Report on Summer Training Recruitment And Selection Process at Pico Marketing Ltd, Gurgaon.

Submitted to Lovely Professional niversity !n partial fulfillment of t"e Re#uirements for t"e a$ard of %egree of Masters of &usiness Administration

Submitted by: Gunveet 'aur Ane(a R)*+,*A-, %.PARTM./T 01 MA/AG.M./T L02.L3 PR01.SS!0/AL /!2.RS!T3 P4AG5ARA *,66.

To The coordinator, MBA Program Lovely Professional University Phagwara Subject: Submission of Internship Report. !ear Sir" #ith due res$e%t & would li'e to state that it is my great $leasure to submit the internshi$ (e$ort on my e)isting *ob whi%h is obligatory re+uirements for the MBA Program &f has been a great %ontentment for me to have the o$$ortunity to a$$ly my a%ademi% 'nowledge in $ra%ti%al field Unless theory is not a$$lied in reality" the theoreti%al 'nowledge is not worth nothing This re$ort has enri%hed my 'nowledge as well as develo$ed my re$ort writing ability The re$ort was $re$ared on the basis of the theoreti%al and $ra%ti%al learning from the Pi%o Mar'eting Ltd & tried my best to $ut meti%ulous effe%t for the $re$aration of this re$ort & will wholeheartedly wel%ome any %larifi%ation and suggestion about any view and %on%e$tion disseminated in my re$ort Than's a lot for giving this o$$ortunity to e)$ress my feelings and o$inions through this re$ort Sin%erely ,ours Gunveet Kaur Aneja BBA-MBA .!ual/ 02122A32 (eg 3o -3222212245

To Gunveet Kaur Aneja BBA-MBA .!ual/ (eg 3o - 3222212245 MBA Program Lovely Professional University Phagwara Subject: Letter of Acceptance !ear Miss 6unveeet" The internshi$ re$ort entitled 7(e%ruitment and Sele%tion Pro%ess8 is $re$ared with thoughtful and relevant do%uments and &deas & ho$e that you have en*oyed yourself while $re$aring this re$ort & am ha$$y to be a guide in setting your %arrier %ourses & a%'nowledge and a%%e$t you %ontribution & wish your %ontinuous su%%ess in life

Than' ,ou

Miss Gurnoor rar 9a%ulty Member Lovely Professional University Phagwara

A'/05L.%G.M./T A $ro*e%t wor' is a %ombination of views" ideas" suggestions and %ontribution of many $eo$le Thus one of the $leasant $art of writing the re$ort is to than' those who have %ontributed towards its fulfillment & %onsider it as great $rivilege to have esteemed Le%turar Miss Gurnoor &rar as my $ro*e%t guide & ta'e this o$$ortunity to e)$ress my sin%ere gratitude to her through %onstant advi%e and %onstru%tive %riti%ism nourished my interest in the sub*e%t and $rovided a free and $leasant atmos$here to wor' against all odd situations & avail this o$$ortunity to e)tend my heart full than's and dee$ res$e%t to fa%ulty member ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: for their able guidan%e during the %ourse of this $ro*e%t My gratitude to all those" who responded to my #uestionnaire in a well defined manner and hel$ed me a%+uiring 'nowledge

& would li'e to %ommuni%ate a dee$ sense of gratitude to all these $eo$le without whom my $ro*e%t would not have been su%h a great learning e)$erien%e

Gunveet Kaur Aneja (02122A32 (eg no 3222212245 LPU

.7.8 T!2. S MMAR3

&n this $ro*e%t & have wor'ed for the details regarding the ;( to$i% i e <Recruitment and Selection process= at Pico Marketing Ltd, Gurgaon <,ou %an do every thing else right as a manager lay brilliant $lans" draw %lear organi>ation %hart" set u$ modern assembly lines and use so$histi%ated a%%ounting %ontrols but still fail as a manager by hiring wrong $eo$le or by not motivating subordinates for instan%e ?n the other hand many managers" $residents" generals" governors" su$ervisors- have been su%%essful even with inade+uate $lans" organi>ation and %ontrols They were su%%essful be%ause they had the 'na%' of hiring the right $eo$le for the right *obs and motivating a$$raising and develo$ing them= - 6ray !essler #ithout s'illed wor' for%e none %an go longer @very %om$any need a highly motivate team whi%h will be able to 'ee$ the %om$any ahead in the ra%e The strong ;( de$artment always fo%uses on em$loyee benefit as well as em$loyer Pi%o Mar'eting Ltd %ontinues its effort to maintain its wor' for%es +uality with in a short $eriod of time it would be%ome a giant in this field So the re%ruitment and sele%tion $oli%y for Pi%o Mar'eting Ltd should be analy>ed" evaluated and modified & try my best to fo%us on the $oli%y or $ro%edures of (e%ruitment and Sele%tion of this organi>ation & have wor'ed on this $ro*e%t with my full dedi%ation to aware you about Pi%o Mar'eting Ltd After reading this $ro*e%t & ho$e you will be able to 'now about their wor'ing" their management" their $oli%ies" their environment related innovations et% followed by Pi%o Mar'eting Ltd

A&0 T L02.L3 PR01.SS!0/AL /!2.RS!T3 LP is9 A (e%ogni>ed by U6B under se%tion 2.f/ of University 6rant Bommission A%t A4CD by the notifi%ation 3o 4-A2E222D.BPP&/ 2 @stablished by the State Legislature of Pun*ab under the Lovely Professional University A%t 5"at LP is9 A $ioneer in +uality-edu%ation" Lovely Professional University is a world %lass seat of learning" dedi%ated to the advan%ement of $rofessional studies standards in northern &ndia Lovely $rofessional university is one of the $ioneers in the deliveran%e of %lass Professional @du%ation in &ndia &t8s our $leasure that we are a $art of LPU family LPUa $la%e to reali>e our $otential &t8s a $la%e where dreams are %onverted into reality and as$irations are %onverted into su%%ess stories LP :S PR!0R!T!.S

To deliver9 A @)%ellen%e in learning and tea%hing 2 @)%ellen%e in resear%h and develo$ment of $rofessional $ra%ti%e 3 A stimulating student e)$erien%e

&y developing9 A A talented" highly s'illed and motivated staff 2 A +uality learning and wor'ing environment 3 @ffe%tive governan%e" management and leadershi$ 3 ;igh demand for a%ademi% $rogrammes 5 A strong and robust finan%ial $osition C Benfi%ial relationshi$s with business and %ommunity D Produ%tive $artnershi$s with s%hools" %olleges and other universities 1 T R. 2!.5

TA&L. 01 80/T./TS S no A PA(T&BULA(S &ntrodu%tion to the sub*e%t A 2 Ba%'ground of the study A 3 &m$ortan%e of the study A 5 ?rigin of the re$ort A C Limitations of the study A D ?b*e%tive" 3eed" S%o$e A 1 (esear%h Methodology 2 &ntrodu%tion to the to$i% 2 A (e%ruitment- its ty$es and method 2 2 Sele%tion About the %om$any (eview ?f Literature Analysis and &nter$retations Summary" Bon%lusion" Limitations G (e%ommendations D A Summary D 2 9inding D 3 Limitations D 5 Bon%lusion D C (e%ommendations Bibliogra$hy and #ebsites A$$endi) F A @m$loyee Satisfa%tion 0uestionnaire Page 3o AA A2 A2 A2 A2 A3 A5-AC AD AD-2F 24-3C 3D 34-52 53-CD C4-D3 C4 D2 DA D2 D3 D3 D5 D5-DC

3 5 C D

1 F

A2

6. !ntroduction to t"e Sub(ect 6.6 !ntroduction9 &n ;uman (esour%es Management %y%le as well as in any organi>ation re%ruitment and sele%tion $lays an im$ortant and vital role in a%hieving the organi>ational vision" mission goals and ob*e%tives (e%ruitment and sele%tion is the %riti%al resour%e of the organi>ation whi%h is the staffing fun%tion The $rimary goal of staffing is to get the right $eo$le for the %om$any to o$erate effe%tively and effi%iently Before re%ruitment and sele%tion we have to analy>e the e)ternal environment and e)amine its internal situation to develo$ human resour%e $lans %onsidering any new re+uirement and e)isting va%ant $ositions 6etting the right $eo$le interested in a$$lying for a *ob at a %om$any is the %ore of re%ruitment All re%ruitment and sele%tion should be based on organi>ation8s a$$roved human resour%es $lan ;(M de$artment should assist line managers to develo$ their human resour%e $lans effe%tively Based on the re%ruitment information from all units" ;(M de$artment must analy>e human resour%e $lans of different units and develo$ a master $lan for the organi>ation To %ondu%t re%ruitment effi%iently" it is better to s$lit the re%ruitment in month order" ;(M de$artment should $ro%ess the re%ruitment after %he%'ing with budget $rovision and final a$$roval from the to$ management

AA

6.* &ackground of T"e study9 &t is im$ortant to have a well defined re%ruitment $oli%y in $la%e" whi%h %an be e)e%uted effe%tively to get the best fits for the va%ant $ositions Sele%ting the wrong %andidate or re*e%ting the right %andidate %ould turn out to be %ostly mista'es for the organi>ation 6.- !mportance of t"e Study9 A misfit who is not in tune with the organi>ation8s $hiloso$hies and goals %an damage $rodu%tion" %ustomer satisfa%tion" relationshi$ with su$$liers and the overall +uality or wor' ;e %an also adversely affe%t the morale and %ommitment of %o-wor's and negate efforts to foster team wor' Training way out of a wrong hire %an be very e)$ensive 6.; 0rigin of t"e Report9 Miss 6urnoor Brar" 9a%ulty Member" Lovely Professional University assigned this internshi$ re$ort to me as a $art of the MBA $rogram in Pi%o Mar'eting Ltd This re$ort is originated as the $ra%ti%al fulfillment on my MBA degree and the to$i% is < (e%ruitment and Sele%tion Pro%ess at Pi%o Mar'eting Ltd = 6.< Limitations of t"e Study9 There are some limitations in my studyH & fa%ed some $roblems during the study" whi%h are given below: Lac! of time: The time $eriod for this study was very short & had only 1 wee's in my hand to %om$lete this re$ort" whi%h was not enough so" & %ould not go in de$th analysis" Sometimes the offi%ials were busy and were not able to give mu%h time Insufficient date: Some desired information %ould not be %olle%ted due to %onfidentially of business Lac! of Supervision: 9ew offi%ials sometimes felt disturbed" as they were busy with their tas's" Sometimes" they didn8t want to su$ervise due to $ressure of wor' load "ther Limitations: & was single $erson who %olle%ted all data But it should be a grou$ study So" it was very mu%h diffi%ult for me to gather all the information

