INTRODUCTION TO TOPIC

All organizations are basically human organizations. They need people to carry out
the organizational mission, goals and objectives. Every organization needs to recruit
people. The recruitment policy should, therefore, address itself to the key question;
what are the personnel/human resource requirements of the organization in terms of
number, skills, levels etc to meet present and future needs of production and
technical and other changes planned or anticipated in the next years.

Recruitment: -

Recruitment is the process of searching for prospective employees and stimulating

them to apply for jobs in the organization. To recruit means to enlist, replenish or
reinforce. It refers to the process of bringing together prospective employees and
employer with a view to stimulate and encourage the former to apply for a job with
the latter. The primary purpose of recruitment and selection is to achieve one desired
aim i.e. picking the right person for the right jobs.

The recruitment process begins when an employee is to be transferred or promoted

to another post, notice of resignation or dismissal is given or retirement is planned.
The five keyways to develop top quality people:

 Recruitment-getting the right people in the right job

 Developing people-through training & development.
 Monitoring-to ensures long-term development and performance.
 Developing Managers-ensuring that these key people are delivering what the
organization requires.
 Managing for performance- techniques that ensure top quality performance.
Recruiting is the process of discovering potential candidates for actual or
anticipated organizational vacancies.

Definitions
“A process to discover the sources of man power to meet the requirements of
the staffing schedule and the employ effective measures for attracting that man
power in adequate numbers to facilitate effective selection of an efficient work
force.”
Yoder
“The process of searching for prospective employees and stimulating them to
apply for jobs in the organization.”
Edwin B. Flippo
Recruitment is the development and maintenance of adequate manpower
resources. It involves the creation of a pool of available labour upon whom the
organization can draw when it needs additional employees .Recruitment refers
to the attempts of getting interested applicant and creating a pool of prospective
employee so that the management can select the right person for the job from
this pool. Recruitment is positive process as its attracts suitable applicants to
apply for available jobs.
 IMPORTANCE OF RECRUITMENT

 To determine the present and future of the firm in conjunction with its
personnel planning na job analysis activities.
 To increase the pool of candidates at minimum cost.
 To help t increase the success rate of the selection process by reducing the
number of visibly underqualified or overqualified job applicants.
 To help to reduce the probability that job applicants once selected leave the
organisation after a short period of time.
 To meet the organization social and legal obligation regarding the
composition of workforce
 To begin identifying and preparing potential job applicants who will be
appropriate candidates.
 To increase organizational and individual effectiveness in short term and
long term
 Job Analysis Employee
Human
Resource Requirement
planning

Application
Job Recruitment Searching --
000
vacancies Planning source Pools
Activation

Screening
Potential Hires job
select Strategic Development

Application
Population

Recruitment Process Evaluation Control

Recruitment Process
Job Analysis
Determination of human resource or manpower requirement is one of the most
important problems in human resource or manpower planning. Manpower is
concerned with the determination of requirements of manpower for the
organization both in terms of quantity and quality. The quantitative aspect
deals with determining the total amount of work to be done in a particular
period of time and the total number of people required to do the work. But the
type of people to be employed for doing the work comes under qualitative
aspect of manpower requirements. The process by which qualitative
requirement are determined is known as Job Analysis.
Job Analysis is a detailed and systematic study of job to known the nature
and characteristics of people to be employed for each job .It is a process of
discovering and identifying the pertinent information relating to the nature of
specific job .It is te determination of the tasks which comprise the job and of
the skills, knowledge, abilities and attitude required of the worker for
successful performance of the job.

Human Resource: Job Analysis represents the qualitative aspect of human

resource requirement since it determines the demand of a job in terms of
responsibilities and duties and then translates these demands in terms of
skills,qualities and other human attributes. It helps in determining the numbers
and kinds of jobs and qualifications needed to fill these jobs. Its is job analysis
which reveals what an average person can do on a Job in a day.It facilitates the
division of work into different jobs which is an essential element of efective
manpower panning.
Human Resource Planning is the process by which an organization ensures
that it has the right number and kind of people, at the right place ,at the right
time, capable of effective and efficiently completing those tasks that will help
the organization achieve its overall objective.

Recruitment planning
 First step is translation of job in terms of-
 Number of employees
 Type of employees
This may vary according to requirement of the concern. Organizations plan
to attract more applicants than they will hire. some of those contacted will be
uninterested , un qualified or both. Each time a recruitment programmed is
contemplated, one task is to estimate the number of applicants necessary to fill all
vacancies with qualified people.
Type of applicants means the qualifications and experience expected.
These details are available through job description and job specification.

Strategy Development
It includes the decision regarding the following things.
 ‘Make’ or ‘Buy’ It means whether to hire the less skilled persons and to
invest on training and education programmes, or they can hire the skilled labour and
professionals.
 Technlogical Sophistication(techonology to be used) -> it means which
method of recruitment and selection to be used. The decision is influenced by
vailable technology.
 Geographical distribution(where to look) -> it refers to wheter to hire people
locally, from national market or internationally.
 Sources of recruitment (sources of recruitment) -> as there are two types of
sources internal and external sources. This depend on the need of the organisation.
 Sequence of activities (when to look) -> this refer to when to look for
candidate . this is basically depended on the time required to hire the competent
employees for organisation

Searching- It includes the two steps- (i) Source activation, (ii) selling. Source
activation means the issuance of requisition by the head of department to HR
department about the requirement of personnel in that very department.
Selling is a second issue to be addressed in the searching process
concerns communications. Employment advertisement is given to candidates
through different media.
Screening- The purpose of screening is to remove from the recruitment process
those applicants who are visibly unqualified for the job Effective screening can save
a great deal of time and money.
Evaluation and control It is necessary a considerable costs are incurred on the
recruitment process. It helps to know whether the recruitment methods used are
valid and whether the recruitment process itself is effective.
 Evaluation is considered to be important as the following costs are involved in the
recruitment Process :-
 Salaries for recruiter.
 Management and professional time spent on preparing job description, job
specifications, advertisement, agency liason and so forth.
 Cost of advertisements or other recruitment methods, i.e agency fees.
 Cost of producing supporting literature.
 Recruitment overheads and administrative expenses.
 Costs of overtime and outsourcing while the vacancies remain unfilled.
 Cost of recruiting suitable candidates for the selection process.

Forms of Recruitment

The organisations differ in terms of their size, business, processes and practices. A
few decisions by the recruitment professionals can affect nature of the productivity
and efficiency of the organization. Organisations adopt different forms of
recruitment practices according to the specific needs of the organization. The
organisations can choose either centralized or decentralized forms of recruitment,
which is explained below:

 Centralized Recruitment
The recruitment practices of an organization are centralized when the HR /
recruitment department at the head office performs all functions of recruitment.
Recruitment decisions for all the business verticals and departments of an
organization are carried out by the one central HR (or recruitment) department. (i.e
HR deptt) Centralized from of recruitment is commonly seen in government
organisations.

Benefits of the centralized form of recruitment are:

 Reduces administration costs
 Better utilization of specialists
 Uniformity in recruitment
 Interchangeability of staff
 Reduces favoritism
 Every department sends requisitions for recruitment to their central
office
 Decentralized Recruitment
Decentralized recruitment practices are most commonly seen in the case of
conglomerates operating in different and diverse business areas. With diverse and
geographically spread business areas and offices, it becomes important to understand
the needs of each department and frame the recruitment policies and procedures
accordingly. Each department carries out its own recruitment. Choice between the
two will depend upon management philosophy and needs of particular organization.
In some cases combination of both is used. Lower level staffs as well as top level
executives are recruited in a decentralized manner.
 SOURCES OF RECRUITMENT

Transfer Advertisement
External Sources

Campus Recruitment
Internal Sources

Promotion

Employee Referral
Labor Contractor
Retired or Retrenched
Employee Educational Institute
Dependant of Present
Employment exchange
 Unsolicited Application

E-Recruitment

Consultant

Walk-In

Internal sources
1.Transfer-The employees are transferred from one department to another
according to their efficiency and experience to fill the vacant position the
organization. It involves the Shifting of an Employee from one job to another
job. One department to another or from one shift to another. Transfer is a good
source of filling vacancies with employee from overstaffed department or shifts
2. Promotions-The employees are promoted from one department to another
with more benefits and great responsibility based on efficiency and experience.
Its leads to Shifting an employee to a higher position, Carrying higher
responsibilities, facilities, Status and pay many companies follow the practice
of filling higher jobs by promoting employees who are considered fit for the
such positions. Filling vacancies in higher jobs from within the organization
has the benefit of motivating the existing employees.
3.Employee Referrals- Employee referrals are the candidates/applicants
recommended by the current employees. Current employees recommend those
candidates whose performance and behavior are known to them as well as
suitable to the job and organizational needs. This helps the organization to get
high quality applicants.
4. Retired and Retrenched Employees- may also be recruited once again in
case of shortage of qualified personnel or increase in load of work. Recruitment
such people save time and costs of the organizations, as the people are already
aware of the organizational culture and the policies
5. Dependents of Deceased, Disabled and Present Employee- some
organization With a view to developing the commitment and loyalty of not only
the employee but also his family member and to build up the image provide
employment to the dependent(s) of deceased, Disabled and present employees.
Such organization find this source as an effective source of recruitment.

