RECRUITMENT AND SELECTION RECRUITMENT

Recruitment is the process of discovering potential applicants for actual or anticipated Organizational vacancies. It is a linking activity bringing together those with jobs and seeking jobs. It is a process to discover sources of manpower to meet the requirements of staffing schedule and to employ effective selection of efficient working force. Once the required number and kind of human resource are determined, the management has to find the places where required human resource are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs

The Recruitment Process Has Following Objectives:1To attract people with multi-dimensional skills and experience that suits the present and future organizational strategies, 2To induct outsiders with a new perspective to lead the company, 3To infuse fresh blood at all levels of the organization, 4To develop an organizational culture that attracts competent people to the company, 5To search or head hunt/head pouch people whose skills fit the companys values, 6To devise methodologies for assessing psychological traits, 7To seek out non-conventional development grounds of talent, 8To search for talent globally and not just within the company, 9To anticipate and find people for positions that does not exist yet, 10Generate a large pool of applicants. 11Providing enough information for individual to self-select out of the process.

RECRUITMENT PROCESS

Process of Recruitment
Recruitment Begins with specifying the human resource requirements, initiated activities and actions to identify the possible sources from where they can be met, communicating the information about the jobs, terms and conditions and prospects they offer, and enthuse people who meet the requirements to respond to the invitation by applying for jobs. Thereafter, the selection process begins.

Recruitment In The Organization Takes Place At Three Levels.

1.Managerial Level 2.Staff Level 3.Operating Level

SOURCE OF RECURITMENT
These are the sources for recruitment for all the levels, but these are not same for all the levels. These sources are as follows:1Employee Recommendation 2Recruitment Advertisements 3Placement/Recruitment Agencies 4Campus Recruitment 5Internet

1. Employee Recommendation:
One of the best sources for individuals who will perform effectively on the job is a recommendation from a current employee. An employee will rarely recommend someone unless he or she believes that the individual can perform adequately. The recommended often gives the applicant more realistic information about the job than could be conveyed through employment agencies or newspaper advertisement. This information reduces unrealistic expectations and increases job survival. As a result of these selection factors, employee referrals tends to be more acceptable applicants, to be more likely to accept an offer if one is made, and, once employed, to have a higher job survival rate. There are of course negatives attached also, recommenders may confuse friendship with job performance competence. Individual often like to have their friends join them at their place of employment for social or even economic reasons. As a result, a current employee may recommend a friend for a position without giving unbiased considered to the friends job related competence.

Employee referrals may also lead to nepotism that is, hiring individuals who are related to persons already employed by the organization. The hiring of relatives is particularly in family owned organizat

2. RECRUITMENT ADVERTISEMENT:
Scanning job vacancy advertisements will inevitably reveal wide ranges of style, opinion and skill in recruitment advertising. The better recruitment advertising are: 1Recruitment advertising should be genuine in that either a vacant job actually exists or recruiters seriously intend to consider applicants for employment. 2A person specification should be the basis for outlining the job requirements. 3The description of the employing organization should be realistic, factual and clear. 4Job location, pay and allowances should normally be specified. 599Advertisement s should not discriminate on the grounds of sex, race, disability and membership or non-membership of a trade union, except in specific statutory circumstances, and although age discrimination is not unlawful, this should be avoided too. 6Effective in recruitment advertising involves considering the following elements: 7-The budget freedom or constraint 8-Media choice 9-The compilation of advertising copy. 10-The opportunity to give a realistic job preview. 11-Equality of opportunity or diversity objectives

OBJECTIVE OF THE STUDY THE OBJECTIVE OF THE STUDY IS:

1To understand The Effectiveness of Recruitment and Selection Process of Henna Industries Pvt. Ltd. 2To find the Various Sources and Techniques of Recruitment and Selection Process at Henna Industries Pvt. Ltd. 3To focus on Importance of Recruitment and Selection. How it helps to achieve organizational objectives.

SCOPE OF MY STUDY
The scope of my study is to observe the degree of satisfaction levels of the employer as well as the employees as per my sample size towards the process of Recruitment and Selection Techniques adopted by the Lombard General insurance. I will also study the deviations if any, towards this effect that I will be experiencing in my research. Apart from getting an idea of the techniques and methods in the recruitment procedures I will take a close look at the insight of corporate culture prevailing out there in the organization. This would not only help me to aquanaut with the corporate environment but it would also enable me to get a close look at the various levels authority responsibility relationship prevailing in the organization. Also the stipulated time for the project is insufficient to undergo an exhaustive study about the topic assigned and moreover the scope of the topic (Recruitment and Selection) is wide enough, so it is difficult to cover all the topic within the stipulated time, but still whatever I could do towards this effect, I will do that.

RESEARCH METHODOLOGY
Research is the manipulation of things, concepts or symbols of generalizing to extend, correct, or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art. - D.Slesinger & M.Stephension. Research Design: The research design adopted by me was descriptive research or study, the main purpose of this research is description of the state of affairs as it exists at present i.e. report can only be made on what has happened or what is happening.

Methods of Data Collection Primary Data

Primary data source is that information which is collected for the first hand and afresh. Personal interviews, observations, survey, questionnaire were the main tool for the collection of primary data in my project.

Secondary Data
Secondary data are those which have already been collected by someone else and which have already

been passed through statistical process. Records, reports and manual of the organization were the main tool of secondary data.

Research Statement
The research methodology adopted by me consist of survey of various employees and result is shown in the bar diagram. The research methodology also represents the interference of each and every diagram at the end of its page. The interference provides with aggregate results along with individual interface.

RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The research design used in my study is basically descriptive in nature. i)

Descriptive research: -- The research design in my study is descriptive. Its studies are
concern with describing the characteristics of a particular group or individual. Studies concerned with specific prediction with narration of facts and characteristics concerning individual, group or situations are examples of descriptive research .it is also known as social research.

SAMPLE DESIGN:
A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample i.e. the size of the sample. Stratified sample method is adopted to select the sample. SAMPLE UNIT: Sample is made on the basis of the stratified sampling, in this type of sampling simple random and sub sample are drawn from different data which are equal o some characteristics . the first step in stratified sampling choosing a strata on the basis of existing information. SAMPLE SIZE: Hundred GEOGRAPHICAL AREA: Plant-1, plant2, plant-3.

SOURCES OF DATA COLLECTION :--

1. Formal Information Sources These are the sources of information which are authentic
and reliable, obtained through a proper channel in the organization by adhering to a systematic and structured procedure. For Example: Through company manuals, journals, brochures and any other published material like balance sheets, annual reports, articles etc. ? ? ? Questionnaire Personal Interview and Mails etc Through the Company Person

2.

Informal Information Sources - These are the sources of information which are

obtained through our interpersonal relationships with the employees of the company.

A) Views Of The Top Management

The organization Heena industry Pvt. limited. Has strong adherence to its Business Framework, which is reviewed on an annual basis. Its focus on key people oriented process is deep rooted in its quest for acquiring the world-class people. GOAL: World-class people Attract, develop and maintain a diverse team of motivated and talented individuals working in an environment that fosters accomplishment, ownership, creativity and mutual respect and which results in JBMA being the employer of choice in each market. Key Result Areas (with respect to recruitment and staffing) Attract retain and motivate high performing people while maximizing training/development to ensure our people have the competencies and skills necessary to achieve business goals. The discussion with the members of top management gave the picture of its true commitment to the total process of recruitment and pursuit to acquire best people and best competencies. Employee talent

as defined by the top management was evidently seen in the competence of employees and constituted by knowledge, skills and abilities. The organization in pursuit of talent would make the candidates aware of existing culture where involvement, empowerment and ownership speak loud and clear. The top management rates the importance of recruitment of 6.5-7.5 on a scale of 10 just emphasizing the fact that how critical it is to have the best people with the best competencies in order to run your business in the best possible manner. The competencies generally sought after in an prospective employee are not only his core competencies but also his job specific competencies. It is generally looks for people whose competencies are constantly being upgraded in the rapidly changing industrial scenario where the competition is not only fierce but also endangers the very survival of your business.

B) Customer Supplier Agreement

This agreement is between the organizations different functional departments to satisfy each others requirements in terms of human resources. The agreement depicts below is between Manufacturing and human resource department.

The Element of Agreement Services from HR to Manufacturing C) ANALYSIS MANAGERIAL RECRUTIMENT

The Recruitment Procedure for managers is centralized and is carried out from the corporate headquarters. Starting with the allocation of manpower budget, the manpower requisition is invited from the concerned departments and the rest of the process is described in the coming page: 1. The analysis is based on the responses gathered from the senior managers heading the HR departments at all the factory locations by the means of questionnaire (effective RecruitmentStrategy to acquire managerial Talent). The recruitment procedure for managerial level is centralized and is coordinated from the corporate headquarters and is found to be well communicated all across the organization and the levels. 2. Organization engages itself in increasing awareness about the employment opportunities in the organization in the form of (a) sponsoring work-study programs like summer internships and other apprenticeships, (b) interaction with the educational institutions like business schools, engineering colleges, Its and graduate colleges. 3. The organization does not make any special efforts in utilizing its existing employees/ customers/ 7

vendors or clients as its possible recruiting media. 4. The organization also doesnt use Internet as a recruitment source for the managerial level 5. Normal time frame involved in the recruitment process is normally 2-3 months and is dependent on the level or position sought for. 6. The job specification is clear for each vacancy created. 7. The candidates are kept informed of their progress after every stage of recruitment process. 8. The result is communicated to the selected candidate after the final selection procedure immediately. The organization does not believe in keeping the candidates waiting for long. 9. The organization believes in disclosing many details to the candidates during the recruitment process like: 1Companys products/areas of business operations. 2Job profile. 3Companys work environment / culture 4Organizational Structure / reporting relationships. 5Salary package (incl. Benefits.) 6Final placement of the selected candidates. 1.The organization primarily uses the following selection devices: 1Structured application blank 2Structured interview 3Resumes 4Reference checking 2.The organization primarily uses the following sources of recruitment. 1Employee Referrals 2Direct Applications 3Campus recruitment 4Private placement agencies 3.The organization generally looks for essential competencies like Leadership, Flexibility/Mobility, Dealing with change, problem solving/ Reasoning, creativity/ innovation, communication skills, interpersonal/Team skills, Business negotiation skills in addition to job specific competencies which are need based. 4.The interview panel is constituted by

1Representatives of op management 2Head of particular department 3Human resource manager. 5.The interviews are generally a combination of both structured and unstructured interviews. 6.The interview panel is provided with a standardized evaluation form. 7.The responsibility of maintaining the transparency of the whole recruitment process lies with the HR department where it maintains records of every stage of recruitment process. The documents maintained by are: - previous experience certificates, reference, last salary certificates, proof of past achievements, and date of birth certificates. All the above documents are maintained in the employees personal file along with the personal data form and the interview evaluation sheet. These records are available for ready reference in the future. 8.The organization provides realistic job previews (like the nature of duties to be performed) to the candidates before offering the job. 9.The appointment letter is given to the selected candidates almost immediately. 10.The selected candidate undergoes his induction program immediately within a week of joining

RECRUITMENT AND SELECTION IN HEENA INDUSTRY AN INTRODUCTION

RECRUITMENT
Recruitment is the process of discovering potential applicants for actual or anticipated Organizational vacancies. It is a linking activity bringing together those with jobs and seeking jobs. It is a process to discover sources of manpower to meet the requirements of staffing schedule and to employ effective selection of efficient working force. Once the required number and kind of human resource are determined, the management has to find the places where required human resource are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates

The Recruitment Process Has Following Objectives: To attract people with multi-dimensional skills and experience that suits the present and future organizational strategies, To induct outsiders with a new perspective to lead the company, To infuse fresh blood at all levels of the organization, To develop an organizational culture that attracts competent people to the company, To search or head hunt/head pouch people whose skills fit the companys values, To devise methodologies for assessing psychological traits, To seek out non-conventional development grounds of talent, To search for talent globally and not just within the company,

 To anticipate and find people for positions that does not exist yet, Generate a large pool of applicants. Providing enough information for individual to self-select out of the process.

Process of Recruitment
Recruitment Begins with specifying the human resource requirements, initiated activities and actions to identify the possible sources from where they can be met, communicating the information about the jobs, terms and conditions and prospects they offer, and enthuse people who meet the requirements to respond to the invitation by applying for jobs. Thereafter, the selection process begins.

Recruitment In The Organization Takes Place At Three Levels.