6.= 0b(ective, /eed, Scope And Researc" Met"odology 6.=.6 0b(ectives of t"e Study #rimar$ "bjective To study the re%ruitment and sele%tion $ro%ess in Pi%o Mar'eting Ltd To study the re%ruitment $ro%edures for e)e%utive trainees To ta'e feedba%' of the e)e%utive trainees on the mode of re%ruitment 6.=.* /eed of t"e Study Pi%o Mar'eting Ltd is doing a lot of retren%hment these days and em$loyees are suffering from a lot of stress these days and are highly dissatisfied with their *ob (esear%h says that @motional &ntelligen%e hel$s to redu%e stress by DDI So by this study & will be able to find that whether there is any %orrelation between @motional &ntelligen%e and Job Satisfa%tion and if there e)ists a %oorelation than how %om$any %an use it to enhan%e the $erforman%e of em$loyees 6.=.- Scope of study This $ro$osed study is being limited to Pi%o Mar'eting Ltd"6urgaon . This $ro$osed study will hel$ to find the (e%ruitment and Sele%tion Pro%ess of the ?rganisation

A3

6.+ Researc" Met"odology Method is a way of doing something and methodology is a set of methods used in a $arti%ular area of a%tivity The resear%h methodology em$loyed in the resear%h is as given by Phili$ Kotler %eveloping t"e problems and researc" ob(ective %eveloping t"e information sources. 8ollecting and analy>ing t"e information Presenting t"e information 6.+.6 Researc" problem To find the im$ortan%e of (e%ruitment And Sele%tion Pro%ess at Pi%o Mar'eting Ltd . 6.+.* Researc" %esign (esear%h !esign is a series of advan%ed de%isions that ta'en together %om$rise a master $lan or model for the %ondu%t of an investigation So resear%h design $rovides a framewor' of $lan for study" whi%h guides the collection, measurement, analysis, and interpretation of t"e data. The resear%h %arried out here is descriptive in nature. !es%ri$tive resear%h $rovides data about the $o$ulation or universe being studied &t %an des%ribe C #8s and A; i e $"at, $"en, $"y, $"o, $"ere, and "o$. 6.+.- Sample %esign and Si>e The $o$ulation of study is offi%e members and the %andidates who a$$eared for the interview at Pi%o Mar'eting Ltd And the sam$le si>e of 32 em$loyees wor'ing in

offi%e at Pi%o Mar'eting Ltd This study is based on %onvenien%e sam$ling for whi%h areas of are limited to Pi%o Mar'eting Ltd

AC

6.+.; Met"od of %ata 8ollection The fourth ste$ of resear%h methodology is data %olle%tion &t %an be done through $rimary or se%ondary te%hni+ues &n this study both the te%hni+ues are used to %olle%t the data #rimar$ %ata: 9or a%hieving the ob*e%tive the survey was %ondu%ted among the e)e%utive trainees The +uestionnaire was given to e)e%utive trainees who %ame through the interviews and the res$onses were %olle%ted by them The +uestionnaire %onsisted two se%tions The first se%tion %onsist the $ersonal information of the %andidates and the se%ond se%tion %onsist the 2C +uestions whi%h were framed on the basis of re%ruitment $ro%ess in Pi%o Mar'eting Ltd The +uestionnaire was %onstru%ted with the %lose ended +uestions and was designed to get the o$inion of the e)e%utive trainees Secondar$ %ata: To find out the ne%essary data" information and fa%ts" sear%h of the relevant material in Pi%o Mar'eting Ltd library was done Some boo's were referred to %olle%t the information ?nline sear%h engines really hel$ me out in %olle%ting the ne%essary information 6.+.< Scaling Tec"ni#ue

S%aling te%hni+ues is used in this survey" for understanding the relation and im$ortan%e of re%ruitment and sele%tion $ro%ess and the answers of the res$ondents are elu%idated by as'ing them to indi%ate their level of agreement on a given five $oint li'ert s%ale with values ranging from ?6@ Astrongly disagreeB to ?<@ Astrongly agreeB

84APT.R *. !/TR0% 8T!0/ ;uman resour%e is an im$ortant %or$orate asset and the overall $erforman%e of %om$any de$ends on the way it is $ut to use &n order to reali>e %om$any ob*e%tives" it is essential to re%ruit $eo$le with re+uisite s'ills" +ualifi%ation and e)$erien%e #hile doing so we need to 'ee$ $resent and future re+uirements of %om$any in mind Su%%essful re%ruitment methods in%lude a thorough analysis of the *ob and the labour mar'et %onditions (e%ruitment is almost %entral to any management $ro%ess and failure in re%ruitment %an %reate diffi%ulties for any %om$any in%luding an adverse effe%t on its $rofitability and ina$$ro$riate levels of staffing or s'ills &nade+uate re%ruitment %an lead to labour shortages" or $roblems in management de%ision ma'ing (e%ruitment is however not *ust a sim$le sele%tion $ro%ess but also re+uires management de%ision ma'ing and e)tensive $lanning to em$loy the most suitable man$ower Bom$etition among business organisations for re%ruiting the best $otential has in%reased fo%us on innovation" and management de%ision ma'ing and the sele%tors aim to re%ruit only the best %andidates who would suit the %or$orate %ulture" ethi%s and %limate s$e%ifi% to the organisation The $ro%ess of re%ruitment does not however end with a$$li%ation and sele%tion of the right $eo$le but involves maintaining and retaining the em$loyees %hosen !es$ite a well drawn $lan on re%ruitment and sele%tion and involvement of +ualified management team" re%ruitment $ro%esses followed by %om$anies %an fa%e signifi%ant obsta%les in im$lementation Theories of ;(M may $rovide insights on the best a$$roa%hes to re%ruitment although %om$anies will have to use their in house management s'ills to a$$ly generi% theories within s$e%ifi% organi>ational %onte)ts

*.6 R.8R !TM./T (e%ruitment is defined as" <a $ro%ess to dis%over the sour%es of man$ower to meet the re+uirements of the staffing s%hedule and to em$loy effe%tive measures for attra%ting that man$ower in ade+uate numbers to fa%ilitate effe%tive sele%tion of an effi%ient wor'for%e = @dwin B 9li$$o defined re%ruitment as <the $ro%ess of sear%hing for $ros$e%tive em$loyees and stimulating them to a$$ly for *obs in the organi>ation = &n sim$le words re%ruitment %an be defined as a 7lin'ing fun%tion8-*oining together those with *obs to fill and those see'ing *obs P RP0S. A/% !MP0RTA/8. The general $ur$ose of re%ruitment is to $rovide a $ool of $otentially +ualified *ob %andidates S$e%ifi%ally" the $ur$oses and needs are: !etermine the $resent and future re+uirements of the organi>ation in %on*un%tion with its $ersonnel-$lanning and *ob-analysis a%tivities &n%rease the $ool of *ob %andidates at minimum %ost ;el$ in%rease the su%%ess rate of the sele%tion $ro%ess by redu%ing the number of visibly" under +ualified or over+ualified *ob a$$li%ants ;el$ redu%e the $robability that *ob a$$li%ants" on%e re%ruited and sele%ted" will leave the organi>ation only after a short $eriod of time Begin identifying and $re$aring $otential *ob a$$li%ants who will be a$$ro$riate %andidates &ndu%t outsiders with a new $ers$e%tive to lead the %om$any &nfuse fresh blood at all levels of the organi>ation !evelo$ an organi>ational %ulture that attra%ts %om$etent $eo$le to the %om$any Sear%h for talent globally and not *ust within the %om$any

1A8T0RS A11.8T!/G R.8R !TM./T The following are the 2 im$ortant fa%tors affe%ting (e%ruitment: 6B !nternal 1actors (e%ruiting $oli%y Tem$orary and $art-time em$loyees (e%ruitment of lo%al %iti>ens @ngagement of the %om$any in ;(P Bom$any8s si>e Bost of re%ruitment Bom$any8s growth and e)$ansion .Cternal 1actors Su$$ly and !emand fa%tors Unem$loyment (ate Labour-mar'et %onditions Politi%al and legal %onsiderations So%ial fa%tors @%onomi% fa%tors Te%hnologi%al fa%tors

*B

S0 R8.S 01 R.8R !TM./T The sour%es of re%ruitment may be broadly divided into two %ategories: internal sour%es and e)ternal sour%es Both have their own merits and demerits M.T40%S 01 R.8R !TM./T !nternal Met"ods9 6. Promotions and Transfers This is a method of filling va%an%ies from internal resour%es of the %om$any to a%hieve o$timum utili>ation of a staff memberLs s'ills and talents Transfer is the $ermanent lateral movement of an em$loyee from one $osition to another $osition in the same or another *ob %lass assigned to usually same salary range Promotion" on the other hand is the $ermanent movement of a staff member from a $osition in one

