RECRUITMENT AND SELECTION IN CALL CENTER

CHAPTER 1 INTRODUCTION OF RECRUITMENT AND SELECTION
1.1 CONCEPT Recruit ment and select ion are t wo of t he most import ant funct io ns o f personnel management . Recruit ment precedes select ion and helps in select ing a r ig ht candidat e. Recruit ment is a process t o disco ver t he sources o f manpower t o meet t he requ ir ement of t he st affing schedule and to emplo y effect ive measures fo r att ract ing t hat manpower in adequat e number s t o facilit at e effect ive select io n o f efficient perso nnel. St affing is o ne basic funct io n of management . All manager s have responsibilit y o f st affing funct io n by select ing t he chie f execut ive and eve n t he foremen and super visors have a st affing r espo nsibilit y when t hey select t he rank and file workers. However, t he personnel manager and his per so nne l depart ment is mainly co ncer ned wit h t he st affing funct ion. Ever y organizat ion needs t o look aft er recruit ment and select io n in t he in it ia l per iod and t her eaft er as and when addit io nal manpower is required due to expansio n and develop ment of business act ivit ies. µRight person for the right job¶ is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates 1

RECRUITMENT AND SELECTION IN CALL CENTER

is essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit. 1.2 MEANING: RECRUITMENT: Recruit ment means t o est imat e t he available vacancies and t o make su it able arrangement s for t heir select io n and appoint ment . Recruit ment is under st oo d as t he process o f searching for and obt aining applicant s for t he jo bs, fro m amo ng who m t he r ight people can be select ed. A for mal definit io n st at es, ³It is t he process of finding and at tract ing capable applicant s for t he emplo yment . T he process begins when new recru it s are sought and ends when t heir applicant s are submit t ed. The result is a po o l o f applicant s fro m which new emplo yees are select ed´. In t his, t he available vacancies are given wide public it y and suit able candidat es are encouraged t o su bmit applicat io ns so as t o have a poo l of eligible candidat es for scient ific select ion. In recruit ment , infor mat io n is co llect ed fro m int erest ed candidat es. Fo r t his d ifferent source such as newspaper advert isement , emp lo yment exchanges, int er nal pro mot ion, et c. are used. In t he recruit ment , a pool of eligible and int erested candidat es is creat ed fo r select ion o f most suit able candidat es. Recruit ment represent s t he first co nt act t hat a company makes wit h pot ent ial emp loyees

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RECRUITMENT AND SELECTION IN CALL CENTER

Defin ition: Acco rding t o EDWIN FLIPPO,´Recruit ment i s the process of searching f or pro spect ive employees and stimulati ng them to apply f or jobs in t he organi zation.´ 1.3 PURPOSE AND IMPO RTANCE O F RECRUITMENT:

2. Det er mine t he present and fut ure requirement s of t he organizat io n o n co njunct io n wit h it s personnel-planning and jo b analys is act ivit ies. 3. Increase t he pool o f jo b candidat es at minimum cost. 4. Help incr ease t he success rat e of t he select io n process by r educing t he nu mber of vis ibly under qualified or overqualified jo b applicant s. 5. Help reduce t he probabilit y t hat jo b applicant s, once r ecruit ed and select ed, will leave t he organizat io n only aft er a short period of t ime. 6. Meet t he organizat io n¶s legal and social o bligat io ns regarding t he

co mposit io n o f it s work force. 7. Begin ident ifying and prepar ing pot ent ial jo b applicant s who will be appropr iat e candidat es. 8. Increase organizat ional and individual effect iveness in t he short t erm and lo ng t erm. 9. Evaluat e t he effect iveness o f var ious recruit ing t echniques and sources fo r all t ypes o f jo b applicant s.

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and event ually decided whet her t hey wish t o work for it . whereas. A wellp lanned and well.managed recruit ing effort will result in high qu alit y app licant s. 4 . It is t hrough recruit ment t hat many individuals will co me t o kno w a co mpany. Recruit ment represent s t he fir st cont act that a company makes wit h po t ent ial emp lo yees.RECRUITMENT AND SELECTION IN CALL CENTER Recruit ment is a posit ive funct ion in which public it y is given t o t he jo bs available in t he organizat ion and int erest ed candidat es are encouraged t o su bmit app licat io ns for t he purpose o f select ion. a haphazard and piecemeal effort s will r esult in med io cr e o nes.

2. T hus.RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 2 RECRUITMENT PROCESS 2. Evaluat ion and cont rol. what indu cement to use for var ious t ypes o f applicant s groups. St rat egy development . The ideal recruit ment programme is t he one t hat at tract s a relat ively larg er nu mber of qualified applicant s who will survive t he screening process and accept posit io ns wit h t he organizat io n. 4. how to dist inguish app licant s 5 . 5. 3. t o approach t he ideal. Searching. Recruit ment programme s can miss t he ideal in many ways i. The pro cess co mpr ises five int errelat ed st ages.1 PROCESS: Recruit ment refers t o t he process o f ident ifying and at t ract ing jo b seek ers so as t o build a poo l o f qualified jo b applicant s. 1. viz. P lanning. by failing t o att ract an adequat e app licant poo l. where and how t o look fo r t he ind ividuals wit h t he appropr iat e qualificat ions and int erest s. by under/over selling t he organizat ion or by inadequat e screening app licant s before t hey ent er t he select ion process. Screening.e. when offer ed. ind ividuals respons ible for t he recruit ment process must know how many and what t ypes o f emplo yees are needed.

These det ails ar e available t hrough jo b descr ipt io n and jo b spec ificat io n 6 . P lanning invo lves t he t ranslat io n o f likely jo b vacancies and infor mat ion about t he nat ure o f t hese jo bs int o set of object ives or t arget s t hat specify t he (1) Numbers and (2) Types o f applicant s t o be cont act ed. Each t ime a recruit ment Programme is cont emplat ed. So me o f t hose cont act ed will be unint erest ed. one t ask is t o est imat e the nu mber of applicant s necessar y t o fill all vacancies wit h t he qualified peo p le. The t ype o f people depends on t he t asks and respo nsib ilit ies invo lved and t he qualificat io ns and exper ience expect ed. unqua lified or bot h.RECRUITMENT AND SELECTION IN CALL CENTER who are qualified fro m t hose who have a reasonable chance o f success and ho w to evaluat e t heir work. plan t o attract more app licant s t han t hey wil l hire. STAGE 1: RECRUITMENT PLANNING: The first st age in t he recruit ment process is planning. Types of contacts: It is basically concer ned wit h t he t ypes of people t o be infor med abo ut jo b o penings. near ly alwa ys. Numbers of contact: Organizat ion.

or t hey can hire skilled labo ur and pro fessio nal. Alt hough imperso nal.RECRUITMENT AND SELECTION IN CALL CENTER STAGE 2: STRATEGY DEVELO PMENT: When it is est imat ed t hat what t ypes of recruit ment and how many ar e requ ir ed t hen one has co ncent rat e in (1). co mput ers have given emplo yer s and jo b seeker s a wider scope of opt io ns in t he init ial screening st age. µMake¶ or µBuy¶: Organizat ion must decide whet her t o hire le skilled emp lo yees and invest o n t raining and educat io n programmes. Make or Buy emplo yees. 2. Organizat io ns. Techno logical sophist icat ion o f recruit ment and select ion devices. (2). T his decisio n is mainly influenced by t he available t echno logy. t his is t he µmake¶ or µbuy¶ decis io n. Technologi cal Sophistication: The second decisio n in st rat egy development relat es t o t he met hods used i n recruit ment and select io n. (3). T he advent of co mput ers has made it possible for emplo yer s t o scan nat io nal and int er nat ional applicant qualificat io n. which hire skilled and professio na ls shall have t o pay more for t hese emp lo yees. 7 . 1. Essent ially. Geo graphical dist r ibut ion o f labour market s compr is ing jo b seeker s.

If t he organizat io n has planned well and done a good job o f develo p in g it s sources and search met hods. Geographical di st ribution: In o rder to reduce t he cost s. Source activation and B). act ivat io n soon resu lt s in a flo o d o f app licat io ns and/or resumes. sources and search met hods are act ivat ed by t he issu ance o f an emplo yee requis it io n.RECRUITMENT AND SELECTION IN CALL CENTER 3. t he search process can beg in. The applicat io n received must be screened. co mpanies look in t o t he nat io na l mark et for manager ial and pro fessio nal emplo yees. Search invo lves t wo st eps A). A). Unsuccessful applicant s must be sent let t er of regret . This means t hat no act ual recruit ing t akes place u nt il lo ne managers have ver ified t hat vacancy does exist or will exist . organizat ions look in t o labor market s most lik ely to o ffer t he requir ed jo b seeker s. Selling. regio nal or lo cal market s fo r t echnical emplo yees and local market s for t he cler ical and blue-co llar emp lo yees. Generally. SOURCE ACTIVATION: Typically. 8 . STAGE 3: SEARCH NG: Once a recruit ment plan and st rat egy are worked out. Those who pass have t o be co nt act ed and invit ed for int er view.

t hey must resist t he t empt at ion of overselling t heir virt ues. On o ne hand. On t he ot her hand. S elect ion o f mediu m or media needs t o be do ne wit h a lo t o f care. E ven t he definit io n on recruit ment . Wit h reg ards t o med ia. However. t he y want to do what ever t hey can t o att ract desir able applicant s. while ot hers enjo y hig h cr edibilit y. bot h t he message and t he media deser ve att ent ion. organizat ion walks t ight rope. Message refer s t o t he emplo yment advert ise ment . Hir ing o f pro fesso rs in a universit y is a t ypical sit uat ion. In selling t he organizat io n. we quot ed in t he beginning o f t his chapt er. Here. Media are several-so me have low credibilit y. excludes screening fro m it s scope. we have included screening in recruit ment for valid reasons.RECRUITMENT AND SELECTION IN CALL CENTER B). STEP 4: SCREENING: Screening o f applicant s can be regarded as an int egr al part of t he recru it ing pro cess. SELLING: A seco nd issue t o be addressed in t he searching process co ncer ns co mmunicat ions. Applicat ion received in r espo nse t o ad vert isement s is screened and only e ligible app licant s ar e called fo r an 9 . it may be st at ed t hat effect iveness of any recruit ing message dep end s o n t he media. t hough many view it as t he fir st st ep in t he select ion process. The sele ct io n process will begin aft er t he app licat io ns have been scrut inized and short -list ed.

