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 . It is t hrough recruit ment t hat many individuals will co me t o kno w a co mpany.managed recruit ing effort will result in high qu alit y app licant s. a haphazard and piecemeal effort s will r esult in med io cr e o nes. whereas. 4 .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. Recruit ment represent s t he fir st cont act that a company makes wit h po t ent ial emp lo yees. A wellp lanned and well.

T hus. St rat egy development . 3. Evaluat ion and cont rol. when offer ed. 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. Recruit ment programme s can miss t he ideal in many ways i. by failing t o att ract an adequat e app licant poo l. ind ividuals respons ible for t he recruit ment process must know how many and what t ypes o f emplo yees are needed. 1. 5. Searching. t o approach t he ideal. what indu cement to use for var ious t ypes o f applicant s groups. how to dist inguish app licant s 5 . P lanning. 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.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. viz. The pro cess co mpr ises five int errelat ed st ages. 2.e. Screening. 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. 4.RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 2 RECRUITMENT PROCESS 2.

near ly alwa ys. Each t ime a recruit ment Programme is cont emplat ed. plan t o attract more app licant s t han t hey wil l hire. unqua lified or bot h. 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. 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. STAGE 1: RECRUITMENT PLANNING: The first st age in t he recruit ment process is planning. Numbers of contact: Organizat ion.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. So me o f t hose cont act ed will be unint erest ed. These det ails ar e available t hrough jo b descr ipt io n and jo b spec ificat io n 6 . 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. 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.

or t hey can hire skilled labo ur and pro fessio nal. 1. 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. Make or Buy emplo yees. 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. Organizat io ns. Geo graphical dist r ibut ion o f labour market s compr is ing jo b seeker s. Techno logical sophist icat ion o f recruit ment and select ion devices. (2). Essent ially. which hire skilled and professio na ls shall have t o pay more for t hese emp lo yees. 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. t his is t he µmake¶ or µbuy¶ decis io n.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). 2. T his decisio n is mainly influenced by t he available t echno logy. 7 . Alt hough imperso nal. 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. (3).

STAGE 3: SEARCH NG: Once a recruit ment plan and st rat egy are worked out. Selling. A). Source activation and B). Unsuccessful applicant s must be sent let t er of regret . sources and search met hods are act ivat ed by t he issu ance o f an emplo yee requis it io n. Search invo lves t wo st eps A). organizat ions look in t o labor market s most lik ely to o ffer t he requir ed 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. 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. Those who pass have t o be co nt act ed and invit ed for int er view. SOURCE ACTIVATION: Typically. act ivat io n soon resu lt s in a flo o d o f app licat io ns and/or resumes. 8 . 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.RECRUITMENT AND SELECTION IN CALL CENTER 3. t he search process can beg in. Generally. Geographical di st ribution: In o rder to reduce t he cost s. 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 .

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

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

11 . Co mment s on image project ed. 3. T ime lapsed dat a 6.2 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.RECRUITMENT AND SELECTION IN CALL CENTER 2. Cost of t he recruit ment process 5. 4. Ret urn rat e of applicat io n sent out . t he evaluat io n might include: 1. Ret ent io n and per for mance o f t he candidat es select ed. 2. Keeping t his object ive in t he mind. Number of suit able candidat es for select ion.

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. The var ious int er nal sources include 12 . 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.

necessar y for fut ure promot ions. 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. 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. Internal notifi cation (adverti sement): Somet imes. enco urages co mpet ent individua ls who are ambit io us. 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.RECRUITMENT AND SELECTION IN CALL CENTER 1.level and t o p-leve l manager s. cir culat ing publicat io ns or announcing at st aff meet ings and inv it in g emp lo yees t o apply. Transfer s are also impo rt ant in providing e mplo yees w it h a bro ad.based view of t he organizat ion. It also leads t o inbr eed ing in t he organizat ion. 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. builds morale. is cheaper t han go ing out side t o recruit. Job post ing r equires not ifying vacant posit io ns by post ing no t ices. However. Perso nnel records help discover emplo yees who are do ing jo bs below t heir educat io nal qualificat ions or skill levels. manage ment issues an int er nal not ificat io n for t he benefit o f exist ing emp lo yees. Pro mot io ns has man y advant ages like it is good public relat ions. 2. Promotions and Transfers ± Promot io n is an effect ive means using jo b post ing and per so nne l reco rds. Oft en emplo yees have fr iends or acquaint ances who meet t hese require ment s. Su it able per sons are appo int ed at t he vacant post s 13 .

