Professional Documents
Culture Documents
Project On Recruitment
Project On Recruitment
ON
DECLARATION
I hereby declare that the project entitled
Place: Kota
Name:
Date: 21/03/2010
Enrolment No.:
PREFACE
People are a companys most important assets. They can make or break the
fortunes of a business. In todays highly competitive business environment
placing the right people in the right position is very critical for the success of
any organization.
The recruitment and selection decision is of prime importance as it is the
vehicle for obtaining the best possible person-to-job fit that will, contribute
significantly towards the Company's effectiveness. It is also becoming
increasingly important, as the Company evolves and changes, that new
recruits show a willingness to learn, adaptability and ability to work as part
of a team. The Recruitment & Selection procedure ensures that these criteria
are addressed
In this project I have studied Recruitment and Selection process of My
Liberty Homes and attempted to provide some ways so as to make
recruitment more effective and to reduce the cost of hiring an employee.
I am privileged to be one of the students who got an opportunity to do my
training with My Liberty Homes. My involvement in the project has been
ACKNOWLEDGEMENT
I express my sincere thanks to my project guide, Mr. Sohan Lal Sharma,
Associate professor of management studies for guiding me right form the
inception till the successful completion of the project. I sincerely
acknowledge them for extending their valuable guidance, support for
literature, critical review of project and the report and above all the moral
support they had provided to me with all stages of this project.
I would like to express big thanks to Miss Shweta Solanki and Miss Neha
Aarya for her all time support and time to time guidance. Her experience,
knowledge and support lead me to complete my project timely and
successfully.
My thanks are due to all those who have directly or indirectly helped me in
preparing this project report. However, I accept the sole responsibility for
any possible error of omission and would be extremely grateful to the
readers of this project report if they bring such mistakes to my notice.
Place: Kota
Name:
Date: 21/03/09
Enrolment No.:
EXECUTIVE SUMMARY
In todays rapidly changing business environment, organizations have to
respond quickly to requirements for people. The market has been witnessing
growth which is manifold for last few years. Many players have entered the
economy thereby increasing the level of competition. In the competitive
scenario it has become a challenge for each company to adopt practices that
would help the organization stand out in the market. The competitiveness of
a company of an organization is measured through the quality of products
and services offered to customers that are unique from others.
Thus the best services offered to the consumers are result of the genius
brains working behind them. Human Resource in this regard has become an
important function in any organization. All practices of marketing and
finances can be easily emulated but the capability, the skills and talent of a
person cannot be emulated. Hence, it is important to have a well-defined
recruitment policy in place, which can be executed effectively to get the best
fits for the vacant positions. Selecting the wrong candidate or rejecting the
right candidate could turn out to be costly mistakes for the organization.
Therefore a recruitment practice in an organization must be effective and
efficient in attracting the best manpower.
Preface
Acknowledgement
Executive Summary
TABLE OF CONTENT
Objective of the study
RECRUITMENT
The art of choosing men is not nearly as difficult as the art of enabling
those one has chosen to attain their full worth.
Need for recruitment:It makes possible to choose the right person in the right time at the right
place. It also makes it possible to acquire the number and type of people
necessary to ensure the continued operation of the organization.
Managing director
SELECTION
Personnel Selection Best Practices:
Personnel selection practices (e.g., interviews, ability and personality tests)
continue to capture the most attention from staffing scholars. There are
several comprehensive reviews of selection practices, as well as discussions
of research and practical applications. Rather than review all this research,
the present review summarizes the major new developments.
Article 1: Pre-selection:
1. The selection of candidates for membership of the Scientific Committee
of FRA shall be advertised through a call for expressions of interest in
accordance with the present procedures. The call for expressions of interest
shall be published in the EU Official Journal (OJ), in relevant leading
academic publications as well as the Agencys website. The closing deadline
for submission of candidates expressions of interest shall be fixed six weeks
after the above mentioned publication.
2. The Director of the Agency shall prepare and organize the work for the
pre-selection of the members of the Scientific Committee. He or she shall
Article 2: Selection:
1. The Executive Board shall assess all the candidates on the basis of the
established selection requirements.