3. 10 . The cost s generally incurred are: 1.RECRUITMENT AND SELECTION IN CALL CENTER int er view. t he recruit ment process ext end s up to screening t he app licat io ns. 6. A se lect io n co mmit t ee co mpr is ing t he Vice-chancellor. Reg ist rar and subject expert s conduct s int er view. t hat is. T he select io n process co mmences only lat er. agenc y fees. Here. advert isement s. STAGE 5: EVALUATIO N AND CONTRO L: Evaluat ion and cont rol is necessar y as considerable cost s are incurred in t he recruit ment process. 2. Cost s of overt ime and out sourcing while t he vacancies remain unfilled. agenc y lia ison and so fort h. Salar ies for recruit ers. 5. Recruit ment over heads and administ rat ive expenses. Management and pro fessio nal t ime spent on prepar ing jo b descr ipt io n. jo b spec ificat io ns. Cost of recruit ing unsuit able candidat es for t he select ion process. 4. The cost of advert isement s or ot her recruit ment methods.

Ret ent io n and per for mance o f t he candidat es select ed. Number of suit able candidat es for select ion. 4. 3. Co mment s on image project ed.2 EVALUATION O F RECRUITMENT PROCESS The recru it ment has t he object ive o f searching for and obt aining applicat io ns fo r jo b seeker s in suffic ient number and qualit y. 2. Cost of t he recruit ment process 5. Ret urn rat e of applicat io n sent out . t he evaluat io n might include: 1. Keeping t his object ive in t he mind. T ime lapsed dat a 6. 11 .RECRUITMENT AND SELECTION IN CALL CENTER 2.

1 SOURCES OF MANAGERIAL RECRUITMENT INTERNAL SOURCES 1) Promotion and Transfer 2) Internal Notification (Advertisement) 3) Retirement 4) Recall 5) Former employees EXTERNAL SOURCES 1) Campus recruitment 2) Press advertisement 3) Management consultancy service & private employment exchanges 4) Deputation of personnel or transfer from one enterprise to another 5) Walk-ins.RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 3 Sources of Recruitment 3. talk-ins The sources o f r ecruit ment can be broadly cat egorized int o int er nal and ext ernal sources(I) Internal Recruitment ± I nt ernal recr uit ment seeks applicant s fo r po sit ions fro m w it hin t he co mpany. write-ins. The var ious int er nal sources include 12 .

Promotions and Transfers ± Promot io n is an effect ive means using jo b post ing and per so nne l reco rds. t hose chosen int er nally ar e familiar wit h t he organizat io n t hus r educing t he or ient at ion t ime and energ y and also act s as a t raining device for developing middle. Pro mot io ns has man y advant ages like it is good public relat ions. builds morale. Perso nnel records help discover emplo yees who are do ing jo bs below t heir educat io nal qualificat ions or skill levels. 2. cir culat ing publicat io ns or announcing at st aff meet ings and inv it in g emp lo yees t o apply. Job post ing r equires not ifying vacant posit io ns by post ing no t ices. Internal notifi cation (adverti sement): Somet imes. Oft en emplo yees have fr iends or acquaint ances who meet t hese require ment s. Most emplo yees know fro m t heir own exper ience abo ut t he requ ir ement o f t he jo b and what sort of person t he co mpany is looking fo r. manage ment issues an int er nal not ificat io n for t he benefit o f exist ing emp lo yees. necessar y for fut ure promot ions. promot ions rest r ict the fie ld o f select io n prevent ing fr es h blo o d & ideas fro m ent er ing t he organiz at io n.level and t o p-leve l manager s. Transfer s are also impo rt ant in providing e mplo yees w it h a bro ad.RECRUITMENT AND SELECTION IN CALL CENTER 1. It also leads t o inbr eed ing in t he organizat ion. However.based view of t he organizat ion. improves t he probabilit y o f go o d select ion since infor mat ion on t he individual¶s per for mance is read ily available. enco urages co mpet ent individua ls who are ambit io us. is cheaper t han go ing out side t o recruit. Su it able per sons are appo int ed at t he vacant post s 13 .

Under t he circu mst ances. T he ad vant age here is t hat t he people are alr eady known t o t he organizat io n and t here is no need t o find out t heir past per for mance and charact er. ind ividuals who left work and ar e willing t o come back for hig her co mpensat io ns.RECRUITMENT AND SELECTION IN CALL CENTER 3. Recalls: When management faces a pro blem. The var ious ext ernal sources inc lude 1. 4. Campus Recruit ment s: 14 . since t hey ar e familiar wit h t he o rganizat ion (II) External Recruitment ± Ext ernal recruit ment seeks applicant s fo r po sit ions fro m sources out side t he co mpany. which can be so lved only b y a manager who has proceeded on lo ng leave. t here is no need o f an or ient at io n programme for t hem. 5. it may de decided t o recall t hat persons aft er t he proble m is so lved. management may decide t o call r et ired managers wit h new ext ens io n. management ma y not find suit able candidat es in p lace o f t he o ne who had ret ired. Former Emp loyeesThese inc lude ret ir ed emplo yees who are willing t o work on a part -t ime basis. Also . Retirements: At t imes. T hey have out numbered t he int er nal met hods. aft er mer it or ious ser vice. E ven ret renched e mplo yees are t aken up once again. his leave may be ext ended.

So me co mpanies recruit a given number of candidat es fro m t hese inst it ut es ever y year. research laborat ories. Want ads descr ibe t he jo b benefit s. jo b specificat io ns. it is o ft en an expensive process. Advert ise ment s must cont ain proper infor mat io n like t he jo b co nt ent . part icular ly t he inst it ut es. wo rking co ndit io ns. However. The advert isement has t o sell t he id ea t hat t he co mpany and jo b ar e per fect for t he candidat e. Newspaper is t he mo st co mmo n medium but for highly specia lized recru it s. L&T. universit y depart ment or inst it ut e will have a placement officer t o hand le recru it ment funct io ns. growt h aspect s. sport s fields and inst it ut es are fert ile ground for recruit er s. Motorola and Reliance looking for glo bal market s. ANZ Gr indla ys. Ca mpu s Recruit ment is go ing glo bal wit h co mpanies like HLL. Campus recruit ment is so much sought aft er t hat each co lleg e. ident ify t he emplo yer and t ell t hose int erest ed how to app ly. as many r ecruit er s prefer ad vert isement s because o f t heir wide reach. A majo r it y leave t he organizat ion wit hin t he fir st five years o f t heir emplo yment . 2. co mpensat ion inc luding fr inge benefit s. Yet . Press Advertisements:It is a popular met hod of seeking recruit s. HCL-HP. even if recru it ing process produces jo b o ffers and accept ances event ually. et c. it is a major source o f recruit ment for prest igious co mpanies. Recru it ment 15 . ad vert isement s may be placed in pro fessio nal or business jour nal. locat ion o f jo b.RECRUITMENT AND SELECTION IN CALL CENTER Colleges. Cit ibank. univer sit ies.

1959. Deputation of personnel or Tran sfer from one ent erp ri se to another: When organizat ions co mbine. The Act applies t o all indu st r ia l est ablishment s having 25 workers or more each. a pool of qualified jo b applicant s. It enables an o rganizat io n t o pursue a business plan. 3. Thus. t he new o rganizat io n has. T he majo r funct ions of t he exchanges are to increase t he pool o f po ssib le app licant s and t o do t he preliminar y screening. whit e co llar and t echnical workers. t he need t o disp lace 16 . As a result . As a resu lt . Management Consu ltan cy service & Pri vate Emp loyment Exchanges:Emplo yment Exchanges have been set up all over t he count r y in deference t o t he provis io n o f t he Emplo yment Exchanges (Co mp u lso r y Not ificat io n o f Vacancies) Act . o ut o f who m so me ma y not be necessar y any lo nger. emplo yment exchanges act as a link bet ween t he emplo yers and t he prospect ive emp lo yees. However.RECRUITMENT AND SELECTION IN CALL CENTER ad vert isement s can also ser ve as corporate advert isement s t o build co mpan y¶ image. in effect . t hey have a pool o f emplo yees. Bot h new and o ld jo bs may be readily st affed by draw ing t he best -qualified applicant s fro m t his emplo yee pool. 4. It also cost effect ive. T he Act requir es all t he ind ust r ial est ablishment s t o not ify t he vacancies befor e t he y ar e filled. new jo bs may be creat ed. T hese o ffices ar e part icular ly useful t o in recr uit ing blue-co llar. T his met hod facilit at es t he immediat e imple ment at ion o f an organizat ion¶s st rat egic plan.