1. Managerial Level 2. Staff Level 3. Operating Level 4. Sources Of Recruitment These are the sources for recruitment for all the levels, but these are not same for all the levels. These sources are as follows: Employee Recommendation Recruitment Advertisements Placement/Recruitment Agencies Campus Recruitment Internet

1. Employee Recommendation IN HEENA INDUSTRY:

One of the best sources for individuals who will perform effectively on the job is a recommendation from a current employee. An employee will rarely recommend someone unless he or she believes that the individual can perform adequately. The recommended often gives the applicant more realistic information about the job than could be conveyed through employment agencies or newspaper advertisement. This information reduces unrealistic expectations and increases job survival. As a result of these selection factors, employee referrals tends to be more acceptable applicants, to be more likely to accept an offer if one is made, and, once employed, to have a higher job survival rate. There are of course negatives attached also, recommenders may confuse friendship with job 11

performance competence. Individual often like to have their friends join them at their place of employment for social or even economic reasons. As a result, a current employee may recommend a friend for a position without giving unbiased considered to the friends job related competence. Employee referrals may also lead to nepotism, that is, hiring individuals who are related to persons already employed by the organization. The hiring of relatives is particularly in family owned organizations.

2. RECRUITMENT ADVERTISEMENT IN HEENA INDUSTRY:

Scanning job vacancy advertisements will inevitably reveal wide ranges of style, opinion and skill in recruitment advertising. The better recruitment advertising are: Recruitment advertising should be genuine in that either a vacant job actually exists or recruiters seriously intend to consider applicants for employment. A person specification should be the basis for outlining the job requirements. The description of the employing organization should be realistic, factual and clear. Job location, pay and allowances should normally be specified. 99Advertisement s should not discriminate on the grounds of sex, race, disability and membership or non-membership of a trade union, except in specific statutory circumstances, and although age discrimination is not unlawful, this should be avoided too. Effective in recruitment advertising involves considering the following elements: -The budget freedom or constraint -Media choice -The compilation of advertising copy. -The opportunity to give a realistic job preview. -Equality of opportunity or diversity objectives. Most of these elements can be applied to other recruitment methods as well as press advertising. The recruiting organization may elect to undertake these activities independently or with the advice and support of an advertising agency.

3. Placement/Recruitment Agencies:
Employment agencies and recruitment agencies and recruitment consultancies have a profit motive and

provide a wide range of services in returns for fees. The services include: Supplying temporary workers (agency staff) to accommodate peaks and troughs in work or to cover employee absence. Attracting, pre-selecting and referring candidates for permanent positions. Seeking out candidates (head hunting) and maintaining a register for specialist, professional, management, executive or technical positions. Providing training and development opportunities for individuals to make them more attractive to employers. The use of employment agencies is the externalization of elements of the recruitment and selection system, including some administrative tasks, candidates attraction and pre-selection criteria. Success depends on a precise specification of requirements by the employer and the ability of agency. Certain categories of employment, for e.g. executive secretaries or information technology specialists, have a traditional of being recruited through agencies or consultants through the network of contacts. Employee agencies and recruitment consultancies, by having greater access to persons in employment, certain advantages over job center

4. Campus Recruitment:
Campus recruiting serves as a major source of management/professional/technical talent for organizations. But college recruiting also serves other functions. Many companies recruits at colleges even when they have very few positions to fill. There are many reasons for doing this. For that is recruiting at prestigious colleges may be the part of companys image, or the employer may wish to remain a familiar name to people who may be potential employees/customers. Also, information exchanged by recruiters and college placement officers keeps the company information as to competitors, and so on.

Campus Recruiting Is Multistage:

1. The first stage is choosing colleges at which to recruit. Smaller organizations are more likely to recruit only at regional or local colleges, but the positions to be filled also make a difference in selecting schools. For e.g. professionals like engineers, accountants etc. are usually recruited nationally and most intensively at the specialized and the most 13

STUDENTS SIGN FOR INTERVIEW

RECRUITER CONTECTS STUDENTS

INTERVIEWS STUDENT 2. reputable colleges, while sales personnels may be recruited nationally or regionally; depending

on the needs and resources of the enterprise.

RANKS STUDENTS RANKS STUDENTS

3. The second stage of college recruiting is attracting students to sign up (apply) for interviews with
RECOMMENDS the organizations recruiter. It is said that the nature VISIT work done by the organization is an of the SITE

important factor in students decision to signup for an interview. 4. The third stage in college recruiting is inviting candidates to the enterprise site, to be evaluated by
STUDENT VISIT the SITE department in

which the position

INVITES STUDENTS TO SITE to receive exists and VISIT

further job information. This visit is

followed by the decision by the enterprise to extend job offers.

STUDENT WAITS ENTERTAINS INTERVIEW, CAMPUS RECRUITMENT PROCESS IN HEENA INDUSTRY ENTERTAIN CONFERS STUDENT COMPARE OFFERS AND ACCEPTS OFFERS

DESIDES TO MAKE OFFER

STUDENT GOES TO WORK

STUDENT

RECRUITER

OPERATING EXECUTIVE
END

5.

TECHNIQUES OF RECRUITMENT
Call helplines/referral lines: Make sure that every local community helpline and hotline knows about your existence. (You can usually find these numbers in the front of your phone book.) The helplines and hotlines receive calls from people in need and they appreciate having as many resources to give out as possible. Write a 10-second radio spot: Radio stations devote a certain amount of airtime (Public Service Announcements, or PSAS) free of charge to non-profit organizations. Although this is competitive, contact your local radio stations to see if you can submit a 10-second radio spot for consideration. Television PSAs: Some television stations also accept PSAs from non-profits. Contact your local stations to see what kind of material they accept and what format it needs to be in to be considered. Radio Interviews: Many small, local radio stations have programs in which they interview local community people. These are usually pre-taped. Contact your local radio stations to see if they have a program that could air an interview with some of your group members. Contact key professionals: Contact key professionals in mental health centers, hospitals, etc. and tell them about your group. Send them a flyer or brochure, and try to obtain a follow-up face-to-face meeting.

REVIEW OF RECRUITMENT PROGRAMES

With the success of social and business networking sites over the last few years finding candidates has never been easier. 15

Whether you link them in face them out or have tinkle with twitter accessing potential candidates is now just a few clicks away. Its not just the ability to immediately access candidates; the sheer volume of people you can identify has increased in its thousands. Immediate access to hundreds millions of potential Candidates free of charge must mean the beginning of the end for recruiters, is this the death of the recruitment industry? When you combine this with low cost job boards and online recruiters charging fixed fees it surely must be the end for Professional recruiters who are charging 25-30% fees. Twenty minutes writing an advert or preparing an e-shot of your vacancy, a couple of clicks of a mouse and hey presto you have it. Millions of potential candidates free of charge. All you need to do now is just wait for the responses to flood in, which in most cases can be immediate. Facebook has over 300 Million users, Twitter has 55 million monthly visits, LinkedIn has 45 million users and all are free to access.

RECRUITMENT OF WORKERS Act 39 of 1993 ARRANGEMENTSECTIONS

1 2 3 4 5 6 Short title Interpretation Licences Persons who may be recruited Duties of licensees Expenses 7 8 9 Contracts of employment Particulars of recruited workers Power to summon

10 Offences 11 Regulation

1)

Short title

This Act may be cited as the Recruitment of Workers Act. 2)Interpretation In this Act licence means a licence issued under section 3; licensing authority means the Permanent Secretary of the Ministry; Minister means the Minister to whom responsibility for the subject of employment is assigned; recruit, in relation to a worker (a)means recruit for employment abroad or in Mauritius; and (b) includes marketing, canvassing, advertising and any other activity undertaken by a licensee with a view to the employment of a worker. 3 Licences (1) No person shall, on behalf of an employer recruit a worker unless he (a) holds a licence; and (b) has furnished security under subsection (7). (2) Subsection (1) shall not apply where a worker is recruited by the employer himself. (3) Any person who wishes to obtain a licence shall make a written application to the Iicensing authority in such manner as may be prescribed. (4) The licensing authority may, on receipt of an application, request the applicant to furnish such particulars as he may require for the purpose of determining whether the licence ought to be granted. (5) Where the licensing authority is satisfied that a licence may be issued, he shall issue the licence in the prescribed form, on such terms and conditions as he thinks fit and on payment of the prescribed fee. (6) A licence (a) shall be valid for a period of two years; (b) may be renewed on payment of the prescribed fee; and I shall not be transferable.

(7) The security referred to in subsection (1)(b) 17

(a) shall be in such sum as may be prescribed; and (b) may be furnished (i) by cash deposited in the Treasury; (ii) by means of a policy of insurance issued by a company registered under the Insurance Act; or (iii) by means of a bank guarantee issued by a bank licensed under the Banking Act. (8) Where a licensee commits a breach of any condition attached to his licence or of this Act or of any subsidiary enactment made under it, the licensing authority may revoke the licence. (9) (a) Any person who is dissatisfied with a decision of the licensing authority under this

section may, within 10 days of the communication of the decision to him, appeal in writing to the Minister. 2. The Minister may, on appeal, amend the decision of the licensing authority.

DIFFERENT LEVEL COMPETENCIES:MANAGERIAL LEVEL

Result orientation Customer focus Decision making Leadership Managing change Strategic thinking

STAFF LEVEL
Communication Team work Problem solving Planning & organizing Decision making

WORKERS LEVEL
General ability Intelligence and memory Overall personality

CONSTRAINTS ON RECRUITMENT
The constraints faced by recruiters arise from the organization, the recruiter, and the external environment. Some of the more noteworthy constraints are discussed in the following paragraphs.

Organizational Policies
Organizational policies exist to ensure uniformity, economies, public relations benefits, legal compliance, and other objectives. For example, some organizations have promote-from-within policies that give preference to filling job openings internally. Although recruiting is still used to fill openings, particularly entry-level positions, recruiters are expected to ensure internal applicants are not overlooked. Likewise, compensation policies also affect recruitment. Pre-established pay ranges may limit the number of viable recruits, particularly if the pay ranges are low in comparison with market rates. Policies on hiring part-time and temporary workers and policies on hiring relatives may expand or limit a recruiters options. When the employer operates internationally, policies favouring local nationals also shape recruitment possibilities. Human resource plans and affirmative action programs give guidance and constrain recruiters. The human resource plan should help identify likely candidates for internal promotions and transfers. At the same time, the human resource plan may summarize future recruiting needs, so that recruiters can plan to fill future openings proactively. Affirmative action programs usually contain goals recruiters are expected to pursue through their efforts. When severe underutilization exists in some areas, recruiters often are under considerable pressure to find applicants that further the affirmative action plan.

19

Recruiters develop habits.

They become used to looking for certain types of applicants through specific sources. Although such habits save time and effort, they may perpetuate past discrimination or create an imbalance with recruits who have similar backgrounds. Environmental conditions also affect recruitment. The stage of the economic business cycle, the relative scarcity of particular skills, and competition in the labour market from other employers limit the options available to recruiters. Finally, of course, the requirements of the job are a constraint. Operating managers may be seeking someone with a considerable number of years of experience. These same managers may not believe someones background is suitable to the job. In general, the more skilled the position and the greater the experience desired by operating managers, the more difficult the position is to fill. RECRUITMENT NEEDS ARE OF THREE TYPES : PLANNED The needs arising from changes in organization and retirement policy. ANTICIPATED Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs. FORMS OF RECRUITMENT The organizations differ in terms of their size, business, processes and practices. Organizations adopt different forms of recruitment practices according to the specific needs of the organization. The organizations can choose from the centralized or decentralized forms of recruitment, explained below: CENTRALIZED RECRUITMENT The recruitment practices of an organization are centralized when the HR / recruitment department at the

head office performs all functions of recruitment. Recruitment decisions for all the business verticals and departments of an organization are carried out by the one central HR (or recruitment) department. Centralized from of recruitment is commonly seen in government organizations. Benefits of the centralized form of recruitment are: Reduces administration costs Better utilization of specialists Uniformity in recruitment Interchangeability of staff Reduces favoritism Every department sends requisitions for recruitment to their central office DECENTRALIZED RECRUITMENT Decentralized recruitment practices are most commonly seen in the case of conglomerates operating in different and diverse business areas. With diverse and geographically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly. Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of particular organization. In some cases combination of both is used. Lower level staffs as well as top level executives are recruited in a decentralized manner. FORMS OF RECRUITMENT The organizations differ in terms of their size, business, processes and practices. Organizations adopt different forms of recruitment practices according to the specific needs of the organization. The organizations can choose from the centralized or decentralized forms of recruitment, explained below: CENTRALIZED RECRUITMENT The recruitment practices of an organization are centralized when the HR / recruitment department at the head office performs all functions of recruitment. Recruitment decisions for all the business verticals and departments of an organization are carried out by the one central HR (or recruitment) department. Centralized from of recruitment is commonly seen in government organizations. Benefits of the centralized form of recruitment are: 21

Reduces administration costs Better utilization of specialists Uniformity in recruitment Interchangeability of staff Reduces favoritism Every department sends requisitions for recruitment to their central office DECENTRALIZED RECRUITMENT Decentralized recruitment practices are most commonly seen in the case of conglomerates operating in different and diverse business areas. With diverse and geographically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly. Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of particular organization. In some cases combination of both is used. Lower level staffs as well as top level executives are recruited in a decentralized manner. DIFFERENCE BETWEEN INTERNAL & EXTERNAL RECRUITMENT POINT OF DIFFERENCE MEANING INTERNAL RECRUITMENT It means making use of existing Staff to fill up vacant job Position in organization. TIME ECONOMY Less time consuming This is more economical as it Does not involve any cost of Searching external sources. QUALITY There is a limited choice so EXTERNAL RECRUITMENT It means making use of new Personnel or outsiders to fill up The vacant job position in Organization. More time consuming This is costly as vacancies have To be notified in newspaper Magazine It provides wider choice & best Quality is assumed. This method brings down the Morale as they do not get Chance of growth &

Better may not to be assured. MORALE OF EMPLOYEES This method boosts up morale Because existing staff gets Chance of promotion.

development

Strategies for recruitment

Recruitment is of the most crucial roles of the human resource professionals. The level of performance of and organization depends on the effectiveness recruitment Organizations developed and of its have follow function.

recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful strategy planned should and recruitment be well to practical

attract more and good talent to apply in the organization.

