A PROJECT REPORT ON

“Recruitment and Selection at Fortune InfoTech”

SUBMITTED TO B K MANAGEMENT

BY KINJAL PUJARA(1120) & VINI BHALANI(1102) PGDHRM BATHCH- 2 (2011-12)

Introduction
Fortune InfoTech (A CSC Company) is a multi-million dollar, global e-service company with offices in US and operations facility in India at Baroda. They provide turnkey BPO solutions to industries like healthcare, general insurance, banking, HR, payroll processing, accounts receivables, and more. Our range of services includes document management, claims processing, rulesbased transaction processing, and software solutions. Their view ourselves as growth drivers rather than just outsourcing partners of our clients. Injecting predictability in each aspect of our operations, they offer top-of-the-line solutions that are marked with consistency, reliability and quality.

HR POLICY
Human Resource is our most valuable asset. We see our employees as our partners in success. Because we believe only a strong team can drive an organization’s growth. We have on our team some of the best brains in the industry, with rich experience and expertise in their areas of specialization. At Fortune, we have developed an HR policy that encourages teamwork, promotes job ownership, and rewards excellence and commitment. This has resulted in high levels of quality, faster turnaround times, and minimum attrition rates. We offer industry-best remuneration packages, as well as extensive in-house training, high-growth opportunities, and performance-based incentives.

Incentives
Our incentive plans and advancement opportunities are based on the team member’s skill, performance and drive. Fixed and variable compensation plans are designed to reward excellence.

Gratuity. where the employees get opportunities to grow professionally as well as personally VISION Partnering with our clients. the Fortune workplace is an ideal equilibrium of work and play. Moreover. Benefits Employees at Fortune also avail of several benefits like Provident Fund. helping them grow . vibrant work culture greets each employee at Fortune. trekking expeditions and more. . WORK CULTURE A young. Every individual in the organization is a vital cog that keeps the Fortune wheel turning. picnics. These include events like sports tournaments. Subsidized Canteen Facility. Fortune offers flexible work hours. Shift Allowance. Medical Benefits through ESI. Each module is elaborately designed keeping in mind the developments and advancements in the industry globally. interactive sessions as well as various cultural and entertainment programs are organized throughout the year. and multiple-shifts so that employees can find the right balance between work and home.Training Fortune’s training modules incorporate new-age techniques and state-of-the-art tools to ensure that our employees are always a step ahead in terms of the latest technologies and work methodologies. and much more.by continuously adding value to their business and providing them with quality services. part-time options. This spirit of teamwork and camaraderie is imbibed into all employees – regardless of their stature or position. fun-fairs. Group Insurance. All in all. music workshops.

what the various method used for recruiting the candidates and on what basic the selections is done. cost effective and quality services INTRODUCTION The project report is all about recruitment and selection process that’s an important part Of any organization. Recruitment highlights each applicant’s skills. and integrity in each of our procedures Create a work environment that begets camaraderie and nurtures growth Incessantly work towards more efficient. Identifying qualified candidates. Their selection Involves developing a list of qualified candidates. It is said if right person is appointed at right place the half work has been done.MISSION • • • • Maintain high professional standards and principles Uphold morals. In this Project I have tried to cover all the important point that should be kept in mind while Recruitment and selection process and have conducted a research study through a manpower planning is don’t . . talents and experience. defining a selection strategy. ethics. thoroughly evaluating qualified candidates and selecting The most qualified candidate.

. Most organizations have a continuing need to recruit new employees to replace those who leave or are promoted in order to acquire new skills and promote organizational growth. Recruitment is the process by which organizations locate and attract individuals to fill job vacancies. With successful recruiting to create a sizeable pool of candidates. Recruitment follows HR planning and goes hand in hand with selection process by which organizations evaluate the suitability of candidates. even the most accurate selection system is of little use Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. Other steps follow:  Creating an applicant pool using internal or external methods  Evaluate candidates via selection  Convince the candidate  And finally make an offer Scope: To define the process and flow of activities while recruiting. selecting and appointing personnel on the permanent rolls of an organization. abilities and experience needed to perform the job successfully.RECRUITMENT AND SELECTION “The art of choosing men is not nearly so difficult as the art of enabling those one has chosen to attain their full worth”. The next step is careful examination of the job and enumeration of skills.

