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    26810393 recruitment-and-selection-project-report 26810393 recruitment-and-selection-project-report Document Transcript

    • 1
    • ContentsContents.................................................................................................................2INTRODUCTION.......................................................................................................3RECRUITMENT........................................................................................................3FACTORS AFFECTING RECRUITMENT......................................................................4THEORIES AND POLICIES OF RECRUITMENT AND SELECTION.................................4SOURCES OF RECRUITMENT...................................................................................7METHODS OF RECRUITMENT...............................................................................10SELECTION............................................................................................................13STEPS IN SELECTION PROCESS.............................................................................14STRATEGIES FOR SUCESSFUL RECRUITMENT.......................................................20ILLUSTRATIONS:...................................................................................................201. RECRUITMENT AND SELECTION PROCESS IN BHEL:..........................................202. RECRUITMENT & SELECTION PROCEDURE AT INDIAN RAILWAYS.....................263. UNIVERSITY OF WESTERN AUSTRALIA..............................................................274. RECRUITMENT AND SELECTION AT TEAMLEASE..............................................315. RECRUITMENT PROCESS AT HOTEL ORCHID:....................................................39CONCLUSION........................................................................................................46 2
    • INTRODUCTIONHuman resource is an important corporate asset and the overallperformance of company depends on the way it is put to use. In order torealize company objectives, it is essential to recruit people with requisiteskills, qualification and experience. While doing so we need to keeppresent and future requirements of company in mind.Successful recruitment methods include a thorough analysis of the job andthe labour market conditions. Recruitment is almost central to anymanagement process and failure in recruitment can create difficulties forany company including an adverse effect on its profitability andinappropriate levels of staffing or skills. Inadequate recruitment can leadto labour shortages, or problems in management decision making.Recruitment is however not just a simple selection process but alsorequires management decision making and extensive planning to employthe most suitable manpower. Competition among business organisationsfor recruiting the best potential has increased focus on innovation, andmanagement decision making and the selectors aim to recruit only thebest candidates who would suit the corporate culture, ethics and climatespecific to the organisation.The process of recruitment does not however end with application andselection of the right people but involves maintaining and retaining theemployees chosen. Despite a well drawn plan on recruitment andselection and involvement of qualified management team, recruitmentprocesses followed by companies can face significant obstacles inimplementation. Theories of HRM may provide insights on the bestapproaches to recruitment although companies will have to use their inhouse management skills to apply generic theories within specificorganizational contexts.RECRUITMENTRecruitment is defined as, “a process to discover the sources of manpowerto meet the requirements of the staffing schedule and to employ effectivemeasures for attracting that manpower in adequate numbers to facilitateeffective selection of an efficient workforce.” Edwin B. Flippo definedrecruitment as “the process of searching for prospective employees andstimulating them to apply for jobs in the organization.” In simple wordsrecruitment can be defined as a ‘linking function’-joining together thosewith jobs to fill and those seeking jobs.PURPOSE AND IMPORTANCEThe general purpose of recruitment is to provide a pool of potentiallyqualified job candidates. Specifically, the purposes and needs are: 3
    • • Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities. • Increase the pool of job candidates at minimum cost. • Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. • Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. • Begin identifying and preparing potential job applicants who will be appropriate candidates. • Induct outsiders with a new perspective to lead the company. • Infuse fresh blood at all levels of the organization. • Develop an organizational culture that attracts competent people to the company. • Search for talent globally and not just within the company.FACTORS AFFECTING RECRUITMENTThe following are the 2 important factors affecting Recruitment: - 1) INTERNAL FACTORS • Recruiting policy • Temporary and part-time employees • Recruitment of local citizens • Engagement of the company in HRP • Company’s size • Cost of recruitment • Company’s growth and expansion2) EXTERNAL FACTORS • Supply and Demand factors • Unemployment Rate • Labour-market conditions • Political and legal considerations • Social factors • Economic factors • Technological factorsTHEORIES AND POLICIES OF RECRUITMENT AND SELECTIONTheories: 4
    • 1. Objective theory1) Assumes applicants use a very rational method for making decisions2) Thus, the more information you can give them (e.g. salaries, benefits, working condition, etc), the better applicants weight these factors to arrive at a relative “desirability” index2. Subjective theory1) Assumes applicants are not rational, but respond to social or psychological needs (e.g. security, achievement, affiliation)2) Thus, play to these needs by highlighting job security or opportunities for promotion or collegiality of work group, etc.3. Critical Contact theory1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g. (promptness, warmth, follow-up calls, sincerity, etc.)2) Research indicates that more recruiter contact enhances acceptance of offer, also experienced recruiter (e.g. middle-aged) more successful than young or inexperienced recruiter - may be especially important when recruiting ethnic minorities, women, etc.Policies: Recruitment policy of any organization is derived from thepersonnel policy of the same organization. However, recruitment policy byitself should take into consideration the government’s reservation policy,policy regarding sons of soil, etc., personnel policies of other organizationsregarding merit, internal sources, social responsibility in absorbingminority sections, women, etc.Specific issues which may be addressed in Recruitment Policy:1) Statement : Nondiscrimination (EEO employer) or particular protected class members that may be sought for different positions (see also Affirmative Action guidelines)2) Position description: Adherence to job description (& qualifications) in recruitment & selection -BFOQ’s -bonafide occupational qualifications3) How to handle special personnel in recruitment/selection: e.g. relatives (nepotism) veterans (any special advancement toward retirement for military experience?), rehires (special consideration? vacation days or other prior benefits?), part-time or temporary personnel (special consideration? benefits?)4) Recruitment budget/expenses: what is covered? Travel, Lodging/meals, Staff travel to recruit, relocation, expenses, etc.5) Others: a. Residency requirement in district? 5
    • b. Favors, special considerations related to recruitment? - e.g. get spouse a job?INDUCEMENTS TO RECRUITMENT Organisational inducements are all the positive features and benefitsoffered by an organization that serves to attract job applicants to theorganisation. Three inducements need specific mention here, they are:- • Compensation: Starting salaries, frequency of pay increases, incentives and fringe benefits can all serve as inducements to potential employees. • Career Opportunities: These help the present employees to grow personally and professionally and also attract good people to the organization. The feeling that the company takes care of employee career aspirations serves as a powerful inducements to potential employees. • Image or Reputation: Factors that affect an organisation’s reputation include its general treatment of employees, the nature and quality of its products and services and its participation in worthwhile social endeavors.CONSTRAINTS • Poor image: If the image of the firm is perceived to be low( due to factors like operation in the declining industry, poor quality products, nepotism etc), the likelihood of attracting large number of qualified applicants is reduced. • Unattractive jobs: if the job to be filled is not very attractive, most prospective candidates may turn indifferent and may not even apply.this is specialy true of job that is boring, anxiety producing, devoid of career growth opportunities and generally not reward performance in a proper way( eg jobs in post office and railways). • Government policy: Government policies often come in the way of recruitment as per the rules of company or on the basis of merit and seniority. Policies like reservations (scheduled castes, scheduled tribe etc) have to be observed. • Conservative internal policies: Firms which go for internal recruitments or where labour unions are very active, face hindrances in recruitment and selection planning. 6