*ob %lass to a $osition in another *ob %lass of in%reased res$onsibility or %om$le)ity of duties and in a higher salary range *. Dob Posting Job Posting is an arrangement in whi%h a firm internally $osts a list of o$en $ositions .with their des%ri$tions and re+uirements/ so that the e)isting em$loyees who wish to move to different fun%tional areas may a$$ly &t is also 'nown as Job bidding &t hel$s the +ualified em$loyees wor'ing in the organi>ation to s%ale new heights" instead of loo'ing for better $ers$e%tives outside &t also hel$s organi>ation to retain its e)$erien%ed and $romising em$loyees -. .mployee Referrals &t is a re%ruitment method in whi%h the %urrent em$loyees are en%ouraged and rewarded for introdu%ing suitable re%ruits from among the $eo$le they 'now The logi% behind em$loyee referral is that <it ta'es one to 'now one= Benefits of this method are as follows: 0uality Bandidates Bost savings 9aster re%ruitment %y%les &n%entives to %urrent em$loyees ?n the other hand it is im$ortant for an organi>ation to ensure that ne$otism or favoritism does not ha$$en" and that su%h as$e%ts do not ma'e inroads into the re%ruitment $ro%ess .Cternal Met"ods9 @)ternal methods of re%ruitment are again divided into two %ategories%irect .Cternal Recruitment Met"ods &. 'ampus Recruitment &n Bam$us (e%ruitment" Bom$anies E Bor$orate visit some of the most im$ortant Te%hni%al and Professional &nstitutes in an attem$t to hire young intelligent and smart students at sour%e &t is %ommon $ra%ti%e for &nstitutes today to hire a Pla%ement ?ffi%er who %oordinates with small" medium and large si>ed Bom$anies and hel$s in streamlining the entire Bam$us (e%ruitment $ro%edure &enefits of 8ampus Recruitment Bom$anies get the o$$ortunity to %hoose from and sele%t the best talent in a short s$an of time Bom$anies end u$ saving a lot of time and efforts that go in advertising va%an%ies" s%reening and eventually sele%ting a$$li%ants for em$loyment Bollege students who are *ust $assing out get the o$$ortunity to $resent themselves to some of the best %om$anies within their industry of interest

22

Landing a *ob offer while still in %ollege and *oining *ust after graduating is definitely what all students dream of ?n the negative front" %am$us re%ruiting means hiring $eo$le with little or no wor' e)$erien%e

!ndirect .Cternal Recruitment Met"ods &. Advertisements Advertisements are the most %ommon form of e)ternal re%ruitment They %an be found in many $la%es .lo%al and national news$a$ers" noti%e boards" re%ruitment fairs/ and should in%lude some im$ortant information relating to the *ob .*ob title" $ay $a%'age" lo%ation" *ob des%ri$tion" how to a$$ly-either by BM or a$$li%ation form" et%/ #here a business %hooses to advertise will de$end on the %ost of advertising and the %overage needed i e how far away $eo$le will %onsider a$$lying for the *ob (. Third #art$ Methods 5alkEins9 #al'-ins is relatively ine)$ensive" and a$$li%ants may be filed and $ro%essed whenever va%an%ies o%%ur #al'-ins $rovide an e)%ellent $ubli% relations o$$ortunity be%ause well-treated a$$li%ants are li'ely to inform others ?n the other hand" wal'-ins show u$ randomly" and there may be no mat%h with available o$enings This is $arti%ularly true for *obs re+uiring s$e%iali>ed s'ills Public and private employment agencies9 Publi% and $rivate em$loyment agen%ies are established to mat%h *ob o$enings with listings of *ob a$$li%ants These agen%ies also %lassify and s%reen a$$li%ants Most agen%ies administer wor'-sam$le tests" su%h as ty$ing e)ams" to a$$li%ants .ERecruiting9 There are many methods used for e-re%ruitment" some of the im$ortant methods are as follows: a b % Job boards: These are the $la%es where the em$loyers $ost *obs and sear%h for %andidates ?ne of the disadvantages is" it is generi% in nature @m$loyer web sites: These sites %an be of the %om$any owned sites" or a site develo$ed by various em$loyers Professional websites: These are for s$e%ifi% $rofessions" s'ills and not general in nature

Gate 4iring and 8ontractors9 The %on%e$t of gate hiring is to sele%t $eo$le who a$$roa%h on their own for em$loyment in the organi>ation This ha$$ens

2A

mostly in the %ase of uns'illed and semi-s'illed wor'ers 6ate hiring is +uite useful and %onvenient method at the initial stage of the organi>ation when large number of su%h $eo$le may be re+uired by the organi>ation

22

Merits and %emerits of FRecruiting people from F$it"in: Merits %emerits A/ .conomical9 The %ost of re%ruiting internal %andidates is minimal 3o e)$enses are in%urred on advertising 2/ Suitable9 The organi>ation %an $i%' the right %andidates having the re+uisite s'ills The %andidate %an %hoose a right va%an%y where their talents %an be fully utili>ed 3/ Reliable9 The organi>ation has the 'nowledge about suitability of a %andidate for a $osition 7Known devils are better than un'nown angelsN8 5/ Satisfying9 A $oli%y of $referring $eo$le from within offers regular $romotional avenues for em$loyees &t motivates them to wor' hard and earn $romotions They will wor' with loyalty %ommitment and enthusiasm A/ Limited 8"oice9 The organi>ation is for%ed to sele%t %andidates from a limited $ool &t may have to sa%rifi%e +uality and settle down for less +ualified %andidates !nbreeding9 &t dis%ourages entry for talented $eo$le" available outside an organi>ation @)isting em$loyees may fail to behave in innovative ways and in*e%t ne%essary dynamism to enter$rise a%tivities !nefficiency9 Promotions based on length of servi%e rather than merit" may $rove to be a blessing for ineffi%ient %andidate They do not wor' hard and $rove their worth &one of contention9 (e%ruitment from within may lead to infighting among em$loyees as$iring for limited" higher level $ositions in an organi>ation As years roll by" the ra%e for $remium $ositions may end u$ in a bitter ra%e

2/

3/

5/

Merits and %emerits of .Cternal sources of Recruitment Merits 5ide 8"oice9 The organi>ation has the freedom to sele%t %andidates from a large $ool Persons with re+uisite +ualifi%ations %ould be $i%'ed u$ !nfection of fres" blood9 Peo$le with s$e%ial s'ills and 'nowledge %ould be hired to stir u$ the e)isting em$loyees and $ave the way for innovative ways of wor'ing Motivational force9 &t hel$s in motivating internal em$loyees to wor' hard and %om$ete with e)ternal %andidates while see'ing %areer growth Su%h a %om$etitive atmos$here would hel$ an em$loyee to wor' to the best of his abilities Long term benefits9 Talented $eo$le %ould *oin the ran's" new ideas %ould find meaningful e)$ression" a %om$etitive atmos$here would %om$el $eo$le to give out their best and earn rewards" et% %emerits .Cpenses9 ;iring %osts %ould go u$ substantially Ta$$ing multifarious sour%es of re%ruitment is not an easy tas' either Time consuming9 &t ta'es time to advertise" s%reen" to test and test and to sele%t suitable em$loyees #here suitable ones are not available" the $ro%ess has to be re$eated %eEmotivating9 @)isting em$loyees who have $ut in %onsiderable servi%e may resist the $ro%ess of filling u$ va%an%ies from outside The feeling that their servi%es have not been re%ogni>ed by the organi>ation" for%es then to wor' with less enthusiasm and motivation ncertainty9 There is no guarantee that the organi>ation" ultimately will be able to hire the servi%es of suitable %andidates &t may end u$ hiring someone who does not fit and who may not be able to ad*ust in the new setu$

25

M.T40%S 01 R.8R !TM./T (e%ruitment sour%es tell us about the $la%es where human resour%es may be $ro%used But re%ruitment methods or te%hni+ues deal with the +uestion of how to ta$ these sour%es" i e what are the ways to $ro%ure re+uired %andidates from the given sour%es 9or this there are three methods may be used: A !&(@BT M@T;?! 2 &3!&(@BT M@T;?! 3 T;&(! PA(T,

%!R.8T M.T40%9 A BAMPUS (@B(U&TM@3T 2 &3T@(3S;&PS 3 #ALK-&3-&3T@(M&@# 5 T@L@(@B(U&T&36 C ;@A!;U3T&36 !/%!R.8T M.T40%9 &t involves dissemination of re%ruitment through $ubli% media i e news$a$ers" and maga>ines and T M and radio R.8R !TM./T T4R0 G4 T4!R% PART39 ;ere the *ob of re%ruitment may be handed over to third $arties su%h as" A @m$loyment agen%ies 2 Management %onsultants or $rofessional sear%h firms 'nown as head hunters 3 Professional asso%iations 5 Pla%ement offi%ers of edu%ational and te%hni%al institutes 2C

2D

%!11.R./T T3P.S 01 R.8R !TM./T M0%.LS !ifferent %om$anies have different hiring needs So de$ending on level of engagement" e)%lusivity" long term $ros$e%ts and other fa%tors many different re%ruitment models are followed in the mar'et !ifferent re%ruitment models: Bontingen%y ;iring (etained Sear%h @)%lusive (e%ruitment (e%ruitment Pro%ess ?utsour%ing.(P?/ ?ut$la%ement @)e%utive Sear%h

80/T!/G./83 4!R!/G9 &n %ontingen%y hiring whenever a %om$any %omes a%ross any re%ruitment it gives it to many %onsultants at the same time and as's all of them to send resumes ?nly the %onsultant whose %andidate is offered gets money from the %om$any ;ere re%ruiters don8t get any assured and fi)ed salary Their revenue de$ends entirely on whether they %an ma'e offers or not As ris' fa%tor is high here" %onsultants %harge more $er%entage for su%h ty$e of re%ruitment 6enerally %om$any $ays in terms of a s$e%ifi% $er%entage of BTB of the %andidate This is the most $revalent way of re%ruitment R.TA!/.% S.AR849 ;ere a re%ruitment %onsultant wor's e)%lusively for a s$e%ifi% re+uirement and $ayment is divided into two $arts ;e is $aid a fi)ed amount by the %om$any for sear%h a%tivity &t is %alled retainer fee ?ther than that if he ma'es offer he gets more money 9or re%ruitment of senior e)e%utives li'e B@?" Sales head very fo%used a$$roa%h is re+uired" so this method is $referred .78L S!2. R.) !R.M./TS9 Sometimes %om$anies give some re+uirements e)%lusively to re%ruiters ;ere re%ruiter assures the %lient to %lose the $osition with s$e%ifi% date" if he %an8t %lose the $osition by that time he needs to either %lose to the $osition with lesser %ommission or bear some other $enalty All the %onditions are %learly de%ided before the %ontra%t ;ere $er%entage of %ommission is less than %ontingen%y hiring be%ause there is no %om$etition