For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1. Identifying and prioritizing jobs Recruitment keep arising at various levels in every organisation; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies 23

equally or focusing on key jobs first. 2. Candidates to target The Recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well:
o

Performance level required: Different strategies are required for focusing on hiring high performers and average performers.

Experience level required: the strategy should be clear as to what is the experience level required by the organization. The candidates experience can range from being a fresher to experienced senior professionals.

Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

3. Sources of recruitment The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment process for various positions. Employee referral is one of the most effective sources of recruitment. 4. Trained recruiters The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and selecting a candidate. 5. How to evaluate the candidates The various parameters and the ways to judge them i.e. the entire recruitment process should be

planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

Latest trends in recruitment and selection

Job portals References Mapping Headhunting Consultancies E-communities Job postings Mass mailings Internal database.

How technology has effected the recruitment and selection?

See with the increase in technology, it has become easier to approach the candidates in cost effective. We can find candidates from all over the world at a single mouse click. Further internet and of course telecommunications has given a broad base to fresher to enter the market without the fear of facing the interviews directly making it easier for them to find a pace of time to actually face a PI.

How to overcome those challenges? & How recruiter can cut the cost of recruitment and selection process?
Organization has to understand what will be the deliverable of the profile. What is exact job profile? 25

This is the first issue to be freezed rather than recruitment. Pay right to the right person commensurate to his/her experience, qualification, key skills and track record. Another important aspect is that to find out an answer of why the recruitment is not avoided. HR should think the proper way of employee engagement issue.

Reason behind increasing importance of recruitment and selection?

Changing lifestyle attracts people to quit job for betterment in monetary prospect. People are changing job in less than a year time frame. Devoted, quality wise good, sincere employees are keen on learning aspects of job. These categories of people are getting lesser day by day.

RECRUITMENT POLICY OF A COMPANY

In todays rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for Implementing recruitment programmes and procedures by filling up vacancies with best qualified people. Kirtilals adopts an action plan composed of three strategies Attract the best talent Develop each individual to their fullest potential and retain its employees at all levels. Objective of the policy To attract and retain highly qualified, talented workforce available to us. To disseminate information about employment opportunities with the Company through numerous channels, to ensure necessary attraction. To ensure recognition, advancement and development of the current employees

The policy document covers the following aspects of recruitment: Estimating the manpower requirement. Decision authority vested in various levels of management. Preconditions for recruitment. Roles of various players in recruitment. Recruitment Sources. Recruitment and Selection Methods. Stages of recruitment and guidelines for every stage. Detailed guidelines for conducting Interviews. Post-recruitment guidelines and procedures. I. Estimating the number and class of manpower required for present and immediate future needs. The requirements are carefully estimated because any negligence would result in either overstaffing or understaffing. The estimation of the number of employees required for each category/cadre or work level depends on the following factors: New show rooms /Installed machinery. Employee turnover in a particular section/department. Superannuation. Promotion. Transfers. Degree of automation. Introduction of new processes. Increased additional responsibilities. Expansion plans. 2. Authority for Various Decisions on Recruitment Recruitment related decisions vary in scope and impact. Annexure I give a detailed list of various issues involved and the decision-making authority for every one of those issues. In summary, New positions are sanctioned by the MD. 27

Filling up of sanctioned positions is at the discretion of the Business/ Functional Head in consultation with HRD. Regulation of recruitment matters in line with the policy and HR principles is handled by HRD. Administrative, procedural and liaison matters are taken care of by HRD. Senior level recruitment directly involves MD in all matters. 3. Preconditions for Recruitment Any position would be filled up only if there is a vacancy arising out of the separation of an employee or there is a newly created position on explicit written sanction from MD. While recruitment efforts such as, calling for candidates or interviewing candidates etc may be initiated, appointment order for a person could be issued only if the position and the level are sanctioned. Company would encourage planned manner of recruitment rather than a piecemeal (slowly) approach. In March every year, all Business and Functional Heads would present to MD a manpower plan for the year indicating requirements in terms of number, level and timing along with a detailed justification for every position. After necessary discussions MD would sanction the additional manpower wherever required. This would be a basic source for recruitment planning and budgeting. Before external recruitment is sought for HRD and the Functional Head concerned would do an internal search for a possible candidate within a company. 4. Roles of various players in recruitment. Recruitment involves a combined effort of various people within the organization. Their responsibilities and contributions are being listed out below. 1. CEO Approve Manpower Requirements. Approve changes in to recruitment policy. Approve budgets for recruitment. Decide on thrust areas in HR management and recruitment at a corporate level. Interview candidates for selection for Managers and above level positions. Approve exceptional cases of compensation. Encourage policies that help restrict recruitment to entry level or specialized positions. 2. HR Head Coordinate preparation of annual manpower by various functions and consolidate for discussion and

approval from MD. Prepare and present recruitment related trends, projections and issues - requirements, turnover, company ageing, efficiency of recruitment methods etc Prepare annual budgets for recruitment and get them approved. Maintain up-to-date manpower status showing sanctions, vacancies by function, level etc. Suggest changes to recruitment policies, programs in the light of feedback and problems. Highlight HR implications of various business decisions and plans and suggest courses of action. Highlight gaps and anomalies in job specs across levels and functions Monitor and assess continuously the recruitment pull of the company and suggest courses of action. Interview candidates for selection. Monitor costs of recruitment and keep them within budgets. Push gradually for a decentralized approach to recruitment while keeping basic controls. Negotiate compensation with the selected candidates. Present the company positively by briefing all interview candidates about the company, its culture and its plans. Ensure that candidate is clear about job terms and company offerings and is not given any untenable promises. Maintain up-to-date directory of external agencies - consultants, ad agencies, printers, media agents etc. Ensure a reliable system to communicate with candidates on the status of their candidature. Monitor recruitment expenditure under heads such as media, agencies, and travel, stay etc. Maintain up-to-date and flexible database of industry norms on salary, benefits, job specifications etc. 3. Business Heads / Functional Heads Maintain a comprehensive and flexible candidate database sorted in many ways. Assist HR head prepare consolidated annual manpower plan and budgets for recruitment. Discuss with HR issues such major people intake, abnormal turnover etc Discuss with HR job specifications, profile up gradations. Monitor performance of recent recruits. Monitor recruitment speed and help decrease cycle time. Interview candidates. Assess in interviews candidates functional competence and compatibility. Help HR in implementing policies and decisions on recruitment. 29

Help HR in coordinating internal placements. Conduct preliminary or final salary negotiation within agreed range. Ensure that candidate is clear about job terms and company offerings and is not given any untenable promises. 4. HR. coordinators. Do first level shortlist and coordinate with functions head for a final list. Coordinate interview dates among candidates, panel members, place etc. Ensure professional conduct of interviews - accurate and clear information (to candidates, panel members, admin staff) promptness, no waiting, assessment records, follow-up communication. Conduct a reference check on candidates prior to employment. Ensure candidates have a clear understanding of offer terms. Have clear agreement of terms with external agencies on services. Release payment to external agencies as per agreed terms.

5. Recruitment Sources The company may look at various sources of recruitment for filling in its positions. The legitimate sources of manpower would be as follows: Internal candidates within the functions or other functions or sister companies Trainees of the company eligible for confirmation Educational institutes offering campus placement services People responding to advertisements or placement consultants Ex-employees who left on good terms People referred by employees or business associates Visitors to the website These potential sources are not mutually exhaustive and are not listed in any particular order. However, the company shall favor internal sources more than external ones to fill in vacancies at all levels except the entry level. The Company shall not consider for employment candidates from the following sources: People employed with close business associates unless they have the clearance from their employer.

Close business associates would include advertisement agencies, regular suppliers, and consultants on contract. Only the MD shall have the authority waive these provisions and he shall do so after a close scrutiny of the merits of every individual cases. 5. Methods of Recruitment The Company shall make use of a variety of recruitment and selection methods. Recruitment methods vary according to effectiveness, cost and target candidates. Various methods the Company shall employ would be as follows: Internal transfers and promotions Advertisements in print media Traditional placement consultants Employee referrals Head Hunt Selection methods vary in terms of level, time, cost, competence required and effectiveness. Our company shall use the following methods of selection to fill in positions. Bio-data Scrutiny Technical Assessment. Personal Interview Reference Check 6. Guidelines for different stages of recruitment Vacancy Assessment A position is said to be vacant if it already sanctioned and is not being manned. It may have arisen because the incumbent (Current, Present) has left the company or been posted in another job. It might have been created new by due process of sanction. New positions are created to manage new and emergent jobs mentioned in the annual manpower plan and are sanctioned by the MD. At certain times when the incumbent leaves the job the position may be abolished and it would not be counted as a vacant position. Recruitment should be initiated only for a sanctioned position, which is Vacant. Initiating Recruitment Recruitment is always initiated by Departmental Head for all positions. The initiator shall send the manpower requisition form to HRD and discuss with HR Head on possible 31

sources. Any difference in job specifications compared to that in database would also be discussed. HRD and the Department Head would agree on methods and end dates for recruitment depending on the urgency. The department has the option of keeping a vacancy in abeyance. Internal Search On receiving the requirement HRD would assess availability of internal candidates either on its own or on the advice of the Department. As this would not be fresh search, this process should not take more than a day. However, if there are possibilities, which need to be discussed with other departments, it may take more time. Database Search - HRD would also simultaneously search the candidates database for a possible match. If found the details may be given to the department. This should take less than a day. External Search within a week of initiation department and HRD may have decided on external search. HRD would discuss with the department the different options such as advertisements or consultants etc. Ad Release HRD shall arrange to get the advertisement designed, composed and checked for release. This should take less than a week. Keeping the department informed, HRD would release the ad for publication in journals decided upon. HRD would have on roll specialized agents for ad release in various publications to ensure getting the best rates. While releasing ads HRD may include similar positions even if vacancies do not exist but are foreseen. Advertisements for the same position would not be released within six months. Advertisements would include items such as job specs, candidate specs, company information, contact information etc. Advertisements would be designed by a creative agency and HRD coordinate with them ensuring completeness and correctness of the ad including correct representation of corporate name, logo and symbols. Consultants For certain positions, consultants may be asked to furnish leads by HRD. These may be for positions that have got no response from the ads or positions that are too urgent or not urgent at all. Company would prefer dealing with consultants who take regular assignments and have been successful in the past. All the consultants are expected to have a clear contract with the company on the terms of service. Company may take in a consultant on the advice of a departmental head provided their terms are similar to the regular consultants. HRD would coordinate contracting placement consultants for assisting in employment. Brief to the consultants would include

The job specs such as designation, department, location; approximate salary may or may not be given The candidate specs such as qualifications, years of experience, industry worked, age, language etc The company profile, plans, department the job is placed etc Other items such as probable interview location, reimbursements, contact person etc Consultants would be asked to shortlist candidates on the basis of the specs, check with the candidates their interest, assess salary match and then forward the bio data to the company. Short-listing the Candidates HR officer / Coordinator would do the first stage short listing of applications. First stage short listing usually is done mechanically by matching the specifications rigidly and rejecting all candidates who do not qualify. All applications short-listed at the first stage first stage would be entered in the Candidates database maintained by HRD. HR Head or the Functional Head would do the second stage short listing. At this stage applicants with most potential would be selected. HRD may also select some applications for consideration to other posts currently vacant or likely to arise in future. Interview Preliminaries/ Trial test All short listed candidates would be called for a preliminary discussion with a HRD representative. Based on the preliminary discussions if it was felt that potentiality of the candidature is in doubt the candidate may be dropped from the process and duly informed. If the selection involves any tests or exercises this would be administered by HRD and further short listing may be done in consultation with the Functional Head concerned. Interviews HRD would coordinate with concerned function in setting the interview panel, dates and the location. The interview panel would typically involve managers from concerned function and HRD. It may involve MD for senior level recruitment and specialists from outside for certain positions.

