Assignment Assessment Report

Campus: Noida Year/semester 2nd

Level: ACL-II Assignment Type Weekly
Module Name: HRTM Assessor’s Name Ms.Franklin
Student’s Name: Ambuj Mohan Sharma Reqd Submission Date
ambujmohan.sharma@gmail.c
e-mail id & Mob No Actual Submission Date
om
Stream Marketing Submitted to :

Certificate by the Student:

Plagiarism is a serious College offence.
I certify that this is my own work. I have referenced all relevant materials.
(Student’s Name/Signatures)

Expected Outcomes Assessment Criteria Grade based Feedback

on D,M,P,R
system
General Parameters
Clarity Clear understanding of the
concept
Analytical Thinking- Ability to analyze the
problem realistically
Research Done- Research carried out to
solve the problem
Formatting & Presentation- Concise& clear thinking
along with presentation
Subject Specific Parameters
1.

2.

3.

Grades Grade Descriptors Achieved Yes/No (Y / N)

P A Pass grade is achieved by meeting all the requirements defined.
M Identify & apply strategies/techniques to find appropriate solutions
D Demonstrate convergent, lateral and creative thinking.

Assignment Grading Summary (To be filled by the Assessor)

OVERALL ASSESSMENT GRADE:
TUTOR’S COMMENTS ON
ASSIGNMENT:

SUGGESTED MAKE UP PLAN

(applicable in case the student is asked
to re-do the assignment)

REVISED ASSESSMENT GRADE

TUTOR’S COMMENT ON REVISED
WORK (IF ANY)
Date: Assessor’s Name / Signatures:
 Answers:-

Ans-1) Designing a manpower plan.

Manpower Planning, also referred as Human Resource Planning,

is a very important concept today for the success of an organization.
When we talk about manpower planning, it implies the entire process
of selecting and putting right number of people, right kind of people
at the right time, right place, doing the right things for which they are
selected which in turn help in achieving the goals of the organization.

Manpower Planning Process and Steps:-

• Analyzing the present manpower inventory: Before recruiting

new personnel.
• Planning and forecasting for future manpower.
• Developing employment programs, which include factors like
recruitment, selection procedures and placement plans.
• Design training programs, which include diversification,
expansion plans, development programs etc.

 Recruitment Planning

Recruitment refers to the process of identifying and

attracting job seekers so as to build a pool of qualified
job applicants. The Process includes five stages:-

• Planning.
• Strategy Development.
• Searching
• Screening
• Evaluation and control.
STAGE 1:-

• RECRUITMENT PLANNING

The first stage in the recruitment process is planning.

Planning involves the translation of likely job vacancies
and information about the nature of these jobs into set of
objectives or targets that specify the (1) Numbers and (2) Types
of applicants to be contacted.

1. Numbers of contact:-

Organization, nearly always, plan to attract more

applicants than they will hire. Some of those contacted
will be uninterested, unqualified or both. Each time a
recruitment Programme is contemplated, one task is to
estimate the number of applicants necessary to fill all
vacancies with the qualified people.

2. Types of contacts:-

It is basically concerned with the types of people to be

informed about job openings. The type of people depends
on the tasks and responsibilities involved and the
qualifications and experience expected. These details are
available through job description and job specification.
STAGE 2:-

• STRATEGY DEVELOPMENT:-

1) ‘ Make’ or ‘Buy’ :-
Organization must decide whether to hire less
skilled employees and invest on training and
education programmes, or they can hire skilled
labour and professional. Essentially, this is the
‘make’ or ‘buy’ decision. Organizations, which hire
skilled and professionals shall have to pay more for
these employees.

2) Technological Sophistication:-
The second decision in strategy
development relates to the methods used in
recruitment and selection. This decision is mainly
influenced by the available technology. The advent of
computers has made it possible for employers to
scan national and international applicant
qualification.

3) Where to look:-
In order to reduce the costs, organisations look in
to labour markets most likely to offer the required job
seekers. Generally, companies look in to the national
market for managerial and professional employees,
regional or local markets for technical employees and
local markets for the clerical and blue-collar
employees.

4) When to look:-
An effective recruiting strategy must determine
when to look- decide on the timings of events
 besides knowing where and how to look for job
applicants.

STAGE 3:-

• SEARCHNG:-

A) SOURCE ACTIVATION:-

Typically, sources and search methods are activated by the

issuance of an employee requisition. This means that no actual
recruiting takes place until lone managers have verified that
vacancy does exist or will exist.

If the organisation has planned well and done a good job of

developing its sources and search methods, activation soon
results in a flood of applications and/or resumes.

The application received must be screened. Those who pass

have to be contacted and invited for interview. Unsuccessful
applicants must be sent letter of regret.

B) SELLING:-

A second issue to be addressed in the searching process

concerns communications. Here, organisation walks tightrope.
On one hand, they want to do whatever they can to attract
desirable applicants. On the other hand, they must resist the
temptation of overselling their virtues.

In selling the organisation, both the message and the media

deserve attention. Message refers to the employment
advertisement. With regards to media, it may be stated that
effectiveness of any recruiting message depends on the media.
 Media are several-some have low credibility, while others enjoy
high credibility. Selection of medium or media needs to be done
with a lot of care.