    • RECRUITMENT- Relationship with other activitiesCENTRALISED V/s DECENTRALISED RECRUITMENT Recruitment practices vary from one organization to another. Someorganizations like commercial banks resort to centralized recruitmentwhile some organizations like the Indian Railway resort to decentralizedrecruitment practices. Personnel department at the central office performsall the functions of recruitment in case of centralised recruitment andpersonnel departments at unit level/zonal level perform all the functions ofrecruitment concerning to the jobs of the respective unit or zone.SOURCES OF RECRUITMENTThe sources of recruitment may be broadly divided into two categories:internal sources and external sources. Both have their own merits anddemerits.Internal Sources:-Persons who are already working in an organization constitute the ‘internalsources’. Retrenched employees, retired employees, dependents ofdeceased employees may also constitute the internal sources. Wheneverany vacancy arises, someone from within the organization is upgraded,transferred, promoted or even demoted. 7
    • External SourcesExternal sources lie outside an organization. Here the organization canhave the services of: (a) Employees working in other organizations; (b)Jobs aspirants registered with employment exchanges; (c) Students fromreputed educational institutions; (d) Candidates referred by unions,friends, relatives and existing employees; (e) Candidates forwarded bysearch firms and contractors; (f) Candidates responding to theadvertisements, issued by the organization; and (g) Unsolicitedapplications/ walk-ins. Merits and Demerits of ‘Recruiting people from ‘within’ Merits Demerits1) Economical: The cost of 1) Limited Choice: The recruiting internal candidates is organization is forced to select minimal. No expenses are candidates from a limited pool. incurred on advertising. It may have to sacrifice quality and settle down for less2) Suitable: The organization qualified candidates. can pick the right candidates having the requisite skills. The 2) Inbreeding: It discourages candidate can choose a right entry for talented people, vacancy where their talents available outside an can be fully utilized. organization. Existing employees may fail to behave3) Reliable: The organization in innovative ways and inject has the knowledge about necessary dynamism to suitability of a candidate for a enterprise activities. position. ‘Known devils are better than unknown angels!’ 3) Inefficiency: Promotions based on length of service4) Satisfying: A policy of rather than merit, may prove preferring people from within to be a blessing for inefficient offers regular promotional candidate. They do not work avenues for employees. It hard and prove their worth. motivates them to work hard and earn promotions. They will work with loyalty commitment 4) Bone of contention: and enthusiasm. Recruitment from within may lead to infighting among employees aspiring for limited, 8
    • higher level positions in an organization. As years roll by, the race for premium positions may end up in a bitter race. The merits and demerits of recruiting candidates from outside anorganization may be stated thus:Merits and Demerits of External sources of Recruitment Merits DemeritsWide Choice: The organization Expenses: Hiring costs could gohas the freedom to select up substantially. Tappingcandidates from a large pool. multifarious sources ofPersons with requisite recruitment is not an easy taskqualifications could be picked up. either.Infection of fresh blood: People Time consuming: It takes time towith special skills and knowledge advertise, screen, to test and testcould be hired to stir up the and to select suitable employees.existing employees and pave the Where suitable ones are notway for innovative ways of available, the process has to beworking. repeated.Motivational force: It helps in De-motivating: Existingmotivating internal employees to employees who have put inwork hard and compete with considerable service may resistexternal candidates while seeking the process of filling up vacanciescareer growth. Such a competitive from outside. The feeling that theiratmosphere would help an services have not been recognizedemployee to work to the best of by the organization, forces then tohis abilities. work with less enthusiasm and 9
    • motivation.Long term benefits: Talentedpeople could join the ranks, new Uncertainty: There is noideas could find meaningful guarantee that the organization,expression, a competitive ultimately will be able to hire theatmosphere would compel people services of suitable candidates. Itto give out their best and earn may end up hiring someone whorewards, etc. does not fit and who may not be able to adjust in the new setup.METHODS OF RECRUITMENTInternal Methods:Promotions and Transfers This is a method of filling vacancies from internal resources of the company to achieve optimum utilization of a staff members skills and talents. Transfer is the permanent lateral movement of an employee from one position to another position in the same or another job class assigned to usually same salary range. Promotion, on the other hand is the permanent movement of a staff member from a position in one job class to a position in another job class of increased responsibility or complexity of duties and in a higher salary range.Job Posting Job Posting is an arrangement in which a firm internally posts a list of open positions (with their descriptions and requirements) so that the existing employees who wish to move to different functional areas may apply. It is also known as Job bidding. It helps the qualified employees working in the organization to scale new heights, instead of looking for better perspectives outside. It also helps organization to retain its experienced and promising employees.Employee Referrals It is a recruitment method in which the current employees are encouraged and rewarded for introducing suitable recruits from among the people they know. The logic behind employee referral is that “it takes one to know one”. Benefits of this method are as follows: • Quality Candidates • Cost savings • Faster recruitment cycles 10
    • • Incentives to current employees On the other hand it is important for an organization to ensure that nepotism or favoritism does not happen, and that such aspects do not make inroads into the recruitment process.External Methods:External methods of recruitment are again divided into two categories-Direct External Recruitment and Indirect External Recruitment methods.Direct External Recruitment MethodsCampus Recruitment In Campus Recruitment, Companies / Corporate visit some of the most important Technical and Professional Institutes in an attempt to hire young intelligent and smart students at source. It is common practice for Institutes today to hire a Placement Officer who coordinates with small, medium and large sized Companies and helps in streamlining the entire Campus Recruitment procedure. Benefits of Campus Recruitment • Companies get the opportunity to choose from and select the best talent in a short span of time. • Companies end up saving a lot of time and efforts that go in advertising vacancies, screening and eventually selecting applicants for employment. • College students who are just passing out get the opportunity to present themselves to some of the best companies within their industry of interest. Landing a job offer while still in college and joining just after graduating is definitely what all students dream of. On the negative front, campus recruiting means hiring people with little or no work experience.Indirect External Recruitment MethodsAdvertisements Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form, etc). Where a business chooses to advertise will depend on the cost of advertising 11
