Formatted: Width: 8.27", Height: 11.69", Header distance from edge: 0.49", Footer distance from edge: 0.

49"

INTRODUCTION:
RECRUITMENT: In simple terms, recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can beselected. Recruitment is the process of finding qualified people and encouragingthem to apply for work with the firm. Recruitment can be defined as Recruitment is a process to discover the sourses of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate members to facilitate effective selection of an efficient working force. Recruitment has been regarded as the most important function of personnel administration because unless the right type of people are hired even the best plans, organization charts and control system would do not much good. SELECTION: Selection is a process of picking individuals (out of the pool of job applicants)with requisite qualifications and competence to fill jobs in the organization.Different hotels apply different methods and procedure for recruitment as well ass e l e c t i o n . It b a s i c a l l y d e p e n d s o n t h e m a n a ge m e n t p o l ic i e s a n d t h e s i z e o f operation.

Nature of recruitment and selection: In simple terms recruitment is the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected. Theoretically recruitment process is set to end with the receipt of applications, in practice the activity extends to the screening of applications so as to eliminate those who are not qualified for the job. Recruitment process refers to the process a process of receipt of application from job seekers. In reality the term is used to describe the entire process of employee hiring. There are recruitment boards for railways, banks and other organizations. B schools talk about campus recruitment. In newspapers too, recruitment is frequently used to connote the process of employment. But the student of HRM should know that there is difference between two terms-- recruitment and selection. Selection is the process of picking individuals with the requisite qualifications and competence to fill jobs in the organizations. Some selection method can be used within an organization for promotion or transfer. While recruitment refers to process of identifying and encouraging prospective employee to apply for job, selection is concerned with picking the right candidate from a pool of applicant. Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible.

Seeking Fortune: In today's extremely competitive market scenario, all hotels are struggling to continuously stay ahead of the competition. It needs no substantiation that chain hotels by virtue of the immense synergies, distribution network, central reservation systems, pan-India sales and marketing infrastructure, support and a deeper knowledge pool have a tremendous edge over stand-alone hotels. This is what Fortune Hotels provides, besides the pride of being part of India's premier hospitality chain. Our phenomenal growth rate in the past few years is a testimony to our claims of being leaders in the category of branded first-class, full service business hotels. Contrary to the Western countries, where 85% of all midpriced hotels are affiliated to a chain, only 15% are affiliated in India. The Fortune Lineage: Fortune Park Hotels Ltd. is a wholly owned subsidiary of ITC Ltd and was set up in 1995 to cater to the first class market segment in business and leisure destinations. Today, it is a professionally managed Hotel Management Company with 37 operating hotels and 63 signed alliances across 47 cities. It has emerged as one of the fastest growing hotel chain in the first-class, fullservice business hotel segment in India. The Fortune Hotels brand draws its strength from a proud lineage- ITC Ltd., which is a pioneer in the hospitality industry in India with ITCWelcomgroup, and its ability to provide a distinctive experience to its customers. With over 100 hotels at more than 80 destinations across the country, ITC-Welcomgroup offers the global traveler traditional hospitality with world-class standards. Within a short span of time, Fortune Hotels has won a number of awards which include-Hospitality India Award for the 'Best First Class Hotel Chain 2006, 2008, 2009 & 2010', the PATWA Award for the 'Best First Class Business Hotel Chain 2007', the Abacus TAFI Award for the 'Best Value Hotel Chain in India 2009' and Safari India Award for the 'Best First Class Hotel Chain' in 2010. The philosophy driving the growth of Fortune Hotels is to provide quality accommodation at affordable rates. Under the brand tag line, "Let Fortune Take You Places", Fortune Hotels promises business and leisure travelers a wide choice of destinations and accommodation. And it is fast moving towards fulfilling that promise.