However. Recruitment and Selection is conducted by:  HR & Branch Manager  Functional Head RECRUITMENT PLANNING Recruitment planning on the basis of budget A. The HR department would set the recruitment norms for the organization. The process is aimed at defining the series of activities that needs to be performed by different persons involved in the process of recruitment. The manpower planning process for the year would commence with the company’s budgeting activity.. the checks and control measures to be adopted and information that has to be captured. the onus of effective implementation and compliance with the process rests with the heads of the respective functions and departments who are involved in the recruitment and selection process. The respective Functional heads would submit the manpower requirements of their respective functions/ departments to the board of Directors as part of the annual business plan after detailed discussion with the head of human Resource Function along with detailed notes in support of the . ACTIVITY FLOW The organization philosophy should be kept in mind while formulating the recruitment procedure.

B. It would also specify the requirement budget. A copy of the duly approved manpower plan would be forwarded by the HR department for their further actions during the course of the year. at different geographical locations and the timing of the individual requirements.projected numbers assumptions regarding the direct and indirect salary costs for each position. The Regional HR’s would undertake the planning activity and necessary preparations in advance of the anticipated requirements. estimated separations and replacements therefore. The vacancies sought to be filled or being filled shall always be within the approved annual manpower budget and no recruitment process shall be initiated without the formal concurrence of the Head of the Regional HR under any circumstance. D. at different levels. as monthly and quarterly activities on the basis of the approved budget. C. in various functions/departments. SOURCING OF SUITABLE CANDIDATES Selection of Sources . The manpower plan would also clearly indicate the exact time at which the incumbent should be on board in such a way that the Regional HR has adequate notice for the time lapses involved in sourcing any other activities. Head of the Regional HR shall also have the responsibility to monitor the appointments being considered at any point of . which is the cost allotted towards the recruitment of the budgeted staff and the replacement of the existing employees. The annual budget would specify the manpower requirement of the entire organization.

The norms for using any of the sources are not water tight.  Employee referral as per any company scheme that may be approved from time to time. Number of positions. the Regional HR would use any one multiple sources such as:  Existing database (active application data bank). volumes of recruitment and any other relevant factors. Depending on the nature of the position/grade. relative efficacy and cost considerations would play a role in the choice of the appropriate sourcing mechanism. criticality of positions and the urgency of the positions. ADVERTISEMENTS  All recruitment advertisements (in any form and any medium) shall always conform to the KLI compliance norms and would not be released by any department or branch without the approval of the VP-HR. Regional HR may obtain assistance .  Headhunting firms particularly for senior positions.  Placement Agencies (particularly for positions of Managers and above). confidentiality requirements. specialist positions and critical positions.Regional HR would tap various sources/channels for getting the right candidate.  Job websites and  Any other appropriate sources.  Direct recruitment from campuses/academic institutes. depending on the specifics of each position for which recruitment advertisements are to be released.  Advertisement in the internet/newspapers/magazines/company’s sites/job sites or any other media.

Plans for such recruitment need specific special approval of VP-HR. choice of the appropriate selection process and the tools thereof shall be decided by the Head of the Regional HR in consultation with the VP-HR. timings of the recruitment. from academic institutes of appropriate standards/reputation/grade. This assessment will be with respect to: . Placement Agencies/Headhunting Agencies  Depending upon the vacancies. Key features of the positions as notified by the Functional Heads would normally form a part of the advertisement text. constitution of the selection panels.  The advertisement mode that could be broadly specified as newspapers (local or mainline depending on requirements). depending on the specific features of the position. number of candidates to be recruited into different positions. in the requisite numbers and at the compensation/stipend amounts to be formally approved of the VPHR. internet sites and business magazines.  The media for releasing advertisement would depend on the level of the position being considered and the urgency of the requirements. fresher fitting different description listed above may be recruited from time to time. Screening the candidates First level screening The Candidates would be screened by the HR Manager/Branch Manager for the respective locations. Screening would be on the basis of the profile of the candidate and the departmental requirements. norms regarding the identification of the appropriate institutes.from the company’s marketing department and/or any external advertising agencies for the preparation of the contents.