STAGE 4:-

• SCREENING

Screening of applicants can be regarded as an integral

part of the recruiting process, though many view it as the
first step in the selection process. However, we have
included screening in recruitment for valid reasons. The
selection process will begin after the applications have
been scrutinized and short-listed.

a) Purpose of screening

The purpose of screening is to remove from the

recruitment process, at an early stage, those applicants
who are visibly unqualified for the job. Effective screening
can save a great deal of time and money. Care must be
exercised, however, to assure that potentially good
employees are not rejected without justification.

In screening, clear job specifications are invaluable. It is

both good practice and a legal necessity that applicant’s
qualification is judged on the basis of their knowledge,
skills, abilities and interest required to do the job.

The techniques used to screen applicants vary depending

on the candidate sources and recruiting methods used.
Interview and application blanks may be used to screen
walk-ins. Campus recruiters and agency representatives
use interviews and resumes. Reference checks are also
useful in screening.

STAGE 5:-

• EVALUATION AND CONTROL:-

Evaluation and control is necessary as considerable costs are

incurred in the recruitment process. The costs generally incurred
are: -

1. Salaries for recruiters.

2. Management and professional time spent on preparing job

description, job specifications, advertisements, agency liaison
and so forth

3. The cost of advertisements or other recruitment methods, that

is, agency fees.

4. Recruitment overheads and administrative expenses.

5. Costs of overtime and outsourcing while the vacancies remain

unfilled.

6. Cost of recruiting unsuitable candidates for the selection.

EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching for and obtaining

applications for job seekers in sufficient number and quality.

Keeping this objective in the mind, the evaluation might include:

1. Return rate of application sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process
5. Time lapsed data.
Ans-2) Suggesting the most appropriate sources (internal and external)
for recruiting the candidates.:-

• Internal Sources of Recruiting

1. TRANSFERS:-

The employees are transferred from one department to

another according to their efficiency and experience.

2. PROMOTIONS:-
The employees are promoted from one department to
another with more benefits and greater responsibility based on efficiency
and experience.

3. Upgrading and Demotion of present employees according to their

performance.

4. The dependents and relatives of Deceased employees and Disabled

employees are also done by many companies so that the members of the
family do not become dependent on the mercy of others.

• External Sources of Recruiting:-

1. PRESS ADVERTISEMENTS:-

Advertisements of the vacancy in newspapers and journals are a widely

used source of recruitment. The main advantage of this method is that it has
a wide reach.

2. EDUCATIONAL INSTITUTES:-

Various management institutes, engineering colleges, medical Colleges

etc. are a good source of recruiting well qualified executives, engineers,
medical staff etc. They provide facilities for campus interviews and
placements. This source is known as Campus Recruitment.
3. PLACEMENT AGENCIES:-

Several private consultancy firms perform recruitment functions on behalf

of client companies by charging a fee. These agencies are particularly suitable
for recruitment of executives and specialists. It is also known as RPO
(Recruitment Process Outsourcing)

4. EMPLOYMENT EXCHANGES:-

Government establishes public employment exchanges throughout the

country. These exchanges provide job information to job seekers and help
employers in identifying suitable candidates.

5. LABOUR CONTRACTORS:-

Manual workers can be recruited through contractors who maintain close

contacts with the sources of such workers. This source is used to recruit labour
for construction jobs.

6. UNSOLICITED APPLICANTS:-

Many job seekers visit the office of well-known companies on their own.
Such callers are considered nuisance to the daily work routine of the
enterprise. But can help in creating the talent pool or the database of the
probable candidates for the organisation.

7. EMPLOYEE REFERRALS / RECOMMENDATIONS:-

Many organizations have structured system where the current

employees of the organisation can refer their friends and relatives for some
position in their organisation.

8. RECRUITMENT AT FACTORY GATE:-

Unskilled workers may be recruited at the factory gate these may be

employed whenever a permanent worker is absent. More efficient among
these may be recruited to fill permanent vacancies.
SOURCES OF RECRUITMENT
Ans-3) Preparing an initial screening matrix.:-

1. Initial Screening Matrix

Screening Matrix:-

 Establish objective, job-related criteria which will be

consistently applied to all Applicants and which can be
quantifiably measured.
 Stipulate each qualification on the matrix.
 Determine if qualifications need to be weighted.

Initial Screening

 Each applicant should be acknowledged immediately. Within

one week applicants should receive notification of the receipt
of their application or inquiry.
 Using the developed screening matrix evaluate the
applicants applying the established criteria and moving only
the qualified applicants to the next level.
 Rank the candidates and select top applicants for interviews.
 Critically review the selected group to ensure that qualified
pools of candidates will be interviewed.
 Applicants that are unsuccessful should be notified at this
time.
 Forward files of the selected top candidates to be interviewed
along with the “Interview Questions” to be asked to Human
Resources for compliance review and approval.
Initial Screening Matrix for Junior & Middle Level Sales Management

Job Related Criteria Poor Average Good

Communication Skill
Convincing Skill
Selling Skill
Knowledge
Related Experience
Attitude
Overall Personality
Target Orientation
Qualification

Initial Screening Matrix for Senior Level sales Management

Job Related Criteria Poor Average Good

Leadership Skills
Stress Handling Capacity
Managerial Skills
Communication Skill
Convincing Skill
Selling Skill
Knowledge
Related Experience
Attitude
Overall Personality
Target Orientation
Qualification