External Sources
1. Advertisements - Advertisements of the vacancy in newspapers and
journals are generally used when qualified and experienced personnel are not
available from other sources. Most of the senior position in industry as well as
commerce are filled by this method.
2. Campus Recruitment- Different type of organisation like industry,
business firm, service organization, social or religious organization can get
inexperienced candidates of different types from various educational
institutions like colleges and universities imparting education in Science,
Commerce, Arts, Medicine, Management Studies etc, are trained candidates in
different disciplines like vocational, engineering, medicine from the training
institutes for Engineers etc. Organisations seeking to recruit the candidates
from this source can directly contact the institutes either in person or by Post
and stimulate the candidate to apply for the jobs.
3. Employment Exchanges - Government establishes public employment
exchanges throughout the country. These exchanges provide job information to
job seekers and help employers in identifying suitable candidates. Employment
Exchange run by the Government are regarded as a good source of recruitment
for unskilled, semiskilled and skilled operative jobs
4. Labour Contractors – Labour contractors are an important source of
recruitment in some industries in India. Workers are recruited through labour
contractors who are themselves employees of the organization. The
disadvantage of this system is that if the contractor leaves the organization, all
the workers employed through him will also leave.
5. Unsolicited Applicants - Many job seekers visit the office of well-
known companies on their own. Such callers are considered nuisance to the
daily work routine of the enterprise. But can help in creating the talent pool or
the database of the probable candidates for the organization.
6. Consultant- Manage consultancy firms help the organization to recruit,
technical ,professional and managerial personnel .They specialize in middle
level and top level executive placements. they maintain data bank of persons
with different Qualifications and skills and even advertise the jobs on behalf
their client to receuit right type of personnel.
7. E-Recruitment- Many big organization use internet as a source of
recruitment. They advartise the job vacancies through the world wide web
(www).The job seekers send their applications or curriculam vitae, i.e, CV,
through e-mail using the internet.
8. Walk-In- The busy organizations and the rapid changing companies do
not find time to perform various function of recruitment. Therefore, they advise
the potential candidates to attend for an interview directly and without a prior
application on a specified date, time and at a specified place. The suitable
candidate from among the interviewees will be selected for appointment after
screening. The candidates through tests and interviews.
Selection
Selection is the process of picking individual (out of pool of job
applicants) with the requisite qualifications and competence to fill jobs in the
organization. Selection refers to differentiating between employees in order to
identify and hire those with a greater likelihood of success in a job.

Selection as a Source of Competitive Advantage

The role of selection in an organization’s effectiveness is crucial for at least two
reason
 Work performance depends on individuals. The best way to improve
performance is to hire people who have the competence ad the willingness to work.
 Cost incurred in recruiting and hiring personnel speaks the volumes about
the role of selection. Wrong selection means wastage of financial resources of the
organization.

Organization For Selection

Selection process is carried out by the Human resource department because of
following reasons: -
 It easier for applicants to send applications to centralized department.
 It facilitates contact with applicants because issues pertaining to
employment can be cleared through one central location.
 It helps operating managers to concentrate on their operating
responsibilities.
 It can provide better selection because specialist does hiring.
 The applicant is better assured of consideration for a greater variety of jobs.
 Hiring costs may be cut because duplication of effort is minimized.
 With increased regulation on the selection process, it is important that
people who know about these rules handle a major part of the selection
process.

Selection Process

Preliminary Interview

Application Blank
 R

E Employment Tests

E
Selection Interview
C

T
Medical or Physical Examination
I

N Checking Reference

Final Selection

SELECTION PROCEDEURE

The selection procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps and stages. The objective
of selection process is to determine whether an applicant needs the qualification for
a specific job and to choose the applicant who is most likely to perform in that job.
The hiring procedures not a single acts but it is essentially a series of methods or
steps or stages by which additional information is secured about the applicant. At
each stage, facts may come to light, which lead to the rejection of the applicant. A
procedure may be considered to a series of successive hurdles or barriers, which an
applicant must cross.

These are indented as screens and they are designed to eliminate an unqualified
applicant at any point in this process. That technique is known as the successive
hurdle technique. Not all selection process includes all these hurdles. The
complexity of process usually increases with the level and responsibility of the
position to be fulfilled.

A well-organized selection procedure should be designed to select sustainable

candidates for various jobs. Each step in the selection process should help in getting
more and more information about the candidate. There is no idle selection procedure
appropriate for all cases.

Steps in the selection process:

 Preliminary Screening
 Application Blank
 Employment Tests
 Selection Interview
 Medical or Physical Examination
 Checking Reference
 Final Approval
Preliminary Screening:
This is essentially to check whether the candidate fulfills the minimum qualification.
The preliminary interview is generally quite brief. Its aim is to eliminate the
unsuitable candidate. The job seekers are received at the reception counter of the
company. The receptionists or other official interviews the candidates to determine
whether he is worthwhile or the candidate to fill up the application blank. Candidates
processing the minimum qualification and having some chances of being selected
are given the prescribed application form known as application blank.

Application Blank:

The candidates are required to give full information about their age, qualification,
experience, family background, aptitude and interests act in the application blank.
The application blank provides a written record about the candidate. The application
form should be designed to obtain all relevant information about the candidates. All
applications received from the candidates are carefully scrutinized. After the
scrutiny more suitable candidates among the applicants are short-listed for written
tests and others are rejected.

Employment Tests:

Candidates are asked to appear for written or other tests. Tests have become popular
screening devices. These tests are based on the assumption that human traits and
work behaviors can be predicted by sampling, however tests are not fully reliable
and they also involve time and money. Test is more useful in identifying and
eliminating unsuitable candidates therefore should be used only as supplements
rather than an independent technique of selection. The main types of tests are:

 Intelligence tests
 Aptitude Test
 Interest Test
 Personality Test
 Dexterity Test
 Selection Interview:

It involves a face-to-face conversation between the employer and the candidate; the
selector asks a job related and general questions. The way in which a candidate
responds to the question is evaluated. The objectives of the interview are as
following:

 To find out the candidate’s overall suitability for the job.

 To cross-check the information obtained through application blank and tests,
and
 To give an accurate picture of the job and the company.

Interview is the most widely used step in employee selection. However, interview
suffers from several drawbacks:

Firstly, it is a time consuming and expensive device. Secondly, it can test only the
personality of the candidate and not his skill for the job. Thirdly, the interviewer
may not be an expert and may fill to extract all relevant information from the
candidate. Fourthly, the personal judgment or bias of the interviewer may make the
result of the interviews inaccurate.

Interview should be properly conducted in a proper physical environment. The

interview room should be free from noise and interruptions. The environment should
be confident and quite. People generally talk freely and frankly when there is
privacy and comfort. Therefore, candidates should be put at ease. The interviewer
should pay full attention to what the candidates have to say.

Medical or Physical Examination:

 Candidates who are found suitable after interview are called for physical
examination. A Panel of doctors to insure that they are healthy and physically fit for
the job does a medical check-up of such candidates. A proper medical examination
will also ensure that the candidates selected do not suffer from any serious desirous
which may create problems in future.

Checking Reference:

Generally, every candidate if required to state in the application form, the name and
address of at least two responsible persons who know him. The reference may not
give their Frank opinion unless promises made that in all information will be kept
strictly confidential. Moreover the information given by them may be biased in the
form of candidate.

Final Approval:

The candidates who are found suitable after the medical check-up and background
investigation are formally appointed by issuing appointment letter to them. They are
asked to join duty by the specified date. No selection procedure is foolproof and the
best way judge a person is by observing him working on the job. Candidate who
gives satisfactory during the probationary period are made permanent.

Barriers To Effective Selection

Perception
Our inability to understand other accurately is probably the most fundamental
barrier to selecting the right candidate.
Fairness
Fairness in selection requires that no individual should be discriminated against on
the basis of religion, region, race or gender. But the low numbers of women and
other less privileged sections of the society often face discrimination.
Validity
Validity is a test that helps predict job performance of an incumbent. A test that has
been validated can differentiate between the employees who can perform well and
those who will not. A validated test does not predict job success accurately.
Reliability
A reliable method is one, which will produce consistent results when repeated in
similar situations. Like a validated test, a reliable test may fail to predict job
performance with precision.
Pressure
Pressure is brought on the selectors by politicians, bureaucrats, relatives friends and
peers o select particular candidates.

Recruitment – A challenging Task

The major challenges faced by the HR in recruitment are:
 Finding the best Source for Recruitment - This is the most important step
of recruitment process and even a challenging task for the recruiter as number
of sources available he has to find the best one which can help him to find the
best talent for his organization at cheapest rate.
 Matching Job Description to Resumes - This is also a challenge for
recruiter to shunt the resume and select only those which matches with job
description. If he fails to it he is never going to obtain the best talent for the
organization.
 Find the best one- this is the most crucial challenge for the recruiter. When
number of person with same qualification and ability appears before recruiter
he has to make right decision which to select or not. Right candidate selection
becomes difficult due to organizational differences, cultural differences and
attitude of person. He has to find the best one who can perform the job in
perfect manner.
 Adaptability to Globalization – The HR professionals are expected and
required to keep in tune with the changing times, i.e. the changes taking place
across the globe. HR should maintain the timeliness of the process
 Lack of Motivation – Recruitment is considered to be a thankless job. Even
if the organization is achieving results, HR department or professionals are not
thanked for recruiting the right employees and performers.
 Process Analysis – The immediacy and speed of the recruitment process are
the main concerns of the HR in recruitment. The process should be flexible,
adaptive and responsive to the immediate requirements. The recruitment
process should also be cost effective.
 Strategic Prioritization – The emerging new systems are both an
opportunity as well as a challenge for the HR professionals. Therefore,
reviewing staffing needs and prioritizing the tasks to meet the changes in the
market has become a challenge for the recruitment professionals.
 Hurdles in way of Recruitment – there are many factors, which act as
hurdles in the way of recruiter. Recruiter has to be more conscious in order to
identify them. These hurdles may be in the form of fake profile, dropouts, face-
to-face interview, and telephonic interview sometime not able to get the
required results. Some people we feel competent for the organization do not
want to join the organization.
 Technological Sophistication – with the passage of time new technologies
are coming. This is the era of technology. Technology helps the recruiter in
doing their work more easily and in cost effective manner. But this is also a
challenge for the recruiter to keep in touch with those technologies, as it is not
easier to learn about the all-new technologies.