Management Team :

BOARD OF DIRECTORS:
Formatted: Font: (Default) Times New Roman, 14 pt, Bold

Mr. Suresh Kumar, Chief Executive Officer Fortune Park Hotels Limited
Formatted: Font: (Default) Times New Roman, 14 pt, Bold

Mr. V. Chandar, Vice President Finance

Formatted: Font: (Default) Times New Roman, 14 pt, Bold

Mr Rohit Malhotra, General Manager Operations

Formatted: Font: (Default) Times New Roman, 14 pt

Mr. Vijay Jaiswal - Head Sales and Marketing

Formatted: Font: (Default) Times New Roman, 14 pt, Bold

Chef O.P. Khantwal - Corporate Chef

Formatted: Font: (Default) Times New Roman, 14 pt, Bold

Ms. Shipra Nair - Corporate Housekeeper

Formatted: Font: (Default) Times New Roman, 14 pt, Bold

Mr. Rohit Hans, Manager - Development and Special Projects

Formatted: Font: (Default) Times New Roman, 14 pt, Bold

Mr.

Milan

Gupta,

Senior

Manager

Finance

OBJECTIVES AND SCOPE OF THE STUDY:

The objectives of the project study include : To know the various sources of recruitment and their availability at AHS. To obtain the feedback of the employees about the recruitment and selection procedures followed in the company. To review the recruitment process and to make improvements to the forthcoming recruitment programs at AHS. To find out the effectiveness of the selection procedure at AHS. T o kn o w v a r i o u s m e t h o d s o f s e l e c t i o n p r o c e d u r e s a d o p t e d b yAHS. To suggest measures accordingly. SCOPE OF THE STUDY: The scope of the study includes a s p e c t s o f recruitment and selection: the following

The feed back of an employee . Proper utilization of human resource planning. Effectiveness of recruitment process and techniques. The selection procedure is effective or not. Cost effectiveness.

INTRODUCTION TO HUMAN RESOURCE FORTUNE HOTEL INDUSTRY:

DEPARTMENT OF

In Fortune hotel the job of HR manager can be compare with the job of conductor, who instruct and direct all of the various musicians so that they can perform well together. He or she must first t u r n e m p l o y e e s i n t o c o m p e t e n t w o r k e r s w h o k n o w h o w t o d o t h e i r j o b s . If employees are not skilled at their jobs, then the performance they give will get bad reviews, so a hotel can have a finest standard recipes,s e r v i c e procedures and quality standards and still have dissatisfied gu e s t s because of poor employee performance. That is why properly managing human resources is so important. No other industry provides so much contact between employees and customers and so many opportunities to either reinforce a positive experience or create a negative one. As in the five-star hotel and five-star deluxe hotel there are around lots of employee are involved in different jobs in different fields there is dire need to look and control on them. No doubt different departments heads are present to l o o k t h e i r d e p a r t m e n t e m p l o ye e , b u t H R D i s a p l a c e , w h i c h s u p e r v i s e a n d effectively communicate with these departments head and communicate with the top management. Thus there function is very large and diverse as compared with respect to different departments heads. Responsibility for the overall recruitment process is assigned to human resources managers. They are responsible for designing and implementing a recruitment program that will meet the hotel industrys personnel needs while c o m p l yi n g w i t h a l l l e ga l r e q u i r e m e n t s . T h i s r e s p o n s i b i l it y i n c l u d e s f i n d i n g sources of applicants; writing and placing advertisements; contacting schools; a g e n c i e s a n d labour unions; establishing procedures to guarantee e q u a l employment opportunity; and administering the funds the firm has budgeted for recruitment.

SELECTION PORCESS IN FORTUNE HOTEL:

Formatted: Font: (Default) Times New Roman, 16 pt

PRILIMINARY INTERVIEW SELF INTRODUCTION FAMILY BACKGROUND

SELECTION TEST
KNOWLEDGE TEST

GROUP DICUSSION

MANGERAL GRIED FOR INTERVIEW

EMPLOYEMENT INTERVIEW
GROUP OF SIX PERSON

REFERENCE AND BACKGROUND ANALYSIS

PHYSICAL EXAMINATION
MEDICAL TEST: MRI,BLOOD GROUP ETC. PHYSIC CHEK-UP

SELECTION DECISION
HR MANAGER ASSISTANT HR MANAGER EMPLOYMENT CONTRACT 1 YEAR MINIMUM 3 YEARS MAXIMUM

EVLUATION
JOB LETTER

Types of Recruitment:
1. Internal Recruitment - is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily three Transfers, promotions and Re-employment of ex-employees. Reemployment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. Internal recruitment may lead to increase in employees productivity as their motivation level increases. It also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood. Also, not all the manpower requirements can be met through internal recruitment. Hiring from outside has to be done. a. Transfers Promotions (through Internal Job Postings) and Reemployment of ex-employees - Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. 2. External Recruitment - External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money. The external sources of recruitment include - Employment at factory gate, advertisements, employment exchanges, employment agencies, educational institutes, labour contractors, recommendations etc. a. Employment at Factory Level - This a source of external recruitment in which the applications for vacancies are presented on bulletin boards outside the Factory or at the Gate. This kind of recruitment is applicable generally where factory workers are to be appointed. There are people who keep on soliciting jobs from one place to another. These applicants are called as unsolicited applicants. These types of workers apply on their own for their job. For this kind of recruitment workers have a tendency to shift from one factory to another and therefore they are called as badli workers.

b. Advertisement - It is an external source which has got an important place in recruitment procedure. The biggest advantage of advertisement is that it covers a wide area of market and scattered applicants can get information from advertisements. Medium used is Newspapers and Television. c. Employment Exchanges - There are certain Employment exchanges which are run by government. Most of the government undertakings and concerns employ people through such exchanges. Now-a-days recruitment in government agencies has become compulsory through employment exchange. d. Employment Agencies - There are certain professional organizations which look towards recruitment and employment of people, i.e. these private agencies run by private individuals supply required manpower to needy concerns. e. Educational Institutions - There are certain professional Institutions which serves as an external source for recruiting fresh graduates from these institutes. This kind of recruitment done through such educational institutions, is called as Campus Recruitment. They have special recruitment cells which helps in providing jobs to fresh candidates. f. Recommendations - There are certain people who have experience in a particular area. They enjoy goodwill and a stand in the company. There are certain vacancies which are filled by recommendations of such people. The biggest drawback of this source is that the company has to rely totally on such people which can later on prove to be inefficient. g. Labour Contractors - These are the specialist people who supply manpower to the Factory or Manufacturing plants. Through these contractors, workers are appointed on contract basis, i.e. for a particular time period. Under conditions when these contractors leave the organization, such people who are appointed have to also leave the concern.

E-Recruitment:
The buzzword and the latest trends in recruitment is the E-Recruitment. Also known as Online recruitment, it is the use of technology or the web based tools to assist the recruitment process. The tool can be either a job website like naukri.com, the organisations corporate web site or its own intranet. Many big and small organizations are using Internet as a source of recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet. Alternatively job seekers place their CVs in worldwide web, which can be drawn by prospective employees depending upon their requirements. The internet penetration in India is increasing and has tremendous potential. According to a study by NASSCOM Jobs is among the top reasons why new users will come on to the internet, besides e-mail. There are more than 18 million resumes floating online across the world. The two kinds of e- recruitment that an organisation can use is Job portals i.e. posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organisation. own website. - Companies have added an application system to its website, where the passive job seekers can submit their resumes into the database of the organisation for consideration in future, as and when the roles become available. Resume Scanners: Resume scanner is one major benefit provided by the job portals to the organisations. It enables the employees to screen and filter the resumes through pre-defined criterias and requirements (skills, qualifications, experience, payroll etc.) of the job. Job sites provide a 24*7 access to the database of the resumes to the employees facilitating the just-in-time hiring by the organisations. Also, the jobs can be posted on the site almost immediately and is also cheaper than advertising in the employment newspapers. Sometimes companies can get valuable references through the passers-by applicants. Online recruitment helps the organisations to automate the recruitment process, save their time and costs on recruitments.

The Role of HR in Recruitment and selection:

This section of the guidelines deals with the following issues:

overview of HRs role in the entire recruitment process regional stations capability for recruitment provision of pre-interview briefing material special considerations for expatriate recruitments post-interview processes post-selection processes enhancing future practice

