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SUMMER TRAINING REPORT ON RECURITMENT AND SELECTION PROCESS IN

Submitted in partial fulfillment of the requirement of award of Degree Bachelor of Business Administration Affiliated to

Maharshi Dayanand University, Rohtak D.A.V CENTENARY COLLEGE

Under the guidance of : Ms.Bharti Lecturer BBA Dept.

Submitted by: Gaurav Bhatia BBA (cam) V Sem Roll no.9149

ACKNOWLEDGEMENT

Department towards the organization project of such nature for this successful completion needs cooperation and support of people. I have been fortunate to get constant guidance & encouragement from many which helped me a lot to be successful in any efforts. This formal acknowledgement will hardly be sufficient to express one deep sense or gratitude to all of them.

I am also thankful to Mr. Y.K.Malik (Sr.Manager P & A) for his guidance. I am also thankful to Mr. R.P.Sharma (manager P & A) for his continuous guidance and help through out the project. I would like to thank Mr. D.S.Adhikari (Sr.Executive HRD) for sparing his valuable time as and when need arose. I am also thankful to Mr. Satish Kapasia, Mr.Balwan Singh, Mr.Gaurav (Executives HRD) for their help throughout the project. . I would also like to acknowledge those persons who have directly and indirectly helped me in completing the project.

PREFACE

No professional curriculum is considered complete without work experience. Every individual who is doing management studies has to undergo this phase of practical study before he/she can consider himself/herself fully qualified as potential manager. I got an opportunity to do training with HEENA INDUSTRIES.I undertake the training in my 5TH semester, on STUDY OF RECURITMENT AND SELECTION POLICY . The basic aim of my study was to know how to deal with staff & how I can make better relation with them.

People affiliated with management studies have a different view on this aspect of management that classroom studies have nothing to do with practical work. But during my research I realized that a training report plays a crucial part as it prepares a student for the impending responsibility that awaits him/her in the future. It integrates the theoretical aspects with the practical life and helps in understanding business solutions in a better manner.

INDEX

SNO.
1. 2. 3. Company profile Literature Review Research methodology a) Introduction b) Objectives c) Research design d) Sample Unit

CONTENTS

e) Method of data collection f) Limitations of the study 4. 5. 6. 7. Data Analysis and Interpretation Conclusion Recommendation Appendix a) Bibliography b) Questionnaire

Chapter -1 COMPANY PROFILE

HEENA INDUSTRIES PVT. LTD.

Henna Industries Pvt. Ltd. was incorporated in the year 1997. The Henna Industries Pvt. Ltd. aspires of achieving long term business relationship with its clients based on strong corporate ethic. The well equipped lab assisted by strong R&D team has enabled the company to produce high quality products for the clients. The Company maintains high quality products and strict delivery schedule so as to successfully cater to the clients' requirements. The company's ability to meet all customer requirements expedite and at very competitive prices, has been its major strength and has helped it to gain loyal and growing customer base in international market. We have a very diversified and distinguished clientele. The company exports its products to clients in Taiwan, Switzerland, Indonesia, Nepal, Westendies, South-East Asia, Brazil, Japan, Hong Kong and a number of other countries.

Henna Industries Pvt. Ltd. manufactures products which are safe, trustworthy and of very high quality in cognizance with the international market. A team of technically qualified personnel performs in-house quality control checks at every stage of production to produce flawless products. The henna products are made using natural henna while herbal powder are manufactured with rare herbs collected in the valleys of Himalayas. Henna Industries Pvt. Ltd. we very much give importance and emphasis to the packaging of our product. Therefore, we use the best packing possible. So, all our products are packed in such a manner that they remain durable, far more attractive and impressive.

` Henna Industries Pvt. Ltd. has a wide variety of products dedicated to hair and skin care. These products are being exported to U.K., Japan, Westendise, South-East Asia and a number of other countries. 1. Color Mate Hair Colors (Natural Black, Natural Brown, Burgundy, Golden Brown, Mahogany & Light Brown): All these are henna based hair colors for coloring gray hair in different colors. These hair colors have very small content of chemical, which is less then 3% after dilution. Their color stays on hair for 20 25 days.

2. Color Mate Herbal Henna: It is a mixture of henna and many other rare Indian herbs. It is used for the conditioning of hair. A regular use of this product gives natural strength, shine and luster to hair. It gives reddish / brownish color on gray hair. Its color stays on hair for about two weeks.

3. Color Mate Active Plus- Natural Black: It is shampoo based hair color, which gives color to the hair within 10 minutes. It is completely ammonia free and its formulation is such that the concentration of dye contents is not more than 3 % after dilution. It is also very easy to use since it provides the convenience of self-spreading.

4. Color Mate Hair Color Creams (Natural Black, Dark Brown, Medium Brown, Golden Brown, Burgundy, & Mahogany) : Color Mate Hair Color Creams are cream based hair colors enriched with natural oils and hair nourishing ingredients for vibrant shine with perfect long lasting natural looking colors. Its rich creamy mixture does not drip and evenly penetrates each strand from root to tip to ensure perfect coverage of grey hair. Its advanced conditioning formula maintains pH balance and makes the hair silky and incredibly soft with complete protection.

