1. Introduction Background.

As increasing numbers of markets and businesses internationalize, issues associated with the human resource management (HRM) practices utilized in these acquired, merged or newly-established wholly-owned foreign enterprises or joint ventures that result from foreign direct investment (FDI) take on increasing importance for both global organizations and national governments a like. Moreover, understanding the factors that determine the HRM practices that are produced in these organizations as a result of FDI has become more pronounced as academic researchers and business practitioners grapple with understanding the operationalization of these emergent HRM practices which are often a hybrid blend of host country practices with practices of the country of origin of the foreign direct investor. The actual impact of the introduction of management and HRM practices from foreign investors is even more pronounced where the foreign investors hail from dramatically different political, economic and social systems, as occurs where there is Western investment in transition economies in the former East European Soviet bloc. One such nation is Kazakhstan, a nation that was a republic of the former Soviet Union, now a member of the Commonwealth of Independent States (CIS) and positioned in northern and central Eurasia with part of its territory located in easternmost Europe, and is regarded by UNCTAD (2006) as being part of Southeast Europe. Following independence in 1991, Kazakhstan has made significant reforms to the Soviet command-economy and monopolist political power and development of a market economy and fledgling democracy, yet much of the Soviet-style management and work practices remain as a legacy of the Soviet-era. While, like many of its former Soviet republics and its neighbor, China, Kazakhstan has a large agricultural sector (which remains the source of livelihood for a large percentage of its population), Kazakhstan has experienced negative GDP growth but since 2000 has enjoyed substantive economic growth in the post-Soviet era, in no small part due to its large oil, gas and mineral reserves. The oil and gas reserves are estimated to be the 3rd largest in the world and Kazakhstan is in the top twenty in oil production. These oil, gas, mineral and energy reserves have made Kazakhstan a very attractive prospect for FDI. Yet, while there is a growing body of literature exploring FDI in Kazakhstan, limited research has been undertaken into the implications of such investment for HRM practices. This paper seeks to address this gap in the literature by examining the extent to which Kazakhstans post-Soviet experience of internationalization from inward FDI has affected its HRM practices. The rationale for examining Kazakhstan is because of - a) its potential strategic importance to international businesses, especially petrochemical and mining organizations seeking to expand their international operations into relatively untapped markets, and b) because it has experienced international capitalist market economic integration and transformation more slowly than other former Communist nations in Central Eastern Europe. In 2001 and 2002 respectively, the EU and the USA recognized Kazakhstan as a market economy and its GDP has grown by 51 percent over the last five years
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through OFDI. All this factors and written information were resulting of formulating and creation of HRM activities that using in Kazakhstan area teal now.1 Research methodology. Data researched and gathered by using secondary source and collected primary data by interviewing experts. Theoretical background of the research work conducted by collection of information from the books, magazines and also internet searching. In order to analyze recruitment and selection practices in Kazakhstan we have collected primary data by interviewing experts and by original official companys documents. Primary research is most appropriate in conducting my research work. That type of research is based on collecting original primary data. This can be through numerous forms, including questionnaires, direct observation and telephone interviews amongst others. The main part of our work is the analysis of primary data, which we have collected by interviewing experts and official documentation of chosen organization. The next three chapters introduce the theoretical fundamentals, analysis of data, and findings and suggestions. In chapter 1, Theoretical background, presents the theory of recruitment and selection, this theory explains what is recruitment and selection and what kind of activities has. Chapter 2 is Analysis of data, the analysis of the theme. This chapter considers Temirbanks history, and what kind of recruitment and selection systems they have. Chapter 3, Findings and Suggestions develops the findings from the chapter 2. In this chapter we expressed our own findings according to our research and make some suggestions to the company to improve their recruitment and selection program. Objectives and purpose of the study. In basic idea behind selecting the topic of Employee Hiring is to study how employees are hired in Kazakhstan. Today organizations are coming up with the new techniques of hiring people. Hence to study how the actual process is carried in the organization and what kind of problems they have. Research questions: - What is recruitment? - What kind of factors effects recruitment and selection process? - What is recruitment policy? - What kind of internal recruitment sources we have? - What kind of external recruitment sources we have? - What is selection? - What is selection process? - What kind of selection test we have? - What is employment interview? - What are objectives of interview? Importance and scope 1. This project will provide a value insight to student on the topic.
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Dana B. Minbaeva, Kate Hutchings & S. Bruce Thomson, Examining human resource management in post-soviet Kazakhstan, Monash university, may 2007, page 2

2. This project will help to get the practical knowledge in employee hiring in the organization. 3. This project will determine the present and future requirements of the firm in conjunction with its personnel- planning and job analysis activities. 4. Organizations can use this diploma work as an extra information resource for developing their future HRM activities. 5. Owner of business enterprises or new business holders can use this diploma work as practice project paper. 6. This project will help increase the pool of job candidates at minimum cost for organizations. 7. This project will help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 8. This project will help increase the success rate of the selection process by reducing the number visibly under qualified or over qualified job applicants. 9. This project will help evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. Limitation 1. Organizations did not disclose full information. 2. Data collected in this field are not sufficient. 3. Limitation of the study is limited amount of survey employees. 4. Reliability of given information. 5. Informational security of organizations makes big barriers for study their activities. 6. Do not have more time to analyze more information. 7. Do not have enough information to see maximum effectiveness of the diploma work. Summary. People form an integral part of the all organization in the world. The efficiency and quality of its people determines the fate of the organization. Hence choice of right people, placing them at right place and at the rite time becomes essential. Hiring comes at this point of time in the picture. Hiring is a strategic function for HR department. Recruitment and selection form the process of hiring the employees. Recruitment is the systematic and planed process of generating a pool of qualified applicant for organization job. The process includes the step like HR planning attracting applicant and screening them. This step is affected by various factors, which can be internal as well as external. The organization makes use of various methods and sources for this purpose. Selection is carried from the screen applicant during the recruitment process. There is also some specific process is involved. By the way of conducting preliminary interview and conducting the various test , if required reference check and further final interview is conducted. During the process there are certain difficulties and barriers that are to be overcomes. Kazakhstan is developing country. All aspects of business cultures are coming from oversea countries. Now Kazakhstan is entering international business standards. Kazakhstan business enterprises need new knowledge about business. One of them is
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HRM activities. In this diploma work I want to show you recruitment and selection HRM activities in Kazakhstan case.

1. Literature review 1.1 Recruitment According to Edwin B. Flippo, recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are: A process of finding and attracting capable applicants for employment is the process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy.2 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. Purpose & importance of recruitment. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants. The Purpose and Importance of Recruitment are given below: Attract and encourage more and more candidates to apply in the organization. Create a talent pool of candidates to enable the selection of best candidates for the organization.
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Hurbert G. Heneman III, et al,, Personnel/Human resource management, third edition, Irwin, 1986. P 224 8

 Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Recruitment process. The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: the recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. Each department should fill official post to HRM department. In this official post contains number of persons that department future needs, duties to be performed and qualifications that each department required. Though these information HRM department prepare the job description and person specification, locating and developing the sources of required number and type of employees, shortlisting and identifying the prospective employee with required characteristics. After tis activities HRM department arrange the interviews with the selected candidates. Conducting interview and decision making process is important and last activity of selection. The Recruitment and Selection Process has several critical points. The Recruitment and Selection Process is very sensible to the changes in the internal organization of the company and to the changes on the external job market. The process must be easy to understand for the target audience of the Recruitment and Selection Process. The process is not created for employees of HRM; the process is developed mainly for the managers in the organization. The managers are the most important clients of the Recruitment and Selection Process, HRM has to follow the standard defined in the Recruitment and Selection Process. HRM cannot afford to draw the nice process maps and document flows in the organization and not to follow them. When HRM does not follow the rules defined, then HRM cannot expect the managers to define such a process.3 HRM must be able to get a buy-in from the managers in the organization to use standards defined and to keep the process consistent. For example the graph illustrates one of the most common mistakes in the Recruitment and Selection Process. The HRM starts to fill the vacancy without a clear agreement about the profile and job content of the vacancy to be filled. This mistake takes a long time to correct and the whole cycle time of the recruitment gets too long and produces confusion among all the participants in the process.

Hurbert G. Heneman III, et al,, Personnel/Human resource management, third edition, Irwin, 1986. P 225

1.1.1 Recruitment planning The recruitment process is usually the second most expensive HR Process. Just the Training and Development is more expensive than the recruitment and staffing. Human Resources pay for hiring new qualified employees, the visibility on the job market and recruitment surveys. The recruitment process has to be planned, and the expenses have to be monitored closely. The recruitment planning is about having a clear outlook of the recruitment agenda for the whole year. The recruitment planning manages the expenses of the critical HR area and brings the assurance to lives of HR Managers. The recruitment is extremely expensive, and managers have to learn to cut costs, and implement hard recruitment targets in their departments. The recruitment planning is not just about the costs of the recruitment process. The recruitment planning includes many activities like the HR Marketing. The plan is not a budget. The plan is smarter and manages the recruitment activities during the whole year.4 The strategic planning is about managing job vacancies in the organization. It is about the management of the internal recruitment and management of promotions and succession planning. The plan connects all the elements with the value added for the organization and forms the final recruitment plan. The plan is about the complex alignment of the HR Strategy with the capability of the organization to increase the value added of the human capital. The recruitment and staffing is the essential HR Process for gaining the sustainable competitive advantage. The planning period is not easy for the recruitment specialists and HR Managers. They have to make many assumptions about the development of the organization. They have to cooperate closely with specialists from the Career Development department to identify the main skill and competencies gaps. They have to bring the realistic recruitment plan to close gaps. The recruitment planning is the creative part of the recruitment process. It is strategic when the planning is done correctly. The meaningful recruitment plan makes it clear what activities will be done during the year and what will be the impact on the organization.5 Standard Recruitment Planning Process Steps .The recruitment planning should not be a dreaming session; the team cannot just brainstorm new ideas. The proper planning is about the analysis of the current status and the performance of recruitment processes. It is about the analysis of the new trends and fascinating facts collected during job interviews with candidates. Everything should be collected and closely evaluated against the recruitment strategy. The recruitment planning process steps should be: 1. Data gathering of recruitment measures and performance 2. Analysis of recruitment data gathered 3. Recruitment Process Performance Presentation and Discussion 4. Recruitment Results and Recruitment Strategy
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http://www.simplehrguide.com/standard-recruitment-planning-process-steps.html , from 21st of May http://www.go2hr.ca/ForbrEmployers/Recruitment/Planning/tabid/91/Default.aspx, from 23th of May

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5. 6. 7. 8.

