I hereby declare that the project entitled

Submitted to the Annamalai University, in partial fulfillment of the requirements for the Degree of Master of Business Administration in Applied Management is my original work and the project has not formed the basis for the award of any degree, diploma, associate ship, fellowship or similar other titles. It has not been submitted to any other university or institution for the award of any degree or diploma.

Place: Kota Date: 21/03/2010

Name: Enrolment No.:

that new recruits show a willingness to learn. It is also becoming increasingly important. They can make or break the fortunes of a business. I am privileged to be one of the students who got an opportunity to do my training with My Liberty Homes.PREFACE People are a company’s most important assets. adaptability and ability to work as part of a team. The Recruitment & Selection procedure ensures that these criteria are addressed In this project I have studied Recruitment and Selection process of My Liberty Homes and attempted to provide some ways so as to make recruitment more effective and to reduce the cost of hiring an employee. contribute significantly towards the Company's effectiveness. as the Company evolves and changes. The recruitment and selection decision is of prime importance as it is the vehicle for obtaining the best possible person-to-job fit that will. In today’s highly competitive business environment placing the right people in the right position is very critical for the success of any organization. My involvement in the project has been .

very challenging and has provided me a platform to leverage my potential in the most constructive way. I would be delighted to receive reader’s comments which maybe valuable lessons for my future projects. This project however is an attempt to share as best as possible my experience in corporate world with all my colleagues and my faculty. .

knowledge and support lead me to complete my project timely and successfully. Place: Kota Date: 21/03/09 Name: Enrolment No. I sincerely acknowledge them for extending their valuable guidance.ACKNOWLEDGEMENT I express my sincere thanks to my project guide. support for literature. My thanks are due to all those who have directly or indirectly helped me in preparing this project report. I would like to express big thanks to Miss Shweta Solanki and Miss Neha Aarya for her all time support and time to time guidance. However. Sohan Lal Sharma. I accept the sole responsibility for any possible error of omission and would be extremely grateful to the readers of this project report if they bring such mistakes to my notice. Mr. Her experience.: . Associate professor of management studies for guiding me right form the inception till the successful completion of the project. critical review of project and the report and above all the moral support they had provided to me with all stages of this project.

All practices of marketing and finances can be easily emulated but the capability. it is important to have a well-defined recruitment policy in place. In the competitive scenario it has become a challenge for each company to adopt practices that would help the organization stand out in the market. Thus the best services offered to the consumers are result of the genius brains working behind them. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. . the skills and talent of a person cannot be emulated. organizations have to respond quickly to requirements for people. Hence. The competitiveness of a company of an organization is measured through the quality of products and services offered to customers that are unique from others. Many players have entered the economy thereby increasing the level of competition. Human Resource in this regard has become an important function in any organization. Therefore a recruitment practice in an organization must be effective and efficient in attracting the best manpower. which can be executed effectively to get the best fits for the vacant positions. The market has been witnessing growth which is manifold for last few years.EXECUTIVE SUMMARY In today’s rapidly changing business environment.

 Preface  Acknowledgement  Executive Summary TABLE OF CONTENT  Objective of the study .

 To identify areas where there can be scope for improvement.  To know about the importance of recruitment and selection  To find out better process of recruitment. .  To develop practical knowledge with theoretical aspects.  To know about the role of recruiter.  To give suitable recommendation to streamline the hiring process.OBJECTIVE OF THE STUDY The main objectives for undertaking this project are:  To understand the internal Recruitment process in organization.

Objective:The main objective of recruitment is to increase the number of applications for the job available in the organization. to select the best applicant who is the best fitted to the job. . Definition:Recruitment is the process of recruiting potential personnel to fill up the existing requirement of the organization. Recruitment involves encouraging individuals with the needed skills to make applications for employment with the firm.RECRUITMENT “The art of choosing men is not nearly as difficult as the art of enabling those one has chosen to attain their full worth”. It is the process of discovering potential applicants for actual or anticipated job vacancies.