Chapter -2 REVIEW OF LITERATURE

RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a viable applicant pool from which hiring and promotion decisions are made. But prior to recruitment, position description is necessary while selection includes all the activities, from the initial screening interview to physical examination if required, that exist for the purpose of making effective selection decisions. POSITION DESCRIPTION A complete, accurate and current position description is the foundation for planning and conducting the recruitment effort. It should be Non discriminatory- One should never express a preference for certain age, race or national origin. In very rare case sex can constitute a bonafide occupational qualification. Valid- This means they are inherently job related and predict successful performance of the job. Defensible- This means they are recognized as legitimate in the field attached to the position. Objective and Measurable- It should be as objective and measurable as possible. The more subjective qualification the greater the need to predetermine how it will be qualitatively assessed.

RECRUITMENT
Recruitment refers to the process of sourcing, screening, and selecting people for a job or vacancy within an organization. Though individuals can undertake individual components of the recruitment process, mid and large size organizations generally retain professional recruiters. The recruitment process in India is designed in such a way that each candidate gets the desired profile according to its own choice. Place the candidate from the right profile, the best job recruitment agencies, the solution is the end of most Indian job recruitment agencies. The job recruitment agencies in India involves identifying those posts, preparing the job description and person specification, advertising, management of the response, the prequalification process, organizing meetings, conducting interviews, making decisions, the appointment and action. This means that a lot of time and resources must be invested before the right candidate is selected. Most recruitment agencies in India follow three stages in the recruitment process, which are essentially short list of application, preliminary assessment and final interview and selection. The recruiting India process may include a written test to judge the particular skills of a candidate. In this case, the test must be carefully prepared, not to deviate from the subject. Much can be found on the candidate's resume. A good presentation of his resume is in an organized way and refined talk a lot on the individual. His mentality and attitude can be judged according to his resume. Then the interview, which is an important and crucial part of the recruitment process. The person who takes the interview of the candidate must be well prepared in advance. Concerns such as the location of the interview, the timing, structure of the question of strategy, the style of taking the interview must be decided in advance, so that nothing is excluded, and all subjects properly treated. In addition, there are a number of things that must be taken into consideration in the recruitment process. Until the final decision about a certain candidate is taken, it is important to keep in regular contact with the candidate. The decision-making process

` should not take too long to prevent candidates from taking any other occasion. An applicant must be informed once the decision is made. He or she must say the entire process of his appointment clearly with the details of all documents to be submitted. A record should be kept of the candidate file for future reference. The recruitment process must be strong and justified and shall withstand external scrutiny. Only a good job recruitment agency with a good understanding of the area and the process can execute the same success. In India, most of the recruitment agencies to understand the needs of clients and candidates and they work in a planned way to recruit people. GUIDING PRINCIPLES OF RECRUITMENT Appropriate and effective recruitment strategies vary with each position. The length and scope of the recruitment should be relevant to the position. In setting the timeline for your recruitment, consider the wording carefully--there are consequences to your choice. If you specify a recruitment deadline, you may not consider any applications received after that date. If you indicate the position will remain open until filled, you must consider any applications received until an offer has been extended and accepted. If you indicate "applications received by a certain date will be assured full consideration," you can decide whether or not to review applications received after the specified date. When using this wording, it is critical to establish a meaningful date. Recruitment activities should include good faith efforts to solicit a diverse applicant pool and affirm that race, sex, age, disability or veteran status will not be used to discriminate. If the position is in a job group that is underutilized, by women or ethnic minorities, additional targeted recruitment efforts should be undertaken. All advertisements and position announcements should be consistent with each other, reflect the qualifications identified in the position description.

` Prior to recruiting for a position, ensure that you know what institutional policies and procedures apply. Contact your HR Generalist before beginning recruitment. If you wish to waive recruitment for faculty and unclassified positions, consult with the appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in developing recruitment strategies for each vacancy. General guidelines for specific types of positions are listed below. Tenure-track Faculty Scope of Search: National or regional Recruitment Resources: Discipline-specific journals, list-serves, professional associations Personal contacts with colleagues, alma maters, and alumni associations Position announcement mailings to doctoral-degree granting universities Chronicle of Higher Education Recommended Recruitment Period: At least 3 weeks after appearance of first advertisement; at least 1 full week after publication of last advertisement Unclassified staff, Director level and above Unclassified (below Director Level) and Classified Staff Scope of Search: Regional (for technical or paraprofessional positions) or local Recruitment Resources: Position announcement mailings to state employment offices, local vocational and community colleges.

Recommended Recruitment Period Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full week after publication of last advertisement Classified: Contact your HR Generalist for state requirements

POSITION ANNOUNCEMENTS

Purpose of the Position Announcements: Provides applicants, hiring departments and search committees with a general idea of the nature of the position, the terms and conditions of appointment, salary range, reportage, and required application materials and application deadline. Serves as a convenient mailer or flyer to advertise the position by direct mail. General Guidelines for Developing Position Announcements: Use the recommended format, which is either printed on companys own letterhead. Limit the announcement to one page, using the reverse side of the page, if necessary. Provide enough information to give applicants adequate understanding about the nature of the position. Identify required and preferred qualifications so that you solicit qualified applicants and stimulate interest in the position. Provide notification of the company's EO/AA policy, and identify contacts for requesting reasonable accommodation. Provide a contact name, address and phone number. Explain application requirements.

THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organizations application process. As a general rule, the agencies are paid by the companies, not the candidates. The industries practice of information asymmetry and recruiters' varying capabilities in assessing candidate quality produces the negative economic impacts. Traditional recruitment agency Also known as an employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment Consultants then endeavor to match their pool of candidates to their clients' open positions. Suitable candidates are with potential employers.

Remuneration for the agency's services usually takes one of two forms: A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% of the candidates starting salary), which usually has some form of guarantee, should the candidate fail to perform and is terminated within a set period of time. An advance payment that serves as a retainer, also paid by the company. In some states it may still be legal for an employment agency to charge the candidate instead of the company, but in most states that practice is now illegal, due to past unfair and deceptive practices.

ONLINE RECRUITMENT WEBSITES

Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a rsum to be included in searches by member companies. Fees are charged for job postings and access to search resumes. In recent times the recruitment website has evolved to encompass end to end recruitment. Websites capture candidate details and then pool then in client accessed candidate management interfaces (also online).Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, coworkers, customers or others might see their resumes. Headhunters Headhunters are third-party recruiters often retained when normal recruitment efforts have failed. Headhunters are generally more aggressive than in-house recruiters. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations.

` Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles, or to find very specialized individuals. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call. In-house recruitment Larger employers tend to undertake their own in-house recruitment, using their Human Resources department. In addition to coordinating with the agencies mentioned above, inhouse recruiters may advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing).

THE RECRUITMENT PROCESS


These are the main recruiting stages. Sourcing 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods. This initial research for so-called passive prospects, also called same-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened.

` Screening & selection Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through resumes, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. In some countries, employers are legally mandated to provide equal opportunity in hiring. On boarding A well-planned introduction helps new employees become fully operational quickly and is often integrated with the recruitment process.

SELECTION
This is the process of choosing individuals who have relevant qualifications to fill vacant positions. The process begins when a hiring department identifies the need to fill a position, and ends when a person is hired to meet that need. What happens in the middle of the process includes job analysis, position description development, recruitment, testing, and screening, corresponding with applicants, Credentials verification, background investigations, interviewing, reference checking, physical examinations, and the offer. Discriminatory hiring practices could result in significant costs for the Company. Individuals acting on behalf of the organization who fail to follow nondiscrimination policies may face personal liability. Poorly designed or executed selection processes will generally fail to identify the right person for the job, result in missed opportunities or delays in accomplishing the mission of the organization, and lead to discrimination claims. Impolite or incompetent interviewers, unnecessarily long waits, and lack of follow-up may cause unfavorable impressions of the Company.

THE COST OF SELECTION

The cost of selecting performers who are inadequate performers or who leave the organization before contributing to profits is a major cost of doing business. The cost incurred in hiring and training any new employee is expensive sometimes in the thousands of dollars. In 1983, the average cost per hire for exempt employees was more than $4600; nearly $4700 if there was relocation. These cost incurred by the organization suggest that hiring is very expensive activity and that any efforts the organization can make toward minimizing turnover and hiring costs can pay dividends. Thus proper selection of personnel is obviously an area where effectiveness (choosing competent workers who perform well in their position) can result in large savings.

GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to liability. Seeking training from HR for anyone who participates in the process before beginning. Provide reasonable accommodation in the application process to persons with disabilities. Use a nondiscriminatory, valid, and consistently applied selection criteria/process. Use of a rating guide is recommended. This is a form used to rate applications for a position based on the required and preferred qualification as defined in the position description. Rating guides simplify the paper screening process, ensure that applications are being evaluated against the same criteria, and provide documentation which will be used to defend any challenged outcome.

Once it is determined that an individual does not meet the established minimum qualifications, she must be eliminated from further consideration. If you are unclear whether or not an applicant possesses the minimum qualifications, it is appropriate to conduct a verification phone interview. You may also ask applicants to include a cover letter detailing how they meet the established qualifications as part of the application process.

Be able to justify every selection/nonselection decision with appropriate documentation (e.g., the position description, applications/resumes, rating guides, selection criteria, interview questions, and reference checks). This documentation should be forwarded to HR Generalist after the search is completed.

Avoid prohibited pre-employment inquiries and interview contaminants. Conduct reference checks as part of the selection process. Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES


Laws governing interviewing and selection are not intended to restrict an employer's ability to choose the most qualified person. They are intended to ensure that employers use criteria that are job-related and nondiscriminatory. Hiring departments and search committees should use the appropriate guidelines to identify appropriate pre-employment inquiries. Any questions regarding the appropriateness of specific inquiries should be directed to the EO/Compliance Specialist.