t here is no need o f an or ient at io n programme for t hem. 4. management ma y not find suit able candidat es in p lace o f t he o ne who had ret ired. 5. management may decide t o call r et ired managers wit h new ext ens io n. Former Emp loyeesThese inc lude ret ir ed emplo yees who are willing t o work on a part -t ime basis. aft er mer it or ious ser vice. his leave may be ext ended. Under t he circu mst ances.RECRUITMENT AND SELECTION IN CALL CENTER 3. ind ividuals who left work and ar e willing t o come back for hig her co mpensat io ns. E ven ret renched e mplo yees are t aken up once again. Recalls: When management faces a pro blem. 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. T hey have out numbered t he int er nal met hods. 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. it may de decided t o recall t hat persons aft er t he proble m is so lved. Campus Recruit ment s: 14 . Also . The var ious ext ernal sources inc lude 1. Retirements: At t imes.

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

4. 1959. Thus. 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. It also cost effect ive. 3. in effect . 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 . whit e co llar and t echnical workers. 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. As a result . The Act applies t o all indu st r ia l est ablishment s having 25 workers or more each. emplo yment exchanges act as a link bet ween t he emplo yers and t he prospect ive emp lo yees. T hese o ffices ar e part icular ly useful t o in recr uit ing blue-co llar. t he need t o disp lace 16 . 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. o ut o f who m so me ma y not be necessar y any lo nger. It enables an o rganizat io n t o pursue a business plan. new jo bs may be creat ed. a pool of qualified jo b applicant s. t he new o rganizat io n has. 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. t hey have a pool o f emplo yees. As a resu lt .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. However. Deputation of personnel or Tran sfer from one ent erp ri se to another: When organizat ions co mbine.

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 . These jo bseeker s are asked to complet e applicat ion fo r ms fo r furt her processing. so me organizat ions compile pools o f pot ent ial emp lo yees fro m direct applicat ions for skilled posit ions. in which jo b seekers submit unso licit ed applicat ion let t ers o r resumes.planning and select ion process beco mes cr it ical more t han ever. 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.level and unsk illed vacancies. Fro m emp lo yees¶ viewpo int . Wh ile direct applicat ions are part icular ly effect ive in filling ent r y. Write-ins are t hose who send wr it t en enquir ies. Walk-ins. Direct applicat io ns can also provide a poo l o f pot ent ial emp lo yees to meet fut ure needs. walk.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. No applicat io n is requ ir ed t o be submit t ed to t he recruit er. Write-in s and Talk-insThe most commo n and least expens ive approach for candidat es is d irect applicat ions. 17 . 5.

if people ar e hir ed fro m ext ernal sources. 18 . chances o f r ight candidat es being reject ed and wrong applicant s being select ed occur.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.  High t raining t ime is associat ed wit h ext ernal recruit ment .  Ext ernal recruit ment is cost ly.  Scope for resent ment . 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.  I f recruit ment and select ion processes are not proper ly carr ied o ut .  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. new t alent s and new exper iences. heart bur n and jealousy can be avo ided b y recruit ing fro m out side. Pro:  The organizat ion will have t he benefit of new skills.RECRUITMENT AND SELECTION IN CALL CENTER 3.

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. And Selection i s sel ecting the right candidate from the pool of applicants. 19 .RECRUITMENT AND SELECTION IN CALL CENTER CHAPTER 4 SELECTION PROCESS 4. Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and com petency to do the 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.

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 . Evaluation 20 .RECRUITMENT AND SELECTION IN CALL CENTER 4. Job Offer 8.2 SELECTION PROCESS Select io n is a lo ng process. Selection Tests Rejected Application 3. Employment Interview 4. Reference and Background Analysis 5. The following chart gives an idea about selection p rocess: - 1. Selection Decision 6. Physical Examination 7. Preliminary Interview 2. Employment Contract 9.

RECRUITMENT AND SELECTION IN CALL CENTER Envi ron ment factor affecting selection: Select io n is influenced by several fact ors. t hat is. Preliminar y int er view. labo ur. co mpany¶s po lic y. unemplo yment rat e. 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. eliminat e of unqualified applicant s. is a good public relat io n exercise. 21 . co mp any¶ s image. preliminar y int erview. 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. o n t he ot her hand. 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. which did not appear in t he app licat io n for ms. 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. helps r eject misfit s for reason.market condit io ns. 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. Besides. legal and polit ical co nsiderat io ns. oft en called µco urt es y int er view¶.