R.8R !TM./T PR08.SS 0 TS0 R8!/G ARP0B9 (P? model is gaining lot of $o$ularity re%ently ;ere a %om$any outsour%es whole re%ruitment $ro%ess to another %onsultant Some $eo$le from the %onsultant side seat in the %om$any itself and manage the whole $ro%ess by themselves The sour%es %an either sit in the %lient $la%e or in their own offi%e ;ere (P? $artner is res$onsible for %losing all the re+uirements They ta'e %are of the whole re%ruitment $ro%ess right from sour%ing" s%heduling" interviews" and offer to *oin The benefit for the %om$any is thatthey don8t have to manage their own re%ruitment team whi%h redu%es %osts But on the other hand ris' is high" be%ause if %onsultants don8t understand the %om$any %ulture and hiring $lans $ro$erly it %an get disastrous also So %om$anies should be %areful while %hoosing re%ruitment $artners Be%ause we are tal'ing about high s%ale and longer duration engagement here 0 TPLA8.M./T9 ?ut$la%ements %ome into $i%ture during re%ession $eriod ;ere if a %om$any wants to lay off some $eo$le em$loyees to %ut %osts" they %an hire a %onsultant to $la%e those em$loyees in other %om$anies The re%ruitment %ost is borne by the %urrent em$loyer ?ut$la%ement is not very $o$ular till now .7.8 T!2. S.AR849 @)e%utive sear%h teams only fo%us on senior level i e B@?" BT?" Sales head and similar 'ind of re+uirements Method of sour%ing for su%h $ositions is +uite different from *unior level of re+uirements ;ere number of $otential %andidates is less and they don8t $refer to show their resumes on the $ortals So head-hunting8 sear%hing in networ'ing sites and $ersonal networ's hel$ a lot 9or su%h re+uirements %ommission is mu%h higher @)e%utive sear%h teams do retained sear%h a%tivity also 0t"er t"an t"e above models recruitment can be divided in ot"er t$o types. Permanent (e%ruitment Bontra%t or Tem$orary staffing

Permanent staffing9 ;ere after re%ruitment the %andidate stays in the %om$any $ayroll as a $ermanent em$loyee Temporary staffing9 &n %ase of tem$orary staffingE %ontra%t staffing the %andidate remains in the $ayroll of the %onsultant and wor's with the %om$any for a limited time $eriod Bom$anies generally $refer this model if the $ro*e%t is small or un%ertain Again it redu%es their long term %osts also So this model is gaining good $o$ularity now a day

2F

Both permanent and temporary staffing can be applied to all the above recruitment models.

T4.0R!.S A/% P0L!8!.S 01 R.8R !TM./T A/% S.L.8T!0/ T"eories9 6. 0b(ective t"eory 6B Assumes a$$li%ants use a very rational method for ma'ing de%isions *B Thus" the more information you %an give them .e g salaries" benefits" wor'ing %ondition" et%/" the better a$$li%ants weight these fa%tors to arrive at a relative <desirability= inde) *. Sub(ective t"eory 6B Assumes a$$li%ants are not rational" but res$ond to so%ial or $sy%hologi%al needs .e g se%urity" a%hievement" affiliation/ *B Thus" $lay to these needs by highlighting *ob se%urity or o$$ortunities for $romotion or %ollegiality of wor' grou$" et% -. 8ritical 8ontact t"eory 6B Assumes 'ey attra%tor is +uality of %onta%t with the re%ruiter or re%ruiter behavior" e g .$rom$tness" warmth" follow-u$ %alls" sin%erity" et% / *B (esear%h indi%ates that more re%ruiter %onta%t enhan%es a%%e$tan%e of offer" also e)$erien%ed re%ruiter .e g middle-aged/ more su%%essful than young or ine)$erien%ed re%ruiter - may be es$e%ially im$ortant when re%ruiting ethni% minorities" women" et% Policies9 (e%ruitment $oli%y of any organi>ation is derived from the $ersonnel $oli%y of the same organi>ation ;owever" re%ruitment $oli%y by itself should ta'e into %onsideration the government8s reservation $oli%y" $oli%y regarding sons of soil" et% " $ersonnel $oli%ies of other organi>ations regarding merit" internal sour%es" so%ial res$onsibility in absorbing minority se%tions" women" et% S$e%ifi% issues whi%h may be addressed in (e%ruitment Poli%y:

24

6B Statement 9 3ondis%rimination .@@? em$loyer/ or $arti%ular $rote%ted %lass members that may be sought for different $ositions .see also Affirmative A%tion guidelines/ *B Position description9 Adheren%e to *ob des%ri$tion .G +ualifi%ations/ in re%ruitment G sele%tion -B9?08s -bonafide o%%u$ational +ualifi%ations -B 4o$ to "andle special personnel in recruitmentGselection9 e g relatives .ne$otism/ veterans .any s$e%ial advan%ement toward retirement for military e)$erien%eO/" rehires .s$e%ial %onsiderationO va%ation days or other $rior benefitsO/" $art-time or tem$orary $ersonnel .s$e%ial %onsiderationO benefitsO/ ;B Recruitment budgetGeCpenses9 what is %overedO Travel" LodgingEmeals" Staff travel to re%ruit" relo%ation" e)$enses" et% <B 0t"ers9 a b (esiden%y re+uirement in distri%tO 9avors" s$e%ial %onsiderations related to re%ruitmentO - e g get s$ouse a *obO

!/% 8.M./TS T0 R.8R !TM./T ?rganisational indu%ements are all the $ositive features and benefits offered by an organi>ation that serves to attra%t *ob a$$li%ants to the organisation Three indu%ements need s$e%ifi% mention here" they are: 8ompensation9 Starting salaries" fre+uen%y of $ay in%reases" in%entives and fringe benefits %an all serve as indu%ements to $otential em$loyees 8areer 0pportunities9 These hel$ the $resent em$loyees to grow $ersonally and $rofessionally and also attra%t good $eo$le to the organi>ation The feeling that the %om$any ta'es %are of em$loyee %areer as$irations serves as a $owerful indu%ements to $otential em$loyees !mage or Reputation9 9a%tors that affe%t an organisation8s re$utation in%lude its general treatment of em$loyees" the nature and +uality of its $rodu%ts and servi%es and its $arti%i$ation in worthwhile so%ial endeavors

80/STRA!/TS Poor image: &f the image of the firm is $er%eived to be low. due to fa%tors li'e o$eration in the de%lining industry" $oor +uality $rodu%ts" ne$otism et%/" the li'elihood of attra%ting large number of +ualified a$$li%ants is redu%ed Unattra%tive *obs: if the *ob to be filled is not very attra%tive" most $ros$e%tive %andidates may turn indifferent and may not even a$$ly this is s$e%ialy true of *ob that is boring" an)iety $rodu%ing" devoid of %areer growth o$$ortunities and generally not reward $erforman%e in a $ro$er way. eg *obs in $ost offi%e and railways/

32

6overnment $oli%y: 6overnment $oli%ies often %ome in the way of re%ruitment as $er the rules of %om$any or on the basis of merit and seniority Poli%ies li'e reservations .s%heduled %astes" s%heduled tribe et%/ have to be observed Bonservative internal $oli%ies: 9irms whi%h go for internal re%ruitments or where labour unions are very a%tive" fa%e hindran%es in re%ruitment and sele%tion $lanning

R)'R*ITM)+T, Re-ationship .ith other activities

8./TRAL!S.% 2Gs %.8./TRAL!S.% R.8R !TM./T (e%ruitment $ra%ti%es vary from one organi>ation to another Some organi>ations li'e %ommer%ial ban's resort to %entrali>ed re%ruitment while some organi>ations li'e the &ndian (ailway resort to de%entrali>ed re%ruitment $ra%ti%es Personnel de$artment at the %entral offi%e $erforms all the fun%tions of re%ruitment in %ase of %entralised re%ruitment and $ersonnel de$artments at unit levelE>onal level $erform all the fun%tions of re%ruitment %on%erning to the *obs of the res$e%tive unit or >one

3A

*.* S.L.8T!0/ !ntroduction The si>e of the labour mar'et" the image of the %om$any" the $la%e of $osting" the nature of *ob" the %om$ensation $a%'age and a host of other fa%tors influen%e the manner of as$irants are li'ely to res$ond to the re%ruiting efforts of the %om$any Through the $ro%ess of re%ruitment the %om$any tries to lo%ate $ros$e%tive em$loyees and en%ourages them to a$$ly for va%an%ies at various levels (e%ruiting" thus" $rovides a $ool of a$$li%ants for sele%tion %efinition To sele%t means to %hoose Sele%tion is the $ro%ess of $i%'ing individuals who have relevant +ualifi%ations to fill *obs in an organisation The basi% $ur$ose is to %hoose the individual who %an most su%%essfully $erform the *ob from the $ool of +ualified %andidates Purpose The $ur$ose of sele%tion is to $i%' u$ the most suitable %andidate who would meet the re+uirements of the *ob in an organisation best" to find out whi%h *ob a$$li%ant will be su%%essful" if hired To meet this goal" the %om$any obtains and assesses information about the a$$li%ants in terms of age" +ualifi%ations" s'ills" e)$erien%e" et% the needs of the *ob are mat%hed with the $rofile of %andidates The most suitable $erson is then $i%'ed u$ after eliminating the unsuitable a$$li%ants through su%%essive stages of sele%tion $ro%ess ;ow well an em$loyee is mat%hed to a *ob is very im$ortant be%ause it is dire%tly affe%ts the amount and +uality of em$loyee8s wor' Any mismat%h in this regard %an %ost an organisation a great deal of money" time and trouble" es$e%ially" in terms of training and o$erating %osts &n %ourse of time" the em$loyee may find the *ob distasteful and leave in frustration ;e may even %ir%ulate negative information about the %om$any" %ausing in%al%ulable harm to the %om$any in the long run @ffe%tive ele%tion" therefore" demands %onstant monitoring of the 7fit8 between $eo$le the *ob T"e Process Sele%tion is usually a series of hurdles or ste$s @a%h one must be su%%essfully %leared before the a$$li%ant $ro%eeds to the ne)t one The time and em$hasis $la%e on 32

ea%h ste$ will definitely vary from one organisation to another and indeed" from *ob to *ob within the same organisation The se+uen%e of ste$s may also vary from *ob to *ob and organisation to organisation 9or e)am$le some organisations may give more im$ortan%e to testing while others give more em$hasis to interviews and referen%e %he%'s Similarly a single brief sele%tion interview might be enough for a$$li%ants for lower level $ositions" while a$$li%ants for managerial *obs might be interviewed by a number of $eo$le