TIPS FOR INTERVIEW PROCESS


Minimize Stereotypes Provide interviewers with a job description and specifics on job requirements. In the absence of specific information individuals may be more likely to make stereotypical judgments about a candidate Job Related Construct interview questions that are job related. Not having job related interview questions will lower the validity of the interview process. Train Interviewers Improve the interpersonal skills of the interviewer and the interviewers ability to make decisions without influence from non-job related information. Interviewers should be trained to: Avoid asking questions unrelated to the job Avoid making quick decisions about an applicant Avoid stereotyping applicants Avoid giving too much weight to a few characteristics Try to put the applicant at ease during the interview Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may attach attributes to her that don't actually exist. MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps. NEGATIVE BENT -- the tendency to focus on information which will automatically disqualify a candidate, causing you to overlook his/hers strengths in the process SNAP JUDGMENTS can devastate the interview process -- remember that you gather information during the interview and evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully document the interview, valuable material will slip through the cracks; avoid recording inappropriate information (i.e., anything not related to the job) or statements based on your own inferences. STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can offset a tendency to categorize candidates. THE HALO EFFECT -- a tendency to generalize one outstanding feature of a candidate as representative of success in any endeavor, no matter how unrelated MIND SET -- your background, attitudes, motives, values, aspirations and biases CHEMISTRY or rapport between two people can contaminate the interview -- the basis of your personal reaction to a candidate must always be evaluated in terms of the position requirements

REFERENCE CHECKS

Nearly 80% of what is needed o be known about candidates can be learned through good investigative techniques. Although privacy legislation has had an impact on the reliability of reference checks, they remain a viable means of verifying applicant information. Appropriate checks are also necessary to defend against charges of negligent hiring. Keep the following guidelines in mind: Obtain permission from candidates. Inform candidates that reference checks and validation of credentials will be part of the selection process.

A candidate may have valid reasons for setting some limits, and these limitations should be respected. The bottom line is that the candidate must allow some access to people familiar with their work, or withdraw their candidacy. If access is significantly candidate-controlled, she/he must understand that less restricted checks will be made before any offer is extended. Intentionally choose whom to contact. Consider the following guidelines: Call the references identified by the candidate. Seek permission to call persons who should know the candidate (e.g., current department chair, departmental head, supervisor, vice president, colleagues, etc.). Complete enough calls for a full picture of the candidate to emerge. Apply the following guidelines for determining what inquiries to make: All information considered in the selection process must be related to job performance. Request the same information regarding all applicants. Avoid asking references prohibited pre-employment inquiries. Focus on gaining information about the knowledge, abilities, skills and work behaviors identified as being important to the position. Address significant gaps or missing elements in the candidate's application materials. Avoid being put off by scattered "negative" comments from references. Look for patterns of strength and limitations, and for indications of fit between the person and the position. Not every comment should be given equal weight. Attempt to evaluate the reference's perspective, how credible they may be, and how recently or how well they know the candidate.

` CORRESPONDING WITH APPLICANTS All contact with applicants is important. A professionally conducted search process predisposes qualified candidates to consider a company as a potential employer. The nature and timeliness of correspondence contributes to the applicant's perception that a particular company is a quality organization. Typically, a recruitment and selection process will present the following opportunities to correspond with applicants: Acknowledgement of application materials. An acknowledgement letter confirms that the hiring department has received all or part of the required application materials, identifies any missing materials which must be provided to ensure consideration, and indicates the expected timeline for the selection process. Notification that application materials were received too late for consideration. Informing persons that they will not be considered for the position is not only a courtesy. It also serves as evidence that the applicant was not part of the applicant pool from which selection decisions were made should the ultimate hiring decision be challenged. Notification of a change in the timeline for selection. In order to keep good candidates interested in the position, it is advisable to keep applicants informed should a change in the selection timeline be necessary. Notification that an applicant is no longer being considered. As a courtesy to applicants, particularly those for high level or particularly competitive positions, hiring departments are advised to notify applicants when the screening process has eliminated them from consideration. This may occur after any round of screening or interviewing. Confirmation of campus interview arrangements. This correspondence should be preceded by telephone conversations with the candidate, and should include information about the Company, the community, individuals with whom the candidate will meet, itinerary, travel and lodging arrangements, and other information which helps the candidate prepare for the campus visit.

` Appreciation for interview and rejection. Individuals who have been invited to campus for an interview but are not offered the position should receive such a letter as a professional courtesy. Letter of offer. Once a hiring decision has been made and discussed either in person or by telephone with the finalist, it should be confirmed in writing. The individual should confirm his or her acceptance in writing. Hiring departments should contact their HR Generalist for assistance in writing these letters. Guidelines Depending on the type of position, a hiring department may decide to use a search committee to manage the recruitment and selection process. The committee's role will vary with the department, school, or administrative unit and type of position. The following guidelines should be considered when using a search committee: The decision to establish a search committee rests with the individual who has authority to make a final offer for a position. The search committee should be comprised of individuals who have some knowledge of the position to be filled, are committed to equal employment opportunity, and have the capacity for balanced judgment and discretion. Whenever possible, committees should represent diverse backgrounds and perspectives. Generally, the ideal size of a committee is relative to the position. For some positions, a committee of 3 is adequate. For positions at or above the manager level, committees of 57 are more appropriate. Committees for positions at the Executive level may be significantly larger. A search committee chair should be appointed. Chairs should be selected for their ability to provide leadership to the committee, a demonstrated understanding of the recruitment and selection process, and their commitment to ensure a legally defensible process. The committee should receive a formal charge, which establishes the scope of its responsibilities. At a minimum, the charge should indicate whether or not the committee is responsible for conducting interviews, and whether its recommendations to the hiring

