Project Report

On
Selection Tests and Tools
Human Resource Management

Submitted To:- Submited By:-

Mr. Hargovind Kakkar Amit Kumar C- 44

Assistant Professor Shivam C-45

Amity Business School Vipul Raghuwancy C-46

Ojas Gupta C- 47

Chiranjeevi C-48

Neha Baranwal C-49

Manik Gupta C-50

 Declaration
We Amit kumar, Shivam, Vipul Raghuwancy, Ojas Gupta,
Chiranjeevi, Neha Baranwal, Manik Gupta, hereby declare that the
project report entitled, Selection Test and Tools, Human Resource
Management, submitted by us to Amity Business School, in partial
fulfillment of the requirement for the award of degree of Masters of
Business Administration under the guidance of Mr. Hargovind
Kakkar is our original work and the conclusion drawn therein are
based on the materials collected by us.

The Report submitted is our own work and has not been duplicated
from any other source. We shall be responsible for any unpleasant
moment/situation.

Place: Noida,Uttar Pradesh

Date: 26/01/2018
 Certificate from the Faculty Guide
This is to certify that the Project Work titled Selection Test and
Tools,
Human Resource Management is a bonafide work carried out by the
above mentioned students of M.B.A, Batch (2017-2019) of Amity
Business School, Amity University, Noida, U.P. under my guidance
and direction.

Signature of guide: ___________________________________

Name: ____________________________________

Designataion: _____________________________________

Date: _____________________________________

Place: _____________________________________
 Acknowledgement

We are using this opportunity to express our gratitude to everyone

who supported us throughout the course of this MBA project. We
are thankful for their aspiring guidance, invaluably constructive
criticism and friendly advice during the project work. We are
sincerely grateful to them for sharing their truthful and illuminating
views on a number of issues related to the project.

We express our warm thanks to Mr. Kakkar for his support and
guidance at Amity Business School, Noida U.P.
 Abstract

Human resources selection tools are a series of steps in the hiring

process, from the preliminary screening of employment applications
to vetting the final job candidate through background check and
drug testing. Hiring processes differ, based on the organization's
resources and the type of job. A company without a dedicated HR
department might conduct fewer steps or the company president
might be the only hiring manager. Regardless of the company
structure, the minimum selection tools should include an application
and interview.

.This project covers 7 different professions and explains about

various and types of selection process and recruitment policies that
help an individual to distinguish between various selections portals.

It also explains the diversity of each profession that how every filed
has got a different set of ways to select the most suitable candidate
for their company and post.
Table of Contents
1. Declaration………………………………………………ii
2. Certificate from the faculty guide……………………….iii
3. Acknowledgement………………………………………iv
4. Abstract………………………………………………….v
5. Introduction……………………………………………..7
5.1 Overview…………………………………………..9
5.2 Types of Selection Measures……………………..11
5.3 Types of Interviews……………………………….12
6. Introduction to Cases………………………………........14
6.1 CASE: 1 Study on Electrical Industries……….15-23
6.2 CASE: 2 The Park Hotel……………………….24-28
6.3 CASE: 3…………………………………………
6.4 CASE: 4 NETAPP………………………………
6.5 CASE: 5 OIL and Gas Industry………………...
6.6 CASE: 6 Blind Recruitment (TSO)…………….
6.7 CASE: 7 Apparel Palmal Group of Industries....
7. Conclusion………………………………………………..
8. References………………………………………………...
 Introduction

Recruitment and selection tools: What to use when

We all understand the costs, both monetary and otherwise, that a

poor hire can have on our business. For small businesses, this
impact can be detrimental as an inappropriate hire can have an
immeasurable effect on your existing team and ultimately your
bottom line results.

There is a huge range of pre -employment assessments, tests, and

tools which employers can use to help them through the hiring
process. Whilst I certainly don’t advocate using all of them (you
would be spending much more time and money than is necessary), I
do suggest using an appropriate mix of the right tools for your
organization and the specific role. So to ensure that your next hire is
the best possible fit for your team, what other tools are available to
assist you?

Personnel selection is the methodical process used to hire (or, less

commonly, promote) individuals. Although the term can apply to all
aspects of the process (recruitment, selection, hiring, acculturation,
etc.) the most common meaning focuses on the selection of workers.
In this respect, selected prospects are separated from rejected
applicants with the intention of choosing the person who will be the
most successful and make the most valuable contributions to the
organization. Its effect on the group is discerned when the selected
accomplish their desired impact to the group, through achievement
or tenure. The procedure of selection takes after strategy to gather
data around a person so as to figure out whether that individual
ought to be utilized. The strategies used must be in compliance with
the various laws in respect to work force selection.
Overview
Personnel selection systems employ evidence-based practices to
determine the most qualified candidates and involve both the newly
hired and those individuals who can be promoted from within the
organization.

In this respect, selection of personnel has "validity" if an

unmistakable relationship can be shown between the system itself
and the employment for which the people are ultimately being
chosen for. In this way, a vital piece of selection is Job Analysis. An
analysis is typically conducted before, and regularly apart of, the
improvement in determination systems. Then again, a selection
method may be deemed valid after it has already been executed by
directing follow up job analysis and demonstrating the relationship
between the selection process and the respective job.
The procedure of personnel selection includes gathering data about
the potential candidates with the end goal of deciding suitability and
sustainability for the employment in that particular job. This data is
gathered utilizing one or more determination devices or strategies
classified as such:-

 Interviews
 Personality Tests
 Biographical Data
 Cognitive Ability Tests
 Physical Ability Tests
 Work Samples.
Types of selection measures:-
Industrial and organizational (I–O) psychologists and hiring managers use a
variety of measures to select applicants who are the best fit for a position. The
main goal of these tests is to predict job performance, and each test has its
own relative strengths and weaknesses in this regard. When making a hiring
decision, it is critical to understand the applicant's personality style, values,
motivations, and attitudes. Technical competency can be acquired by new
employees, but personality is engrained in individuals.