    • and the coverage needed i.e. how far away people will consider applying for the job.Third Party Methods • Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and processed whenever vacancies occur. Walk-ins provide an excellent public relations opportunity because well- treated applicants are likely to inform others. On the other hand, walk-ins show up randomly, and there may be no match with available openings. This is particularly true for jobs requiring specialized skills. • Public and private employment agencies: Public and private employment agencies are established to match job openings with listings of job applicants. These agencies also classify and screen applicants. Most agencies administer work- sample tests, such as typing exams, to applicants. • E-Recruiting: There are many methods used for e- recruitment, some of the important methods are as follows: a. Job boards: These are the places where the employers post jobs and search for candidates. One of the disadvantages is, it is generic in nature. b. Employer web sites: These sites can be of the company owned sites, or a site developed by various employers. c. Professional websites: These are for specific professions, skills and not general in nature. • Gate Hiring and Contractors: The concept of gate hiring is to select people who approach on their own for employment in the organization. This happens mostly in the case of unskilled and semi- skilled workers. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organizationSTEP 2: DEVELOP AN EFFECTIVE RECRUITMENTSTRATEGY EVALUATION OF SOURCES OF RECRUITMENTTime-lapse data: They show the time lag between the dates ofrequisition for manpower supply from a department to the actual date offilling the vacancies in that department. For example, a companys pastexperience may indicate that the average number of days from application 12
    • to interview is 10, from interview to offer is 7, from offer to acceptance is10 and from acceptance to report for work is 15. Therefore, if the companystarts the recruitment and selection process now, it would require 42 daysbefore the new employee joins its ranks. Armed with this information, thelength of the time needed for alternative sources of recruitment can beascertained - before pinning hopes on a particular source that meets therecruitment objectives of the company.Yield ratios: These ratios indicate the number of leads/ contacts neededto generate a given number of hires at a point at time. For example, if acompany needs 10 management trainees in the next six months, it has tomonitor past yield ratios in order to find out the number of candidates tobe contacted for this purpose. On the basis of past experience, to continuethe same example, the company finds that to hire 10 trainees, it has toextend 20 offers. If the interview-to-offer ratio is 3:2, then 30 interviewsmust be conducted. If the invitees to interview ratio is 4:3 then, as manyas 40 candidates must be invited. Lastly, if contacts or leads needed toidentify suitable trainees to invite are in 5:1 ratio, then 200 contacts aremade.Surveys and studies: Surveys may also be conducted to find out thesuitability of a particular source for certain positions. For example, aspointed out previously, employee referral has emerged as a popular wayof hiring people in the Information Technology industry in recent times inIndia. Correlation studies could also be carried out to find out therelationship between different sources of recruitment and factors ofsuccess on the job. In addition to these, data on employee turnover,grievances, and disciplinary action would also throw light on the relativestrengths of a particular source of recruitment for different organizationalpositions. Before finally identifying the sources of recruitment, the humanresource managers must also look into the cost or hiring a candidate. Thecost per hire can be found out by dividing the recruitment cost by thenumber of candidates hired.SELECTIONIntroduction The size of the labour market, the image of the company, the placeof posting, the nature of job, the compensation package and a host ofother factors influence the manner of aspirants are likely to respond to therecruiting efforts of the company. Through the process of recruitment thecompany tries to locate prospective employees and encourages them toapply for vacancies at various levels. Recruiting, thus, provides a pool ofapplicants for selection.Definition 13
    • To select means to choose. Selection is the process of pickingindividuals who have relevant qualifications to fill jobs in an organisation.The basic purpose is to choose the individual who can most successfullyperform the job from the pool of qualified candidates.Purpose The purpose of selection is to pick up the most suitable candidatewho would meet the requirements of the job in an organisation best, tofind out which job applicant will be successful, if hired. To meet this goal,the company obtains and assesses information about the applicants interms of age, qualifications, skills, experience, etc. the needs of the jobare matched with the profile of candidates. The most suitable person isthen picked up after eliminating the unsuitable applicants throughsuccessive stages of selection process. How well an employee is matchedto a job is very important because it is directly affects the amount andquality of employee’s work. Any mismatch in this regard can cost anorganisation a great deal of money, time and trouble, especially, in termsof training and operating costs. In course of time, the employee may findthe job distasteful and leave in frustration. He may even circulate negativeinformation about the company, causing incalculable harm to thecompany in the long run. Effective election, therefore, demands constantmonitoring of the ‘fit’ between people the job.The Process Selection is usually a series of hurdles or steps. Each one must besuccessfully cleared before the applicant proceeds to the next one. Thetime and emphasis place on each step will definitely vary from oneorganisation to another and indeed, from job to job within the sameorganisation. The sequence of steps may also vary from job to job andorganisation to organisation. For example some organisations may givemore importance to testing while others give more emphasis to interviewsand reference checks. Similarly a single brief selection interview might beenough for applicants for lower level positions, while applicants formanagerial jobs might be interviewed by a number of people.STEPS IN SELECTION PROCESS 14
    • 1. Reception A company is known by the people it employs. In order to attract people with talents, skills and experience a company has to create a favourable impression on theapplicants’ right from the stage of reception. Whoever meets the applicantinitially should be tactful and able to extend help in a friendly andcourteous way. Employment possibilities must be presented honestly andclearly. If no jobs are available at that point of time, the applicant may beasked to call back the personnel department after some time.2. Screening Interview A preliminary interview is generally planned by large organisationsto cut the cost of selection by allowing only eligible candidates to gothrough the further stages in selection. A junior executive from thePersonnel Department may elicit responses from the applicants onimportant items determining the suitability of an applicant for a job suchas age, education, experience, pay expectations, aptitude, location, choiceetc. this ‘courtesy interview’ as it is often called helps the departmentscreen out obvious misfits. If the department finds the candidate suitable,a prescribed application form is given to the applicants to fill and submit.3.Application Blank 15
    • Application blank or form is one of the most common methods usedto collect information on the various aspects of the applicants’ academic,social, demographic, work related background and references. It is a briefhistory sheet of employee’s background.Usefulness of Application Blank or Form Application blank is highly useful selection tool, in that way it servesthree important purposes: 1. It introduces the candidate to the company in a formal way. 2. It helps the company to have a cross-comparison of the applicants; the company can screen and reject candidates if they fail to meet the eligibility criteria at this stage itself. 3. It can serve as a basis to initiate a dialogue in the interview.4.Selection TestingSelection tests or the employment tests are conducted to assessintelligence, abilities, and personality trait.A test is a standardized, objective measure of a person’s behaviour,performance or attitude. It is standardised because the way the tests iscarried out, the environment in which the test is administered and the waythe individual scores are calculated- are uniformly applied. It is objective inthat it tries to measure individual differences in a scientific way givingvery little room for individual bias and interpretation. Some of them are1. Intelligence Tests: These are mental ability tests. They measure the incumbent’s learning ability and the ability to understand instructions and make judgements. The basic objective of such test is to pick up employees who are alert and quick at learning things so that they can be offered adequate training to improve their skills for the benefit of the organization.2. Aptitude Test: Aptitude test measure an individual’s potential to learn certain skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary3. Personality Test: The definition of personality, methods of measuring personality factors and the relationship between personality factors and actual job criteria has been the subject of much discussion. Researchers have also questioned whether applicants answer all the items truthfully or whether they try to respond in a socially desirable manner. Regardless of these objections, many people still consider personality as an important component of job success.4. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and problems an employee faces while at work. 16
