Summary of Articles

Recruitment of staff should start with clear understanding of job description so that to select a
suitable candidate who possesses all the required characteristics for a given job. Selection is
buying an employee and his services in return of salary and experience you are giving to him so
bad selection leads to high cost.
Recruitment and selection can be done with the help of external experts and by training the
recruiters and selectors. The resources of recruitment are:
Internal promotion and internal introductions
areers officers
!niversity appointment boards
"gencies for unemployed
"dvertising or the use of local media
#rgani$ation%s own printed advertising is effective if it has attractive logo to gain the attention
and shows equal employment opportunity. &ob description and specification should be specific
and precise. The application forms should vary according to the post and number of vacancies.
The application should be thoroughly chec'ed in terms of qualifications and required experience.
(or this) criteria for short listing the candidates should be specific and made in advance because
it helps employers be clear about what they need to see in the applicants.
Selection testing techniques li'e aptitudes) attainments and general intelligence are useful for
s'illed assessments whereas techniques li'e command exercise) group problem solving etc. are
used for senior posts.
*ext step requires description of numbers of interviews needed to select employees for their
selective jobs. Interviews can be carried out by supervisor) manager of department) panels and
experts. It may ta'e time from few minutes to few days.
+uring the interviews) sufficient remuneration pac'age should be communicated to the potential
candidates considering the facts that they will also be loo'ing for prospective employers. (or
good recruitment) interviewers must be trained in how to interview candidates and how to rate
them according to the job needs e.g. for experience) 'nowledge) motivation etc.
The changing need are resulting into innovative techniques li'e personality test and group
interviews hat help in determine the candidate%s fit into the organi$ation group and placing him
in social setting similar to wor' environment. ,i'ewise presentations are used to chec' the
candidate%s social abilities and s'ills.
-edical examination is also needed especially under hygiene consideration before the
appointment. In the final step) feedbac' should be provided to applicants and employment
agencies.
*ow a day) large corporations have made efforts to attract the best resources to lower cost for
ensuring competitive advantage in business environment. (or this) organi$ations are using
various tools li'e psychological assessments) interviews) competency assessment to select the
top talent. .ut these processes cost too much interns of money and time. (or reducing these
costs) recruitment and selection process should be developing using different methods that
includes:
/artnership with human resource consulting from who are responsible for the recruitment
and selection
.y ma'ing the process simple with use of technology and social networ's
Technologies are playing important role in recruitment and selection process. The advancement
in recruitment and selection allows companies to stream line their hiring processes. To organi$e
the massive amount of applications most companies used different technologies to assist them
that include:
Internet job boards that provide a place for employers to post openings and job see'ers to
find openings at the touch of the button e.g. career building
Resume data bases and applicants trac'ing technology: application are directly sent to
resume database and then companies run queries to find applicants qualified for job
opening such as salary expectation) 'eywords and educational requirements.
#nline testing and assessment : they are used to allow companies to assess candidate%s
s'ill and personality before the setup of an interview
ombined technologies to assist in recruitment and selection: some technologies offer
combined software to receive) trac') test and assess applicants to narrow down the
selection. It offers streamlined process for the organi$ation) saving time and money.
It is necessary for managers to find technology that is suitable for budget and fits the entire
organi$ation needs and to setup training and best practices for the software. This will ensure
proper use and optimal results of recruitment and selection technology.
Recruitment is one of the main investments of an organi$ation. 0ery few organi$ations can tell
you what they are getting on recruitment investment. 1etting Return on investments is always
main goal of the business. Recruitments are done to increase the sales) control costs) and enhance
performances. Recruitment is evaluated on the basis of the speed with which positions are filled)
the feedbac' from participants and the percentages of candidates who end up being employ.
It is not possible to measure the exact outcome of the recruitment but can be calculated by the
performance of the employees recruited. If they are giving results for which they were employed)
you are getting outcome of your recruitment. Recruitment should be based on following
approaches
Start with clear analysis about the demand of outcome from employee.
-easure these outcomes.
2mployee should not cost you more than he is earning for the organi$ation.
(ully assess the qualities and aptitude
onnect recruitment to induction) training) management and performance management to
use the appropriate person at appropriate place.