Interviews

Interviews are one of the most common ways that individuals are selected.
The best interviews follow a structured framework in which each applicant is
asked the same questions and is scored with a standardized rating scale. In
this way, structured interviews provide more reliable results than unstructured
interviews.
 Types of Interviews:-
1. Unstructured Interview Involves a procedure where different
questions may be asked of different applicants.
2. Situational Interview Candidates are interviewed about what
actions they would take in various job-related situations. The
job-related situations are usually identified using the critical
incidents job analysis technique. The interviews are then
scored using a scoring guide constructed by job experts.
3. Behavior Description Interviews Candidates are asked what
actions they have taken in prior job situations that are similar
to situations they may encounter on the job. The interviews
are then scored using a scoring guide constructed by job
experts.
4. Comprehensive Structured Interviews Candidates are asked
questions pertaining to how they would handle job-related
situations, job knowledge, worker requirements, and how the
candidate would perform various job simulations. Interviews
tapping job knowledge offer a way to assess a candidate's
current level of knowledge related to relevant implicit
dimensions of job performance (i.e., "tacit knowledge" or
"practical intelligence" related to a specific job position)
5. Structured Behavioral Interview This technique involves
asking all interviewees standardized questions about how they
handled past situations that were similar to situations they
may encounter on the job. The interviewer may also ask
discretionary probing questions for details of the situations,
the interviewee's behavior in the situation and the outcome.
The interviewee's responses are then scored with behaviorally
anchored rating scales.
6. Oral Interview Boards This technique entails the job
candidate giving oral responses to job-related questions asked
by a panel of interviewers. Each member of the panel then
rates each interviewee on such dimensions as work history,
motivation, creative thinking, and presentation. The scoring
procedure for oral interview boards has typically been
subjective; thus, it would be subject to personal biases of
those individuals sitting on the board. This technique may not
be feasible for jobs in which there are a large number of
applicants that must be interviewed.
 Introduction to Cases
A business case captures the reasoning for initiating a project or
task. It is often presented in a well-structured written document, but
may also come in the form of a short verbal argument
or presentation. The logic of the business case is that,
whenever resources such as money or effort are consumed, they
should be in support of a specific business need. An example could
be that a software upgrade might improve system performance, but
the "business case" is that better performance would
improve customer satisfaction, require less task processing time, or
reduce system maintenance costs. A compelling business case
adequately captures both the quantifiable and non-quantifiable
characteristics of a proposed project. Business case depends on
business attitude and business volume.

Business cases can range from comprehensive and highly

structured, as required by formal project
management methodologies, to informal and brief. Information
included in a formal business case could be the background of the
project, the expected business benefits, the options considered (with
reasons for rejecting or carrying forward each option), the expected
costs of the project, a gap analysis and the expected risks.
Consideration should also be given to the option of doing nothing
including the costs and risks of inactivity. From this information,
the justification for the project is derived.
 Case-1
STUDY ON RECRUTMENT, SELECTION
PROCESS AND TEST IN ELECTRICAL
INDUSTRIES.

Recruitment is the set of activities and processes used to legally

obtain a sufficient number of qualified people at the right place and
time, so that, the people and the organization can select each other,
in their own best, short and long term interests. The recruitment
process provides the organization with a pool of potentially
qualified candidates from which, judicious selection can be made to
fill the vacancies.

Related to the success of recruitment process are also the strategies,

while an organization is prepared to employ in order to identify and
select the best candidates for its developing pool of human
resources. Organizations seeking recruits for base-level entry
positions often require minimum qualification and experience.
These applicants are usually recent university/ technical college
graduates, many of whom have not yet made clear decisions about
the future career or are contemplating, engaging in advanced
academic activity.

At the middle level, senior administrative, technical and junior

executive positions are often filled internally. The push for scarce,
high quality talents are often recruited from external sources has
usually been at the senior executive level. Most organizations utilize
both mechanisms for effective recruitment at all levels.

And the test includes Aptitude Tests, Personality Tests, and Ability
Tests and such test are conducted for judging individual
performance related to the job. Besides this test we also have other
tests such as Interest Tests, Graphology Test (Handwriting),
Medical Tests, Psychometric Tests etc.

Selection, the activity where the industry selects a limited number

of candidates from a various number of applicants is called
selection. The appointment of the workers to fill the vacancies of
the industry is called selection. The means of placing the right
person at the right job is called selection. We all know that there are
large numbers of people applying for one job at the time of
recruitment, where the recruiters must decide which candidate fits
right for the potential job. The selection method requires lots time
because the human resources managers identify the qualification for
every candidate of the post. Similarly qualification, background,
age, and so on are the essential factors where they pay more
attention. Finally, the writing exam and interview is a complex
activity.

RECRUITMENT PLANNING

The first stage in recruitment process is planning. Planning involves

the translation of likely job vacancies and information about the
nature of these jobs into a set of objectives or targets that specify the
(i) number and (ii) type of applicants to be contacted.

TECHNOLOGICAL SOPHISTICATION

The second decision in strategy development relates to the methods

used in recruitment and selection. This decision is mainly
influenced by the available technology. The advent of computer has
made it possible for employers to scan national and international
applicant qualifications. Although impersonal, computers have
given employers and job seekers a wider scope of options in the
initial screening.

TYPE OF RECRUITMENT

1) Internal method

The two categories of internal sources including

o A review of the present employees and

o Nomination of the candidates by employees.

Internal sources theindustry suggests that the effective

utilization of internal sources necessitates an understanding of
their skills and information regarding relationships of jobs.
This will provide possibilities for horizontal and vertical
transfers within the enterprise eliminating simultaneous
attempts to lay off employees in one department and
recruitment of employee’swith similar qualification for
another department in the industry. Promotions and Transfers
within the plant where an employee is best suitable improves
the morale along with solving recruitment problems. These
measures can be taken effectively if we established job
families through job analysis programs combining together
similar jobs demanding similar employee characteristics.
Again, employee can be requested to suggest promising
candidates. Sometimes in aindustry the employees are given
prizes for recommending a candidate who has been recruited.
The usefulness of this system in the form of loyalty and its
wide practice, it has been pointed that it gives rise to cliques
posing difficulty to management. Therefore, in this industry
before utilizing the system attempts should be made to
determine through research whether or not employees thus
recruited are effective on particular jobs. Usually, internal
sources can be used effectively if the number of vacancies are
not very large, adequate, employee records are maintained,
jobs do not demand originality lacking in the internal sources,
and employees have prepared themselves for promotion.
2) External Recruitment

An external source of Recruitment is considered from the

combination of the following options:

CONSULTANT

Consultant are given the requirement specifying

qualifications, experience and all other necessary details. In
consultant they consider the employment agencies,
educational and technical institute, casual, labor and mail
applicants, trade unions and other sources. The industry has
developed in large cities in the form of consultancy services.
Usually this industry facilitate recruitment of technical and
professional personnel. Because of their specialization, they
effectively assess the needs of their clients and aptitude and
skills of the specialized personnel. They do not merely bring
an employer and an employee together but computerize lists of
available talents, utilizing testing to classify and used
advanced techniques of vocational guidance for effective
placement purposes.
EDUCATIONAL AND TECHNICAL INSTITUTUION

Educational and technical institutes also forms an effective

source of manpower supply. There is an increasing emphasis
on recruiting students from different management institutes
and universitiescommerce and management departments by
recruiters for positions in sales, accounting, finance, personnel
and production. These students are recruited as management
trainees and then placed in specialindustry trainingprograms.
They are not recruited for particular positions but for
development as future supervisors and executive. Indeed, this
source provides a constant flow of new personnel with
leadership personalities. Vocational schools and industrial
training institutes provides specialized employees, apprentices,
and trainees for semiskilled and skilled jobs. Persons trained
in these schools and institutes can be placed on operative and
similar jobs with a minimum of in plant training. However,
recruitment of these candidates must be based on realistic and
differential standards established through research reducing
turnover and enhancing productivity. The enterprise depends
to some extent upon casual laborer"applicant at the gate" and
mail applicants. The candidates may appear personally at the
industry’s employment office or send their applications for
possible vacancies. According to industry the quality and
quantity of such candidates depend on the image of the
industry in community. Prompt response to these applicants
proves very useful for the industry. The industry finds that this
source is uncertain, and applicants reveal a wide range of
abilities necessitating a careful screening. Despite these
limitations, it forms a highly inexpensive source as the
candidates themselves come to the gate of the industry. It also
provides measures for a good public relations and accordingly,
the candidates visiting the industry must be received cordially.
In several trades, they supply skilled labor in sufficient
numbers. They also determine the order in which employees
are to be recruited in the organization. In industries where they
do not take active partingrecruitment, they make it a point the
employees laid off are given preference in recruitment. All
recruitment advertisements are placed centrally by theHRD
Department. The advertisement is drafted by HRD
Department in consultation with the concerned Department.
All related documents of Advertisements released are
maintained in the “Advertisement" file. In addition to the
above sources, several organizations develop sources through
voluntary organizations such as clubs, attracts employees of
competitors looking for a change or good prospectus for
employment, utilize women, older workers and physically
handicapped for specific positions where they are best
suitable, and use the "situation wanted" advertisement in
newspapers.
 The Selection Process

There are two types of selection tests they are,

(I) Ability Tests and

(ii) Personality Tests.

Tests that lie in this category are shown in the following chart
Limitation

Although the internal and external recruitment process used by

electrical company is helping them to recruit skilled and creative
candidates but both of the recruitment process are limited and theses
limitation are time consuming and expensive.

The entire process of recruiting and selection is time consuming and

expensive and due to some of the internal policies many qualified
candidates are ignored.

Conclusion

The studyindicates that although the industry follows a well-defined

recruitment policy. In most of the cases the industry does
compensate the employees for the expenses incurred by them. It is
also observed that the industry has got all the databases fully
computerized and updated. All employees said that the industry
hires consultancy firms or recruitment agency for hiring candidates.
It can be said that in spite of some odd factors, the industry is doing
well since establishment but new advancement is needed for the
improvement of electrical industry in our country.
 CASE-2
The Park Hotel
The Park Hotel generally go for direct methods but do not stick to
that only. It also used indirect methods and third party methods to
make best use of resources.

Selection Procedure at 'The Park' : The selection procedure consists

of a series of steps. At each stage facts may come to light which
may lead to the rejection of the applicant. It is a series of successive
hurdles or barriers which an applicant must cross. These hurdles or
screens are designed to eliminate an unqualified candidate at any
point in the selection process.

The steps involved in employee's selection at The Park Hotel may

be described as under :

1. Preliminary Interview : First of all, initial screening is done to

weed out totally undesirable/unqualified candidates at the outset.
Preliminary interview is essentially a sorting process in which
prospective candidates age given the necessary information about
the nature of the job and the organization, necessary information is
also elicited from the candidates about the education, skills,
experience, salary expected, etc. If the candidate is form suitable, he
is selected for further screening.
2. Selection Test : Psychological tests are also done in employee
selection. A test is a sample of some aspect of an individual's
attitudes, behaviour and performance. It also provides a systematic
basis for comparing the behaviour, performance and attitudes of two
or more persons. Tests are based on the assumption that individuals
differ in their job related traits which can be measured. Tests help to
reduce bias in selection by serving as supplementary screening
device. Tests are helpful in better matching of candidate and the job.
Tests may also reveal qualifications which remain covered in
application form and interview.

3. Employment Interview : An interview is a conversation between

two persons. In selection it involves a personal, observational and
face to face appraisal of candidates for employment. Interview is an
essential element of selection and no selection process is complete
without one or more personal interviews. The information collected
through application and test are crosschecked in the interviev/.

4. Reference Checks : The applicant is asked to mention in his

application form the names and addresses of two or three persons
who know him well. These may be his previous employers, heads of
educational institutions or public figures. The organization contacts
them by mail or telephone. They are requested to provide their frank
opinion about the candidate without incurring any liability. They are
assured that all information supplied will be kept confidential.
The opinion of referees can be useful in judging the future
behaviour and performance of a candidate. But it is not advisable to
rely exclusively on the referees because they are generally biased in
favour of the candidate.

5. Final Approval : In 'The Park' Hotel selection process is carried

out by the human resource department. The decisions of this
department are recommendatory. The candidates short listed by the
department are finally approved by the executives of the concerned
department/units. Employment is offered in the form of an
appointment letter mentioning the post, the rank, the salary grade,
the date by which the candidate should join and other terms and
conditions in brief. Appointment is generally made on a probation
of one or two years.

After satisfactory performance during thii^ period the candidate is

usually confirmed on the job on permanent basis or regularized.
Hotel 'The Park' searches at IIMs and other frontline business
schools such as reputed Institutes of Hotel Management, Catering
and Nutrition of India located in different parts of the country for its
recruitment. But, this is a cumbersome exercise. So it concentrate
on the Bschools/Institutes of Hotel Management, Catering and
Nutrition where curricula and specialization match with the hotel's
needs.
It evaluates the education standards at all leading B-school and
Institute of Hotel Management, Catering and Nutrition including the
quality of classroom education, strengths of faculty and the support
systems such as libraries, and computerized referencing.