Panel Composition
All positions of Manager and above in all functions Related Functional Head HR Head CEO Managing Director. 33

Executives and Management Trainees CEO Related Functional Head and HR Head. Staff & Others Concerned Departmental/ Functional head HR Representative

Interview Call
Once the panel is setup and the dates are finalized, HRD (or Departmental Head non-HO locations) would call the candidates for interview either through a letter or a telegram or phone. Candidate would be informed of the date, place, time of the interview and the eligible reimbursements. HRD would decide on interview location in consultation with panel members and considering the cost and convenience. Candidates applying through consultants would be intimated through the concerned consultant. If many candidates are called on the same day, their timing would be staggered to minimize the waiting time.

Candidates eligibilities
Company would reimburse the travel expenses to the candidates coming for interview on par with what they would be eligible if selected. As special cases, senior level candidates (for the position of Manager or above) from outstation may be put in a hotel if interview extends to the next day. Candidate needs to submit a claim along with supporting for getting the expenses reimbursed. Company would insist on supporting from the candidates and exceptions would have to be authorized by HR Head.

Main Interview
The main interview would normally in two or three parts with panelists in a rough order of seniority meeting the candidates successively. Candidates would be short listed at the end of every part with only cleared candidates meeting the senior panel members. HR Head or his nominee would be present in all interviews to ensure full communication among panelists and to aid the panelists in administrative formalities such as recording interviewers comments and decisions. The interview record form (Exhibit) would be filled up after every interview for recording and filing purposes. Yes-No-Hold decisions should be clearly marked in the form. While interviews need not be too structured, every interview should necessarily cover the following aspects: Candidates education and family background. Reason for seeking change, Position aspiring for and long term career goals,

Functional competence practical and conceptual matters relating to concerned function, Managerial competence in areas such as communication, decisiveness, clear thoughts, Intangibles such as lifes values, leadership, human orientation, Examples of major achievements. Gaps in career, if any. Leisure time interests. Computer literacy. Disabilities, if any. Reason for choosing our company. Locational preferences, Salary expectations etc

Candidate should also be explained

The nature of the job. Position offered. Background information about the company, Any other query the candidate may have.

Interview Etiquette
The company executives would do their best to extend the following basic courtesies to all candidates seeking employment Starting interviews promptly minimizing the waiting time Instruction to people in reception about candidates arrival Information to candidates if there is any delay Setting a decent place for conducting the interview Avoiding interruptions during the interview Putting the candidate at ease, unless it is a consciously decided stress interview Introducing the panel members to the candidate Allowing the candidate to express self reasonably well Not making sarcastic comments Not making value judgments Giving a chance to the candidate to ask questions Letting the candidate know the next step in the process Explain the administrative formalities such as travel claim etc 35

Feedback to candidate about yes-no-hold decisions

Interviewing Competence
The Company expects every officer who sits in the panel to continuously improve their competence as interviewers. While the competence may come with experience, it often requires a conscious effort on the part of the interviewer. The following are some of the skills possessed by successful interviewers. Ability to put a person at ease, drawing him out to express himself; interviewer needs to make polite talk, be aware of ones own body language and control it, if required; Ability to switch questioning style from closed to open and back; closed questions are effective for quick factual responses and with long-winded speakers; open questions are best for assessing thinking abilities, communication skills and opinions; Ability to probe the candidate to get in-depth responses and pinpoint evasive communicators Ability to communicate a lot by saying little; giving more airtime to candidates than oneself Ability to spot contradictions and read between the lines coupled with the patience not to jump to conclusions Ability to read non-verbal communication including, eye contact, paralanguage, posture, shift in tone or rate of speech, involuntary hand movements, facial expressions etc to understand candidates moods, feelings and emotions; this needs to coupled with an understanding of the limitations of non-verbal communication Ability to frame neutral, non-leading questions Ability to understand the psychological implications of the stories and statements made by the candidate, the things emphasized and the things ignored etc Ability to test functional knowledge by asking questions that would stretch the candidates thinking Reasonable level of self-awareness to understand own blind spots, biases and weaknesses. Ability to rephrase questions or statements and summaries long responses Apart from using these skills, an interviewer also needs to understand the styles of other fellow interviewers and act in complete tandem with them. Lot of efforts would be needed in establishing total communication with others, which alone would ensure consensus and consequently a good collective judgment.

Post Interview Formalities

Candidates selected by an interview panel may go for the next interview or may be considered for appointment. The panel of the final interview would record the comments and discuss briefly with HRD regarding appointment, designation, salary etc. All interviewers need to ensure that no promise of any kind is given to the candidate regarding appointment or salary or benefits are made to the candidate before a final decision is taken. HRD would inform the candidate accordingly and set time for salary negotiation. The reimbursement of travel expenses would also be done. For frontline or junior staff recruited in non-HO locations the Business Head would perform these functions and inform HRD in the corporate office.

Salary Negotiations
The company would initiate salary negotiations only after satisfying the suitability of the candidate. Although some information would have been collected in the earlier stages regarding salary, no promises would have been made. HRD would negotiate salary with the individual keeping in mind, salaries of comparable existing employees, salary band for the level of the candidate, current salary of the candidate and candidates expectations. HRD would finalise the salary if it is acceptable to the candidate and above his current salary and it is 10% of comparable employee. Any exception would be discussed with the next appropriate level and the concerned Functional/ Business Head. No officer of the company should make any promise to the candidate solely with the intention of increasing the attraction of the offer. Only the terms, which are agreed upon or sanctioned by the appropriate authority, should be discussed with the candidate. Any violation would be a serious lapse on the part of the employee concerned, as it damages Companys credibility. In discussions with the candidates, company usually quotes the gross salary, which includes all monetary elements including reimbursement limits but does not include retrial benefits like PF, gratuity etc and also indirect benefits such as insurance or cash values of job and level based perks such as car, phone, computer etc. However, during negotiation candidate shall be explained all his eligibilities, direct or indirect, monetary or otherwise. Along with the salary the date of joining would also be discussed and agreed to. On verbal acceptance of the offer, the candidate would be given an offer letter by appropriate authority indicating the position, gross salary, place of joining and acceptable date of joining. The department 37

concerned would also be informed. The candidate would be asked to confirm acceptance of the offer. 9. Post Selection Formalities The candidate is given an offer of employment after selection subject to his joining by the agreed date. The company usually allows one month for positions below Managers and up to three months for others. In exceptional cases, a candidate may be allowed an extension for joining if the concerned Functional Head and HR Head agree. The offer becomes void after the specified date if the candidate does not join. During the period after offer and before joining, HRD would coordinate with the concerned function and Administration for required arrangements. The Functional Head and the concerned HR In charge would perform these functions in non-HO locations.

10. Concluding Note While recruitment and selection processes remain an important aspect of Human Resources Management, the overall effectiveness would depend on the other core processes of HRM such as training and development, performance management and reward and punishment. Managers need to pay constant attention to all these for making true the clich ' people are the greatest assets of an organization.'

Internet
The Internet is dramatically changing the world in which we live. The very definition of community now includes those individuals that maintain common interests and are linked to one another via this endless web of wires, modems, and hard disks. World Wide Web. The World Wide Web (WWW) covers the same wires and hardware. What has made the WWW so popular is that it allows for the data found on the internet to be presented and linked in a more attractive and user friendly fashion. Searching for candidates using WWW Search Engines. The difficulty in finding potential candidates using the World Wide Web is not because there is too little information found on the web but, rather, because there is too much. The recruiter must sort through a great deal of chaff prior to finding any wheat. The broadest sweep of the information on WWW can be achieved using one of the Webs search

engines. Search engines index the information on the web either by performing periodic automated search documenting what is found at the end of each strand of the Web or by indexing information that has been submitted for inclusion in their database. By choosing the appropriate words, the search engine will point the recruiter to potential links related to those words. Clearly, until the recruiter has become quite adept at using the various search engines this would not be the best place to spend your time in your applicant sourcing. Searching for applicants by placing the posting on WWW career sites. Job hunters that are Internet savvy but are not necessarily seeking an opportunity at your company will perform regular searches at one or more of the Internets career search sites. These companies, as well as other similar ones, will assist you in advertising vacancies on the web, for a fee. Many are professional advertising firms that can assist you with the development of your entire advertising campaign. Many e-mail packages now allow the reader to click on the URL within an e-mail message and automatically be taken to that site via their WWW.browser. Can technology and specifically the Internet assist you in finding the right candidate? The answer is clearly yes. Internet technology should be used in conjunction with more common methods of sourcing for qualified applicants. Gaining a comfort level utilizing this technology will be critical for your organizations success

Recruitment Of Workers -The Need For Competency Mapping At The Shopfloor

Workmen recruitment continues to be low profile, despite its acknowledged importance. It is time now to revisit the same and employ competency mapping as a tool for all workmen recruitment decisions as well. Many organizations have begun calling their workers as team technicians, first line executives with a view to pull to pull down this ever existence perceptible manager worker divide. Many organizations employ written test as a mandatory tool for selection. But the reality is that many of the test, much to an organizations dismay are not tested for their content (what the job requires) or context (the situation or environment in which a job is done) validity. Written tests as a tool for selection will be a misnomer unless it tests the requisite knowledge and skill of the job. Skills for a job say that of 39

a mechanic can be tested only when a candidate is asked to operate a lathe machine or design job. Therefore written tests and interviews, in it are not foolproof methods of selection for all kind of jobs.

Questions raised at this level:

Why should we go for competency mapping for workmen recruitment decisions? Is the competency mapping or profiling required for all types of workmen recruitment?

Is it cost effective? Is it just yet another old wine in new bottle? The answer lies in ascertaining the quality of human resource acquired through the current recruitment systems, which you need to do yourself and decide on what would you ideally like your workmen to possess. The recruitment managers are looking for recruitment model, which is efficacious, yet scientific, which shall fulfill the current and future competencies required qualitatively and yet effectively. The recruitment manager should, therefore, first identify those skilled jobs, which are technical in nature and which can be easily filled up with employment of traditional tools like simple generic IQ tests or interviews only. These jobs would necessarily encompass that of machine operators, machines, fitters, electricians and turners etc., which call for a competency profiling. Workmen recruiters should develop a matrix with the aid of internal resources like the line managers, engineers, machine manufacturers, and technical institutes. Polytechnics and it is while developing competency matrix, sufficient care should be taken to update competencies to cater to the future demands of the industry and the organization in particular. Apart from securing top management commitment and support, a genuine attempt needs to be made to seek concurrence of concerned functional managers before flagging off. Once the line managers agree upon the competencies, the next task would be to design an appropriate battery of tools to measure the identified competencies. Written test-with an intent and validity check measure a candidates knowledge required for a job. Testing required skills in a simulated environment. Personal interview checking for behavior competencies and the culture match of

candidate. The recruitment framework appears to be simple, but whether an organization is prepared for such an event grade model will depend on how much it values human potential and the competitive advantages they provide to the organization.
Different level competencies

Managerial level
Result orientation Customer focus Decision-making Leadership Managing change Strategic thinking Entrepreneurial thinking Conflict management

Staff level
Communication Team Work Problem solving Planning & organizing Decision-making Networking & relationship building

Worker level
General ability Intelligence and memory Overall personality 41

SELECTION IN HEENA INDUSTRY

Selection is the procedure to assess applicants against the criteria established in the job description in order to predict which job applicant will be successful when hired. The main aim of selection process is to match the employed with the job. Thus, an effective and efficient selection aim is to touch the ideal mark in person role match. After identifying the source of human resources, searching for perspective employees and stimulating them to apply for jobs in an organization, the management has to perform the function of selecting the right employees at the right time. The obvious guiding policy in selection is the intention to choose the best qualified and suitable job candidate for each unfilled job.

Objective Of Selection Process:

An efficient selection process aims to achieve the following: To predict which job applicant would be successful if hired. To informs and sells the candidate on the job and organization. To find the most suitable human resource for the organization, it ultimately helps the organization to achieve the objectives of the organization.

The Selection Instruments

1. RESUME/ BIO-DATA/ APPLICATION FORMS
(OWNS) has defined bio-data as: Scored biographical data which are objective or scorable items of information provided by an individual or previous experience (demographic, experimental, attitudinal,) which can be presumed or demonstrated to be related to personality structure, personal adjustment, or success in social, educational or occupational pursuits. Bio data are most useful when a large number of applicants are received for a limited number of posts. Cut off scores can then be determined, based on previous experience. The scores would indicate who should be accepted for the next stage of the selection process and who should be rejected, but they would allow for some possible candidates to be held until the final cut off score can be fixed, after the first batch of applicants have been screened.

Bio-data criteria and predictors are selected by job analysis, which produces a list of competencies. The validity of these items as predictors and the waiting to be given them are established by analyzing the bio-data of existing employees who are grouped into high or low performers. The weighting could be decided by establishing the percentage in each group whose bio-data relate to a level of achievement for a particular item. Bio-data questionnaire and scoring keys are usually developed for specific jobs in an organization. Their validity compares well with the other selection instruments, but they need to be developed and validated with great care and they are only applicable when large groups of applicants have to be screened.

