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  • 1.1 CONCEPT
  • 1.2 MEANING:
  • RECRUITMENT:
  • Definition:
  • 1.3 PURPOSE AND IMPORTANCE OF RECRUITMENT:
  • 2.1 PROCESS:
  • STAGE 1:
  • RECRUITMENT PLANNING:
  • Numbers of contact:
  • Types of contacts:
  • STAGE 2:
  • STRATEGY DEVELOPMENT:
  • 1. µMake¶ or µBuy¶:
  • 2. Technological Sophistication:
  • 3. Geographical distribution:
  • STAGE 3:
  • SEARCHNG:
  • A). Source activation and
  • B). Selling
  • A). SOURCE ACTIVATION:
  • B). SELLING:
  • STEP 4:
  • SCREENING:
  • STAGE 5:
  • EVALUATION AND CONTROL:
  • 2.2 EVALUATION OF RECRUITMENT PROCESS
  • 3.1 SOURCES OF MANAGERIAL RECRUITMENT
  • INTERNAL SOURCES EXTERNAL SOURCES
  • 1. Promotions and Transfers ±
  • 2. Internal notification (advertisement): -
  • 3. Retirements: -
  • 4. Recalls: -
  • 5. Former Employees-
  • 2. Press Advertisements:-
  • 3. Management Consultancy service & Private Employment Exchanges:-
  • 4. Deputation of personnel or Transfer from one enterprise to another:
  • 5. Walk-ins, Write-ins and Talk-ins-
  • 3.2 PRO AND CONS OF EXTERNAL RECRUITMNET:
  • Pro:
  • Cons:
  • 4.1 SELECTION:
  • Selection is defined as the process of differentiating between applicants in
  • order to identify (and hire) those with a greater likelihood of success in a
  • job
  • 4.2 SELECTION PROCESS
  • The following chart gives an idea about selection process: -
  • Environment factor affecting selection: -
  • STEP 1: -
  • PRELIMINARY INTERVIEW
  • STEP 2: -
  • SELECTION TEST:
  • The following are the type of tests taken:
  • A). Ability tests: -
  • B). Aptitude test: -
  • Forms of aptitude test:
  • c). Intelligence test:
  • d). Interest Test:
  • e). Personality Test:
  • f). Projective Test:
  • g). General knowledge Test:
  • h). Perception Test:
  • i). Graphology Test:
  • j). Polygraph Test:
  • k). Medical Test:
  • 2. CHOOSING TESTS:
  • y RELIABILITY: -
  • y VALIDITY: -
  • There are three ways of validating a test. They are as follows: -
  • 3. OBJECTIVITY: -
  • 4. STANDARDRIZATION: -
  • STEP 3: -
  • EMPLOYMENT INTERVIEW:
  • Objectives of interview: -
  • 1) Informal Interview:
  • 2) Formal Interview:
  • 3) Non-directive Interview:
  • 4) Depth Interview:
  • 5) Stress Interview:
  • 10) Unstructured Interview:
  • 11) Mixed Interview:
  • 12) Dinner Interviews:
  • 14) Telephone Interviews:
  • 15) Second Interviews:
  • STEP 4: -
  • REFERENCE CHECK & BACKGROUND ANALYSIS:-
  • STEP 5: -
  • SELECTION DECISION:-
  • STEP 6: -
  • PHYSICAL EXAMINATION: -
  • STEP 7: -
  • JOB OFFER: -
  • STEP 8: -
  • CONTRACT OF EMPLOYMENT: -
  • STEP 10: -
  • EVALUATION:--
  • 4.3 FOUR APPROCHES OF SELECTION:
  • 1). Ethnocentric Selection:
  • 2). Polycentric Selection:
  • 3). Regiocentric Selection: -
  • 4). Geocentric Staffing: -
  • 5.1 Difference (Recruitment and Selection)
  • y Fun and culture:
  • Infosys. So it is important for Infosys to communicate this to everyone"
  • S. Gopalakrishnan (Co-founder & Member of Board)
  • 6.2 SOURCES ON MAN POWER SUPPLY:
  • 1. INTERNAL:
  • TYPES:
  • Former Employees-
  • Retirements: -
  • Internal notification (advertisement): -
  • 2. EXTERNAL:
  • CAMPUS:
  • Management Institutes:
  • OFF CAMPUS:
  • JOB FAIRS:
  • PROCESS FOLLOWED BY INFOSYS:
  • ADVERTISEMENTS:-
  • Infosys advertises in:
  • NEWS PAPERS:
  • MAGAZINES:
  • WEB:
  • WALK-INS, WRITE-INS AND TALK-INS:
  • INDUSTRIES:
  • 6.3THE SELECTION PROCESS OF INFOSYS:
  • y Steps:
  • A. Initial screening of interviews:
  • B. Completion of application forms:
  • C. Employment tests:
  • logical test
  • English test
  • 1. Vocabulary
  • 2. Reasoning
  • 3. Essay writing
  • VARIOUS TESTS:
  • 1. Mental or intelligence tests:
  • 2. Mechanical aptitude tests:
  • 3. Intelligence test:
  • 4. Personality Test:
  • 5. Medical Test:
  • D. Interview:
  • 1. Formal Interview:
  • 2. Patterned Interview:
  • 3. Depth Interview:
  • 4. Stress Interview:
  • 5. Mixed Interview:
  • E. Background Information:
  • F. Physical Examination:
  • There are several objectives behind a physical test:
  • G. Final Employment decision:
  • BIBLIOGRAPHY:
  • WEBLIOGRAPHY

RECRUITMENT AND SELECTION IN CALL CENTER

CHAPTER 1 INTRODUCTION OF RECRUITMENT AND SELECTION
1.1 CONCEPT Recruit ment and select ion are t wo of t he most import ant funct io ns o f personnel management . Recruit ment precedes select ion and helps in select ing a r ig ht candidat e. Recruit ment is a process t o disco ver t he sources o f manpower t o meet t he requ ir ement of t he st affing schedule and to emplo y effect ive measures fo r att ract ing t hat manpower in adequat e number s t o facilit at e effect ive select io n o f efficient perso nnel. St affing is o ne basic funct io n of management . All manager s have responsibilit y o f st affing funct io n by select ing t he chie f execut ive and eve n t he foremen and super visors have a st affing r espo nsibilit y when t hey select t he rank and file workers. However, t he personnel manager and his per so nne l depart ment is mainly co ncer ned wit h t he st affing funct ion. Ever y organizat ion needs t o look aft er recruit ment and select io n in t he in it ia l per iod and t her eaft er as and when addit io nal manpower is required due to expansio n and develop ment of business act ivit ies. µRight person for the right job¶ is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates 1

RECRUITMENT AND SELECTION IN CALL CENTER

is essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit. 1.2 MEANING: RECRUITMENT: Recruit ment means t o est imat e t he available vacancies and t o make su it able arrangement s for t heir select io n and appoint ment . Recruit ment is under st oo d as t he process o f searching for and obt aining applicant s for t he jo bs, fro m amo ng who m t he r ight people can be select ed. A for mal definit io n st at es, ³It is t he process of finding and at tract ing capable applicant s for t he emplo yment . T he process begins when new recru it s are sought and ends when t heir applicant s are submit t ed. The result is a po o l o f applicant s fro m which new emplo yees are select ed´. In t his, t he available vacancies are given wide public it y and suit able candidat es are encouraged t o su bmit applicat io ns so as t o have a poo l of eligible candidat es for scient ific select ion. In recruit ment , infor mat io n is co llect ed fro m int erest ed candidat es. Fo r t his d ifferent source such as newspaper advert isement , emp lo yment exchanges, int er nal pro mot ion, et c. are used. In t he recruit ment , a pool of eligible and int erested candidat es is creat ed fo r select ion o f most suit able candidat es. Recruit ment represent s t he first co nt act t hat a company makes wit h pot ent ial emp loyees

2

RECRUITMENT AND SELECTION IN CALL CENTER

Defin ition: Acco rding t o EDWIN FLIPPO,´Recruit ment i s the process of searching f or pro spect ive employees and stimulati ng them to apply f or jobs in t he organi zation.´ 1.3 PURPOSE AND IMPO RTANCE O F RECRUITMENT:

2. Det er mine t he present and fut ure requirement s of t he organizat io n o n co njunct io n wit h it s personnel-planning and jo b analys is act ivit ies. 3. Increase t he pool o f jo b candidat es at minimum cost. 4. Help incr ease t he success rat e of t he select io n process by r educing t he nu mber of vis ibly under qualified or overqualified jo b applicant s. 5. Help reduce t he probabilit y t hat jo b applicant s, once r ecruit ed and select ed, will leave t he organizat io n only aft er a short period of t ime. 6. Meet t he organizat io n¶s legal and social o bligat io ns regarding t he

co mposit io n o f it s work force. 7. Begin ident ifying and prepar ing pot ent ial jo b applicant s who will be appropr iat e candidat es. 8. Increase organizat ional and individual effect iveness in t he short t erm and lo ng t erm. 9. Evaluat e t he effect iveness o f var ious recruit ing t echniques and sources fo r all t ypes o f jo b applicant s.

3

Recruit ment represent s t he fir st cont act that a company makes wit h po t ent ial emp lo yees. a haphazard and piecemeal effort s will r esult in med io cr e o nes. A wellp lanned and well.RECRUITMENT AND SELECTION IN CALL CENTER Recruit ment is a posit ive funct ion in which public it y is given t o t he jo bs available in t he organizat ion and int erest ed candidat es are encouraged t o su bmit app licat io ns for t he purpose o f select ion. It is t hrough recruit ment t hat many individuals will co me t o kno w a co mpany. 4 .managed recruit ing effort will result in high qu alit y app licant s. whereas. and event ually decided whet her t hey wish t o work for it .