2. In this assessment the Executive Board shall take into account:
The work of the pre-selection panel;
The need that the specialist fields of the members of the Scientific
Committee shall cover the most relevant scientific fields linked to
fundamental rights, in accordance with the mission and objectives of FRA;
The need to ensure even geographical and gender balance.
3. The Executive Board shall submit to the Management Board a list of most
eligible candidates. This list should include more than eleven and fewer than
twenty-two names. This list will also include merit points and a conclusion
concerning the suitability as a member of the Scientific Committee for each
candidate.
4. The Chair of the Executive Board shall present the results of the selection
process to the Management Board, including a record of the candidates not
included in the lists mentioned above as well as on candidates deemed
ineligible.
5. The Agency services shall provide technical and logistic support for the
selection process.
Article 3: Appointment:
1. On the basis of the list submitted by the Executive Board, the
Agencys Management Board shall appoint the members of the
Scientific Committee, after having consulted the competent committee
of the European Parliament. The candidates not appointed shall be put
on a reserve list.
2. Members will be appointed for a five-year term, which shall not be
renewable.
3. The reserve list shall be valid for the duration of the term of the
appointed Scientific Committee. In case of a vacancy, the
Management Board shall appoint a new member from the reserve list.
The filling in of a vacancy shall be for the rest of the duration of the
term of the Scientific Committee.
differences
between
the
two
are:
Process Cycle
1.0 Scope
1.1 Purpose of the Procedure:
Recruiting and selecting the right people is paramount to the success of the
IPCC and its ability to retain a workforce of the highest quality. This
Recruitment and Selection Procedure sets out how to ensure as far as
possible, that the best people are recruited on merit and that the recruitment
process is free from bias and discrimination.
1.1 Job Analysis
1.2 Form
1.3 Request to Fill
1.4 Job description
1.5 Person Specification
Review the job description to ensure that it meets the present and future
requirements.
Review the person specification to ensure it meets the requirements of the
job description.
Design the selection process.
Draft the advertisement and select the advertising media.
Short list using the person specification only.
Interview and test short-listed candidates.
Validate references, qualifications and security clearances.
Make appointment.
Managers hold the responsibility for ensuring this framework is followed.
HR is available for advice and will assist in general administration of the
recruitment process.
Is job-sharing an option?
Permanent or fixed term contract, secondment or agency?
Use of fixed term contracts is most appropriate for covering a particular
task/project/item of work or an interim appointment. They should not
normally be used to fill permanent posts. Agency staff may be used to cover
short term peaks in work or projects or interim vacancies, i.e. whilst a
permanent position is being advertised. Should total employment under any
of these arrangements extend beyond 12 months, the individual may have an
entitlement to permanent employment rights, including redundancy.
Employment through an agency may count towards this 12 month period.
Use of secondments must be in accordance with the IPCC Secondment
policy.
3.3. Advertising
Reaching any target market can be extremely difficult. Through niche
websites like RD, you can guarantee that the people using the service have
an interest in your field. As more and more people turn to online means for
their information and service needs, an active web presence is vital for any
organization, large or small. Utilizing all the benefits of online advertising
and adding the clout already held by Australia's leading industry news
provider, Specialist News, ads placed with RD are a great way to generate
interest in new products and services, or to improve awareness of your
brand.
completed, this form remains separate from the candidates application and
is not available to the hiring manager or others involved in the search.
Ways to approach businesses1. Contact the company's community relations officer: If the officer is
supportive, it may lead to a steady source of volunteers. Some companies
provide other types of agency support where their employees volunteer.
2. Recruit through posters: You often can arrange to display your posters
in stores, Restaurants, schools, public libraries, churches, hospitals, and large
offices. Ask to speak with the decision makers. Make a brief statement about
your program and ask for permission to display a poster.
3. Ask public libraries to accept free bookmarks to give away: These
could have a brief program description on one side and explain why you
need volunteers on the other side.
4. Check out community clearing houses: In some cities there are
organizations that put volunteers together with community services
programs. Often newspapers run a periodic column that lists organizations
needs for volunteers.