so me organizat ions compile pools o f pot ent ial emp lo yees fro m direct applicat ions for skilled posit ions.RECRUITMENT AND SELECTION IN CALL CENTER emp lo yees and t o int egrat e a large number of t hem r at her quickly int o a new o rganizat io n means t hat t he per sonne l. 17 . Write-in s and Talk-insThe most commo n and least expens ive approach for candidat es is d irect applicat ions. in which jo b seekers submit unso licit ed applicat ion let t ers o r resumes. Walk-ins. Wh ile direct applicat ions are part icular ly effect ive in filling ent r y. Fro m emp lo yees¶ viewpo int . Tal k-ins invo lves t he jo b aspirant s meet ing t he recruit er (on an appropr iat ed dat e) for det ailed t alks. 5. Write-ins are t hose who send wr it t en enquir ies. walk. No applicat io n is requ ir ed t o be submit t ed to t he recruit er. Direct applicat io ns can also provide a poo l o f pot ent ial emp lo yees to meet fut ure needs.ins are preferable as t hey are free fro m t he hassles associat ed wit h ot her met hods o f recru it ment .level and unsk illed vacancies. These jo bseeker s are asked to complet e applicat ion fo r ms fo r furt her processing.planning and select ion process beco mes cr it ical more t han ever.

chances o f r ight candidat es being reject ed and wrong applicant s being select ed occur.  Ext ernal recruit ment is cost ly. Cons:  Bet t er mot ivat ion and incr eased morale associat ed wit h pro mot ing o wn emplo yees re lo st t o t he organizat ion.  High t raining t ime is associat ed wit h ext ernal recruit ment . if people ar e hir ed fro m ext ernal sources.  The management will be able t o fulfill reser vat io n requir ement s in favour of t he disadvant aged sect io ns o f t he societ y.RECRUITMENT AND SELECTION IN CALL CENTER 3. 18 .  Scope for resent ment .  I f recruit ment and select ion processes are not proper ly carr ied o ut . heart bur n and jealousy can be avo ided b y recruit ing fro m out side.2 PRO AND CONS O F EXTERNAL RECRUITMNET: Ext ernal sources o f recruit ment have bot h mer it s and demer it s. new t alent s and new exper iences. Pro:  The organizat ion will have t he benefit of new skills.

19 .1 SELECTION: Selection is defin ed as the p rocess of di fferentiating between app li cants in o rder to identify (and hi re) those with a greater li kelih ood of su ccess in a job. The difference between recruitm ent and selection: Recruitm ent is i dentifying n encou ragin g prospective em ployees t o appl y fo r a job. And Selection i s sel ecting the right candidate from the pool of applicants. Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and com petency to do the job.RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 4 SELECTION PROCESS 4.

Selection Tests Rejected Application 3.RECRUITMENT AND SELECTION IN CALL CENTER 4. Employment Contract 9. Reference and Background Analysis 5. Preliminary Interview 2. Employment Interview 4. co mmencing from t he pr eliminar y int er view o f t he app licant s and ending wit h t he cont ract of emplo yment . The following chart gives an idea about selection p rocess: - 1. Job Offer 8.2 SELECTION PROCESS Select io n is a lo ng process. Selection Decision 6. Evaluation 20 . Physical Examination 7.

Preliminar y int er view. which did not appear in t he app licat io n for ms. preliminar y int erview. eliminat e of unqualified applicant s.RECRUITMENT AND SELECTION IN CALL CENTER Envi ron ment factor affecting selection: Select io n is influenced by several fact ors. labo ur. 21 . helps r eject misfit s for reason.market condit io ns. o n t he ot her hand. oft en called µco urt es y int er view¶. legal and polit ical co nsiderat io ns. co mpany¶s po lic y. T he last t hree const it ut e t he int er nal enviro nment and t he rema ining fo r m t he ext ernal environment of select ion process. Besides. unemplo yment rat e. STEP 1: PRELIMINARY INTERVIEW The applicant s received fro m jo b seeker s would be subject to scrut iny so as t o eliminat e unqualified applicant s. is a good public relat io n exercise. Scrut in y enables t he HR specia list s t o eliminat e unqualified jo bseeker s based o n t he in fo r mat io n supplied in t heir app licat io n for ms. This is usually fo llowed by a preliminar y int er view t he purpose o f which is mor e or less t he same as scrut iny o f applicat ion. t hat is. More prominent amo ng t hem ar e supp ly and demand o f specific skills in t he labour market . human resources planning and cost of hir ing. co mp any¶ s image.

It is co ncer ned wit h what one has acco mplished. Ability test s: Assist in det er mining how well an individual can per for m t asks relat ed t o t he jo b. T here ar e. an achieveme nt t est is t aken t o measure ho w well t hey know it . Quest io ns have been prepared and t est ed for such t rades as asbest os worker. The use o f apt it ude t est 22 . depend ing o n t he jo b and t he co mpany. elect r icians and machinist s. punch-press operat ors. apt it ude and perso nalit y. Trade t est s ar e t he most commo n t ype o f achievement t est g iven. When app licant claims t o know so met hing. B). The following are the type of tests taken : A). Generally. An excellent illust rat ion o f t his is t he t yping t est s given t o a pro spect ive emp lo yer for secr et ar ial jo b.RECRUITMENT AND SELECTION IN CALL CENTER STEP 2: SELECTION TEST: Job seekers who pass t he screening and t he preliminar y int er view ar e called for t est s. man y unst andardised achievement t est s given in indust r ies. Aptitude test: Apt it ude t est s measure whet her an individuals has t he capacit y or lat ent abilit y t o lear n a given jo b if given adequat e t raining. Also called as µACHEIVEMENT TESTS¶. Different t ypes o f t est s ma y be administ ered. such as t yp ing o r d ict at ion t est s for an applicant for a st enographic posit io n. of course. t est s are used t o det ermine t he app licant ¶s abilit y.

which many business st udent s t ake pr ior to gaining admiss io n t o a graduat e business schoo l programme.RECRUITMENT AND SELECTION IN CALL CENTER is ad visable when an applicant has had lit t le or no exper ience alo ng t he line o f t he jo b opening. T he y fo cu s at t ent ion on a part icular t ype of t alent such as lear ning or reaso ning in respect of a part icular field o f work. finger dext er it y and manual dext er it y. et c. T hese t est s help t o det ect po sit ive negat ive po int s in a per son¶s sensor y or int ellect ual abilit y. maint enance workers. Fo rms of aptitude test: 1. mot o r co - o rdinat ion. These t est s he lps to measure specia lized t echn ica l kno wledge and proble m so lving abilit ies if t he candidat e. An example o f such t est is t he gener al management apt it ude t est s (GMAT). a) Mechanical aptitude tests: They measur e t he abilit y o f a person t o lear n a part icular t ype o f mechanical work. The y cover such areas cler ical apt it ude. mechanical apt it ude. nu mer ica l apt it ude. They are usefu l in select ion o f mechanics. Mental or intelli gence tests: They measure t he overall int ellect ual abilit y o f a per son and enable t o kno w whet her t he perso n has t he ment al abilit y t o deal wit h cert ain problems. Apt it ude t est indicat es t he abilit y or fit ness o f an individual t o engag e successfully in any number of spec ialized act ivit ies. Apt it udes t est s help det er mine a per son¶s pot ent ial t o lear n in a g iven ar ea. 23 .

The int elligence is probably t he mo st widely administ ered st andardized t est in ind ust r y. numer ical abilit y. presence o f mind ( alert ness). hobbies.RECRUITMENT AND SELECTION IN CALL CENTER b) Psychomotor or ski lls tests: They are t hose. These t est s are used t o measure an ind ividual¶s act ivit y preferences. memor y and such ot her aspect s can be measured. d). which measur e a person¶s abilit y t o do a specific jo b. Intelli gence test: This t est helps t o evaluat e t rait s o f int elligence. et c. Such t est s also enable t he co mpany t o pro vid e vo cat ional guidance t o t he se lect ed candidat es and even t o t he exist ing emp lo yees. t est ing and inspect ion. reasoning. T hese t est s are part icular ly useful for st udent s consider ing many career s o r emp lo yees deciding upo n career changes. such t est s ind icat e which occupat io ns are mo r e in line wit h a person¶s int erest . 24 . c). It is t aken t o judge numer ical. memor y and su ch ot her abilit ies. Ment al abilit y. skills. Interest Test: This is conduct ed to find out likes and dis likes of candidat es to wards o ccupat ions.skilled and repet it ive jo bs su ch as pack ing. Such t est s are co nduct ed in respect of semi. et c.

Projective Test: This t est requires int erpret at io n o f pro blems or sit uat ions. 25 . at t it udes. and ment al sharpness. Test s are ver y co mmo n t o find gener al awareness o f t he cand idat es in t he fie ld o f sport s. apt it ude and exper ience for cert ain has failed because of inabilit y t o get alo ng wit h and mot ivat e ot her peo ple. Oft en a n ind ividual who possesses t he int elligence. wher e per sonalit y p la ys a n impo rt ant role. world affa ir s. g). behavio r und er st ress and st rain. Perception Test: At t imes percept io n t est s can be co nduct ed t o find out beliefs. et c. For examp le. f). K. t his t est is ver y much essent ia l on case o f select ion o f sales force. current affairs. also. General knowledge Test: No w days G.RECRUITMENT AND SELECTION IN CALL CENTER e). invo lve a ser io us problem o f obt aining an honest answer. public relat io n st aff. h). social or int erpersonal skills.et c. It is conduct ed to judge mat ur it y. Personality Test: The import ance o f perso nalit y t o job success is undeniable. polit ics. etc. and opinio ns about t he pict ure. Personalit y t est s are similar t o int erest t est s in that t hey. a pho t ograph or a pict ure can be shown t o t he candidat es and t hey are asked t o g ive t heir views.