5. The pro cess co mpr ises five int errelat ed st ages. T hus. Searching. ind ividuals respons ible for t he recruit ment process must know how many and what t ypes o f emplo yees are needed. Recruit ment programme s can miss t he ideal in many ways i. The ideal recruit ment programme is t he one t hat at tract s a relat ively larg er nu mber of qualified applicant s who will survive t he screening process and accept posit io ns wit h t he organizat io n. t o approach t he ideal. by failing t o att ract an adequat e app licant poo l. 1. 3.e. 4. by under/over selling t he organizat ion or by inadequat e screening app licant s before t hey ent er t he select ion process. Screening. when offer ed. 2. how to dist inguish app licant s 5 .RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 2 RECRUITMENT PROCESS 2. P lanning.1 PROCESS: Recruit ment refers t o t he process o f ident ifying and at t ract ing jo b seek ers so as t o build a poo l o f qualified jo b applicant s. where and how t o look fo r t he ind ividuals wit h t he appropr iat e qualificat ions and int erest s. what indu cement to use for var ious t ypes o f applicant s groups. St rat egy development . Evaluat ion and cont rol. viz.

These det ails ar e available t hrough jo b descr ipt io n and jo b spec ificat io n 6 . near ly alwa ys.RECRUITMENT AND SELECTION IN CALL CENTER who are qualified fro m t hose who have a reasonable chance o f success and ho w to evaluat e t heir work. plan t o attract more app licant s t han t hey wil l hire. So me o f t hose cont act ed will be unint erest ed. one t ask is t o est imat e the nu mber of applicant s necessar y t o fill all vacancies wit h t he qualified peo p le. STAGE 1: RECRUITMENT PLANNING: The first st age in t he recruit ment process is planning. Each t ime a recruit ment Programme is cont emplat ed. The t ype o f people depends on t he t asks and respo nsib ilit ies invo lved and t he qualificat io ns and exper ience expect ed. Numbers of contact: Organizat ion. unqua lified or bot h. Types of contacts: It is basically concer ned wit h t he t ypes of people t o be infor med abo ut jo b o penings. P lanning invo lves t he t ranslat io n o f likely jo b vacancies and infor mat ion about t he nat ure o f t hese jo bs int o set of object ives or t arget s t hat specify t he (1) Numbers and (2) Types o f applicant s t o be cont act ed.

t his is t he µmake¶ or µbuy¶ decis io n. Alt hough imperso nal. 7 . 1. Technologi cal Sophistication: The second decisio n in st rat egy development relat es t o t he met hods used i n recruit ment and select io n. or t hey can hire skilled labo ur and pro fessio nal. Essent ially. co mput ers have given emplo yer s and jo b seeker s a wider scope of opt io ns in t he init ial screening st age. (2).RECRUITMENT AND SELECTION IN CALL CENTER STAGE 2: STRATEGY DEVELO PMENT: When it is est imat ed t hat what t ypes of recruit ment and how many ar e requ ir ed t hen one has co ncent rat e in (1). T he advent of co mput ers has made it possible for emplo yer s t o scan nat io nal and int er nat ional applicant qualificat io n. Organizat io ns. which hire skilled and professio na ls shall have t o pay more for t hese emp lo yees. µMake¶ or µBuy¶: Organizat ion must decide whet her t o hire le skilled emp lo yees and invest o n t raining and educat io n programmes. 2. Make or Buy emplo yees. Geo graphical dist r ibut ion o f labour market s compr is ing jo b seeker s. Techno logical sophist icat ion o f recruit ment and select ion devices. (3). T his decisio n is mainly influenced by t he available t echno logy.

Geographical di st ribution: In o rder to reduce t he cost s. STAGE 3: SEARCH NG: Once a recruit ment plan and st rat egy are worked out. This means t hat no act ual recruit ing t akes place u nt il lo ne managers have ver ified t hat vacancy does exist or will exist . SOURCE ACTIVATION: Typically. act ivat io n soon resu lt s in a flo o d o f app licat io ns and/or resumes. regio nal or lo cal market s fo r t echnical emplo yees and local market s for t he cler ical and blue-co llar emp lo yees. co mpanies look in t o t he nat io na l mark et for manager ial and pro fessio nal emplo yees. A). t he search process can beg in.RECRUITMENT AND SELECTION IN CALL CENTER 3. organizat ions look in t o labor market s most lik ely to o ffer t he requir ed jo b seeker s. Source activation and B). The applicat io n received must be screened. 8 . Those who pass have t o be co nt act ed and invit ed for int er view. If t he organizat io n has planned well and done a good job o f develo p in g it s sources and search met hods. Unsuccessful applicant s must be sent let t er of regret . Search invo lves t wo st eps A). Generally. Selling. sources and search met hods are act ivat ed by t he issu ance o f an emplo yee requis it io n.

t hough many view it as t he fir st st ep in t he select ion process. bot h t he message and t he media deser ve att ent ion. In selling t he organizat io n. while ot hers enjo y hig h cr edibilit y. Applicat ion received in r espo nse t o ad vert isement s is screened and only e ligible app licant s ar e called fo r an 9 . Media are several-so me have low credibilit y. Message refer s t o t he emplo yment advert ise ment . E ven t he definit io n on recruit ment . Hir ing o f pro fesso rs in a universit y is a t ypical sit uat ion. SELLING: A seco nd issue t o be addressed in t he searching process co ncer ns co mmunicat ions. The sele ct io n process will begin aft er t he app licat io ns have been scrut inized and short -list ed. t he y want to do what ever t hey can t o att ract desir able applicant s. it may be st at ed t hat effect iveness of any recruit ing message dep end s o n t he media. On o ne hand. S elect ion o f mediu m or media needs t o be do ne wit h a lo t o f care. Wit h reg ards t o med ia. On t he ot her hand. we quot ed in t he beginning o f t his chapt er. However.RECRUITMENT AND SELECTION IN CALL CENTER B). we have included screening in recruit ment for valid reasons. excludes screening fro m it s scope. organizat ion walks t ight rope. STEP 4: SCREENING: Screening o f applicant s can be regarded as an int egr al part of t he recru it ing pro cess. Here. t hey must resist t he t empt at ion of overselling t heir virt ues.

t hat is. t he recruit ment process ext end s up to screening t he app licat io ns. A se lect io n co mmit t ee co mpr is ing t he Vice-chancellor. T he select io n process co mmences only lat er. 6. 4. 2. advert isement s. The cost of advert isement s or ot her recruit ment methods. 10 . 5.RECRUITMENT AND SELECTION IN CALL CENTER int er view. Recruit ment over heads and administ rat ive expenses. Cost s of overt ime and out sourcing while t he vacancies remain unfilled. agenc y fees. Management and pro fessio nal t ime spent on prepar ing jo b descr ipt io n. STAGE 5: EVALUATIO N AND CONTRO L: Evaluat ion and cont rol is necessar y as considerable cost s are incurred in t he recruit ment process. Salar ies for recruit ers. jo b spec ificat io ns. Reg ist rar and subject expert s conduct s int er view. Cost of recruit ing unsuit able candidat es for t he select ion process. agenc y lia ison and so fort h. Here. 3. The cost s generally incurred are: 1.

RECRUITMENT AND SELECTION IN CALL CENTER 2. t he evaluat io n might include: 1. T ime lapsed dat a 6. Co mment s on image project ed. Ret urn rat e of applicat io n sent out . Keeping t his object ive in t he mind. 4.2 EVALUATION O F RECRUITMENT PROCESS The recru it ment has t he object ive o f searching for and obt aining applicat io ns fo r jo b seeker s in suffic ient number and qualit y. Cost of t he recruit ment process 5. Number of suit able candidat es for select ion. 11 . 2. Ret ent io n and per for mance o f t he candidat es select ed. 3.

1 SOURCES OF MANAGERIAL RECRUITMENT INTERNAL SOURCES 1) Promotion and Transfer 2) Internal Notification (Advertisement) 3) Retirement 4) Recall 5) Former employees EXTERNAL SOURCES 1) Campus recruitment 2) Press advertisement 3) Management consultancy service & private employment exchanges 4) Deputation of personnel or transfer from one enterprise to another 5) Walk-ins. write-ins. The var ious int er nal sources include 12 .RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 3 Sources of Recruitment 3. talk-ins The sources o f r ecruit ment can be broadly cat egorized int o int er nal and ext ernal sources(I) Internal Recruitment ± I nt ernal recr uit ment seeks applicant s fo r po sit ions fro m w it hin t he co mpany.

based view of t he organizat ion. enco urages co mpet ent individua ls who are ambit io us. t hose chosen int er nally ar e familiar wit h t he organizat io n t hus r educing t he or ient at ion t ime and energ y and also act s as a t raining device for developing middle. Job post ing r equires not ifying vacant posit io ns by post ing no t ices. improves t he probabilit y o f go o d select ion since infor mat ion on t he individual¶s per for mance is read ily available. 2. necessar y for fut ure promot ions. Internal notifi cation (adverti sement): Somet imes. is cheaper t han go ing out side t o recruit. Pro mot io ns has man y advant ages like it is good public relat ions.RECRUITMENT AND SELECTION IN CALL CENTER 1. Su it able per sons are appo int ed at t he vacant post s 13 . promot ions rest r ict the fie ld o f select io n prevent ing fr es h blo o d & ideas fro m ent er ing t he organiz at io n. Oft en emplo yees have fr iends or acquaint ances who meet t hese require ment s. Transfer s are also impo rt ant in providing e mplo yees w it h a bro ad. builds morale. manage ment issues an int er nal not ificat io n for t he benefit o f exist ing emp lo yees. Most emplo yees know fro m t heir own exper ience abo ut t he requ ir ement o f t he jo b and what sort of person t he co mpany is looking fo r. cir culat ing publicat io ns or announcing at st aff meet ings and inv it in g emp lo yees t o apply. However. It also leads t o inbr eed ing in t he organizat ion.level and t o p-leve l manager s. Perso nnel records help discover emplo yees who are do ing jo bs below t heir educat io nal qualificat ions or skill levels. Promotions and Transfers ± Promot io n is an effect ive means using jo b post ing and per so nne l reco rds.

ind ividuals who left work and ar e willing t o come back for hig her co mpensat io ns. t here is no need o f an or ient at io n programme for t hem. which can be so lved only b y a manager who has proceeded on lo ng leave. his leave may be ext ended. aft er mer it or ious ser vice. Former Emp loyeesThese inc lude ret ir ed emplo yees who are willing t o work on a part -t ime basis. T he ad vant age here is t hat t he people are alr eady known t o t he organizat io n and t here is no need t o find out t heir past per for mance and charact er. T hey have out numbered t he int er nal met hods. since t hey ar e familiar wit h t he o rganizat ion (II) External Recruitment ± Ext ernal recruit ment seeks applicant s fo r po sit ions fro m sources out side t he co mpany. 5. Recalls: When management faces a pro blem. Campus Recruit ment s: 14 . Retirements: At t imes. 4. E ven ret renched e mplo yees are t aken up once again. it may de decided t o recall t hat persons aft er t he proble m is so lved. management ma y not find suit able candidat es in p lace o f t he o ne who had ret ired. management may decide t o call r et ired managers wit h new ext ens io n. Under t he circu mst ances. The var ious ext ernal sources inc lude 1. Also .RECRUITMENT AND SELECTION IN CALL CENTER 3.