It also scans the entrance test marks of each Bschool/Institute of

Hotel Management, Catering and Nutrition to ensure that students
being admitted - whom it will target later - are intellectually
superior. Only the schools that fit its stringent standards remain on
its list which is reviewed every year. Field survey shows that
members of most effective recruitment team should be between 30
and 45 years, be line managers rather than general managers and
have thorough knowledge of the hotel and the job. The hotel should
include an alumni from the B-school/Institute of Hotel
Management, Catering and Nutrition from which it is hiring to get a
favourable reference. The composition of the team reflects how
seriously the campus recruitment is taken. B-school graduates are
more interested in the work culture of the hotel - level of
responsibility, degree of autonomy, extent of elbow room with
potential and scope of learning. On the whole The Park Hotels have
thousands of employees. The group has very effective & efficient
Human Resource Policies and Practices, which drags it to the path
of progress by leaps and bounds.
Conclusion : Recruitment is concerned with developing suitable
techniques for attracting more and more candidates. Recruitment is
a linkage activity bringing together those with jobs and those
seeking jobs. The recruitment policy is concerned with quantity and
qualifications of manpower. 124 Economic conditions of a country
influence the recruitment process in all the tourism organizations.
The management has to consider several varieties in deciding on the
extent to which they will depend on internal and external sources of
recruitment, internal sources often lead to inbreeding. Selection is
the process of choosing candidates for employment. Selection
procedure may be compared to a series of barriers which an
applicant is required to cross before he is finally selected. The
success of tourism industry depends upon the quality of personnel
selected for the jobs. The succeeding chapter deals with training and
development in tourism sector which includes objectives, methods,
various training programmes in the field of Tourism, Hotel
Management, Catering and Nutrition.
 CASE- 4

NETAPP
INTRODUCTION

Foundedin1992, Net App made shared storage an affordable reality

with the world's first networked storage appliance. Throughout its
history, NetApp has continued to deliver ground-breaking
technologies that reduce the cost of IT while bringing new
capabilities to businesses. Net App’s ability to innovate and
anticipate the ever- changing needs of the industry has helped the
company to grow from an eight- employee start-up doing
clandestine research in a Fry's Electronics store to an industry leader
with over $3Bin revenue and more than130officesaroundthe world.

In 2000, Net App had identified a number of internal issues that

were holding back the company’s intended aggressive expansion in
the EME Aregion. With a limited local HR & Finance function in
the EME Aregion, Net App looked for a recruitment partner to act
as an extension of the US & EMEAHR teams, and to support the
local VP of EMEA in hiring a European team.
The primary objectives were:-

 To evaluate and review the current recruitment process

 To review and establish criteria to attract right caliber of
personnel
 To review the current induction programmer
 To identify potential employees to be involved in the
recruitment and trainingprocess

Scope

Net App was looking to expand its operations both at its European
TAC/NOC in the Netherlands and across the European region. Net
App needed to attract a large number of technical and industry
specialists with proven experience in the Data Storage and
Management arena. A further challenge was that Net App wanted to
build a multi-cultural and multi-lingual center of excellence by
attracting regional support staff to the company’s HQ in the
Netherlands.
Summary of open vacancies:

Technical Support Engineers 20-30in the Netherlands(with in 6months)

Operational and Technical Staff 20-30 across EMEA (within 12

months)

Sustaining and Escalation Engineers 6-12 in the Netherlands

Director of Customer Service 1

Manager of Customer Service 1

Manager of Logistics 1

Call Centre Managers 2

Professional Services 12

Sales Personnel TBC

Education &Training 6

Total 69-95 year

NetApp looked for a recruitment partner to provide a full recruitment
service for approximately 70-100 hires per year. Netapp needed a
partner with a demonstrable track record of delivering Recruitment
Process Outsource (RPO) solutions to emerging technology vendors.
The company had struggled to identify a recruitment partner in whom
they had enough confidence to entrust the delivery of such a solution
across the EMEA region. Having been introduced to NetApp via
contacts in the US HR team, Paradigm Recruitment had enjoyed some
initial successes in filling NetApp’s roles in EMEA. As a result of these
successes, Paradigm Recruitment was approached to put together a
proposal for the management of the recruitment process on behalf of
NetApp.
Paradigm Recruitment needed to demonstrate:

• Ability to manage on site and remotely

• Scalability of back office delivery team

• Understanding of NetApp culture The objectives of the solution

were:

• To remove the pressure of day-to-day recruitment from hiring

manager and remote HR functions.

• To develop a reporting structure to monitor progress

• To conduct a skills gap analysis of the technical team

• To develop an internal test to assist in the evaluation of candidates

and to speed up the recruitment process

• To reduce the lead time from headcount approval to offer

acceptance

• To reduce cost per hire

• To improve candidate quality at shortlist and hire

• To improve client and candidate experience

The Challenge

A large proportion of NetApp’s planned headcount required specialist

skills and experience in the Data Storage and Management arenas.

In order to meet the needs of both current and future business strategies,
NetApp faced the challenge of attracting candidates with skills in both
Unix and Windows environments, along with knowledge and experience
of working with new and emerging technologie

Challenges of the initiative included:

• Recruitment across multiple disciplines

1. Sales

2. Marketing

3. Pre Sales

4. Technical Support

5. Operational Support

• Multiple geographical locations across EMEA

• Building a multi-cultural and multi-lingual centre of excellence in

the Netherlands
• Development of a uniform recruitment process in line with the
corporate process in the US, to include:

1. Candidate sourcing for all roles

2. Response management

3. Pre-screening

4. Interview scheduling and co-ordination

5. Candidate management

6. Offer/rejection management

7. Recruitment partner management

A further challenge was to gain the buy-in of the EMEA line managers.
The start-up culture needed to change, and it was necessary to develop
more of a corporate structure and governance around the hiring process
The Solution

Paradigm Recruitment’ solution involved the full life-cycle management

of the recruitment process, third party agency management, and the
provision of detailed management information around agreed
recruitment metrics.