A slant t o t he r ig ht . t reasur y o ffices and jeweller y shops. as well as disclo se t he idio syncrasies and element s o f balance and co nt rol. For example. Wit h t he development of t echno lo g y. Polygraph Test: Po lygr aph is a lie det ect or. Depart ment st ore. hazardo us 26 . It has been said t hat an ind ividual¶s handwr it ing can suggest t he degr ee o f energ y. Graphology Test: It is designed t o analyze t he handwr it ing of individual. mo d erat e pressure and good legibilit y show leader ship pot ent ial. banks. med ical t est s have beco me diver sified.RECRUITMENT AND SELECTION IN CALL CENTER i). t hose highly vulnerable t o t heft o r swindling may find po lygraph t est s useful. Medical Test: It reveals phys ical fit ness o f a candidat e. k). inhibit io n and spo nt aneit y. j). Medical ser vicing helps measure and mo nit or a candidat e¶s phys ical resilience upo n exposure t o chemicals. big let t ers and emphasis on capit al let t ers ind icat e a t endency t owards do minat io n and co mpet it iveness. which is designed t o ensure accur acy o f t he in fo r mat io n given in t he applicat io ns. t hat is.

A t est t hat has been validat ed can be helpful in differ ent iat ing bet ween prospect ive emplo yees who will be able t o perfor m t he jo b well and t ho se who will not .RECRUITMENT AND SELECTION IN CALL CENTER 2. is generally a st able char act er ist ic. An individual¶s int e lligence. Test s. object ivit y and st andardizat io n. which helps predict whet her a perso n will be successfu l in a g iven jo b. So if we administ er an int elligence t est . A validat ed t est increases possibilit y o f success. The y are: y RELIABILITY: It refers t o st andardizat io n o f t he procedure o f administ er ing and sco r ing t he t est result s. which produce wide var iat io ns in result s. y VALIDITY: It is a t est . Nat urally. a person who scores 110 in March would score close t o 110 if t est ed in Ju ly. for examp le. ser ve lit t le purpo se in select ion. va lidit y. 27 . CHOOSING TESTS: The t est must be chosen in t he cr it er ia o f reliabilit y. A perso n who t akes t est s one day and makes a cert ain sco re should be able t o t ake t he same t est t he next day or t he next week and make mor e or less t he same score. no t est will be 100% accurat e in predict ing jo b success.

STANDARDRIZATIO N: A t est t hat is st andardized is administ ered under st andard condit io n t o a larg e group of perso n who are represent at ives o f t he individuals for who m it is 28 . t he t est evaluat ors¶ subject ive opinio ns may r ender t he t est useless. 3. t he t est is said t o be object ive. c).RECRUITMENT AND SELECTION IN CALL CENTER There are th ree ways of validating a test. b).t his invo lves det er mining t he fact ors t hat are charact er ist ics o f successful emplo yees and t hen using t hese fact ors as t he yard st icks.it invo lves t aking part s of several similar jo bs rat her t han one co mp let e job t o validat e t he sele ct io n t est . Concu rrent Validity: . OBJECTIVITY: When t wo or more people can int er pret t he result o f t he same t est and der ive t he same co nclusio n( s).it invo lves using a select io n t est dur ing t he select ion process and t hen ident ifying t he successful candidat es. The charact er ist ics o f bot h su ccessful and less successful candidat es ar e t he n id ent ified. Predi ctive Validity: . They are as follows: - a). 4. Ot herwise. Synthetic Validity: .

T he purpose o f st andardizat io n is t o obt ain nor ms or st andard. so t hat a specific t est score can be meaningful when co mpared t o ot her sco re in t he group. product s manufact ured and t he like 3) Helps bu ild t he co mpany¶s image amo ng the applicants. It is co nsidered t o be excellent select ion device. I nt erview is fo r mal. jo b. STEP 3: EMPLOYMENT INTERVIEW: The next st ep in t he se lect io n process is an int er view. manager ial and pro fessio n emplo yees. int er view is not hing but an oral examinat io n o f cand idat es. ideas and opinio n bet ween t he candidat es and int er viewers. 29 .RECRUITMENT AND SELECTION IN CALL CENTER int ended. Objectives of interview: Int erview has at least t hree object ives and t hey are a fo llows: 1) 2) Helps obt ain addit io nal infor mat io n fro m t he applicant s Facilit at es g iving general infor mat ion t o t he applicant s such as co mpan y po lic ies. in-dept h conversat io n conduct ed to evaluat e t he applicant ¶s accept abilit y. Int erview can be adapt ed to unskilled. skilled. Basically. It is face-t o face exchange o f view.

3) Non-di rective Interview: Non-direct ive int erview or unst ructured inter view is designed t o let t he int er viewee speak his mind freely. The emplo yee or t he manager or t he personnel manager may ask a few almo st inco nsequent ial quest ions like name. It id not planned and nobody prepar es for it . pla ce o f birt h. This is used widely when t he labo ur mark et is t ight and when you need workers badly. He encourages t he 30 . names o f relat ives et c. t he t ime and place of t he int erview will be st ipulat ed b y t he emplo yment office. but his all at t ent io n is t o t he candidate. eit her in t heir respect ive o ffices or anywhere out side t he plant o f co mp any. wit h t he help o f wel l st ruct ured quest io ns. Fo llo wing are t he var ious t ypes o f int er view: - 1) Informal Interview: An infor mal int er view is an oral int erview and may t ake place anywhere. There int erviews emplo yed by t he co mpanies. 2) Formal Intervi ew: Formal int er views ma y be held in t he emplo yment o ffice by he emp lo yment office in a more for ma l at mosphere.RECRUITMENT AND SELECTION IN CALL CENTER y Types of interview: Int erviews can be of different t ypes. The int erviewer has no for mal or direct ive quest io ns.

we do not t hink your qualificat ions and exper ience are adequat e fo r t his posit io n. A good cand idat es will not yield. p lease t ell us about yourself aft er your gr aduat ed fro m high school´. a ser ies o f quest ions ma y be asked t o t est t he dept h o f under st anding and int er est of t he candidat e.RECRUITMENT AND SELECTION IN CALL CENTER cand idat e to t alk by a lit t le prodding whenever he is silent e. These pro bing quest ions must be asked wit h t act and t hrough exhaust ive analysis. Ra y. on t he cont rar y he ma y subst ant iat e why he is qualified t o hand le t he jo b. 4) Depth Intervi ew: It is designed t o int ensely examine t he candidat e¶s background and t hink ing and t o go int o considerable det ail on part icular subject s o f a n impo rt ant nat ure and of specia l int erest to t he candidat es.g. ³Mr. Jo seph. wit ho ut t he encumbr ances o f t he int er viewer ¶s quest ion. 31 . T he int er viewer may st art wit h ³Mr. if t he cand idat e says t hat he is int erest ed in t ennis. 5) Stress Interview: It is designed t o t est t he candidat e and his conduct and behavior by him und er condit io ns o f st ress and st rain. ¶ and wat ch t he react io n of t he candidat es. it is po ssible t o get a good pict ure of t he candidat e. The idea is o give t he candidat e co mplet e fr eedo m to ³sell´ himself. For examp le. But t he int erviewer mu st be o f higher caliber and must guide and r elat e t he infor mat io n given by t he app licant t o t he object ive o f t he int er view.

usually ut ilizing t he st rengt h and knowledgebase o f eac h int er viewer. This t yp e o f int er view pools t he co llect ive judgment and wisdo m o f t he panel in t he assessment o f t he candidat e and also in quest io ning t he facult ies o f t he cand idat e. 8) Sequential Interview: The sequent ial int er view t akes t he one-t o-one a st ep furt her and invo lve s a ser ies o f int er view. so t hat each int er viewer can ask quest io ns in relat io n t o his o r her su bject area of each candidat e. 32 . as t he candidat e moves fro m roo m to roo m. 6) Group Interview: It is designed t o save busy execut ive¶s t ime and t o see ho w t he cand idat es may be brought t oget her in t he emplo yment o ffice and t hey ma y be int er viewed. 7) Panel Intervi ew: A panel or int er viewing board or select ion co mmit t ee may int er view t he cand idat e.RECRUITMENT AND SELECTION IN CALL CENTER This t ype o f int er view is borrowed fro m t he Milit ar y organizat ion and t his is ver y useful t o t est behavior o f individuals when t hey are faced wit h d isagr eeable and t r ying sit uat io ns. usually in t he case o f super visor y and manager ial posit io ns.