33

ST.PS !/ S.L.8T!0/ PR08.SS

6. Reception A %om$any is 'nown by the $eo$le it em$loys &n order to attra%t $eo$le with talents" s'ills and e)$erien%e a %om$any has to %reate a favourable im$ression on the a$$li%ants8 right from the stage of re%e$tion #hoever meets the a$$li%ant initially should be ta%tful and able to e)tend hel$ in a friendly and %ourteous way @m$loyment $ossibilities must be $resented honestly and %learly &f no *obs are available at that $oint of time" the a$$li%ant may be as'ed to %all ba%' the $ersonnel de$artment after some time *. Screening !ntervie$ A $reliminary interview is generally $lanned by large organisations to %ut the %ost of sele%tion by allowing only eligible %andidates to go through the further stages in sele%tion A *unior e)e%utive from the Personnel !e$artment may eli%it res$onses from the a$$li%ants on im$ortant items determining the suitability of an a$$li%ant for a *ob su%h as age" edu%ation" e)$erien%e" $ay e)$e%tations" a$titude" lo%ation" %hoi%e et% this 7%ourtesy interview8 as it is often %alled hel$s the de$artment s%reen out obvious misfits &f the de$artment finds the %andidate suitable" a $res%ribed a$$li%ation form is given to the a$$li%ants to fill and submit

-.Application &lank A$$li%ation blan' or form is one of the most %ommon methods used to %olle%t information on the various as$e%ts of the a$$li%ants8 a%ademi%" so%ial" demogra$hi%" wor' related ba%'ground and referen%es &t is a brief history sheet of em$loyee8s ba%'ground sefulness of Application &lank or 1orm A$$li%ation blan' is highly useful sele%tion tool" in that way it serves three im$ortant $ur$oses: A &t introdu%es the %andidate to the %om$any in a formal way 2 &t hel$s the %om$any to have a %ross-%om$arison of the a$$li%antsH the %om$any %an s%reen and re*e%t %andidates if they fail to meet the eligibility %riteria at this stage itself 3 &t %an serve as a basis to initiate a dialogue in the interview ;.Selection Testing Sele%tion tests or the em$loyment tests are %ondu%ted to assess intelligen%e" abilities" and $ersonality trait A test is a standardi>ed" ob*e%tive measure of a $erson8s behaviour" $erforman%e or attitude &t is standardised be%ause the way the tests is %arried out" the environment in whi%h the test is administered and the way the individual s%ores are %al%ulated- are uniformly a$$lied &t is ob*e%tive in that it tries to measure individual differen%es in a s%ientifi% way giving very little room for individual bias and inter$retation Some of them are A !ntelligence Tests9 These are mental ability tests They measure the in%umbent8s learning ability and the ability to understand instru%tions and ma'e *udgements The basi% ob*e%tive of su%h test is to $i%' u$ em$loyees who are alert and +ui%' at learning things so that they %an be offered ade+uate training to im$rove their s'ills for the benefit of the organi>ation Aptitude Test9 A$titude test measure an individual8s $otential to learn %ertain s'ills%leri%al" me%hani%al" mathemati%al" et% These tests indi%ate whether or not an individual has the %a$abilities to learn a given *ob +ui%'ly and effi%iently &n order to re%ruit effi%ient offi%e staff" a$titude tests are ne%essary Personality Test9 The definition of $ersonality" methods of measuring $ersonality fa%tors and the relationshi$ between $ersonality fa%tors and a%tual *ob %riteria has been the sub*e%t of mu%h dis%ussion (esear%hers have also +uestioned whether a$$li%ants answer all the items truthfully or whether they try to res$ond in a so%ially desirable manner (egardless of these ob*e%tions" many $eo$le still %onsider $ersonality as an im$ortant %om$onent of *ob su%%ess

3C

Simulation Tests9 Simulation e)er%ise is a tests whi%h du$li%ate many of the a%tivities and $roblems an em$loyee fa%es while at wor' Grap"ology Test9 6ra$hology involves using a trained evaluator to e)amine the lines" loo$s" hoo's" sto'es" %urves and flourishes in a $erson8s handwriting to assess the $erson8s $ersonality and emotional ma'e-u$ Polygrap" ALieE%etectorB tests9 the $olygra$h re%ords $hysi%al %hanges in the body as the tests sub*e%t answers a series of +uestions &t re%ords flu%tuations in res$iration" blood $ressure and $ers$iration on a moving roll of gra$h $a$er The $olygra$h o$erator forms a *udgement as to whether the sub*e%t8s res$onse was truthful or de%e$tive by e)amining the biologi%al movements re%orded on the $a$er

T.ST AS S.L.8T!0/ T00L9 Tests are useful sele%tion devi%es in that they un%over +ualifi%ations and talents that %an8t be dete%ted otherwise They %an be used to $redi%t how well one would $erform if one is hired" why one behaves the way one does" what situational fa%tors influen%e em$loyee $rodu%tivity" et% Tests also $rovide unbiased information that %an be $ut to s%ientifi% and statisti%al analysis ;owever" tests suffer from si>eable errors of estimate Most $sy%hologi%al tests also have one %ommon wea'ness" that is" we %an8t use s%ales whi%h have a 'nown >ero $oint and e+ual intervals An intelligen%e test" for e)am$le starts at an arbitrary $oint" where a $erson may not be able to answer +uestion $ro$erly This does not mean that the $erson is totally la%'ing in intelligen%e Li'ewise" a $erson who is able to answer all the A2 +uestions %orre%tly %annot be %alled twi%e as intelligent as the one who was able to answer only C S.L.8T!0/ !/T.R2!.5: &nterview is the oral e)amination of %andidates for em$loyment This is the most essential ste$ in the sele%tion $ro%ess &n this ste$ the interviewer mat%hes the information obtained about the %andidates through various means to the *ob re+uirements and to the information obtained through his own observations during the interview &nterview gives the re%ruiter an o$$ortunity To si>e u$ the %andidate $ersonallyH To as' +uestion that are not %overed in the testsH To ma'e *udgments on %andidates enthusiasm and intelligen%eH To assess sub*e%tive as$e%ts of the %andidate P fa%ial e)$ressions" a$$earan%e" nervousness and so forthH To give fa%ts to the %andidates regarding the %om$any" its $oli%ies" et% and $romote goodwill towards the %om$any Types of intervie$s9

3D

Several ty$es of interviews are %ommonly used de$ending on the nature and im$ortan%e of the $osition to be filled within an organi>ation &n a non directive intervie$ the re%ruiter as's +uestions as they %ome to mind There is no s$e%ifi% format to be followed &n a patterned intervie$" the em$loyer follows a $re-determined se+uen%e of +uestions ;ere the interviewee is given a s$e%ial form %ontaining +uestions regarding his te%hni%al %om$eten%e" $ersonality traits" attitudes" motivation" et% &n a structured or situational intervie$ " there are fi)ed *ob related +uestions that are $resented to ea%h a$$li%ant &n a panel intervie$ several interviewers +uestion and see' answers from one a$$li%ant The $anel members %an as' new and in%isive +uestions based on their e)$ertise and e)$erien%e and eli%it dee$er and more meaningful e)$ertise from %andidates &nterviews %an also be designed to %reate a diffi%ult environment where the a$$li%ant8s %onfiden%e level and the ability to stand ere%t in diffi%ult situations are $ut to test These are referred to as the stress intervie$ This is basi%ally an interview in whi%h the a$$li%ant is made un%omfortable by a series of" often" rude" annoying or embarrassing +uestions Steps in intervie$ process9 &nterview is an art &t demands a $ositive frame of mind on $art of the interviewers &nterviewers must be treated $ro$erly so as to leave a good im$ression about the %om$any in their minds ;( e)$erts have identified %ertain ste$s to be followed while %ondu%ting interviews: PR.PARAT!0/9 @stablishing the ob*e%tive of the interview (e%eiving the %andidates a$$li%ation and resume Kee$ing tests s%ore ready" along with interview assessment forms Sele%ting the interview method to be followed Bhoosing the $anel of e)$erts who would interview the %andidates &dentifying $ro$er room for environment

6. R.8.PT!0/9

31

The %andidate should be $ro$erly re%eived and led into the interview room Start the interview on time *. !/10RMAT!0/ .784A/G.9 State the $ur$ose of the interview" how the +ualifi%ations are going to be mat%hed with s'ills needed to handle the *ob Begin with o$en-ended +uestions where the %andidate gets enough freedom to e)$ress himself 9o%us on the a$$li%ant8s edu%ation" training" wor' e)$erien%e" et% 9ind une)$lained ga$s in a$$li%ants $ast wor' or %ollege re%ord and eli%it fa%ts that are not mentioned in the resume