Paradigm Recruitment provided an experienced on-site team to partner

NetApp’s EMEA HR & Finance operations. The on-site team was
supported by a team of four at Paradigm Recruitment’ HQ - two
consultants and two researchers - to cover all hires across the region.
The Result

Paradigm Recruitment delivered the following results:

 Timetohirereducedfrom117daysto42days
 AveragenumberofdaysfromCVsubmissiontointerview:4.43
 AveragenumberofdaysfromCVsubmissiontooffer:14.60
 Averagenumberofdaysfromoffertostartdate:29.25
 RatioofCV’sto1stInterview:1.16:1
 Ratioof1stInterviewtoOffersMade:4:1
 RatioofOffersMadetoOffersAccepted:1.12:1
 CostsavingtoNetApp:$479,358infiscalfeesandapproximately$560,000i
n reduced man hours in the recruitment process.
 Case- 5

SELECTION TEST, TOOLS AND HUMAN

RESOURCE IN OIL AND GAS INDUSTRY

INTRODUCTION:

HR is a critical function in an organization, not only for its internal

activities but also for its growth and expansion. It plays a defining role
in ensuring that motivation levels stay high at work, which is essential
for an organization to grow. As these aspects are very closely tied to the
nature of work, HR function faces challenges that are very different
depending on the industry. A case in point is the oil and gas industry in
India. India’s Oil and Gas Industry has an interesting mix of Oil & Gas
companies from the public and private sector.

 Public Sector: Oil & Natural Gas Corporation (ONGC)

 Private Sector: Reliance Petroleum Limited (Reliance Industries
Limited)
OIL & NATURAL GAS CORPORATION (ONGC) :

ONGC is a public sector petroleum company in India, contributing more

than 79% of India’s crude oil and natural gas productions, ranking 3rd in
Oil & Gas Exploration & Production (E&P) Industry globally. ONGC is
the flagship company of India and making this possible is a dedicated
team of nearly 40,000 professionals.

Over 18,000 experienced and technically competent executives mostly

scientists and engineers from distinguished Universities / Institutions of
India and abroad form the core of the manpower.

The company has adapted progressive policies in scientific planning,

acquisition, utilization, training and motivation of the team.

HR Vision :"To build and nurture a world class Human capital for
leadership in energy business".

HR Mission: "To create a value and knowledge based organization by

inculcating a culture of learning, innovation and team working and
aligning business priorities with aspiration of employees leading to a
development of an empowered, responsive and competent human
capital.”
HR Objectives:

 To develop and sustain core values.

 To develop business leaders for tomorrow.
 To build and upgrade competencies through opportunities for
growth and providing challenges in the job.
 To foster a climate of creativity, innovation and enthusiasm.
 To enhance the quality of life of employees and their family.
 To inculcate higher understanding of ‘Service’ to a greater cause.
RELIANCE INDUSTRIES LIMITED (RIL) :

Reliance has the largest private sector oil and gas exploration and
production company in India, with one of the largest petrochemical and
oil refining complexes in the world.

Reliance Petroleum Limited (RPL) merged into Reliance Industries

Limited (RIL) effectively on September 19, 2002.

Exploration and production of oil and gas, petroleum refining and

marketing, petrochemicals form the core of RIL’s businesses.

RILs talent base, as on March 31, 2011, stands at 22,661 with an average
employee age of 41 years.

“People are central to Reliance’s growth strategy”. A large in-house pool

of intellectual capital is the driving force behind Reliance’s rapid
growth, and is one of its competitive advantages.

Reliance believes in “Growth in Commitments”: quality, research &

development, health, safety & environment, human resource
development, social responsibility & community development.
HR Objectives:

 Energizing and engaging the existing work force and creating an

exciting workplace, where every person can reach his or her full
potential.
 Building human competencies & capacities and continuous
personal development is critical to the continued growth and
success.
 Incorporating worlds best practices and processes and
reengineering existing processes and introducing new processes.
 Providing world-class exposure, growth opportunities and
competitive compensation packages.
 Achieving excellence in occupational & personal health and safety
of its employees across locations.
Selection tools

To help decide which applicant will end up being the best employee,
organization use a variety of tools that help predict future performance.
These selection tools are generally tests that the applicant takes and can
include ability tests, which measure the candidate’s ability on some
attribute that is needed omn the job.

Ability test can be used to measure general mental ability, psychomotor

ability, sensory ability, or physical abilty. Other common test includes
personality, integrity,job knowledge, situational judgement, and work
sample test. Although most selection n tools are tests, the common
selection tool is interview. Interviews can very greatly across companies.

Interviews can be very informal and unstructured or highly structured

with the same questions being asked of all job candidates and the
scoring clearly specified. Test and interviews are commonly used to
select employees, but other tools are used to screen applicants early in
the process. Early screening method includes scrutinizing resumes and
cover letters. Job applications and biographical data. Other screening
methods may be used later in the hiring process include medical and
drug test, background checks and reference check.

How do we decide which selection tools to use ?

There are atleast three clear criteria to consider-

First, is the tool able to distinguish good future performers from poor
future performers? This is also validity.

If a test or interview is not valid there is no point in using it the validity

of the test is usually depend on the nature of the job. Physical ability is
important for the job of roustabout but not for a petroleum engineer, we
find that structure interview that are based on an accurate job description
are always more valid than unstructured interview. second factor to
consider is the cost of the test. Cost can include development cost as
well as the costs of administering the test. Other things being equal a
cheaper test is always preferable to an expensive one. The third factor is
adverse impact.

The ideal selection of tools are needed to createminimal adverse impact.

SIMILARITIES (BETWEEN ONGC AND RIL):

1. HR Policies of both the Companies are directed towards the

betterment of the work-life of their employees.
2. Both the companies want to sustain their core values.
3. Both the Companies focus on Health and Security concerns of their
employees.
4. Both the Companies fulfill their Corporate Social Responsibilities
which one way or other becomes the factor of motivation for their
employees.
5. Both Companies focus on developing competencies and skills.
6. Internal promotions are into play in both the organizations.
7. Interest of workers aregiven importance in both the organizations.
8. HR Audits are done in both the organizations.
9. Team work is promoted in both the organizations.
DIFFERENCES :

1. MAIN FOCUS RELIANCE INDUSTRIES LTD:

Reliance Industries Ltd. Objective is to develop professionals.

To develop future approach in employees workforce HR policies and

aligning them with the Co. objectives.

Recruitment policy doesn’t prefer young talents as it considers age as a

build an efficient important factor workforce in future.