T his appro ach is called t he Mixed I nt erview. 10) Unst ructu red Interview: It is also known as µUnpat t erned¶ int er view. t his approach may o ver look key areas o f t he applicant ¶s sk ills o r background. It is useful when t he int er viewer t ries t o probe perso nal det ails o f t he candidat e it analyze wh y t hey are not r ight for t he jo b. t he lat er reveals mo r e o f his o r her desir e and proble ms. It is useful for valid result s. But t he Unpat ent ed int er view lacks unifo r mit y and worse.RECRUITMENT AND SELECTION IN CALL CENTER 9) Structu res Interview: In a st ruct ured int er view. T he st ruct ured quest io ns provide a base o f int er view more convent io nal and per mit great er insight s int o t he u niqu e d ifferences bet ween applicant s. t he int er view is large l y unp lanned and t he int er viewee does mo st of t he t alking. 11) Mixed Interview: In pract ice. 33 . which ar e put to all t he int er viewees. especiall y when dea ling wit h t he large number o f applicant s. Unguided int er view is ad vant ageous in as much as it leads t o a fr iendly conversat io n bet ween t he int er viewer and t he int er viewee and in t he process. t he int erviewer uses preset st andard ized quest io ns. This int er view is also called as µGuided¶ or µPat t erned¶ int er view. t he int er viewer while int er viewing t he jo b seekers u ses a blend o f st ruct ured and st ruct ured and unst ruct ured quest io ns.

so me emplo yer s place a great value on it . 14) Telephon e Intervi ews: Have a copy o f your r esume and any point s you want to remember t o say near by. infor mal. Speak a bit slower t han usual. so me int er viewers will ask yo u t o o rder first (do not appear indecisive). Decide what to eat quickly. Middle or senior management gener ally co nduct s t he seco nd int er view. or socially sit uat ed. t oget her or separat ely. I t is crucia l t hat you convey yo ur ent husiasm ver ba lly. barking do gs et c. t he int er viewer is likely just t aking so me not es. Avoid pot ent ially mess y foods. fro m fun t alk t o business t alk. and t he emplo yer will be expect ing a great er level o f preparat io n o n 34 .RECRUITMENT AND SELECTION IN CALL CENTER 12) Dinner Interviews: These int er views may be st ruct ured. 15) Second Interviews: Job seekers are invit ed back aft er t hey have passed t he fir st in it ial int er view. su ch as in a rest aurant . I f t here ar e pauses. since t he int er viewer cannot see your face.). however. Be prepared t o swit ch gears rap idly. I f you are on your ho me t elephone. such as spag het t i. make sure t hat all roommat es o r family me mber s are aware o f t he int er view (no loud st ereos. Applicant s can expect more in-d ept h quest io ns. do not worry. do not underest imat e t he valu e o f casu al discussio n. Be pr epared for t he co nver sat ion t o abrupt ly change fro m fr iend l y chat to direct int erview quest ions.

Applicant s should cont inue t o research t he emp lo yer fo llo wing t he fir st int erview.RECRUITMENT AND SELECTION IN CALL CENTER t he part of t he candidat es. r eferences are not usually checked unt il an applicant has successfully reached t he fourt h st age o f a sequent ial se lect io n process. organizat ions so met imes hire app licant s befo r e checking references. and t elephone numbers o f refer ences for t he purpose o f ver ifying infor mat io n and per haps. known as public figur es. But . t he pro blem wit h t his reference is t he t endency o n t he part of t he previo u s emp lo yer s t o over-rat e t he applicant ¶s per for mance just to get rid o f t he person. neig hbors or fr iends can act as references. Organizat ions nor mally seek let t ers of reference or t elep ho ne refer ences. STEP 4: REFERENCE CHECK & BACK GROUND ANALYSIS:Many emplo yers request names. Previous emplo yers. gain ing add it io nal background infor mat io n on an applicant . and be prepar ed t o use any infor mat io n gained t hrough t he previous int er view t o their advant age. The t elephone reference also has t he advant age o f so lic it ing immed iat e. Whe n t he labour market is ver y t ight . 35 . The lat t er is advant ageous because of it s accuracy and low co st . Previous emplo yers ar e preferable because t hey are already aware of t he applicant ¶s per for mance. universit y pro fesso rs. addresses. Alt hough list ed o n t he app licat io n for m.

The reasons are obvious: 1.t he mo st cr it ical o f all t he st eps. lest it mig ht damage or ruin his/ her career. The final decisio n has t o be made t he pool o f individuals who pas t he t est s. STEP 5: SELECTION DECISION:Aft er obt aining infor mat io n t hrough t he preceding st eps.must be made. The view of t he line manager will be generally consider ed in t he fina l select ion because it is he/ she who is responsible for t he per for mance o f t he new emplo yee. select io n decis io n. People may not like t o divulge t he t rut h about a candidat e. 3. int er views and reference checks. 2. The HR manager plays a crucial ro le in t he final select io n. People may wr it e favorably about t he candidat e in order to get rid o f him o r her. T he ot her st ages in t he select ion process have been used t o narrow t he number o f t he cand idat es. The candidat e approaches only t hose persons who would speak well abo ut him or her. It may be st at ed t hat t he infor mat io n gat hered t hrough refer ences hard l y in flu ence select ion decis io ns. 36 .RECRUITMENT AND SELECTION IN CALL CENTER relat ively candid co mment s and at t it ude can so met imes be inferred fro m hesit at ions and inflect io ns in speech.

t he cand idat e is required to undergo a phys ical fit ness t est . The result s o f t he medic al fit ness t est are recorded in a st at ement and are pr eser ved in t he personnel r ecords. STEP 7: JOB OFFER: The next st ep in t he select ion process is jo b o ffer t o t hose app licant s who have crossed all t he previous hurdles. such an examinat io n will prot ect t he emplo yer from workers co mpensat io n claims t hat are not valid because t he injur ies or illness were present when t he emp lo yee was hired. medical check-up prot ect s applicant s wit h healt h defect s fro m undert aking work t hat could be det riment al t o t hem o r mig ht ot herwise endanger t he emp lo yer ¶s propert y. A jo b offer is. which different iat e successfu l and less successful emp lo yees. Obviously. Finally. t he t est assist s in det er mining whet her an app licant is physically fit t o perfo r m t he wo rk. Thirdly. Job o ffer is made t hrough a let t er 37 . Fourt h. t he physical examinat io n infor mat io n can be used t o det ermin e if t her e are cert ain physical capabilit ies. T here are severa l o bject ives behind a physical t est . one reason for a phys ical t est is to det ect if t he individual carr ies any infect ious disease. o ft en.RECRUITMENT AND SELECTION IN CALL CENTER STEP 6: PHYSICAL EXAMINATION: Aft er t he select io n decisio n and before t he jo b o ffer is made. Seco ndly. co nt ingent upon t he candidat e being declar ed fit aft er t he p hys ica l examinat io n.

Thos is part icular ly necessar y when he or she is alread y in emp lo yment . T his form cont ains vit al det ails abo ut t he 38 . Again. I f t he new emp lo yee¶s first jo b upo n jo ining t he co mpan y is to go on co mpany unt il per haps a week before such t raining begins. a new jo b ma y r equ ire mo vement t o anot her cit y. Such a let t er generally co nt ains a dat e by which t he appo int ee mu st report on dut y. One suc h do cu ment is t he at t est at io n for m.RECRUITMENT AND SELECTION IN CALL CENTER o f appo int ed. especially if t he ind ividua l is unemp lo yed and do es not have suffic ient finances. cert ain do cu ment s need t o be execut ed by t he emplo yer and t he cand idat e. t his pract ice cannot be abused. in which case t he appo int ee is requir ed t o obt ain a reliev in g cert ificat e fro m t he previous emplo yer . It need s no emphasis t hat t he applicat io ns of select ed candidat es must also be preser ved for t he fut ure references. The appo int ee must be given reasonable t ime fo r repo rt ing. Nat urally. STEP 8: CONTRACT O F EMPLOYMENT: Aft er t he jo b o ffer has been mad and candidat es accept t he offer. T heir applicant s ma y be preser ved for fut ure use. and mo vement of propert y. The co mpany ma y also want t he individual t o dela y t he dat e o f repo rt ing on dut y. Decency demands t hat t he reject ed applicant s be infor med about t heir no n. which means co nsiderable preparat io n.select ion. if any.

Det ails o f ho liday year. 2. There is also a need for prepar ing a cont ract of emp lo yment . 1. allowance. Maximum ho liday t hat can be t ake at any one t ime. met hod of payment s. Hours of work including lunch br eak and overt ime and shift arrangement s. 4.) vii. but t he fo llowing checklist set s o ut t he t yp ical headings: 1.RECRUITMENT AND SELECTION IN CALL CENTER cand idat e. Rat e of pay. Dat e when cont inuous emplo yment st art s and t he basis for calcu lat in g ser vice. as t he co mpany may fro m t ime t o t ime dir ect ´. including a par se such as ³T he emplo yee will per for m such dut ies and will be responsible t o such a perso n. Dut ies. which are aut hent icat ed and att est ed by him/ her.) vi. Jo b t it le 2.) ii. Qualifying per io d. overt ime and shift rat es. Dat es when ho lidays can be t aken.) iv. 3. Accrual o f ho lidays and ho lida y pay. Holiday arrangement s: i.) iii. The basic in fo r mat io n t hat should be included in a wr it t en cont ract of e mplo yment will var y according t o t he level o f t he jo b. Calculat io n o f ho liday pay.) Paid ho lidays per year.) v. At t est at io n fo r m will be a valid record for t he fut ure reference. 39 .

Alt er nat ively called emplo yment agreeme nt s or simply bo nds. Such cont ract s seek t o rest rain jo b. The emplo yee is prepar ed t o pay t he penalt y for breaching t he 40 . Public ho lida ys.) ix. 6. Amarchand Mangaldas Hirala l. Work rules (or any reference t o t hem). et c. services o f law fir ms (pro minent fir ms in t his cat egory inc lude Mulla. Crawford Baile y. But high t urnover sect ors such as so ft ware. 8.) are engag4d t o get t he for ms draft ed and fina lized. Arrangement s for unio n me mber ship ( if applicable). Blu nt and Caro e.hopper s. Great care is t aken t o draft t he cont ract for ms. 4. co nt ract or no co nt ract . 3. Lengt h of not ice due to and fro m emp loyee. The drawback wit h t he cont ract s is t hat it is almo st t o enforce t hem. Mo st emplo yer s insist on agreement s being signed by newly hired emp lo yees. advert ising and media are mo r e pro ne t o use cont ract s. 7. Grievances procedure (or reference t o it ) 5. Oft en.) Carr yo ver o f ho lida y ent it lement . Cr aigie. A det er mined emplo yee is bound t o leave t he organizat ion. Disciplinar y procedur e (or any refer ence to it ). to prot ect knowledge and infor mat io n that might be vit al t o a co mpany¶s healt hy bot tom line and t o prevent compet it ors fro m po achin g hig h ly valued emplo yees.RECRUITMENT AND SELECTION IN CALL CENTER viii. co nt ract s o f emplo yment ser ve many useful purpo ses. Arrangement s for t er minat ing emplo yment .