Overview 1 HR has an important role in facilitating the entire recruitment and selection, particularly: a) facilitating the pre-recruitment review providing advice on whether any existing staff should be considered for filling the new staffing need and, if so, what process should be used to consider her/him/them; or providing advice on whether the new staffing need should/could be used to provide employment for an expatriate spouse and, if so, whom; b) providing expert advice and guidance in the early stages of the recruitment particularly with defining the position, drafting the position announcement, identifying and advising on suitable channels for announcement, arranging for the announcement to be placed through the agreed channels, and advising on selection committee composition and related arrangements; c) functioning as an expert advisor to the selection committee throughout the entire selection process particularly with briefing committee members on interview techniques, and providing expert advice in the screening, short-listing, and interviewing stages; d) ensuring that short-listed candidates have briefing materials providing materials, prior to the interview, about the Center, employment conditions and, when appropriate, lifestyle issues, and ensuring that all their questions on these issues are resolved after the interview; and e) ensuring that all post-interview procedures are managed effectively including those that affect the appointees transition into her/his new role, workplace and duty station, and those that will sustain unsuccessful candidates interest in employment at the Center.

2 HR can add value to the selection process by using experience of other recruitments, providing interview training, and looking at perceptions of the needs of the organization and or department (from the perspective of someone outside the department or program). The following actions should be taken by HR in the recruitment process: Discuss comprehensive competency requirements with the supervisor during the preliminary defining of the vacant position. Brief the selection committee on the Centers diversity-positive recruitment policy and its ramifications, coach committee members on the dos and donts of interviewing. Alert selection committee members if they see behaviors or proposed steps that could introduce bias into the selection process. Ensure the interview process is consistent for all interviewees. Ensure the committee remains focused on the agreed selection criteria and does not explore factors that are irrelevant for job performance and could lead to bias in relation to gender and/or diversity issues. Regional stations capability for recruitment 3 HR may not always be able to provide the full range of services listed above for recruitments across all duty stations in a Center, particularly in smaller regional and field locations. In such circumstances, it is important for HR at Center headquarters to identify which services can be provided and which cant, and to implement arrangements (e.g. special briefings for selection committee members) to compensate for HRs limited direct involvement. Pre-interview briefing material 4 HR should ensure that all short-listed candidates are provided with an appropriate briefing package prior to their interview. The contents of the briefing package will depend on the nature of the position, particularly whether it is likely to lead to an expatriate appointment or a local appointment. All briefing packages should include information about the salary range for the position and a summary of key employment conditions and benefits. 5 Candidates will need to make decisions and tradeoffs regarding the relative importance of these factors if they are offered the position. HR must ensure that interviewees have the required information so that the candidate who is offered the position is able to make a fully informed decision whether to accept.

Special considerations for expatriate recruitments Briefing packages for expatriates should include comprehensive information about issues affecting lifestyle at the duty station including such areas as the Centers provisions for housing, education and spousal employment together with information about local amenities, support services, cost of living, transportation, security, etc. Special considerations for national, non-local recruitments When a short-listed candidate for a national recruitment would, if successful, have to transfer a significant distance from her/his current location, consideration should be given to offering a briefing package with information about the Centers provision for housing, education, local amenities, support services, cost of living, transportation, security, etc. Post interview 6 Addressing candidates personal issues is critical to successful recruitment. Some candidates may wish to raise some of the above issues during the interview and other issues after the interview. Ensure that appropriate time (and personnel) are allocated to ensure candidates personal issues are dealt with to the necessary degree of detail. Post selection 7 HR should also ensure that all post-selection formalities are conducted effectively for unsuccessful candidates. Ensure that personalized, considerate letters are sent that will sustain the candidates interest in future vacancies at the Center. Ensure that unsuccessful candidates from CGIAR Centers receive appropriate feedback.

Fortune Hotels branches.:

operates mid-market to upscale properties in the first-class, full-service business hotel segment all over India, in major metros, mini metros, state capitals and business towns, promising business and leisure travelers a wide choice of destinations and accommodation. Fortune Hotels currently has hotels operating in Ahmedabad, Chennai, Gurgaon, Indore, Jaipur, Jammu, Jamshedpur, Kolkata, Ludhiana, Madurai, Navi Mumbai, Ooty, Port Blair, Pune, Tirupati, Trivandrum, Vapi, Vijayawada, Vishakhapatnam, Hyderabad, Lavasa, Noida, Manipal, Bengaluru, Mussoorie, Goa, Thane, Gandhinagar and Mysore while several more hotels are expected to be commissioned soon in other key locations in India.