Overcoming Recruitment Difficulties

. Some of the solution to overcome recruitment difficulties are as follows-
 Appointing people who have potential to grow but don’t currently have all
that’s required.
 Taking account of a broader range of qualities, such as personal skills
instead of qualifications, when considering candidates.
 Redefining the job (for example, responsibilities, grade)
 Increasing starting salaries or benefits package
 Bounty payments to staff for introducing candidates
 Offering flexible working
 Using the employer brand as a recruitment tool
 Providing additional training to allow internal staff to fill posts
 Changing the way work is organized (for example, into teams)
 Attracting and recruiting boomerang hires (where employees return having
left the organization)
 Providing a realistic job preview
 Recruiting in foreign countries and bringing staff here
 Giving golden hellos (providing an incentive to take the job)

Recent Trends in Recruitment and Selection

1) Bigger Paychecks -> as with a change in time now employers are ready to
pay more to required talent for the organization as now they have understood the
relevance of employees in the organization. So now employer are ready to pay
higher to make the job more attractive and to hire the best one.
2) Flexible Work Arrangements -> flexible Work arrangement often called
flexi timings are on the rise. Now employers offer flexible work plans — usually
alternative schedules (shifted start and quit times), condensed workweeks or
telecommuting. By doing this they are able to attract people who are already
working and cannot spend the whole day in one organization.
3) Online Candidate Screening -> This is expected that online candidate
screening will grow in the near future, and not only the use of qualifying pre-
application questions, but full-blown searching of social networking sites and search
engine checks. As now every professional is becoming computer literate. So there is
more chance of increase in this kind of activity.
4) Retiree Rehiring -> Now the time has changes and companies are showing
interest in rehiring those who are retired Because of companies remain pressured
from the loss of more experienced workers. As the trend of hiring former employees
increasing companies are getting benefit from that and even retired person getting
employment. So it’s going to be useful for the both parties. Some employers are
even planning to increase the retiring age of employees in the organization so that
competent employees can stay long in the organization.
5) Recruiting Diversity Workers -> Now the employers have no problem in
hiring diversity workers. They are ready hire new pass out from the universities/
colleges, hiring retired person, and women. Instead of hiring one special category of
employees employers are interested in hiring diversity workers this is showing that
these days employers are more interested in hiring competent employees despite that
they have to manage diversity in the organization.
6) Freelance or Contract Hiring -> As the cost of recruitment is on rise
employers are trying to find more and more suitable source to there organization. It
is found that the trend of freelance and contract hiring will be on rise in near future.
That is going to help the recruiter to find more competent employees at lesser cost.
7) Perks and Benefits -> Perks and Benefits will receive more attention from
companies wanting to remain competitive in attracting and keeping workers. In light
of rising healthcare costs companies plan to offer more comprehensive or better
health benefits to employees in 2008. Some companies are planning to enhance or
add perks such as bonuses, discounts, company cars, stock options, free childcare,
educational reimbursement, transit passes and wellness programs. The main reason
behind these increases as now it is becoming difficult to attract more competent
employees towards your organization. Only giving more and more attractive
package to the employees can help the recruiter to hire the best one for their
organizations.
8) More Promotions and Career Advancement Opportunities -Now days
each candidate want more promotions and career advancement opportunities.
Nobody wants to stick with one position for his or her whole work life. Keeping in
mind this now companies are ready to provide more promotions and career
advancement opportunities in 2008. More than half of workers stated that a
company’s ability to offer career advancement is more important than salary, so
employers are taking action to carve out career paths for employees.
The biggest challenge for a recruiter is not to hire the best one for the
organization but to retain that best one in organization. So he has to provide such
growth and promotion opportunity to employees as this factor effect to satisfaction
level of employees at most.
9) Training Program for the Employees -> these days recruiter has realized that
cost and time required for the recruitment is increased even there is always fear of
failure of recruitment process. So recruiters are emphasizing on the training
programs for the existing employees so they can occupy different position the
organization and handle different kind of responsibilities. By small spending on
training programs recruiter can save the cost of recruitment and induction.
10) Campus Recruitment -> these days campus recruitment is becoming very
popular among recruitment. As recruiter are showing more interest in the new
comers. The difference between new comers and experienced one is decreasing.
Now fresher are taken equally competent as experienced one. Many multi national
companies are hiring new pass out. As they feel young talent can help them to reach
new height. Where experience can complement the young talent.
11) Outsourcing ->In India, the HR processes is being outsourced from more than a
decade now. A company may draw required personnel from outsourcing firms. The
outsourcing firms help the organization by the initial screening of the candidates
according to the needs of the organization and creating a suitable pool of talent for
the final selection by the organization. Outsourcing firms develop their human
resource pool by employing people for them and make available personnel to
various companies as per their needs. In turn, the outsourcing firms or the
intermediaries charge the organizations for their services.
Advantages of Outsourcing are:
1. Company need not plan for human resources much in advance.
2. Value creation, operational flexibility and competitive advantage
3. Turning the management's focus to strategic level processes of HRM
4. Company is free from salary negotiations, weeding the unsuitable
resumes/candidates.
12) Poaching/Raiding ->“Buying talent” (rather than developing it) is the latest
mantra being followed by the organisations today. Poaching means employing a
competent and experienced person already working with another reputed company
in the same or different industry; the organisation might be a competitor in the
industry. A company can attract talent from another firm by offering attractive pay
packages and other terms and conditions, better than the current employer of the
candidate. But it is seen as an unethical practice and not openly talked about. Indian
software and the retail sector are the sectors facing the most severe brunt of
poaching today. It has become a challenge for human resource managers to face and
tackle poaching, as it weakens the competitive strength of the firm.
13) E-Recruitment ->Many big organizations uses Internet as a source of
recruitment. E- recruitment is the use of technology to assist the recruitment process.
They advertise job vacancies through worldwide web. The job seekers send their
applications or curriculum vitae i.e. CV through e-mail using the Internet.
Alternatively job seekers place their CV’s in worldwide web,
which can be drawn by propective employee requirement pending upon their re
Advantages of recruitment are:
o Low cost.
o No intermediaries
o Reduction in time for recruitment.
o Recruitment of right type of people.
o Efficiency of recruitment process

14). Head Hunting-> Headhunting refers to the approach of finding and attracting
the best-experienced person with the required skill set. Headhunting involves
convincing the person to join your organization. Headhunters are third-party
recruiters often retained when normal recruitment efforts have failed.
Headhunters are generally more aggressive than in-house recruiters. They may use
advanced sales techniques, such as initially posing as clients to gather employee
contacts, as well as visiting candidate offices. They may also purchase expensive
lists of names and job titles, but more often will generate their own lists. They may
prepare a candidate for the interview, help negotiate the salary, and conduct closure
to the search. They are frequently members in good standing of industry trade
groups and associations. Headhunters will often attend trade shows and other
meetings nationally or even internationally that may be attended by potential
candidates and hiring managers.

Some Recruitment Tips

Finding the best possible people who can fit within your culture and contribute
within your organization is a challenge and an opportunity. Keeping the best people,
once you find them, is easy if you do the right things right. These specific actions
will help you with recruiting and retaining all the talent you need.
Improve Your Candidate Pool When Recruiting Employees
Companies that select new employees from the candidates who walk in their door or
answer an ad in the paper or online are missing the best candidates. They're usually
working for someone else and they may not even be looking for a new position.
Here are steps to take to improve your candidate pool.
 Invest time in developing relationships with university placement offices,
recruiters and executive search firms.
 Enable current staff members to actively participate in industry professional
associations and conferences where they are likely to meet candidates you may
successfully woo.
 Watch the online job boards for potential candidates who may have resumes
online even if they're not currently looking.
 Use professional association Web sites and magazines to advertise for
professional staff.
The key is to build your candidate pool before you need it.

Hire the Sure Thing When Recruiting Employees

Bruce N. Pfau and Ira T. Kay, authors of The Human Capital Edge are convinced
that you should hire a person who has done this "exact job, in this exact industry, in
this particular business climate, from a company with a very similar culture."
They believe that "past behavior is the best predictor of future behavior" and suggest
that this is the strategy that will enable you to hire winners. They say that you must
hire the candidates whom you believe can hit the ground running in your company.
You can't afford the time to train a possibly successful candidate.

Look First at In-House Candidates

Providing promotional and lateral opportunities for current employees positively
boosts morale and makes your current staff members feel their talents, capabilities,
and accomplishments are appreciated. Always post positions internally first. Give
potential candidates an interview. It's a chance for you to know them better. They
learn more about the goals and needs of the organization. Sometimes, a good fit is
found between your needs and theirs.

Be Known as a Great Employer

Paul and Kay make a strong case for not just being a great employer, but letting
people know that you are a great employer. Take a look at your employee practices
for retention, motivation, accountability, reward, recognition, and flexibility in
work-life balance, promotion, and involvement. These are your key areas for
becoming an employer of choice. You want your employees bragging that your
organization is a great place to work. People will believe the employees before they
believe the corporate literature.

Involve Your Employees in the Hiring Process

You have three opportunities to involve your employees in the hiring process.
 Your employees can recommend excellent candidates to your firm.
 They can assist you to review resumes and qualifications of potential candidates.
 They can help you interview people to assess their potential "fit" within your
company.
Organizations that fail to use employees to assess potential employees are
underutilizing one of their most important assets. People who participate in the
selection process are committed to helping the new employee succeed. It can't get
any better than that for you and the new employee.