Team Brainstorming generating new ideas Business initiatives requiring intensive recruitment of new employees Recruitment Plan Preparation Plan Validation Each plan, including the recruitment plan, should start with the data gathering. The recruitment process generates many useful inputs, and they should not be ignored. Most companies have information about the number and structure of vacancies. They have information about payments to external vendors. They measure the average time to hire. They measure the results of the induction period. The data gathering is about finding the right sources of data, getting and cleaning data. Many companies are not able to connect invoices with job vacancies. This should be done during the data gathering process step, as the proper and detailed recruitment analysis can be prepared for the team discussion. The analysis of the recruitment data is highly beneficial. Most HR Managers understand the process, and they have the experience. However, they do not understand the real performance of the process; they do not understand the cost structure of the recruitment process in the organization. They usually know how many people were hired, but they do not have the clue about the number of job applicants. The analysis of the recruitment connects vacancies, measures and costs. The recruitment manager has to present the basic recruitment performance information before the group starts any brainstorming. It is a reality check for the team. The team has to discuss the performance of the recruitment process, and they should confirm all findings. They can be surprising, and they should be written on the white board as the team sees them during the brainstorming session after the presentation.6 The development of the recruitment process is driven by the recruitment strategy. The recruitment manager has to present the current status of the implementation of the recruitment strategy. All findings from the analysis should be compared with the strategy as the team understands the current situation. It can help to define initiatives, actions and projects in the recruitment area for the next year. They can be used as the source of information for the potential minor adjustments of the recruitment strategy. The brainstorming of the new ideas for the further development of the recruitment process is the most creative part of the recruitment planning. All participants should respect the given recruitment strategy and the presented results of the recruitment analysis. They should propose ideas gathered during job interviews with candidates. They can be inspired by the best practice found on the job market. Each idea should be evaluated by the group and the potential benefits of the solution should be identified. The group should decide which ideas will be implemented during the next year. They should assign priorities. Many ideas need just a small adjustment in the process, but some ideas can require a setup of the regular project team.7
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http://www.simplehrguide.com/standard-recruitment-planning-process-steps.html, from 23th of May David A.DeConzo and Stephen P. Robbins, Personnel/Human resource management, Third edition, Prentice-Hall of India, New Delhi, 1989, p 121

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Finally, HR Managers should add information about the business initiatives, which will require the intensive recruitment of new employees. It is essential as the recruitment manager can prepare the proper recruitment plan. The implementation of the planned initiatives needs to be stopped during months of the intensive recruitment. HR Managers should confirm all additional vacancies as soon as possible as the timing can be adjusted (if needed). Finally, the recruitment manager prepares the detailed recruitment plan from all gathered information. It is the last process step in the recruitment planning. The recruitment manager updates the recruitment strategy and provides information about the recruitment plan to all HR Managers. The HR Managers should use the plan in their discussions with the internal clients. The clients should not start their activities at the same time, and HR Managers should prioritize requirements of clients. The recruitment planning process is a creative and relaxing process for most HR employees, but the benefits of the plan are enormous. The recruitment factory can balance the workload, and it can still implement new ideas and projects. The recruitment strategy is a living document then.8 Recruitment strategy. The recruitment strategy is a document describing the target position on the job market and the main recruitment sources to be used. The recruitment strategy has to be aligned perfectly with the HR Strategy, and it has to support the strategic goals and initiatives of the organization and Human Resources. The recruitment strategy defines the main goals for the recruitment process and HR Recruiters have to follow the defined goals as the organization reaches the desired position on the job market. The successful recruitment strategy helps to source the innovative organization with the diverse human resources. Recruitment Strategy Goals. The company needs its strong brand name on the job market. The organization has to differentiate itself from competitors. The recruitment process has to create the value added for the organization. The recruitment process has to acquire the best talents from the competitors. The recruitment of talents with the innovative approach is difficult. The company has to create the diverse organization as it utilizes the different ideas to build a better result. These are the goals for the recruitment strategy. The recruitment strategy connects different HR Recruitment tools to build the unique approach of the organization. The organization has to be reliable and visible on the job market as the best talents think of it as the employer of choice (first choice). The organization has to set the budget for the implementation of the recruitment strategy, and it has to evaluate the results delivered to make the additional changes in the recruitment strategy. Recruitment Strategy Development. The recruitment strategy is not just pure HR Marketing. The recruitment strategy is about selecting the right recruitment sources for the organization. It is about selecting the right websites to spread the job vacancies. It is about the approach of the organization to the internal recruitment. It is about the approach to different and more flexible job arrangements to support the
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http://www.simplehrguide.com/recruitment-plan-development.html, from 23th of May

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work/life balance. The development of the recruitment strategy is teamwork effort, and it cannot be prepared just by Human Resources function. Managers are the users of the recruitment process, and they should help to determine the desired position of the organization on the job market. Recruitment Strategy Effectiveness and Evaluation. The recruitment strategy cannot be just designed. The good design of the recruitment strategy contains the basic recruitment measures to evaluate the effectiveness of the recruitment strategy. HR needs the immediate feedback about the different components in the recruitment strategy as HR can make the steps needed to bring the improvement. The recruitment process has many opportunities for the measurement, and it can be improved almost on a daily basis. The recruitment strategy should be a part of the daily improvement process. The small improvements help to build the competitive advantage.9 1.1.2 Sources of recruitment Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of the recruitment. Internal sources of recruitment. Some Internal Sources of Recruitments are given below: 1. Transfers are the employees are transferred from one department to another according to their efficiency and experience. 2. Promotions the employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. 3. Others are Upgrading and Demotion of present employees according to their performance. 4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. 5. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.10 External Sources of Recruitment. Some external sources given below: 1. Press advertisements are advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach. 2. Educational institutes are various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives,
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http://www.simplehrguide.com/recruitment-strategy.html, from 24th of May Garry Dessler, Personal management, Fourth edititon, Prentice-Hall international, 1988, p 122

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engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus. 3. Placement agencies are several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing) 4. Employment exchanges are government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. 5. Labor contractors are manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs. 6. Unsolicited applicants are many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization. 7. Employee referrals / recommendations are many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Recruitment Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union. 8. Recruitment at factory gate is unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.11 1.1.3 Evaluation of internal sources

Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of its advantage and disadvantage the same are spelled out as follows: Advantages: 1. Familiarity with own employees: The organization has more knowledge and familiarity with the strengths and weaknesses of its own employees than of strange on unknown outsiders. This information give opportunity for department manager adapt new transferred employee. 2. Better use of the talent: The policy of internal recruitment also provides an opportunity to the organization to make a better use of talents internally available and to develop them further and further. Same time this information give chance to use new employees talent in maximum and effective way.

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John H. Brenardian and Joyce E.A. Russel, Human resource management An experienced approach, New York, 1993, p 179

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3. Economical recruitment: In case of internal recruitment, the organization does not need to spend much money, time and effort to locate and attract the potential candidates. Thus, internal recruitment proves to be economical, or say, inexpensive. 4. Improves morale: This method makes employees sure that they would be preferred over the outsiders as and when they filled up in the organization vacancies. Psychological feelings of employees help motivate and improve performance of working in new work place. 5. A motivator: The promotion through internal recruitment serves as a source of motivation for the employees to improve their carrier and income. The employees feel that organization feel that organization is a place where they can build up their life-long career. Besides, internal recruitment also serves as a means of attracting and retaining employees in the organization. Disadvantages: The main drawback associated with the internal recruitment is as follows: 1. Limited choice: Internal recruitment limits its choice to the talents available within the organization. Thus, it denies the tapping of talents available in the vast labor market outside the organization. Moreover, internal recruitment serves as a means for inbreeding, which is never healthy for the future organizations. 2. Discourage competition: In this system, the internal candidates are protected from competition by not giving opportunity to otherwise competent candidates from outside the organization. This in turn, develops a tendency among the employees to take the promotion without showing extra performance. 3. Stagnation of skills: With the feeling that internal candidates will surely get promoted, their skill in the long run may become stagnant or obsolete. If so, productivity and sufficiency of the organization, in turn, decreases. 4. Creates conflicts: Conflicts and controversies surface among the internal candidates, whether or not they deserve promotion. 1.1.4 Evaluation of external sources Like the internal source of recruitment, external sources are mixed of advantages and disadvantages. Advantages: 1. Open process- Being a more open process, it is likely to attract a large number of applicants/application. The, in turn, widens it option of selection. 2. Availability of Talented Candidates- With the large pool of applicants, it becomes possible for organization to have talented candidates from the outside. Thus, it introduces new blood in the organization. 3. Opportunity to Select the Best Candidate- With the large pool of applicants, selection process becomes competitive. This increases prospects for selection the best candidates. 4. Provides healthy competition- As the external members are supposed to be more trained and efficient. With such a background, they work with the positive
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attitude and greater vigor. This helps create healthy competition and conductive work environment in the organization. Disadvantages. However, the external sources of recruitment suffer from certain disadvantages too, these are: 1. Expensive and time consuming- This method of recruitment is both expensive and time consuming. There is no guarantee that organization will get good and suitable candidates. 2. Unfamiliarity with the Organization- As candidates some outside the organization, they are not familiar with tasks, job nature and the international scenario of the organization. 3. Discourage the Existing Employee- Existing employees are not sure to get promotion. This discourages them to do the hard work. This, in turn, boils down to decreasing productivity of the organization.12 1.1.5 Factors Affecting Recruitment The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are: Internal Factors 1. Recruitment policy The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment program. It may involve organizational system to be developed for implementing recruitment programs and procedures by filling up vacancies with best qualified people. Factors affecting recruitment policy they are: Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications. 2. Human resource planning Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. 3. Size of the firm The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations.
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Terry L. Lep and Michel D. Crino, Personnel/ Human resource management, Macmillan, New York, 1990, p190