-. .2AL AT!0/9 @valuation is done on basis of answers and *ustifi%ation given by the a$$li%ant in the interview ;. P43S!8AL A/% M.%!8AL .7AM!/AT!0/9 After the sele%tion de%ision and before the *ob offer is made" the %andidate is re+uired to undergo a $hysi%al fitness test A *ob offer is often %ontingent u$on the %andidate being de%lared fit after the $hysi%al e)amination <.R.1.R./8. 84.8'S: ?n%e the interview and medi%al e)amination of the %andidate is over" the $ersonnel de$artment will engage in %he%'ing referen%es Bandidates are re+uired to give the names of 2 or 3 referen%es in their a$$li%ation forms These referen%es may be from the individuals who are familiar with the %andidate8s a%ademi% a%hievements or from the a$$li%ant8s $revious em$loyer" who is well versed with the a$$li%ant8s *ob $erforman%e and sometimes from the %o-wor'ers 4!R!/G %.8!S!0/9 The line manager has to ma'e the final de%ision now P whether to sele%t or re*e%t a %andidate after soli%iting the re+uired information through different te%hni+ues dis%ussed earlier The line manager has to ta'e ade+uate %are in ta'ing the final de%ision be%ause of e%onomi%" behavioral and so%ial im$li%ations of the sele%tion de%isions A %areless de%ision of re*e%ting a %andidate would im$air the morale of the $eo$le and they sus$e%t the sele%tion $ro%edure and the very basis of sele%tion in a $arti%ular organi>ation A true understanding between line managers and $ersonnel managers should be established so as to fa%ilitate good sele%tion de%isions After ta'ing the final de%ision" the 3F

organi>ation has to intimate this de%ision to the su%%essful as well as unsu%%essful %andidates The organi>ation sends the a$$ointment order to the su%%essful %andidates either immediately or after sometime de$ending u$on its time s%hedule !ntervie$ing Mistakes9 May have been influen%ed by 7cultural noise" sna$ *udgments" halo effe%t" stereoty$ing" first im$ression et% STRAT.G!.S 10R S 8.SS1 L R.8R !TM./T ST.P 69 ./S R. A/ PET0E%AT. D0& %.S8R!PT!0/ A %lear" a%%urate and u$-to-date *ob des%ri$tion is %ru%ial to ensuring a good $erson-*ob fit &t is worthwhile s$ending some time ma'ing sure that the *ob des%ri$tion mat%hes the everyday reality of the *ob ST.P *9 .2AL AT. T4. R.8R !TM./T STRAT.G3 Periodi%ally evaluating the effe%tiveness of your re%ruitment strategy" su%h as the ty$e of sour%es used for re%ruiting" %an be a useful a%tivity 9or instan%e" a %ost-benefit analysis %an be done in terms of the number of a$$li%ants referred" interviewed" sele%ted" and hired Bom$aring the effe%tiveness of a$$li%ants hired from various sour%es in terms of *ob $erforman%e and absenteeism is also hel$ful ?ne %ould also e)amine the retention rates of wor'ers who were hired from different sour%es

34

84APT.R -. A&0 T T4. 80MPA/3

To company9
Pi%o" a leading Total Brand A%tivation %om$any" is a global brand strategy $artner for many 9ortune C22 %om$anies 9resh" fo%used and $roven P from strategy to e)e%ution" we a%tivate the most $owerful brand e)$erien%es for our %lientsL target audien%e Leveraging on an international networ' of some 2"522 talents in 35 ma*or %ities worldwide" we %reate engaging and integrated brand e)$erien%es a%ross multi$le $latforms P from e)hibitions" events and e)$ositions" to museums" theme $ar's" interiors or brand signage ?ur strength is our diversity" from brand strategists to museum s$e%ialists" and our dee$ understanding of different %ultures and industry $ra%ti%es After more than 52 years of o$eration" Pi%o is named among the to$ three event %om$any by S$e%ial @vents maga>ine for several years running Pi%o 9ar @ast ;oldings Limited has been listed on the ;ong Kong Sto%' @)%hange sin%e A442 .;KS@ Sto%' Bode: 1C2/ &n the finan%ial year of 22A2" Pi%o 9ar @ast ;oldings Limited re$orted a turnover of ;KQ3 A billion &ts asso%iate %om$any" Pi%o .Thailand/ Publi% Bom$any Limited was also listed on MA& of Thailand in 2225 .Sto%' Bode: P&B?/ Pi%o @vent Mar'eting .&ndia/ Pvt Ltd was established in 3ovember 2224 Pi%o has been in &ndia for over AC years o$erating as a 9ran%hise %om$any As of 3ovember 2224" we are now a subsidiary of Pi%o 9ar @ast ;oldings Ltd whi%h is a $ubli% %om$any listed on the ;ong Kong Sto%' @)%hange sin%e A442 .;KS@ Sto%' Bode: 1C2/ #e are %urrently lo%ated in 5 %ities within &ndia that in%lude our head+uarters in 3ew !elhi" our 32"222 s+ ft fa%tory in 9aridabad" and offi%es in ;yderabad and Mumbai Pi%o" with over 52 years of e)$erien%e in $roviding leading edge solutions" is a leader in Total Brand A%tivation #e $rovide total solutions on brand a%tivation as well as satisfy individual needs on s$e%iali>ed areas ?ur %ore businesses in%lude design and fabri%ation of e)hibition standsH general %ontra%ting and te%hni%al servi%es for trade show organi>ersH event hall and fa%ility managementH event" %onferen%e and show managementH su$$ly and installation of overlays for venuesH $ermanent e)hibits for museums and themed environmentsH interior fit-outH and brand signage

52

Global /et$ork

5A

52

A$ards and Recognition

&nnovative %reative %on%e$ts must %ome alive to allow your target audien%es to understand your brand ?ur run of award-winning e)e%utions refle%ts one of our demonstrable e)$ertises in %ustomising our turn'ey" %on%e$t-to-'no%'down servi%e for any industry" at any lo%ation 22AA A$ril Pi%o ;ong Kong #on the Baring Bom$any Award for 9our Bonse%utive ,ears 22A2 3ovember Pi%o Awarded the Singa$ore @)$erien%e Award 22A2 22A2 Mar%h Baring Bom$any Award 2221-22A2 2224 3ovember Pi%o Pi%'s U$ the Singa$ore @)$erien%e Award 2224 2224 9ebruary Best !esign Award for 0atar Petroleum at ?ffshore Arabia 2224 222F Se$tember Pi%o #ebsite Awarded #ebAward in the U S 222F Se$tember Pi%o Pi%'s u$ Silver for @vent Mar'eting Agen%y of the ,ear 222F 222F Se$tember Pi%o Pi%'ed U$ The Best Brand @nter$rise Award .6reater Bhina/ 222F 222F August Bhevrolet Ba$tiva @vent Pi%'s u$ Silver at @) Awards 222F 9ebruary Best !esign Stand Award at &nter@)$o 222F" Bhengdu Bhina 2221 August 6ree' Pavilion #ins Best Tourism Publi%ity Award at K?9TA 2221 2221 May Best of Show - @)hibits ?ver 222 S+uare 9eet Award at @)hibitor Show 2221" Las Megas 2221 A$ril Pi%o !rives off #ith three Best !esign Awards in Thailand 2221 January Pi%o Bhairman (e%eives Prestigious Award 222D ?%tober Bron>e Award in &nterior Builder Bategory by Singa$ore 9urniture &ndustries Boun%il 222D 222C May Best Presentation Award - !aimlerBhrysler .Thailand/ at Bang'o' &nternational Motor Show 222C 222C May Ba%ardiLs Best (etail Agen%y of the ,ear Award for 222C 222C Mar%h @)%ellen%e Award for Best Stand - (aytheon at Australia &nternational Air Show 222C 2225 June 9ord Stand #ins RMost Attention-6rabbing @nter$rise AwardR at Auto Bhina 2225 2225 Mar%h Best Booth !esign Award at Bareer 2225" Singa$ore 2223 Best !esign Award at #orld Shoe Asso%iation" Los Angeles" USA 2222 Best Bontra%tor Award at Bang'o' &nternational Motor Show 2222 2222 JudgesL G @)%ellen%e Awards 2222 at ;K!A !esign Show" ;ong Kong 2222 Servi%es Award - @)$ort Mar'eting 2222 by ;ong Kong Trade !evelo$ment Boun%il" ;ong Kong 2222 @nter$rise C2 Award 2222" Kuala Lum$ur A444 @)hibition Management Servi%es Stand !esign Award A444" Singa$ore A444 ;ong Kong Award for &ndustry G Produ%tivity A444

53

R.8R !TM./T A/% S.L.8T!0/ PR08.SS !/ P!809 Job Analysis 9orm

Job S$e%ifi%ation 9orm

&nterview S%hedule

A$$li%ation 9orm for @m$loyment &nterview Assesment 9orm

S.L.8T!0/ 6.S8R../!/GGS40RTL!S!/G (esumes re%eived from %onsultants andEor from the advertisements released in 3ews$a$erEMaga>ine are s%reened by ;(! !e$artment in %onsultation with the %on%erned de$artment *.!/T.R2!.5 8ALL The shortlisted %andidates are %onta%ted for interview through an interview %all letterEtele$hone %allEe-mai l or through the %onsultants -.!/T.R2!.5 S84.% L. &nterview s%hedule is $re$ared and sent to the %on%erned !e$artmentLs ;?!" &nterview $anel and a %o$y is 'e$t for ;(! !e$artment re%ords ;.P.RS0/AL %ATA 10RM Any %andidate a$$earing for an interview in the %om$any is re+uired to fill in hisEher $arti%ulars in the $res%ribed RPersonal !ata 9ormR

55

<.80/% 8T!/G !/T.R2!.5S &nterviews are %ondu%ted by a $anel" whi%h in%ludes a staff member from the %on%erned de$artment and may in%lude a re$resentative =.!/T.R2!.5 ASS.SSM./T &nterview assessment 9ormat is filled u$ by the interview $anel immediately after the interview and all the relevant $a$ers are forwarded to the ;(! !e$artment at the earliest +.SALAR3 1!7AT!0/ RStaff %om$arison statementR and R salary $ro$osalR formats are used for this $ur$ose H.011.R A/% APP0!/TM./T L.TT.R A %andidate sele%ted for a$$ointment is issued an offer letter mentioning the e)$e%ted date of *oining @)tension of time to *oin duties is granted to the %andidate $urely at Management dis%retion A !etailed A$$ointment letter is issued after the individuals *oins and fills the *oining re$ort The offer and a$$ointment letters are signed to all new *oiners

5C

84APT.R ;. R.2!.5 01 L!T.RAT R. 8ompetencies of %irectors in Global 1irms9 Re#uirements for Recruitment and .valuation SooE4oon Lee (ensselaer Polyte%hni% &nstitute .(P&/ P"illip 4. P"an Johns ;o$'ins University