The select ion process. How to evaluat e t he effect iveness o f a select ion programme? A per iodic audit is t he answer. P eople who wo rk ind ependent of HR depart ment must conduct audit . Ethnocent ric Selection: In t his approach. st affing decisio ns ar e made at the organizat io n¶s headquart ers. 41 . It is t he reaso n t hat several co mpanies have scrapped t he cont ract s alt oget her. STEP 10: EVALUATIO N:-The broad t est of t he effect iveness o f t he select ion process is t he qualit y o f t he personnel hired. Subsidiar ies have limit ed autono my. will ensur e availabilit y o f such emplo yees. The t able belo w co nt ains an o ut line t hat highlight s t he areas and quest ions t o be covered in a syst emat ic evaluat io n. and t he emplo yees fro m t he headquart ers at ho me and abroad fill key jo bs. Nat io nals fro m t he parent co unt r y do minat e t he organizat io ns at home and abroad. 4.3 FOUR APPROCHES O F SELECTIO N: 1).RECRUITMENT AND SELECTION IN CALL CENTER agreement or t he new emplo yer will provide co mpensat io ns. An organizat io n must have co mpet ent and co mmit t ed personnel. if proper ly done.

Needless to say. each subsidiar y is t reated as a dist inct nat io nal ent it y wit h local cont rol key financial t arget s and invest ment decisio ns. business st rat egy is int egrat ed t horoughly on glo bal basis.RECRUITMENT AND SELECTION IN CALL CENTER 2). Lo ca l cit izens manage subsidiar ies. 3). T his is t he approach. cont rol wit hin t he group and t he movement s o f st aff are managed o n a regio nal basis. Regio nal manager s have great er discret io n in decis io n. T he bro ad and ot her part s o f t he t op management st ruct ure are t horo ughly int er nat ional unco mmo n. such organizat io ns are 42 . 4). not nat ionalit y. reflect ing t he part icular disposit io n o f business and o perat ions wit hin t he group. Movement o f st aff is lar gely rest r ict ed to specific geograp hica l reg io ns and pro mot ions t o t he jo bs cont inue t o be do minat ed by manager s fro m t he parent s co mpany. Regiocent ri c Selection: Here. which is largely pract iced in o ur co unt r y. but t he key jo bs r emain wit h st aff fro m t he parent count r y. Geocent ric Staffin g: In t his case. Polycent ri c Selection: In po lycent r ic select io n. in co mposit io n. St aff deve lopment and pro mot io n are based on abilit y.

) In recruit ment t he purpose is t o att ract maximum numbers o f suit able and int erest ed candidat es t hrough applicat ions. 43 .) Recruit ment is pr ior to select ion.RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 5 DIFFERNACE BETWEEN RECRUITMENT AND SELECTION 5. available applicat io ns are scrut inized. 3. int er view and medical examinat io n are conduct ed in order to select mo st su it able candidat es. 4. In t he select ion process. select io n is a process of choosing mo st suit able candidat es o ut o f t ho se. Test s. who are int erest ed and a lso qualified for jo b. Select io n is next to recruit ment . It is out of candidat es¶ available/ int er est ed.) In t he recruit ment process.) Recruit ment is t he posit ive funct ion in which int erest ed candidat es ar e enco uraged t o submit applicat ion. In select ion process t he purpose is t hat t he best candidat e out of t ho se qualified and int erest ed in t he appo int ment . 5. vacancies available are finalized.) Recruit ment is t he process o f searching for prospect ive candidat es and mo t ivat ing t hem t o apply for jo b in t he organizat io n Whereas. public it y is g iven t o t hem and applicat ions are co llect ed fro m int erest ed candidat es.1 Difference (Recruit ment and Selecti on) 1. 2. It creat es proper base for act ual select ion.

E xpendit ur e is required mainly for advert is ing t he post s. Select ion is a cost ly act ivit y.) Recruit ment is t he short process. 6. It invo lves scrut iny o f applicat ions.) In recruit ment ser vices o f expert is not required Whereas in select io n.) Recruit ment is not cost ly. g iv ing t est s. 7. I n recruit ment publicit y is given t o vacancies and app licat io ns ar e co llect ed from different sources Select io n is a lengt hy process. ser vices o f expert is required 8. arranging int er views and medical examinat ion. as expendit ure is needed for t est ing cand idat es and conduct of int er views 44 .RECRUITMENT AND SELECTION IN CALL CENTER Select io n is a negat ive funct io n in which unsuit able candidat es are e liminat ed and t he best one is select ed.

RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 6 CASE STUDY Headquart er of Info sys ( Bangalore) 6.1 INFOS YS 45 .

T his is what dist inguishes I nfosys amo ng o t her t echno logy co mpanies. of a place where peo p le wo rk in a campus like facilit y and cult ur e. T hese range fro m major init iat ives such as t he I nfo s ys Leadership I nst it ut e to var ious o ngo ing management development and personal improvement programs. Their framewo rk fo r co nt inuous lear ning at Infosys is built ar ound a number o f focused pro grams fo r t heir emp lo yees. are unafr aid t o vo ice new ideas. Dedicat ed organizat ions or groups wit hin Info sys lead t hese init iat ives. o f freshness.RECRUITMENT AND SELECTION IN CALL CENTER y Work at Infosys: A fee ling o f energy and vit alit y. Info sys invest ment in people and infr ast ruct ure to build a ho list ic lear nin g framework demo nst rat es t heir co mmit ment to cont inuous lear ning and bu ild ing int ellect ual capit al for t he ir emplo yees. y Continuous learning: The spir it o f lear n abilit y amo ng Info sys people and an organizat io nal co mmit ment to cont inuous personal and professio nal development keep s Info sys at t he forefront in a fast -changing indust r y. o f a p lace where t here is minimal hier archy. Robust people manage ment pract ices enable I nfosys t o creat e t his environment for it s emp lo yees. They co mplement a host of t echno lo g y ad vancement and ongo ing t raining opt ions. enabling I nfoscio ns to excel and inno vat e in what t he y do for t heir client s and in what t hey st and for as a co mpany. This lear ning framewo rk is co nt inuously enhanced wit h new programs and t he latest lear ning t echn iques 46 .

Each event emphasizes a specific area like music. Cit ico rp and Sun Microsyst ems). The missio n o f t his club is t o provide a mut ually support ive and posit ive lear nin g environment t o develop co mmunicat ion and leadership skills t o fost er selfco nfidence and personal growt h. leadership.where emplo yees can pursue t heir int erest s in areas as var ied as art s. Boeing. cult ural and communicat io n skills. and ot her so ft sk ills. The object ive is t o ensure t hat emp lo yees are not confined t o t heir desks. cult ure.a t ypic al example o f an infor ma l emp lo yeedr iven program is t he I nfosys Toast mast ers Club. or sport s. E mplo yees express t heir var io u s sk ills and int erest s t hrough forums t hat include an "Art Galler y" o n camp u s ded icat ed t o displaying t he works of I nfo scio ns. These pro grams are generally not compet it ive. y Fun and cultu re: Life at Info sys is full o f event s .RECRUITMENT AND SELECTION IN CALL CENTER and clo se-knit coordinat ion across t hese init iat ives ensures t hat it meet s t he d ifferent lear ning needs o f t heir e mplo yees in specific areas o f t echno lo g y. and regu lar music meet ings t hat keep the place abuzz wit h cr eat ivit y. but a compet it ive ele ment is so met imes added t o enhance ent husiasm and t o br ing out t he best in o ur 47 . or quiz. Incu lco m is t he base organizat ion t hat host s cult ural programs for Info scio ns. daily quiz co mpet it io ns. The club has been recognized by To ast mast ers I nt ernat ional and jo ins t he rost er of ot her recognized Co rpo rat e Clu bs around t he wor ld ( inc luding t hose of Microso ft . Apart fro m for mal programs . management . dance. for med in 2000.

goals. how decisi on are made. Dramat ix (t he drama club). and Vakchat ur ya ( forum for self development ). Gopalakri shnan (Co-founder & Member of Board). So it is important for In fosys to communicate thi s to everyon e" S. mo nt hl y newslet t ers.RECRUITMENT AND SELECTION IN CALL CENTER peo p le. In ord er to make that happen. calls fo r a mo re syst emat ic process in a large organizat io n like I nfo s ys. every In foscion need s to know how the organi zation works. y Insyn c: The key t o emplo yee invo lve ment in organizat io ns is t he shar ing o f in fo r mat io n about business per for mance. daily cart oons and braint easer s t o synchronize each Info scio n wit h t he organizat ion. ³In fosys believes in an organi zation wi th less hi erarchy and fast er decisi on-making. and equipping him or her t o be a "brand ambassador" for t he co mpan y. T his pro gram co mbines a co mmunicat ion port al wit h workshops. and st rat egies. 48 . plans. InS ync is I nfos ysµs int er nal communicat io n program focused o n keep ing t he Info scio n abr east of lat est corporat e and business develop ment s. Under I nculco m. What happens by a shout across t he corr idor in a sma ller organizat io n. Shrut hi (t he classical music club). t here are sub groups like t he IQ Circle (Qu izzes). art icles. and wh at d rives Infosys.