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4. Cost Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. Same time hiring cost will different depend on work position and importance in organization. 5. Growth and expansion Organization will employ or think of employing more personnel if it is expanding its operations. More organizations a main objective is get more and more profit. To reaching this objectives organizations able to growth and expand their business activities, it means they will need more and more employees. External factors affecting recruitment. The external factors which affecting recruitment is the forces which cannot be controlled by the organization. The major external forces are: 1. Supply and demand The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. 2. Labor market Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants. 3. Image / goodwill Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBAs when many finance companies were coming up. 4. Political-social- legal environment Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate cant meet criteria stipulated by the union but union regulations can restrict recruitment sources. 5. Unemployment rate One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labor which in turn leads to unemployment.
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6. Competitors The recruitment policies of the competitors also affect the recruitment function of the organizations. To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitors.13 1.1.6 Recruitment Policy of an organization. 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 program. It may involve organizational system to be developed for implementing recruitment programs and procedures by filling up vacancies with best qualified people. Components of the recruitment policy14 The general recruitment policies and terms of the organization. Briefly explanation about recruitment policy of organization. Terms of organizations are individual characteristics, skills, physical characteristics, knowledge and other characteristics that organization want to see from new hired employees. Recruitment services of consultants. Sometimes organizations use external consultants services to provide maximum effective recruitment and selection activities. In this case organizations should know what kind of services they should do and their responsibilities. Recruitment of temporary employees. To do not losing profit, organizations hiring temporary employees to cover empty working positions till finding experts. The selection process. Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Each step of selection process briefly should be explained and written in recruitment policy. The job descriptions. A job description is a list that a person might use for general tasks, or functions, and responsibilities of a position. It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range. Job descriptions are usually narrative, but some may instead comprise a simple list of competencies; for instance, strategic
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http://www.slideshare.net/dasaritapaswi/21249076-recruitment-1, slide p6,from 25th of May Ian Beandwell an Len Holden, Human resource management, Macmillan,1996, p. 210

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human resource planning methodologies may be used to develop competency architecture for an organization, from which job descriptions are built as a shortlist of competencies. The terms and conditions of the employment. In this part of policy explained salary payments, working conditions, employee relations, time off and holidays and working hours. A recruitment policy of an organization should be such that: It should focus on recruiting the best potential people. It is main objectives of recruitment and selection activities. HRM department should follow this objective to reach organizations main goal. To ensure that every applicant and employee is treated equally with dignity and respect. Recruitment policy should treat equally with dignity and respect for every employees and future candidates. Discrimination actions are strongly prohibited and same time it is against human rights. Unbiased policy. Each roles and approaches that written in recruitment policy should be understandable and realistic to implement. To aid and encourage employees in realizing their full potential. Recruitment policy should realizing full potential of employees and design condition for increasing skills and experience of employees. Weightage during selection given to factors that suit organization needs. Age of candidates should suit organization needs, in some work positions age is very important factor. Statistics show that as age is grate experience of employee will more and older person more responsible than younger employees. Optimization of manpower at the time of selection process and defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship. Integrates employee needs with the organizational needs. 1.1.7 Factors affecting recruitment policy Organizational objectives. The overall goals, purpose and mission of a business that have been established by its management and communicated to its employees. The organizational objectives of a company typically focus on its long range intentions for operating and its overall business philosophy that can provide useful guidance for employees seeking to please their managers. Personnel policies of the organization and its competitors. There are numerous laws and regulations which regulate the nature of the relationship between an employee (and volunteer, in the case of nonprofits) and his or her organization. They are intended primarily to ensure that everyone is treated fairly and equitably regardless of their race, creed, color or sexual orientation. They are intended to ensure that the treatment of employees and volunteers is based primarily on their job performance. Common types of activities guided by the laws and regulations are, for
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example, hiring and firing, benefits and compensation, affirmative action, rights of privacy, discrimination and harassment, and wrongful termination. Government policies on reservations. The term government policy can be used to describe any course of action which intends to change a certain situation. Think of policies as a starting point for government to take a course of action that makes a real life change. In this case specific governmental policy controlled relation between organization and employees. 15 Preferred sources of recruitment. Organizations have external source and internal source of recruitment. These resources are factors that affect recruitment process. Need of the organization. Need of organization one of the important factors of the recruitment policy. Future plans and strategy of recruitment should cover organizations needs. Recruitment costs and financial implications. All activities provided in future they need some amount financial budgets. Recruitment costs directly influence organizations financial condition. Because of these factors can change recruitment policy in some case. 1.1.8 Recruitment strategy The Recruitment Strategy is a complete mix of the recruitment processes, targets to hire and approach to hire the best talents. The Recruitment Strategy is a document to define the approaches and to get the best talents from the job market. The recruitment strategy has to be connected fully with other strategic HR documents to provide the rest of the organization with a clear picture about the HRM approach to the issue. Sometimes the Recruitment Strategy helps to face the issue of the organization and Human Resources - this is many times a case of the older population in the organization and how to get the young potential into the organization. The recruitment strategy defines the following approaches: the target group of the recruitment how the target group will be approached the recruitment sources to be used the recruitment processes to be used to serve the load The recruitment strategy can also define some special programs to get the best potential candidates to the company and to attract them to be employed with the organization. The recruitment strategy cannot define the general goals as "Being the employer of choice". The strategy should define the clear actions and steps to be the real employer of choice to keep the attraction of the target audience.16 The recruitment strategy has to main sources of the information. The recruitment strategy has to be based on the organizational scan inside the organization and the
15 16

http://www.businessdictionary.com/definition/organizational-objectives.html#ixzz1whfEoUen , from 25th of May http://hrmadvice.com/hrmadvice/hr-processes/recruitment-and-selection/recruitment-strategy.html, from 25th of May

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market research. The recruitment strategy has to target the reachable goals and it cannot be focused on attracting the candidates, who are not available on the market. In case of lack of resources on the market, the Recruitment Strategy has to define another way to grow the potential inside the organization. 1.1.9 Recent trends in recruitment Outsourcing Recruitment is the human resource (HR) processes is the latest practice being followed by middle and large sized organizations. It is being witnessed across all the industries. In India, the HR processes are being outsourced from nearly a decade now. Outsourcing industry is growing at a high rate. Human Resource Outsourcing refers to the process in which an organization uses the expert services of a third party (generally professional consultants) to take care of its HR functions while HR management can focus on the strategic dimension of their function. The functions that are typically outsourced are the functions that need expertise, relevant experience, knowledge and best methods and practices. This has given rise to outsourcing the various HR functions of an organization. HR Consultancies such as Ma Foi and Planman Consulting provide such services through expert professional consultants. Human resources business process outsourcing (HR BPO) is a major component of the worldwide BPO market. Performance management outsourcing involves all the performance monitoring, measurement, management being outsourced from a third party or an external organization. Many organizations have started outsourcing its recruitment process i.e. transferring all or some part of its recruitment process to an external consultant providing the recruitment services. It is commonly known as RPO i.e. recruitment process outsourcing. More and more medium and large sized organizations are outsourcing their recruitment process right from the entry level jobs to the C-level jobs. The present value of the recruitment process outsourcing industry (RPO) in India is estimated to be $2.5 billion and it is expected to grow at the annual rate of 30-40 per cent for the next couple of years. According to a recent survey, only 8-10 per cent of the Indian companies are complete recruitment processes. However, the number of companies outsourcing their recruitment processes is increasing at a very fast rate and so is the percentage of their total recruitment processes being outsourced. Outsourcing organizations strive for providing cost saving benefits to their clients. One of the major advantages to organizations, who outsource their recruitment process, is that it helps to save up to as much as 40 per cent of their recruitment costs. With the experience, expertise and the economies of scale of the third party, organizations are able to improve the quality of the recruits and the speed of the whole process. Also, outsourcing enables the human resource professionals of organizations to focus on the core and other HR and strategic issues. Outsourcing also gives a structured approach to the whole process of recruitment, with the ultimate power of decision making of recruiting with the organization itself. The
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portion of the recruitment cycle that is outsourced range from preparing job descriptions to arranging interviews, the activities that consume almost 70 per cent of the time of the whole recruitment process. Outsourcing the recruitment processes for a sector like BPO, which faces an attrition of almost 50-60 per cent, can help the companies in BPO sector to save costs tremendously and focus on other issues like retention. The job seekers are also availing the services of the third parties (consultants) for accessing the latest job opportunities.17 Advantage of outsourcing recruitment. Traditionally, recruitment is seen as the cost incurring process in an organization. HR outsourcing helps the HR professionals of the organizations to concentrate on the strategic functions and processes of human resource management rather than wasting their efforts, time and money on the routine work. Outsourcing the recruitment processes helps to cut the recruitment costs to 20 % and also provide economies of scale to the large sized organizations. The major advantages of outsourcing recruitment performance management are: Outsourcing is beneficial for both the corporate organizations that use the outsourcing services as well as the consultancies that provide the service to the corporates. Apart from increasing their revenues, outsourcing Process provides business opportunities to the service providers, enhancing the skill set of the service providers and exposure to the different corporate experiences thereby increasing their expertise. The advantages accruing to the corporates are: Turning the management's focus to strategic level processes of HRM Accessibility to the expertise of the service providers Freedom from red tape and adhering to strict rules and regulations Optimal resource utilization Structured and fair performance management. A satisfied and, hence, highly productive employees Value creation, operational flexibility and competitive advantage Therefore outsourcing helps both the organizations and the consultancies to grow and perform better. 1.1.10 E-recruitment Many big organizations use Internet as a source of recruitment. E-recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CVs in worldwide web, which can be drawn by prospective employees depending upon their requirements.
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http://www.articlesbase.com/self-publishing-articles/recent-trends-in-recruitment-in-retailing-industry-483282.html, from 26th of May