It refers to those movements in personnel which an organization can predict by studying trends in internal or external need. . Recruitment follows HR planning and goes hand in hand with selection process by which organizations evaluate the suitability of candidates. • Planned needs: .Such needs arise from changes in the organization policies.Such need arises due to illness.Need for recruitment:It makes possible to choose the right person in the right time at the right place. • Unexpected needs: . It also makes it possible to acquire the number and type of people necessary to ensure the continued operation of the organization. With successful recruiting to create a sizeable pool of candidates. death and resignation. even the most accurate selection system is of little use. • Anticipated needs: .

Human resource Managing director Amendments and deviations: . Authorized Signatory 1 2 Head. selecting and appointing personnel on the permanent rolls of an organization. Authorization: S. Other steps follow:  Creating an applicant pool using internal or external methods  Evaluate candidates via selection  Convince the candidate  And finally make an offer Scope: To define the process and flow of activities while recruiting.Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. abilities and experience needed to perform the job successfully. The next step is careful examination of the job and enumeration of skills.No.

Exclusions: The policy does not cover the detailed formalities involved after the candidate joins the organization.Any amendments to and deviations from this policy can only be authorized by the Head-human Resources and the Managing Director. SELECTION .

Personnel Selection Best Practices: Personnel selection practices (e. He or she shall chair a pre-selection panel. composed of the Heads of Unit of the Agency . ability and personality tests) continue to capture the most attention from staffing scholars. The call for expressions of interest shall be published in the EU Official Journal (OJ). The selection of candidates for membership of the Scientific Committee of FRA shall be advertised through a call for expressions of interest in accordance with the present procedures. Article 1: Pre-selection: 1. the present review summarizes the major new developments.g. Rather than review all this research. interviews. in relevant leading academic publications as well as the Agency’s website.. 2. as well as discussions of research and practical applications. The closing deadline for submission of candidates’ expressions of interest shall be fixed six weeks after the above mentioned publication. There are several comprehensive reviews of selection practices. The Director of the Agency shall prepare and organize the work for the pre-selection of the members of the Scientific Committee.

3. It will draw up an ‘Individual Assessment Form’ for each candidate which will include a short comment. Failure to comply with one of these requirements will result in the exclusion of the concerned candidate from the next steps of the selection process. Two members of the FRA Management Board may attend the pre-selection panel as observers. 5. in accordance with the eligibility requirements. highlighting the specific values/shortcomings of the person. The pre-selection panel shall then assess each eligible candidate according to the requirements for selection.and a person appointed for the purpose by the Council of Europe. Article 2: Selection: . The Director shall present the results of the pre-selection process to the FRA Executive Board. The pre-selection panel shall verify the eligibility of the candidates. including information on the candidates deemed ineligible. 4.

2. 4. The Chair of the Executive Board shall present the results of the selection process to the Management Board. The Executive Board shall assess all the candidates on the basis of the established selection requirements. In this assessment the Executive Board shall take into account: • The work of the pre-selection panel. This list will also include merit points and a conclusion concerning the suitability as a member of the Scientific Committee for each candidate. in accordance with the mission and objectives of FRA. The Executive Board shall submit to the Management Board a list of most eligible candidates. . • The need to ensure even geographical and gender balance. • The need that the specialist fields of the members of the Scientific Committee shall cover the most relevant scientific fields linked to fundamental rights. 3. This list should include more than eleven and fewer than twenty-two names.1. including a record of the candidates not included in the lists mentioned above as well as on candidates deemed ineligible.

after having consulted the competent committee of the European Parliament. 2. The Agency services shall provide technical and logistic support for the selection process. which shall not be renewable. Members will be appointed for a five-year term. the Agency’s Management Board shall appoint the members of the Scientific Committee.5. The candidates not appointed shall be put on a reserve list. On the basis of the list submitted by the Executive Board. The reserve list shall be valid for the duration of the term of the appointed Scientific Committee. In case of a vacancy. Article 3: Appointment: 1. the Management Board shall appoint a new member from the reserve list. The filling in of a vacancy shall be for the rest of the duration of the term of the Scientific Committee. . 3.

The differences between the two are: The recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. . by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization.RECRUITMENT AND SELECTION Recruitment and selection are the two phases of the employment process. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization.


RECRUITMENT AND SELECTION PROCESS Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:  Identify vacancy  Prepare job description and person specification  Advertising the vacancy  Managing the response  Short-listing  Arrange interviews  Conducting interview and decision making .