Pay Better Than Your Competition

Yes, you do get what you pay for in the job market. Survey your local job market
and take a hard look at the compensation people in your industry attract. You want
to pay better than average to attract and keep the best candidates.
It's not. Employers are always interested in getting employees cheaply. It's a bad
practice. Did I say, "You do get what you pay for in the job market?" Sure, you can
luck out and attract a person who has golden handcuffs because they are following
their spouse to a new community or need your benefits.
But, they will resent their pay scale, feel unappreciated, and leave you for their first
good job offer. Employee-replacement costs that range from two to three times the
person's annual salary. It is like you do get what you are willing to pay for in the job
market?

Use Your Benefits to Your Advantage In Recruiting Employees

Keep your benefits above industry standard and add new benefits as you can afford
them. You also need to educate employees about the cost and value of their benefits
so they appreciate how well you are looking out for their needs.
Treasured currently by employees are flexibility and the opportunity to balance work
with other life responsibilities, interests, and issues. You can't be an employer of
choice without a good benefits package that includes standard benefits such as
medical insurance, retirement, and dental insurance.
Employees are increasingly looking for cafeteria-style benefit plans in which they
can balance their choices with those of a working spouse or partner. Pfau and Kay
recommend stock and ownership opportunities for every level of employees in your
organization. I like profit sharing plans and bonuses that pay the employee for
measurable achievements and contributions.

Hire the Smartest Person You Can Find

In their recent book, First Break All the Rules: What the World's Greatest
Managers Do Differently, Marcus Buckingham and Curt Coffman recommend
that great managers hire for talent. They believe that successful managers believe:
"People don't change that much. Don't waste time trying to put in what was left out.
Try to draw out what was left in. That is hard enough."
If you're looking for someone who will work well with people, you need to hire an
individual who has the talent of working well with people. You're unlikely to train
missing talents into the person later. You can try, but then, you are not building on
the employee's strengths, which 80,000 managers, via Gallup's research, highly
recommend.
The recommendation? Hire for strengths; don't expect to develop weak areas of
performance, habits, and talents. Build on what is great about your new employee in
the first place.

Use Your Web Site for Recruiting

Your Web site portrays your vision, mission, values, goals, and products. It is also
effective for recruiting employees who experience a resonance with what you state
on your site. Do create an employment section, which describes your available
positions and contains information about you and why an interested person might
want to contact your company. A recruiting Web site is your opportunity to shine
and a highly effective way to attract candidates today.
Check References When Recruiting Employees
The purpose of this section is to keep you out of trouble with the candidates you are
seeking and selecting and the employees you currently employ. You really need to
check references carefully and do background checks.
In the litigious society in which we live (don't even ask me what percentage of the
world's lawyers reside in the United States of America) you need to pursue every
avenue to assure that the people you hire can do the job, contribute to your growth
and development, and have no past transgressions, which might endanger your
current workforce. In fact, you might be liable if you failed to do a background
check on a person who then attacked another in your workplace.

Conclusion: Start With These Recommendations

Each organization has to start somewhere to improve recruiting, hiring, and retention
of valued employees. These ideas can help your organization succeed and grow;
they create a workplace that will meet both your needs and the needs of your
potential and current employees.
INDUSTRY PROFILE
BPO categories are front-office customer services (such as tech support) and back-
office business functions (such as billing).
The following are BPO advantages:

 Business process speed and efficiency are enhanced.

 Employees may invest more time in core business strategies to bolster
competitive advantage and enhance value chain engagement.
 Organizational growth increases when capital resource and asset expenditures
are not required, which averts problematic investment returns.
 Organizations are not required to invest in unrelated primary business strategy
assets, facilitating a shift in focus to specific competencies.

BPO risks include:

 Data privacy breaches

 Underestimated running costs
 Overdependence on service providers
 Business process outsourcing
From Wikipedia, the free encyclopedia

Business process outsourcing (BPO) is a subset of outsourcing that involves the contracting of

the operations and responsibilities of a specific business process to a third-party service provider.
Originally, this was associated with manufacturing firms, such as Coca-Cola that outsourced large
segments of its supply chain.[1]
BPO is typically categorized into back office outsourcing, which includes internal business
functions such as human resources or finance and accounting, and front office outsourcing, which
includes customer-related services such as contact centre services.[2]
BPO that is contracted outside a company's country is called offshore outsourcing. BPO that is
contracted to a company's neighbouring (or nearby) country is called nearshore outsourcing.
Often the business processes are information technology-based, and are referred to as ITES-BPO,
where ITES stands for Information Technology Enabled Service. [3] Knowledge process
outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-segments of business
process outsourcing industry.

Contents
  [hide] 

 1Benefits
 2Threats
o 2.1Technological pressures
 3Industry size
 4See also
 5References

Benefits[edit]
The main advantage of any BPO is the way in which it helps increase a company's flexibility.
However, several sources[which?] have different ways in which they perceive organizational flexibility. In
early 2000s BPO was all about cost efficiency, which allowed a certain level of flexibility at the time.
Due to technological advances and changes in the industry (specifically the move to more service-
based rather than product-based contracts), companies who choose to outsource their back-office
increasingly look for time flexibility and direct quality control. [4] Business process outsourcing
enhances the flexibility of an organization in different ways:
Most services provided by BPO vendors are offered on a fee-for-service basis, using business
models such as Remote In-Sourcing or similar software development and outsourcing models. [5]
[6]
 This can help a company to become more flexible by transforming fixed into variable costs.[7] A
variable cost structure helps a company responding to changes in required capacity and does not
require a company to invest in assets, thereby making the company more flexible. [8]
Another way in which BPO contributes to a company’s flexibility is that a company is able to focus on
its core competencies, without being burdened by the demands of bureaucratic restraints. [9] Key
employees are herewith released from performing non-core or administrative processes and can
invest more time and energy in building the firm’s core businesses. [10] The key lies in knowing which
of the main value drivers to focus on – customer intimacy, product leadership, or operational
excellence. Focusing more on one of these drivers may help a company create a competitive edge.
[11]
A third way in which BPO increases organizational flexibility is by increasing the speed of business
processes. Supply chain management with the effective use of supply chain partners and business
process outsourcing increases the speed of several business processes, such as the throughput in
the case of a manufacturing company.[12]
Finally, flexibility is seen as a stage in the organizational life cycle: A company can maintain growth
goals while avoiding standard business bottlenecks.[13] BPO therefore allows firms to retain their
entrepreneurial speed and agility, which they would otherwise sacrifice in order to become efficient
as they expanded. It avoids a premature internal transition from its informal entrepreneurial phase to
a more bureaucratic mode of operation.[14]
A company may be able to grow at a faster pace as it will be less constrained by large capital
expenditures for people or equipment that may take years to amortize, may become outdated or turn
out to be a poor match for the company over time.
Although the above-mentioned arguments favour the view that BPO increases the flexibility of
organizations, management needs to be careful with the implementation of it as there are issues,
which work against these advantages. Among problems, which arise in practice are: A failure to
meet service levels, unclear contractual issues, changing requirements and unforeseen charges,
and a dependence on the BPO which reduces flexibility. Consequently, these challenges need to be
considered before a company decides to engage in business process outsourcing. [15]
A further issue is that in many cases there is little that differentiates the BPO providers other than
size. They often provide similar services, have similar geographic footprints, leverage similar
technology stacks, and have similar Quality Improvement approaches. [16]

Threats[edit]
Risk is the major drawback with business process outsourcing. Outsourcing of an information
system, for example, can cause security risks both from a communication and from a privacy
perspective. For example, security of North American or European company data is more difficult to
maintain when accessed or controlled in other countries. [citation needed]From a knowledge perspective, a
changing attitude in employees, underestimation of running costs and the major risk of losing
independence, outsourcing leads to a different relationship between an organization and its
contractor.[17][18]
Risks and threats of outsourcing must therefore be managed, to achieve any benefits. In order to
manage outsourcing in a structured way, maximising positive outcome, minimising risks and
avoiding any threats, a business continuity management (BCM) model is set up. BCM consists of a
set of steps, to successfully identify, manage and control the business processes that are, or can be
outsourced.[19]
Another framework, more focused on the identification process of potential outsourceable
information systems, identified as AHP, is explained.[20] L. Willcocks, M. Lacity and G. Fitzgerald
identify several contracting problems companies face, ranging from unclear contract formatting, to a
lack of understanding of technical IT processes. [21]
Technological pressures[edit]
Industry analysts have identified robotic process automation (RPA) software as a potential threat to
the industry[22][23] and speculate as to the likely long term impact. [24] In the short term, however, there is
likely to be little impact as existing contracts run their course: it is only reasonable to expect demand
for cost efficiency and innovation to result in transformative changes at the point of contract
renewals. With the average length of a BPO contract being 5 years or more [25] - and many contracts
being longer - this hypothesis will take some time to play out.
On the other hand, an academic study[26] by the London School of Economics was at pains to counter
the so-called "myth" that RPA will bring back many jobs from offshore. One possible argument
behind such an assertion is that new technology provides new opportunities for increased quality,
reliability, scalability and cost control, thus enabling BPO providers to increasingly compete on an
outcomes based model rather than competing on cost alone. With the core offering potentially
changing from a "lift and shift" approach based on fixed costs to a more qualitative, service based
and outcomes-based model, there is perhaps a new opportunity to grow the BPO industry with a
new offering.