Second Level Screening Aptitude Test If the first assessment is positive. Personality fit of the candidate into the profile. . e. Interviews should consider the entire data provided by the candidate either through the formal CV or otherwise before coming to a conclusion about the candidate. g. c.a. at their discretion. Explain the role of Sales manager to the applicant and check the acceptance of the candidate for the same. say numerically ability. etc f. They may. the Regional HR may take a Tele interview of the candidate for further assessment process. interpretation and the generation of interview probes from that test will also be done at this time. People who qualify the minimum criteria on this test will be put up on to the Functional Head (VP’s in case of HO) for functional assessment and suitability into the role. Aptitude/attitude of the candidate. Basic skill level on our set of requirements. Motives of the person to join the company and whether focus is in the short term or is a long term player. In case of need. experience and other achievements. General Norms regarding interview Process: A. the candidates will give the aptitude test. once such test is selected approved by the company. They may insist on seeing the proof of the claims made by the candidate regarding qualifications. decide to meet the candidate on more than one occasion or to refer the candidate to another panel. networking ability. The general profile of the candidate. d. Establish the annual guaranteed cash compensation of the individual and check whether the person would fit into the system. b. The scoring.

respective branch/regional heads would undertake this co-ordination. Fitment of the candidate into a grade and compensation . C. Suitably appropriate IES formats may be created for specific positions.reference check details. No selection will be treated as final unless the IES form is filled comprehensively. Specific points to be probed during the reference check process. B. Scheduling and the venue of the interviews would be handled by the recruitment team in consultation with the short listed candidate and the selection panel members. along with the interviewer’s recommendations and Reference check form should be forwarded by the recruitment managers to recruitment head. Interview evaluation sheet . Administrative Actions Regarding Interviews A. For field positions. Ratings on various attributes of the candidates shall be recorded in the interview evaluation sheet. if any. Individual panel members have the option of appending their additional remarks/observations. if the candidate is selected. Any discrepancies noticed by the panel members regarding the authenticity of the data provided by the candidate should be specifically and formally recorded on the IES form and suitably high lightened. the complete set of papers Personal Data Form. job requisition no. D. soon after the interview is over.B. qualitative observations about the candidate and overall decision regarding selection or otherwise (including a decision to defer the induction. referral to another panel. after taking mutual convenience into account. After the final round. must also be clearly recorded and high lightened on the IES forms. CV.. Along with these numerical ratings. considering for another position) shall be forwarded to the associated Recruitment Manager/ Head of Regional HR. educational details.

 Latest and updated resume of the candidate  Photocopy of the appointment letter of the last employer or latest salary slip. satisfactory reference check reports and medical fitness.fitment shall be on the assumption of authenticity of the information provided in the CV/application form. he/she would forward the relevant papers listed below to the head of recruitment.  Employment details. In the case of interviews taking place at the branch/regional levels.  Personal Data form  Employee requisition form duly filled by the regional Head/Branch Manager  Interview evaluation sheet filled by the regional head/Branch manager/interviewer with his/her comments. . Employment offer letter A. or details of the verbal/telephonic communications provided to the candidate shall be recorded on the candidates papers. similar noting should be recorded on the individual candidate’s papers. When a recruitment Manager is fully satisfied about the selection of the right candidate and about completion of all the formalities connected with the appointment of candidate including requisite documentation. An appropriate formal communication shall be sent to the candidate whose candidature is not being taken forward.  Two Professional references. by the recruitment team/associated line managers. C.