0 Scope 1.Process Cycle 1.0 Recruitment and Selection Framework 2.4 Job description 1. that the best people are recruited on merit and that the recruitment process is free from bias and discrimination. This Recruitment and Selection Procedure sets out how to ensure as far as possible.1 Overview of Process .5 Person Specification 2.2 Form 1.1 Purpose of the Procedure: Recruiting and selecting the right people is paramount to the success of the IPCC and its ability to retain a workforce of the highest quality.3 Request to Fill 1.1 Job Analysis 1. 1.

• Assess the need for the job and ensure there is adequate funding for it. • Draft the advertisement and select the advertising media. . • Design the selection process. • Review the person specification to ensure it meets the requirements of the job description. • Make appointment. Managers hold the responsibility for ensuring this framework is followed. • Validate references. • Short list using the person specification only. HR is available for advice and will assist in general administration of the recruitment process. qualifications and security clearances. • Review the job description to ensure that it meets the present and future requirements. • Interview and test short-listed candidates.

1 Review the Job and the Need for It Managers need to consider the following issues: • Is the job still necessary? What value does it add to the team and to the delivery of service? • How will the post be funded? Positions outside of existing establishment require the Director’s and Chief Executive’s approval. the grade for the job and the person specification may need to be reevaluated. • Is this jobbing a politically restricted post or will the incumbent have unsupervised access to children or vulnerable adults? • What type of employment could be offered? . • Does the job description need updating? If so.0 Recruitment and Selection Provisions 3.3. The HR Team is available to provide advice on constructing both job descriptions and person specifications and advising on grading issues.

Should total employment under any of these arrangements extend beyond 12 months. it is the responsibility of the Manager to ensure that the Authority to recruit form is completed and sent to HR as soon as possible. i. Use of secondments must be in accordance with the IPCC Secondment policy.e. whilst a permanent position is being advertised. part-time? Is job-sharing an option? Permanent or fixed term contract. . secondment or agency? Use of fixed term contracts is most appropriate for covering a particular task/project/item of work or an interim appointment. They should not normally be used to fill permanent posts.Full-time. the individual may have an entitlement to permanent employment rights. Employment through an agency may count towards this 12 month period. Agency staff may be used to cover short term peaks in work or projects or interim vacancies. including redundancy. If it is proposed to proceed to recruit to the post.

is mixed in terms of race and gender • The requirement that at least one panel member has received training on recruitment and equal opportunities. The Manager is responsible for selecting interview panel members – being mindful of: • The requirement that the panel consists of at least two people. • The requirement that each panel member be familiar with antidiscrimination legislation . normally limited to that provided by the IPCC. If not IPCC trained.3.2.2 Design Selection Process Managers need to design the selection process they will use. giving consideration to the following points: 3. and if possible.1 Panel Composition: All interviews for permanent posts must be conducted by a panel. the matter should be referred to Human Resources.

to maintain consistency and to ensure fair treatment of all candidates.e. Panel members must be satisfied that their relationship with any candidate: • Will not improperly influence their decision • Will not give rise to suspicion about their motives 3.All psychometric tests used in selection must be developed. 3. fair and unbiased – also considering the predictive capacities of tests).2. is relevant.2 Selection Tests: Where selection tests are a valid method of assessing a candidate (i.3 Interview Questions . effectively measures the job criteria. they are an extremely useful tool and are recommended for use.2. reliable. Managers should seek advice from HR on the use of such tests .• The willingness and ability of potential panel members to attend all interviews for the duration of the recruitment process. administered and interpreted by accredited people.

an active web presence is vital for any organization. you can guarantee that the people using the service have an interest in your field. As more and more people turn to online means for their information and service needs. Utilizing all the benefits of online advertising and adding the clout already held by Australia's leading industry news provider.1 Advertising the vacancy: All vacancies at all levels must be advertised .3. ads placed with RD are a great way to generate interest in new products and services.3. Specialist News. or to improve awareness of your brand. large or small.Human Resources hold the IPCC Interview Guides that contain competency based interview questions. Advertising Reaching any target market can be extremely difficult. 3. Managers need to ensure they contact Human Resources prior to interview to obtain copies of these guides. .there will be no “word of mouth” recruitment as this can lead to indirect discrimination. 3. Through niche websites like RD.