Industry size[edit]
India has revenues of US$10.9 billion from offshore BPO and $30 billion from IT and total BPO
(expected in FY 2008). India thus has some 5-6% share of the total BPO Industry, but a
commanding 63% share of the offshore component. This 63% is a drop from the 70% offshore share
that India enjoyed last year: despite the industry growing 38% in India last year, other locations
like Philippines, South Africa, and even Kenya[27] have emerged to take a share of the market. There
are 865 firms in the BPO/BPM sector in India as of March 31, 2014, with 0.97 million workers with
revenue of US$ 20 billion.[citation needed] By the year 2016, the BPO Industry in the Philippines will employ
1.2 million workers with $25 billion in revenues.[28] The South African call centre industry has grown
by approximately 8% per year since 2003 and it directly employs about 54,000 people, contributing
0.92% to South Africa's gross domestic product (GDP).[29] China is also trying to grow from a very
small base in this industry. However, while the BPO industry is expected to continue to grow in India,
its market share of the offshore piece is expected to decline. Important centres
in India are Coimbatore, Bangalore, Gurgaon, Chennai, Kolkata, Mumbai, Pune, and New Delhi.
The Association of Southeast Asian Nations (ASEAN) countries, along with the People's Republic of
China and India—known collectively as ACI countries—are likely to see services like BPO figure
strongly in their economies over the medium term. Services trade among ACI countries has been
growing at a very rapid rate over recent years, despite starting from a relatively low baseline.
Although data are scarce and must be interpreted with caution, an analysis of applied services
sector policies in the region suggests there is much policymakers can do to intensify this process,
and increase the pace at which the transformation to a service economy is taking place. [30]
Eastern Europe is also an emerging BPO destination. McKinsey & Company reported that in 2010,
33,000 jobs were moved to Eastern European countries. [citation needed] While the overall size of the
industry and the number of developers in Eastern Europe is lower than India, the knowledge of
European languages like French, Spanish, German, and Italian by many Eastern Europeans, as well
as the overall high quality of education in these locations, allows the BPO industry in this region to
continue to grow. For example, the region has an estimated 17.2 million people with a tertiary
education, compared to 13.6 million in India, making it an attractive choice for BPO, especially if
more specialised projects are to be outsourced.

Business process outsourcing to India

From Wikipedia, the free encyclopedia

  (Redirected from Business process outsourcing in India)

This article includes a list of references, but its sources remain unclear because it

has insufficient inline citations. Please help to improve this article
by introducing more precise citations. (August 2011) (Learn how and when to remove
this template message)
 Business process outsourcing to India refers to the business process outsourcing services in the
outsourcing industry in India, catering mainly to Western operations of multinational
corporations (MNCs).
As of 2012, around 2.8 million people work in outsourcing sector. [1] Annual revenues are around $11
billion,[1] around 1% of GDP. Around 2.5 million people graduate in India every year. Wages are
rising by 10–15 percent as a result of skill shortage. [1]

Contents
  [hide] 

 1History
o 1.1Amex
o 1.2General Electric
o 1.3Third party BPOs
o 1.4Future of outsourcing services to India
 2Size of industry
 3Registration of BPO as OSP
o 3.1General conditions of OSP registration
o 3.2Online system for OSP registration
 4Criticisms
 5See also
 6References
 7Further reading
 8External links

History[edit]

A BPO hub in DLF Cyber City in Gurgaon, India

Amex[edit]
In the second half of the 1980s, American Express consolidated its JAPAC (Japan and Asia
Pacific) back office operations into Gurgaonregion.[2] This centre (called the Financial Resource
Centre East or FRC-E)was headed by an Expat Harry Robertson, a veteran American Express
employee with Raman Roy reporting to him, Raman Roy later on quit Amex to join GE and later on
started his own enterprise called Spectramind which got later on merged with Wipro and then later
on started Quatrro BPO.
General Electric[edit]
In the 1990s Jack Welch was influenced by K.P. Singh, (a Delhi-based realtor) to look at Gurgaon in
the NCR region as a base for back office operations. Pramod Bhasin, the India head of G.E. hired
Raman Roy and several of his management from American Express to start this enterprise
called GECIS (GE Capital International Services). Raman for the first time tried out voice operations
out of India. The operations in India were the Beta site for the GE Six sigma enterprise, as well. The
results made GE ramp up their Indian presence and look at other locations. In 2004 GECIS was
spun off as a separate legal entity by GE, called Genpact. GE has retained a 40% stake and sold a
60% stake for $500 million to two equity companies, Oak Hill Capital Partners and General Atlantic
Partners..

IT: The headquarters of Infosys, India's third largest IT company, is located in Bengaluru

Third party BPOs[edit]

Until G.E. most of the work was being done by "captives"- a term used for in house work being done
for the parent organisation. In 2000 Raman Roy and some team members from GECIS quit, and
with VC funding from Chrysalis Capital, started Spectramind. At the same time, an organisation
called Efunds started in Mumbai and Gurgaon, vCustomer in New Delhi and Daksh in Gurgaon. One
of the current big BPO firms, EXL Services, started in April 1999, and in 2012 hit $442.9 million in
revenues.
However, recently, most of the Indian BPOs, even smaller and mid-sized ones, are setting up their
onshore presence in the markets they serve. Most of the large players are improving the outsourced
business processes by leveraging on their years of experience, and now some are offering more
than just plain vanilla BPO processes. KPO, transformation and Consulting opportunities are gaining
favour among large third party BPO providers like Genpact, WNS and EXL Services.
Future of outsourcing services to India[edit]
Analysts believe that India remains a vital destination for outsourcing and expect its annual GDP to
grow at 8–10% for the next decade. In addition, outsourcing efforts to India are held up as an
effective remedy for concerns about both Chinese government policy and labour force issues, such
as increasing costs and shortages.
Size of industry[edit]

HITEC city, the hub of information technology companies

The industry has been growing rapidly. It grew at a rate of 38% over 2005. For the FY06 financial
year the projections is of US$7.2 billion worth of services provided by this industry. The base in
terms of headcount being roughly 400,000 people directly employed in this Industry. The global BPO
Industry is estimated to be worth 120–150 billion dollars, of this the offshore BPO is estimated to be
some US$11.4 billion. India thus has some 5–6% share of the total Industry, but a commanding 63%
share of the offshore component. The U.S $7.2 billion also represents some 20% of the IT and BPO
Industry which is in total expected to have revenues worth US$36 billion for 2006. The headcount at
400,000 is some 40% of the approximate one million workers estimated to be directly employed in
the IT and BPO Sector.
The related Industry dependent on this are Catering, BPO training and recruitment, transport
vendors (home pick up and drops for night shifts being the norm in the industry), security agencies,
facilities management companies.

Registration of BPO as OSP[edit]

BPO/KPO/Domestic & International Call Centres/NOC etc. are covered under the 'Other Service
Provider' (OSP) Category by the Department of Telecommunications.
The companies who are providing the 'Applications Services' means providing services like tele-
banking, tele-medicine,tele-education, tele-trading, e-commerce, call centre, network operation
centre and other IT Enabled Services, by using Telecom Resources provided by Authorised
Telecom Service Providers. The 'Telecom Resource' means Telecom facilities used by the OSP
including, but not limited to Public Switched Telecom Network (PSTN), Public Land Mobile Network
(PLMN), Integrated Services Digital Network (ISDN) and /or the telecom bandwidth provided by
authorized telecom service provider having valid licence under Indian Telegraph Act, 1885. The
'Company' means a company registered under Indian Companies Act including foreign companies
permitted by RBI under Foreign Exchange Management Regulations and registered under Part-
XI(Section 591 to 608) of the Companies Act, 1956 for setting up a place of business in India.
'Domestic OSP' are the OSP providing the Application Services within national boundaries.
'International OSP' are the OSP providing the Application Services beyond national boundaries.
General conditions of OSP registration[edit]
(1) Registration may be granted to any company to provide Application Services. These service
providers will not infringe on the jurisdiction of other Authorised Telecom Service Providers and they
will not provide switched telephony. (2) The entities entitled for OSP registration must be a company
registered under Indian Companies Act,1956. (3) A Company may apply for registration to the
Authority in the proforma prescribed by the Authority from time to time.
Online system for OSP registration[edit]
It is mandatory to get new Registration Number allotted by the Online OSP Registration system for
the existing OSP Registrations. In case you have existing registered OSP sites for which you would
like to get the new Registration Number from the system please contact Assistant Director General
(ADG) of the concerned Telecom Enforcement, Resource and Monitoring Cell (TERM Cell)
[3]
 preferably before applying for the login-id from the system.
Terms and conditions of the OSP registration are available on the DOT website [4] [5]

Bangalore, Chennai, Hyderabad, Gurgaon, NCR, Ahmedabad, Mumbai and Pune are Tier I cities

that are leading IT cities in India.
With rising infrastructure costs in these cities, many BPO's are shifting operations to Tier II cities
like Nashik, Sangli, Aurangabad (Maharashtra), Mangalore, Mysore, Hubli-Dharwad, Belgaum, Coim
batore, Nagpur, Trichy, Kochi, Trivandrum, Chandigarh, Mohali, Panchkula, Bhubaneshwar, Jaipur, 
Visakhapatnam, Raipur and Lucknow.
Tier II cities offer lower business process overhead compared to Tier I cities, but have a less reliable
infrastructure system which may hamper dedicated operations. The Government of India in
partnership with private infrastructure corporations is working on bringing all around development
and providing robust infrastructure all over the nation.

Criticisms[edit]
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The BPO industry in India faces two key criticisms[citation needed].