D.  2 Passport Size Photograph. C.  Highest Education marksheet. Document check list for every grade is as follows:  Authorization Release Form.  Relieving Letter of last Employment. E.  1 Month Salary Slip of Last Employer. and send the same to the concerned Branch Manager/ HR Manager. Language Proficiency. Till . Regional HR manager will take the signature of Head-HR on the employee requisition form and forward the papers to the employee service team for issuance of the offer letter. It would be the responsibility of the Branch Manager/HR Manager to ensure that the accepted copy of the offer letter is forwarded to the employee service team within a week of receipt of the offer letter. to be signed by the National Recruitment Manager or Chief Manager-HR.  Background check Form.  Proof of Residence.  Highest Education certificate. B. Employee services team will issue offer letter.  1 Month Salary Slip of Current Employer.

Key tasks of Regional HR Head . Once the documentation is complete for the new joinee (including the accepted appointment letter). people who may have joined before 20th of the month but have not been included in the payroll for the month because of delay in receipt of papers will be given ad-hoc salary advance (up to maximum of 65% of the pro rated salary). This advance will be adjusted once the person gets included in the subsequent month’s payroll. where required to be submitted as per the table given above. Candidate would be expected to fulfill various joining formalities. A copy of the offer letter shall be duly signed and returned to the candidate.this letter is issued. The employee service team may enlist the help of the Branch Manager to ensure that all necessary documents within ten days o the person joining. The Regional HR head shall have the overall responsibility and accountability to maintain the templates of the offer letters and also for drafting of suitable non-standard terms to any specific candidate. within three months of joining. After the of all necessary documents. If the person does not submit the relieving letter from the previous organization. which are also formally communicated to him/her in the form of a checklist that is attached to the letter of offer. before issuing the appointment letter. The employee service team will follow up Branch Manager/Regional HR Manager for the joining of the candidate and will collect all relevant documents from the candidate including the joining report. the employee service team will send the appointment letter to the new joinee. the ‘offer’ has not taken place in formal sense. F. G. H. the employee service manager can put their salary on hold till such time as the said documents are received.

 Ensuring inductions as per quality. campuses. placement agencies.  Effective internal communication with user departments and line managers including making the standard recruitment formats and other templates easily available to such users and notifying the modifications to such formats and templates. academic/professional institutes and any other including the custody of the formal agreements . institutes. consultants. placement agencies. linkages.  Creation and maintenance of qualitative information base regarding candidates.  Creation of quarterly and monthly recruitment plans  Effective coordination with external parties such as candidates. scheduling etc. tracking timely payments and adjusted thereto  Creation of comprehensive and appropriate tools. along with timely improvements thereto  Assistance to user department and line managers including in interviewing/selection support.Regional HR Head will have the authority and responsibility to administer/implement the recruitment and selection process as outlined.  Creation and maintenance of appropriate and high-quality MIS for current and future needs of the organization. An illustrative list of the key deliverables of these incumbents is listed below. time and cost consideration of the company in accordance with the approved manpower budget.  Creation of appropriate sourcing mechanism along with tracking the performance of these mechanisms. and any other employment-market information. numbers. templates and any other mechanisms to ensure smooth execution of the process requirement. documents. including .

extensions of probation periods/training period.  Effective coordination with the post recruitment arm of the Human Resource function  Documentation and creating MIS regarding waiver. a recruiter may need several weeks to screen a few hundred resumes from the Web job boards. etc for the purpose of improvement to recruitment and selection process. For example. Often the longest delays occur between critical selection events. deviation. or candidates who make it Tie up with more & more consultants from multiple segments .  Monitoring recruitment costs  Complete documentation for the entire recruitment and selection process for easy and quick retrieval in a readily auditable format  Timely and effective communication with all internal and external parties including the candidates  Tracking the progress of the selected candidates including resignation. and virtually assure you'll lose talented candidates.publication/circulation of appropriate reports there from to the relevant users within the company. RECOMMENDATIONS & SUGGESTIONS Compress the "white space" in your hiring process. etc and identifying the key areas for improvement in the formal recruitment and selection process document. White Spaces are delays in hiring process that are unproductive. waste time.