    • 5. Graphology Test: Graphology involves using a trained evaluator to examine the lines, loops, hooks, stokes, curves and flourishes in a person’s handwriting to assess the person’s personality and emotional make-up.6. Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as the tests subject answers a series of questions. It records fluctuations in respiration, blood pressure and perspiration on a moving roll of graph paper. The polygraph operator forms a judgement as to whether the subject’s response was truthful or deceptive by examining the biological movements recorded on the paper.TEST AS SELECTION TOOL: Tests are useful selection devices in that they uncover qualificationsand talents that can’t be detected otherwise. They can be used to predicthow well one would perform if one is hired, why one behaves the way onedoes, what situational factors influence employee productivity, etc. Testsalso provide unbiased information that can be put to scientific andstatistical analysis. However, tests suffer from sizeable errors of estimate. Mostpsychological tests also have one common weakness, that is, we can’t usescales which have a known zero point and equal intervals. An intelligencetest, for example starts at an arbitrary point, where a person may not beable to answer question properly. This does not mean that the person istotally lacking in intelligence. Likewise, a person who is able to answer allthe 10 questions correctly cannot be called twice as intelligent as the onewho was able to answer only 5.SELECTION INTERVIEW: Interview is the oral examination of candidatesfor employment. This is the most essential step in the selection process. Inthis step the interviewer matches the information obtained about thecandidates through various means to the job requirements and to theinformation obtained through his own observations during the interview.Interview gives the recruiter an opportunity → To size up the candidate personally; → To ask question that are not covered in the tests; → To make judgments on candidates enthusiasm and intelligence; → To assess subjective aspects of the candidate – facial expressions, appearance, nervousness and so forth; → To give facts to the candidates regarding the company, its policies, etc. and promote goodwill towards the company. 17
    • Types of interviews:Several types of interviews are commonly used depending on the natureand importance of the position to be filled within an organization.In a non directive interview the recruiter asks questions as they cometo mind. There is no specific format to be followed.In a patterned interview, the employer follows a pre-determinedsequence of questions. Here the interviewee is given a special formcontaining questions regarding his technical competence, personalitytraits, attitudes, motivation, etc.In a structured or situational interview, there are fixed job relatedquestions that are presented to each applicant.In a panel interview several interviewers question and seek answersfrom one applicant. The panel members can ask new and incisivequestions based on their expertise and experience and elicit deeper andmore meaningful expertise from candidates.Interviews can also be designed to create a difficult environment wherethe applicant’s confidence level and the ability to stand erect in difficultsituations are put to test. These are referred to as the stress interview.This is basically an interview in which the applicant is made uncomfortableby a series of, often, rude, annoying or embarrassing questions.Steps in interview process:Interview is an art. It demands a positive frame of mind on part of theinterviewers. Interviewers must be treated properly so as to leave a goodimpression about the company in their minds. HR experts have identifiedcertain steps to be followed while conducting interviews:PREPARATION: • Establishing the objective of the interview • Receiving the candidates application and resume • Keeping tests score ready, along with interview assessment forms • Selecting the interview method to be followed • Choosing the panel of experts who would interview the candidates • Identifying proper room for environment 18
    • 1.RECEPTION: The candidate should be properly received and led intothe interview room. Start the interview on time.2.INFORMATION EXCHANGE: • State the purpose of the interview, how the qualifications are going to be matched with skills needed to handle the job. • Begin with open-ended questions where the candidate gets enough freedom to express himself. • Focus on the applicant’s education, training, work experience, etc. Find unexplained gaps in applicants past work or college record and elicit facts that are not mentioned in the resume.3.EVALUATION: Evaluation is done on basis of answers and justificationgiven by the applicant in the interview.4. PHYSICAL AND MEDICAL EXAMINATION: After the selectiondecision and before the job offer is made, the candidate is required toundergo a physical fitness test. A job offer is often contingent upon thecandidate being declared fit after the physical examination.5.REFERENCE CHECKS: Once the interview and medical examination ofthe candidate is over, the personnel department will engage in checkingreferences. Candidates are required to give the names of 2 or 3 referencesin their application forms. These references may be from the individualswho are familiar with the candidate’s academic achievements or from theapplicant’s previous employer, who is well versed with the applicant’s jobperformance and sometimes from the co-workers.HIRING DECISION:The line manager has to make the final decision now – whether to select orreject a candidate after soliciting the required information throughdifferent techniques discussed earlier. The line manager has to takeadequate care in taking the final decision because of economic, behavioraland social implications of the selection decisions. A careless decision ofrejecting a candidate would impair the morale of the people and theysuspect the selection procedure and the very basis of selection in aparticular organization. A true understanding between line managers and personnelmanagers should be established so as to facilitate good selectiondecisions. After taking the final decision, the organization has to intimate 19
    • this decision to the successful as well as unsuccessful candidates. Theorganization sends the appointment order to the successful candidateseither immediately or after sometime depending upon its time schedule. Interviewing Mistakes: May have been influenced by ‘cultural noise,snap judgments, halo effect, stereotyping, first impression etc.STRATEGIES FOR SUCESSFUL RECRUITMENTSTEP 1: ENSURE AN UP-TO-DATE JOB DESCRIPTIONA clear, accurate and up-to-date job description is crucial to ensuring a goodperson-job fit. It is worthwhile spending some time making sure that the jobdescription matches the everyday reality of the job.STEP 2: EVALUATE THE RECRUITMENT STRATEGYPeriodically evaluating the effectiveness of your recruitment strategy,such as the type of sources used for recruiting, can be a useful activity.For instance, a cost-benefit analysis can be done in terms of the number ofapplicants referred, interviewed, selected, and hired. Comparing theeffectiveness of applicants hired from various sources in terms of jobperformance and absenteeism is also helpful. One could also examine theretention rates of workers who were hired from different sources.ILLUSTRATIONS:1. RECRUITMENT AND SELECTION PROCESS IN BHEL: 20
    • Job Analysis Form Job Specification Form Interview Schedule Application Form for Employment Interview Assesment Form1.MAN POWER RECRUITMENT• As and when the need arises, the Manpower Requirement Form is dually filled by the HOD/Group Manager of the concerned department and forwarded to the HRD Department.• The HRD Department initiates activity on the recruitment once the "Manpower Requirement" form is approved by MD.• All "Manpower Requirement "Forms are maintained by the HRD Department.2.IDENTIFYING SOURCES OF RECRUITMENTOn the basis of Manpower Requirement Form a recruitment source is identified.The source of recruitment could be external or internal.INTERNAL SOURCE OF RECRUITMENT:• Internal Transfer/Promotion with necessary screening, training and selection to meet the specified requirement. It would be desirable to utilize the internal sources before going outside to attract the candidates. The two categories of internal sources including a review of the present employees and nomination of the candidates by employees. 21