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E-recruitment: The buzzword and the latest trends in recruitment is t he ERecruitment. Also known as Online recruitment, it is the use of technology or the web based tools to assist the recruitment processes. The tool can be either a job website like naukri.com, the organizations corporate web site or its own intranet. Many big and small organizations are using Internet as a source of recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet. Alternatively job seekers place their CVs in worldwide web, which can be drawn by prospective employees depending upon their requirements. The internet penetration in India is increasing and has tremendous potential. According to a study by NASSCOM Jobs is among the top reasons why new users will come on to the internet, besides e-mail. there are more than 18 million resumes floating online across the world. The two kinds of e-recruitment that an organization can use is Job portals i.e. posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organization.18 Resume scanners. Resume scanner is one major benefit provided by the job portals to the organizations. It enables the employees to screen and filter the resumes through pre-defined criterias and requirements (skills, qualifications, experien ce, payroll etc.) of the job. Job sites provide a 24*7 access to the database of the resumes to the employees facilitating the just-in-time hiring by the organizations. Also, the jobs can be posted on the site almost immediately and is also cheaper than advertising in the employment newspapers. Sometimes companies can get valuable references through the passers-by applicants. Online recruitment helps the organizations to automate the recruitment process, save their time and costs on recruitments. Online recruitment techniques Giving a detailed job description and job specifications in the job postings to attract candidates with the right skill sets and qualifications at the first stage. E-recruitment should be incorporated into the overall recruitment strategy of the organization. A well-defined and structured applicant tracking system should be integrated and the system should have a back-end support. Along with the back-office support a comprehensive website to receive and process job applications (through direct or online advertising) should be developed. Therefore, to conclude, it can be said that e-recruitment is the Evolving face of recruitment. There are many benefits both to the employers and the job seekers but the erecruitment is not free from a few shortcomings. Some of the advantages and the disadvantages of e-recruitment are as follows:
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http://www.ijeat.org/attachments/File/V1Issue4/D0273041412.pdf , from 27th of May

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Advantages of e-recruitment are: Lower cost to the organization. Also, posting jobs online is cheaper than advertising in the newspaper. No intermediaries. Reduction in the time for recruitment. Facilities the recruitment of right type of people with the required skills. Improved efficiency of recruitment process. Online recruitment helps organization to weed out the unqualified candidates in an automated way. Disadvantages of e-recruitment: Apart from the various benefits, erecruitment has its own share of shortcomings and disadvantages. Some of them are: Screening and checking the skill mapping and authenticity of millions of resumes is a problem and time consuming exercise for organizations. There is low Internet penetration and no access and lack of awareness of internet in many locations across India. Organizations cannot be dependent solely and totally on the online recruitment methods. In India, the employers and the employees still prefer a face-to-face interaction rather than sending e-mails 1.1.11 Recruitment and selection Both recruitment and selection are the two phases of the employment process. The differences between the two are:19 1. The recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization. WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.
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http://www.slideshare.net/harshalsk/recruitment-and-selection , from 28th of May

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1.1.12 How to select a recruitment consultant If an organization decides to outsource its recruitment processes or activities, it is very important to find and select a suitable recruitment consultant or consultancies, which can deliver results according to the needs of the organization. Today, there are thousands of consulting firms (consultancies) as well as freelance consultants working independently. An organization looks for various considerations and qualities before selecting the suitable recruitment consultant. The reputation of the consulting firm in the job market (based on expertise and experience). Consultants expertise and experience (from how long has he/firm been in the business) Does the recruitment consultant have the requisite resources to complete the targets on time? Get the idea of the effectiveness and the services of the recruitment consultant from its current and past clients. Qualities of an independent recruitment consultant. Some of the qualities or characteristics looked in recruitment consultants are: Marketing skills Flexibility and adaptability Wisdom Exuberance Ability to prioritize Ambition Resourcefulness Diplomacy/ delicacy Selecting the right recruitment consultant is essential for the effective recruitment processes. A successful Recruitment consultant is someone who is determinative, focused, and able to create opportunities for him, works harder and smarter than competitors and continually set and achieve higher standards. Recruitment Strategies: recruitment is of the most crucial roles of the human resource professionals. The level of performance of and organization depends on the effectiveness of its recruitment function. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization.20 For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1. Identifying and prioritizing jobs The recruitment keeps arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately.
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http://recruitment.naukrihub.com/recruitment-consultant.html, 28th of May

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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 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: 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 purposes 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. How to Select a Recruitment Consultant If an organization decides to outsource its recruitment processes or activities, it is very important to find and select a suitable recruitment consultant or consultancies, which can deliver results according to the needs of the organization. Today, there are thousands of consulting firms (consultancies) as well as freelance consultants working independently. An organization looks for various considerations and qualities before selecting the suitable recruitment consultant. The recruitment of the consulting firm in the job market. Who are the consultants or firms past and present clients? Consultants expertise and experience (from how long has he/firm been in the business) Does the recruitment consultant have the requisite resources to complete the targets on time?
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 Get the idea of the effectiveness and the services of the recruitment consultant from its current and past clients. 1.1.13 Equal employment opportunity Equal employment opportunity refers to the approach of the employers to ensure the practice of being fair and impartial in the employment process. The term "Equal Opportunity Employment" was first given by President Lyndon B. Johnson when he signed Executive Order 11246 which was created to prohibit federal contractors from discriminating against employees on the basis of race, sex, creed, religion, color, or national origin. The scope of the order also covered the discrimination on the basis of the minority status. Discrimination in employment. Discrimination refers to the any kind of prejudice, biasness or favoritism on the basis of disability race age sex sexuality pregnancy Marital status In employment. No person should be treated less favorably than any other on the basis of the specified issues above. Many countries (like SA) have already implemented Equal Opportunity Act, making it against the law to treat anybody unfairly. Diversity in workforce. With the globalization and the increasing size of the organizations, the diversity in the workforce is increasing i.e. people from diverse backgrounds, educational background, age groups, race, gender, abilities etc come together to work for one organization and common objectives. Therefore, it is the responsibility of the employer to create an equality-based and discrimination-free working environment and practices. Equal opportunity means treating people equally and fairly irrespective of their race, religion, sex, age, disability etc. Giving women an equal treatment and access to opportunities at the workplace. Any employee should be ill-treated or harassed by the employer or other employees. Equal Employment Opportunity principles help to realize and respect the actual worth of the individual on the basis of his knowledge, skills, abilities and merit. And the policy should cover all the employees of an organization whether permanent or temporary, contractual etc. Equal employment opportunity is necessary to ensure: To give fair access to the people of all development opportunities To create a fair organization, industry and society.

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 To encourage and give disadvantaged or disabled people a fair chance to grow with the society 1.2 Employee screening and selection According to R.D. Gatewood and H.S. Field, employee selection is the "process of collecting and evaluating information about an individual in order to extend an offer of employment." Employee selection is part of the overall staffing process of the organization, which also includes human resource (HR) planning, recruitment, and retention activities. By doing human resource planning, the organization projects its likely demand for personnel with particular knowledge, skills, and abilities, and compares that to the anticipated availability of such personnel in the internal or external labor markets. During the recruitment phase of staffing, the organization attempts to establish contact with potential job applicants by job postings within the organization, advertising to attract external applicants, employee referrals, and many other methods, depending on the type of organization and the nature of the job in question. Employee selection begins when a pool of applicants is generated by the organization's recruitment efforts. During the employee selection process, a firm decides which of the recruited candidates will be offered a position. Effective employee selection is a critical component of a successful organization. How employees perform their jobs is a major factor in determining how successful an organization will be. Job performance is essentially determined by the ability of an individual to do a particular job and the effort the individual is willing to put forth in performing the job. Through effective selection, the organization can maximize the probability that its new employees will have the necessary KSAs to do the jobs they were hired to do. Thus, employee selection is one of the two major ways (along with orientation and training) to make sure that new employees have the abilities required to do their jobs. It also provides the base for other HR practice such as effective job design, goal setting, and compensation that motivate workers to exert the effort needed to do their jobs effectively, according to Gatewood and Field. Job applicants differ along many dimensions, such as educational and work experience, personality characteristics, and innate ability and motivation levels. The logic of employee selection begins with the assumption that at least some of these individual differences are relevant to a person's suitability for a particular job. Thus, in employee selection the organization must (1) determine the relevant individual differences needed to do the job and (2) identify and utilize selection methods that will reliably and validly assess the extent to which job applicants possess the needed KSAs. The organization must achieve these tasks in a way that does not illegally discriminate against any job applicants on the basis of race, color, religion, sex, national origin, disability, or veteran's status.21

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http://www.referenceforbusiness.com/management/Em-Exp/Employee-Screening-and-Selection.html#b, From 28th of May