Recru it ment 15 . co mpensat ion inc luding fr inge benefit s.RECRUITMENT AND SELECTION IN CALL CENTER Colleges. Campus recruit ment is so much sought aft er t hat each co lleg e. univer sit ies. 2. Ca mpu s Recruit ment is go ing glo bal wit h co mpanies like HLL. sport s fields and inst it ut es are fert ile ground for recruit er s. Advert ise ment s must cont ain proper infor mat io n like t he jo b co nt ent . growt h aspect s. et c. So me co mpanies recruit a given number of candidat es fro m t hese inst it ut es ever y year. it is a major source o f recruit ment for prest igious co mpanies. it is o ft en an expensive process. The advert isement has t o sell t he id ea t hat t he co mpany and jo b ar e per fect for t he candidat e. Want ads descr ibe t he jo b benefit s. HCL-HP. ident ify t he emplo yer and t ell t hose int erest ed how to app ly. L&T. ad vert isement s may be placed in pro fessio nal or business jour nal. Press Advertisements:It is a popular met hod of seeking recruit s. However. wo rking co ndit io ns. research laborat ories. as many r ecruit er s prefer ad vert isement s because o f t heir wide reach. part icular ly t he inst it ut es. Newspaper is t he mo st co mmo n medium but for highly specia lized recru it s. Cit ibank. ANZ Gr indla ys. Yet . locat ion o f jo b. A majo r it y leave t he organizat ion wit hin t he fir st five years o f t heir emplo yment . even if recru it ing process produces jo b o ffers and accept ances event ually. Motorola and Reliance looking for glo bal market s. jo b specificat io ns. universit y depart ment or inst it ut e will have a placement officer t o hand le recru it ment funct io ns.

a pool of qualified jo b applicant s. 4. whit e co llar and t echnical workers. new jo bs may be creat ed. As a result . The Act applies t o all indu st r ia l est ablishment s having 25 workers or more each. t he need t o disp lace 16 . It also cost effect ive. emplo yment exchanges act as a link bet ween t he emplo yers and t he prospect ive emp lo yees. t hey have a pool o f emplo yees. As a resu lt . in effect . 3. 1959. Thus.RECRUITMENT AND SELECTION IN CALL CENTER ad vert isement s can also ser ve as corporate advert isement s t o build co mpan y¶ image. Bot h new and o ld jo bs may be readily st affed by draw ing t he best -qualified applicant s fro m t his emplo yee pool. T his met hod facilit at es t he immediat e imple ment at ion o f an organizat ion¶s st rat egic plan. o ut o f who m so me ma y not be necessar y any lo nger. t he new o rganizat io n has. T hese o ffices ar e part icular ly useful t o in recr uit ing blue-co llar. It enables an o rganizat io n t o pursue a business plan. T he Act requir es all t he ind ust r ial est ablishment s t o not ify t he vacancies befor e t he y ar e filled. Deputation of personnel or Tran sfer from one ent erp ri se to another: When organizat ions co mbine. T he majo r funct ions of t he exchanges are to increase t he pool o f po ssib le app licant s and t o do t he preliminar y screening. Management Consu ltan cy service & Pri vate Emp loyment Exchanges:Emplo yment Exchanges have been set up all over t he count r y in deference t o t he provis io n o f t he Emplo yment Exchanges (Co mp u lso r y Not ificat io n o f Vacancies) Act . However.

Tal k-ins invo lves t he jo b aspirant s meet ing t he recruit er (on an appropr iat ed dat e) for det ailed t alks.ins are preferable as t hey are free fro m t he hassles associat ed wit h ot her met hods o f recru it ment . These jo bseeker s are asked to complet e applicat ion fo r ms fo r furt her processing.level and unsk illed vacancies. Wh ile direct applicat ions are part icular ly effect ive in filling ent r y. Write-ins are t hose who send wr it t en enquir ies. in which jo b seekers submit unso licit ed applicat ion let t ers o r resumes. walk. 5.RECRUITMENT AND SELECTION IN CALL CENTER emp lo yees and t o int egrat e a large number of t hem r at her quickly int o a new o rganizat io n means t hat t he per sonne l. so me organizat ions compile pools o f pot ent ial emp lo yees fro m direct applicat ions for skilled posit ions. No applicat io n is requ ir ed t o be submit t ed to t he recruit er. Fro m emp lo yees¶ viewpo int . Walk-ins. 17 .planning and select ion process beco mes cr it ical more t han ever. Direct applicat io ns can also provide a poo l o f pot ent ial emp lo yees to meet fut ure needs. Write-in s and Talk-insThe most commo n and least expens ive approach for candidat es is d irect applicat ions.

Cons:  Bet t er mot ivat ion and incr eased morale associat ed wit h pro mot ing o wn emplo yees re lo st t o t he organizat ion. 18 .  The management will be able t o fulfill reser vat io n requir ement s in favour of t he disadvant aged sect io ns o f t he societ y.  Scope for resent ment .  Ext ernal recruit ment is cost ly. heart bur n and jealousy can be avo ided b y recruit ing fro m out side. chances o f r ight candidat es being reject ed and wrong applicant s being select ed occur.RECRUITMENT AND SELECTION IN CALL CENTER 3.  I f recruit ment and select ion processes are not proper ly carr ied o ut . Pro:  The organizat ion will have t he benefit of new skills. new t alent s and new exper iences. if people ar e hir ed fro m ext ernal sources.2 PRO AND CONS O F EXTERNAL RECRUITMNET: Ext ernal sources o f recruit ment have bot h mer it s and demer it s.  High t raining t ime is associat ed wit h ext ernal recruit ment .

19 . Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and com petency to do the job. And Selection i s sel ecting the right candidate from the pool of applicants.1 SELECTION: Selection is defin ed as the p rocess of di fferentiating between app li cants in o rder to identify (and hi re) those with a greater li kelih ood of su ccess in a job. The difference between recruitm ent and selection: Recruitm ent is i dentifying n encou ragin g prospective em ployees t o appl y fo r a job.RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 4 SELECTION PROCESS 4.

Selection Decision 6. Employment Interview 4. Job Offer 8.RECRUITMENT AND SELECTION IN CALL CENTER 4. Preliminary Interview 2. Reference and Background Analysis 5.2 SELECTION PROCESS Select io n is a lo ng process. The following chart gives an idea about selection p rocess: - 1. co mmencing from t he pr eliminar y int er view o f t he app licant s and ending wit h t he cont ract of emplo yment . Employment Contract 9. Physical Examination 7. Selection Tests Rejected Application 3. Evaluation 20 .

labo ur. STEP 1: PRELIMINARY INTERVIEW The applicant s received fro m jo b seeker s would be subject to scrut iny so as t o eliminat e unqualified applicant s. unemplo yment rat e.market condit io ns. oft en called µco urt es y int er view¶. co mp any¶ s image. Scrut in y enables t he HR specia list s t o eliminat e unqualified jo bseeker s based o n t he in fo r mat io n supplied in t heir app licat io n for ms. This is usually fo llowed by a preliminar y int er view t he purpose o f which is mor e or less t he same as scrut iny o f applicat ion. is a good public relat io n exercise. legal and polit ical co nsiderat io ns.RECRUITMENT AND SELECTION IN CALL CENTER Envi ron ment factor affecting selection: Select io n is influenced by several fact ors. human resources planning and cost of hir ing. Preliminar y int er view. Besides. 21 . More prominent amo ng t hem ar e supp ly and demand o f specific skills in t he labour market . eliminat e of unqualified applicant s. t hat is. o n t he ot her hand. preliminar y int erview. helps r eject misfit s for reason. T he last t hree const it ut e t he int er nal enviro nment and t he rema ining fo r m t he ext ernal environment of select ion process. which did not appear in t he app licat io n for ms. co mpany¶s po lic y.

depend ing o n t he jo b and t he co mpany. t est s are used t o det ermine t he app licant ¶s abilit y. Generally. T here ar e. An excellent illust rat ion o f t his is t he t yping t est s given t o a pro spect ive emp lo yer for secr et ar ial jo b. The following are the type of tests taken : A). elect r icians and machinist s.RECRUITMENT AND SELECTION IN CALL CENTER STEP 2: SELECTION TEST: Job seekers who pass t he screening and t he preliminar y int er view ar e called for t est s. Also called as µACHEIVEMENT TESTS¶. of course. punch-press operat ors. The use o f apt it ude t est 22 . When app licant claims t o know so met hing. Trade t est s ar e t he most commo n t ype o f achievement t est g iven. It is co ncer ned wit h what one has acco mplished. Quest io ns have been prepared and t est ed for such t rades as asbest os worker. Ability test s: Assist in det er mining how well an individual can per for m t asks relat ed t o t he jo b. such as t yp ing o r d ict at ion t est s for an applicant for a st enographic posit io n. an achieveme nt t est is t aken t o measure ho w well t hey know it . Aptitude test: Apt it ude t est s measure whet her an individuals has t he capacit y or lat ent abilit y t o lear n a given jo b if given adequat e t raining. Different t ypes o f t est s ma y be administ ered. apt it ude and perso nalit y. B). man y unst andardised achievement t est s given in indust r ies.