HRM System: Recruitment and Selection at AZGARD-9
1.0 Introduction
"31"R+45 is a vertically integrated speciali$ed textile company in /a'istan manufacturing
speciali$ed yarn. +2*I- fabric and +2*I- garments which are mar'ed through our global sale
and distribution networ'. "31"R+45 is one of only two denim companies listed on the 6arachi
stoc' exchange.
.0 Recruitment and Selection !olicy and !rocedure:
The recruitment and selection process is of paramount importance in order to recruit staff with
the necessary s'ills and attributes to enable "31"R+ 45 limited to fulfill its corporate aims and
objectives. The Recruitment and Selection /olicy and /rocedures aim to provide clear guidance
to managers in relation to both the selection and appointment of staff. This policy promotes and
supports good practices for those with responsibility for recruitment.
.1 "#$ecti%es
This policy and procedure aims to achieve the following objectives
I. Recruit staff with the appropriate s'ills) both technical and educational) in order to meet
the current and future needs of the ompany.
II. 2stablish minimum standards for recruitment.
III. To ensure that personnel appointed against various positions are having relevant
2ducation) 2xperience) s'ills) attributes and is capable to carry out required duties.
I0. 2stablish a fair and effective recruitment procedure) which is consistent with employment
legislation of /a'istan and promotes the concept of 2qual #pportunity 2mployment
without discrimination on the basis of gender) race) color) ethnicity and religion.
0. +evelop and enhance the public image of the ompany) both as an employer and as a
quality conscious manufacturing company.
. !olicy
"31"R+45 ,imited intends to hire personnel with suitable qualification and then support them
in a long term career with the ompany. It is the policy of "31"R+45 limited to promote from
within the ompany7 provided its employees have the appropriate 2ducation) 2xperience and
s'ills to perform at professional level.
.& Sco'e
This policy covers the recruitment of -anagement cadre positions only i.e. -anagement
Trainees and above positions in all +epartments) +ivisions and .usiness !nits 81arments)
+enim) Spinning9 of "*,.
.( Identification of )acancies
It is the responsibility of the :ead of the +epartment 8:#+9 to identify the vacant position8s9
within the respective department.
.* Aut+ori,ation of )acancies
/ersonnel Requisition (orm 8(4:R;Rect4<=) given at the end of the report9) duly completed and
accordingly signed is the only acceptable authori$ation for initiating the recruitment process.
!nbudgeted;*ew /ositions shall be approved by >:R) "dmin and /olicy ommittee?
comprising of +irector :R 8in4chair9) 2# and reative +irector. Recruitment process for such
positions shall only be initiated after the approval of the committee.
.- Recruitment Sources
I. "ccredited !niversities;olleges are potential Recruitment source and :R +epartment of
each .usiness !nit is expected to establish relationship with management of selected
universities and colleges.
II. :R +epartment shall recommend a list of accredited !niversities;olleges to maintain
contacts.
III. :R +epartment of each .usiness !nit is responsible to 'eep a database of unsolicited
applications;Resumes and categori$e these into files. :owever) "pplications;Resumes
older than #ne @ear may be destroyed in order to 'eep an updated database.
I0. The +atabase of one .usiness !nit is accessible to other .usiness !nit as and when
required. The :R +epartment is encouraged to refer to the +atabase of all .usiness !nits
to find suitable applicants.
.. Recruitment !rocedure
...1 Re/uisition
#nce the position is identified) :#+ shall forward /ersonnel Requisition (orm to :R
+epartment of respective .usiness !nit. The (orm must be complete in all respects and must
also be accordingly authori$ed.
... Sourcin0
I. #n Receipt of /ersonnel Requisition (orm) :R +epartment shall refer to the +atabase of
the concerned and other .usiness !nit and prepare a list of candidates meeting the
requirements.
II. :R +epartment may also circulate the requirement within the company to find suitable
candidates through internal references of the company.
III. In case no suitable application is available in the database or through internal sources)
selected educational institutes shall be contacted or an advertisement) inviting
applications) may be placed in selected local news paper8s9 with the approval of
concerned .usiness !nit -anager.