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1.2.1 Selection process Selection is long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. In practice, the process differs among organizations and between two different jobs within the same company. Selection procedure for senior managers will be long-drawn and rigorous, but it is simple and short while hiring shop-floor workers. Environmental factors affecting selection. Selection is influenced by several factors. More prominent among them are supply and demand of specific skills in the labor market, unemployment rate, labor-market condition, legal and political consideration, companys image, companys policy and cost of hiring. The last three constitute the internal environment and the remaining from the external environment of the selection process. Preliminary interview. The applicants received from job seekers would be subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reason, which did not appear in the application forms. Besides, preliminary interview, often called courtesy interview, is a good public relation exercise. Selection tests. Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicants ability, aptitude and personality. The following are the type of tests taken: 1. Ability tests. Assist in determining how well an individual can perform tasks related to the job. An excellent illustration of this is the typing tests given to a prospective employer for secretarial job are also called as achievement tests. It is concerned with what one has accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. Questions have been prepared and tested for such trades as asbestos worker, punch- press operators, electricians and machinists. There are, of course, many UN standardized achievement tests given in industries, such as typing or dictation tests for an applicant for a stenographic position. 2). Aptitude test. Aptitude tests measure whether an individuals has the capacity or latent ability to learn a given job if given adequate training. The use of aptitude test is advisable when an applicant as had little or no experience along the line of the job opening. Aptitudes tests help determine a persons potential to learn in a given area. An example of such test is the general management aptitude tests (GMAT), which many business students take prior to gaining admission to a graduate business school program. Aptitude test indicates the ability or fitness of an individual to engage successfully in any number of specialized activities. They cover such areas clerical aptitude, numerical aptitude, mechanical aptitude, motor co-ordination, finger
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dexterity and manual dexterity. These tests help to detect positive negative points in a persons sensory or intellectual ability. They focus attention on a particular type of talent such as learning or reasoning in respect of a particular field of work.22 1.2.2 Form of aptitude tests Mental or intelligence tests. They measure the overall intellectual ability of a person and enable to know whether the person has the mental ability to deal with certain problems23. 1. Mechanical aptitude tests. They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and problem solving abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc. 2. Psychomotor or skills tests. They are those, which measure a persons ability to do a specific job. Such tests are conducted in respect of semi- skilled and repetitive jobs such as packing, testing and inspection, etc 3. Intelligence test. This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured. The intelligence is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities. 4. Interest Test. This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc. such tests indicate which occupations are more in line with a persons interest. Such tests also enable the company to provide vocational guidance to the selected candidates and even to the existing employees. These tests are used to measure an individuals activity preferences. These tests are particularly useful for students considering many careers or employees deciding upon career changes. 5. Personality Test. The importance of personality to job success is undeniable. Often an individual who possesses the intelligence, aptitude and experience for certain has failed because of inability to get along with and motivate other people. It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role. Personality tests are similar to interest tests in that they, also, involve a serious problem of obtaining an honest answer. 6. Projective Test: This test requires interpretation of problems or situations. For example, a photograph or a picture can be shown to the candidates and they are asked to give their views, and opinions about the picture. General knowledge test: Now a day the G.K. Tests are very common to find general awareness of the candidates in the field of sports, politics, world affairs, current affairs.
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Robert L. Mathis and John H. Jackson, Personnel- Contemporary Perspectives and applications, Third edition, West publishing , New York, 1982, p. 193 23 http://www.psychometric-success.com/aptitude-tests/aptitude-tests-introduction.htm, from 29th of May

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7. Perception Test: At times perception tests can be conducted to find out beliefs, attitudes, and mental sharpness. etc. 8. Graphology Test: It is designed to analyze the handwriting of individual. It has been said that an individuals handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential. 9. Polygraph Test: Polygraph is a lie detector, which is designed to ensure accuracy of the information given in the applications. Department store, banks, treasury offices and jewelry shops, that is, those highly vulnerable to theft or swindling may find polygraph tests useful. 10. Medical Test: It reveals physical fitness of a candidate. With the development of technology, medical tests have become diversified. Medical servicing helps measure and monitor a candidates physical resilience upon exposure to hazardous chemicals. 1.2.3 Choosing tests The test must be chosen in the criteria of reliability, validity, objectivity and standardization. They are:24 1. Reliability. It refers to standardization of the procedure of administering and scoring the test results. A person who takes tests one day and makes a certain score should be able to take the same test the next day or the next week and make more or less the same score. An individuals intelligence, for example, is generally a stable characteristic. So if we administer an intelligence test, a person who scores 110 in March would score close to 110 if tested in July. Tests, which produce wide variations in results, serve little purpose in selection. 2. Validity. It is a test, which helps predict whether a person will be successful in a given job. A test that has been validated can be helpful in differentiating between prospective employees who will be able to perform the job well and those who will not. Naturally, no test will be 100% accurate in predicting job success. A validated test increases possibility of success. There are three ways of validating a test. They are as follows: 1). Concurrent Validity. This involves determining the factors that are characteristics of successful employees and then using these factors as the yardsticks. 2). Predictive Validity. It involves using a selection test during the selection process and then identifying the successful candidates. The characteristics of both successful and less successful candidates are then identified. 3). Synthetic Validity: -It involves taking parts of several similar jobs rather than one complete job to validate the selection test.
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http://www.scribd.com/doc/53555846/5/Some-Types-of-Selection-Test-Some-Types-of-Selection-Test, from 24th of May

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3. Objectivity. When two or more people can interpret the result of the same test and derive the same conclusion(s), the test is said to be objective. Otherwise, the test evaluators subjective opinions may render the test useless. 4. Standardization. A test that is standardized is administered under standard condition to a large group of person who are representatives of the individuals for whom it is intended. The purpose of standardization is to obtain norms or standard, so that a specific test score can be meaningful when compared to other score in the group. 1.2.4 Interview The next step in the selection process is an interview. Interview is formal, indepth conversation conducted to evaluate the applicants acceptability. It is considered to be excellent selection device. It is face-to-face exchange of view, ideas and opinion between the candidates and interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can be adapted to unskilled, skilled, managerial and profession employees. Objectives of interview: Interview has at least three objectives and they are as follows:25 - Helps obtain additional information from the applicants. - Facilitates giving general information to the applicants such as company policies, job, products manufactured and the like. - Helps build the companys image among the applicants. Interviews can be of different types. There interviews employed by the companies. Following are the various types of interview. 1) Informal interview. An informal interview is an oral interview and may take place anywhere. The employee or the manager or the personnel manager may ask a few almost inconsequential questions like name, place of birth, names of relatives etc. either in their respective offices or anywhere outside the plant of company is not planned and nobody prepares for it. This is used widely when the labor market is tight and when you need workers badly. 2) Formal interview. Formal interviews may be held in the employment office by the employment office in a more formal atmosphere, with the help of wellstructured questions, the time and place of the interview will be stipulated by the employment office. 3) Non-directive Interview: Non-directive interview or unstructured interview is designed to let the interviewee speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g. Mr. Ray, please tell us about yourself after youre graduated from high school. The idea is to give the candidate complete freedom to sell him, without the encumbrances of the interviewers question. But the interviewer must be of higher caliber and must guide and relate the information given by the applicant to the objective of the interview
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http://changingminds.org/disciplines/hr/selection/interview.htm, from 29th of May