The first criticism concerns the damaging psychological effects [dubious  –  discuss] on Indian call-centre
employees who are expected to ape the Western employees they have replaced in terms of accents,
slang and even names.[6]
The second criticism focuses on the wider ramifications of the industry's political influence. It has
been claimed that this influence, which far exceeds the industry's economic contribution, has allowed
the industry to secure the support and resources of the Indian state ahead of other sectors of the
national economy where the developmental returns would be far greater. [7]

OVERVIEW OF THE INDUSTRY

BUSINESS PROCESS OUTSOURCING

ABOUT BPO
BPO stands for Business Process Outsourcing. There is a common misconception that B.P.O.
and call centers, mean one and the same.
 A call centre is a remote location in India wherein calls made by customers abroad are routed to
India by means of telecommunication equipments. This call is answered by call centre agents
who are trained to speak in an accent which the customer can understand. This accent is
commonly referred to as Neutral Accent
Coming to the term Business Process Outsourcing, let us understand the term in a simple way
by breaking it up. There is a business. Each business has got a process. A process means a
specific way or method of doing a job. Those jobs which are routine in nature, are given to
countries outside India, to save money by way of salaries.

OVERVIEW OF VARIOUS CAREER OPPORTUNITIES IN THE BPO INDUSTRY

 Voice Process (Inbound and Outbound)
 Semi Voice Process or Back Office Support
 Medical Transcription
 Medical Billing
 Data Entry
 E-Mail Support
 Knowledge Process Outsourcing
 Recruitment Process Outsourcing
 Education Process Outsourcing
 Legal Process Outsourcing
 Technical Writing
 Content Writing
 Web Designing

ABOUT NASSCOM
NASSCOM stands for National Association of Software and Servicing Companies

It regulates the functioning of the IT and ITES industry

IT means Information Technology which includes software programming and ERP (Enterprise
Resource Planning)

ITES stands for Information Technology Enabled Services, which includes, BPO, KPO, RPO,
EPO and LPO

WEBSITE: https://www.nasscom.org/

ABOUT CALL CENTERS

A call center is a set up in India, wherein calls which are routine in nature made by foreign
customers are routed to India and answered by agents who are trained to speak in an accent,
which a person from the other country can understand. The basic reason for outsourcing these
routine jobs was to save money on salaries and infrastructure. There are two basic functions
which any call center performs:
 INBOUND 
(Taking incoming calls) 
Incoming calls means calls made by the customer to the call centre agent which is customer
service. Just to give an example, a person banking with CITI BANK in the U.S. would call to
know the balance in his account or a customer may call up the customer service to know
whether his bank charges have been reversed.

OUTBOUND 
(Making outgoing calls) 
Out going calls focus on selling a product or service. In this type of calling, the dialer will
automatically dial numbers of customers at random from the database and the call centre
executive will sell a product or service to the customer. If a bank has come out with new
products, the call centre agent can call up the existing customers of the bank and try to promote
the new service. This process is called as cross selling.

TYPES OF CALL CENTERS

Call Centers can be classified in two major categories:

DOMESTIC AND INTERNATIONAL
DOMESTIC CALL CENTERS
Domestic call centers handle sales and customer service only for Indian companies.
DOMESTIC CALL CENTERS IN INDIA
 Reliance Mobile
 Airtel
 Idea
 Vodafone
 ABN-ABRO Bank
 ICICI Bank

INTERNATIONAL CALL CENTERS

International call centers handle sales and customer service for foreign clients.

Both Domestic and International call centers can be classified into two major categories:

CAPTIVE B.P.O AND THIRD PARTY B.P.O

CAPTIVE BPO
In the case of a Captive BPO, the parent company will set up a dedicated call centre for
servicing its own clients. The objective of setting up a captive B.P.O is to ensure that customers
get excellent and quality service within the least possible time.

EXAMPLES OF CAPTIVE B.P.O IN INDIA

 H.S.B.C (Hong Kong and Shanghai Banking Corporation)
 CITIBANK
 PRUDENTIAL (Leading player in the insurance segment in U.K.)
 THIRD PARTY BPO 
Under this, you have one B.P.O. or one company handling many accounts or processes. To
take an example, one B.P.O. say HCL, could handle 6 processes, of which 3 processes could
be from U.K., 2 processes from U.S. and one process from Australia. These processes can
again be either inbound or outbound or a combination of both.
All third party BPO’s are rated each year by NASSCOM on the basis of set parameters.

EXAMPLES OF THIRD PARTY B.P.O

 WNS Global Services
 Genpact
 Allsec Technologies
 Accenture
 HCL B.P.O. (HCL Chennai)

HIERARCHY IN A CALL CENTER

VERTICAL GROWTH
1. SERVICE DELIVERY MANAGER ( Responsible for all the processes )
2. OPERATIONS MANAGER ( Fully responsible for one process )
3. TEAM LEADER ( Responsible for his team performance which normally consists of 15
call centre agents and 2 team coaches )
4. SENIOR CALL CNTR EXECUTIVE \ TEAM COACH ( Takes calls and also helps new
recruits in handling calls )
5. CALL CENTER EXECUTIVE ( Makes or receives calls )

HORIZONTAL GROWTH
We had a look at the vertical growth pattern. Now let us have a look at the horizontal growth
opportunities that a call centre agent can choose from depending on his skills and performance.

RECRUITMENT: Short listing resumes by identifying the right profile and conducting the
selection rounds

TRAINING: Product Training, Process Training, Soft Skills and Voice and Accent

HUMAN POTENTIAL MANAGEMENT: Planning career growth of employees. All BPO’s have a
high attrition rate. This function has to ensure that it provides growth opportunities and various
career options. They come out with various policies which are normally referred to as HR
interventions to keep the employee happy.

SEXUAL HARASSMENT: To prevent exploitation of an employee

SALES: Generating new business for the company

HOUSE KEEPING: Maintenance & upkeep of the company premise

FINANCE: Managing the funds of the company and also looking at various options to raise
money for the company wherein the cost of funds is low

ACCOUNTS: Maintaining day to day cash transactions, preparing bank reconciliation

statements and preparing the yearly balance sheet and file income tax returns. Preparing
monthly salary statements and ensuring that all statutory payments are made and records are in
order

ADVANTAGES OF THE BPO INDUSTRY

Provides employment opportunities to large number of people

Good salary levels ensure better standard of living

Employees hone their skills to be an excellent oral communicator and a powerful listener
Ongoing training programs help employees to add on to their skill set and thereby become
better professionals

All the BPO in the top rung, sponsor employees for professional programs. This not only helps
employees to acquire a professional qualification, but also opens up new career options within
the B.P.O. industry

Call center provide employees with a world class working environment, coupled with fantastic
perks and incentives which motivate employees to give their best

The call center industry gives the employee, a chance to work across multiple functions. For
example, an employee who performs well as an agent gets a chance to grow horizontally or
vertically

Employees also get a chance to gain international work experience

Employees have to make internal adjustments since they have to work in teams. Moreover in
the B.P.O industry the whole team has to work hand in glove with each other. Any
misunderstanding will severely affect the whole team and they also stand the danger of losing
their job. Over a period of time, all employees become excellent team players.

PRESENT SCENARIO OF THE BPO INDUSTRY

There is no doubt that the outsourcing business has come to stay in India. The advantage that
India provides the foreign clients is the availability of a good English speaking population, who
are well educated and ambitious, coupled with the savings that foreign clients make with respect
to salaries and infrastructure.

Another unmatched advantage is the average age of the work force in India, which is just 30
years, as compared with any other country in the world, where the average age varies between
45 and 50 years. Since the B.P.O industry requires a very young crowd this huge advantage
cannot be matched by any country in the world.
Earlier only routine jobs were outsourced to India. This scenario has totally changed. Apart from
routine jobs, high end jobs are also outsourced, which has paved the way for functions like
KPO, RPO, Technical writing and so on.

Over the last few years there have been a few stray cases of frauds taking place within the BPO
industry. This is not a serious problem as portrayed by the fourth estate. Such frauds are very
common in countries like US and UK, where BPO employ lakhs of people. But in India, the kind
of hype the media generates, show these happenings to have damaging consequences on the
BPO industry.
To tackle the problem of frauds, NASSCOM has taken the initiative to come up with
a cyber law which punishes any employee who resorts to unethical practices. As part of the
ongoing process, NASSCOM is taking it on priority to make the security systems as fool proof
as possible.

Another initiative is the appointment of verification agencies to ensure that the information given
by the candidate in his resume is authentic.

An All India Ranking System known as NAC (Nasscom Assessment of Competence) is on the
cards for all candidates who want to be a part of this industry, thereby ensuring quality
manpower and reducing the recruitment time of HR personnel and thereby help them focus on
critical issues. The NAC test is online and tests the candidate on all skills required for a call
centre executive, which is an entry level position. The NAC test will be mandatory for all BPO
aspirants in the near future.

Though countries like China, Vietnam and Philippines are gearing up to get a chunk of the
business, there is absolutely no doubt whatsoever, that India will continue to be the most
preferred destination. Even though the wages in countries like China and Philippines are low as
compared with India, still the availability of a young work force makes India the preferred choice.
Initially the B.P.O. industry was looked down upon by people from other industries. But
gradually with the passage of time and the emergence of new areas like K.P.O , R.P.O, E.P.O,
Content Writing, Technical Writing and so on, which requires highly qualified and experienced
personnel with professional qualifications and specialized skill, professionals have started
looking at the B.P.O. industry seriously, as a long term career option.