SELECTION
In the context of evolution, certain traits or alleles of genes segregating within a population may be subject to selection. Under selection, individuals with advantageous or adaptive traits tend to be more successful than their peers reproductivelymeaning they contribute more offspring to the succeeding generation than others do. When these traits have a genetic basis, selection can increase the prevalence of those traits, because offspring will inherit those traits from their parents. When selection is intense and persistent, adaptive traits become universal to the population or species, which may then be said to have evolved.

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OBJECTIVE OF SELECTION
The function of the business selection process is choosing, from amongst candidate companies, those with the greatest potential for success. This is a complex process, because the concept of success is a relative value. Each incubator has its own criteria, that result from the decisions taken during the tandard and planning of the incubator. For more information, see guideline Modelling and Planning an ICTEnabled Business Incubator. Definitions of partners, mission, vision, objective, focus, model and purpose of the incubator are highlighted The business selection process must be compatible with the incubators internal and external environment. During this process companies are chosen that contribute to improving the indicators used for evaluating an incubators performance. See area Evaluating and Reporting on the Incubator.

SELECTION INSTRUMENT:1. BIODATA

Biodata is a commonly used term in Industrial and organizational psychology for biographical data1.Biodata is defined as ...factual kinds of questions about life and work experiences, as well as to items involving opinions, values, beliefs, and attitudes that reflect a historical perspective. Since the respondent is limited to replying to the questions posed to them, there are elements of both biography and autobiography. The basis of biodatas predictive abilities is the axiom that past behaviour is the best predictor of future behaviour. Biographical information is not expected to predict all future behaviours

but it is useful in personnel selection in that it can give an indication of probable future behaviours based on an individuals prior learning history. Biodata instruments have hadhad an advantage over personality and interest inventories in that they can capture directly the past behaviour of a person, probably the best predictor of his or her future actions. These measures deal with facts about the persons life, not introspections and subjective judgements.

2. REFERENCE CHECKING
Employment references is time-consuming and frequently unsatisfactory, as many employers, despite recent legislation, refuse to offer more than dates of employment, salary history and job title. Secondly, if youre not careful, each reference check can turn into a friendly chat during which you dont obtain the information you need to make an objective decision about hiring your candidate.

3.FIELD INVESTIGATION
A field investigation is a study carried out at a natural site as opposed to in a laboratory. A field investigation uses temporary or portable equipment. Among the techniques employed in field investigations are mapping, measuring (of biological and physical properties and conditions), monitoring, surveying (soils or vegetation), sampling, examining and classifying, making inventories, and collecting data (meteorological, ecological, or hydrological). The data gathered from field investigations, especially those repeated over time, are often used to validate models or to confirm satellite data.

4) MAILED REFRENCES
The mailed refrences checks , possibly because it takes little of the prospective employers time although previous employers are often laggard about replying is the traditional & most frequently employed technique.the most important of these is people are reluctant to put derogatory information in writing.

5) THE REFRENCE TRAINING CHECK

In the final analysis, refrences check is an interpretive skill which requires the personnel ,manager to bring forth his best talents in determining the authenticity of the information received as the weights this information shall bring to bear in the overall selection process. 45

6).STRUCTURED INTERVIEW
A structured interview (also known as a tandardized interview or a researcher-administered survey) is a quantitative research method commonly employed in survey research. The aim of this approach is to ensure that each interview is presented with exactly the same questions in the same order. This ensures that answers can be reliably aggregated and that comparisons can be made with confidence between sample subgroups or between different survey periods. Structured interviews are a means of collecting data for a statistical survey. In this case, the data is collected by an interviewer rather than through a self-administered questionnaire. Interviewers read the questions exactly as they appear on the survey questionnaire. The choice of answers to the questions is often fixed (close-ended) in advance, though open-ended questions can also be included within a structured interview.

6)UNSTRUCTURED INTERVIEW
Unstructured Interviews are a method of interviews where questions can be changed or adapted to meet the respondents intelligence, understanding or belief. Unlike a structured interview they do not offer a limited, pre-set range of answers for a respondent to choose, but instead advocate listening to how each individual person responds to the question. The method to gather information using this technique is fairly limited, for example most surveys that are carried out via telephone or even in person tend to follow a structured method. Outside of sociology the use of such interviews is very limited.

7).PCYCHOMETRIC TEST
Psychometric testing is a tool used mainly in the recruitment process. It is recognized as an efficient way to gain insight into a persons personality and psychological thinking. It can help develop team spirit in the workplace and assess an individuals priorities. Psychometric testing is usually an office-based procedure, although the test itself can be conducted anywhere. Many are processed online using software applications. The test should only take around 15 minutes to complete, although depending on the depth of the test, it may take longer. There are tests to assess sales capability, management styles and social personality traits

 ATTAINMENT TESTS:- A test designed to measure the skills which someone is currently using. GENERAL INTELLIGENT TEST:-measure overall intellectual capacity for thinking & reasoning. SPECIFIC COGNITIVE ABILITY TEST:-measure verbal reasoning or numerical reasoning or manual ability. TRAINABILITY TEST:- Trainability tests are used by firms as selection instruments because they provide reliable and valid indicators of LEARNING PERFORMANCE. PERSONALITY QUESTIONNAIRE:-aim to infer relatively enduring individual characterstics and traits

THE DEVELOPMENT OF THE PLAN HAS THE FOLLOWINGSTEPS:DATA SOURCES

The two types of data were taken into consideration i.e. primary data & secondary data but the major emphasis has given to primary data. The sources of information:-

1.Primary sources:- Primary source is a term used in a number of disciplines to describe source
material that is closest to the person, information, period, or idea being studied. In historiography, a primary source (also called original source or evidence) is an artifact, a document, a recording, or other source of information that was created at the time under study. If created by a human source, then a source with direct personal knowledge of the events being described.

2.secondary sources:- a secondary source is a document or recording that relates or discusses

information originally presented elsewhere. A secondary source contrasts with a primary source, which is an original source of the information being discussed. Secondary sources involve generalization, analysis, synthesis, interpretation, or evaluation of the original information.

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RESEARCH APPROACH
There are four main components to this research: specification of a theory, design based on the theory, implementation, and evaluation. This work addresses the important general issue of how humans use language to describe shape. The goal was to develop a system that can read natural language descriptions of objects and represent the understanding of those descriptions in enough detail to allow the system to reexpress the description as a graphic image of the object that was described. The proposed theory and implementation have many potential applications, but they are situated here in the context of image information retrieval.

RESEARCH INSTRUMENTS
A close ended questionnaire was constructed for my survey. A questionnaire considerd a set of questions was presented to companies. SAMPLING PLANS:- the sampling plans for three decisions: a) SAMPLING UNIT:- Most of these definitions are taken from Dane Franciss Research Methods published in 1990.Sampling is the process of selecting participants for a research project. Sampling unit or element: This refers to a single thing selected for inclusion in a research project. For example if you sample students from a college, one student would be your sample unit or element. b) SAMPLE SIZE:- The sample size of a statistical sample is the number of observations that constitute it. It is typically denoted n, a positive integer (natural number). c) CONTACT METHOD:- The base components may be enclosed in a ContactMethodType element, where supplemental contact information is included. This supplemental information conveys how the contact information should be used e.g. a telephone number may a home phone or a business direct dialed phone or a company main number. SAMPLE TECHNIQUES:- Sampling is that part of statistical practice concerned with the selection of an unbiased or random subset of individual observations within a population of individuals intended to yield some knowledge about the population of concern, especially for the purposes of

making predictions based on statistical inference. Sampling is an important aspect of data collection. ANALYSE THE SITUATION:-The next step is to extract the pertinent findindg from the collected data. In this report the collected data is tabulated and percentages are prepared to render impact to the study. The analyzed data was presented by different graphs.

SELECTION
Whether or not selection takes place depends on the conditions in which the individuals of a species find themselves. Adults, juveniles, embryos, and even eggs and sperm may undergo selection. Factors fostering selection include limits on resources (nourishment, habitat space, mates) and the existence of threats (predators, disease, adverse weather). Biologists often refer to such factors as selective pressures. Natural selection is the most familiar type of selection by name. The breeding of dogs, cows and horses, however, represents "artificial selection". Subcategories of natural selection are also sometimes distinguished. These include sexual selection, ecological selection, stabilizing selection, disruptive selection and directional selection (more on these below). Selection occurs only when the individuals of a population are diverse in their characteristicsor more specifically when the traits of individuals differ with respect to how well they equip them to survive or exploit a particular pressure. In the absence of individual variation, or when variations are selectively neutral, selection does not occur. Meanwhile, selection does not guarantee that advantageous traits or alleles will become prevalent within a population. Through genetic drift, such traits may become less common or disappear. In the face of selection even a so-called deleterious allele may become universal to the members of a species. This is a risk primarily in the case of "weak" selection (e.g. an infectious disease with only a low mortality rate) or small populations.

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Patterns of selection
Aspects of selection may be divided into effects on a phenotype and their causes. The effects are called patterns of selection, and do not necessarily result from particular causes (mechanisms); in fact each pattern can arise from a number of different mechanisms. Stabilizing selection favors individuals with intermediate characteristics while its opposite, disruptive selection, favors those with extreme characteristics; directional selection occurs when characteristics lie along a phenotypic spectrum and the individuals at one end are more successful; and balancing selection is a pattern in which multiple characteristics may be favored.

Mechanisms of selection
Distinct from patterns of selection are mechanisms of selection; for example, disruptive selection often is the result of disassortative sexual selection, and balancing selection may result from frequencydependent selection and overdominance.

EMPLOYEE SELECTION
The process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. Employee selection can range from a very simple process to a very complicated process depending on the firm hiring and the position. Certain employment laws such as anti-discrimination laws must be obeyed during employee selection

PRACTICAL STEPS TO SELECTION Step 1: Determine whether a temporary employee is needed

Necessity can often be the catalyst for haphazard selection. When your milker leaves, the choice may be between taking the shift yourself, or hiring the applicant who just drove up to the barn. Such a casual approach sometimes yields excellent results. "A while back I got lucky when I hired someone the traditional way," Bruce Burroughs, of Vista Farming in Merced, recalled. "This person worked out so well that I thought it would always be this easy." But as Bruce found out, good luck runs out eventually Sometimes a new employee is urgently needed. Hiring a temporary worker is a good alternative to employing a less suitable replacement under pressure. Written employment contracts for such fixed-term

work may help you avoid misunderstandings and possible litigation when the employee is laid off at the conclusion of this work period

Step 2: Complete a job analysis, description and specification

A frequent sentiment among farm employers is that a good attitude and a lack of bad habits are the most important ingredients in the personal makeup of farm personnel. "Give me someone with a good attitude," they argue, "and someone who will learn my bad habits--rather than those of a previous farmer!" It is indisputable that a good attitude is essential, but attitude alone does not make up for poor skills anymore than good skills make up for a poor attitude. One would not dream of selecting an individual to represent one's nation at the Olympics on attitude alone. Likewise, it is not an effective move to make selection decisions on the farm without testing for skills such as the ability to see what needs to be done, recognize difficulties, solve problems, make decisions, work at an acceptable pace, and consistently turn out quality results.

Step 3: Weight the job specification items

Weighting job duties can help the farm employer assess the qualifications of competing candidates. Each skill, knowledge area, and ability is rated according to its importance to the job. A skill may be given less importance, for instance, if it can be easily acquired or is seldom used. In hiring a tractor driver one farm employer may give greatest importance to skills in operating a wheel tractor or crawler, but less to the ability to hook up implements To arrive at the proper weight for a given factor, you can make forced comparisons between two skills, abilities, or knowledge areas. For instance, a cattle breeder might consider this question: "If two applicants are equal in every other way except their proficiencies in animal nutrition vs. computer use, which one would I rather hire?" By comparing imaginary candidates you can adjust the weights to reflect your preferences.

Step 4: Determine the recruitment strategy

Among the most frequent objections to the systematic selection approach discussed in this chapter, are concerns about getting enough applicants. How many people apply partly depends on your recruitment efforts, the type of job, labor market, pay, and the reputation of your farm. The larger the applicant pool, 51

the greater the chance of finding qualified applicants. The most thorough selection approach cannot make up for a poor candidate pool. Sources to help you advertise the position include present employees, other farm employers, previous applicants, trade journals, newspapers, vocational schools, universities, and employment agencies. The radio is a particularly good recruitment source for many agricultural jobs. Farm employers who are trying to attract Hispanic applicants often find great success through Spanish radio stations. Paul and Laura Fouts of Cortland, New York, found that radio ads allowed them to be quite creative, such as using sound effects. The radio station personalities helped write and read these. Their success with the radio spots led them to be more creative with their newspaper ads. Employees help by giving feedback or helping with ideas. The Fouts' are trying to attract people who may or may not have had previous experience with farmingSome farmers fear that by advertising job vacancies so openly they may attract undesirable applicants, but these may be eliminated at a later step.

Design the Selection Process

A well-designed selection process will yield information about a candidates skills and weaknesses, enabling the farm employer to make an informed choice.