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. 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. man y unst andardised achievement t est s given in indust r ies. Quest io ns have been prepared and t est ed for such t rades as asbest os worker. punch-press operat ors. of course. Trade t est s ar e t he most commo n t ype o f achievement t est g iven. depend ing o n t he jo b and t he co mpany. t est s are used t o det ermine t he app licant ¶s abilit y. B). 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. such as t yp ing o r d ict at ion t est s for an applicant for a st enographic posit io n.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. The following are the type of tests taken : A). When app licant claims t o know so met hing. T here ar e. The use o f apt it ude t est 22 . elect r icians and machinist s. an achieveme nt t est is t aken t o measure ho w well t hey know it . It is co ncer ned wit h what one has acco mplished. apt it ude and perso nalit y. Generally. Also called as µACHEIVEMENT TESTS¶. Different t ypes o f t est s ma y be administ ered.

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. mechanical apt it ude. 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. 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. They are usefu l in select ion o f mechanics. finger dext er it y and manual dext er it y. mot o r co - o rdinat ion. which many business st udent s t ake pr ior to gaining admiss io n t o a graduat e business schoo l programme. 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. Fo rms of aptitude test: 1. The y cover such areas cler ical apt it ude. 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.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. 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. An example o f such t est is t he gener al management apt it ude t est s (GMAT). 23 . 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. nu mer ica l apt it ude. et c.

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

world affa ir s. public relat io n st aff. Oft en a n ind ividual who possesses t he int elligence. etc. behavio r und er st ress and st rain. For examp le. Projective Test: This t est requires int erpret at io n o f pro blems or sit uat ions. K. Perception Test: At t imes percept io n t est s can be co nduct ed t o find out beliefs. 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. 25 . and ment al sharpness. and opinio ns about t he pict ure. social or int erpersonal skills. Personalit y t est s are similar t o int erest t est s in that t hey. t his t est is ver y much essent ia l on case o f select ion o f sales force. 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.RECRUITMENT AND SELECTION IN CALL CENTER e). invo lve a ser io us problem o f obt aining an honest answer. Personality Test: The import ance o f perso nalit y t o job success is undeniable.et c. at t it udes. et c. 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. also. g). f). wher e per sonalit y p la ys a n impo rt ant role. h). polit ics. current affairs. It is conduct ed to judge mat ur it y. General knowledge Test: No w days G.

Medical ser vicing helps measure and mo nit or a candidat e¶s phys ical resilience upo n exposure t o chemicals. Wit h t he development of t echno lo g y. t hat is.RECRUITMENT AND SELECTION IN CALL CENTER i). t reasur y o ffices and jeweller y shops. A slant t o t he r ig ht . as well as disclo se t he idio syncrasies and element s o f balance and co nt rol. j). inhibit io n and spo nt aneit y. med ical t est s have beco me diver sified. 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. 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. hazardo us 26 . Medical Test: It reveals phys ical fit ness o f a candidat e. t hose highly vulnerable t o t heft o r swindling may find po lygraph t est s useful. banks. mo d erat e pressure and good legibilit y show leader ship pot ent ial. For example. Polygraph Test: Po lygr aph is a lie det ect or. Depart ment st ore. 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. k).

27 . no t est will be 100% accurat e in predict ing jo b success. which helps predict whet her a perso n will be successfu l in a g iven jo b. ser ve lit t le purpo se in select ion.RECRUITMENT AND SELECTION IN CALL CENTER 2. which produce wide var iat io ns in result s. 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. y VALIDITY: It is a t est . 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. for examp le. object ivit y and st andardizat io n. 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 . A validat ed t est increases possibilit y o f success. va lidit y. Test s. So if we administ er an int elligence t est . a person who scores 110 in March would score close t o 110 if t est ed in Ju ly. is generally a st able char act er ist ic. Nat urally. CHOOSING TESTS: The t est must be chosen in t he cr it er ia o f reliabilit y. An individual¶s int e lligence.