COMPANY PROFILE
Type Public company

Founded

Founder(s) Sanjay Tandon 

COMPETENT TOWERS
Headquarters
Plot No. 1, IT Park, Sector 67,
Mohali, India

Key people
Revenue
Website

COMPANY PROFILE
Competensynergies.pvt.ltd

Founder -. Sanjay Tandon (born 10 September 1963 [1]

)

BPO Company match the requirements of the client firms with the skills of their
employees and set up the interview between their employees and the client firm.
Interviews are then conducted, and the candidates selected in the interview are
recruited as consultants in the client’s firm for the duration of the project. The
recent downsizing in businesses and other organizations has resulted in an increase
in consulting business for two reasons. Many experienced and well-qualified
professionals have found that offering their services on a consulting basis meets
both their career and financial needs. Secondly, after downsizing, organizations
find it economical and flexible to use consultants rather than full-time employees
to fill their fluctuating technical, management and operation needs. The above
factors have led to the consulting industry becoming one of the fastest growing
business sectors worldwide. Hence the consulting firms are attempting to automate
as much routine activities as possible. An effective web-application can be a proper
medium for bringing all the above parties together. Web-based applications are
web sites with user interactivity. The key advantage of the web-based application
is its availability, as it can be accessed by anyone connected to the Internet and
multiple users can access it at the same time. The web-application can be designed
as a three-tier architecture, which includes a web client, network servers, and a
back-end information system supported by a suite of databases [2]. The goal of this
project is to develop a user-friendly web-based application that automates the
routine activities for an IT consulting firm.

HISTORY OF COMPETENT SYNERGIES

INCEPTION

STARTING OFF IN THE NASCENT STAGE AS AN AGENCY FOR SURVEY,

COLLECTION AND VERIFICATION, WE MOVED ON TO THE BPO SECTOR
WITH THE BOOM IN THE TELECOM INDUSTRY.

WE WERE ONE OF THE PIONEERS IN THE FIELD IN THIS REGION. OURS IS PERHAPS
ONE OF THE FEW SERVICE PROVIDERS THAT OWN THE CONFIDENCE OF ALL TELECOM
COMPANIES, ENOUGH FOR ALL TO GIVE US THEIR BUSINESS.

CONTINUOUS JOURNEY

WE AT COMPETENT SYNERGIES ARE PROUD TO SHARE THAT 75% OF OUR

TACTICAL TEAM HAS OVER 10 YEARS OF EXPERIENCE IN MULTIPLE
TELECOM SERVICE MANAGEMENT.

OUR OFFERS ARE STRUCTURED ALONG DOMAIN EXPERTISE BASED INDUSTRY

VERTICALS AND SPECIALIZED HORIZONTAL SERVICE OFFERS.
THIS ENSURES THAT SUBJECT MATTER EXPERTS MANAGE OPERATIONS AND THE
RELEVANT OPERATIONAL SKILLS ARE READILY DEPLOYED FOR ENSURING OPTIMAL
SERVICE DELIVERY.

POSITIVE FUTURE

LOOKING BACK AND BEYOND, THE VALUES AND PRINCIPLES THAT WE

HAVE LIVED BY SINCE THE BEGINNING OF THIS JOURNEY HAVE BEEN
HONESTY, INTEGRITY, PERSEVERANCE AND HARD WORK.

WE HAVE ADDED TO OUR STRENGTH IN NUMBERS WITH THE BELIEF THAT 1 AND 1 DO
NOT JUST MAKE 2, BUT STANDING BESIDE EACH OTHER THEY HAVE THE STRENGTH
OF 11. SO WITH EACH OF OUR PARTNERS, EMPLOYEES AND CLIENTS JOINING IN, WE
HAVE GROWN FROM STRENGTH TO STRENGTH.

WE ARE ‘COMPETENT WITH GOD’S GRACE’ AND PRAY THAT WE CONTINUE TO BE SO

FOR ALL TIMES TO COME.

 Total Process -
 Airtel Proces -
 Videcon Dth Proces-
 Idea process-
 Turnover - Rs. 24-26 Crores / month
 Manpower
Managerial staff - 200

Permanent Employees – 1950

DEPARTMENTS
The departments are categorized as:

Administrative Department

 Bus and security Management

  Housekeeping Management

 Material Management

Process Department

 Airtel proces
 Idea process
 Videocon proces
 Relience process
 Paytm process
 Craftvilla process
 Snapdeal process
IT Department:

Human Resource Department:

 Recuritment Management Group

 Accounting Management Group

 People Development Group

OBJECTIVES OF PROJECT

The main objective of project is

 To study the various aspect of recruitment and selection process.
 To study the recruitment process followed by the GLOBUS
CONSULTANCY
 To study the various challenges faced by the recruiters in today’s world
and to find the various ways to overcome those challenges and increase
the success rate of recruitment process.
  To analysis the various recent trends in industries regarding recruitment
and selection project.
RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It may be

understood has a science of studying how research is done scientifically. In it
we study the various steps that all generally adopted by a researcher in studying
his research problem along with the logic behind them.

RESEARCH DESIGN
A framework or blueprint for conducting the research project. It specifies the
details of the procedures necessary for obtaining the information needed to
structure and/or solve research problems. A good research design lays the
foundation for conducting the project. A good research design will ensure that
the research project is conducted effectively and efficiently. Typically, a
research design involves the following components, or tasks:
 Define the information needed.
 Design the research.
 Specify the measurement and scaling procedures.
 Construct and present a questionnaire or an appropriate form for data
collection.
 Specify the sampling process and sampling size.
 Develop a plan of data analysis.

DATA COLLECTION
The task of data collection is begins after a research problem has been defined and
research designed/ plan chalked out. Data collection is to gather the data from the
population. The data can be collected of two types:

 Primary Data
 Secondary Data
Primary Data
The Primary Data are those, which are collected afresh and for the first time, and
thus happened to be original in character.
 Personal Interviews.
 Telephonic interviews.
 Questionnaires.
 Observation

Secondary Data
The Secondary Data are those which have already been collected by someone else
and which have already been passed through the statistical tool. Methods of
collection of Secondary data
 Newspapers.
 Magazines
 Journals
 Internet
 Libraries
 Old records.
Both the method of data collection were used for collection of data.
PRIMARY DATA THROUGH QUESTIONNARE
SECONDARY DATA THROUGH INTERNET

SAMPLE DESIGN
A sample design is a definite plan for obtaining a sample from a given population. It
refers to the technique or the procedure and the researcher would adopt in selecting
items of sample. Sample design may as well lay down the number of items to be
included in the sample i.e. the size of the sample. Sample design is determined
before data are collected. Before going trough sampling design, let us learn some
terms.

Population: The aggregate of all the elements, sharing some common set of
characteristics, that comprises the universe for the purpose of the research problem.

Sample: A subgroup of the elements of the population selected for participation in

the study.
In this project sample size is 100 employees

Sampling Unit: The basic unit containing the elements of the population to be
sampled.
In this project sampling unit is SAIL

Sampling Technique Used in Survey---

Nonprobability Sampling Techniques.
• Convenience Sampling. And Judgemental Sampling
Nonprobability sampling techniques do not use chance selection procedures. Rather,
they rely on the personal judgment of the researcher where as probability sampling
procedure each element of the population has fixed probabilistic chance of being
selected for the sample.
In this survey, I have used nonprobabilty sampling technique

DATA ANALYSIS & INTERPRETATION

1.To know about sources used for recruitment by company

Sources Campu Emp. consultant walk Existing Adv. Job Portal Website
s Ref -in Fairs
Data
Base
%age 11.8 17.6 11.8 11.8 11.8 7.8 2 15.6 9.8
TABLE 4.1
 20
18
16
14
12
10
8
6 No. of Emp
4 %age
2
0
s f. t n e v. ir ta
l e
pu Re l tan lki b as Ad fa r bsit
m p u a ta b Po e
Ca Em ns W Da Jo W
Co n g
iti
Ex

Figure 4.1

Interpretation:
The following graph shows that majority of recruiters use employee referrals
and portals. 18% of employer rely on employee referrals, where 16% uses
portals, 12% prefer campus, consultants, walk-ins, existing database etc, very
few percentage employers use job fairs for recruitment purpose.
2.Which sources do you prefer the most for hiring the employees .
Sources Internal External Both
Sources Sources
Percentage 27 9 64
No of 27 9 64
Respondent

TABLE 4.2
 27%
Internal Sources
External Sources
64% 9% Both

Figure 4.2

Interpretation:
Fig 4.2 shows the recruiter find it more suitable to both the sources as combination.
As majority of recruiter means 64% find it suitable to use both sources. And 27%
use internal sources where only 9% prefer to use external sources.

3. To know about the sources for recruitment of employees.

Source Campu Emp Consulant Walk Adv. Existing Job Porta Web
s in Database fairs l site
Ref
No. of 14 22 23 5 9 5 0 13 9
emp.
%age 14 22 23 5 9 5 0 13 9
 TABLE 4.3

25

20

15

10
No. of Emp13
5 %age

0
s f. nt in se v. ir ta
l
sit
e
pu re lta lk ba Ad Fa r
m p u a ta b Po eb
Ca Em ns W Da Jo W
Co n g
isti
Ex

Figure 4.3

Interpretation
Fig 4.3 depicts that majority of employer rely on employee referrals and
consultants for recruitment for middle level management employees. As 23% use
referrals and 23% use consultants, 14% use campus recruitment, 14% portals, very
few percentage like 5% use walk-ins, 5% use existing database and websites etc. call
backs and job fairs are generally not preferred for managerial jobs.

4. To know about the suitable ways to contact the candidates

Methods Telephon Emai Pos Othe Tota
e call l t r l

Percentage 80 10 10 0 100
Responden 80 10 10 0 100
t
TABLE 4.4
 FIGURE 4.4
Interpretation:
Fig 4.4 depicts that majority of recruiters find it suitable to use telephone to
personally contact the candidates. Because sometime this act as preliminary
interview to reject employees on initial stages. As 80% recruiter use telephone calls,
10% use email and 10% use post.

5. To know whether referral policy is used by the company or not

Particulars Yes No Total

Percentage 72.7 27.3 100
Respondent 73 27 100

TABLE 4.5

Figure 4.5

Interpretation:

Fig 4.5 depicts that majority of employers find it suitable to referral policy
in the organization and 73% employers prefer to use it and 27% not find it much
suitable.

6.Is e-recruitment suitable or not ?