Apt it udes t est s help det er mine a per son¶s pot ent ial t o lear n in a g iven ar ea. T he y fo cu s at t ent ion on a part icular t ype of t alent such as lear ning or reaso ning in respect of a part icular field o f work. 23 . Fo rms of aptitude test: 1. et c. An example o f such t est is t he gener al management apt it ude t est s (GMAT). finger dext er it y and manual dext er it y. They are usefu l in select ion o f mechanics. T hese t est s help t o det ect po sit ive negat ive po int s in a per son¶s sensor y or int ellect ual abilit y. nu mer ica l apt it ude. a) Mechanical aptitude tests: They measur e t he abilit y o f a person t o lear n a part icular t ype o f mechanical work. mot o r co - o rdinat ion. Apt it ude t est indicat es t he abilit y or fit ness o f an individual t o engag e successfully in any number of spec ialized act ivit ies. The y cover such areas cler ical apt it ude.RECRUITMENT AND SELECTION IN CALL CENTER is ad visable when an applicant has had lit t le or no exper ience alo ng t he line o f t he jo b opening. Mental or intelli gence tests: They measure t he overall int ellect ual abilit y o f a per son and enable t o kno w whet her t he perso n has t he ment al abilit y t o deal wit h cert ain problems. mechanical apt it ude. maint enance workers. These t est s he lps to measure specia lized t echn ica l kno wledge and proble m so lving abilit ies if t he candidat e. which many business st udent s t ake pr ior to gaining admiss io n t o a graduat e business schoo l programme.

memor y and su ch ot her abilit ies. Ment al abilit y. such t est s ind icat e which occupat io ns are mo r e in line wit h a person¶s int erest . hobbies. These t est s are used t o measure an ind ividual¶s act ivit y preferences. numer ical abilit y. reasoning.skilled and repet it ive jo bs su ch as pack ing.RECRUITMENT AND SELECTION IN CALL CENTER b) Psychomotor or ski lls tests: They are t hose. memor y and such ot her aspect s can be measured. et c. et c. Interest Test: This is conduct ed to find out likes and dis likes of candidat es to wards o ccupat ions. which measur e a person¶s abilit y t o do a specific jo b. It is t aken t o judge numer ical. Such t est s are co nduct ed in respect of semi. c). T hese t est s are part icular ly useful for st udent s consider ing many career s o r emp lo yees deciding upo n career changes. d). 24 . t est ing and inspect ion. Intelli gence test: This t est helps t o evaluat e t rait s o f int elligence. skills. presence o f mind ( alert ness). Such t est s also enable t he co mpany t o pro vid e vo cat ional guidance t o t he se lect ed candidat es and even t o t he exist ing emp lo yees. The int elligence is probably t he mo st widely administ ered st andardized t est in ind ust r y.

current affairs. etc. at t it udes. also. f). social or int erpersonal skills. t his t est is ver y much essent ia l on case o f select ion o f sales force. a pho t ograph or a pict ure can be shown t o t he candidat es and t hey are asked t o g ive t heir views. g). behavio r und er st ress and st rain. 25 . invo lve a ser io us problem o f obt aining an honest answer. and ment al sharpness. Personality Test: The import ance o f perso nalit y t o job success is undeniable. apt it ude and exper ience for cert ain has failed because of inabilit y t o get alo ng wit h and mot ivat e ot her peo ple. h). K. world affa ir s. public relat io n st aff.RECRUITMENT AND SELECTION IN CALL CENTER e). Projective Test: This t est requires int erpret at io n o f pro blems or sit uat ions. wher e per sonalit y p la ys a n impo rt ant role.et c. polit ics. Personalit y t est s are similar t o int erest t est s in that t hey. Oft en a n ind ividual who possesses t he int elligence. General knowledge Test: No w days G. For examp le. Test s are ver y co mmo n t o find gener al awareness o f t he cand idat es in t he fie ld o f sport s. and opinio ns about t he pict ure. et c. It is conduct ed to judge mat ur it y. Perception Test: At t imes percept io n t est s can be co nduct ed t o find out beliefs.

Wit h t he development of t echno lo g y. t hat is. k). It has been said t hat an ind ividual¶s handwr it ing can suggest t he degr ee o f energ y. t reasur y o ffices and jeweller y shops. For example. j). Graphology Test: It is designed t o analyze t he handwr it ing of individual. which is designed t o ensure accur acy o f t he in fo r mat io n given in t he applicat io ns.RECRUITMENT AND SELECTION IN CALL CENTER i). Medical ser vicing helps measure and mo nit or a candidat e¶s phys ical resilience upo n exposure t o chemicals. Polygraph Test: Po lygr aph is a lie det ect or. t hose highly vulnerable t o t heft o r swindling may find po lygraph t est s useful. inhibit io n and spo nt aneit y. A slant t o t he r ig ht . big let t ers and emphasis on capit al let t ers ind icat e a t endency t owards do minat io n and co mpet it iveness. mo d erat e pressure and good legibilit y show leader ship pot ent ial. banks. hazardo us 26 . Medical Test: It reveals phys ical fit ness o f a candidat e. Depart ment st ore. med ical t est s have beco me diver sified. as well as disclo se t he idio syncrasies and element s o f balance and co nt rol.

The y are: y RELIABILITY: It refers t o st andardizat io n o f t he procedure o f administ er ing and sco r ing t he t est result s.RECRUITMENT AND SELECTION IN CALL CENTER 2. va lidit y. 27 . CHOOSING TESTS: The t est must be chosen in t he cr it er ia o f reliabilit y. So if we administ er an int elligence t est . A perso n who t akes t est s one day and makes a cert ain sco re should be able t o t ake t he same t est t he next day or t he next week and make mor e or less t he same score. a person who scores 110 in March would score close t o 110 if t est ed in Ju ly. y VALIDITY: It is a t est . which produce wide var iat io ns in result s. object ivit y and st andardizat io n. is generally a st able char act er ist ic. for examp le. A validat ed t est increases possibilit y o f success. A t est t hat has been validat ed can be helpful in differ ent iat ing bet ween prospect ive emplo yees who will be able t o perfor m t he jo b well and t ho se who will not . ser ve lit t le purpo se in select ion. Test s. which helps predict whet her a perso n will be successfu l in a g iven jo b. An individual¶s int e lligence. Nat urally. no t est will be 100% accurat e in predict ing jo b success.

3. t he t est evaluat ors¶ subject ive opinio ns may r ender t he t est useless. Ot herwise. c).RECRUITMENT AND SELECTION IN CALL CENTER There are th ree ways of validating a test. Predi ctive Validity: . The charact er ist ics o f bot h su ccessful and less successful candidat es ar e t he n id ent ified. t he t est is said t o be object ive. 4. b). They are as follows: - a).it invo lves using a select io n t est dur ing t he select ion process and t hen ident ifying t he successful candidat es.it invo lves t aking part s of several similar jo bs rat her t han one co mp let e job t o validat e t he sele ct io n t est .t his invo lves det er mining t he fact ors t hat are charact er ist ics o f successful emplo yees and t hen using t hese fact ors as t he yard st icks. Synthetic Validity: . STANDARDRIZATIO N: A t est t hat is st andardized is administ ered under st andard condit io n t o a larg e group of perso n who are represent at ives o f t he individuals for who m it is 28 . Concu rrent Validity: . OBJECTIVITY: When t wo or more people can int er pret t he result o f t he same t est and der ive t he same co nclusio n( s).

jo b. int er view is not hing but an oral examinat io n o f cand idat es. in-dept h conversat io n conduct ed to evaluat e t he applicant ¶s accept abilit y. Int erview can be adapt ed to unskilled. It is face-t o face exchange o f view. T he purpose o f st andardizat io n is t o obt ain nor ms or st andard. skilled. STEP 3: EMPLOYMENT INTERVIEW: The next st ep in t he se lect io n process is an int er view. 29 . ideas and opinio n bet ween t he candidat es and int er viewers. I nt erview is fo r mal. so t hat a specific t est score can be meaningful when co mpared t o ot her sco re in t he group.RECRUITMENT AND SELECTION IN CALL CENTER int ended. product s manufact ured and t he like 3) Helps bu ild t he co mpany¶s image amo ng the applicants. Basically. Objectives of interview: Int erview has at least t hree object ives and t hey are a fo llows: 1) 2) Helps obt ain addit io nal infor mat io n fro m t he applicant s Facilit at es g iving general infor mat ion t o t he applicant s such as co mpan y po lic ies. manager ial and pro fessio n emplo yees. It is co nsidered t o be excellent select ion device.

wit h t he help o f wel l st ruct ured quest io ns. eit her in t heir respect ive o ffices or anywhere out side t he plant o f co mp any. The int erviewer has no for mal or direct ive quest io ns. but his all at t ent io n is t o t he candidate. There int erviews emplo yed by t he co mpanies. He encourages t he 30 . Fo llo wing are t he var ious t ypes o f int er view: - 1) Informal Interview: An infor mal int er view is an oral int erview and may t ake place anywhere. This is used widely when t he labo ur mark et is t ight and when you need workers badly. pla ce o f birt h. The emplo yee or t he manager or t he personnel manager may ask a few almo st inco nsequent ial quest ions like name. It id not planned and nobody prepar es for it . 3) Non-di rective Interview: Non-direct ive int erview or unst ructured inter view is designed t o let t he int er viewee speak his mind freely. 2) Formal Intervi ew: Formal int er views ma y be held in t he emplo yment o ffice by he emp lo yment office in a more for ma l at mosphere. t he t ime and place of t he int erview will be st ipulat ed b y t he emplo yment office.RECRUITMENT AND SELECTION IN CALL CENTER y Types of interview: Int erviews can be of different t ypes. names o f relat ives et c.

4) Depth Intervi ew: It is designed t o int ensely examine t he candidat e¶s background and t hink ing and t o go int o considerable det ail on part icular subject s o f a n impo rt ant nat ure and of specia l int erest to t he candidat es.g. a ser ies o f quest ions ma y be asked t o t est t he dept h o f under st anding and int er est of t he candidat e. ³Mr. we do not t hink your qualificat ions and exper ience are adequat e fo r t his posit io n. Jo seph. ¶ and wat ch t he react io n of t he candidat es. on t he cont rar y he ma y subst ant iat e why he is qualified t o hand le t he jo b. For examp le. T he int er viewer may st art wit h ³Mr. 31 .RECRUITMENT AND SELECTION IN CALL CENTER cand idat e to t alk by a lit t le prodding whenever he is silent e. 5) Stress Interview: It is designed t o t est t he candidat e and his conduct and behavior by him und er condit io ns o f st ress and st rain. Ra y. The idea is o give t he candidat e co mplet e fr eedo m to ³sell´ himself. A good cand idat es will not yield. it is po ssible t o get a good pict ure of t he candidat e. wit ho ut t he encumbr ances o f t he int er viewer ¶s quest ion. But t he int erviewer mu st be o f higher caliber and must guide and r elat e t he infor mat io n given by t he app licant t o t he object ive o f t he int er view. p lease t ell us about yourself aft er your gr aduat ed fro m high school´. if t he cand idat e says t hat he is int erest ed in t ennis. These pro bing quest ions must be asked wit h t act and t hrough exhaust ive analysis.