Step 1: Determine which selection tools to use

Applicant skills can be evaluated through applications, interviews, tests, reference checks, letters of recommendation, and physicals. Some selection tools are more effective than others, but a combination of tools is usually best. Some farm employers feel strongly about using a one or two week trial period. A trial phase in conjunction with the rest of the tools described in this chapter can be very effective. A trial period makes a poor substitute for a systematic selection approach, however. All too often, if a person is barely good enough for the job, he is allowed to stay on. The chances of selecting the right individual for the job based solely on a trial period are greatly diminished, as we shall see in Chapter 3. Factors reflecting worker motivation, such as punctuality and attendance, may be elicited within the interview, but contacting previous employers may give more reliable information. If possible, try to verify evidence of specific skills, knowledge, and abilities at more than one point in the selection process (Table 2-1). Time constraints may limit choices.

Step 2: Prepare questions and situations for written and practical tests, the interview and reference checks
At this point the farm employer converts important skill areas into specific questions or activities for the application, interview, and tests. Also, questions for the reference check may be drawn up. The left-hand column in Table 2-1 can serve as a checklist of attributes to be verified by selection tools. Areas of inquiry can help determine an applicants aptitude for interpreting plant or animal health distress signs, capability with measuring instruments, command of another language, understanding of labor management principles, lifting strength, or welding expertise. Table 2-1: Determining where to check for skills, knowledge and abilities Skills, knowledge, and abilities may be measured using different tools at different stages of the selection process. An "X" indicates a principal method for measuring that skill, knowledge, or ability; an "O" indicates a secondary method.

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Skills/Knowledge/Ability

Text

Interview

Application

Reference Check

Operating

wheel

and X

crawler tractors Adjusting/calibrating equipment Maintaining equipment X O O X X

Using implements (disk, X plow) Controlling weeds, pests, X diseases Directing efforts of others Training employees Orienting employees Reading & processing X O

X X X

information Results are used to assess a candidates technical knowledge, general problem-solving ability, interest in the operation, and other job-related attributes. Some queries or activities will elicit responses that can be judged objectively, such as how much pesticide should be mixed into a given number of gallons of water. Other responses may be more subjective, such as to an inquiry on how to deal with a negligent employee.

Step 3: Assign a sequence to hurdles

The farm employer can think of the selection process as a series of hurdles that applicants must clear in order to obtain the job. Each hurdle eliminates some applicants from contention. The sequence of these hurdles needs to be designed with care. Generally, the most expensive and time-consuming selection tools are used later in the selection process. For example, in the selection of a herd manager, 12 candidates may have passed the dairy records and computer test. Since this is not the most important part of the job, high passing scores should not be a strict hurdle to eliminate contenders. Otherwise, the applicant pool might be narrowed inappropriately to those who understand records and computers but lack important hands-on skills with cattle. If there are only a few applicants, progressive hurdles are unnecessary. When selection tools are not used as hurdles, their sequence is less important. If all applicants will be interviewed and all take a practical test (or job sample), it does not matter much which of the steps comes first. Often employers use biodata (information from applications and rsums) as the first step in eliminating applicants from consideration. This is useful if some applicants do not meet specific requirements, such as having a drivers or pesticide applicators license. But excellent candidates may be eliminated if employers rely on more general qualifications--such as a certain number of years of experience--as a screening criterion. Longevity in a position may have little correlation with job proficiency. Furthermore, employers should not be overly influenced by nice-looking applications that may have been typed or completed by someone other than the candidate. Professional rsum services can make candidates appear quite attractive on paper. The caution here, then, is that there is little relationship between an applicant on paper and on the job. Written exams for technical or managerial positions are an effective early hurdle (when ability to write is a requirement) because they are less expensive to administer than interviews or practical tests. Reference checks and medical screening are usually the last two hurdles. (U.S. law requires that medical screenings, if they are used, take place after a job offer has been made.) Inviting candidates to participate can include a description of the steps in the process, their sequence, and any required applicant preparation. The sequence of hurdles may be programmed to minimize travel and expense for both applicants and employer. A preliminary telephone interview with out-of-state 55

applicants may eliminate unnecessary travel. Written tests can sometimes be mailed out-of-state when they can be administered to applicants by a trusted, qualified third party.

Step 4: Provide a realistic job preview

Applicants who have a clear understanding of what the job entails can make more informed decisions as to whether they want to apply. For instance, will the job meet their financial, emotional, and social needs? Selected applicants who have an accurate understanding of the job--of both its desirable and difficult aspects--are more likely to stay and succeed. When described to workers, conditions do not have to be labeled as positive or negative. Workers can make their own judgment. For instance, working alone will be viewed positively by one applicant and negatively by the next (see Chapter 15). The realistic job preview begins with the job announcement and position description. As prospective applicants inquire about the job, farm managers can provide applications, position descriptions, and additional information. Although some employers use the preliminary interview to learn about applicants, the best use of this selection tool is to provide information to applicants. If interviews as well as practical and written tests truly mirror the job requirements, these can also help candidates understand the job. If an applicant must lift half a dozen 3-wire alfalfa bales as part of the practical exam, he may eliminate himself if he has a bad back.

VALIDITY OF SELECTION METHODS

Validity refers to the quality of a measure that exists when the measure assesses a construct. In the selection context, validity refers to the appropriateness, meaningfulness, and usefulness of the inferences made about applicants during the selection process. It is concerned with the issue of whether applicants will actually perform the job as well as expected based on the inferences made during the selection process. The closer the applicants' actual job performances match their expected performances, the greater the validity of the selection process.

ACHIEVING VALIDITY
The organization must have a clear notion of the job requirements and use selection methods that reliably and accurately measure these qualifications. A list of typical job requirements is shown in

Exhibit 2. Some qualificationssuch as technical KSAs and nontechnical skillsare job-specific, meaning that each job has a unique set. The other qualifications listed in the exhibit are universal in that nearly all employers consider these qualities important, regardless of the job. For instance, employers want all their employees to be motivated and have good work habits. The job specification derived from job analysis should describe the KSAs needed to perform each important task of a job. By basing qualifications on job analysis information, a company ensures that the qualities being assessed are important for the job. Job analyses are also needed for legal reasons. In discrimination suits, courts often judge the job-relatedness of a selection practice on whether or not the selection criteria was based on job analysis information. For instance, if someone lodges a complaint that a particular test discriminates against a protected group, the court would (1) determine whether the qualities measured by the test were selected on the basis of job analysis findings and (2) scrutinize the job analysis study itself to determine whether it had been properly conducted.

SELECTION METHODS
The attainment of validity depends heavily on the appropriateness of the particular selection technique used. A firm should use selection methods that reliably and accurately measure the needed qualifications. The reliability of a measure refers to its consistency. It is defined as "the degree of selfconsistency among the scores earned by an individual." Reliable evaluations are consistent across both people and time. Reliability is maximized when two people evaluating the same candidate provide the same ratings, and when the ratings of a candidate taken at two different times are the same. When selection scores are unreliable, their validity is diminished. Some of the factors affecting the reliability of selection measures are:

Emotional and physical state of the candidate. Reliability suffers if candidates are particularly nervous during the assessment process.

Lack of rapport with the administrator of the measure. Reliability suffers if candidates are "turned off" by the interviewer and thus do not "show their stuff" during the interview.

Inadequate knowledge of how to respond to a measure. Reliability suffers if candidates are asked questions that are vague or confusing.

Individual differences among respondents. If the range or differences in scores on the attribute 57

measured by a selection device is large, that means the device can reliably distinguish among people.

Question difficulty. Questions of moderate difficulty produce the most reliable measures. If questions are too easy, many applicants will give the correct answer and individual differences are lessened; if questions are too difficult, few applicants will give the correct answer and, again, individual differences are lessened.

Length of measure . As the length of a measure increases, its reliability also increases. For example, an interviewer can better gauge an applicant's level of interpersonal skills by asking several questions, rather than just one or two.

TECHNIQUES

Several years ago, I was in Dallas attending a trade show and noticed all the beautiful sports and luxury cars and shared that observation with a friend. My friend said, "There are a lot of $30,000 millionaires." Meaning that a lot of people have everything they have tied up into that fancy automobile. Thinking that a car is demonstrative of that particular person's overall success is an incorrect assumption at best. What situations that you face are similar to this example? It is sometimes said that a particular person is "all hat and no cattle" when they look the part - being more image than reality. How many of your hiring candidates look the part, but deep down inside, aren't a fit for the position but you won't know it for 90-120 days - long after they have become an emotional part of your team? How often are people and situations what we think they are? Perception isn't always reality. That perception can be enormously expensive. Analogously, in your employee selection, inspiring, and maximization of your team and organization, how often do you run into situations where things aren't what they seem? Hiring mistakes can be very costly. Depending upon the industry, the cost of turnover can be anywhere from 30 percent of the annual salary and benefits to over 150 percent. Numbers don't speak to what can't be measured. Hiring mistakes destroy employee morale and hurt your Customer Experience. Consider... Through traditional hiring practices, what are the "odds" you will hire the right person? How many candidates look great initially and then when they are on your "bus" they don't work

out? Your "odds" of hiring the right person are a LOT LOWER than you think unless you are using advanced hiring techniques. Consider the following statistics (various sources)..

VARIOUS DEPARTMENTS OF THE HENNA INDUSTRIES PVT. LTD.

The Whole Organization Is Composed of Six Departments: Production Department. Quality Assurance Department Purchase Department. Materials Department. Human Resource Department. Export Finance Department. Marketing

SOURCES OF RECRUITMENT
Before an organization activity begins recruiting applicants, it should consider the most likely source of the type of employee it needs. Some companies try to develop new sources, while most only try to tackle the existing sources they have. These sources, accordingly, may be termed as internal and external.

INTERNAL SOURCES:
Recruiting may bring to mind employment agencies and classified ads, but current employees are often the best source of candidates. These include personnel already on the pay roll of an organization, i.e., its present working force, whenever any vacancy occurs; somebody from within the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes personnel who where once on the pay-roll of the company but who plan to return or whom the company would like to rehire, such as those on leave of absence, those who quit voluntarily, or those on production lay-offs.

EXTERNAL SOURCES:
Firms cannot always get all the employees they need form their current staff, and sometimes they just 59

dont want to. For example, when Delta Airlines board decided it needed to inject a new perspective into running the airline, it turned to an outsider, Leo Mullin, to be the new CEO. We will look at the sources firms use to find outside candidates next.

FACTORS AFFECTING RECRUITMENT:

All organization whether small or big does engage in secreting activity. It depends upon: The size of the organization. The employment condition is community where organization is located. The effect of past recruiting efforts. Rate or growth of organization. Culture, economic and legal factors.

HRP SYSTEM
HRP System as such includes following elements or sets for planning. Overall Organization Objectives Business Environment Forecasting Manpower Needs Assessing Manpower Supply Matching Manpower Demand-Supply factors

Based on these elements we can draw HRP System Architecture as under.

HRP PROCESS
Organizational Objectives & Policies: The objectives of HR plan must be derived from organizational objectives like specific requirements of numbers and characteristics of employees etc. HRP needs to sub-serve the overall objectives by

ensuring availability and utilization of human resources. Specific policies need to be formulated to address the following decisions. Internal Hiring or External Hiring? Training & Development plans Union Constraints Job enrichment issues Rightsizing organization Automation needs Continuous availability of adaptive and flexible workforce

HR Plan Implementation: A series of action programs are initiated as a part of HR plan implementation as under.

Recruitment & Selection: Employees are hired against the job vacancies. Based on the manpower demand and supply forecasts made, hiring of employees is initiated based on supply forecasts. For this internal and external sources of manpower are utilized. A formal selection board is established to interview and select the best of the candidates for the required vacancies. Finally the selected employees also need to be placed on proper jobs. Here some companies recruit employees for specific jobs while others recruit fresh trainees in large number and train them for future manpower needs. Training and Development : The training and development program is charted out to cover the number of trainees, existing staff etc. The programs also cover the identification of resource personnel for conducting development program, frequency of training and development programs and budget allocation. Retraining and Redeployment ; New skills are to be imparted to existing staff when technology changes or product line discontinued. Employees need to be redeployed to other departments where they could be gainfully employed. Retention Plan : Retention plans cover actions, which would reduce avoidable separations of employees. Using compensation plans, performance appraisals, avoiding conflicts, providing green 61

pastures etc, can do this. Downsizing plans : Where there is surplus workforce trimming of labor force will be necessary. For these identifying and managing redundancies is very essential. Managerial Succession Planning ; Methods of managerial succession plans may vary. Most successful programs seem to include top managements involvement and commitment, high-level review of succession plans, formal performance assessment and potential assessment and written development plans for individuals. A typical succession planning involves following activities. Analysis of demand for managers and professionals Audit of existing executives Projection of future likely supply from internal and external sources Individual career path planning Career counseling Accelerated promotions Performance related training and development

Control & Evaluation of HRP : HR Plan must also clarify responsibilities for control and establish reporting procedures, which will enable achievements to be monitored against the plan. The HR Plan should include budgets, targets and standards. These plans may simply be reports on the numbers employed, recruited against targets etc.