    • The COMPANY suggests that the effective utilization of internal sourcesnecessitates an understanding of their skills and information regardingrelationships of jobs. This will provide possibilities for horizontal and verticaltransfers within the enterprise eliminating simultaneous attempts to lay offemployees in one department and recruitment of employees with similarqualification for another department in the company. Promotions and Transferswithin the plant where an employee is best suitable improves the morale alongwith solving recruitment problems. These measures can be taken effectively if we established job familiesthrough job analysis programmes combining together similar jobs demandingsimilar employee characteristics. Again, employee can be requested to suggestpromising candidates. Sometimes in a company the employees are given prizesfor recommending a candidate who has been recruited. The usefulness of thissystem in the form of loyalty and its wide practice, it has been pointed that itgives rise to cliques posing difficulty to management.EXTERNA L SOURCE S OF RECRUITMENT:An external source of Recruitment is considered from the combination of thefollowing options: Educational and technical institutes also form an effective source ofmanpower supply. There is an increasing emphasis on recruiting students fromdifferent management institutes and universities commerce and managementdepartments by recruiters for positions in sales, accounting, finance, personneland production. These students are recruited as management trainees and thenplaced in special company training programmes. They are not recruited forparticular positions but for development as future supervisors and executive. Indeed , this source provides a constant flow of new personnel withleadership personalities. Vocational schools and industrial training institutesprovides specialized employees, apprentices, and trainees for semiskilled andskilled jobs. Persons trained in these schools and institutes can be placed onoperative and similar jobs with a minimum of in plant training. However,recruitment of these candidates must be based on realistic and differential 22
    • standards established through research reducing turnover and enhancingproductivity. The enterprise depends to some extent upon casual labour or "applicantat the gate" and mail applicants. The candidates may appear personally at thecompanys employment office or send their applications for possible vacancies.According to company the quality and quantity of such candidates depend on theimage of the company in community. Trade unions are playing an increasingly important role in labour supply.In several trades, they supply skilled labour in sufficient numbers. They alsodetermine the order in which employees are to be recruited in the organization.In industries where they do not take active part in recruitment, they make it apoint the employees laid off are given preference in recruitment.ADVERTISEMENT• All recruitment advertisements are placed centrally by the HRD Department.• The advertisement is drafted by HRD Department in consultation with the concerned Department.• All related documents of Advertisements released are maintained in the "Advertisement" file.In addition to the above sources, several organizations develop sources throughvoluntary organizations such as clubs, attracts employees of competitors lookingfor a change or good prospectus for employment, utilize women, older workersand physically handicapped for specific positions where they are best suitable,and use the "situation wanted" advertisement in newspapers.3.SELECTIONA .SCREENING/SHORTLISINGResumes received from consultants and/or from the advertisements released inNewspaper/Magazine are screened by HRD Department in consultation with theconcerned department.B.INTERVIEW CALL 23
    • The shortlisted candidates are contacted for interview through an interview callletter/telephone call/e-mai l or through the consultants.C.INTERVIEW SCHEDULE Interview schedule is prepared and sent to the concerned Departments HOD,Interview panel and a copy is kept for HRD Department records.D.PERSONAL DATA FORMAny candidate appearing for an interview in the company is required to fill inhis/her particulars in the prescribed "Personal Data Form"E.CONDUCTING INTERVIEWSInterviews are conducted by a panel, which includes a staff member from theconcerned department and may include a representative.F.INTERVIEW ASSESSMENTInterview assessment Format is filled up by the interview panel immediately afterthe interview and all the relevant papers are forwarded to the HRD Departmentat the earliest.G.SALARY FIXATION"Staff comparison statement" and " salary proposal" formats are used for thispurpose.H.OFFER AND APPOINTMENT LETTERA candidate selected for appointment is issued an offer letter mentioning theexpected date of joining.• Extension of time to join duties is granted to the candidate purely at Management discretion.• A Detailed Appointment letter is issued after the individuals joins and fills the joining report.• The offer and appointment letters are signed to all new joiners. 24
    • 25
    • 2. RECRUITMENT & SELECTION PROCEDURE AT INDIAN RAILWAYSThe selection and recruitment process of railways is done by Railway Recruitment Board(RRB).In all, there are 19 (nineteen) RRBs, which cater to the respective zonal staffingrequirements. Based on the Indents received, Employment Notifications are released inEmployment News ( A publication of the Government of India) and Indicativeadvertisements in other News Papers.System:In order to ensure uniformity throughout the RRBs, there is a standard format forapplication.The applications received are scrutinized for different eligibility criteria and a list ofeligible candidates is drawn. Thereafter, examination date and centre is fixed and callletters are dispatched to eligible candidates one month in advance of the date ofexamination. Simultaneously the rejected applications data is published in the websitefor information of in-eligible candidates.The examinations may be single stage, two stages, single stage written exam followedby skill test/aptitude test/interview depending on the nature of the posts advertised.Candidates qualified in all stages of the examination are finally called for documentverification, wherein, all the records are verified and checked with original documents.The employment notification is also published on the Internet web site. Theapplications are scrutinized for eligibility. Eligible candidates are called for awritten examination with call letters being sent a month in advance of the date ofthe examination.If number of candidates is large, the candidates who qualify in the preliminaryexam are called for the main written exam, and the merit list is prepared basedentirely upon the result of the main exam. In most categories of jobs, there is nointerview after the written examination. For a very few specific categories there isa viva after the written exam, while for certain other categories there is a skilltest. For categories related to operational safety, there will be a psychologicaltest.Following is intended to serve as guidelines for recruitment process for RRB(Indian railway recruitment board):1. The selection is made strictly as per merit on the basis of written/onlineexamination. In addition, Aptitude/Skill Test/Interview etc. may also be conductedwherever applicable. Short listed candidates will be called for verification of theoriginal documents according to merit, availability of vacancies and reservationrules.2. There shall be negative marking in written/online examinations and marks shallbe deducted for each wrong answer AT 1/3 of the allotted marks for eachquestion.3. The syllabus for the written/online examination will be generally in conformitywith the educational standards and /or technical qualifications prescribed for the 26posts. The Questions will be of objective type with multiple answers and likely toinclude questions pertaining to General Knowledge, General English/GeneralHindi, General Arithmetic, Analytical and Quantitative Skills and those subjects