Particulars Yes No Total

Percentage 65% 35% 100
Respondent 65 35 100

TABLE 4.6

Figure 4.6

Interpretation:
Fig 4.6 depicts that majority of recruiter find it suitable to use e-recruiting, as
65% find it useful and 35%of employers not find it much suitable to use e-recruiting
in the organization for selection of middle level management employees.

7.To know the average time taken to get adequate pool of candidates.
 Time period one TwoMonth ThreeMont More
Month s h
Percentage 81 9 9 1
TABLE 4.7

Percentage
9 9 1

One month
Two month
Three month
More

81

Figure 4.7

Interpretation

Fig 4.7 shows that majority of employers take one month to get adequate pool of
candidates, as 82% take one month, 9 % spend two months and 9% spend three
months to get adequate pool of candidates

8.To know about the criteria used for selection of middle level management
employees.
 Criteria Qualificatio Experience Communication Leadership Technical
n
Quality Skills
Avg Out of5 2.18 2.45 3.18 3 4.18
Table 4.8

Figure 4.8

Interpretation:
Fig 4.8 shows that majority of employers prefer other criteria that
qualification, experience, communication and leadership which is technical skills, as
average score of technical skills is 4.18 out of 5, where communication comes at
number two with 3.18 score, after it leadership with 3,experience with 2.45 and then
comes qualification with 2.18 score

9.What is the type of interview conducted for the selection?

 Type of One to one Sequential Panel
Interview Interview
Percentage 36.4 0 63.6
TABLE 4.9

Figure 4.9

Interpretation:
Fig 4.9depicts that majority of employers prefer to use panel interview for
final selection of middle level management employees. As 64% conduct panel
interview and 36% conduct one to one interview for final selection.

10.what are the tests conducted for the appointment of employees

 Type of Psychometric Aptitude Interest Technical
Test Test Test Test
Percentage 30 20 20 30
TABLE 4.10

Figure 4.10

Interpretation:
 Fig 4.10 shows that majority of employers use psychometric test and
technical test (relating to field). As 30% employers use psychometric test, 30
technical test, 20% aptitude test and 20% uses interest test for selection of
employees for the organization.

11.what is the method for information to the rejected candidates

Methods Mail Phone Not Tota

Informed l
Percentage 45 32 23 100
Table 4.11

Figure 4.11

Interpretation:
 Fig 4.11 shows that different methods used by different employers to inform
rejected candidates about their rejection are equally considered. As 45% employer
uses mail, 32% uses phone and employers do not find any need to inform rejected
candidates and 23% employers inform candidate after their interview about their
rejection.

12. To know the usefulness of the background reference check.

Particulars Yes No Total
Percentage 90.9 9.1 100
TABLE 4.12

Percentage
9.1

Yes
No

90.9

Figure 4.12

Interpretation:
Fig 4.13 depicts that majority of employers find it useful to use background
reference checks. As 91% employer use background reference checks to know about
ability of selected candidates and 9% employer do not find it much suitable.
 LITERATURE REVIEW

Boxall, Purcell and Wright, (2007) highlight five different questions an

organization has to answer to have an effective recruitment strategy in order to
pursue its survival and success. Those questions are “Whom to recruit?”, “Where
to recruit?”, “What recruitment sources to use?”, “When to recruit?” and “What
message to communicate?” The notion of effectiveness in this study relates to the
manner by which Globus implements its employment policies. The essence is to
understand whether such policies are applied appropriately in the way they have
been designed. What is of interest here is that if such policies are contravened in
the process of implementation it implies that the recruitment and selection of
candidates in the studied company is likely to be biased.

Boxall and Purcell (2008) present the best fit and best practice approaches as a
two way process to be used by firms in order to connect their human resource
strategy with their business strategy. Efficiency on the other hand reveals whether
the planned objectives of the policies bring forth the anticipated returns to the
business. The bone of contention here is to establish a matrix of the policy
objectives and the intended outcome

Treisman (2000) noted that corruption is a contributory factor for the failure of
most developing countries to develop and that, results from recent studies show
that there is a correlation between higher perceived corruption and lower
investment and growth. Stanley et al., (2008) argue that as an abuse of public
power for private benefit through bribery, nepotism, embezzlement etc, and
corruption has became a global phenomenon that affects nearly all aspects of social
and economic life. It is known to weaken the institutional foundation of a country
that is fundamental for economic growth

Transparency International, (2009a) the inclusion of an anti-corruption program

in the overall business strategy of companies proves to lower the risk of suffering
from a corruption incident by 50%. Organizations are noted of spending large sums
of money on reforms and CSR programs and environmental issues. The fight
against corruption has remained a forgotten social issue for companies.

Armstrong (2009) explains that, individuals generate, retain and use knowledge
and skill (human capital) and create intellectual capital. Their knowledge is further
enhanced by the interactions between them (social capital) and generates the
institutionalized knowledge which organizations possess (organizational capital).

Catano et al., (2010) stress that, employers must aspire to hire applicants who
possess the knowledge, skills, abilities or other attributes (KSAOs) required to
successfully performing the job most effectively. To them, recruitment, screening
and selection procedures should yield the best qualified candidates within the
context of agreed-upon equity programs.

Mohamed (2008) argues that the causes of this phenomenon can be in part due to
the complexities associated with the selection of the most qualified individuals and
as well, due to the availability of several graduates in different disciplines from Ivy
League institutions. To that purpose, the demand for quality graduates will remain
highly competitive, the most advantaged recruiterswill be those with strong
recruitment policies, coupled with exceptional training and development policies.
In some instances, financial abilities of potential recruiters will play a substantial
role in future graduate recruitment and selection processes.
(Gilmore, and Williams, 2009)Recruitment and selection forms the foundation
of the core activities and processes underlying human resource management and
such activities include the acquisition, training and development, and rewarding
performance of workers

(Sackett &Lievens, 2008)Universally, there is commonly accepted strategy or

commonly agreed procedure of recruiting and selecting graduates due to the
different recruiting needs and selection methods among many employers. The
differences and variations in recruiting and selection methods among employers
are dependent on the operations, size, and needs

Raybould, and Sheedy, (2005, p. 63) posit that, however the two functions
(recruitment and selection) are closely connected, each function calls for the
application of different sets of skill and expertise, and they are fulfilled different
members within the hiring process. As such, the recruitment activity can be
outsourced to outside agencies but the selection cannot be outsourced and this
explains the reason as to why it is advantageous to treat the two items separately.

Silvester, Anderson, Haddleton, Cunningham-snell, and Gibb (2000, p. 16)

point out that the graduate recruitment and selection process in the UK has
undergone tremendous changes in the recent past and the majority of such changes
entail the streamlining of selection procedures to reduce costs. Among the highly
adopted strategies are the use virtual selection methods such video interviews,
telephones, and internet means.

(Shiona, 2010)The current employees within the organization can act as a rich
source of providing linkages to potential recruits. They might hold vital
information about graduates who can match the available position within the
organization and such individuals might not be in a position of responding to
normal recruitment methods

FINDINGS

 These days most of the recruiters try to find the sources which can save their
cost. So most of the employers first try to look within the organization before
going outside as internal sources are more reliable and cheap. Employees
working in organization also get motivated if they get promotions.
 Majority of employers try to employee referrals and portals first to other
sources for recruitment. Both of these are really cheap and effective.
 Campus Recruitment is another source which is becoming the first choice of
recruiter. As it is less costly and helps to find young talent with multiple
skills.
 For hiring middle level management employees most of the employers rely on
employee referrals and consultants. As these sources are not very costly. And
consultants can help to contact effective people as they already have huge
number of contacts.
 Majority of employers try to find talented manager on national basis rather
that relying on the local talent. Sometime this also increases their cost but it is
helpful to get more talent from other states that are capable of saving cost of
organization in other manner.
 SUGGESTIONS

Recruitment policies to be planned according to job requirements.

 Selection procedure shall be based on merit, experience related to job
requirements.
 Selection shall be based not only on marks obtained, they should also consider
candidates communication skills, behavior, etc.., these are the major factors
which reflects the company well being.
 Involve lower level people and ask if workload is there
 Selection policy shall be with in the framework of organization policy
 Departmental head should always be in touch with employees to know the job
requirement.
 Proper training has been given to recruitment person and technical aspects.
 Conduct written test for his general ability and in the field he/she is concerned
with a good interview.
 Select people with taking minimum 2 or 3 interviews
CONCLUSION
The human element of organization is the most crucial asset of an organization.
Taking a closer perspective -it is the very quality of this asset that sets an
organization apart from the others, the very element that brings the organization’s
vision into fruition.
Thus, one can grasp the strategic implications that the manpower of an
organization has in shaping the fortunes of an organization. This is where the
complementary roles of Recruitment and Selection come in. Management of
human relations in the future will have to face new challenges and take up new
responsibilities in the same way recruiting task has to face new challenges in the
future. As it is not going to be so easier to find appropriate talent in the cost
effective way. As the changes takes place in the environment recruiter has to make
changes in the recruitment strategies. In the changing domains of technological and
legal environment the recruiter task is going to be harder than the earlier.
 BIBLIOGRAPHY

Books:
 Aswathapaa, "Human Resource Management", Tata McGraw-Hill
Publishing Company Limited, new Delhi, fifth edition 2008, page no 143-186
 Shashi K. Gupta, "Human Resource Management", Kalyani Publishers,
Third edition 2006, page no 5.1-5.16, 6.1-6.10

Electronic sites used:

 www.economictimes.com
 www.hrmguide.com
 www.citehr.com
 www.managementparadise.com
 www.about.com
 www.jobsdb.com
 http://recruitment.naukrihub.com
 www.burneleyexpress.net
 www.wikepedia.com