Corporate Governance: An International Review, ol. !, "o. #, $uly %&&& Using the %om$eten%y $rofiling methodology .Boyat>is" A4F2H S$en%er G S$en%er" A443/ in a resour%e-based theoreti%al framewor' .#ernerfelt" A4F5H Barney" A44A/" we $rovide a model for the re%ruitment and sele%tion of board members to lead in global firms Bom$eten%y re+uirements for board members are des%ribed in terms of generi% as well as s$e%ifi% %om$eten%ies for their roles and res$onsibilities in a global firm &n addition" the sele%tion $ro%ess using assessment %entre e)er%ises are $rovided 9inally" we $ro$ose stru%tures and $ro%esses for the evaluation of board members to ensure that they %ontinually enhan%e their %om$eten%ies in order to manage in a %hanging" global e%onomy Su%h a%tivities in%lude $erforman%e measurements of board effe%tiveness in terms of %om$eten%y attainment as well as $ay-for-%om$eten%y stru%tures to ensure that boards %ontinually have the ne%essary %om$eten%ies to lead in %om$le) global firms

5D

5age .ffects of Recruitment Met"ods9 T"e 8ase of t"e !talian Social Service Sector Mic"ele Mosca University of 3a$les 9ederi%o && 1rancesco Pastore Se%onda UniversitS di 3a$oli - !i$artimento di !is%i$line 6iuridi%he ed @%onomi%he &taliane @uro$ee e Bom$arateH &nstitute for the Study of Labor .&TA/

I'A (or)ing *aper "o. #+%% This $a$er uses a uni+ue data set %ontaining detailed mi%ro-information on organisations" managers" wor'ers and volunteers belonging to $ubli%" $rivate for$rofit and $rivate non$rofit institutions delivering so%ial servi%es in &taly The analysis aims to estimate the determinants of wages a%ross organisations at a se%tor level fo%using on the role of hiring and *ob sear%h methods" in%luding informal networ's #e find that" inde$endent of the organisation ty$e" being hired through $ubli% %om$etitions brings with it a substantial wage $remium .ranging from 1 to 32I/ &nformal networ's bring with them a wage $enalty .-D CI/ in the state se%tor" where formal hiring methods are %ommon" and a wage $remium .D 3I/ in so%ial %oo$eratives and religious institutions" where formal hiring methods are not %ommon &nterestingly" the differen%es in hiring and in *ob sear%h methods between state and $rivate organisations e)$lain from C2I to A22I of the %onditional wage differentials a%ross organisation ty$es ?ur inter$retation of these findings is that non$rofit organisations $refer informal re%ruitment methods not for ne$otisti% reasons" but to better sele%t the most motivated wor'ers" those who share the non$rofit mission This $a$er adds to the $revious literature by suggesting that in addition to lower than average monetary %om$ensations" informal re%ruitment methods are $art of the $ro%ess of self-sele%tion of motivated wor'ers in non$rofit organisations

51

T"e Role of Recruiting Source !nformativeness and 0rgani>ational Perceptions in %ecisions to Apply Ann Marie Ryan Mi%higan State University - !e$artment of Psy%hology Mic"ael 4orvat" Blemson University S. %avid 'riska #alden University

International $ournal of ,election and Assessment, ol. -#, "o. +, pp. %#./%+0, 1ecember %&&. Although re%ruitment resear%hers often dis%uss influen%es on de%isions to a$$ly for *obs" few studies assess a%tual a$$li%ation behavior This study of individuals who e)$ressed an interest in a firefighter *ob revealed that a$$lying was related to re%ruiting sour%e informativeness and organi>ational familiarity Sour%e informativeness was not related to self-sele%tion out of the $ro%ess after a$$li%ation or $erforman%e on the sele%tion $ro%ess" but was related to $er%e$tions of familiarity and to a$$li%ant demogra$hi%s &m$li%ations for re%ruitment are dis%ussed

5F

Recruitment and Selection Practices in P"armaceutical !ndustries of &anglades"9 A 8ase of S#uare P"armaceuticals Ltd. .i(a> A"med '"an Khulna University" Bangladesh

Business Review, ol. +, "os. - 2 %, pp. 0%/-&&, $uly/1ecember %&&+ (e%ruitment is a set of a%tivities an organi>ation uses to attra%t the %andidate who $ro%ess the abilities and attitudes needed to hel$ the organi>ation a%hieve its ob*e%tives So it is a vital issue of any organi>ation This study has been %ondu%ted to assess the re%ruitment and sele%tion $ra%ti%e in S+uare Pharma%euti%als Limited .SPL/ SPL ta'es a series of tests" interviews and other %he%'s to sele%t the right $eo$le in the right $ositions &n this %onne%tion some short%omings are identified in the re%ruitment andsele%tion $ro%ess of SPL 9inally" a %onstru%tive analysis has been done to draw re%ommendations for the im$rovements of tits re%ruitment and sele%tion $ra%ti%e

54

84APT.RE< A/AL3S!S A/% !/T.RPR.TAT!0/S <.6 Pico:s Recuitment and Selection policies are transparent <.6.6 Table Strongly Agree 6< Agree I !ndifferent , %isagree < Strongly %isagree 6

S trongly Agree Agree Indifferent Disagree S trongly Disagree

1igure <.6.6

!nterpretation9 This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that Pi%o8s (e%ruitment and Sele%tion $ro%ess is

C2

trans$arent to its em$loyees as AC strongly agrees and 4 agrees with the statement ?nly C disagree and A strongly disagree with the statement <.* 5"enever t"ere is a vacancy t"e same is intimated t"roug" all media:s <.*.6 Table Strongly Agree 6, Agree I !ndifferent 6 %isagree + Strongly %isagree -

CA

S trongly Agree Agree Indifferent Disagree S trongly Disagree

1igure <.*.6

!nterpretation9 This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they somewhat agree with the statement that Pi%o uses all the sour%es of media to intimate to its em$loyees as A2 strongly agrees and 4 agrees with the statement ?nly 1 disagree and 3 strongly disagree with the statement

C2

<.- Pico:s Recruitment process is fair and unbiased <.-.6 Table Strongly Agree 6* Agree + !ndifferent %isagree * Strongly %isagree =

S trongly Agree Agree Indifferent Disagree S trongly Disagree

1igure <.-.6

C3

!nterpretation9 This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that Pi%o8s (e%ruitment and Sele%tion $ro%ess is fair and unbiased as A2 strongly agrees and 1 agrees with the statement ?nly 3 disagree and 2 strongly disagree with the statement And 3 of the em$loyees says indifferent

<.; T"e recruitment process fulfill all t"e standards of t"e company <.;.6 Table Strongly Agree *, Agree < !ndifferent * %isagree Strongly %isagree ,

Strongly Agree Agree Indifferent Disagree Strongly Disagree

1igure <.;.6

!nterpretation9 This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that Pi%o8s (e%ruitment and Sele%tion $ro%ess has C5

fulfilled the standards of the %om$any as 22 strongly agrees and C agrees with the statement ?nly 3 disagree and 2 says indifferent

<.< T"e eCperience during recruitment process "ad a positive impact on your acceptance

<.<.6 Table Strongly Agree 6, Agree 6; !ndifferent 6 %isagree ; Strongly %isagree 6

S trongly Agree Agree Indifferent Disagree S trongly Disagree

1igure <.<.6

!nterpretation9 This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that had a $ositive im$a%t on there a%%e$tan%e in

CC

regard to the Pi%o8s (e%ruitment and Sele%tion $ro%ess as A2 strongly agrees and A5 agrees with the statement ?nly 5 disagree and A strongly disagree with the statement And A says indifferent <.= T"e )ueries asked during t"e intervie$ $ere relevant <.=.6 Table Strongly Agree 6* Agree I !ndifferent * %isagree < Strongly %isagree *

Strongly Agree Agree Indifferent Disagree Strongly Disagree

1igure <.=.6

!nterpretation9 This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that during the interviews at Pi%o relevant +uestions are as'ed to its em$loyees as A2 strongly agrees and 4 agrees with the

CD

statement ?nly C disagree and 2 strongly disagree with the statement And 2 says indifferent

C1

<.+ Pico:s strengt" is its Recruitment and Selection Policy <.+.6 Table Strongly Agree 6H Agree + !ndifferent , %isagree Strongly %isagree *

S trongly Agree Agree Indifferent Disagree S trongly Disagree

1igure <.+.6

!nterpretation9 This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that Pi%o8s (e%ruitment and Sele%tion $ro%ess is its strenght as AF strongly agrees and 1 agrees with the statement ?nly 3 disagree and 2 strongly disagree with the statement

<.H Pico is really strict in regard to its Recruitment and Selection Policy <.H.6 Table Strongly Agree 6I Agree H !ndifferent * %isagree 6 Strongly %isagree ,

Strongly Agree Agree Indifferent Disagree Strongly Disagree

1igure <.H.6

!nterpretation: This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that Pi%o is really stri%t toward its (e%ruitment and Sele%tion $oli%y as A4 strongly agrees and F agrees with the statement ?nly A disagree and 2 strongly disagree with the statement And 2 says indifferent

C4

<.I At t"e time of !nduction t"e ne$ (oinee is told about "is duties ;.I.6 Table Strongly Agree Agree *, !ndifferent 6 %isagree ; Strongly %isagree *

Strongly Agree Agree Indifferent Disagree Strongly Disagree

1igure <.I.6

!nterpretation: This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that a%%ording to Pi%o8s (e%ruitment and Sele%tion $oli%y the new *oinee is $ro$erly told about hisEher duties as 3 strongly agrees and 22 agrees with the statement ?nly 5 disagree and 2 strongly disagree with the statement And A says indifferent

<.6, !nternal source of recruitments are preferred in Pico <.6,.6 Table Strongly Agree = Agree 6, !ndifferent H %isagree < Strongly %isagree 6

Strongly Agree Agree Indifferent Disagree Strongly Disagree

1igure <.6,.6

!nterpretation: This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that Pi%o $refers internal sour%es of re%ruitment as D strongly agrees and A2 agrees with the statement ?nly C disagree and A strongly disagree with the statement And F says indifferent

DA

<.66 .Cternal source of recruitments are preferred in Pico <.66.6 Table Strongly Agree < Agree 6, !ndifferent 6 %isagree + Strongly %isagree +