.1 2est3Inter%ie4
I. :R +epartment shall short4list the candidates in consultation with concerned :#+.
II. Ahere necessary) a written test may be conducted for any specific position to shortlist the
candidates for which -anager :R and :#+ shall agree to conduct the written test) its
nature 8#pen ended Buestions) lose 2nded Buestions and;or -ultiple hoice Buestions
or a mix of all these9 and duration of the test.
III. :R +epartment shall prepare the standard Test Buestionnaires in consultation with the
:#+s of the unit. These Buestionnaires shall be reviewed periodically.
I0. -anager :R is responsible for scheduling test;interviews and communicating date) time
and venue to the short4listed candidates.
0. The selection of candidate8s9 against vacant position shall be based on the interview
rating by an Interview /anel.
0I. The interview panel shall be constituted) 'eeping in view the requirements of the job
position.
0II. 6eeping in view the requirements of the position) the interview panel shall be constituted
based on the followings:
Options Initial Interview Final Interview
Business Units:
#ption4=
=. oncerned :#+
C. :#+ of Similar (unction
in other .usiness !nit
D. -anager :R
=. oncerned .!-
C. +irector :R
#ption4C
=. oncerned .!-
C. .!- of #ther !nit
D. -anager :R
E. oncerned :#+
=. 2#
C. +irector :R
D. oncerned .!-
Head Office & Other Divisions/Departments:
#ption4=
=. oncerned :#+
C. :#+ of Similar (unction
D. -anager :R
=. (#;+ivisional :ead
C. +irector :R
#ption4C
=. (#;+ivisional :ead
C. :ead of #ther +ivision
D. -anager :R
E. oncerned :#+
=. 2#
C. +irector :R
D. (#;+ivisional :ead
0III. 2very members of interview panel shall rate the candidates on andidates% 2valuation
Sheet.
IF. -anager :R is Responsible to summari$e the rating of interview panel and ma'e it
available to the panel of final interview.
&.0 Selection and A''ointment
I. Ahere possible) at least two candidates shall be selected for appointment in the order of
priority mentioning the Gsecond best% candidate. This practice may save cost and time.
II. #n the Recommendation of (inal Interview) -anager :R shall discuss with the
successful candidate about joining date and shall offer the position by sending a formal
#ffer ,etter.
III. -anager :R is responsible to get the offer accepted;denied by the successful candidate
within seven days of its issuance.
I0. The candidate shall be appointed on probation for a period of Six -onths7 the :#+ is
responsible to closely watch the performance of selected candidate. The confirmation is
based upon the performance during probation period.
&.1 5oinin0
The candidate shall report to :R +epartment on agreed date of joining and -anager :R shall
ensure to complete followings:
a. #btain a &oining Report
b. Issue ,etter of "ppointment H that is the only acceptable document for payroll section to
disburse the salary and should be signed by any of the followings:
i. 2#
ii. +irector :R
iii. -anager :R
c. .rief on #pening of .an' "ccount
d. #btain all necessary copies of educational ; 2xperience documents including *I and
/hotographs 8-anager :R shall ensure the authenticity of all documents submitted by
the candidate9.
e. Issue ompany%s I+ ard.
f. /ass information to -ain 1ate) Security) +ata "utomation) /ayroll and all concerned
sections.
g. "rrange transportation 8where applicable9.
h. "rrange #rientation about the ompany.
i. Issue Induction program in consultation with concerned :#+ who will decide the
information need of the person and depth of the induction program.
&. Induction3 Introduction
I. -anager :R) after completion of all joining procedure) shall arrange the meeting of the
candidate with concerned .usiness !nit -anager and :#+.
II. The :#+ shall explain the hierarchy of the +epartment) the role of the job and shall
introduce him;her with other Staff of the .usiness !nit.
III. The :#+ and the *ew 2ntrant shall also agree upon the #bjectives to be achieved
during probation period and a copy of these objectives shall be forwarded to -anager
:R.
&.& Reference 6+ec7
I. It is the responsibility of the -anager :R to acquire the references of the selected
candidate. 2mployment reference shall be obtained from at least C former employers and
in case of fresh !niversity;ollege 1raduate7 it may be from the institute last attended.