No Reservations.

Remuneration Pay scales , allowances depends on the and incentives are

performance, governed by the Dept. of responsibility and Public
Enterprise, GOI, accountability of the employee.

2. MAIN FOCUS ONGC :

Coaching is done often.
Development with changingenvironment.
Appraisal have guidelines set to Have special committee to recognize
employees.
Ensuring efficient delivery System of HR services to employees.
Public sector Organization do not have HR policies on employee any
control as friendly keeping in viewSatisfaction guidelines are set by the
employee needs. Dept. of Public Enterprise, GOI.
Industry Specific HR Functions :

Training: HR invests heavily in industry specific job training and safety

training.

Motivation: Field engineers stay in the oil rig, which is in isolated,

sometimes hostile locations for extended periods of time.

With respect to Field Engineers, HR policies focus on the following:

Flexible lateral movements are offered for employees to discover their

niche areas in the field.

Interactive sessions with the employees through contextual databases

and company sponsored offsite are facilitated to promote interpersonal
effectiveness and bring down the barriers to communication amongst a
diverse team of FEs.

Motivational work groups, discussion forums and close supervision

ensure that signs of de-motivation are detected early. This helps in
beating career blues and promotes a vibrant work place.

Appraisals & Reward Systems:

In addition to money, perks, incentives, vacations, etc which are

predominant motivators in the oil industry, the motivation at this level is
the increased responsibility and the leadership role associated with it.
Recruitment:

Physical stamina, reflexes, reaction time, mental physical and

psychological resilience are looked for in the candidates.

Sharing the experience:

University of Petroleum and Energy Studies annually holds Oil & Gas
HR Round Table, where each company shares its experiences.

Diversity:

The HR Departments policy of maintaining diversity at rigs helps

strengthening bonds amongst employees.

Indian Oil & Gas Industry:

HR Challenges: The oil and gas industry in India currently faces talent
shortage: The industry is likely to require around 25,000 additional
professionals in the next five years due to business growth and
retirement or attrition in the sector.

Attracting the right talent : Another cause for concern around the loss
of industry talent is that skill sets in this industry are highly specialized
and difficult to develop and acquire.

Maintaining the sex ratio is another challenge that oil and petroleum
sector companies face.
Aging workforce : In line with the global trend, the average age of
workforce in the Indian oil and gas sector is high. Around 50% of
employees have more than 20 years of experience, and the majority is
due to retire in the next 5–10 years. This is likely to significantly reduce
experienced talent in the oil and gas sector. The sector may also face
34% of employee retirement at the middle-management level.
 Case- 6
How “Blind Recruitment” Works And Why You
Should Consider It?
The hiring practice could result in a more diverse workforce and a better
bottom line.

Blind recruitment, the practice of removing personally identifiable

information from the resumes of applicants including their name,
gender, age, education, and even sometimes the number of years of
experience, is gaining popularity.

Organizations including, Deloitte, HSBC, the BBC, powerhouse law

firm Clifford Chance, and cloud-storage firm Compose Inc have
committed to the practice.

Blind recruitment is used to overcome unconscious bias and promote

diversity in the workforce, and it has gained an increasing foothold in
companies after a series of studies showed that people with ethnic names
needed to send out 50% more resumes before they got a callback than
job hunters with “white”-sounding names.
While the advantages of blind recruitment are obvious for applicants, it
doesn’t only benefit minorities, says Azmat Mohammed, director
general of the Institute of Recruiters. Mohammed says that companies
who initiate blind recruitment practices virtually always see a more
diverse workforce, which helps businesses overall.

“From research, it is clear that a more diverse workforce resembles your

customer base more accurately; it allows for different ideas from
different backgrounds. Bottom line, it is good for a business,”
Mohammed says. “A more diverse workforce makes more money,
they’re more profitable, they are more harmonious in terms of being a
team, so the benefits are all there.”

Case in point: Mohammed tells me about one of the first instances of

blind recruitment that occurred over 30 years ago in Toronto. In the
1970s, the Toronto Symphony Orchestra (TSO) was made up of almost
all white male musicians. The TSO recognized that they had a diversity
problem, so in 1980, they changed their hiring tactics when auditioning
prospective members.
“They put a screen in front of the actual people who were looking to hire
people in this orchestra, so all they heard was the music that was being
played–-and the decisions they made from that hiring method meant that
an all-white male orchestra moved to half-female, half-male, and with a
lot more diversity,” he says.“They got a brilliant result in terms of the
sound they wanted for their orchestra and, at the same time, the
diversity, which clearly was an issue and which is how they ended up
with an all-white male orchestra in the first place, was diverted.”

Mohammed says that when many people hear about the benefits of blind
recruitment and the TSO’s story, they are eager to adopt the process. Yet
he cautions that the practice needs to be implemented carefully in order
to be of maximum benefit. Heres the three steps he says every
organization should take if they want to begin blind recruitment.
 FIGURE OUT HOW FAR Y OU WANT TO
TAKE BLIND RECRUITME NT

The first step to blind recruitment is realizing it’s a process that needs to
be tailored to each organization. There’s no one-size-fits-all rulebook to
follow, so it’s up to you and your organization to choose how “blind”
you want to go. Some companies might want to omit names, gender,
ages, and education from an application, while others might want to only
omit information they believe their organization has a certain bias for.

“What you are trying to do by utilizing blind recruitment is get down to

the real basics about the job itself,” Mohammed says. “You’re after
finding a person who possesses the capabilities of doing the job, not
necessarily who that person is at this stage. That is the key behind it.”

In the TSO example, the only thing important to the orchestra was how a
person played, which the TSO recruiters could accurately judge just by
hearing them. For them, blind recruitment meant they could cut out
absolutely all other identifiable information, because only the music
mattered.
On the other hand, U.K. law firm Clifford Chance was interested in
recruiting young lawyers’ fresh out of school, but wanted to get away
from potential biases they held over whether people attended certain
universities in England. “They did name blind hiring, but what they also
decided to do is remove the university details of the applicants from
their resumes,” says Mohammed. “They weren’t interested in picking
so-called ‘elites’ from Oxford or Cambridge or whatever, they were only
interested in picking people who had the right kind of qualifications, and
not determining who to interview based on the university that the
qualification came from.”