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4) Depth interview. It is designed to intensely examine the candidates background and thinking and to go into considerable detail on particular subjects of an important nature and of special interest to the candidates. For example, if the candidate says that he is interested in tennis, a series of questions may be asked to test the depth of understanding and interest of the candidate. These probing questions must be asked with tact and through exhaustive analysis; it is possible to get a good picture of the candidate. 5) Stress Interview. It is designed to test the candidate and his conduct and behavior by him under conditions of stress and strain. The interviewer may start with Mr. Joseph, we do not think your qualifications and experience are adequate for this position, and watch the reaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job. This type of interview is borrowed from the Military organization and this is very useful to test behavior of individuals when they are faced with disagreeable and trying situations. 6) Group interview. It is designed to save busy executives time and to see how the candidates may be brought together in the employment office and they may be interviewed. 7) Panel interview. A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate. 8) Sequential interview: The sequential interview takes the one-to-one a step further and involves a series of interview, usually utilizing the strength and knowledgebase of each interviewer, so that each interviewer can ask questions in relation to his or her subject area of each candidate, as the candidate moves from room to room. 9) Structures interview. In a structured interview, the interviewer uses preset standardized questions, which are put to all the interviewees. This interview is also called as Guided or Patterned interview. It is useful for valid results, especially when dealing with the large number of applicants. 10) Unstructured interview. It is also known as Un patterned interview, t he interview is largely unplanned and the interviewee does most of the talking. Unguided interview is advantageous in as much as it leads to a friendly conversation between the interviewer and the interviewee and in the process, the later reveals more of his or her desire and problems. But the UN patterned interview lacks uniformity and worse, this approach may overlook key areas of the applicants skills or background. It is useful when the interviewer tries to probe personal details of the candidate it analyze why they are not right for the job. 11) Mixed interview. In practice, the interviewer while interviewing the job seekers uses a blend of structured and structured and unstructured questions. This approach is called the Mixed Interview. The structured questions provide a base of interview more conventional and permit greater insights into the unique differences between applicants.
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12) Impromptu interviews. This interview commonly occurs when employers are approached directly and tends to be very informal and unstructured. Applicants should be prepared at all times for on-the-spot interviews, especially in situations such as a job fair or a cold call. It is an ideal time for employers to ask the candidate some basic questions to determine whether he/she may be interested in formally interviewing the candidate. 13) Dinner interviews. These interviews may be structured, informal, or socially situated, such as in a restaurant. Decide what to eat quickly, some interviewers will ask you to order first (do not appear indecisive). Avoid potentially messy foods, such as spaghetti. Be prepared for the conversation to abruptly change from friendly chat to direct interview questions; however, do not underestimate the value of casual discussion, some employers place a great value on it. Be prepared to switch gears rapidly, from fun talk to business talk. 14) Telephone interviews. Have a copy of your resume and any points you want to remember to say nearby. If you are on your home telephone, make sure that all roommates or family members are aware of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally, since the interviewer cannot see your face. If there are pauses, do not worry; the interviewer is likely just taking some notes. 15) Second Interviews. Job seekers are invited back after they have passed the first initial interview. Middle or senior management generally conducts the second interview, together or separately. Applicants can expect more in-depth questions, and the employer will be expecting a greater level of preparation on the part of the candidates. Applicants should continue to research the employer following the first interview, and be prepared to use any information gained through the previous interview to their advantage. 1.2.5 Assessing and documenting validity Three strategies can be used to determine the validity of a selection method. The following section lists and discusses the strategies: 1. Content-oriented strategy: Demonstrates that the company followed proper procedures in the development and use of its selection devices. 2. Criterion-related strategy: Provides statistical evidence showing a relationship between applicant selection scores and subsequent job performance levels. 3. Validity generalization strategy: Demonstrates that other companies have already established the validity of the selection practice. When using a content-oriented strategy to document validity, a firm gathers evidence that it followed appropriate procedures in developing its selection program. The evidence should show that the selection devices were properly designed and were accurate measures of the worker requirements. Most importantly, the employer must demonstrate that the selection devices were chosen on the basis of an acceptable job analysis and that they measured a representative sample of the KSAs identified.
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The sole use of a content-oriented strategy for demonstrating validity is most appropriate for selection devices that directly assess job behavior. For example, one could safely infer that a candidate who performs well on a properly-developed typing test would type well on the job because the test directly measures the actual behavior required on the job. However, when the connection between the selection device and job behavior is less direct, content-oriented evidence alone is insufficient. Consider, for example, an item found on a civil service exam for police officers: "In the Northern Hemisphere, what direction does water circulate when going down the drain?" The aim of the question is to measure mental alertness, which is an important trait for good police officers. However, can one really be sure that the ability to answer this question is a measure of mental alertness? Perhaps, but the inferential leap is a rather large one. When employers must make such large inferential leaps, a content-oriented strategy, by itself, is insufficient to document validity; some other strategy is needed. This is where a criterion-related strategy comes into play. When a firm uses this strategy, it attempts to demonstrate statistically that someone who does well on a selection instrument is more likely to be a good job performer than someone who does poorly on the selection instrument. To gather criterion-related evidence, the HR professional needs to collect two pieces of information on each person: a predictor score and a criterion score. Predictor scores represent how well the individual fared during the selection process as indicated by a test score, an interview rating, or an overall selection score. Criterion scores represent the job performance level achieved by the individual and are usually based on supervisor evaluations. Validity is calculated by statistically correlating predictor scores with criterion scores (statistical formulas for computing correlation can be found in most introductory statistical texts). This correlation coefficient (designated as r) is called a validity coefficient. To be considered valid, must be statistically significant and its magnitude must be sufficiently large to be of practical value. When a suitable correlation is obtained (r > 0.3, as a rule of thumb), the firm can conclude that the inferences made during the selection process have been confirmed. That is, it can conclude that, in general, applicants who score well during selection turn out to be good performers, while those who do not score as well become poor performers. A criterion-related validation study may be conducted in one of two ways: a predictive validation study or a concurrent validation study. The two approaches differ primarily in terms of the individuals assessed. In a predictive validation study, information is gathered on actual job applicants; in a concurrent study, current employees are used. The steps to each approach are shown in Exhibit 3. Concurrent studies are more commonly used than predictive ones because they can be conducted more quickly; the assessed individuals are already on the job and performance measures can thus be more quickly obtained. (In a predictive study, the criterion scores cannot be gathered until the applicants have been hired and have been on the job for several months.) Although concurrent validity studies have certain
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disadvantages compared to predictive ones, available research indicates that the two types of studies seem to yield approximately the same results.26 Up to this point, our discussion has assumed that an employer needs to validate each of its selection practices. But what if it is using a selection device that has been used and properly validated by other companies? Can it rely on that validity evidence and thus avoid having to conduct its own study? The answer is yes. It can do so by using a validity generalization strategy. Validity generalization is established by demonstrating that a selection device has been consistently found to be valid in many other similar settings. An impressive amount of evidence points to the validity generalization of many specific devices. For example, some mental aptitude tests have been found to be valid predictors for nearly all jobs and thus can be justified without performing a new validation study to demonstrate job relatedness. To use validity generalization evidence, an organization must present the following data: Studies summarizing a selection measure's validity for similar jobs in other settings. Data showing the similarity between the jobs for which the validity evidence is reported and the job in the new employment setting. Data showing the similarity between the selection measures in the other studies composing the validity evidence and those measures to be used in the new employment setting. 1.2.6 Making a final selection The extensiveness and complexity of selection processes vary greatly depending on factors such as the nature of the job, the number of applicants for each opening, and the size of the organization. A typical way of applying selection methods to a large number of applicants for a job requiring relatively high levels of KSAs would be the following: 1. Use application blanks, resumes, and short interviews to determine which job applicants meet the minimum requirements for the job. If the number of applicants is not too large, the information provided by applicants can be verified with reference and/or background checks. 2. Use extensive interviews and appropriate testing to determine which of the minimally qualified job candidates have the highest degree of the KSAs required by the job. 3. Make contingent offers to one or more job finalists as identified by Step 2. Job offers may be contingent upon successful completion of a drug test or other forms of back-ground checks. General medical exams can only be given after a contingent offer is made. One viable strategy for arriving at a sound selection decision is to first evaluate the applicants on each individual attribute needed for the job. That is, at the conclusion of the selection process, each applicant could be rated on a scale (say,
26

Garry Dessler, Personal management practices, Third edition, 1988, p. 217

36

from one to five) for each important attribute based on all the information collected during the selection process. For example, one could arrive at an overall rating of a candidate's dependability by combining information derived from references, interviews, and tests that relate to this attribute. Exhibit 3 Steps in the Predictive and Concurrent Validation Processes. Predictive Validation: 1. Perform a job analysis to identify needed competencies. 2. Develop/choose selection procedures to assess needed competencies. 3. Administer the selection procedures to a group of applicants. 4. Randomly select applicants or select all applicants. 5. Obtain measures of the job performance for the applicant after they have been employed for a sufficient amount of time. For most jobs, this would be six months to a year. 6. Correlate job performance scores of this group with the scores they received on the selection procedures. Physical examination. After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries any infectious disease. Secondly, the test assists in determining whether an applicant is physically fit to perform the work. Thirdly, the physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. Fourth, medical check-up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employers property. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired. Job offer. The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. Those is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. The company may also want the individual to delay the date of reporting on duty. If the new employees first job upon joining the company is to go on company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances. Decency demands that the rejected applicants be informed about their non-selection. Their applicants may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for the future references.
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1.2.7 Contract of employment After the job offer has been made and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference. There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings:27 1. Job title 2. Duties, including a parse such as The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct. 3. Date when continuous employment starts and the basis for calculating service. 4. Rate of pay, allowance, overtime and shift rates, method of payments. 5. Hours of work including lunch break and overtime and shift arrangements. 6. Holiday arrangements: - Number of paid holidays for years. - Calculation of holiday pay. - Qualifying period. - Details of holiday year. - Dates when holidays can be taken. - Maximum holiday that can be taken at any one time. - Carryover of holiday entitlement. - Public holidays. 7. Length of notice due to and from employee8.Grievances procedure (or reference to it). 9. Disciplinary procedure (or any reference to it).Alternatively called employment agreements or simply bonds, contracts of employment serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect knowledge and information that might be vital to a companys healthy bottom line and to prevent competitors from poaching highly valued employees. Great care is taken to draft the contract forms. Often, services of law firms are engaged to get the forms drafted and finalized. Most employers insist on agreements being signed by newly hired employees. But high turnover sectors such as software, advertising and media are more prone to use contracts. The drawback with the contracts is that it is almost to enforce them. A determined employee is bound to leave the organization, contract or no contract. The employee is prepared to pay the penalty for breaching the agreement or the new employer will provide compensations. It is there as on that several companies have scrapped the contracts altogether.

27

Dale S. Beach, Personnel-the management of people at work, Fourth edition, Macmillan, New York, 1980, p.225

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Concluding the selection process. Contrary to popular perception, the selection process will not end with executing the employment contract. There is another step a more sensitive one reassuring those candidates who have not selected, not because of any serious deficiencies in their personality, but because their profile did not match the requirement of the organization. They must be told that those who were selected were done purely on relative merit. 1.2.8 Evaluation of selection program The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. The selection processes, if properly done, will ensure availability of such employees. How to evaluate the effectiveness of a selection program? A periodic audit is the answer. People who work independent of HR department must conduct audit. The table below contains an outline that highlights the areas and questions to be covered in a systematic evaluation. Four Approaches to Selection:28 1. Ethnocentric Selection. In this approach, staffing decisions are made at the organizations headquarters. Subsidiaries have limited autonomy, and the employees from the headquarters at home and abroad fill key jobs. Nationals from the parent country dominate the organizations at home and abroad. 2. Polycentric Selection. In polycentric selection, each subsidiary is treated as a distinct national entity with local control key financial targets and investment decisions. Local citizens manage subsidiaries, but the key jobs remain with staff from the parent country. This is the approach, which is largely practiced in our country 3. Regiocentric Selection. Here, control within the group and the movements of staff are managed on a regional basis, reflecting the particular disposition of business and operations within the group. Regional managers have greater discretion indecision. Movement of staff is largely restricted to specific geographical regions and promotions to the jobs continue to be dominated by managers from the parents company. 4. Geocentric Staffing. In this case, business strategy is integrated thoroughly on global basis. Staff development and promotion are based on ability, not nationality. The broad and other parts of the top management structure are thoroughly international in composition. Needless to say, such organizations are uncommon.