No vacancy can be advertised until the request to fill procedure has been completed. If the recruiting manager wishes to advertise in more than 1 journal.. possible and thus • Make the correct decisions. Internal vacancies will be advertised in the Vacancy Bulletin produced by the Recruitment Office. • We are properly prepared to carry out the best interviews. NHS jobs are the medium for externally advertised vacancies in the first instance. • We are properly prepared to respond to candidates’ enquiries. and up-to-date job description. . he/she will agree to fund 50% of the costs from the Directorate budget. The recruiting manager should indicate the preferred advertising medium on the Request to Fill Form in the event that no appointment has been made from advertising in the Vacancy bulletin and NHS jobs. • Candidates receive the best possible information. These will ensure that: We do not break our own operational policies. External vacancies will be advertised in the Vacancy Bulletin and NHS Jobs. person specification and KSF outline have been sent electronically to the Recruitment Office.

All vacancies will be listed in the weekly Vacancy Bulletin produced by the Recruitment Team and circulated throughout the Trust and to specific organizations. The information it should contain is taken largely from the job description and the person specification. as a result. such as shift work or travel • Any positive features such as training prospects .The HR department routinely monitors the cost and response rate of advertisements and. Care will be taken to ensure that both the wording and placement of advertisements encourage a wide cross-section of the population to apply. when Job Centre plus or internal bulletin can provide suitable candidates at no cost. as set out below: • Job title • Grade and/or salary as appropriate • Brief description of the post • Essential requirements. The aim of the advertisement is to attract suitable candidates only. at the least cost. For some posts it is not necessary to pay for expensive advertising space. will give advice on the choice of publications to ensure more cost-effective advertising.

• A contact person/telephone number for further information about the job • Encourage informal visits. External Search: • Advertising • Brief position description • Minimum qualifications • include information needed from candidate I. B. Looking Inside: • Consider possible internal candidates with an interest in the post. A resume ii. A letter from the candidate . • Determine if the position level requires an external search. where applicable Recruiting a Candidate Pool: A.

Names & phone #s of 3 references • State length of response time • Ad placement (local. The recommended position announcement for all positions must include a non-discrimination statement and be approved by divisional vice president and executive director of human resources. but who may be open for a change. (Maximum Cost $700) Letters of application and . national.) • Emails or faxes accepted? • Focused Contacts . Efforts should be made to target advertising to women and minorities. The object is to reach good candidates who are happily and productively employed elsewhere. A concise work sample or essay (if applicable) iv.iii.person-to-person networking. journals. etc. A line ad may be placed with: A) Chronicle of Higher Education B) Area newspapers C) Selected professional journals And will be posted internally in accordance with established College policy to include our web links..

this form remains separate from the candidate’s application and is not available to the hiring manager or others involved in the search. An EEO Data Form will be mailed to each applicant to acknowledge receipt of their application as well as to collect specific data for diversity analysis. public libraries. it may lead to a steady source of volunteers. When completed. A log of all applicants must be maintained and placed on file at the end of the search in the Human Resources office. and large offices. Some companies provide other types of agency support where their employees volunteer. Restaurants. 2. Ask to speak with the decision makers. . Ways to approach businesses1. Contact the company's community relations officer: If the officer is supportive. Recruit through posters: You often can arrange to display your posters in stores. hospitals. churches. schools. Make a brief statement about your program and ask for permission to display a poster.vitae will be received by the search committee through the Department of Human Resources.

4. . Check out community clearing houses: In some cities there are organizations that put volunteers together with community services programs. Applications: A file will be set up for each individual vacancy and held in the Recruitment Office containing the following: • Application Form • Job Description. person specification.3. Often newspapers run a periodic column that lists organizations’ needs for volunteers. KSF outline • Terms & Conditions of Employment • Information about the Department in which the vacancy exists should be provided by the Manager (if available). 3. Ask public libraries to accept free bookmarks to give away: These could have a brief program description on one side and explain why you need volunteers on the other side.4.