    • 3. UNIVERSITY OF WESTERN AUSTRALIAThe University aims to recruit and attract high quality staff. Several challengesimpact on the University’s capacity to recruit and select staff with the requiredcapabilities. These challenges include a diminishing labour market, increasingcompetition among employers for staff and the changing demographics of theworking population. In response to these challenges, the University needs acomprehensive and rigorous yet simplified approach to recruiting and selectingtalented staff.This policy provides an open and transparent framework for managers andsupervisors to select staff employed under the terms of the General StaffAgreement. This Agreement includes general, technical, professional and someresearch staff. The policy is supported by a selection and appointment guidewhich maps the selection processes and techniques to be used by the selectioncommittee.The strategic staffing objective of the University’s Operational Priorities Planis to recruit, develop and retain high quality staff, supporting developmentof their full potential, within “a one staff-one University” philosophy. TheSelection policy supports this goal.The recruitment and selection of staff to fill vacant positions is theresponsibility of individual work areas and applies a framework common tothe whole University.The University uses a merit based system to optimise the search andselection for the most suitable applicant who best meets the requirements ofa position.Managers and supervisors first define the position requirements and itsselection criteria. They then develop attraction and search strategies totarget potential applicants and advertise the vacancy.The University’s Selection policy no longer requires applicants to specificallyaddress the selection criteria in a written statement.ConfidentialityApplications for vacancies are strictly confidential and access is restricted tothose directly involved in the selection process including Human Resourcesstaff.Committee members are required to sign the Statement of Confidentiality. 27
    • Need to Search and AdvertiseTo ensure that the most suitable person for a vacant position can beselected, the Preparing to Recruit and Attract Staff policy provides managersand supervisors with a framework to apply competitive and wide-rangingsearch processes. The Advertising policy clarifies how targetted advertising isto be implemented.Please consult the following flow chart on Staff Selection Procedures:Selection and Appointment Guide for Chairs of Selection Committeesfor an Academic Staff Vacancy 28
    • It is a requirement for the Chair to have attended recruitment and selectiontraining and it is expected all members will have attended.The selection and recruitment process is a critical factor in ensuring theUniversity has the right staff. How well we manage this process also enhancesthe Universitys credibility and underlines our commitment to integrity,accountability and transparency in our decision making processes. Based onthe assessment and recommendations made by selection committee, theUniversity will make an offer of employment. This is a significant commitmentof the Universitys financial, management, training, and other resources to anindividual. Sound business practice requires the selection process to provide aclear basis for entering into such a commitment and is documented such thatrecruitment decisions are capable of review.Key Principles • The recruitment, development and retention of high quality staff is the Universitys prime objective. It has chosen a merit based selection system to optimise the potential for selecting the best person. This method uses a combination of written application, behaviourally based interview questions, testing/presentations and referee reports to determine relative merit against defined selection criteria. This process has been established to ensure the best possible choice and that there is no discrimination on grounds unrelated to the requirements of the position. • The prerequisites and selection criteria for each position supply the means by which a selection committee can assess the relative merit of applicants to ensure their assessment is made on the same basis for all applicants.THE SELECTION PROCESSSetting up a Selection CommitteeThe Selection Committee should comprise: • Dean of the Faculty as chair for Levels C & D (may be delegated to Head of School or nominee for Levels A & B and Research Academic positions) • two other members of the School • the Head of School or nominee • one member from outside the School (a member of academic staff at equivalent or higher level from another School)At least one female and one male must be on the committee to provide genderbalance.The issue of diversity should also be considered in establishing the committee.If the appointment is to a clinical or para-clinical department in a teachinghospital it is usual to co-opt the chairperson of the Hospital’s appointmentscommittee or nominee. 29
    • The selection committee should not include any person who has a closepersonal relationship with an applicant. If that member of the committee is themost appropriate, they are required at the outset to declare their relationshipto the applicant.The Interview and Other Job-Related ExercisesThe purpose of the interview is to complete the picture about the applicantthat has been formed from the short listing process. The interview should seekto explore more fully claims made in the written application and to assessverbal communication and interpersonal skills (remembering that someapplicants will handle the interview better than others). Helpful suggestions forconducting the interview are at Appendix 3.For some positions it is important to test a specific skill or knowledge.In reaching an assessment the committee should consider all the dataavailable about the application — the written application, interview,seminar/research presentation and referee reports. The more sources ofinformation used, the greater the chances of forming an accurate and wellrounded assessment of the applicants suitability for the position.Arrange for each short listed applicant to be contacted, with as much notice aspossible, and advise: • interview time, date and venue • that a seminar or research presentation (if applicable) is part of the assessment process including where it will be held and the time • the approximate time the process will takeMake the final decisionSound business practice requires that the selection criteria provide a clearbasis for entering into an employment arrangement with an applicant andenables the decision making process to be transparent and capable of review.The report must contain sufficient information to provide feedback to individualapplicants and must demonstrate with some rigour how the selectioncommittee arrived at its conclusions and should include: • the name of the recommended applicant • a clear statement why this applicant was considered more appropriate than other short listed applicants • direct evidence that the recommended applicant meets the selection criteria, including results of interview, seminar/presentation and referees report • verification of essential academic qualifications • a comment on the selected applicant’s research record (where applicable) • brief statement on all short listed applicants referring explicitly to their competitiveness in relation to the selection criteria and the selected 30
    • applicantFinalizing the OutcomeThe selection report should be endorsed by the Dean or equivalent.ARecommendation to Offer New Employment Contract is not a formal offer ofemployment. An offer of employment can be made only through HumanResources after the appropriate level of approval has beenobtained.Appointments will generally be to the minimum of the salary range. Ifthe selection committee believes that circumstances warrant consideration of ahigher salary this must be approved by the Dean or equivalent.4. RECRUITMENT AND SELECTION AT TEAMLEASETeamLease Services is India’s leading staffing company and provides a range ofTemporary and Permanent manpower solutions to over 1000 clients. Temps’ or‘associates’, are temporary workers who are deputed to various companies whoprefer to outsource their HR operations. The ‘associates’ work for the companythey are assigned to but are on the payroll of the staffing or the temp leasingcompany. The duration of a temporary job is three to nine months. Some of theimportant characteristics of temping recruitment are as follows- • Recruit as per Client requirement and assign them to Client or Transfer candidate identified by client on to TeamLease. • Co-employment relationship between the Client, Associate and TeamLease. • Manage HR Administration, Payroll and Regulatory activities. • Temp staffing options- short term, long term and part time assignment. • Temp-to-permanent staffing option- trial period to permanent staffing.1 Benefits for ClientAs business these days grow on a confounding rate, outsourcing the basicfunctions like recruiting becomes a common thing. The need for flexi staffing ison demand and in such a scenario Teamlease renders these services to itsClients.A much defined process spans into four distinct stages, • Initialization • Transition • Operations • Relationship Management. 31