I nfosys is for ging ahead in t he glo bal mark et . placed it at t he ver y t op of t he list o f best p laces for educat io n and t raining. who lo ve challenges and who have a passio n t o excel! Towards t his object ive. In it s Mar ch 2006 issue. 49 . and branches across t he wor ld. Apart fro m co llege hir ing. t hey also hire exper ienced pro fessio nals fro m t he indust r y at var ious mid.level and senior posit io ns. To achieve t heir vis io n. Fort une magazine st epped ins ide t he gat es o f µI nfos ys¶ and emerged wit h t he impress io n t hat gaining ad missio n t o t he µTaj Maha l o f t raining cent ers¶ is harder t han gett ing int o Harvard. t hey are always looking out for t alent ed. lear nable ind ividuals who are ambit ious. while ranking I nfosys amo ng t he 100 best places t o work in IT. y Infosys in the spot light: In 2005. and it 's really excit in g wit h an annual co mpounded growt h rat e of around 60% in t he last 5 years. I nfosys part icipat es in campus hir ing pro grams and also conduct s a number o f off-camp us init iat ives t hroughout t he year at var io us locat io ns.RECRUITMENT AND SELECTION IN CALL CENTER y Careers: Info sys has a vis io n o f where t hey want to go. Co mput erworld magazine.

RECRUITMENT AND SELECTION IN CALL CENTER

6.2 SOURCES ON MAN POWER SUPPLY: 1. INTERNAL: Info sys upgrades fro m wit hin o nly for manager ial posit io ns, but o nly t o so me ext ent . Because upgrading fro m wit hin is considered bet t er as t he emp lo yee is a lr eady familiar wit h t he organizat io n, reduces t raining co st , helps in build ing morale and pro mot es lo yalt y. I f no one capable for manager ia l posit io n is found in it s int er nal source, it lo o ks out for ext ernal sources. It select s only t he best emp lo yee fo r t he o rganizat io n.

TYPES:  Former Emp loyees-

They ask t he ret ir ed emp lo yees who are willing t o work on a part -t ime basis, ind ividuals who left work and are willing t o co me back for hig her

co mpensat io ns. Even ret renched emp lo yees are t aken up once again.  Reti rement s: I f it ¶s not able t o find suit able candidat es in place o f t he o ne who had ret ir ed, aft er mer it or ious ser vice. Under t he cir cumst ances, management decid es t o call r et ired manager s wit h new ext ensio n.

50

RECRUITMENT AND SELECTION IN CALL CENTER 

Internal noti fication (advertisement): Most emplo yees know fro m t heir own exper ience about t he requirement o f t he jo b and what sort of per son t he co mpany is looking for. Oft e n emp lo yees have fr iends or acquaint ances who meet t hese requ ir ement s. Su it able per sons are appo int ed at t he vacant post s.

2. EXTERNAL: For t he post s of t echnicians, engineer s, floor manager s et c, it loo ks o ut fo r ext ernal sources which include. y y y Agencies: T APL Inst it ut ions: Like B Schoo ls, co lleges, Management Inst it ut es, et c. Webs it es: www. indiat imesjo b.co m www. monst er.com www.naukr i.co m Of t he above t hree web sit es given most widely used by t he I nfo s ys is t he www. mo nst er.com wit h t he success rat e of 80% fo llowed by

www. indiat imesjo b.co m at 60% and www.naukr i. co m at t he success rat e o f 50%. Ext ernal recruit ment enables t he company t o get t he best candidat e. Info sys prefer s ext ernal r ecruit ment and mainly t akes help fro m agencies and inst it ut io ns as it ¶s a giant co mpany and int er nal recruit ment proves t o be inadequat e as it s year ly t arget s are ver y high.

51

RECRUITMENT AND SELECTION IN CALL CENTER 

CAMPUS: Campus recruit ment is so much sought aft er t hat each co llege; universit y depart ment or inst it ut e will have a placement officer t o handle recru it ment fu nct io ns. However, it is oft en an expensive process, even if recru it ing

pro cess produces jo b o ffer s and accept ances event ually. A ma jor it y leave t he o rganizat io n wit hin t he first five year s o f t heir emp lo yment . Yet , it is a ma jo r so urce of recruit ment for prest igious co mpanies. Info sys is t he co mpany o f cho ice for campus recruit ment programs in mo st majo r engineer ing inst it ut es such as IITs, RECs et c. and at premier

management inst it ut es such as t he IIMs. Management In stitutes: Campus hir ing at management inst it ut es t ypically st art s in December and co nt inues t hrough March. We hire management graduates fro m all discip lines, wit h or wit hout prior work exper ience in soft ware or ot her fie lds. 

OFF CAMPUS: It is t he event for t hose candidat es who do not get select ed dur in g campus recruit ment . The process rema ins t he same; it just aims at giving t ho se cand idat es a chance t hat were not able t o go t hrough t he process before. T hese cand idat es also go t hrough t he same t wo rounds, here only t he scale and basis o n which t hey ar e evaluat ed changes.

52

 Next a logic t est of 45 minut es is co nduct ed and an E nglish t est o f 15 minut es is co nduct ed where in one is suppose to wr it e an essa y. T hey have aro und 3 t o 4 count ers. Once t he number o f regist rat ions is equal t o t he tot al capacit y o f all t he co unt ers.  The candidat es who are select ed in t he int er view are infor med t hen and t here by displa ying t he list and ar e given t he offer. t he regist rat ions are st opped and t he regist ered candidat es fill t he app licat io n for ms at t he count er. Init ially t hese count ers are used for regist rat io ns.  Once t he t est is o ver.  Job fair t akes place for 3 to 4 days. PROCESS FO LLOWED BY INFOSYS:  Init ia lly t hey advert ise about t he jo b fair in t he local newspapers o f all t he st at es specifying t he venue and dat e of t he job fair.RECRUITMENT AND SELECTION IN CALL CENTER  JOB FAIRS: Job fair is where severa l co mpanies come under one roof for seek ing elig ible candidat es who can jo in t heir company. 53 . t o check t heir handwr it ing. vocabular y and sent ence fr aming abilit y.  On t he spec ified dat e. At t he same t ime t he previous papers are evaluat ed and t he candidat es are select ed fo r int er view based on t he cut -off marks. after go ing t hrough cert ain recruit ment process fo llowed by t hem. regist rat io ns for t he next group st art . Info sys banners ar e put up at t he venue.  The process is repeat ed for t he next set of candidat es.

Infosys advert ises in: NEWS PAPERS:  T imes of I ndia  The econo mic t imes  Indian express  Hindust an t imes MAGAZINES:  Business wor ld  Business Today  India Today  capit al market  Business jour na ls  IT magaz ines  Co mput er and t echnical jour nals 54 .RECRUITMENT AND SELECTION IN CALL CENTER  ADVERTISEMENTS:It is a popular met hod o f seeking recruit s. as many r ecruit er s pr efer ad vert isement s because o f t heir wide reach.

 WALK -INS. WRITE-INS AND TALK -INS: Walk-in s are t he mo st commo n and least expensive appro ach fo r cand idat es is direct applicat ions. infosys. No applicat ion is required t o be submit t ed t o t he recruit er. growt h aspect s. Dir ect applicat ions provide a poo l o f po t ent ia l emp lo yees t o meet fut ure needs. naukr i. The advert isement sells t he idea t hat t he co mpany and jo b are per fect for t he candidat e. jo b spec ificat io ns.co m  www. co mpensat io n including fr inge benefit s.co m  www. locat ion o f jo b. et c. wo rking co nd it io ns. These jo bseekers ar e asked t o co mplet e applicat ion for ms for furt her processing. W rite-ins ar e t hose who send wr it t en enquir ies. mo nst er. in which jo b seekers submit unso licit ed app licat io n let t ers or resumes.co m  www.RECRUITMENT AND SELECTION IN CALL CENTER WEB:  www. 55 . indiat imesjo b. Ta lk-ins invo lves t he jo b aspirant s meet ing t he r ecruit er (on an appro pr iat ed dat e) for det ailed t alks.co m Advert isement s cont ain proper infor mat io n like t he jo b cont ent .

A preliminar y int er view is co nduct ed so as to select t he suit able candidat e who can go t hrough furt her st ages o f int er views. No rmally for t he post s o f engineers degr ee cut off is decided like say 60% o n an average. B.relat ed t raining.3THE SELECTION PROCESS O F INFO SYS: y Steps: A. pro fessio nal or indu st r ial invo lvement . t elepho ne nu mber. Initial screenin g of interviews: Init ial Screening is do ne on t he basis o f applicant s and applicat io ns. 6. Comp letion of app lication forms: Ap p licat io n for m est ablishes t he candidat e¶s general det ails like name. And for higher post s applicat ions and applicant s bot h play a major role in t he screening process. co mpany names. It t hen decides what areas o f 56 . work-exp er ience wit h dat es. educat io n. jo b. The co mpany est ablishes as many hypotheses about t he candidat e fro m t he det ails provided in t he applicat io n form. ho bbies and recreat ional pursuit s. and jo b det ails. address. I f t he candidat es do not meet t he requirement t hey are reject ed.RECRUITMENT AND SELECTION IN CALL CENTER  INDUS TRIES: Info sys also hires exper ienced professio nals fro m t he indust r y at var iou s midlevel and senior posit io ns.

et c. engineers. What drawn here is hypot heses and not conclusio ns. C. presence o f mind ( alert ness). Intelli gence test: This t est helps t o evaluat e t rait s o f int elligence. Co mpany sees t o it t hat no judgment is passed about t he cand idat e based only at t his level. These t est s he lps to measure specia lized t echn ica l kno wledge and proble m so lving abilit ies if t he candidat e. numer ical abilit y. memor y and such ot her aspect s can be 57 . 3.RECRUITMENT AND SELECTION IN CALL CENTER in fo r mat io n it needs t o explore or invest igat e more specifica lly dur ing t he int er view. Mental or intelli gence tests: They measure t he overall int ellect ual abilit y o f a per son and enable t o kno w whet her t he perso n has t he ment al abilit y t o deal wit h cert ain problems.   Emp loyment test s: logical test Engli sh test 1. They are usefu l in select ion o f mechanics. Essay writing VARIO US TES TS: 1. 2. Mechanical aptitude tests: They measure t he abilit y o f a person t o lear n a part icular t ype o f mechanical work. Ment al abilit y. Reasoning 3. Vocabu lary 2.