6) Group Interview: It is designed t o save busy execut ive¶s t ime and t o see ho w t he cand idat es may be brought t oget her in t he emplo yment o ffice and t hey ma y be int er viewed. 32 . 8) Sequential Interview: The sequent ial int er view t akes t he one-t o-one a st ep furt her and invo lve s a ser ies o f int er view. as t he candidat e moves fro m roo m to roo m. This t yp e o f int er view pools t he co llect ive judgment and wisdo m o f t he panel in t he assessment o f t he candidat e and also in quest io ning t he facult ies o f t he cand idat e. usually in t he case o f super visor y and manager ial posit io ns. 7) Panel Intervi ew: A panel or int er viewing board or select ion co mmit t ee may int er view t he cand idat e.RECRUITMENT AND SELECTION IN CALL CENTER This t ype o f int er view is borrowed fro m t he Milit ar y organizat ion and t his is ver y useful t o t est behavior o f individuals when t hey are faced wit h d isagr eeable and t r ying sit uat io ns. so t hat each int er viewer can ask quest io ns in relat io n t o his o r her su bject area of each candidat e. usually ut ilizing t he st rengt h and knowledgebase o f eac h int er viewer.

Unguided int er view is ad vant ageous in as much as it leads t o a fr iendly conversat io n bet ween t he int er viewer and t he int er viewee and in t he process. 10) Unst ructu red Interview: It is also known as µUnpat t erned¶ int er view.RECRUITMENT AND SELECTION IN CALL CENTER 9) Structu res Interview: In a st ruct ured int er view. But t he Unpat ent ed int er view lacks unifo r mit y and worse. It is useful for valid result s. It is useful when t he int er viewer t ries t o probe perso nal det ails o f t he candidat e it analyze wh y t hey are not r ight for t he jo b. t he lat er reveals mo r e o f his o r her desir e and proble ms. t he int er viewer while int er viewing t he jo b seekers u ses a blend o f st ruct ured and st ruct ured and unst ruct ured quest io ns. t his approach may o ver look key areas o f t he applicant ¶s sk ills o r background. T he st ruct ured quest io ns provide a base o f int er view more convent io nal and per mit great er insight s int o t he u niqu e d ifferences bet ween applicant s. 11) Mixed Interview: In pract ice. t he int erviewer uses preset st andard ized quest io ns. This int er view is also called as µGuided¶ or µPat t erned¶ int er view. which ar e put to all t he int er viewees. t he int er view is large l y unp lanned and t he int er viewee does mo st of t he t alking. especiall y when dea ling wit h t he large number o f applicant s. T his appro ach is called t he Mixed I nt erview. 33 .

I t is crucia l t hat you convey yo ur ent husiasm ver ba lly. such as spag het t i. and t he emplo yer will be expect ing a great er level o f preparat io n o n 34 . Be pr epared for t he co nver sat ion t o abrupt ly change fro m fr iend l y chat to direct int erview quest ions. 14) Telephon e Intervi ews: Have a copy o f your r esume and any point s you want to remember t o say near by. Avoid pot ent ially mess y foods. Applicant s can expect more in-d ept h quest io ns. I f t here ar e pauses. fro m fun t alk t o business t alk. so me emplo yer s place a great value on it . Be prepared t o swit ch gears rap idly. su ch as in a rest aurant . infor mal.). t he int er viewer is likely just t aking so me not es.RECRUITMENT AND SELECTION IN CALL CENTER 12) Dinner Interviews: These int er views may be st ruct ured. do not worry. make sure t hat all roommat es o r family me mber s are aware o f t he int er view (no loud st ereos. however. or socially sit uat ed. do not underest imat e t he valu e o f casu al discussio n. I f you are on your ho me t elephone. Middle or senior management gener ally co nduct s t he seco nd int er view. Speak a bit slower t han usual. 15) Second Interviews: Job seekers are invit ed back aft er t hey have passed t he fir st in it ial int er view. barking do gs et c. so me int er viewers will ask yo u t o o rder first (do not appear indecisive). t oget her or separat ely. Decide what to eat quickly. since t he int er viewer cannot see your face.

and t elephone numbers o f refer ences for t he purpose o f ver ifying infor mat io n and per haps. STEP 4: REFERENCE CHECK & BACK GROUND ANALYSIS:Many emplo yers request names. The lat t er is advant ageous because of it s accuracy and low co st . Previous emplo yers. gain ing add it io nal background infor mat io n on an applicant . t he pro blem wit h t his reference is t he t endency o n t he part of t he previo u s emp lo yer s t o over-rat e t he applicant ¶s per for mance just to get rid o f t he person. and be prepar ed t o use any infor mat io n gained t hrough t he previous int er view t o their advant age. neig hbors or fr iends can act as references. addresses. Whe n t he labour market is ver y t ight . organizat ions so met imes hire app licant s befo r e checking references. Alt hough list ed o n t he app licat io n for m. universit y pro fesso rs. Previous emplo yers ar e preferable because t hey are already aware of t he applicant ¶s per for mance. Organizat ions nor mally seek let t ers of reference or t elep ho ne refer ences. But . Applicant s should cont inue t o research t he emp lo yer fo llo wing t he fir st int erview. The t elephone reference also has t he advant age o f so lic it ing immed iat e. 35 .RECRUITMENT AND SELECTION IN CALL CENTER t he part of t he candidat es. known as public figur es. r eferences are not usually checked unt il an applicant has successfully reached t he fourt h st age o f a sequent ial se lect io n process.

must be made. People may wr it e favorably about t he candidat e in order to get rid o f him o r her. The candidat e approaches only t hose persons who would speak well abo ut him or her.t he mo st cr it ical o f all t he st eps. select io n decis io n. The reasons are obvious: 1. STEP 5: SELECTION DECISION:Aft er obt aining infor mat io n t hrough t he preceding st eps. The view of t he line manager will be generally consider ed in t he fina l select ion because it is he/ she who is responsible for t he per for mance o f t he new emplo yee. 3. int er views and reference checks. lest it mig ht damage or ruin his/ her career. The HR manager plays a crucial ro le in t he final select io n. It may be st at ed t hat t he infor mat io n gat hered t hrough refer ences hard l y in flu ence select ion decis io ns. People may not like t o divulge t he t rut h about a candidat e. 2. T he ot her st ages in t he select ion process have been used t o narrow t he number o f t he cand idat es.RECRUITMENT AND SELECTION IN CALL CENTER relat ively candid co mment s and at t it ude can so met imes be inferred fro m hesit at ions and inflect io ns in speech. 36 . The final decisio n has t o be made t he pool o f individuals who pas t he t est s.

o ft en. The result s o f t he medic al fit ness t est are recorded in a st at ement and are pr eser ved in t he personnel r ecords. t he cand idat e is required to undergo a phys ical fit ness t est . one reason for a phys ical t est is to det ect if t he individual carr ies any infect ious disease. t he t est assist s in det er mining whet her an app licant is physically fit t o perfo r m t he wo rk. Thirdly. Seco ndly. t he physical examinat io n infor mat io n can be used t o det ermin e if t her e are cert ain physical capabilit ies. A jo b offer is.RECRUITMENT AND SELECTION IN CALL CENTER STEP 6: PHYSICAL EXAMINATION: Aft er t he select io n decisio n and before t he jo b o ffer is made. Fourt h. Job o ffer is made t hrough a let t er 37 . co nt ingent upon t he candidat e being declar ed fit aft er t he p hys ica l examinat io n. Obviously. STEP 7: JOB OFFER: The next st ep in t he select ion process is jo b o ffer t o t hose app licant s who have crossed all t he previous hurdles. T here are severa l o bject ives behind a physical t est . which different iat e successfu l and less successful emp lo yees. such an examinat io n will prot ect t he emplo yer from workers co mpensat io n claims t hat are not valid because t he injur ies or illness were present when t he emp lo yee was hired. medical check-up prot ect s applicant s wit h healt h defect s fro m undert aking work t hat could be det riment al t o t hem o r mig ht ot herwise endanger t he emp lo yer ¶s propert y. Finally.

cert ain do cu ment s need t o be execut ed by t he emplo yer and t he cand idat e. and mo vement of propert y. T his form cont ains vit al det ails abo ut t he 38 . Thos is part icular ly necessar y when he or she is alread y in emp lo yment . a new jo b ma y r equ ire mo vement t o anot her cit y. The co mpany ma y also want t he individual t o dela y t he dat e o f repo rt ing on dut y. Nat urally. It need s no emphasis t hat t he applicat io ns of select ed candidat es must also be preser ved for t he fut ure references. STEP 8: CONTRACT O F EMPLOYMENT: Aft er t he jo b o ffer has been mad and candidat es accept t he offer. I f t he new emp lo yee¶s first jo b upo n jo ining t he co mpan y is to go on co mpany unt il per haps a week before such t raining begins. especially if t he ind ividua l is unemp lo yed and do es not have suffic ient finances. which means co nsiderable preparat io n.RECRUITMENT AND SELECTION IN CALL CENTER o f appo int ed. t his pract ice cannot be abused. The appo int ee must be given reasonable t ime fo r repo rt ing. in which case t he appo int ee is requir ed t o obt ain a reliev in g cert ificat e fro m t he previous emplo yer . One suc h do cu ment is t he at t est at io n for m. Decency demands t hat t he reject ed applicant s be infor med about t heir no n. Again. Such a let t er generally co nt ains a dat e by which t he appo int ee mu st report on dut y. T heir applicant s ma y be preser ved for fut ure use. if any.select ion.