Concu rrent Validity: . The charact er ist ics o f bot h su ccessful and less successful candidat es ar e t he n id ent ified. Synthetic Validity: . 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 .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 . 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). t he t est is said t o be object ive. c). 3. Predi ctive Validity: . They are as follows: - a).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.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. Ot herwise.RECRUITMENT AND SELECTION IN CALL CENTER There are th ree ways of validating a test. 4. t he t est evaluat ors¶ subject ive opinio ns may r ender t he t est useless. b).

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

He encourages t he 30 . 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. names o f relat ives et c.RECRUITMENT AND SELECTION IN CALL CENTER y Types of interview: Int erviews can be of different t ypes. pla ce o f birt h. The int erviewer has no for mal or direct ive quest io ns. wit h t he help o f wel l st ruct ured quest io ns. 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. 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. This is used widely when t he labo ur mark et is t ight and when you need workers badly. eit her in t heir respect ive o ffices or anywhere out side t he plant o f co mp any. There int erviews emplo yed by t he co mpanies. t he t ime and place of t he int erview will be st ipulat ed b y t he emplo yment office. It id not planned and nobody prepar es for it . but his all at t ent io n is t o t he candidate. 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.

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. 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. Ra y. 31 . ¶ and wat ch t he react io n of t he candidat es. The idea is o give t he candidat e co mplet e fr eedo m to ³sell´ himself.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. 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. A good cand idat es will not yield. it is po ssible t o get a good pict ure of t he candidat e. T he int er viewer may st art wit h ³Mr.g. if t he cand idat e says t hat he is int erest ed in t ennis. p lease t ell us about yourself aft er your gr aduat ed fro m high school´. ³Mr. we do not t hink your qualificat ions and exper ience are adequat e fo r t his posit io n. 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. 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. wit ho ut t he encumbr ances o f t he int er viewer ¶s quest ion. Jo seph.

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. usually ut ilizing t he st rengt h and knowledgebase o f eac h int er viewer. 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. 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. as t he candidat e moves fro m roo m to roo m. 32 . usually in t he case o f super visor y and manager ial posit io ns. 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. 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.

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. But t he Unpat ent ed int er view lacks unifo r mit y and worse. 11) Mixed Interview: In pract ice. 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 his approach may o ver look key areas o f t he applicant ¶s sk ills o r background. 33 . t he lat er reveals mo r e o f his o r her desir e and proble ms. 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. T his appro ach is called t he Mixed I nt erview. It is useful for valid result s. 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 int er view is large l y unp lanned and t he int er viewee does mo st of t he t alking.RECRUITMENT AND SELECTION IN CALL CENTER 9) Structu res Interview: In a st ruct ured int er view. 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. 10) Unst ructu red Interview: It is also known as µUnpat t erned¶ int er view. This int er view is also called as µGuided¶ or µPat t erned¶ int er view.

I t is crucia l t hat you convey yo ur ent husiasm ver ba lly. I f t here ar e pauses. Applicant s can expect more in-d ept h quest io ns. since t he int er viewer cannot see your face.).RECRUITMENT AND SELECTION IN CALL CENTER 12) Dinner Interviews: These int er views may be st ruct ured. such as spag het t i. Decide what to eat quickly. do not worry. t oget her or separat ely. so me int er viewers will ask yo u t o o rder first (do not appear indecisive). Middle or senior management gener ally co nduct s t he seco nd int er view. 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. Be prepared t o swit ch gears rap idly. 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. fro m fun t alk t o business t alk. do not underest imat e t he valu e o f casu al discussio n. I f you are on your ho me t elephone. or socially sit uat ed. t he int er viewer is likely just t aking so me not es. 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. su ch as in a rest aurant . so me emplo yer s place a great value on it . Speak a bit slower t han usual. however. infor mal. Avoid pot ent ially mess y foods. 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. and t he emplo yer will be expect ing a great er level o f preparat io n o n 34 . barking do gs et c.

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. STEP 4: REFERENCE CHECK & BACK GROUND ANALYSIS:Many emplo yers request names. Whe n t he labour market is ver y t ight . 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. Alt hough list ed o n t he app licat io n for m. Previous emplo yers. The lat t er is advant ageous because of it s accuracy and low co st . neig hbors or fr iends can act as references. known as public figur es. The t elephone reference also has t he advant age o f so lic it ing immed iat e. But . organizat ions so met imes hire app licant s befo r e checking references. Organizat ions nor mally seek let t ers of reference or t elep ho ne refer ences. and t elephone numbers o f refer ences for t he purpose o f ver ifying infor mat io n and per haps. Applicant s should cont inue t o research t he emp lo yer fo llo wing t he fir st int erview. 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. gain ing add it io nal background infor mat io n on an applicant . 35 . 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. addresses.RECRUITMENT AND SELECTION IN CALL CENTER t he part of t he candidat es.