All panel members participating in short listing must be familiar with the job description. Short listing: Equal Opportunity Monitoring Forms will be separated from the Application Forms prior to short listing and retained by the Recruitment Office The shortlist must be drawn up by minimum of two people. 3. when an enquiry is received from an applicant without internet access.Any other relevant information. person specification and KSK outline. an application pack will be sent within 24 hours. which is assessed against the criteria contained in the person specification and must be consistently applied to all candidates.5. A record of the . one of whom should be the recruiting manager. Short listing must be based only on the information given in the application.

Any potentially suitable candidates who have disabilities with skills and abilities which broadly match the job description and person specification should also be short listed.assessment must be recorded on the Shortlist Record Form or on NHS Jobs. it is recommended that a third party not involved in the immediate area should be involved in the selection process and interview process. and by short listing those candidates who. and be . whether internal or external candidates. must inform the appropriate HR Business Partner. Where there is a declared interest. anyone involved in the selection process. In situations where there are internal candidates only. demonstrate the greatest ability to meet the criteria which can be tested at short listing stage. In order to avoid allegations of favoritism. in their application. following guidance from the HR Business Partner. it will be necessary to examine the degree to which each candidate meets the essential criteria. If there are large numbers of candidates meeting all the criteria for the job. a representative from HR may be included in the selection panel. This will help to ensure. This is especially important in the event of any subsequent allegation of discrimination. which is connected by close friendship or is related to a candidate.

3. It is recommended that the maximum number of candidates per shortlist is six/eight. Interview “Any person to person between two or more individuals with a specific purpose in mind is called Interview” There are basically two types of Interviews. A late application will be a genuine reason for not short listing a candidate and only in very exceptional circumstances and in consultation with the HR Business Partner will a late application be considered.6. that fairness is maintained and that a person is selected on merit.  Structured Interviews  Unstructured Interviews .seen to ensure.

or candidates can be given a card containing the question”.Structured Interviews: In which interviewer asks those questions which are pre. Arrangements for interviews . the unwritten aspects of structured interviewing. Unstructured Interviews: In which interviewer asks those questions which are not pre. Some authors acknowledge that "literary license" is needed.defined. at least. Incidents are often grouped into dimensions first.6. “If necessary.1. 3. and then the incidents that best represent the dimensions are turned into questions. “One type that has been widely studied and is considered relatively structured is situational questions.defined which ask randomly. questions can be repeated. The development of questions from incidents is part of the art or.

to elicit the facts • Interpreting and evaluating information. The candidate should not be asked to walk miles to their seat. nor blink into the . To sharpen the effectiveness of the interview the panel should ask the candidate to give a presentation. The interviewer needs to posses three different skills • Information gathering. to act on the facts and the analysis. Interviews require a quiet undisturbed room. Gathering the information. Nevertheless the interview seems likely to remain as the principle selection device despite its faults. • Decision making. to consider what the facts mean.Interviewing and selecting: You may as well toss a coin’ Professor Eysenck's opinion on the validity of the interview as a selection device is well known. The right physical environment is important. This offers the chance for the candidate to show what they have achieved. Spacing and lighting are also important. eliciting the facts. If the interview is formal and held round a table. If the interview is informal a circle of chairs of equal height and similar spacing may well be appropriate. show how they hope to fit in and illustrate their communication skills.

Open questions: ‘Tell me about…. with plenty of eye contact. What was your most challenging situation in the last year and how did you deal with it? B. The format of the interview should be outlined to the candidate. Verbal reinforcement should be forthcoming from the interviewer.silhouettes of the interview panel against a window. Silence can be used in a positive way to allow the candidate to develop their answers fully. The chairman should make the candidate welcome introduce the panel by name. They should include: A. Probing questions: . Problem questions: These suggest a situation specific to the job where the candidate must show their capacity to.’ C. and say whom they represent. Questions should be linked to what the candidate has said to elicit a flow of information. priorities tasks under pressure. for example. The interviewer needs to listen to develop an interested and attentive interviewing style.

Allow the candidate. Ask the candidate back in if a question needs clarification. or offer the information on areas such as salary. Do they fulfill the essential criteria? . know thy self. to question the panel. start date. accommodation or questions regarding the job description. Closed questions: These interrupt the information low in order for the interviewer to redirect it to a new topic.‘Why do you want to leave your present job’ or ‘What was your worst moment there?’ D. study facilities. ‘When did you…? Or how many…?’ At the end consider if you have gathered the information necessary for a decision. Making the decision The panel should: • Consider whether each candidate is appointable. Interpreting and evaluating the information Interviewer.