II. The member of interview panel may as' -anager :R to chec' any specific information
from the referee8s9.
III. In some instances where the information regarding reference is not received even after
reminders) the candidate may be as'ed to furnish the names of alternate references.
I0. The employment references may be obtained before or after the #ffer made to the
candidate. :owever) the wishes of the candidate in terms of time frame must be
respected.
0. Reference hec' (orm 8(4:R;Rect4<D given at the end of this report9 shall be completed
for each reference.
0I. In case) the reference is not obtained before the joining) it must be ta'en within one
month of joining date.
0II. The information obtained from referees shall be treated as >strictly confidential?. This
information shall not be released to the candidate in any case.
&.( 6onfirmation
I. 2very new appointee has to serve a mandatory probation period for Six -onths. :#+ is
responsible to monitor the performance during probation period.
II. +emonstrated performance and behavior are 'ey determinants to management%s decision
to confirm the services of an employee under probation.
III. The :#+ is responsible to periodically review the performance of the probationer on
/erformance Review (orm. The review shall be carried out on completion of C to D
months from the date of joining where learning needs of the probationer shall also be
defined along with the action plan to fulfill those needs.
I0. -anager :R shall initiate the onfirmation Report 8(4:R;Rect4<E9 of a probationer at
least three wee's before the end of the probation period.
0. The :#+ shall evaluate the performance of the probationer in the light of the objectives
set on joining and shall discuss it with the concerned employee.
0I. The :#+ shall forward duly completed onfirmation Report along with /eriodic Review
(orms to .!-;(#;2# 8as the case may be9 and on the basis of rating achieved) shall
recommend
a9 onfirmation of 2mployment
b9 2xtension in probation period for a specific period advising the employee to improve
performance in particularly mentioned areas.
c9 Termination of employment.
0II. .!-;(#;2# may or may not agree with the recommendation of the :#+. In case of
disagreement) the case will be discussed with :#+ before ma'ing a final decision.
0III. onfirmation Report then shall be forwarded to -anager :R who shall arrange the ,etter
according to the decision of .!-;(#;2#.
&.* Audit of t+e !rocedure
The recruitment of -anagement Staff within "*, shall be audited by ompliance and
"ssurance +epartment to ensure that the procedure is being followed.
(.0 Ga's found in A89:s Selection and Recruitment !rocess:
I. "*, is conducting interviews and written tests but they could ma'e this more effective
by using modern techniques li'e personality tests and group interviews which would help
them get best fit for a job position.
II. /resentations are used to chec' the candidates% social abilities and s'ills which are
necessary for managerial jobs. :ence this exercise should also be practiced to get
effective results.
III. *egative job aspects are not communicated to the candidates during comprehensive
interviews which later could result in voluntary turnover incurring high cost.
I0. -edical examination is necessary under hygiene considerations. Since "*, is a textile
company) so the employees must be examined for medical problems li'e asthma and
allergies.
*.0 Stren0t+s of A89:s Recruitment ; Selection !rocedure:
I. 2ffective recruitment sources.
II. omprehensive interviews with structured questionnaires.
III. 2mployees% qualification and experience are verified from7
o (ormer employers #R
o ,atest educational institute 8If applicant is a fresh candidate9.
-.0 6onclusion and Recommendations:
"lthough "*, has an effective recruitment and selection process but still it is necessary that it
practices a complete recruitment and selection process provided in :R- theories to get effective
and fruitful results. This would lower the possible voluntary turnovers and hence would 'eep the
recruitment and selection cost low. In addition) modern recruitment and selection techniques
should also be used to get the bigger as well as the best potential in the mar'et and also helps
manage the recruitment and selection process effectively.
(ollowing are some recommendations for "*, regarding their recruitment and selection process.
2mployment agencies and internet based recruiting should also be practiced) as it helps in
getting the bigger pool of potential candidates and hence getting the top talent.
/resentations tests should also be practiced for jobs related to managerial wor' as they
are used to chec' the candidates% social abilities and s'ills which are necessary for
managerial jobs.
!se of technology facilitates the recruitment. (or instance) through internet job boards)
online testing and assessments) and using softwares for managing massive resume data
base.
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