Medical ser vic ing he lps measure and mo nit or a candidat e¶s phys ica l resilie nce upon exposure business hazard s. behavio r und er st ress and st rain. memor y and such ot her abilit ies. a list o f quest io ns and areas ar e carefully prepared which will act as t he int erviewer ¶s guide. etc. skills. It is t aken t o judge numer ical. public relat io n st aff.RECRUITMENT AND SELECTION IN CALL CENTER measured. 4. Intervi ew: 1. Medical Test: It reveals phys ical fit ness o f a candidat e. wher e per sonalit y p la ys a n impo rt ant role. reasoning. 2. Formal Intervi ew: Int erviews are held in t he emplo yment office in a more fo r ma l at mo sphere. et c. wit h t he help o f well st ruct ured quest io ns. prec isio n and exact it ude. 5. 58 . D. t his t est is ver y much essent ia l on case o f select ion o f sales force. but it is mo re carefully pre-planned t o a high degr ee o f accurac y. Personality Test: It is conduct ed t o judge mat ur it y. Wit h t he he lp o f jo b and man specificat ions. social or int erper sonal skills. Pattern ed Intervi ew: A pat t erned int er view is also a planned int er view.

What INFOSYS pract ice is t hat if int er view is planned at 5p m. 5. The int er viewer may st art wit h ³Mr.RECRUITMENT AND SELECTION IN CALL CENTER 3. This appro ach is called t he mixed int er view.30pm and wat ch t he candidat e¶s behavio r and st ress level. Stress Interview: It is designed t o t est t he candidat e and his conduct and behav io r by him under cond it io ns of st ress and st rain. T he st ruct ured quest io ns provide a base o f 59 . Depth Intervi ew: It is designed t o int ensely examine t he candidat e¶s background and t hink ing and t o go int o considerable det ail on part icular subject s o f a n impo rt ant nat ure and of specia l int erest to t he candidat es. ¶ and wat ch t he react io n of t he candidat es. on t he cont rar y he ma y subst ant iat e why he is qualified t o hand le t he jo b. For examp le. Mixed Interview: In pract ice. if t he cand idat e says t hat he is int erest ed in t ennis. we do not t hink your qualificat ions and exper ience are adequat e fo r t his posit io n. a ser ies o f quest ions ma y be asked t o t est t he dept h o f u nder st anding and int erest of t he candidat e. t he int er viewer while int erviewing t he jo b seekers u ses a blend o f st ruct ured and st ruct ured and unst ruct ured quest io ns. 4. Jo seph. A good cand idat es will not yield. it will st art candidat e¶s int er view at 6.

E. Previous emplo yers ar e preferable because t he y are already awar e o f t he applicant ¶s per for mance. 60 . addresses. t oget her or separat ely. gain ing add it io nal background infor mat ion on an applicant . Second Interviews: Job seekers are invit ed back aft er t hey have passed t he first in it ial int er view.RECRUITMENT AND SELECTION IN CALL CENTER int er view more convent io nal and per mit great er insight s int o t he u niqu e d ifferences bet ween applicant s. References ar e not usually checked unt il an applicant has successfully r eached t he fourt h st age of a sequent ial select ion process. Background In formation: INFOSYS request s names. T he lat t er is advant ageous because of it s accur acy and low cost . More in-dept h quest io ns ar e asked t o t he cand idat e and t he emplo yer expect s a great er level o f preparat ion on t he part o f t he candidat es. and t elephone number s o f refer ences for t he purpose o f ver ifying infor mat io n and per haps. 6. Middle or senior management gener ally co nduct s t he seco nd int er view. It normally seeks let t ers o f r eference or t elepho ne r eferences.

There are several objectives behind a p hysical test: 1. 61 . Thirdly. 5. t he t est assist s in det er mining whet her an applicant is phys ically fit t o perfor m t he work. The result s o f t he medical fit ness t est are recorded in a st at ement and are preser ved in t he per sonnel records. depends upo n t he candidat e being declar ed fit aft er t he physical examinat io n. t he cand idat e is required to undergo a phys ical fit ness t est . 3. Fina lly. A jo b offer is. Fourt h. 4. such an examinat io n will protect t he emp lo yer fro m wo rkers co mpensat io n claims t hat are not valid because t he inj 6. t he phys ical examinat io n infor mat io n can be used t o det ermine i f t here are cert ain phys ical capabilit ies. ur ies or illness were present when t he emplo yee was hired. Secondly. One reason for a physical t est is t o detect if t he individual carr ies any in fect ious disease. which different iat e successfu l and less successful emplo yees.RECRUITMENT AND SELECTION IN CALL CENTER F. Physical Examin ation: Aft er t he select io n decisio n and before t he jo b o ffer is made. medical check-up prot ect s applicant s wit h healt h defect s fro m und ert aking work t hat could be det r iment al t o t hem or might ot herwise endanger t he emplo yer¶s propert y. 2. o ft en.

Final Emp loyment decision: It is a fina l st ep.. quart er ly. Aft er all t hese processes fo llo w up is done i. e. t he select ed perso n is ind uced and placed at t he r ight job. Training is provided on r egular basis t hat is mo nt hly.RECRUITMENT AND SELECTION IN CALL CENTER G. These t rainer s have t he exper ience o f about 15-20 yrs. 62 . In t his st ep co mpany ma kes a ver y import ant decis io n.

consider ing t he vit al ro le t hat t hey obviously play. a n organizat io n safeguards it s int erest s and st anding. Aft er all. Thus. By making t his a pr ior it y. a sat isfied workforce is a st able workforce which also ensures t hat an organizat io n has cr edible and reliable per for mance. The ro le o f t hese aspect s in t he cont emporary organizat ion is a su bject on which t he expert s have pondered. t he emphasis is on aligning t he organizat io n¶s object ives wit h t hat of t he individual¶s.RECRUITMENT AND SELECTION CHAPTER 7 CONCLUSION The human ele ment of organizat ion is t he most crucial asset o f a n organizat io n. The essence o f recru it ment can be summe d up as µt he philo so p hy of at t ract ing as many applicant s as possible for given jo bs¶. Taking a clo ser perspect ive -it is t he ver y qua lit y o f t his asset t hat set s an organizat ion apart from t he ot hers. however. The face value o f t his definit io n is what guided recruit ment act ivit ies in t he past . one can grasp t he st rat egic implicat ions t hat t he manpo wer of an organizat ion has in shaping t he fort unes o f an organizat io n. T his is where t he co mp lement ar y ro les o f Recruit ment and S elect io n co me in. deliber at ed and st ud ied. t he ver y element t hat br ings t he organizat ion¶s vis io n int o fruit ion. These da ys. I na bid t o underscore t his su bt le TYBMS 63 .

TYBMS 64 . Nor are t hese act ivit ies t ypecast . In t his pro ject .RECRUITMENT AND SELECTION point . I examine t his angle t hr ough t he case st ud y o f Info sys co mpany. t he project examines t he var ious pr ocesses and nuances one o f t he mo st cr it ical act ivit ies o f an organizat io n. invo lved in t he same sect or but essent ially d ifferent in t he ir percept io ns t owards recruit ment and select ion. The 2 act ivit ies basically have one aim. t his pro ject endeavors to present a comprehensive pict ure o f Recruit ment and Select ion and hopes t o enable t he reader t o appreciat e t he var ious int r icacies invo lved. it s need s and const raint s. Next to recruit ment . As such. Ever y organizat ion t ailo rs t he processes keep ing in mind t he nat ure o f t he organizat io n. t he logical st ep in t he HR process is t he select ion o f qualified and co mpet ent people. The reader will do well t o not e t hat t he t ransit io n bet ween t he 2 act ivit ies is not st ringent . In t he end. t his pro cess concent rat es on different iat ing bet ween applicant s in order t o ident ify ± and hire. The end result o f t he recruit ment process is essent ially a po o l o f applicant s.t o yie ld a per fect emplo yee for t he organizat io n.t hose individuals whose abilit ies are co nsist ent wit h t he organizat io n¶s requ ir ement s.

so op le. (2001) Recruit ing t he Right St aff.c o m y ww w.Hill 131-176 y Chr is Dukes. goo g le.RECRUITMENT AND SELECTION REFRENCES BIBLIOGRAPHY: y K Ashwat happa. (1997) Human Resource and Perso nnel Management . Tat a McGraw. in fos ys. co m y ww w. y MAGAZINES : Business World WEBLIOGRAPHY y ww w.c o m TYBMS 65 .

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