On the other hand Einstein might not fit well with the team. Screening Interviews: These are usually shorter interviews used for the purpose of conducting a brief evaluation of a Candid ate. This produces a dull un progressive unit. • Use references to back up your choice. Never choose person of lesser ability out of fear of being overshadowed.Do they match the person specification? • Each panel member should rank the candidates without conferring with other panel members. • Choose the best candidate. References have greater value as a negative test rather than a positive one to highlight an abrasive personality or poor sickness record. to screen for factors which disqualify rather than qualify. . Successful candidates are asked back for a more in-depth interview.

a graduate recruitment specialist. Avoid being caught unawares and unprepared for a telephone interview – you are entitled to have at least a day’s notice to prepare. Panels consist usually of 2-3 people. Hence you need to rely on verbal cues from the interviewer as well as demonstrating a lot of enthusiasm. This can be a disorienting experience mainly because neither party can see each other. clarity and positive tone with your voice. often from different parts of an organization eg. Find a quiet comfortable place where you can ensure there won’t be any interruptions. a .One-on-one interviews: These interviews involve a candidate being questioned by one interviewer – also common in early stages of selection. Panel interviews and on-site/second interviews: After a first interview you may be asked to a second interview which is often on-site with the employer. Telephone Interviews: Occasionally interviews are conducted over the telephone.

These interviews are sometimes incorporated as part of an assessment centre. use case study questions to evaluate Candidate’s analytical skills. These scenarios can often be quite challenging. especially consulting firms. At the Interview: Questions to Expect Most questions asked at interview can be predicted and usually focus on three issues: • Can you do the job? Do you have the qualifications and/or skills? • Will you do the job? Do you have the enthusiasm/motivation? • Will you fit in? Could they work with you? Do you get on well with people? Here are some interview common questions: . The Careers Centre has a range of tips and resources to help prepare for these interviews. Ensure you address all panel members equally. Case Study Interviews: Some organizations.technical expert and a person representing the area you could work in.

Questions are probing in nature and the competencies employers look for include: • Team work/interpersonal skills Give me some examples about when you have had to handle difficult people. This type of interview is now commonly used in selection processes.• What interests you about this position? • Why do you think you would be successful in this position? Competency-Based Interviews: Competency or behavior-based interviews operate from the premise that the most accurate predictor of future performance is past behavior in a similar situation. • Achievement drive What would be the best example of you giving a project or piece of work your absolute best effort and being disappointed by the outcome? What would you do differently a second time? • Flexibility .

.1 Decision to Appoint: After interview process the require candidate is selected for a job. Selection 3.7. 3. • Persuasiveness and negotiation ability Describe a time when you have been required to negotiate in difficult circumstances.7.Tell us about a time when you have had to adapt quickly to substantially changed circumstances at university or at work. Why was it important for you to become involved? What strategies did you use? • Analytical thinking Describe a project that you have worked on that has required a high level of analysis and contribution of new ideas. Panel members decide to hire that individual who is fulfilling the requirements.

9.8. If feedback is requested from an unsuccessful short-listed candidate.1 Post interview feedback & notification to applicants: HR is responsible for providing all candidates with written notification of the outcome of their application. Role of Recruiter .9 Other Requirements: 3.9. 3.2 Monitoring Recruitment and Selection (Reporting): HR will monitor the recruitment processes to ensure they are not discriminatory and will provide statistical data to the Senior Executive Group on a regular basis. 3.8. Written feedback will not normally be provided. the manager should provide a valid reason to the candidate for rejection together with constructive feedback. Offers 3.3.1 Offer of Employment: Organization offers the job to the Individual.

it is important to note the differences. 2. Jobseekers do not pay fees to search firms.WHY YOU SHOULD USE A RECRUITER: Working with Executive Recruiters Executive Recruiters hold the keys to the "hidden job market" . When the hiring company retains a recruiting firm. While both types charge fees only to the hiring organization.Retained and Contingency. and can range from 15%-35% of that salary. Four Key Facts about Executive Recruiters: 1. the companies that hire recruiters to fill a position pay for their services. and it's important for jobseekers to understand how to leverage this resource as part of their overall career opportunities that aren't posted anywhere else. please let us know immediately. This fee is calculated using the starting salary of the position. Be wary of any recruiter who asks you to pay them a fee…If you are asked to pay a fee for job placements services. These professionals hold great influence within the hiring organization. that firm . Instead. There are two types of search firms .