3.4. Applications:
A file will be set up for each individual vacancy and held in the Recruitment
Office containing the following:
Application Form
Job Description, person specification, KSF outline
Terms & Conditions of Employment
Information about the Department in which the vacancy exists should
be provided by the Manager (if available).
Any other relevant information, when an enquiry is received from an
applicant without internet access, an application pack will be sent within 24
hours.
3.6. Interview
Any person to person between two or more individuals with a specific
purpose in mind is called
Interview
There are basically two types of Interviews.
Structured Interviews
Unstructured Interviews
Structured Interviews:
In which interviewer asks those questions which are pre- defined.
One type that has been widely studied and is considered relatively
structured is situational questions.
Unstructured Interviews:
In which interviewer asks those questions which are not pre- defined which
ask randomly.
The development of questions from incidents is part of the art or, at least, the
unwritten aspects of structured interviewing. Some authors acknowledge that
"literary license" is needed. Incidents are often grouped into dimensions
first, and then the incidents that best represent the dimensions are turned into
questions.
If necessary, questions can be repeated, or candidates can be given a card
containing the question.
A. Problem questions:
These suggest a situation specific to the job where the candidate must show
their capacity to, for example, priorities tasks under pressure. What was your
most challenging situation in the last year and how did you deal with it?
B. Open questions:
Tell me about.
C. Probing questions:
Why do you want to leave your present job or What was your worst
moment there?
D. Closed questions:
These interrupt the information low in order for the interviewer to redirect it
to a new topic.
When did you? Or how many?
At the end consider if you have gathered the information necessary for a
decision. Ask the candidate back in if a question needs clarification. Allow
the candidate, to question the panel, or offer the information on areas such as
salary, study facilities, start date, accommodation or questions regarding the
job description. Interpreting and evaluating the information Interviewer,
know thy self.
Screening Interviews:
These are usually shorter interviews used for the purpose of conducting a
brief evaluation of a Candid ate. Successful candidates are asked back for a
more in-depth interview.
One-on-one interviews:
These interviews involve a candidate being questioned by one interviewer
also common in early stages of selection.
Telephone Interviews:
Competency-Based Interviews:
3.7. Selection
3.8. Offers
3.8.1 Offer of Employment:
Organization offers the job to the Individual.
Role of Recruiter
Executive Recruiters hold the keys to the "hidden job market" - career
opportunities that aren't posted anywhere else. These professionals hold
great influence within the hiring organization, and it's important for
jobseekers to understand how to leverage this resource as part of their
overall career strategy.
Four Key Facts about Executive Recruiters:
1. Jobseekers do not pay fees to search firms. Instead, the companies that
hire recruiters to fill a position pay for their services. This fee is calculated
using the starting salary of the position, and can range from 15%-35% of
that salary. Be wary of any recruiter who asks you to pay them a feeIf you
are asked to pay a fee for job placements services, please let us know
immediately.
2. There are two types of search firms - Retained and Contingency. While
both types charge fees only to the hiring organization, it is important to note
the differences. When the hiring company retains a recruiting firm, that firm
is paid regardless of the results of the search. Retained firms are typically
used to fill higher-level positions at $100,000+ salaries. Contingency search
firms receive payment only when their candidate is hired.
Over the last few years the "search" industry has gone through some
significant changes. While contingency firms have generally always
accepted retained work, many retained firms now accept contingency
workYou decide which type of recruiter is right for you!
3. Don't limit your search by geography. For many higher-end job
assignments, recruiting firms will look nationally or even internationally. It
is absolutely in your best interest to gain exposure among search firms who
fill positions in your industry, function and salary range, no matter where
they are. A Chicago recruiter is just as likely to have an assignment in Los
Angeles as in Boston. That being said, it's much easier to network with local
recruiters and they can be an invaluable resource when penetrating the local
hiring market, particularly for non-executive positions.
4. Some search firms specialize, while others don't. To make your search as
effective as possible, target your efforts towards recruiters those work in
your respective industry and/or specialize in your job function. As you begin
to network with these specialized recruiters you'll find they are very much
aware of where opportunities exist within the micro hiring "economies" of
your shared areas of expertise. However, generalist firms should not be
ignored, especially at the higher executive ranks.Whether retained or
contingency fee-based, search firms are handsomely rewarded for filling
The study will broaden our understanding the affect of independent variables
which are Recruitment sources, Interview and Recruiters on the dependent
variable which is Recruitment and Selection Process. Current study will add
to existing body of knowledge by signifying.