This will help people to get a clearer picture and provide for most suitable candidates. This can also be circulated to internal employees under the employee referral scheme. Web-based technology lets you increase hiring speed and quality while . there often comes the problem of duplication of data. Therefore it is recommended that more and more consultants should be tied up from multiple segments to attract large pool of new and fresh talent. This is very time consuming and even after taking these details from candidate its not sure that offer will be made or not. it is recommended that unnecessary details should not be asked before we make the final offer to the candidate. Therefore. . This also becomes frustrating for the candidate sometimes. It is observed that the candidates sourced by placement agencies and send for further rounds of interviews are rarely found suitable by the hiring managers. educational and professional details of candidate. Know what you're looking for in candidates. Blend technology into every aspect of your recruiting and hiring process. Reduce the pre offer formalities: Pre-offer documentation includes filling of a lengthy Blue form which includes all personal. Blue form should be made consise. in case there is need to utilize the service of a placement agency.Since the limited placement agencies are sourcing candidates to all insurance companies. So. then it is recommended that these placement agencies be given a well drafted job description and job specification. Thus making efficient utilization of the existing resources.

give them product coupons. offering access to thousands of resumes within hours. you draw on the candidate pool and fill jobs as they become available. Companies have begun to use the Web to collect and instantly match data on candidate skills.reducing costs. It will help the organization to retain its employees for a longer period of time and less burden on recruitment staff. A "candidate pool" is a group of individuals who have shown interest in working for your company and are qualified for and ready to fill certain positions. Work the Web wisely and you save time for recruiters and hiring managers and nab top candidates before your competitors can. are able to fill positions quickly using the pool concept. Create winning impression even on those who are not selected . motivations. especially those with a reputation as a great place to work. and experiences against job criteria. and keep in touch through e-mail. Other uses of Web-based technology include online interviewing. job boards constitute the biggest use of the Web. But many organizations. Pool management is not easy in a tight labor market --good candidates often go elsewhere. A person-organization helps to assess how well a candidate is suited the organization. Rather than undertaking the time-consuming process of filling one job at a time. applicant self-scheduling. But the Web can also be a powerful tool for screening and qualifying that flood of resumes. method must be devised to check for person-organization fit. This takes a great importance especially when attrition is high. Build and manage your candidate pool as a precious resource. and tracking. Whether the attitude he/she carries will promote both organizational as well personal goals.  It is recommended that apart from the person-job fit. candidate assessment and testing. How do you keep a pool active? Some companies send their newsletters to pool candidates. Currently.

The first step in this direction is to ensure competitive people come in the organization. Even if he is not selected. there must a proper coordination of the interview of the candidate and greater degree of professionalism. Thus the organization must look out for methods that can enable it to adopt best recruitment practices. can only be successful under the experienced and encouraging guidance. a good impression about the will make him recommend the name to his people. LEARNINGS Every endeavour undertaken to accomplish challenging goals. The organization must constantly improvise in its recruitment process so that it is able to attract best in the industry in order to serve the best. Convince people about the job profile and to sell the job to the prospective candidate. CONCLUSION In order to grow and sustain in the competitive environment it is important for an organization to continuously develop and bring out innovations in all it activities. . Interviews conducted on a scheduled time leave a good impression on the candidate. Thus an organization must be able to stand out in the crowd.Its very important to create a favourable impression of your organization on all those who come for interview. Therefore recruitment in this regard becomes an important function. A candidate when invited for a interview must be attended as soon as possible and should be made to wait for hours together. In brief my learning and achievements can be summarized as under: Understanding of person and profile fit. For this. It is only when organization is recognized for its quality that it can build a stability with its customers. Those who are not selected in the first round of personal interview should also carry this impression that they have missed the opportunity to work in a great company.

Following up with the candidates during the entire selection process. Handling queries received from various quarters. Performance appraisals. Learning about salary fitments. its various types. Field work exposure to tap candidates that further strengthened the learning. implications and significance. Reply to official mails. . Managing HR department in the absence of HR manager. Communicating with the corporate. Learned to convince candidates about the offer rolled out and making them accept the offer through effective communication. Prioritize issues according to their importance.

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