Retained firms are typically used to fill higher-level positions at $100. For many higher-end job assignments. no matter where they are. Contingency search firms receive payment only when their candidate is hired. That being said. It is absolutely in your best interest to gain exposure among search firms who fill positions in your industry. Over the last few years the "search" industry has gone through some significant changes. While contingency firms have generally always accepted retained work. it's much easier to network with local recruiters and they can be an invaluable resource when penetrating the local hiring market. Don't limit your search by geography. particularly for non-executive positions. function and salary range. To make your search as effective as possible. target your efforts towards recruiters those work in your respective industry and/or specialize in your job function. A Chicago recruiter is just as likely to have an assignment in Los Angeles as in Boston. Some search firms specialize. recruiting firms will look nationally or even internationally. many retained firms now accept contingency work…You decide which type of recruiter is right for you! 3.000+ salaries. As you begin to network with these specialized recruiters you'll find they are very much . paid regardless of the results of the search. while others don't.

In all cases. respect the indicated communication preferences of the firm and/or the individual recruiter. Thus. especially at the higher executive ranks….aware of where opportunities exist within the micro hiring "economies" of your shared areas of expertise. and establish the preferred communication medium for that firm.Whether retained or contingency fee-based. However. networking and building relationships with qualified. generalist firms should not be ignored. Making Contact with Your Selected Executive Recruiters: Next. Keep in . identify all of the communication channels that make sense for the firms and recruiters you've identified. search firms are handsomely rewarded for filling positions on behalf of their corporate clients. make sure your cover letter and resume/CV are both positioned appropriately for the areas of expertise in which the recruiter works. Review the firm's website for job opportunities currently under research. Not unlike introducing your professional "brand" to a hiring organization. reputable recruiters is a critical component of career management strategies. The firm may offer an online mechanism for posting and/or sending your resume and cover letter.

sell yourself and your "hirability". and understand that executive recruiters have access to a lot of talent.) you may have to be in the right place at the right time to be recognized at a personal level. make your best impression. Remember. Depending on your "hirability" (qualification level. After providing your credentials in whatever communication medium you think makes sense. so make sure they're tight before you send them. How Recruiting Firms Can Make a Difference In Your Career: When contacted by a recruiter treat them as though they are the hiring organization.mind that recruiters are not career managers. consider a follow up a few weeks later with another communication attempt. Working with executive recruiters is not an event . the recruiter doesn't work for you so don't expect personal. . We have testimonials from Directory of Executive Recruiters clients that indicate when working with an Executive recruiter. They may not have the expertise or inclination to advise you on changes to your cover letter and resume. What you're striving for is a personal contact from the is a process. individualized service. the "hiring cycle" can take anywhere from two days to two years! In either case though. experience etc. most positions secured through executive recruiters fit into the "dream job" category. Be professional.

Interview and Recruiters on the dependent variable which is Recruitment and Selection Process.  Recruitment and selection process importance  Recruitment sources affects on Recruitment and selection process  Interviews 3ffects on Recruitment and selection process  Recruiters affects on Recruitment and selection process Theoretical Framework Recruitment Sources Interviews Recruitment and Selection Process Recruiters .The Significance of the Study: The study will broaden our understanding the affect of independent variables which are Recruitment sources. Current study will add to existing body of knowledge by signifying.

Independent Variable Dependent Variable .

A Research Methodology defines the purpose of the research. how to measure . how it proceeds.RESEARCH METHODOLOGY The study will be conducted to achieve the aforesaid objectives including both exploratory and descriptive in nature and involve personal interviews that will be based on the questionnaire format.