Once you’ve determined the absolute necessities an applicant must

possess to fill the role, it’s easy to tell how far you want to go with blind
recruitment. As a loose rule, the things that have no bearing on a
person’s ability to competently carry out the job virtually always include
an applicant’s name, gender, age, sexual orientation, address, and
marital status, so these can all be blinded from the application process.
 CREATE PROCESSES THA T MATCH YOUR
BLIND RECRUITMENT CR ITERIA

Once you’ve decided what you can “blind” from the interview process,
you’ll need to go about creating processes that support those criteria. At
first look, this seems simple. While it’s easy to strip fields from
applications so prospective employees can’t enter their name or gender,
most blind recruitment processes will need to go further than that. After
all, blind hiring usually means you’ll not personally see or speak to the
applicant before you make the decision to hire them. How, then, can you
know if what they’ve written about their skills on an application truly
reflect their work potential?

“This is where process creation comes in,” says Mohammed. Those

processes usually involve designing a test an applicant can take that is
relevant to the job they are seeking. For the Toronto Symphony
Orchestra, that test was as simple as playing their instrument behind a
screen. Google uses blind recruitment tactics by making the applicant
take various psychometric and ability tests.
“Creating more of these processes and practical tests really gets into the
nuts and bolts of what it takes to do the job,” says Mohammed, and are
always better indicators of a person’s ability than what can be gleaned in
a face-to-face interview. “The information you get back reveals whether
this person is the right kind of mental fit, the right kind of ability fit, for
your organization—and this is all without taking any irrelevant
information into account, like their name or skin color, which might
otherwise bias our opinions of the person.”
 KNOW BIASES ARE SOME THING
EVERYONE HAS, AND TR AIN YOUR STAFF
APPROPRIATELY

Sometimes existing managers and employees at companies that initiate

blind recruitment can take the new process a bit personally. After all, no
one wants to believe they or their company had been biased in the past.
Mohammed says that’s why it’s important to educate and train your
staff, not only on the techniques of your blind recruitment processes, but
on the reasons for partaking in it in the first place.

“Everybody has bias,” Mohammed says. “I have bias, you have bias, and
we all have bias. This is not a criticism; its human nature–it’s how
people are wired. That’s the issue that management and staff need to
understand. It’s what blind recruitment is designed to help overcome.”

To get the optimal advantages from your blind recruitment processes,

it’s important to educate your staff–especially managers–how they can
recognize and overcome their own unconscious biases. After all, the new
hire won’t be “blind” to everyone for long—especially when they show
up for work that first day.
“For managers, there is training that they should be undergoing to at
least identify what their unconscious biases are through a series of tests,
which they can then learn how to manage effectively and recognize
when it might be kicking in.”

As for companies that might be put off blind recruitment because the
hiring process seems like a lot of work, Mohammed says that once you
have your blind recruitment goals and processes clearly defined, the
most time-consuming part is over, and most companies will be able to
hire a new employee via blind recruiting in no more time than traditional
recruiting takes.

“It’s quite an exciting thing for a company to do, to completely rethink

how it’s going to hire based on the things it needs, because ultimately
the business wants to do better,” Mohammed says. “That’s the whole
point of all this: to hire better people, the right people to make the
business move forward.”
 Case- 7
SECTOR-APPAREL
COMPANY NAME-PALMAL GROUP OF
INDUSTRIES
Palmal Group of Industries emerged as one of the pioneer in apparel
business in1984 from the soul initiative of late Engr. Nurul Haque
Sikder the former andfounder chairman and Managing Director of the
Group.Late Engr. Nurul Haque Sikder delegated the authority of
managing Director tohis beloved son Mr. Nafis Sikder in 2001. Since
then by the age of 21 years Mr.Nafis Sikder is holding the position of
honorable Managing Dire tor of the groupand the company runs very
smoothly under his dynamic leadership. Over aperiod of last 11 eleven
years the company business growth is more than 300%.Location of
corporate head Office:9/kha, Confidence center, Shahzadpur,Gulshan,
Dhaka-1212.Product: Knit fabric, all kind of Knitted garments.Total
Machine: 7000Area: 35500000 sft. Including production floor, store and
office.
TOTAL NUMBER OF EMPLOYEES

Category of Employee Number

Staff 1800 (Approx)
Worker 23000 (Approx)
Total 24800 (Approx)

Vision
To become the leading supplier their customer by delivering socially,
ethically and sustainable manufactured quality products which on time
delivery using ahighly efficient, co friendly and vertically integrated
manufacturing.

Mission
To satisfy and retain customer through employee involvement, team
work,personal excellence and integrating scientific approaches in their
quest to become the leading manufacturer of apparel products.
Assessment of the Job
The following things are to be assessed for a job:
Whether the work is difficult or not.
Whether experience is required or not.
What are the qualities needed for the work to be done?
When the work will be started?

Requisition of Recruitment
The concerned Department Head raise the requisition of recruitment
through the prescribed Recruitment Requisition Form with required
information and after that forward it to the Human Resources
Department. The Human ResourcesDepartment than complete its
formality and return it to the concern department.Last of all the concern
department submit the Recruitment Requisition Form to the Managing
Director for approval. The new appointments must be according to the
approved HR budget and must be approved by the Managing Director.

Receiving Applications

In the advertisement, potential and confident applicants are asked to

submit their applications along with their resume, certificates and other
necessary documents within a period of time. Then the HR department
receives all the resumes submit by the applicants.
Attracting Application

Palmal Group of Industries always circulates the job vacancies by

publishing advertisement in national newspapers. The newspapers that
are widely circulated get preference for accomplishing this task. For
circulating the publishing widely and effectively Palmal Group of
Industries chooses both Bangla and English dailies. The advertisement
includes name of the position, nature of work, age limits, educational
qualification, qualities and experience required for the job, job
responsibilities and duties, expected salary, place of the job etc.

Selection and Interview Process of Palmal Group of Industries

Selection is the second steps of Recruitment and selection process.

Selection is the process of choosing the best one among the number of
applicants. OMIC Management typically followed a standard pattern,
beginning with an initial screening, interview, presentation and
concluding with the final employment decision.
Initial Screening Interview

The first step in the selection process is the screening process. During
the initial screening process the Human resource manager describes the
job in detail so the candidates can consider seriously about applying.
After that Palmal Group of Industries HR Manager compiles the resume
and curriculum vitae from the applicants. The applicants may come to
the corporate office or he or she can post his or her documents by post.