SUCCESSION PLANNING Meaning of Succession Planning

Succession planning is the process or activities connected with the succession of persons to fill key positions in the organization hierarchy as vacancies arise. The focus of attention is towards which person the succession planning is needed. The focus is not more on career development but it is more towards what kind of person is required to fill the future vacancy. Succession planning focuses on identification of vacancies and locating the probable successor. For example in succession planning the key concern can be who will be next CEO or what will happen if the Marketing Manager retires in coming March.

JOB DESCRIPTION
Job Description implies objective listing of the job title, tasks, and responsibilities involved in a job.

Job description is a word picture in writing of the duties, responsibilities and organizational relationships that constitutes a given job or position. It defines continuing work assignment and a scope of responsibility that are sufficiently different from those of the other jobs to warrant a specific title. Job description is a broad statement of purpose, scope, duties and responsibilities of a particular job. Contents of Job Description 1. Job Identification 2. Job Summary 3. Job Duties and Responsibilities 4. Supervision specification 5. Machines, tools and materials 6. Work conditions 7. Work hazards 8. Definition of unusual terms

Format of Job Description

Job Title Region/Location Department Reporting to (Operational and Managerial) Objective Principal duties and responsibilities

JOB SPECIFICATIONS
Job Specification involves listing of employee qualifications, skills and abilities required to meet the job description. These specifications are needed to do job satisfactorily. 63

In other words it is a statement of minimum and acceptable human qualities necessary to perform job properly. Job specifications seeks to indicate what kind of persons may be expected to most closely approximate the role requirements and thus it is basically concerned with matters of selection, screening and placement and is intended to serve as a guide in hiring.

Contents of Job Specifications

1. Physical Characteristics 2. Psychological characteristics 3. Personal characteristics 4. Responsibilities 5. Demographic features

JOB EVALUATION
Job Evaluation involves determination of relative worth of each job for the purpose of establishing wage and salary differentials. Relative worth is determined mainly on the basis of job description and job specification only. Job Evaluation helps to determine wages and salary grades for all jobs. Employees need to be compensated depending on the grades of jobs which they occupy. Remuneration also involves fringe benefits, bonus and other benefits. Clearly remuneration must be based on the relative worth of each job. Ignoring this basic principle results in inequitable compensation. A perception of inequity is a sure way of de-motivating an employee. Job evaluation is a process of analyzing and assessing the various jobs systematically to ascertain their relative worth in an organization. Jobs are evaluated on the basis of content, placed in order of importance. This establishes Job Hierarchies, which is a purpose of fixation of satisfactory wage differentials among various jobs.

JOB SATISFACTION
Job satisfaction is the result of various attitudes possessed by an employee towards his job, related factors and life in general. The attitudes related to job may be wages, supervision, steadiness, working conditions, advancement opportunities, recognitions, fair evaluation of work, social relations

on job, prompt settlement of grievances etc. In short job satisfaction is a general attitude, which is the result of many specific attitudes in three areas namely, job factors, individual characteristics and group relationships outside the job

Components of Job Satisfaction Personal factors: Sex, Dependents, Age, Timings, Intelligence, Education and Personality. Job inherent factors: Type of work, Skills, Occupational status, Geography, Size of plant Management controlled factors: Security, Payment, Fringe benefits, Advancement opportunities
and Working conditions, Co-workers, Responsibilities, Supervision

WORK SAMPLING
Definition 1: Measuring and quantifying activities "A measurement technique for the quantitative analysis of non-repetitive or irregularly occurring activity."

Meaning of Work Sampling

Work sampling is based on the theory that the percentage of the number of observations on a particular activity is a reliable measure of the percentage of the total actual time spent on that activity. Work sampling operates by an observer taking a series of random observations on a particular "thing" of interest (machine, operating room, dock, etc.) to observe its "state" (working, idle, sleeping, empty, etc.). When enough samples are taken, an analysis of the observations yields a statistically valid indication of the states for each thing analyzed. Assume, for example, that you wish to determine the proportion of time a factory operator is working or idle. Also assume that 200 random observations were made of the operator and during 24 of these he or she was observed to be idle. Therefore, you find that the individual is working 176/200 = 88% of the time.

PERCEPTION OF EMPLOYEES ON PERFORMANCE APPRAISAL

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Performance Appraisal is a method of judging the relative worth, both qualitative and quantitative aspect of job, and the ability of an individual in performing it. It is a systematic and objective way of evaluating both actual performance and potential of employees. This helps in determining and communicating to an employee how he or she is performing the jobs and ideally, establishing a plan of growth and development in organizational setting. Recent researcher and experiences have shown that development oriented performance appraisal and review system, when effectively practiced, substantially contribute to the organizational health and facilitates multiplication of managerial resources. In analyzing low performance they focused only on the inefficiency of people instead of finding out the loopholes in the system. Whereas a good performance appraisal system should focus on identifying the factor that help or hinder optimal performance and the appraisal role may be to help identify these factors and weakening and inhibiting factors, and work out action plan to that effect.. Not only this is a good performance appraisal system should take into consideration how well an individual has performed his role rather than what results he has achieved . A good performance appraisal system needs to focus on four qualities. Theses are creativity, initiative, contribution to team spirit and development of subordinates. Good performance appraisal system should aim at communicating the problems and sharing the views between people in order to achieve target and perform task-related functions.

ESSENTIALS OF SELECTION PROCESS: The selection process can be successful if the following requirements are satisfied: Some one should have the authority to select. requisition. There must be some standard of personnel with which a prospective employee may be compared i.e. a comprehensive job description and job specification should be available beforehand. There must be a sufficient number of applicants from whom the required number of employees may be selected. There is a no standard selection process that can be followed by all the companies in all the areas. Companies may follow different selection techniques or methods depending upon the size of the company, nature of the business, kind and number of persons to be employed, government regulations to 0be followed etc. Thus, each company may follow any one or the possible combinations of methods of selection in the order convenient or suitable to it. Following are the selection methods generally This authority comes from the employment

followed by the company. Selection procedure employs several methods of collecting information about the candidates qualifications, experience, physical and mental ability, nature and behavior, knowledge, aptitude and the like for judging whether a given applicant is or is not suitable for the job. Therefore, the selection procedure is not a single act but is essentially a series of methods or stages by which different types of information can be secured through various selection techniques. At each step, facts may come to light, which are useful for comparison with the job requirements an employee specification.

INDUCTION
Introducing the new employee who is designated as a probationer to the job, job location, surroundings, organization, organizations surroundings, and various employees is the final step of employment process. Some of the companies do not company do not lay emphasis on this function as they view that the colleagues of the new employees will automatically perform this function. This processes gains more significance as the rate of turnover is high among new employees compared to that among senior employees. This is mainly because of the problem of adjustment and adaptability to the new surroundings and environment. Further induction is essential as the newcomer may feel insecure, shy, nervousness and disturbing. This situation leads to instability. Hence, induction plays pivotal role in acquainting the new employee environment, company rules and regulations. Induction is the process of receiving and welcoming an employee when he first joins company and giving him the basic information he needs to settle down quickly and happily and start work. Lecture, handbook, film, group seminar are used to impart the information to new employees about the environment of the job and the organization in order to make the new employee acquaint himself with the following heads: About the Company About the Department About The Superiors, Subordinates etc.

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HEENA INDUSTRIES Pvt. Ltd

Henna Industries Pvt. Ltd. was incorporated in the year 1997. The Henna Industries Pvt. Ltd. aspires of achieving long term business relationship with its clients based on strong corporate ethic. The well equipped lab assisted by strong R&D team has enabled the company to produce high quality products for the clients. The Company maintains high quality products and strict delivery schedule so as to successfully cater to the clients' requirements. The company's ability to meet all customer requirements expedite and at very competitive prices, has been its major strength and has helped it to gain loyal and growing customer base in international market. We have a very diversified and distinguished clientele.

The company exports its products to clients in Taiwan, Switzerland, Indonesia, Nepal, Westernizes, South-East Asia, Brazil, Japan, Hong Kong and a number of other countries. Henna Industries Pvt. Ltd. manufactures products which are safe, trustworthy and of very high quality in cognizance with the international market. A team of technically qualified personnel performs in-house quality control checks at every stage of production to produce flawless products. The henna products are made using natural henna while herbal powder are manufactured with rare herbs collected in the valleys of Himalayas. Henna Industries Pvt. Ltd. we very much give importance and emphasis to the packaging of our product. Therefore, we use the best packing possible. So, all our products are packed in such a manner that they remain durable, far more attractive and impressive. Henna Industries Pvt. Ltd. has a wide variety of products dedicated to hair and skin care. These products are being exported to U.K., Japan, Westernize, South-East Asia and a number of other countries. 1.Color Mate Hair Colors (Natural Black, Natural Brown, Burgundy, Golden Brown, and Mahogany & Light Brown): All these are henna based hair colors for coloring gray hair in different colors. These hair colors have very small content of chemical, which is less then 3% after dilution. Their color stays on hair for 20 25 days. 2.Color Mate Herbal Henna: It is a mixture of henna and many other rare Indian herbs. It is used for the conditioning of hair. A regular use of this product gives natural strength, shine and luster to hair. It gives reddish / brownish color on gray hair. Its color stays on hair for about two weeks. 3.Color Mate Active Plus- Natural Black: It is shampoo based hair color, which gives color to the hair within 10 minutes. It is completely ammonia free and its formulation is such that the concentration of dye contents is not more than 3 % after dilution. It is also very easy to use since it provides the convenience of self-spreading.

Color Mate Hair Color Creams - (Natural Black, Dark Brown, Medium Brown, Golden Brown, Burgundy, & Mahogany): Color Mate Hair Color Creams are cream based hair colors enriched with natural oils and hair nourishing ingredients for vibrant shine with perfect long lasting natural looking colors. Its rich creamy mixture does not drip and evenly penetrates each strand from root to tip to ensure perfect coverage of grey
69

hair. Its advanced conditioning formula maintains pH balance and makes the hair silky and incredibly soft with complete protection
SM Heena Industries was established in 2004, with a vision to manufacture various superior quality henna hair care products like Natural Henna Powder, Herbal Henna Powder, Neutral Henna Products, Indigo Powder, Senna leaves, Henna Colors and Henna Cone that are reasonably priced and conform to international standards. We started our operations with a sound infrastructure and a team of industry experts. We are most trustworthy henna hair colour dye manufacture and highly respected exporter for the same SM Heena Industries is reckoned worldwide. We offer our clients right kind of products to have a competitive edge in the market. All the products are manufactured to fulfill the quality standards and acceptability norms of various countries and hence are widely accepted in domestic as well as export markets. We are offering a wide range of herbal hair care. We can also provide customized solutions as per the buyer's requirements and specifications. Mr. Sohanlal Tak started our business in 1985 as a Mehandi agent at Sojat City, the only wholesale market of henna in India. He has successfully presided Mehandi Dalal Association for many years as its Chairman and has ample experience of henna cultivation, plant and leaves. The CEO of the company, Mr. Omprakash Tak joined him with the foundation of SM Heena Industries in 2004. He is highly qualified and expert in manufacturing best quality henna products. He has invented some new henna colors and herbal mixers with his expertise. He has been handling Manufacturing Department and Management of our organization very effectively. Mr. Chainraj Tak is assisting him as Deputy Manager and handling Marketing Department successfully. Advocate Shyam Sunder Tak is heading ExportImport Department and looking after various legal issues of the organization successfully. SM Heena Industries is known for its team work and transparency in the organization. We lay high emphasis on the quality of our products. Quality being the prime feature of our products, we utilize only authentic raw materials and natural elements to manufacture all our products.

Production Department
The production department is designed in the following manner: At level 1, there is a DEPUTY GENERAL MANAGER (Manufacturing At level 2, there is a DEPUTY MANAGER (Manufacturing) who is under the deputy general manager (mfg)

At level 3, there are two ASSISTANT MANAGER (manufacturing) who is under the deputy general manager (mfg) At level 4, there are ten ENGINEERS (Manufacturing) who is under the deputy general manager (mfg) At level 5, there are eight STAFF (Manufacturing), which are under the deputy general manager (mfg) At level 6, there are seventeen WORKERS (Manufacturing), which are under the deputy general manager (mfg)

1. Quality Assurance Department

At level 1, there is a DEPUTY GENERAL MANAGER (Q.A.) At level 2, there is a GENERAL MANAGER (Q.A.) At level 3, there are six EXECUTIVES (Q.A.) At level 4, there are eight INSPECTORS (Q.A.) At level 5, there are three CHECKERS (Q.A.)

1. Purchase Department
At Level 1, There Is A MANAGER At Level 2, There Are Two ASSISTANT MANAGERS. At Level 3, There Are Two EXECUTIVES 2. MATERIAL DEPARTMENT At level 1 there is an ASSISTANT MANAGER. At level 2 there are two EXECUTIVES. At level 3 there are three ASSISTANTS.