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. The reasons are obvious: 1. STEP 5: SELECTION DECISION:Aft er obt aining infor mat io n t hrough t he preceding st eps. 36 . 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. int er views and reference checks.must be made. The HR manager plays a crucial ro le in t he final select io n.t he mo st cr it ical o f all t he st eps. 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. People may wr it e favorably about t he candidat e in order to get rid o f him o r her. 3. The final decisio n has t o be made t he pool o f individuals who pas t he t est s. lest it mig ht damage or ruin his/ her career. 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. 2. select io n decis io n. People may not like t o divulge t he t rut h about a candidat e.

one reason for a phys ical t est is to det ect if t he individual carr ies any infect ious disease. t he cand idat e is required to undergo a phys ical fit ness t est . 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. co nt ingent upon t he candidat e being declar ed fit aft er t he p hys ica l examinat io n. A jo b offer is.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. which different iat e successfu l and less successful emp lo yees. Fourt h. Finally. o ft en. 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. Obviously. Seco ndly. T here are severa l o bject ives behind a physical t est . 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. 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. 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. Job o ffer is made t hrough a let t er 37 .

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. The appo int ee must be given reasonable t ime fo r repo rt ing. which means co nsiderable preparat io n. a new jo b ma y r equ ire mo vement t o anot her cit y. Again. 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. One suc h do cu ment is t he at t est at io n for m. T heir applicant s ma y be preser ved for fut ure use. Decency demands t hat t he reject ed applicant s be infor med about t heir no n. especially if t he ind ividua l is unemp lo yed and do es not have suffic ient finances. 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. t his pract ice cannot be abused. 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. cert ain do cu ment s need t o be execut ed by t he emplo yer and t he cand idat e. 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 .RECRUITMENT AND SELECTION IN CALL CENTER o f appo int ed. if any. T his form cont ains vit al det ails abo ut t he 38 . Thos is part icular ly necessar y when he or she is alread y in emp lo yment . and mo vement of propert y.select ion. 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.

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

Amarchand Mangaldas Hirala l. 4. Blu nt and Caro e. But high t urnover sect ors such as so ft ware. Cr aigie. 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 .hopper s. co nt ract or no co nt ract . Arrangement s for unio n me mber ship ( if applicable). Lengt h of not ice due to and fro m emp loyee.) ix. 3. Disciplinar y procedur e (or any refer ence to it ). advert ising and media are mo r e pro ne t o use cont ract s. Oft en. 8. Great care is t aken t o draft t he cont ract for ms. services o f law fir ms (pro minent fir ms in t his cat egory inc lude Mulla. Arrangement s for t er minat ing emplo yment . 7. et c. 6.RECRUITMENT AND SELECTION IN CALL CENTER viii. Crawford Baile y. 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. A det er mined emplo yee is bound t o leave t he organizat ion. Grievances procedure (or reference t o it ) 5.) Carr yo ver o f ho lida y ent it lement . co nt ract s o f emplo yment ser ve many useful purpo ses. Work rules (or any reference t o t hem). Alt er nat ively called emplo yment agreeme nt s or simply bo nds. 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.) are engag4d t o get t he for ms draft ed and fina lized. Public ho lida ys.

Subsidiar ies have limit ed autono my. will ensur e availabilit y o f such emplo yees. Ethnocent ric Selection: In t his approach. An organizat io n must have co mpet ent and co mmit t ed personnel. The select ion process.RECRUITMENT AND SELECTION IN CALL CENTER agreement or t he new emplo yer will provide co mpensat io ns. 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. and t he emplo yees fro m t he headquart ers at ho me and abroad fill key jo bs. It is t he reaso n t hat several co mpanies have scrapped t he cont ract s alt oget her.3 FOUR APPROCHES O F SELECTIO N: 1). if proper ly done. st affing decisio ns ar e made at the organizat io n¶s headquart ers. 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. P eople who wo rk ind ependent of HR depart ment must conduct audit . 41 . 4. How to evaluat e t he effect iveness o f a select ion programme? A per iodic audit is t he answer. Nat io nals fro m t he parent co unt r y do minat e t he organizat io ns at home and abroad.