28

Edmund R. Garry and Larry R. Smeltzer, Management- competitive edge, Macmillan , New York, 1990, p. 436

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2. Data analyze 2.1 Introduction In second chapter we are going to analyze recruitment and selection practices in Kazakhstan though Temirbaks practices in their business life. Maybe Temirbanks HRM practices not show all countries recruitment and selection practices but we can surely say that Temirbanks recruitment and section activities will same as other 60% of organizations in Kazakhstan. Temirbank is secondary governmental bank. Most activities of the bank directly depend on government designs and policies. In process of collecting data for our project we are going to use interview expert methods, also we will use banks official orders, documents and research results. We decided choose as interviewee previews manager of HRM department of Temirbank Kuandykov Yeldos. He worked in HRM department as department manager around 5 years. We hope that our interview with him give us good result. Interview questions: 1. What is recruitment and selection for Temirbank? 2. What kind of general characteristics should have future employees of Temirbank? 3. Can you explain Temirbanks recruitment process? 4. What is your recruitment plan? 5. What is your recruitment strategy? 6. What kind of external and internal recruitment sources do you use? 7. What is Temirbanks recruitment policy? 8. Does Temirbank use external HR experts services? 9. Do you use e-recruitment in your recruitment process? 10.What kind of job seekers you meet in your working period in HR department? 11.How do you select recruitment consultant? 12.Do you have any discrimination for candidates in recruitment process? 13.What kind of selection activities do you provide?? Short history of Temirbank. JSC "Temirbank" - a financial institution that provides a wide range of banking services to all segments of the population. Joint Stock Company "Temirbank" based March 26, 1992. The head office is located in Almaty. Bank's branch network includes 21 branches and over 100 sales points presented in almost all regional centers. Depending on the staff of the Bank branches are divided into: - Large (with a staff of more than 150 employees); - The Middle (with a staff of 60 to 149 employees inclusive) - Small (with a staff of up to 59 employees inclusive). In 2006, the Bank was awarded "Golden Altyn" in the "Best Information Open Bank of the Year "and recognized by the International edition of the Euromoney " Best Bank in the field of advanced innovation. In 2008 JSC "Temirbank" was renamed the subsidiary company "Bank of BTA "JSC" Temirbank ".
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At the end of 2009 Temirbank moved to trust "NWF Samruk Kazyna "(55.3%). Planed sales in 2009 have undergone significant changes because of the complex financial situation prevailing in Kazakhstan in connection with the global crisis. In this period, the Bank has reduced the number of deposit and loan products, providing such read the best quality and compliance with all the modern requirements of the National Bank of RK, the FSA and the Deposit Guarantee Fund. In addition, Temirbank developed service based on innovative technologies, including Internet and SMS - banking, as well as card products. June 25, 2010 the name was changed to Bank of JSC "Temirbank" and the new shareholders are: JSC "Samruk-Kazyna" Fund -79.93%, JSC "BTABank" -0.06%, Foreign shareholders of -20%, -0.01% other. In 2010 Temirbank plans to continue to provide citizens of Kazakhstan the maximum range of banking services to meet the needs of a variety of social groups and categories of the population.29 Mission of the Bank. The mission of JSC "Temirbank" - to attract domestic savings and external investments for the further development of the country's economy, and promoting the sustainable development of the financial sector of Kazakhstan and the strengthening of confidence in the banking system, both by investors and the consumers of financial services. Strategic objectives of the Bank: 1. The revival of an efficient and cost-effective universal retail bank through a quality upgrade. 2. Preservation and enhancement of shareholders and investors, as well as return on investment of resources taxpayers. 3. Restoring confidence in the bank by depositors and investors, creating a reliable reputation of the retail financial institution with government participation in equity. 2.2 Meaning of recruitment and selection in Temirbank The human resources are the most important assets of the bank. The success or failure of Temirbank is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, bank cannot progress and prosper. In order to achieve the goals or the activities of the bank, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the bank in mind. Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the bank before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment
29

http://www.temirbank.kz/about/story/, from 29th May

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process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted. Formal definition of recruitment would give clear cut idea about the function of recruitment. Recruiting people who are wrong for the Temirbank can lead to increased labor turnover, increased costs for the bank, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors of the bank will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it. 2.3 Basic requirements of Temirbank from future employees 1. Competence and professionalism. Of course! First of all, the result of the Bank's employees to be perfect from a professional point of view. Employees of the Bank should have a quality education, extensive experience, systemic understanding of their work, the ability to make informed and responsible decisions, understanding the processes, goals and objectives of the Bank. Employees must continually develop their professional knowledge and skills to more effectively carry out our mission. 2. Honesty and fairness. This is the "foundation" of the Bank, its business reputation, which fundamental principles of interaction with government agencies, shareholders, investors, partners, customers and employees. The Bank and its employees should be aware of and avoid conflict between personal interests and professional activities. Deception, concealment and false statements are not compatible with the status of an employee of the Bank. 3. Responsibility. Quality assurance is activities of the Bank. The Bank accepts responsibility for the obligations undertaken established the requirements of the legislation of the Republic of Kazakhstan, contractual relationships, business customs and moral principles. Each employee carries a high responsibility to the shareholders, investors, partners and customers for its decisions. In addition, the Bank recognizes its social responsibility to the state and society. 4. Openness. The bank aspires to maximum transparency and reliability of the information about the Bank, services, achievements and results of operations. The Bank focuses honest, fair and timely manner to inform the shareholders, investors, partners and customers about the state of affairs, to pursue an active communication policy, to improve transparency and accessibility of information by improving the quality of reporting and accounting. At the same time, the Bank monitors the nondisclosure of information constituting banking, commercial and other secrets protected by law.
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5. Respect for human personality. All employees, partners and customers of the Bank are entitled to a fair and equitable treatment, regardless of nationality, language, political or religious beliefs, and gender, ethnic and cultural backgrounds. Corporate principles30 1. Confidence. The bank is building its relationships and business processes based on trust. The Bank's credibility is based on his reputation, the responsible conduct of affairs, transparency, principles of professional practice and standards of the current legislation of the Republic of Kazakhstan. 2. Respect. Respect for shareholders, investors, customers and partners allow the Bank to build a relationship with them in confidence. Respect for the individual provides an opportunity to attract and retain talented, professional and loyal employees. Each team member creates and protects the reputation and credibility of the Bank, its behavior in the society forms an opinion about the Bank. The Bank focuses on continuous improvement of the motivation of the Bank to meet the specific outcomes and assess the contribution of each employee. 3. The high quality standard. The Bank is constantly improving the quality of products and services, supporting innovation, high standards of professionalism and entrepreneurial spirit of employees. 4. The continuous process of learning and self- study. Knowledge and experience will inevitably become obsolete. Changes in the world at the global and local level, in business and technology, law, management principles and business practices, have a significant impact on us. All of these changes need to adapt quickly and efficiently. The bank is able to offer training, but each employee must provide a self-study - to look good seminars and trainings, read specialized literature, track news, ask for, understand, and improve. 5. The positive atmosphere in the team. Employees of the Bank shall: Seek to establish and maintain an atmosphere, disposing of quality and productive work; - To take the initiative and creativity, and create and innovate; - The kind and respectful to each other; - Understand that each of the workers has an important, complex and responsible work and makes a significant contribution to the work of the Bank; - To share experiences; - To value fairness, professionalism, constructive attitude and trusting relationships; - Try to avoid bureaucratic barriers in communication between units; - To condemn the creation of conflict. 6. Understanding the value of the Bank Employees should be aware of the importance, significance and responsibility of their work. Professional opinion of each worker is of great importance for the Bank. The successful individual initiative can change something in the bank: every employee can see the real results of their contribution to the Bank. The commitment
30

Official document of Temirbank, Regulation of adaptation of new employees, 2010, p. 5

43

is that the basic values and principles of the Bank not only enshrined in the internal documents of the Bank, but also the fact that the leaders of all levels and other employees of the Bank is fully committed to their compliance. Adherence to the principles and values of our bank gives employees an opportunity to: 1) To understand the strategic importance of their own work; 2) To strengthen personal responsibility in their work; 3) Increase the motivation to work; 4) Proud of the result and benefit from this moral satisfaction; 5) To work in a positive emotional tone; 6) Improve the quality of work and learn new things every day, with the result that to realize the mission of the Bank and be a real professional team. 2.4 Recruitment plan The process of recruitment is completed in a very organized and systematic manner for taking in the right kind of candidates. A recruitment plan template will help HR department in knowing the steps involved in the recruitment process one after the other. By recruiting the right candidates, the HR manager can create a good work environment which will lay the foundation of fast and future growth of the bank. Any confusion in the recruitment process steps can lead to the selection of wrong candidates affecting the efficiency and profitability of the bank. The recruiting tips and strategies given below will help us draft a perfect plan for Temirbank. Things to consider: 1. Number of workers to be recruited. Whether it is the bank recruitment plan, deciding the number of candidates to be recruited for various tasks is of prime importance. This number would be on the basis of actual need in various departments of the bank. If candidates recruited are less than the actual requirement, then there will be much work pressure on the exiting employees and over recruitment will affect the bank financially. So, recruiting the exact number of employees as needed is a must. 2. Decide the requirements for the job. The bank plan involves the expectations from candidates and the knowledge which they should have for getting bank vacation. The bank HR department prepares a list of qualifications and skills set which he will be looking for in the candidates before recruiting them. Naturally, those who fulfill these requirements shall be recruited and the ones who do not, will not be considered fit for the job. 3. Decide the nature of the selection process. It is very important to decide the selection steps before hand to avoid any last-minute confusion. Ideally, the selection process should consist of a written test, a group discussion round and a personal interview. Deciding this process is indeed a big challenge for the HR manager of today's competitive times. For judging the candidates, standards must be set and followed by the recruiters. When we think of the selection process, deciding the panel for recruitment also assumes big importance.
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4. Recruitment budget. The bank recruitment plan consist of a recruitment budget which will help the company senior management know how much money they will have to spend on the entire recruitment process. With the help of this data, if the amount to be spent on recruitment is too high, then cost cutting methods will be used to bring down the company expenses. Effective recruitment plan can be the best way for growing the business for Temirbank. Implementing the plan in a good way is even more important to see positive results. So, think over this and take the right decisions. Analysis of internal and external influence. The future requirement and current resources should be established before future actions are determined. Internal and external factor, which may influence the plan most, are to be identified and analyzed. This includes, eminent retirement, transfers and promotions and terminations and other charges that effect the current personal population. On this basis, taking into consideration the pervious trend, the P&A Department prepares a Manpower turnover statement. Anticipation changes in the external environment that affects the business any internal change of direction in the business itself. 2.5 Recruitment sources of Temirbank Timirbank use both internal and external sources of recruitment. Depending on situation and work position requirement can be changed. As an internal source of recruitment we usually use present employees. Promotion and transfers from among the present employees a good source of recruitment. Promotion to higher positions has several advantages. One of them is good public relations, it builds morals, it encourages competent individuals who are ambitious and it improves the probability of a good selection, since information on the individuals performance is readily available. Employee referrals also a good source of internal recruitment and it is one of the preferable source of recruitment of Temirbank. Because employees can develop good prospects for their families and friends by acquainting them with the advantage of a job with the bank, furnishing cards of introduction, and even encouraging them to apply. When using wisely, referrals an effective may of recruiting. Many prospects reached at a very low cost. Temirbank also use former employees as internal source of recruitment. Some retired employees can come to back to work on part-time basis or may recommend who would be interested in working for the bank. Sometimes, people who have left the bank for some reason willing to come back and work. An advantage of this source is performance of these people is already known. From external source of recruitment Temirbank mostly use advertisement methods. Want ads describe the job and benefits, identify the employer, and they tell those who are interested and how to apply. For high specialized recruits, advertisement will placed in business journals, web sites and newspapers. Want ads
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of Temirbank you can find in newspaper Rabota, also in web sites www.karierist.kz, www.hh.kz, www.works.kz, www.karyera.kz and rabota.nur.kz. Walk-in, write-in and talk-ins also most common and least expensive approach for candidates is direct applications, in which submit unsolicited application letters or resumes. Direct applications also provide a pool of potential employees to meet future need of Temirbank. 2.6 Recruitment policy of Temirbank Recruitment policy of Temirbank:31 Purpose. The bank recognizes that their staffs are fundamental to its success. The bank therefore needs to be able to attract and retain staff of the highest caliber and a strategic, professional approach to recruitment is essential to do this. The purpose of this policy is to provide a sound framework for the recruitment and selection of staff based upon the principles outlined below, which also meet the requirements of the university equal opportunities employment policy, the equality act and all other relevant employment legislation. Management guidelines on the implementation of this policy are provided separately. Scope. This policy and procedure cover all activities that form part of the recruitment and selection process. It is applicable to all staff recruitment except casual staff. In order for the policy and procedure to be effective it is essential that any employee who is involved in any aspect of the recruitment and/or selection of staff is aware of this document and follows it. Ultimately it is the responsibility of the senior management in the bank, including heads of departments, in conjunction with HR to ensure that this is the case. Core principles - The bank has a principle of open competition in its approach to recruitment. - The bank will seek to recruit the best candidate for the job based on merit. The recruitment and selection process should ensure the identification of the person best suited to the job and the bank condition. - The bank wishes to encourage the recruitment of staff with disabilities and will make reasonable adjustments to all stages of the recruitment process and as required in order for a successful candidate with a disability to undertake the post. - The bank will ensure that the recruitment and selection of staff is conducted in a professional, timely and responsive manner and in compliance with current employment legislation. - The bank will provide appropriate training, development and support to those involved in recruitment and selection activities in order to meet this core principle. Any member of staff involved in the selection of staff should satisfy him or herself that he/she is appropriately trained and can comply with the requirements of this policy and procedure. As a minimum requirement any member of staff who takes part in any activity under this policy and procedure must first have completed the bank
31