CASE STUDY:
Introduction Tesco is the biggest private sector employer in the UK. The company has more than 360,000 employees worldwide. In the UK, Tesco stores range from small local Tesco Express sites to large Tesco Extras and superstores. Around 86% of all sales are from the UK.
Formatted: Font: (Default) Times New Roman, 14 pt

Tesco also operates in 12 countries outside the UK, including China, Japan and Turkey. The company has recently opened stores in the United States. This international expansion is part of Tescos strategy to diversify and grow the business. In its non-UK operations Tesco builds on the strengths it has developed as market leader in the UK supermarket sector. However, it also caters for local needs. In Thailand, for example, customers are used to shopping in wet markets where the produce is not packaged. Tesco uses this approach in its Bangkok store rather than offering pre-packaged goods as it would in UK stores. Tesco needs people across a wide range of both store-based and non-store jobs:

In stores, it needs checkout staff, stock handlers, supervisors as well as many specialists, such as pharmacists and bakers. Its distribution depots require people skilled in stock management and logistics. Head office provides the infrastructure to run Tesco efficiently. Roles here include human resources, legal services, property management, marketing, accounting and information technology.

Workforce planning Workforce planning is the process of analysing an organisations likely future needs for people in terms of numbers, skills and locations. It allows the organisation to plan how those needs can be met through recruitment and training. It is vital for a company like Tesco to plan ahead. Because the company is growing, Tesco needs to recruit on a regular basis for both the food and non-food parts of the business. Tesco uses a workforce planning table to establish the likely demand for new staff. This considers both managerial and non-managerial positions. In 2008/09, for example, Tesco calculates that to support its business growth there will be a demand for around 4,000 new managers. Skills and behaviours Tescos purpose is to serve its customers. Tesco's organisational structure has the customer at the top. Tesco needs people with the right skills at each level of this structure. There are six work levels within the organisation. This gives a clear structure for managing and controlling the organisation. Each level requires particular skills and behaviours.
Formatted: Font: (Default) Times New Roman, 14 pt

Work level 1 frontline jobs working directly with customers. Various instore tasks, such as filling shelves with stock. Requires the ability to work accurately and with enthusiasm and to interact well with others.

Work level 2 leading a team of employees who deal directly with customers. Requires the ability to manage resources, to set targets, to manage and motivate others. Work level 3 running an operating unit. Requires management skills, including planning, target setting and reporting. Work level 4 supporting operating units and recommending strategic change. Requires good knowledge of the business, the skills to analyse information and to make decisions, and the ability to lead others. Work level 5 responsible for the performance of Tesco as a whole. Requires the ability to lead and direct others, and to make major decisions. Work level 6 creating the purpose, values and goals for Tesco plc. Responsibility for Tescos performance. Requires a good overview of retailing, and the ability to build a vision for the future and lead the whole organisation.

Tesco has a seven-part framework that describes the key skills and behaviours for each job at every level in the company. This helps employees understand whether they have the right knowledge, skills or resources to carry out their roles. Conclusion Workforce planning is vital if a business is to meet its future demands for staff. It allows a business time to train existing staff to take on new responsibilities and to recruit new staff to fill vacancies or to meet skill shortages. Tesco is a major international company with many job opportunities, including management, graduate, school leaver and apprentice posts. Tesco needs to have people with the right skills and behaviours to support its growth and development. Tesco has clear organisational structures, detailed job descriptions and person specifications. It provides user-friendly ways of applying for jobs and a consistent approach to recruitment and selection. This means it can manage its changing demand for staff.

FINDINGS AND ANALYSIS:

Our general findings of recruitment is to provide a pool of potentially qualified job candidates. Specifically it includes: The present and future requirements of the firm in conjunction with its personnel-planning and job-analysis activities. Increase the pool of job candidates at minimum cost. The success rate of the selection process by reducing the number of visibly underqualified or overqualified job applicants. The probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Identifying and preparing potential job applicants who will be appropriate candidates. The effectiveness of various recruiting technique and sources for all types of job applicants.

RECRUITING PROCESS:

Formatted: Font: (Default) Times New Roman, 14 pt

Identify vacancy Conducting interview and decision making Prepare job description and person specification

Formatted: Normal, Justified, No bullets or numbering

Formatted: Font: Times New Roman, 14 pt Not Bold

Arrange interviews

Advertising the vacancy

Short-listing

Managing the response