Calculat io n o f ho liday pay. Qualifying per io d.RECRUITMENT AND SELECTION IN CALL CENTER cand idat e. Dat es when ho lidays can be t aken. Accrual o f ho lidays and ho lida y pay. At t est at io n fo r m will be a valid record for t he fut ure reference. as t he co mpany may fro m t ime t o t ime dir ect ´. Rat e of pay. Dut ies.) vii.) iv.) Paid ho lidays per year. Jo b t it le 2. Det ails o f ho liday year.) vi. 3.) iii. 2. 4. met hod of payment s. 1. Dat e when cont inuous emplo yment st art s and t he basis for calcu lat in g ser vice.) v. which are aut hent icat ed and att est ed by him/ her. Maximum ho liday t hat can be t ake at any one t ime. including a par se such as ³T he emplo yee will per for m such dut ies and will be responsible t o such a perso n. 39 . There is also a need for prepar ing a cont ract of emp lo yment . allowance. overt ime and shift rat es. but t he fo llowing checklist set s o ut t he t yp ical headings: 1.) ii. The basic in fo r mat io n t hat should be included in a wr it t en cont ract of e mplo yment will var y according t o t he level o f t he jo b. Holiday arrangement s: i. Hours of work including lunch br eak and overt ime and shift arrangement s.

Disciplinar y procedur e (or any refer ence to it ). advert ising and media are mo r e pro ne t o use cont ract s. Amarchand Mangaldas Hirala l. Crawford Baile y. Such cont ract s seek t o rest rain jo b. et c. Lengt h of not ice due to and fro m emp loyee. 3. Public ho lida ys. Blu nt and Caro e. Mo st emplo yer s insist on agreement s being signed by newly hired emp lo yees.hopper s.) Carr yo ver o f ho lida y ent it lement . Oft en. to prot ect knowledge and infor mat io n that might be vit al t o a co mpany¶s healt hy bot tom line and t o prevent compet it ors fro m po achin g hig h ly valued emplo yees.) are engag4d t o get t he for ms draft ed and fina lized. The drawback wit h t he cont ract s is t hat it is almo st t o enforce t hem. Alt er nat ively called emplo yment agreeme nt s or simply bo nds. co nt ract s o f emplo yment ser ve many useful purpo ses. co nt ract or no co nt ract . Work rules (or any reference t o t hem). Cr aigie. 4. 8. A det er mined emplo yee is bound t o leave t he organizat ion.) ix. Great care is t aken t o draft t he cont ract for ms. Arrangement s for unio n me mber ship ( if applicable). But high t urnover sect ors such as so ft ware. The emplo yee is prepar ed t o pay t he penalt y for breaching t he 40 . Grievances procedure (or reference t o it ) 5. 6. 7. Arrangement s for t er minat ing emplo yment .RECRUITMENT AND SELECTION IN CALL CENTER viii. services o f law fir ms (pro minent fir ms in t his cat egory inc lude Mulla.

if proper ly done. Ethnocent ric Selection: In t his approach. 41 . P eople who wo rk ind ependent of HR depart ment must conduct audit . It is t he reaso n t hat several co mpanies have scrapped t he cont ract s alt oget her. will ensur e availabilit y o f such emplo yees. An organizat io n must have co mpet ent and co mmit t ed personnel. Subsidiar ies have limit ed autono my. STEP 10: EVALUATIO N:-The broad t est of t he effect iveness o f t he select ion process is t he qualit y o f t he personnel hired.RECRUITMENT AND SELECTION IN CALL CENTER agreement or t he new emplo yer will provide co mpensat io ns.3 FOUR APPROCHES O F SELECTIO N: 1). The select ion process. The t able belo w co nt ains an o ut line t hat highlight s t he areas and quest ions t o be covered in a syst emat ic evaluat io n. 4. How to evaluat e t he effect iveness o f a select ion programme? A per iodic audit is t he answer. and t he emplo yees fro m t he headquart ers at ho me and abroad fill key jo bs. Nat io nals fro m t he parent co unt r y do minat e t he organizat io ns at home and abroad. st affing decisio ns ar e made at the organizat io n¶s headquart ers.

such organizat io ns are 42 . each subsidiar y is t reated as a dist inct nat io nal ent it y wit h local cont rol key financial t arget s and invest ment decisio ns. Geocent ric Staffin g: In t his case. reflect ing t he part icular disposit io n o f business and o perat ions wit hin t he group. T his is t he approach. which is largely pract iced in o ur co unt r y. cont rol wit hin t he group and t he movement s o f st aff are managed o n a regio nal basis. Regiocent ri c Selection: Here. in co mposit io n. 4). Movement o f st aff is lar gely rest r ict ed to specific geograp hica l reg io ns and pro mot ions t o t he jo bs cont inue t o be do minat ed by manager s fro m t he parent s co mpany. 3). Needless to say. not nat ionalit y. Polycent ri c Selection: In po lycent r ic select io n. Lo ca l cit izens manage subsidiar ies. business st rat egy is int egrat ed t horoughly on glo bal basis. St aff deve lopment and pro mot io n are based on abilit y.RECRUITMENT AND SELECTION IN CALL CENTER 2). Regio nal manager s have great er discret io n in decis io n. T he bro ad and ot her part s o f t he t op management st ruct ure are t horo ughly int er nat ional unco mmo n. but t he key jo bs r emain wit h st aff fro m t he parent count r y.

available applicat io ns are scrut inized. select io n is a process of choosing mo st suit able candidat es o ut o f t ho se. 4. Select io n is next to recruit ment . It creat es proper base for act ual select ion.) Recruit ment is pr ior to select ion. Test s.RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 5 DIFFERNACE BETWEEN RECRUITMENT AND SELECTION 5.) Recruit ment is t he process o f searching for prospect ive candidat es and mo t ivat ing t hem t o apply for jo b in t he organizat io n Whereas.) Recruit ment is t he posit ive funct ion in which int erest ed candidat es ar e enco uraged t o submit applicat ion.1 Difference (Recruit ment and Selecti on) 1. 43 . 3. 2. It is out of candidat es¶ available/ int er est ed. In select ion process t he purpose is t hat t he best candidat e out of t ho se qualified and int erest ed in t he appo int ment . int er view and medical examinat io n are conduct ed in order to select mo st su it able candidat es. who are int erest ed and a lso qualified for jo b.) In recruit ment t he purpose is t o att ract maximum numbers o f suit able and int erest ed candidat es t hrough applicat ions. In t he select ion process.) In t he recruit ment process. public it y is g iven t o t hem and applicat ions are co llect ed fro m int erest ed candidat es. 5. vacancies available are finalized.

g iv ing t est s. It invo lves scrut iny o f applicat ions.RECRUITMENT AND SELECTION IN CALL CENTER Select io n is a negat ive funct io n in which unsuit able candidat es are e liminat ed and t he best one is select ed. ser vices o f expert is required 8. arranging int er views and medical examinat ion. E xpendit ur e is required mainly for advert is ing t he post s.) In recruit ment ser vices o f expert is not required Whereas in select io n. as expendit ure is needed for t est ing cand idat es and conduct of int er views 44 .) Recruit ment is t he short process.) Recruit ment is not cost ly. I n recruit ment publicit y is given t o vacancies and app licat io ns ar e co llect ed from different sources Select io n is a lengt hy process. 6. Select ion is a cost ly act ivit y. 7.

RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 6 CASE STUDY Headquart er of Info sys ( Bangalore) 6.1 INFOS YS 45 .

are unafr aid t o vo ice new ideas. Robust people manage ment pract ices enable I nfosys t o creat e t his environment for it s emp lo yees. of a place where peo p le wo rk in a campus like facilit y and cult ur e. y Continuous learning: The spir it o f lear n abilit y amo ng Info sys people and an organizat io nal co mmit ment to cont inuous personal and professio nal development keep s Info sys at t he forefront in a fast -changing indust r y. T his is what dist inguishes I nfosys amo ng o t her t echno logy co mpanies. Dedicat ed organizat ions or groups wit hin Info sys lead t hese init iat ives. This lear ning framewo rk is co nt inuously enhanced wit h new programs and t he latest lear ning t echn iques 46 . They co mplement a host of t echno lo g y ad vancement and ongo ing t raining opt ions. T hese range fro m major init iat ives such as t he I nfo s ys Leadership I nst it ut e to var ious o ngo ing management development and personal improvement programs. o f freshness. o f a p lace where t here is minimal hier archy. Their framewo rk fo r co nt inuous lear ning at Infosys is built ar ound a number o f focused pro grams fo r t heir emp lo yees.RECRUITMENT AND SELECTION IN CALL CENTER y Work at Infosys: A fee ling o f energy and vit alit y. enabling I nfoscio ns to excel and inno vat e in what t he y do for t heir client s and in what t hey st and for as a co mpany. Info sys invest ment in people and infr ast ruct ure to build a ho list ic lear nin g framework demo nst rat es t heir co mmit ment to cont inuous lear ning and bu ild ing int ellect ual capit al for t he ir emplo yees.

cult ure. These pro grams are generally not compet it ive. and regu lar music meet ings t hat keep the place abuzz wit h cr eat ivit y. Cit ico rp and Sun Microsyst ems). The missio n o f t his club is t o provide a mut ually support ive and posit ive lear nin g environment t o develop co mmunicat ion and leadership skills t o fost er selfco nfidence and personal growt h. The club has been recognized by To ast mast ers I nt ernat ional and jo ins t he rost er of ot her recognized Co rpo rat e Clu bs around t he wor ld ( inc luding t hose of Microso ft . Apart fro m for mal programs . management .RECRUITMENT AND SELECTION IN CALL CENTER and clo se-knit coordinat ion across t hese init iat ives ensures t hat it meet s t he d ifferent lear ning needs o f t heir e mplo yees in specific areas o f t echno lo g y. Boeing.a t ypic al example o f an infor ma l emp lo yeedr iven program is t he I nfosys Toast mast ers Club. daily quiz co mpet it io ns. E mplo yees express t heir var io u s sk ills and int erest s t hrough forums t hat include an "Art Galler y" o n camp u s ded icat ed t o displaying t he works of I nfo scio ns. Incu lco m is t he base organizat ion t hat host s cult ural programs for Info scio ns. Each event emphasizes a specific area like music. for med in 2000. and ot her so ft sk ills. but a compet it ive ele ment is so met imes added t o enhance ent husiasm and t o br ing out t he best in o ur 47 .where emplo yees can pursue t heir int erest s in areas as var ied as art s. cult ural and communicat io n skills. dance. or sport s. y Fun and cultu re: Life at Info sys is full o f event s . or quiz. leadership. The object ive is t o ensure t hat emp lo yees are not confined t o t heir desks.