3. HUMAN RESOURCE DEPARTMENT

At level 1 there is a SENIOR MANAGER. At level 2 there is a MANAGER. At level 3 there are three EXECUTIVES.

4. EXPORT DEPARTMENT
At level 1 there is a SENIOR MANAGER (EXPORT). At level 2 there is a ASSISTEMENT MANAGER (EXPORT). 71

At level 3 there are three EXECUTIVES (EXPORT).

5. FINANCE DEPARTMENT
At level 1 there is a COMPANY SECRETARY. At level 2 there are three EXECUTIVES. At level 3 there is one SECRETARY. At level 4 there is an ASSISTANT. MARKETING DEPARTMENT At level 1, there is a DY.MANAGER. At level 2, there is ASSISTANT MANAGER.

Analysis
A) Views Of The Top Management
The organization JBM Auto components limited. Has strong adherence to its Business Framework, which is reviewed on an annual basis. Its focus on key people oriented process is deep rooted in its quest for acquiring the world-class people. GOAL: World-class people Attract, develop and maintain a diverse team of motivated and talented individuals working in an environment that fosters accomplishment, ownership, creativity and mutual respect and which results in JBMA being the employer of choice in each market.

Q1 How satisfied are you with the recruitment and selection?

TABLE 12 Attributes Absolutely satisfied Somewhat satisfied Percentage 65 25

Not satisfied FIGURE 12

10

10% 0% 25% absolutely satisfied some what satisfied not satisfied

0%

65%

INTERPRETATION: The customers are satisfied with the recruitment and selection in HEENA INDUSTRY Pvt lim. Are giving 100% response in the above fields.

Q2 Within how many days of joining, does the new candidate undergo his induction program?

iii) 2 Weeks jjj)More than 2 week

YES 100 NO 0

73

120 100 followers 80 60 40 20 0 yes no answerof follwers Series1

INTERPRETATION: The candidate goes in the induction programme in 2 weeks and more than two weeks.In which 100% responces are YES.

Q3 Do you think recruitment and selection is the ladder to success? Table 14 Attributes Agree Disagree FIGURE 14 Percentage 70 30

0% 30% 0% Agree Disagree 70%

INTERPRETATION: Recruitment and selection is ladder to success is agrred by 70% and disagreed by 30% of the candidates.

Q4 Do you keep candidates informed of their progress, after every stage of recruitment process?

Yes 70 FIGURE 14

No 30

75

0% 30% 0% Agree Disagree 70%

INTERPRETATION: Candidates are informed to their progress, mostly responses are YES which goes to the 70% and rest is of 30% NO responses.

Q5. FACTORS WHICH HELP IN RECRUITMENT AND SELECTION TABLE 3 Attributes Hard work Senior sub ordinate relationship Skill & management No. of respondents 12 23 15 Percentage 24 46 30

FIGURE 3

0% 30%

24%

46%

INTERPRETATION: Above research it shows that senior sub ordinate relation will be best preferable for getting promotion but hard work and skills also get 24% & 30% respectively.

Q6. At what intervals recruitment and selection is done in your company? Table 7 Attributes Annually Binomially Quarterly All the above Figure Percentage 54 32 14 0

77

14%

0%

32%

54%

annually binomally quarterly

INTERPRETATION: Recruitment and selection is done on the HEENA INDUSRIES Pvt lim. Is done ANNUALY 54%, Binomially 32%, Quarterly 14%, etc. Accordingly 54% of people want to have promotion annually in their companies but 32% &14% want it binomially & quarterly respectively in their superior companies.

Q7 Who is responsible for recruitment in the organization? At the entry level of Managerial level54% At the Senior Managerial level32%.. At the Workmen level14%

14%

0%

32%

54%

INTERPRETATION:

At the entry level of Managerial level is 54% which is more and mostly responcible in the organization.

Q8 Is the interview panel provided with the standardized evaluation forms?

Yes 70% No 30%

79

0% 30% 0% Agree Disagree 70%

INTERPRETATION:

The interview panel provided with the standardized evaluation forms in which mostky responces are YES with 70% and NO with 30%.

Q9 What are selection devices being used? ll) Structured Application Blanks mm) nn) Structured Interviews Written Tests

Structured Application Blanks Structured Interviews Written Tests

54% 14% 32%

14%

0%

32%

54%

INTERPRETATION:

Structured Application Blanks 54%, Structured Interviews 14%, Written Tests 32% being used in the industries. Q10 What types of interviews are conducted? 1 Structured Interviews 2Unstructured Interviews 3A combination of both
Structured Interviews 46%

Unstructured Interviews A combination of both

24% 30%

81

0% 30%

24%

46%

INTERPRETATION:

Structured Application Blanks 46%, Structured Interviews 24%, A combination of both 30% being used in the industries.

FINDINGS:
Our survey result contributed out of 100 people 20 % people are working in cedar to Middle management also 25% respondent from HEENA INDUSTRIES PVT. LTD. working as a senior management major chuck which contributed in our survey is executive i.e. 40%. Other signifies a junior level of employee in HEENA INDUSTRIES PVT. LTD. . Out of 100 people for our survey 28% people responded that they serving to HEENA INDUSTRIES PVT. LTD. are more than 3 years but there work tenure is less than of 5 years. Adding to this 17% respondent working with HEENA INDUSTRIES PVT. LTD. is more than of 3 months which is basically junior management also 16% said they working with HEENA INDUSTRIES PVT. LTD.is more than with range of 3-6 Months.14% respondent said they working with RELIANCE LIFE

INSURANCE last 1-2 Years. While 8% respondent said they working with HEENA INDUSTRIESPVT. LTD more than 5 years. Salary break up shows the employees which contributed in our survey at what range of their salary 28% respondent said there salary range in between of 20000-250000, and 26% respondent said there salary range is 25001-30000 also 14 % people said there salary range would be more that 30000-350000 per month. 37% employee of the HEENA INDUSTRIES PVT. LTD.strongly agree Exports is made in a way that is consistent with the customer preference and 42 % agree that Exports is made in a way that is consistent with the customer preference now 21 % people are not agree that Exports is made in a way that is consistent with the customer preference. According to our survey result out of 100 people which is our sample size said 32% people are strongly agree with this views that HEENA INDUSTRIES PVT. LTD leadership team is open to different ideas and opinions issues for any level of employees. And 39% people agreed with this views that HEENA INDUSTRIES PVT. LTD does Appraisals in organization HEENA INDUSTRIES PVT. LTD leadership team is open to different ideas and opinions issues for any level of employees.

1. Talent Recruitment Strategies for high growth

Recruitment challenges for high growth companies: For high growth organizations, attracting, hiring and retaining the right talent is critical. Add the right players to your team and you have a key source of competitive advantage. Attract the wrong talent and you will have difficulty meeting your strategic goals and objectives. Your first challenge is to generate a labor pool that is large enough for you to draw on when searching for top talent. The second is to develop an effective process for screening and selecting the best candidates. The impact of shifting population demographics on the labor pool has already been felt in some sectors of our economy. As the baby boom generation continues to age, we can acute labor shortages similar to the ones we have been experiencing with IT professionals in an increasing number of professions. The day of placing ads in the newspaper and receiving a flood of resumes from qualified applications are drawing to a close. Companies that want to ensure that they have a steady stream of applicants will have 83

to think outside the box to broaden their repertoire of talent recruitment strategies

2. Out of the Box Recruitment Strategies

Both long and short-term strategies will be needed to ensure effective talent recruitment.

Short term strategies will be needed to explore include:

Short auditions Job fairs Tele commuting, job sharing and part timework to tap into the female labor force. Incentives and contests for employee referrals. The use of web based resources such as job boards and job distribution services attracting media coverage and publicity by creating a unique corporate culture and environment where up and coming young professionals want to work. Increasing public exposure by making it possible for employees to participate in high profile activities even if means giving them some time off work.

Longer term strategies could might include

Giving executives and senior managers time off to become actively involved in the leadership of professionals associations or the alumni associations of universities and secondary schools from which they graduated. Giving executives and senior managers time tom broaden their network of up and coming professionals by teaching at university or community college (this can be done on a part time basis or through sabbaticals) Summer and co-op placements for high school and college students Providing scholarships for high potential high school graduates in exchange in a certain number of years of service Sponsoring tutoring and upgrading programs at elementary and secondary schools with high failure and drop out rates Partnering with local junior high and secondary schools to arrange field trips and site visit to company locations some of these strategies may seem far-fetched but the

talent has to come from somewhere. If we dont the schools to grow it, it wont be there for us to buy when we need it.

Key Skills for High Growth

To be successful in high growth organizations, employees need much more than strong technical skills. They must also be able to: Embrace change Tolerate ambiguity Learn quickly Maintain constructive relationship with team members, team leaders and clients. Juggle multiple projects, tasks and priorities multi-task. It can be challenging to access how well candidates will fit your environment. We have recently emerged from long period of job shortages. Due to the intense competition that was taking place in the job market, candidates have developed strategies to present themselves favorable during traditional interviews. Many candidates receive: Assistant in designing resumes Image consulting regarding dress Coaching about how to handle typical interview questions

This preparation can mask candidates deficiencies. Although interviews are the most widely used selection tool, they are not the best of on the job performance. Strategies such as assessment centers, job samples and rigorous reference checks will uncover much more reliable data. Wherever possible, these strategies should be used in conjunction with selection interviews. The best employer fit their jobs faster than their competitors because they:than clearly define the role they are looking to fill. Understand that they have to have a defined, workable, recruitment strategy Work hard at processing applications in the shortest possible time Understand that recruitment is a two-way process

Sell the opportunities to their applicant 85

RECOMMENDATION :
1.The Recruitment and Selection process should not be too expensive. 2.Recruitment and Selection criteria should be clear to both: Interviewer and Interviewee. 3.Proper Measurement Techniques for measuring the skills of the candidates. 4.Recruitment sources should be increased and valuable. 5.The process of recruitment and selection should not to be too lengthy. 6.The process should work according to the objective only.

An Explanation of the above said as:The Recruitment And Selection Process Should Not Be Too Expensive. The recruitment and the selection process is expensive it can be made less expensive. It is in favor of the organization. The expenses during the recruitment and selection process can be made less by using some specific criteria. Recruitment And Selection Criteria Should Be Clear To Both: Interviewer And Interviewee. The recruitment and the selection criteria should be more clear for both the interviewer and for interviewes. In some of the cases it is observed that there is lack of clarity during this process for the interviewer and for interviewee. So this type of unclear may cause difficulties in selecting the best person for the job. And this can cause difficulties in achieving the goals. Proper Measurement Techniques For Measuring The Skills Of The Candidates. There should be proper measurement techniques for measuring the skills of the candidates. the organization can take the candidates for testing their skills in the organization for some limited time period. If the candidates are measured well on the basis of their skills it would help the organization to achieve its goals. And if the organization would select the unskilled person it would bring negative results for the organization. Recruitment Sources Should Be More. The company should not be depend on some of the sources of the recruitment ,but it should increase the number of sources for recruiting and selecting the candidates. As many are the sources as more would be the pool of candidates and it would help the organization to achieve its goal and the most suitable manpower. The Recruitment And Selection Process Should Not Be So Lengthy.

The recruitment and the selection process should not be so lengthy. Because a lengthy recruitment and the selection process results in more time consuming. And the time saving is most important in this time of globalization to survive in the competition. As much time the organization have ,more is the possibility for achieving the goals of the organization.

Limitations Following Limitations faced by me during the Study of the Project as: 1. Time Limitations 2. Unavailability Of Proper Material 3. Lack Of Guidance 4. Organisational Restrictions 5. Lack Of Responsiveness By The Employees Towards The Questionnaire

An Explanation of the Above:TIME LIMITATION

The time was a limitation during completion of the report. The time was not enough to cover all the points about the topic. Also it was a tough job to understand all the recruitment and selection in this short period. It brings the eagerness in completion of the report. The time raise as a big difficulty in the preparation of the report. This time limitation enables to better understanding the policies of the company.

Unavailability Of Proper Material

The lack of proper material was also a limitation when developing the report. There was not adequate availability of material in developing the report. Some of the material available was not too relevant. 87

The material available was not sufficient. The library was not able to provide the best material.

Lack Of Guidance
There was lack of guidance at some of the stages when preparing the report. The supervisors sometimes were not able to give proper guidance because of his own job responsibilities. So it was a little lack of guidance.

Organisational Restrictions
There were restrictions on the supervisor and on the respondents to very much clear all the policy and process of the recruitment and selection process. No organization discloses all the recruitment and selection policy to the outsides. Nobody in the organization is authorized to disclose all the policies it is because of some certain principles made by the top management of the organization.

Lack Of Responsiveness By The Employees Towards The Questionnaire

There was lack of responsiveness by the employees towards the questionnaire. Some of them were not able to provide the responses in a right way. Some of them were not able to give the best response. Some of them do not seem to be much serious about fulfilling the questionnaire.