` official shall be in ranked or unranked order. Typically, a Companys search committee responsibilities include all or some of the following: Helping develop the position announcement, including the identification of minimum and preferred qualifications, timeline and recruitment plan Completing recruitment and selection activities for classified and unclassified staff positions Placing advertisements or conducting personal outreach Developing the selection procedure, including rating guides receiving applications, corresponding with applicants, sending applicant information forms, and maintaining the applicant record Screening applications, conducting reference checks, determining a long or short list of finalists Maintaining required search documentation Coordinating campus visits for interviews and/or conducting interviews Making recommendations to the hiring official Appointing one of the members, or using departmental staff, to act as search committee secretary PRACTICAL CONSIDERATIONS Disagreements about the outcome of a selection procedure often arise because the process for reviewing applicant materials was not agreed upon prior to the beginning of the process. Committee members, including the committee secretary, should discuss and agree upon the following practical considerations: When will review begin? Unless an inordinate number of applications are expected, it is recommended that the review process begin after the date, which was advertised. Will initial review of applications for minimum qualifications be done by the committee chair, secretary, or all committee members?

` Will committee members review every application, or will applications be divided into groups that are initially reviewed by only part of the committee? Will the committee use a rating form? A rating guide is highly recommended, because it can be used to defend against EEO challenges to the selection decision. In designing the rating guide, the committee must decide whether they will use numerical scoring (and whether it will be weighted or unweighted), qualitative scoring (for example, poor, average, strong), or a combination of the two. Has the committee developed a plan for corresponding with applicants, including the language for standard letters? Sample letters are available from your HR Generalist. Has an effective system been planned for filing and retrieving application materials? Where will committee members review the files? Will they need to come to the search committee secretary or chair office? If so, is there adequate space and privacy for the review? Will members be allowed to take copies of the application materials for review elsewhere? If so, has there been adequate precaution taken to ensure confidentiality and security of the materials? Who will need access to online applications/resumes for classified and unclassified positions? Has the committee established reasonable timelines for completing its review? Search committees who have questions about these, or other practical considerations, can contact their HR Generalist and advice.

OBJECTIVES OF RECRUITMENT AND SELECTION


1. Hire the right person 2. Conduct a wide and extensive search of the potential positive candidates 3. Recruit staff members who are compatible with the organizations environment or culture 4. Hire individuals by using a model that focuses on learning and education of the whole person 5. Place individuals in positions with responsibilities that will enhance their personal development 6.

RECRUITMENT AND SELECTION POLICY STATEMENT


Every position vacancy will be filled based upon a thorough position analysis regardless of the level of the position or the extent of the search. The diversity goals of the institution, division of affairs, and the unit will be addressed in all recruitment and selection processes. Units may use different processes for recruitment depending upon the circumstances surrounding the need to fill the position, but must take steps to ensure that the values of the profession are applied in all procedures that are used. IT Recruitment and selection committee members should be properly trained to assume the important responsibilities of recruitment and selection. Supervisors should adhere to any institution-wide recruitment and selection programs. This cannot, however, substitute for an understanding of procedures and processes from a student affairs perspective. Recruitment and selection should be planned, implemented, and evaluated to ensure that each potential employee is provided equal opportunities to compete for the position.

RECRUITMENT AND SELECTION GUIDELINES OF HEENA INDUSTRIES These guidelines are also called HEENA INDUSTRIES RECRUITMENT RULES. OBJECTIVE The main objective of detailing guidelines is that the right type of personnels are recruited, who fulfills the requisite job specifications for Recruitment including the desirable level of qualification, skills/ experiences and competence which is essential for the sustained vitality and growth of the organization APPLICABLITY AND SCOPE The guidelines shall apply to the Managerial/ Executive/ Supervisors category of employees in the pay scale/level, as announced separately in the classification of employees order. Detailed job specifications, required to recruit the person at various Levels/ Grades. RECRUITMENT Recruitment shall be resorted for induction of talent from outside, when suitable Candidates are not available from within the organization or upon a specific demand of the post is such that it has to be filled up from the open market. SOURCES OF RECRUITMENT From within organization through Transfers; Through Employment Exchanges Through Placement agencies/ Consultants Through open Market Advertisements From Engineering /Management / Educational Institutes. Through E-mail sources viz Naukri.com etc. Through Contractors /Suppliers etc. Through referred cases, relatives / friends etc

FLOW CHART FOR

RECRUITMENT AND SELECTION IN HEENA INDUSTRIES

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business Head)

Selection Procedures (Initial interview by HR Department/Finalization by Business Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal

Chapter -3 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

This section includes the research methods, their rationale, validity, reliability, sample size, alternatives and limitations faced during primary research. To know about the various needs of staff and what they want from their job. To discuss what steps do managers to take the motivate their staff and fulfill their needs. To gauge the impact of staff motivation on employee productivity.