³In fosys believes in an organi zation wi th less hi erarchy and fast er decisi on-making. 48 . daily cart oons and braint easer s t o synchronize each Info scio n wit h t he organizat ion. and Vakchat ur ya ( forum for self development ). InS ync is I nfos ysµs int er nal communicat io n program focused o n keep ing t he Info scio n abr east of lat est corporat e and business develop ment s. Under I nculco m. Dramat ix (t he drama club). T his pro gram co mbines a co mmunicat ion port al wit h workshops. and st rat egies. y Insyn c: The key t o emplo yee invo lve ment in organizat io ns is t he shar ing o f in fo r mat io n about business per for mance. art icles. how decisi on are made. Shrut hi (t he classical music club). Gopalakri shnan (Co-founder & Member of Board). So it is important for In fosys to communicate thi s to everyon e" S. plans. and wh at d rives Infosys.RECRUITMENT AND SELECTION IN CALL CENTER peo p le. goals. every In foscion need s to know how the organi zation works. and equipping him or her t o be a "brand ambassador" for t he co mpan y. In ord er to make that happen. t here are sub groups like t he IQ Circle (Qu izzes). What happens by a shout across t he corr idor in a sma ller organizat io n. mo nt hl y newslet t ers. calls fo r a mo re syst emat ic process in a large organizat io n like I nfo s ys.

t hey are always looking out for t alent ed. To achieve t heir vis io n. t hey also hire exper ienced pro fessio nals fro m t he indust r y at var ious mid.RECRUITMENT AND SELECTION IN CALL CENTER y Careers: Info sys has a vis io n o f where t hey want to go. and branches across t he wor ld. I nfosys part icipat es in campus hir ing pro grams and also conduct s a number o f off-camp us init iat ives t hroughout t he year at var io us locat io ns. y Infosys in the spot light: In 2005. placed it at t he ver y t op of t he list o f best p laces for educat io n and t raining.level and senior posit io ns. I nfosys is for ging ahead in t he glo bal mark et . Fort une magazine st epped ins ide t he gat es o f µI nfos ys¶ and emerged wit h t he impress io n t hat gaining ad missio n t o t he µTaj Maha l o f t raining cent ers¶ is harder t han gett ing int o Harvard. In it s Mar ch 2006 issue. Apart fro m co llege hir ing. lear nable ind ividuals who are ambit ious. while ranking I nfosys amo ng t he 100 best places t o work in IT. Co mput erworld magazine. and it 's really excit in g wit h an annual co mpounded growt h rat e of around 60% in t he last 5 years. 49 . who lo ve challenges and who have a passio n t o excel! Towards t his object ive.

RECRUITMENT AND SELECTION IN CALL CENTER

6.2 SOURCES ON MAN POWER SUPPLY: 1. INTERNAL: Info sys upgrades fro m wit hin o nly for manager ial posit io ns, but o nly t o so me ext ent . Because upgrading fro m wit hin is considered bet t er as t he emp lo yee is a lr eady familiar wit h t he organizat io n, reduces t raining co st , helps in build ing morale and pro mot es lo yalt y. I f no one capable for manager ia l posit io n is found in it s int er nal source, it lo o ks out for ext ernal sources. It select s only t he best emp lo yee fo r t he o rganizat io n.

TYPES:  Former Emp loyees-

They ask t he ret ir ed emp lo yees who are willing t o work on a part -t ime basis, ind ividuals who left work and are willing t o co me back for hig her

co mpensat io ns. Even ret renched emp lo yees are t aken up once again.  Reti rement s: I f it ¶s not able t o find suit able candidat es in place o f t he o ne who had ret ir ed, aft er mer it or ious ser vice. Under t he cir cumst ances, management decid es t o call r et ired manager s wit h new ext ensio n.

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RECRUITMENT AND SELECTION IN CALL CENTER 

Internal noti fication (advertisement): Most emplo yees know fro m t heir own exper ience about t he requirement o f t he jo b and what sort of per son t he co mpany is looking for. Oft e n emp lo yees have fr iends or acquaint ances who meet t hese requ ir ement s. Su it able per sons are appo int ed at t he vacant post s.

2. EXTERNAL: For t he post s of t echnicians, engineer s, floor manager s et c, it loo ks o ut fo r ext ernal sources which include. y y y Agencies: T APL Inst it ut ions: Like B Schoo ls, co lleges, Management Inst it ut es, et c. Webs it es: www. indiat imesjo b.co m www. monst er.com www.naukr i.co m Of t he above t hree web sit es given most widely used by t he I nfo s ys is t he www. mo nst er.com wit h t he success rat e of 80% fo llowed by

www. indiat imesjo b.co m at 60% and www.naukr i. co m at t he success rat e o f 50%. Ext ernal recruit ment enables t he company t o get t he best candidat e. Info sys prefer s ext ernal r ecruit ment and mainly t akes help fro m agencies and inst it ut io ns as it ¶s a giant co mpany and int er nal recruit ment proves t o be inadequat e as it s year ly t arget s are ver y high.

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RECRUITMENT AND SELECTION IN CALL CENTER 

CAMPUS: Campus recruit ment is so much sought aft er t hat each co llege; universit y depart ment or inst it ut e will have a placement officer t o handle recru it ment fu nct io ns. However, it is oft en an expensive process, even if recru it ing

pro cess produces jo b o ffer s and accept ances event ually. A ma jor it y leave t he o rganizat io n wit hin t he first five year s o f t heir emp lo yment . Yet , it is a ma jo r so urce of recruit ment for prest igious co mpanies. Info sys is t he co mpany o f cho ice for campus recruit ment programs in mo st majo r engineer ing inst it ut es such as IITs, RECs et c. and at premier

management inst it ut es such as t he IIMs. Management In stitutes: Campus hir ing at management inst it ut es t ypically st art s in December and co nt inues t hrough March. We hire management graduates fro m all discip lines, wit h or wit hout prior work exper ience in soft ware or ot her fie lds. 

OFF CAMPUS: It is t he event for t hose candidat es who do not get select ed dur in g campus recruit ment . The process rema ins t he same; it just aims at giving t ho se cand idat es a chance t hat were not able t o go t hrough t he process before. T hese cand idat es also go t hrough t he same t wo rounds, here only t he scale and basis o n which t hey ar e evaluat ed changes.

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vocabular y and sent ence fr aming abilit y.  The process is repeat ed for t he next set of candidat es. Info sys banners ar e put up at t he venue. Init ially t hese count ers are used for regist rat io ns.  Job fair t akes place for 3 to 4 days. At t he same t ime t he previous papers are evaluat ed and t he candidat es are select ed fo r int er view based on t he cut -off marks. t he regist rat ions are st opped and t he regist ered candidat es fill t he app licat io n for ms at t he count er. after go ing t hrough cert ain recruit ment process fo llowed by t hem.  Once t he t est is o ver. regist rat io ns for t he next group st art . 53 .  The candidat es who are select ed in t he int er view are infor med t hen and t here by displa ying t he list and ar e given t he offer. T hey have aro und 3 t o 4 count ers.  On t he spec ified dat e.RECRUITMENT AND SELECTION IN CALL CENTER  JOB FAIRS: Job fair is where severa l co mpanies come under one roof for seek ing elig ible candidat es who can jo in t heir company. t o check t heir handwr it ing.  Next a logic t est of 45 minut es is co nduct ed and an E nglish t est o f 15 minut es is co nduct ed where in one is suppose to wr it e an essa y. PROCESS FO LLOWED BY INFOSYS:  Init ia lly t hey advert ise about t he jo b fair in t he local newspapers o f all t he st at es specifying t he venue and dat e of t he job fair. Once t he number o f regist rat ions is equal t o t he tot al capacit y o f all t he co unt ers.

as many r ecruit er s pr efer ad vert isement s because o f t heir wide reach.RECRUITMENT AND SELECTION IN CALL CENTER  ADVERTISEMENTS:It is a popular met hod o f seeking recruit s. Infosys advert ises in: NEWS PAPERS:  T imes of I ndia  The econo mic t imes  Indian express  Hindust an t imes MAGAZINES:  Business wor ld  Business Today  India Today  capit al market  Business jour na ls  IT magaz ines  Co mput er and t echnical jour nals 54 .

No applicat ion is required t o be submit t ed t o t he recruit er. Ta lk-ins invo lves t he jo b aspirant s meet ing t he r ecruit er (on an appro pr iat ed dat e) for det ailed t alks. These jo bseekers ar e asked t o co mplet e applicat ion for ms for furt her processing. in which jo b seekers submit unso licit ed app licat io n let t ers or resumes.co m  www.RECRUITMENT AND SELECTION IN CALL CENTER WEB:  www. indiat imesjo b. W rite-ins ar e t hose who send wr it t en enquir ies.co m  www.  WALK -INS. wo rking co nd it io ns. naukr i. WRITE-INS AND TALK -INS: Walk-in s are t he mo st commo n and least expensive appro ach fo r cand idat es is direct applicat ions. jo b spec ificat io ns. mo nst er. co mpensat io n including fr inge benefit s. infosys. growt h aspect s. 55 . et c. Dir ect applicat ions provide a poo l o f po t ent ia l emp lo yees t o meet fut ure needs. The advert isement sells t he idea t hat t he co mpany and jo b are per fect for t he candidat e.co m  www.co m Advert isement s cont ain proper infor mat io n like t he jo b cont ent . locat ion o f jo b.