Employment Tests

Employment tests are varies from job to job. Such as – for Marketing
Executive
recruitment the physical appearance or smartness get preference where
for HR
executive recruitment managing power gets priority.
Testing tools used by Palmal Group of Industries

Many employment tests exist in Palmal Group of Industries, but each

type of test has only limited usefulness. Each type of test has a different
purpose. Knowledge tests determine the information or knowledge of
the applicants. Palmal Group of Industries Management is able to
demonstrate that the knowledge is needed to perform the job.
Performance tests measure the activity of applicants to do the same part
of the work for which they are to be hired. Psychological tests measure
personality or temperament of the applicants. By conducting this test
Palmal Group of Industries management wants to know about the
applicant’s personality.Attitude and honesty tests are being used in the
same circumstances to learn about the attitudes of applicants and
employees toward a variety of job related subjects. Attitude tests are
being used to assess attitudes about honesty and presumably on the job
behavior. For finance department thistest is sometimes applied by
Palmal Group of Industries management. Medical tests determine the
physical fitness of the applicants. It measures whether the person is fit
enough to do the job or not. Power point presentation measures the
applicant’s communication skill and fluency in English.
Selection Interview

Palmal Group of Industries selection interview is a formal, in-depth

conversation conducted to evaluate an applicant’s acceptability. The
Management of PalmalGroup of Industries seeks to answers three broad
questions: Can the applicant dothe job? Will the applicant do the job?
How does the applicant compare withothers who are being considered
for the job? Selection interviews are the most widely used selection
technique. The popularity stems from their flexibility. Theycan be
adapted to unskilled, skilled, managerial, and staff employees. They also
allow a two-way exchange of information. Interviewers learn about the
applicant and the applicant learns about the employer.

Types of Interview conduct by Palmal Group of Industries

1) Individual Interview
The supervisor of the vacant position takes the interview. This time the
interviewee only face one person. This is often called individual
interview.
2) Group interview
The applicants may meet with two or more interviewers, allowing all the
interviewers to evaluate the individual on the same questions and
answers. And sometimes two or more applicants are interviewed
together by one or more interviewers. This is called group interview.

3) Unstructured interviews
Palmal Group of Industries management also applies the unstructured
interview. This interview allows Palmal Group of Industries
interviewersto develop questions as the interview proceeds. The
interviewer goes intotopic areas as they arise, trying to simulate friendly
conversation. This approach may overlook key areas of the applicant’s
skills or background.

4) Structured interviews
Sometimes management applies structured, or directive, interviews rely
on a predetermined set of questions. The questions are developed before
the interview begins and are asked of every applicant.
Verification of Reference and Educational Background

All sorts of certificates are to be checked by the HR service manger in

this stage.
At least two references are needed in order to verify applicants. After
verification
the reference and certificates the next is begin

Medical Check up

The section process also includes a medical evaluation of the applicant

before the hiring decision is made. Normally, the evaluation consists of a
health checklist that asks the applicant to indicate health and accident
information. All sorts of expenses in this regard are borne by Palmal
Group of Industries Management.

Supervisory Interview
The ultimate responsibility for a newly hired worker’s success falls to
the worker’s immediate supervisor. The supervisor is often able to
evaluate the applicant’s technical abilities. When supervisors make the
final decision, the employment function provides a supervisor with the
best prescreened applicants available. From those two or three
applicants, the supervisor decides whom to hire.

The Final Hiring Decision

Regardless of whether the supervisor or the HR department makes the

final hiring decision, hiring makes the end of the selection process,
assuming that the candidate accepts the job offer. To maintain good
public relations, Palmal Group of Industries management notifies
applicants who are not selected.
Learning outcomes

The major findings in the recruitment and selection procedure of Palmal

Group of Industries that are justified in my view are the recruitment
process of Palmal Group of Industries is mostly fair and Transparent
Palmal Group of Industries uses both Internal and external recruitment
channels. The concerned Department Head raise the requisition of
recruitment
through the prescribed Recruitment Requisition Form with required
information and after that forward it to the Human Resources
Department. The Human Resources Department than complete its
formality and return it to the concern department. Last of all the concern
department submit the Recruitment Requisition Form to the Managing
Director for approval. In order to attract the applicants an
advertisementin the national newspaper is publishing. Then the HR
Department collects the Resume or Curriculum Vitae and filed it.No
discrimination against the applicant on the basis of sex, color,
region,race, age, national origin or any other factor.
The Company always tries to find out the best people for
recruiting.Palmal Group of Industries management always prefers the
people whohave already completed the Bachelor or Masters in any
recognized public or private universities. minimum requirement of two
references is needed in order to verify the applicants.
But if any one of the applicants applies any sorts of persuasive measure
it will be treated as disqualification. It does arrange orientation program
for the new employees. Palmal Group of Industries recruitment
circulation gives through of newspaper and website. Palmal Group of
Industries management follows a standard procedure inthe selection
process.The Management always tries it best to find the best and suitable
person for employment. Palmal Group of Industries. does type of the
tests are as follows Knowledge tests, Performance tests, Psychological
tests, Attitude andhonesty tests ,Medical tests , Power point presentation.
Palmal Group of Industries arrange limitation amount of training for
professional and personal development of the employee.
SUMMARY

Palmal Group of Industries never carry cultural behaviour test,

achievement test, aptitude test etc.In Palmal Group of Industries the job
applicants’ age is limited from 22yrs to 32, management are not
interested to hire people who are more than 35 years. Sometimes Palmal
Group of Industries do not arrange orientation program for fresh
employee. Sometimes applicants who are referred by the top level
management gets some more favor form the recruiting board.. Salary
level for the entry level employee is not at satisfactory level comparing
with others.
CONCLUSION
This requires a sharp business focus from HR professionals and the
delivery of high quality HR systems that are integrated into the
organization strategy andoperations. The study “Recruitment and
Selection Procedure of Palmal Group ofIndustries” under HR revealed
that employees are the most valuable resources for the progress of the
organization. For the development of these valuable resources there are
many factors involved. In this regard “Recruitment and Selection
Procedure” play the most important role. To increase the productivity of
anorganization effective & dynamic recruitment and selection procedure
is essential. Palmal Group of Industries practices a progressive
recruitment and selection procedures. HR officers of Palmal Group of
Industries are now expected to work beyond the boundaries of contracts
and policies to contribute directly to the operation and success of the
business.