Primary Research I have chosen different tools to collect primary data including questionnaire, interviews etc. The main objectives were to collect

Research Statement
To study the recruitment and selection process taken under by Heena Industries. The research methodology adopted by me consist of survey of various employees and result is shown in the bar diagram.

The research methodology also represents the interference of each and every diagram at the end of its page. The interference provides with aggregate results along with individual interface.

OBJECTIVE OF THE STUDY

THE OBJECTIVE OF THE STUDY IS:

To understand The Effectiveness of Recruitment and Selection Process of Henna

Industries Pvt. Ltd.

To find the Various Sources and Techniques of Recruitment and Selection

Process at Henna Industries Pvt. Ltd.

To focus on Importance of Recruitment and Selection. How it helps to achieve

organizational objectives.

Research Design:
The research design adopted by me was descriptive research or study, the main purpose of this research is description of the state of affairs as it exists at present i.e. report can only be made on what has happened or what is happening.

Methods Of Data Collection


Primary Data

Primary data source is that information which is collected for the first hand and afresh. Personal interviews, observations, survey, questionnaire were the main tool for the collection of primary data in my project.

Secondary Data

Secondary data are those which have already been collected by someone else and which have already been passed through statistical process. Records, reports and manual of the organization were the main tool of secondary data.

Limitations
Following Limitations faced by me during the Study of the Project as: -

1. Time Limitations 2. Unavailability Of Proper Material 3. Lack Of Guidance 4. Organisational Restrictions 5. Lack Of Responsiveness By The Employees Towards The Questionnaire

An Explanation of the Above:Time limitation

The time was a limitation during completion of the report. The time was not enough to cover all the points about the topic. Also it was a tough job to understand all the recruitment and selection in this short period. It brings the eagerness in completion of the

` report. The time raise as a big difficulty in the preparation of the report. This time limitation enables to better understanding the policies of the company.

Unavailability Of Proper Material

The lack of proper material was also a limitation when developing the report. There was not adequate availability of material in developing the report. Some of the material available was not too relevant. The material available was not sufficient. The library was not able to provide the best material.

Lack Of Guidance

There was lack of guidance at some of the stages when preparing the report. The supervisors sometimes were not able to give proper guidance because of his own job responsibilities. So it was a little lack of guidance.

Organizational Restrictions

There were restrictions on the supervisor and on the respondents to very much clear all the policy and process of the recruitment and selection process. No organization discloses all the recruitment and selection policy to the outsides. Nobody in the organization is authorized to disclose all the policies it is because of some certain principles made by the top management of the organization.

Lack Of Responsiveness By The Employees Towards The Questionnaire

There was lack of responsiveness by the employees towards the questionnaire. Some of them were not able to provide the responses in a right way. Some of them were not able to give the best response. Some of them do not seem to be much serious about fulfilling the questionnaire.

Chapter -4 DATA ANALYSIS & INTERPRETATION

ANALYSIS AND INTERPRETATION

1.

Does your company follow formal recruitment process?

Yes

No

Can't Say 88%

10%

2%

From the above diagram it is quite clear that employees of Big Bazaar (88%) are satisfied by the recruitment and selection procedure followed by the company. However there can be some changes introduced in the procedure which are suggested by the employees to improve the recruitment and selection policy of the company.

2.

When does your company hires new employees?

Immediate Need 22%

Yearly Basis 4%

Both 74%

From the above diagram we can see that there were mix responses from the employees regarding the above mentioned question. 74% said that company is hiring employees annually as well as according to the company needs but 22% of my sample size believes company hires according to the need of the organization and 4% says that Big Bazaar employs on yearly basis.

3.

Which sources of recruitment your company should follow?

3% 20% 31% Promotion / Transfer Consultancy Campus Placements References Any Other 31% 15%

There are various ways of recruiting candidates in the Big Bazaar. Some of the sources used by them are promotion, internal referrals and consultancy firms. From the chart it is clear that employees of Big Bazaar are in favour of Campus placements and promotion and transfers. 20% of employees are in favour of internal references and 15% have suggested using consultancy services. Some have suggested advertising the vacancy in newspapers also.

4.

What criteria do you think should be used for selection process?

2%

0% Written test 38% Personal Interview Written test and Interview

60%

Any Other

Big Bazaar practices panel interview for selecting a candidate but from the chart it is clear that 60% of employees want written test along with the interview to select a candidate. No employee is in favour of written test only and some have suggested that even physical examination should be included while selecting the candidates along with written test and interview.

5. According to you, 3 rounds of interview in HEENA INDUSTRIESare essential for an effective recruitment process.

0%

13%

25%

62% 0%

Strongly Agree

Agree

Can't Say

Disagree

Strongly Disagree

Interpretation: 62% (10 in number) of the departments disagree with the statement that 3 rounds are essential. It depends upon the position for which the interview is being conducted.

6.

Were you given same job description as discussed in the Interview?