reflect ing t he part icular disposit io n o f business and o perat ions wit hin t he group. which is largely pract iced in o ur co unt r y. Polycent ri c Selection: In po lycent r ic select io n. such organizat io ns are 42 . 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. business st rat egy is int egrat ed t horoughly on glo bal basis. 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. but t he key jo bs r emain wit h st aff fro m t he parent count r y. in co mposit io n. Lo ca l cit izens manage subsidiar ies. cont rol wit hin t he group and t he movement s o f st aff are managed o n a regio nal basis. Regiocent ri c Selection: Here. St aff deve lopment and pro mot io n are based on abilit y. Regio nal manager s have great er discret io n in decis io n. 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. Geocent ric Staffin g: In t his case. Needless to say. 3). 4). not nat ionalit y.RECRUITMENT AND SELECTION IN CALL CENTER 2). T his is t he approach.

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

6. g iv ing t est s. Select ion is a cost ly act ivit y. 7.) Recruit ment is not cost ly.) In recruit ment ser vices o f expert is not required Whereas in select io n. as expendit ure is needed for t est ing cand idat es and conduct of int er views 44 . ser vices o f expert is required 8. E xpendit ur e is required mainly for advert is ing t he post s.) Recruit ment is t he short process. arranging int er views and medical examinat ion.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. It invo lves scrut iny o f applicat ions. 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.

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

o f freshness. 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. 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. 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.RECRUITMENT AND SELECTION IN CALL CENTER y Work at Infosys: A fee ling o f energy and vit alit y. Dedicat ed organizat ions or groups wit hin Info sys lead t hese init iat ives. 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. They co mplement a host of t echno lo g y ad vancement and ongo ing t raining opt ions. Robust people manage ment pract ices enable I nfosys t o creat e t his environment for it s emp lo yees. are unafr aid t o vo ice new ideas. 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. o f a p lace where t here is minimal hier archy. 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. This lear ning framewo rk is co nt inuously enhanced wit h new programs and t he latest lear ning t echn iques 46 .

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. Incu lco m is t he base organizat ion t hat host s cult ural programs for Info scio ns. dance. cult ural and communicat io n skills. 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 . and regu lar music meet ings t hat keep the place abuzz wit h cr eat ivit y. The object ive is t o ensure t hat emp lo yees are not confined t o t heir desks. These pro grams are generally not compet it ive. cult ure. y Fun and cultu re: Life at Info sys is full o f event s . for med in 2000. and ot her so ft sk ills. Apart fro m for mal programs . daily quiz co mpet it io ns. Boeing. management . leadership. or sport s. 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. or quiz. Cit ico rp and Sun Microsyst ems).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.where emplo yees can pursue t heir int erest s in areas as var ied as art s. Each event emphasizes a specific area like music. 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. 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 .

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

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. t hey also hire exper ienced pro fessio nals fro m t he indust r y at var ious mid. who lo ve challenges and who have a passio n t o excel! Towards t his object ive.level and senior posit io ns. and branches across t he wor ld.RECRUITMENT AND SELECTION IN CALL CENTER y Careers: Info sys has a vis io n o f where t hey want to go. In it s Mar ch 2006 issue. 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. I nfosys is for ging ahead in t he glo bal mark et . t hey are always looking out for t alent ed. while ranking I nfosys amo ng t he 100 best places t o work in IT. To achieve t heir vis io n. 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. y Infosys in the spot light: In 2005. 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. Co mput erworld magazine. lear nable ind ividuals who are ambit ious. Apart fro m co llege hir ing. 49 .

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.

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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.

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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

53 . 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.  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. vocabular y and sent ence fr aming abilit y. T hey have aro und 3 t o 4 count ers.  Job fair t akes place for 3 to 4 days. Info sys banners ar e put up at t he venue.  Once t he t est is o ver.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. 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. regist rat io ns for t he next group st art . t o check t heir handwr it ing. Init ially t hese count ers are used for regist rat io ns. after go ing t hrough cert ain recruit ment process fo llowed by t hem. 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.  The process is repeat ed for t he next set of candidat es.  On t he spec ified dat e. 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.

as many r ecruit er s pr efer ad vert isement s because o f t heir wide reach.RECRUITMENT AND SELECTION IN CALL CENTER  ADVERTISEMENTS:It is a popular met hod o f seeking recruit s. 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 .