Strongly Agree Agree Indifferent Disagree Strongly Disagree

1igure <.66.6

!nterpretation: This shows that almost same number of the em$loyees at Pi%o Mar'eting Ltd says that they Pi%o $refers e)ternal sour%e of re%ruitment as C strongly agrees and A2 agrees with the statement ?nly 1 disagree and 1 strongly disagree with the statement And A says its indifferent

D2

<.6* 8"anges s"ould be made in t"e Recruitment and Selection Process <.6*.6 Table Strongly Agree = Agree 6* !ndifferent %isagree + Strongly %isagree *

Strongly Agree Agree Indifferent Disagree Strongly Disagree

1igure <.6*.6

!nterpretation: This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that in Pi%o8s (e%ruitment and Sele%tion $ro%ess should be altered as D strongly agrees and A2 agrees with the statement ?nly 1 disagree and 2 strongly disagree with the statement And 3 says indifferent

D3

<.6- Transparency in company:s policies <.6-.6 Table Strongly Agree 6< Agree 6* !ndifferent * %isagree 6 Strongly %isagree ,

S trongly Agree Agree Indifferent Disagree S trongly Disagree

1igure <.6-.6

!nterpretation: This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they strongly agree with the statement that the %om$any8s $oli%ies are trans$arent to the em$loyees as AC strongly agrees and A2 agrees with the statement ?nly A disagree and 2 strongly disagree with the statement And 2 says indifferent

<.6; 8ommunication $it" your supervisor <.6;.6 Table Strongly Agree 6, Agree 6* !ndifferent * %isagree Strongly %isagree -

Strongly Agree Agree Indifferent Disagree Strongly Disagree

1igure <.6;.6 !nterpretation: This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they have a good %ommuni%ation with their su$ervisors as A2 strongly agrees and A2 agrees with the statement ?nly 3 disagree and 3 strongly disagree with the statement And 2 says indifferent

<.6< 3our overall satisfaction $it" your (ob <.6<.6 Table Strongly Agree 6; Agree 6* !ndifferent , %isagree ; Strongly %isagree ,

S trongly Agree Agree Indifferent Disagree S trongly Disagree

1igure <.6<.6

!nterpretation: This shows that most of the em$loyees at Pi%o Mar'eting Ltd says that they are over all satisfied with the %om$any as A5 strongly agrees and A2 agrees with the statement ?nly D disagree and 2 strongly disagree with the statement

DD

=. Summary, 8onclusion, Limitations J Recommendations =.6 Summary &n this study there were 32 em$loyees of Pi%o Mar'eting Ltd who res$onded to the +uestionnaire The answers $rovided by them were a $ositive res$onse on the mode of re%ruitment They were satisfied with the whole ste$ by ste$ $ro%ess There was very little negative res$onse and were very few no o$inions given by the res$ondents over the whole $ro%ess So as a fresher they were satisfied with the $ro%ess and a$$re%iate the trans$aren%y followed by Pi%o Mar'eting Ltd in the re%ruitment $ro%ess &t is %lear from the above that Pi%o Mar'eting Ltd is ado$ting trans$aren%y and well %ommuni%ated re%ruitment $ro%ess

=.* 1indings Pico have a lot of strenghts in re%ruiting and sele%tion $ro%edure 9indings derived from +uestion-answer of sam$le $ersonnel as $rimary sour%e and %om$any8s boo' and re%ords as se%ondary sour%e Answer to some im$ortant +uestions on the sub*e%t matters has been $resented below: The la%' of human resour%e !e$artment but they have human resour%es $lanning Although after a %ertain time a%tivities are not monitor $ro$erly They have gone through the $oli%y of re%ruitment and sele%tion but no ;( budget on ;( or ;( $lanning Their Job analysis $ro%ess is not fair &n%rement and in%entive is de$ending on their mental satisfa%tion Their ;( $lanning but any 'ind of dis$ute all staffs are res$onsible for that The lu%' of $ro$er wor' distribution is the main reason behind that (e+uisition for em$loyment is not measure a%%urately So many +ualified $eo$le are re%ruited but they have a habit of negligen%e of res$onsibilities They have informal sele%tion $ro%ess whi%h is satisfied" but all e)isting staffs need to %o-ordinate $ro$erly by the right hand The e)iting $ro%edures are very mu%h time %onsuming Their re%ruitment and sele%tion trans$arent They do not 'ee$ of finally re*e%ted a resume whi%h is very mu%h im$ortant They do not allow any women as Board Member 3o medi%al test" no orientation before final $la%ement There have been no su%h wea'ness in re%ruiting and sele%tion $ro%edures whi%h mean that they are sele%ting right $eo$le for their organi>ation Always remember" edu%ated and e)$erien%ed $erson %an give e)tra ordinary $erforman%e all the time But their evaluation" time to time %orrelation and %o-o$eration for betterment are ne%essary By a $ro$er $ro%ess we %an get better but after sele%tion it8s also mandatory to fulfill every e)$e%tation of the em$loyees

DF

=.- Limitations As the resear%h is based on a sam$le" therefore findings may not reveal the fa%tual information about the resear%h $roblem" though an utmost %are was ta'en to sele%t the truly re$resentative sam$le Barrying this survey was a great learning e)$erien%e for me but & fa%ed some $roblems" whi%h are listed below: A There is small sample si>e of the study due to organi>ational %onstraints 2 Many of the res$ondents have not given proper response that ma'es the data %olle%tion vague to %ertain e)tent 3 The information that is $rovided by the individual may be biased. 5 Time constraint is the ma*or %onstraint of the study C ?nly a small part of industry and small sam$le si>e is ta'en only from the em$loyees wor'ing at delhi bran%h D 6enerally the res$ondents were busy in their wor' and were not interested in responding rig"tly. 1 (es$ondents were reluctant to disclose %om$lete and correct information about themselves and the organi>ation F !ue to lack of a$areness it is diffi%ult to get $ro$er data from the em$loyees 4 The most im$ortant $oint that survey was %arried through )uestionnaire and the 0uestions were based on $er%e$tion A2 Mainly the em$loyees wor'ing were not that mu%h educated to res$ond to my +uestions AA &n the end of every month there are some closing details whi%h the em$loyees have to file to the head" so at that time every one is very busy

=.; 8onclusion Materials" Peo$le" systems" tools" 'nowledge" management" e+ui$ment" $ro%esses" s'ill and attitudes all are in$ut for any 'ing of $rodu%tion %y%le in an organi>ation To in%rease $rodu%tivity of any organi>ation they need to develo$ staffing $ro%ess $ro$erly and %onsider the following im$ortant &SSU@S:

Planning

Motivation

?rgani>ing

Managerial 9un%tion s Staffing !ire%ting

Bo-Boordinating

Bontrolling t

Transformation of the demogra$hi% ma'es u$ of the wor'for%e" in%luding internationali>ation" 0uality of em$loyee re%ruitment de%ision must be ensured" (e%ruitment and sele%tion $ro%esses are %om$le) and involve human ma'ing so that" there should %areful monitoring to minimi>e sub*e%tivity and ensure fairness" ;uman is the most dynami% resour%es for an organi>ation" getting the best $erson is a %riti%al tas'" (e%ruitment and sele%tion are an integral %om$onent of human resour%es a%tivities" whi%h in%lude em$loyees training" develo$ment" %om$ensation and em$loyee relation To in%rease $rodu%tivity" growth and $rogress" effe%tive and dynami% re%ruitment and sele%tion $ro%edures are essential A +ualified $erson is the beginning of better $erforman%e All organi>ation needs a strong team to a%%om$lish their goals and ob*e%tives #ithout $ro$er re%ruitment and sele%tion $ro%ess" it8s too tough to build u$ dynami% wor'ing grou$ and su%%essive atmos$here for all tas's

12

1A

=.< Recommendations To im$rove the $resent 7(e%ruitment and Sele%tion Poli%y= of Pi%o Mar'eting Ltd the following re%ommendations have been suggested: An ideal and inde$endent ;( !e$artment should be fun%tioned Lengthy and time %onsuming should be (evised into their $oli%y @very re%ruitment and sele%tion $ro%ess should be a%%ording to *ob analysis As an interviewer at least one women is to be added in the interview $anel Man$ower $lanning is to be established (e%ruitment $oli%y should be %he%'ed from time to time by e)$erts so that ne%essary %hange %an be made in the $oli%y (e%ruitment is to be done e)%lusively under ;(! or a single de$artment Pre$aration and maintenan%e of servi%e rule is needed Always +uality should be 'e$t u$ and to be set u$ with the ob*e%tive of re%ruitment and sele%tion $ro%edures to the %om$any ob*e%tives They should avoid relative biasness in terms of re%ruitment

12

+. APP./%!7 +.6 .MPL03.. ) .ST!0//A!R. Please show the e)tent of the information you hold to whi%h you agree with the following statement" by $utting a ti%' in the res$e%tive bo)es ( G S: (e%ruitment and Sele%tion Strongly agree .SA/" Agree .A/" &ndifferent .&/" !isagree .!/" Strongly disagree .S!/ SA A Pi%o8s ( G S $oli%ies are trans$arent #hen ever there is a va%an%y the same is intimated through all media8s Pi%o8s (e%ruitment $ro%ess is fair G unbaised The ( G S fulfill all the standard of the %om$any The e)$erien%e during (P had a $ositive im$a%t on your a%%e$tan%e The +ueries as'ed during the interview were relevant Pi%o8s strength is its re%ruitment G sele%tion $oli%y Pi%o8s really stri%t in regard to its ( G S $oli%y At the time of indu%tion the new *oinee is told about his duties &nternal sour%es of re%ruitment is $referred in Pi%o @)ternal sour%es of re%ruitment is $referred in Pi%o Bhangs should be made in ( G S $ro%ess Trans$aren%y in %om$any8s $oli%ies Bommuni%ation with your su$ervisor ,our overall satisfa%tion with your %om$any 5"at $ould t"e company do to en"ance your satisfaction as a company employeeK LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL LL 3ameUUUUUUU AgeUUUUUU UU ! % S%

6enderUUUUUUU

@)$erien%e UUUUUU

? T"anks for your valuable time and cooperation@

15