6. jo b. And for higher post s applicat ions and applicant s bot h play a major role in t he screening process. The co mpany est ablishes as many hypotheses about t he candidat e fro m t he det ails provided in t he applicat io n form.RECRUITMENT AND SELECTION IN CALL CENTER  INDUS TRIES: Info sys also hires exper ienced professio nals fro m t he indust r y at var iou s midlevel and senior posit io ns. educat io n.relat ed t raining. co mpany names. t elepho ne nu mber. address.3THE SELECTION PROCESS O F INFO SYS: y Steps: A. B. I f t he candidat es do not meet t he requirement t hey are reject ed. A preliminar y int er view is co nduct ed so as to select t he suit able candidat e who can go t hrough furt her st ages o f int er views. It t hen decides what areas o f 56 . Comp letion of app lication forms: Ap p licat io n for m est ablishes t he candidat e¶s general det ails like name. No rmally for t he post s o f engineers degr ee cut off is decided like say 60% o n an average. Initial screenin g of interviews: Init ial Screening is do ne on t he basis o f applicant s and applicat io ns. work-exp er ience wit h dat es. and jo b det ails. pro fessio nal or indu st r ial invo lvement . ho bbies and recreat ional pursuit s.

Essay writing VARIO US TES TS: 1. Co mpany sees t o it t hat no judgment is passed about t he cand idat e based only at t his level. engineers. numer ical abilit y. Vocabu lary 2. presence o f mind ( alert ness). Reasoning 3. 3. Ment al abilit y. Mental or intelli gence tests: They measure t he overall int ellect ual abilit y o f a per son and enable t o kno w whet her t he perso n has t he ment al abilit y t o deal wit h cert ain problems. 2. Mechanical aptitude tests: They measure t he abilit y o f a person t o lear n a part icular t ype o f mechanical work. These t est s he lps to measure specia lized t echn ica l kno wledge and proble m so lving abilit ies if t he candidat e.   Emp loyment test s: logical test Engli sh test 1.RECRUITMENT AND SELECTION IN CALL CENTER in fo r mat io n it needs t o explore or invest igat e more specifica lly dur ing t he int er view. et c. memor y and such ot her aspect s can be 57 . C. What drawn here is hypot heses and not conclusio ns. They are usefu l in select ion o f mechanics. Intelli gence test: This t est helps t o evaluat e t rait s o f int elligence.

4. memor y and such ot her abilit ies.RECRUITMENT AND SELECTION IN CALL CENTER measured. public relat io n st aff. 58 . 2. wher e per sonalit y p la ys a n impo rt ant role. Formal Intervi ew: Int erviews are held in t he emplo yment office in a more fo r ma l at mo sphere. et c. Medical Test: It reveals phys ical fit ness o f a candidat e. etc. t his t est is ver y much essent ia l on case o f select ion o f sales force. Intervi ew: 1. Medical ser vic ing he lps measure and mo nit or a candidat e¶s phys ica l resilie nce upon exposure business hazard s. 5. but it is mo re carefully pre-planned t o a high degr ee o f accurac y. prec isio n and exact it ude. a list o f quest io ns and areas ar e carefully prepared which will act as t he int erviewer ¶s guide. behavio r und er st ress and st rain. social or int erper sonal skills. Personality Test: It is conduct ed t o judge mat ur it y. wit h t he help o f well st ruct ured quest io ns. Wit h t he he lp o f jo b and man specificat ions. It is t aken t o judge numer ical. reasoning. skills. Pattern ed Intervi ew: A pat t erned int er view is also a planned int er view. D.

on t he cont rar y he ma y subst ant iat e why he is qualified t o hand le t he jo b. The int er viewer may st art wit h ³Mr. we do not t hink your qualificat ions and exper ience are adequat e fo r t his posit io n.RECRUITMENT AND SELECTION IN CALL CENTER 3. Jo seph. For examp le. t he int er viewer while int erviewing t he jo b seekers u ses a blend o f st ruct ured and st ruct ured and unst ruct ured quest io ns. Stress Interview: It is designed t o t est t he candidat e and his conduct and behav io r by him under cond it io ns of st ress and st rain. it will st art candidat e¶s int er view at 6. ¶ and wat ch t he react io n of t he candidat es. A good cand idat es will not yield.30pm and wat ch t he candidat e¶s behavio r and st ress level. This appro ach is called t he mixed int er view. T he st ruct ured quest io ns provide a base o f 59 . if t he cand idat e says t hat he is int erest ed in t ennis. a ser ies o f quest ions ma y be asked t o t est t he dept h o f u nder st anding and int erest of t he candidat e. Mixed Interview: In pract ice. 4. Depth Intervi ew: It is designed t o int ensely examine t he candidat e¶s background and t hink ing and t o go int o considerable det ail on part icular subject s o f a n impo rt ant nat ure and of specia l int erest to t he candidat es. What INFOSYS pract ice is t hat if int er view is planned at 5p m. 5.

gain ing add it io nal background infor mat ion on an applicant . Previous emplo yers ar e preferable because t he y are already awar e o f t he applicant ¶s per for mance. 6. E. More in-dept h quest io ns ar e asked t o t he cand idat e and t he emplo yer expect s a great er level o f preparat ion on t he part o f t he candidat es. Second Interviews: Job seekers are invit ed back aft er t hey have passed t he first in it ial int er view. T he lat t er is advant ageous because of it s accur acy and low cost . 60 . References ar e not usually checked unt il an applicant has successfully r eached t he fourt h st age of a sequent ial select ion process. t oget her or separat ely. Background In formation: INFOSYS request s names. Middle or senior management gener ally co nduct s t he seco nd int er view. and t elephone number s o f refer ences for t he purpose o f ver ifying infor mat io n and per haps.RECRUITMENT AND SELECTION IN CALL CENTER int er view more convent io nal and per mit great er insight s int o t he u niqu e d ifferences bet ween applicant s. addresses. It normally seeks let t ers o f r eference or t elepho ne r eferences.

Fina lly. t he t est assist s in det er mining whet her an applicant is phys ically fit t o perfor m t he work. The result s o f t he medical fit ness t est are recorded in a st at ement and are preser ved in t he per sonnel records. Secondly.RECRUITMENT AND SELECTION IN CALL CENTER F. 4. which different iat e successfu l and less successful emplo yees. medical check-up prot ect s applicant s wit h healt h defect s fro m und ert aking work t hat could be det r iment al t o t hem or might ot herwise endanger t he emplo yer¶s propert y. 61 . 2. 3. There are several objectives behind a p hysical test: 1. Physical Examin ation: Aft er t he select io n decisio n and before t he jo b o ffer is made. o ft en. t he phys ical examinat io n infor mat io n can be used t o det ermine i f t here are cert ain phys ical capabilit ies. such an examinat io n will protect t he emp lo yer fro m wo rkers co mpensat io n claims t hat are not valid because t he inj 6. 5. depends upo n t he candidat e being declar ed fit aft er t he physical examinat io n. A jo b offer is. One reason for a physical t est is t o detect if t he individual carr ies any in fect ious disease. ur ies or illness were present when t he emplo yee was hired. t he cand idat e is required to undergo a phys ical fit ness t est . Thirdly. Fourt h.

Final Emp loyment decision: It is a fina l st ep. 62 . e. Aft er all t hese processes fo llo w up is done i. These t rainer s have t he exper ience o f about 15-20 yrs. In t his st ep co mpany ma kes a ver y import ant decis io n.RECRUITMENT AND SELECTION IN CALL CENTER G. t he select ed perso n is ind uced and placed at t he r ight job. quart er ly.. Training is provided on r egular basis t hat is mo nt hly.

The essence o f recru it ment can be summe d up as µt he philo so p hy of at t ract ing as many applicant s as possible for given jo bs¶. These da ys. t he ver y element t hat br ings t he organizat ion¶s vis io n int o fruit ion. one can grasp t he st rat egic implicat ions t hat t he manpo wer of an organizat ion has in shaping t he fort unes o f an organizat io n. Taking a clo ser perspect ive -it is t he ver y qua lit y o f t his asset t hat set s an organizat ion apart from t he ot hers.RECRUITMENT AND SELECTION CHAPTER 7 CONCLUSION The human ele ment of organizat ion is t he most crucial asset o f a n organizat io n. T his is where t he co mp lement ar y ro les o f Recruit ment and S elect io n co me in. Aft er all. By making t his a pr ior it y. Thus. however. a n organizat io n safeguards it s int erest s and st anding. consider ing t he vit al ro le t hat t hey obviously play. t he emphasis is on aligning t he organizat io n¶s object ives wit h t hat of t he individual¶s. a sat isfied workforce is a st able workforce which also ensures t hat an organizat io n has cr edible and reliable per for mance. The face value o f t his definit io n is what guided recruit ment act ivit ies in t he past . I na bid t o underscore t his su bt le TYBMS 63 . deliber at ed and st ud ied. The ro le o f t hese aspect s in t he cont emporary organizat ion is a su bject on which t he expert s have pondered.

Ever y organizat ion t ailo rs t he processes keep ing in mind t he nat ure o f t he organizat io n. Nor are t hese act ivit ies t ypecast .t hose individuals whose abilit ies are co nsist ent wit h t he organizat io n¶s requ ir ement s. Next to recruit ment . t he project examines t he var ious pr ocesses and nuances one o f t he mo st cr it ical act ivit ies o f an organizat io n. I examine t his angle t hr ough t he case st ud y o f Info sys co mpany.RECRUITMENT AND SELECTION point . The end result o f t he recruit ment process is essent ially a po o l o f applicant s. t he logical st ep in t he HR process is t he select ion o f qualified and co mpet ent people. In t he end. TYBMS 64 . t his pro cess concent rat es on different iat ing bet ween applicant s in order t o ident ify ± and hire. invo lved in t he same sect or but essent ially d ifferent in t he ir percept io ns t owards recruit ment and select ion. t his pro ject endeavors to present a comprehensive pict ure o f Recruit ment and Select ion and hopes t o enable t he reader t o appreciat e t he var ious int r icacies invo lved. In t his pro ject . As such.t o yie ld a per fect emplo yee for t he organizat io n. The reader will do well t o not e t hat t he t ransit io n bet ween t he 2 act ivit ies is not st ringent . it s need s and const raint s. The 2 act ivit ies basically have one aim.

(1997) Human Resource and Perso nnel Management .c o m y ww w. Tat a McGraw. in fos ys. goo g le. (2001) Recruit ing t he Right St aff.RECRUITMENT AND SELECTION REFRENCES BIBLIOGRAPHY: y K Ashwat happa. co m y ww w.c o m TYBMS 65 .so op le.Hill 131-176 y Chr is Dukes. y MAGAZINES : Business World WEBLIOGRAPHY y ww w.

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