DATA COLLECTION SOURCES:  PRIMARY SOURCES- The data required for the study has been collected from- . The research process that will be adopted in the present study consists of the following stages:- RESEARCH DESIGN: Exploratory Research A research design is the specification of methods and procedures for acquiring the information needed to structure or solve the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. It is the overall operational pattern or framework of the project that stimulates what information is to be collected from which source and by what procedure.progress and what constitute success with respect to the objectives determined for carrying out the research study. This kind of research has the primary objective of development of insights into the problem. On the basis of major purpose of our investigation the EXPLORATORY RESEARCH was found to be most suitable.

QUESTIONNAIRE survey among the official’s employees. websites  Organizational Reports  Case Studies  Business magazines  Books  Journals on e-learning Industry.  SECONDARY SOURCESThe secondary data has been collected from:  Internet. . PERSONAL INTERVIEWS with the company representatives regarding Recruitment and Selection.

. The questionnaire was used as it facilitates the tabulation and analysis of the data to be collected. SAMPLE AREA Kota MODE OF ANALYSIS The instrument used for data collection was in the form of questionnaire. The data collected was subjected to simple frequency distribution and percentage analysis. SAMPLE SIZE Sample size can be 50 or as per project sampling requirement.SAMPLING METHOD Survey was done by random sampling method.

Q.1 How much recruitments are assigned to one HR employee at any given time? Between 1-3 Between 4-6 Between 7-10 Between 11-20 More than 20 23.3% 23.7% 14.2% 18.5% 11.2%

Q.2 On average, how many hours does the HR staff spend on each recruitment? 1-5 6-10 16-20 21-30 31-40 More than 40 20.3% 21.6% 10.8% 11.7% 6.1% 9.5%



Q.3 Average time it takes from notification of vacancy until new hire reports to work: Jobs in general – Professional jobs – Clerical jobs – Trades jobs – IT jobs – 49 days 51 days 45 days 44 days 48 days

All the study has .CONCLUSION This study suggest that when Recruitment and Selection Process is properly established and implemented then organization will must grow because all the employees will be according to the requirements Recruitment and Selection Process affects a lot on the organizational activities regarding its growth because if the people will be according t the requirements and skillful then cost will reduce and organization must grow.

scribd. That is why I choose these variables. There are no doubt others factors also affect on the Recruitment and Selection Process but these are main and require more attention. Interviews and Recruiters are all very important in the Recruitment and Selection Process because by the missing of any one factor there is chance the whole Recruitment and Selection Process will be affected by these factors. All the independent variables are Recruitment MAGAZINES . BIBLIOGRAPHY WEBSITE www.prove the fact there is directly and indirectly relationship is present between these variables and these variables affect on the Recruitment and Selection Process.

. Designation…………………………………………………………………… Department………………………………………………………………… QUESTIONNAIRE Name of the employee……………………………………………………… India Business World India Today Newspaper Course Books of MBA Human Resource Management by L M Prasad SEARCH ENGINES www. . Contact no……………………………………………………………………..

2) R & S Process increase efficiency in the organization activities? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.3) Do you think best source increase the efficiency on all organization department? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.Q.1) Recruitment & Selection Process is Effective for the Organizational objectives? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.4) R & S Process depends on sources of Recruitment? Strongly Agree Agree Strongly Disagree Disagree .

6) Better Result of R & S can be increase by Recruitment sources? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.1 2 3 4 Q.5) which is the best source for R & S Process? a) Internal b) Consultants c) Print Media d) Electronic Media e) Others Q.7) R & S Process depend on Interviews? Strongly Agree Agree Strongly Disagree Disagree .

1 2 3 4 Q.8) Interviews are the basic filter of the R & S Process? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.10) Which methods should be used for Recruitment? a) Structured b) Unstructured c) Problem questions d) Case Study questions e) others .9) Different methods of Interviews should be used? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.

10) R & S Process depend on Recruiters? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.11) R & S Process end results can be because of Recruiters? Strongly Agree Agree Strongly Disagree Disagree .11) Better Result of R & S can be increase by Interviews? a) Structured b) Unstructured c) Problem questions d) Case Study questions e) others Q.Q.

1 2 3 4 Q12) Recruiter should be Knowledgeable and Experience? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.14) End Result of R & S process can be wrong because of Recruiters? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Signature .13) R & S behavior depends on recruiter? Strongly Agree 1 Agree 2 Strongly Disagree 3 Disagree 4 Q.

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