Recruitment and selection process importance
Recruitment sources affects on Recruitment and selection process
Interviews 3ffects on Recruitment and selection process
Recruiters affects on Recruitment and selection process
Theoretical Framework
Recruitment
Sources
Interviews
Recruiters
Recruitment
and Selection
Process
Independent Variable
Dependent Variable
RESEARCH METHODOLOGY
The study will be conducted to achieve the aforesaid objectives including
both exploratory and descriptive in nature and involve personal interviews
that will be based on the questionnaire format. A Research Methodology
defines the purpose of the research, how it proceeds, how to measure
progress and what constitute success with respect to the objectives
determined for carrying out the research study.
The research process that will be adopted in the present study consists of the
following stages:-
PRIMARY SOURCESThe data required for the study has been collected from-
PERSONAL
INTERVIEWS
with
the
SAMPLING METHOD
Survey was done by random sampling method.
SAMPLE SIZE
company
representatives
SAMPLE AREA
Kota
MODE OF ANALYSIS
The instrument used for data collection was in the form of questionnaire.
The questionnaire was used as it facilitates the tabulation and analysis of the
data to be collected. The data collected was subjected to simple frequency
distribution and percentage analysis.
Q.1 How much recruitments are assigned to one HR employee at any given
time?
Between 1-3
23.3%
Between 4-6
23.7%
Between 7-10
14.2%
Between 11-20
18.5%
More than 20
11.2%
Q.2 On average, how many hours does the HR staff spend on each
recruitment?
1-5
20.3%
6-10
21.6%
16-20
10.8%
21-30
11.7%
31-40
6.1%
More than 40
9.5%
Unknown
19.9%
Q.3 Average time it takes from notification of vacancy until new hire reports
to work:
Jobs in general
49 days
Professional jobs
51 days
Clerical jobs
45 days
Trades jobs
44 days
IT jobs
48 days
CONCLUSION
This study suggest that when Recruitment and Selection Process is properly
established and implemented then organization will must grow because all
the employees will be according to the requirements Recruitment and
Selection Process affects a lot on the organizational activities regarding its
growth because if the people will be according t the requirements and
skillful then cost will reduce and organization must grow. All the study has
prove the fact there is directly and indirectly relationship is present between
these variables and these variables affect on the Recruitment and Selection
Process. All the independent variables are Recruitment sources, Interviews
and Recruiters are all very important in the Recruitment and Selection
Process because by the missing of any one factor there is chance the whole
Recruitment and Selection Process will be affected by these factors. There
are no doubt others factors also affect on the Recruitment and Selection
Process but these are main and require more attention. That is why I choose
these variables.
BIBLIOGRAPHY
WEBSITE
www.scribd.com
MAGAZINES
Business India
Business World
India Today Newspaper
Course Books of MBA
Human Resource Management by L M Prasad
SEARCH ENGINES
www.google.co.in
QUESTIONNAIRE
Name of the employee...
Designation
Department....
Contact no.
Agree
Strongly Disagree
3
Disagree
4
Strongly Agree
Agree
Strongly Disagree
3
Disagree
4
Q.3) Do you think best source increase the efficiency on all organization
department?
Strongly Agree
Agree
Strongly Disagree
3
Disagree
4
Agree
Strongly Disagree
3
Disagree
4
d) Electronic Media
e) Others
Agree
Strongly Disagree
3
Disagree
4
Agree
Strongly Disagree
3
Disagree
4
Agree
Strongly Disagree
3
Disagree
4
Agree
Strongly Disagree
Disagree
e) others
Agree
Strongly Disagree
Disagree
Agree
Strongly Disagree
Disagree
Agree
Strongly Disagree
3
Disagree
4
Agree
Strongly Disagree
3
Disagree
4
Agree
Strongly Disagree
3
Disagree
4
Signature