2%

Yes No

98%

Almost all the employees got the specified jobs offered to them. This implies that the Big Bazaar have the organized manpower planning and well organized recruitment policy. From the chart it is crystal clear that the candidates get exactly the same job as described. So from Big Bazaar perspective it is a good sign for the overall growth and development. There were some employees around 2% of my sample study who were against the above mentioned point.

7. According to you on what basis candidates should be evaluated for selection?

Family Background 10%

All Three 22%

Academic Qualification 32% Experience 36%

The above diagram clearly depicts that the employees prefer Experience as a criteria to select the candidate. Next they consider academic qualification should be given importance while selecting a candidate. Only 10% are in favor of family background to be used as a selection criteria by the company. 22% of sample size is in favour of all the three factors that are experience, academic qualification and family background.

8.

Do you think physical examination should be included in selection process?

Can't Say 6%

No 24%

Yes 70%

The physical examination discloses the physical characteristics of the individual that are significant from the standpoint of his efficient performance of the job that he may be assigned. Accordingly 70% of employees are in favor of physical examination to be included in the selection procedure because they believe it will ensure higher standard of health and physical fitness of the employees and will reduce the rates of accident, labour turnover and absenteeism. 24% are not in favour of physical examination as they think it is a wasteful expenditure of the company.

9.

Are you satisfied with the overall recruitment & selection process of your company?

40% Satisfied 50% Neutral Dissatisfied

10%

From the above figure, it is quite clear that out of my sample size , 50% are those who are not satisfied with the recruitment and selection policy followed by Big Bazaar and have suggested some measures to improve them. 40% were those who were satisfied by the policy and 10% were those who were not able to comment on it.

10.

Which of the following factors mentioned below you think have a beneficial effect upon the ability of HEENA INDUSTRIESto attract and retain good employees?

Salary Package Brand Name Career Growth Good Working Environment 31% . 15%

24%

30%

From the above chart it can be understood that most of the employees are inspired by the career growth and salary package of the Big Bazaar. Its clear from the chart that Brand name is also important factor which is a motivating force for the employees of Big Bazaar. Only 15% of the employees consider working environment in Big Bazaar to be a motivating factor.

11. According to you, the recruitment department in your organization is efficient enough.

0% 25%

Strongly Agree Agree 50% Can't Say Disagree Strongly Disagree 25%

Interpretation: Half of the departments agree that the recruitment department is efficient enough in hiring the best talent from the pool of large people. It means they are satisfied from the persons recruited in the organization.

12. The salary offered at the time of interview to the candidates is at par with the market rate.

0% 19% 25% Strongly Agree Agree 13% Can't Say Disagree Strongly Disagree

43%

Interpretation: The above graph tells us that around half of the departments are unaware of the salary being offered to the people at the time of joining.

13. You are satisfied with the recruitment process in your organization.

Strongly Disagree 0% Strongly Agree 0%

Disagree 35% Agree 48%

Can't Say 17%

Interpretation: There is a mixed reaction of this question. Around half of the departments dont know anything in this regard. So, no clear picture can be drawn on the basis of this answer.

Chapter -5 CONCLUSION & SUGGESTIONS

Conclusion
1. Talent Recruitment Strategies for high growth

Recruitment challenges for high growth companies:

For high growth organizations, attracting, hiring and retaining the right talent is critical. Add the right players to your team and you have a key source of competitive advantage. Attract the wrong talent and you will have difficulty meeting your strategic goals and objectives. Your first challenge is to generate a labor pool that is large enough for you to draw on when searching for top talent. The second is to develop an effective process for screening and selecting the best candidates.

The impact of shifting population demographics on the labor pool has already been felt in some sectors of our economy. As the baby boom generation continues to age, we can acute labor shortages similar to the ones we have been experiencing with IT professionals in an increasing number of professions. The day of placing ads in the newspaper and receiving a flood of resumes from qualified applications are drawing to a close. Companies that want to ensure that they have a steady stream of applicants will have to think outside the box to broaden their repertoire of talent recruitment strategies.

2. Out of the Box Recruitment Strategies

Both long and short-term strategies will be needed to ensure effective talent recruitment. Short term strategies will be needed to explore include:

Short auditions Job fairs Tele commuting, job sharing and part timework to tap into the female labor force. Incentives and contests for employee referrals.

` The use of web based resources such as job boards and job distribution services attracting media coverage and publicity by creating a unique corporate culture and environment where up and coming young professionals want to work. Increasing public exposure by making it possible for employees to participate in high profile activities even if means giving them some time off work. Longer term strategies could might include

Giving executives and senior managers time off to become actively involved in the leadership of professionals associations or the alumni associations of universities and secondary schools from which they graduated.

Giving executives and senior managers time tom broaden their network of up and coming professionals by teaching at university or community college (this can be done on a part time basis or through sabbaticals)

Summer and co-op placements for high school and college students Providing scholarships for high potential high school graduates in exchange in a certain number of years of service Sponsoring tutoring and upgrading programs at elementary and secondary schools with high failure and drop out rates Partnering with local junior high and secondary schools to arrange field trips and site visit to company locations some of these strategies may seem far-fetched but the talent has to come from somewhere. If we dont the schools to grow it, it wont be there for us to buy when we need it.