    • Equal importance is given to all four stages with activities defined for each stage.There is a unique methodology that TeamLease adopts to render the service. Thisis shown below2 Recruitment:The base of all HR function is recruitment. It builds the workforce that leads acompany into progression. Hiring the right person for the right job is veryimportant task. There are three distinct phrases that TeamLease follows which isshown in the diagram 32
    • 3 Methods or Techniques of Recruitment3.1 Direct MethodThese include sending recruiters to educational and professional institutions,employees’ contacts with public and manned exhibits. Most college recruiting isdone in co-operation with the placement office of the college. The placementoffice usually provides help in attracting students, arranging interviews,furnishing space and providing student résumés. For managerial, professionaland sales personnel, campus recruiting is an extensive exercise. For this purpose,carefully prepared brochures describing the organizing and the job it offers aredistributed among the students, before the interviewer arrives.3.2 Indirect MethodThese methods involve mostly advertising in newspapers, websites, radio, intrade and professional journals, technical magazines and brochures. Companiesadvertise when qualified or experienced personnel are not available from othersources. 33
    • 3.3 Third Party MethodThese include the use of commercial or private employment agencies, stateagencies and placement offices of colleges, recruiting firms, managementconsulting firms, friends and relatives.3.4 Professional Organizations:These organizations maintain a pool of human resource for possible employment.These firms are also called ‘head hunters’, ‘raiders’ and pirates by organizationswho lose personnel thought their efforts. Fundamentally there are two distinctsteps of recruitment and each is a comprehensive process in itself. They arediscussed below:4 Preparation4.1 Know your clientLearning about companies is valuable because knowing what a company valueswill help an agent to assess the candidates better. Pertinent information aboutthe processes of the company would also help you analyze CVs and find the rightcandidate. This can be done by reading the corporate website or calling thecompany for further information or using your own network and find out the‘work culture’.This will help one to know about the history of the company, their core values,their clients and processes, the benefits employees can enjoy and the careergrowth chart. When one has knowledge about these vital parameters, it becomeseasier to assess a resume based on these parameters. Moreover, when one isequipped with such vital information about the company and the job profile, ithelps to motivate and mould the suitable but reluctant candidates to attend theinterview.4.2 Analyze the Job Description (JD)A job description is a written record of the duties, responsibilities andrequirements of a particular job. It is concerned with the job itself and not thework. It is a statement describing the job in such terms as “Title, location, duties,working condition and hazards”. An updated job description is essential for agood selection interview. It helps one to explain the nature of work to theprospective candidate properly without any over or under commitment. This alsohelps to put the candidate, the client company and the agent on the sameplatform.4.3 Prepare a Job Specification (JS)It is a written record of the requirements sought in an individual worker for agiven job. In other words, it refers to a summary of the personal characteristicsrequired for a job. Once the agent knows what the job is, then he can decide 34
    • what kind of person he/she would need to do it. Sometimes the job specificationis already prepared and given by the client along with the job description. In sucha case, the job of the agent becomes easier. The job specification is for thebenefit of the employees working in TeamLease. It is ready reference to check onthe requirements that one needs to keep in mind while sourcing for the differentclients. It makes the whole task easier and more convenient.5 Implementation5.1 SourcingSourcing is the most of all recruitment activities. It is also difficult beingmonotonous in nature. A recruiter needs to be self-motivated to do the job. Thesourcing takes place in different levels and in all the verticals of the industry. Theprocedures involved are discussed below. Even before sourcing is started, it isvery important to have a clear understanding of the requirement of the clientcompany. The recruiter must have all knowledge about the company he/she isabout to source for. It makes sure that all the questions that a candidate hasregarding the profile or the credibility of the company are satisfactorilyanswered. Sourcing is defined as the process wherein the recruiter creates apool of potential candidates to fill up a position. It is the first step of recruitment.Sourcing involves logging on to a job-portal and doing a search for the potentialcandidates. After the search is generated, the most critical part of sourcingstarts. Mainly four steps are involved in Sourcing. They are discussed below:5.2 Analyze the Curriculum Vitae (CV) :Now is the time to scrutinize the candidate’s resume. It is human nature togenerally omit the negative points while creating a resume or to exaggerate theachievements. Though most of the time people are truthful while forming theirresumes, others can hide or not mention things that can portrait a negativepicture of them. A good CV is one which is precise and presentable. It shouldcontain all details of education and work experience should be arranged inreversed chronological method so as to emphasize on the most recent one.Analyzing a CV helps in short- listing a candidate.5.3 Match the JD and JS:When a CV has been analyzed and is considered as a good one, the next step isto match it with the job description. It is necessary to match it with the profilegiven by the company. Matching it with the JD gives an idea if the person will beable to serve well in the position or not. Next it is important to match it with thejob specification. The JS gives the details of the desired skills and the mandatoryskills. These are the criteria for selection.5.4 Shortlist the candidate:Once the CV has been matched with the job description and matched with the jobspecification, CV can shortlisted. Such a candidate is then called in for a face-to-face interview. There is an individual interview of the recruiter and the candidate. 35
    • In this interview the candidate answers the questions the recruiter asks to besure that the candidate would suit the profile of the job.5.5 Handling the rejected candidates: It is very important how a recruiter manages the rejected candidates. It isimportant to make the candidate where his lacunas are and what can he doabout it. In this way not only the recruiter helps the candidate to correct itself butalso helps in creating an association with them which is so very vital in theservice industry.6 InterviewInterviews determine if a potential candidate will be a finalist and if he shall suitthe job. A lot of things get clear during an interview. A face to face talk with thecandidate ensures that the recruiter evaluates the candidate on terms ofattitude, confidence and communication. The gaps that seem in the resume arealso questioned. The candidate may have an explanation for it. On the otherhand if he is lying, then he can be cross-questioned about this. Some of theobjectives of interview are: • To get an opportunity to judge an applicant’s qualifications and characteristics as a basic for sound selection and placement. • To give an applicant essential facts about the job and the company you are recruiting for. • To establish a rapport. • To promote goodwill about the company whether interview culminates in employment or not. • To get a real feel of the candidate.The nature of the job determines which of these interviews would suit best. Allthe interviews are not conducted for all the job profiles. The complexity of theinterview depends on the complexity of the job. We shall now discuss thetelephonic interview which is very instrumental in selecting a potential candidatein TeamLease.6.1 The telephonic InterviewIt is said that listening intently gives a good idea of what a person want to sayand what a person does not say. The sound, intonations, the varying pressuresthat a prospective candidate uses while he/she speaks tells a lot about his/herattitude. This in turn helps the recruiter to judge that if the candidate would besuitable for the job or not. Unlike the face-to-face interview where the recruitercan read the non-verbal languages, in a telephonic interview he has to evensharper. Listening to the words used and their tone used gives immensemessages about the candidate. 36