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

3THE SELECTION PROCESS O F INFO SYS: y Steps: A. 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. B. educat io n. And for higher post s applicat ions and applicant s bot h play a major role in t he screening process. address. ho bbies and recreat ional pursuit s. 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. Initial screenin g of interviews: Init ial Screening is do ne on t he basis o f applicant s and applicat io ns. jo b.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. No rmally for t he post s o f engineers degr ee cut off is decided like say 60% o n an average. 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. pro fessio nal or indu st r ial invo lvement .relat ed t raining. I f t he candidat es do not meet t he requirement t hey are reject ed. work-exp er ience wit h dat es. co mpany names. t elepho ne nu mber. It t hen decides what areas o f 56 . 6. and jo b det ails.

Co mpany sees t o it t hat no judgment is passed about t he cand idat e based only at t his level. numer ical abilit y. Ment al abilit y. 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. What drawn here is hypot heses and not conclusio ns. 3. engineers.   Emp loyment test s: logical test Engli sh test 1. Intelli gence test: This t est helps t o evaluat e t rait s o f int elligence. presence o f mind ( alert ness). memor y and such ot her aspect s can be 57 . 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. 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. et c. Vocabu lary 2. C. They are usefu l in select ion o f mechanics.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. Reasoning 3. Essay writing VARIO US TES TS: 1.

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

Mixed Interview: In pract ice. Jo seph. A good cand idat es will not yield. The int er viewer may st art wit h ³Mr. This appro ach is called t he mixed int er view. ¶ and wat ch t he react io n of t he candidat es. we do not t hink your qualificat ions and exper ience are adequat e fo r t his posit io n.RECRUITMENT AND SELECTION IN CALL CENTER 3. 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. 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. For examp le. it will st art candidat e¶s int er view at 6.30pm and wat ch t he candidat e¶s behavio r and st ress level. T he st ruct ured quest io ns provide a base o f 59 . What INFOSYS pract ice is t hat if int er view is planned at 5p m. 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. if t he cand idat e says t hat he is int erest ed in t ennis. 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. 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. 5. 4.

Previous emplo yers ar e preferable because t he y are already awar e o f t he applicant ¶s per for mance. 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. addresses. t oget her or separat ely. 6. gain ing add it io nal background infor mat ion on an applicant . Middle or senior management gener ally co nduct s t he seco nd int er view. 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. E. Background In formation: INFOSYS request s names. 60 . T he lat t er is advant ageous because of it s accur acy and low cost .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. Second Interviews: Job seekers are invit ed back aft er t hey have passed t he first in it ial int er view. It normally seeks let t ers o f r eference or t elepho ne r eferences.

5.RECRUITMENT AND SELECTION IN CALL CENTER F. 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. 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. One reason for a physical t est is t o detect if t he individual carr ies any in fect ious disease. t he cand idat e is required to undergo a phys ical fit ness t est . 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. Fina lly. depends upo n t he candidat e being declar ed fit aft er t he physical examinat io n. o ft en. Thirdly. 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. 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. Secondly. which different iat e successfu l and less successful emplo yees. A jo b offer is. 4. 61 . Physical Examin ation: Aft er t he select io n decisio n and before t he jo b o ffer is made. 2. Fourt h. 3. There are several objectives behind a p hysical test: 1. ur ies or illness were present when t he emplo yee was hired.

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

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. 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. The face value o f t his definit io n is what guided recruit ment act ivit ies in t he past . Aft er all. 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. 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. 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. deliber at ed and st ud ied. t he emphasis is on aligning t he organizat io n¶s object ives wit h t hat of t he individual¶s. 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 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¶. 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. however. By making t his a pr ior it y. Thus. These da ys. I na bid t o underscore t his su bt le TYBMS 63 . t he ver y element t hat br ings t he organizat ion¶s vis io n int o fruit ion.

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. I examine t his angle t hr ough t he case st ud y o f Info sys co mpany.t o yie ld a per fect emplo yee for t he organizat io n. 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. 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 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. TYBMS 64 . In t he end. t he logical st ep in t he HR process is t he select ion o f qualified and co mpet ent people.RECRUITMENT AND SELECTION point .t hose individuals whose abilit ies are co nsist ent wit h t he organizat io n¶s requ ir ement s. In t his pro ject . 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 . The 2 act ivit ies basically have one aim. 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. Nor are t hese act ivit ies t ypecast .

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

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