Key Skills for High Growth

To be successful in high growth organizations, employees need much more than strong technical skills. They must also be able to: Embrace change Tolerate ambiguity

` Learn quickly Maintain constructive relationship with team members, team leaders and clients. Juggle multiple projects, tasks and priorities multi-task.

It can be challenging to access how well candidates will fit your environment. We have recently emerged from long period of job shortages. Due to the intense competition that was taking place in the job market, candidates have developed strategies to present themselves favorable during traditional interviews. Many candidates receive: Assistant in designing resumes Image consulting regarding dress Coaching about how to handle typical interview questions This preparation can mask candidates deficiencies. Although interviews are the most widely used selection tool, they are not the best of on the job performance. Strategies such as assessment centers, job samples and rigorous reference checks will uncover much more reliable data. Wherever possible, these strategies should be used in conjunction with selection interviews. The best employer fit their jobs faster than their competitors because they: Can clearly define the role they are looking to fill. Understand that they have to have a defined, workable, recruitment strategy Work hard at processing applications in the shortest possible time Communicate effectively with their candidates

Suggestions
1. The Recruitment and Selection process should not be too expensive. 2. Recruitment and Selection criteria should be clear to both: Interviewer and Interviewee. 3. Proper Measurement Techniques for measuring the skills of the candidates. 4. Recruitment sources should be increased and valuable. 5. The process of recruitment and selection should not to be too lengthy. 6. The process should work according to the objective only.

An Explanation of the above said as:-

The Recruitment And Selection Process Should Not Be Too Expensive.

The recruitment and the selection process is expensive it can be made less expensive. It is in favor of the organization. The expenses during the recruitment and selection process can be made less by using some specific criteria.

Recruitment And Selection Criteria Should Be Clear To Both: Interviewer And Interviewee.

The recruitment and the selection criteria should be more clear for both the interviewer and for interviewee. In some of the cases it is observed that there is lack of clarity during this process for the interviewer and for interviewee. So this type of unclear may cause difficulties in selecting the best person for the job. And this can cause difficulties in achieving the goals.

` Proper Measurement Techniques For Measuring The Skills Of The Candidates.

There should be proper measurement techniques for measuring the skills of the candidates. the organization can take the candidates for testing their skills in the organization for some limited time period. If the candidates are measured well on the basis of their skills it would help the organization to achieve its goals. And if the organization would select the unskilled person it would bring negative results for the organization.

Recruitment Sources Should Be More.

The company should not be depend on some of the sources of the recruitment, but it should increase the number of sources for recruiting and selecting the candidates. As many are the sources as more would be the pool of candidates and it would help the organization to achieve its goal and the most suitable manpower.

The Recruitment And Selection Process Should Not Be So Lengthy.

The recruitment and the selection process should not be so lengthy. Because a lengthy recruitment and the selection process results in more time consuming. And the time saving is most important in this time of globalization to survive in the competition. As much time the organization have ,more is the possibility for achieving the goals of the organization.

Chapter -6 APPENDIX

Bibliography

Books & Magazines Referred: Personnel-A diagnosis Approach (William E. Glueck) Management & Organization (J.Clifton) Human Capital (Punita Malhotra) A Handbook of Management Techniques (M.Armstrong)

Websites Referred: www. indiahenna.Com www. Google.com www. hrcite.com www. Vivasto.com

QUESTIONNAIRE

DEPARTMENT DESIGNATION

1. Does your company follow formal recruitment process? a) Yes b) No

2. When does your company hires new employees? a) Immediate need c) Both

3. Which sources of recruitment your company should follow? a) Promotion / Transfer c) Campus Placements e) Any Other..

4. What criteria do you think should be used for selection process? a) Written test c) Written test and Interview

` 5. According to you, 3 rounds of interview in HEENA INDUSTRIES are essential for an effective recruitment process. a) Strongly agree b) Agree c) Cant say

d) Disagree

e) Strongly disagree

6. Were you given same job description as discussed in the Interview? a) Yes b) No

7. According to you on what basis candidates should be evaluated for selection? a) Academic Qualification c) Family Background 8. Do you think physical examination should be included in selection process? a) Yes b) No

9. Are you satisfied with the overall recruitment & selection process of your company? a) Satisfied b) Neutral c) Dissatisfied

10. Which of the following factors mentioned below you think have beneficial effect upon the ability of HEENA INDUSTRIES to attract & retain good employees? a) Salary Package c) Career Growth e) Any Other..

11. According to you, the recruitment department in your organization is efficient enough.

` a) Strongly agree b) Agree c) Cant say

d) Disagree

e) strongly disagree

12. The salary offered at the time of interview to the candidates is at par with the market rate. a) Strongly agree b) Agree c) Cant say

d) Disagree

e) Strongly disagree

13. You are satisfied with the recruitment process in your organization. a) Strongly agree b) Agree c) Cant say

d) Disagree

e) Strongly disagree

14. Suggestions (if any, to improve the Recruitment Process) ______________________________________________________________________________ ______________________________________________________________________________