    • As a recruiter, one has to be completely prepared before taking a telephonicinterview. The following steps can be kept in mind while taking a telephonicinterview:1. You must keep the CV next to you and make notes while taking the interview.2. Must prepare a set of questions that would match the JD.3. To use a call script. This helps in being professional and saves time to inapproaching the right candidate.4. Do not display any negative emotion during the interview. Not to over or undercommit anyone.6.2 QuestioningIt is very important to ask for permission to ask questions; otherwise it will feellike interrogation to the candidates. To start off with, it is advisable to ask easyquestions first (the best things about their current situations), then ask abouttheir problems and get them to expand on their answers.6.3 Devise interview questions: Preparation in advance of an interview isessential if one is to make a successful hire. Critical in the preparation process isthe development of interview questions that elicit tangible facts from allapplicants. Basically, two rules are kept in mind when framing the questions thatwill indicate whether or not an applicant meets the requirements you establishedfor the position:RULE 1: Ask questions that concentrate on the applicant’s past performance – topermit reliable assumptions about future success.RULE 2: Ask questions that relate directly to at least one of your listedrequirements to maximize the information you will gain in the time allotted.General Questions: • Tell me about yourself • What do you about the company? • What are your goals? • What are your strengths and weakness? • What has been your most significant contribution in your college/previous organization? • Why should we hire you? • How would your friends describe you?Specific Questions: • How would you resolve a conflict in a project team? 37
    • • What was the most difficult decision you had to make? • Can you work under pressure, deadlines, etc…?Trick Questions: • You may be over-qualified for this position • What would you look for if you had to hire people? • If you had to change your educational stream again, what would you do differently? • What career options do you have at the moment? • According to your definition of success, how successful have you been so far? 38
    • 5. RECRUITMENT PROCESS AT HOTEL ORCHID:Recruitment in Orchid involves two processes they are: 1. External Recruitment process 2. Internal Recruitment processExternal Recruitment Process: • Recruitment is done by advertising through newspapers. • They also recruit personnel’s by working with Consultancies and Recruiting Agencies. • They use Online job portals like Naukri.com, Monster etc to advertise about the opportunities available in their organisation.Internal Recruitment Process: • Recruitment is done through employee referral system. • Promotions to the employees are done depending upon the employee’s performances and experience. • Transferring of personnel’s from one location to another is another way of filling vacancies. • Job postings are done within the organisation to notify interested employees regarding the available opportunities.General Selection Process:Selection Process for Managerial DepartmentThe selection process for managerial department in Orchid involves the followingstages:Preplacement presentation: A brief presentation about the organisation and it’s features is given to thecandidates by the panel. It also involves a briefing with regard to the job profileand the opportunities available.Group Discussion: A topic is given to a group of candidates and their opinions andstatements are observed and evaluated by the panel or moderator.Extempore: 39
    • Candidates are given a topic or situation and are expected to take a standor give their opinion about it, they are expected to speak about the topic for asmall duration of time as decided by the panel.Written Aptitude Test: Candidates’ analytical and logical reasoning skills shall be tested with thehelp of an aptitude test, it involves basic mathematical and analytical questions.Preliminary Interview: A preliminary screening interview is conducted to test the candidate’s skilllevel in his field or domain of specialisation along with his communication skills.Psychometric Test: This test involves psychometric analysis of the candidate’s personality andattitude.Final Interview : The final phase of the interview involves a round up with the seniormanagement; this includes negotiations regarding the compensation and anyfurther enquiries regarding the job.Offer letter: The candidate is formally given the JOB offer letter which completes theselection process.Selection Process for House Keeping DepartmentPreplacement presentation: A brief presentation about the organisation and it’s features is given to thecandidates by the panel. It also involves a briefing with regard to the job profileand the opportunities available.Group Discussion: A topic is given to a group of candidates and their opinions andstatements are observed and evaluated by the panel or moderator.Eye for detail Test: 40
    • A brief interview with HR manager that involves test for candidate’scompatibility for the particular job profile.Preliminary Interview: A preliminary screening interview is conducted to test the candidate’s skilllevel in his field or domain of specialisation along with his communication skills.Final Interview : The final phase of the interview involves a round up with the seniormanagement; this includes negotiations regarding the compensation and anyfurther enquiries regarding the job.Offer letter: The candidate is formally given the JOB offer letter which completes theselection process. 41
    • Pre- placement Presentation Group Discussion Extemporizat ion Written Aptitude Test Preliminary Interview Psychometri c Test for short listed candidates Final Interview with senior management Letter of OfferSelection Process for House Keeping DepartmentPreplacement presentation: 42
    • A brief presentation about the organisation and it’s features is given to thecandidates by the panel. It also involves a briefing with regard to the job profileand the opportunities available.Group Discussion: A topic is given to a group of candidates and their opinions andstatements are observed and evaluated by the panel or moderator.Eye for detail Test: A brief interview with HR manager that involves test for candidate’scompatibility for the particular job profile.Preliminary Interview: A preliminary screening interview is conducted to test the candidate’s skilllevel in his field or domain of specialisation along with his communication skills.Final Interview : The final phase of the interview involves a round up with the seniormanagement; this includes negotiations regarding the compensation and anyfurther enquiries regarding the job.Offer letter: The candidate is formally given the JOB offer letter which completes theselection process. 43
    • Pre-placement Presentation Group Discussion Eye for detail test Preliminary Interview Final Interview with senior management Letter of OfferSelection Process for ChefPreplacement presentation: A brief presentation about the organisation and it’s features is given to thecandidates by the panel. It also involves a briefing with regard to the job profileand the opportunities available.Written Technical Test: A basic testing of the technical aspects like Kitchen technical terms,Knowledge of food preparation, ingredients etc is conducted with the help ofquestionnaire.Personal Interview: The candidate’s attributes, strengths, weaknesses etc are tested in thisround which involves a formal round with HR manager.Food Trial: 44
    • The candidate’s dishes are tasted and based on various parameters thedishes are evaluated and qualified by competent jury.Offer letter: The candidate is formally given the JOB offer letter which completes theselection process. Pre-placement Presentation Written Technical Test Group Discussion Personal Interview Food Trial Letter of Offer 45
    • CONCLUSIONThe employees of any organization are its life blood, without doubt. Withthe dawn of this realization upon the present day business organizations,there appears to be a major shift towards human resource management.In fact, the employees of today are encouraged to participate in the majordecisions and thus play a vital role in the management of the firm. Theperformance of the organization depends on the efficiency that itsemployees exhibit. Hence it is of crucial importance that employees withthe most suitable qualifications be selected. This is where the processes ofrecruitment and selection come in. It is difficult to separate one from theother.The various company illustrations given in this report indicate that theseprocesses require a great deal of thought and advanced planning. In fact,it is not only the HR department that is involved. The finance departmentprovides the budget for the processes and the manpower gap isdetermined by inputs from all the departments. Also the gruelingprocedure through which the candidate goes through is, in itself, anindicator of the significance of these processes in the efficient functioningof the organization. 46