Official document of Temirbank, Recruitment policy of Temirbank, Almaty, 2010

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online equality and diversity training. All panel chairs or the recruiting manager must have completed the 1-day recruitment and selection course. - Recruitment and selection is a key public relations exercise and should enhance the reputation of the bank. The bank will treat all candidates fairly, equitably and efficiently, with respect and courtesy, aiming to ensure that the candidate experience is positive, irrespective of the outcome. - The bank will promote best practice in recruitment and selection. It will continuously develop its recruitment and selection practices to allow new ideas and approaches to be incorporated. - The bank will ensure that its recruitment and selection process is cost effective. - If a member of staff involved in the recruitment process has a close personal or familial relationship with an applicant they must declare this as soon as they are aware of the individuals application and avoid any involvement in the recruitment and selection decision-making process. - All documentation relating to applicants will be treated confidentially in accordance with the Data Protection Act (DPA). Applicants will have the right to access any documentation held on them in accordance with the Data Protection Act (DPA). Recruitment & selection procedure. There are a number of key stages in recruiting and selecting for a post. This procedure outlines the key stages. Further advice and guidance is available on the Human Resources website and also from the Human Resources team. In addition, Professional and Organizational Development offers training courses designed to equip members of staff in key aspects of the Procedure. Preparation stage. - The recruitment and selection process should not commence until a full evaluation of the need for the role against the areas strategic plans and budget has been completed. - The recruitment of staff will take into account the banks need for new ideas and approaches and additionally should support the banks commitment to ensuring a diverse workforce by proactively seeking to attract groups that are under-represented in the banks profile to maximize its ability to meet diverse student requirements. - Recruitment should form an integral part of the staffing strategy for the area and should take account of the need for any positive action initiatives in process. Positive Action is lawful under the Equality Act 2010 and refers to the steps that an employer can take to encourage applicants from people who share a protected characteristic who under-represented in a particular area of the workforce, for example: o Placing advertisements in the minority ethnic press, the women's press and any other publication which is targeted at groups which are under-represented; o Including statements in advertisements that encourage individuals from underrepresented groups to apply for the advertised position. - All new or changed posts must be formally role reviewed and graded before they are advertised in order to help ensure equal pay for work of equal value.
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- Formal authorization to recruit to a post should be sought before commencing the recruitment process. - If a manager believes that there may be potential difficulties in recruiting to a post they should contact their HR Manager for advice and guidance on comparative market rates and options for appropriate action. Job description & person specification. - A job description and person specification must be produced or updated for any vacant post that is to be filled. - The job description should accurately reflect the elements of the post. - The person specification should state both the essential and desirable criteria in terms of skills, aptitudes, knowledge and experience for the job, all of which should be directly related to the job and applied equally to all applicants. Care should be taken when writing the person specification to ensure that criteria used do not indirectly discriminate against certain groups of applicants. For further information on this please see Manager Guidance on Recruitment. Advertising - As a minimum all positions will normally be advertised within the bank. This will help maximize equality of opportunity and provide staff with opportunities for career development, thus maintaining the skills and expertise of existing staff. In exceptional circumstances the HR Manager for the department may waive the need to advertise. This is likely to include the following circumstances: o Positions requiring specialized expertise where the Recruiting Manager in the department can demonstrate that a comprehensive search has been conducted and the nominated individual is the most suitable person for the position; o Where the recruiting manager can verify that the work is required for a specific purpose of no greater than six months duration; o Where current members of staff are named on research grants in order to ensure the individuals continued employment; o Where a research project includes a named researcher and one of the factors for awarding the grant was the strength of the proposed research team. - Staff subject to redeployment (see redeployment policy) will be given access to vacancies before they are advertised more generally within the bank or externally. - In certain circumstances it may be more effective to use a recruitment agency. This should be discussed and agreed with the HR Manager or Recruitment Adviser. This will, however, not eliminate the need to advertise the position internally and any external agencies or consultants who assist in the process must act in accordance with this policy and with respect to our equal opportunities requirements. - Applicants should be provided with sufficient information to make an informed decision regarding their suitability for the role. Further particulars that provide such information should be produced using the pro-forma that can be found on the HR website. These will be provided to applicants via the bank website or upon enquiry to the HR Services team.

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- Staffs that have been in an acting position that subsequently becomes vacant will have to apply for the position when it is advertised, but in such cases the position can be advertised, in exceptional circumstances on an internal basis only. - Applicants are asked to provide equal opportunities details when making their application to enable a robust means of monitoring the success of recruitment in relation to our diversity aims. This information is separate from the job application and applicants are free to indicate that they do not want to provide these details. - The bank has a legal obligation to comply fully with the provisions of the rehabilitation of offenders act. - All adverts must be placed through the HR Department, except where alternative arrangements have been formally agreed in advance with the HR Department. - All advertised vacancies will be placed on the banks website. - All advertising must be cost-effective and agreed in advance with the HR Department. Shortlisting. - Shortlisting may involve the whole panel but must be carried out by a minimum of 2 people to avoid any possibility of bias, one of whom would normally be the direct line manager. - Shortlisting and selection panels for academic appointments must meet the minimum composition requirements, as outlined in the management guidance, and should be constituted with due consideration to the promotion of Equality and Diversity. - A member of HR will not normally be on a panel unless it is a panel for Chair appointments. - Notes of the shortlisting decisions for each candidate should be recorded by each member of the panel on the shortlisting decision form. The Form should be returned to the HR Services department once the shortlisted candidates for interview have been selected. - Shortlisted candidates should be provided with details of the selection process, including any tests, in writing giving as much prior notice as possible and a minimum of 5 working days before the interview. In accordance with the Equality Act, they should also be asked to advise if there are any particular arrangements or reasonable adjustments that could be made so that they can participate fully in the selection process. - All candidates (internal and external) should be assessed objectively against the selection criteria set out in the Person Specification , and only candidates who meet all the essential criteria should be short-listed. Assumptions about the qualities of internal candidates should not be made. Selection & interview. - All redeployment candidates who meet the essential criteria for the post (as set out in the person specification) will be offered an interview.

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- Interview should normally be carried out by a minimum of two people, one of whom should be the Recruiting Manager. For ART positions the bank usually recommends a panel interview. - Selection is a two-way process: candidates are assessing the role and the bank. Those involved in recruitment should consider how best to convey a positive image. - It is recommended that a range of selection methods, that are suitable for assessing both the essential and desirable criteria in the person specification are established as this will enhance objective decision making which is difficult through interview alone. - Interview questions and the structure of the interview should be consistently applied to all candidates and should be based on the person specification. - Notes recording the salient points of the interview should be taken, ideally by the interviewers, so that they can refer back to these when assessing candidates against the person specification and making decisions. Notes of the interview and any other notes on the candidate taken during the recruitment and selection process should be passed back to HR services following the selection process and will be kept for a minimum of 6 months following the selection process. - For professorial appointments the Chair of the panel should complete the proforma provided by the HR Services team and return this with the other interview papers to HR Services. - In the event that a candidate requests feedback about their performance in the selection process this should be arranged by the Chair of the panel or the Recruiting Manager, although he or she may delegate this to another member of the panel where appropriate. - Unsuccessful interview candidates should be dealt with courteously and sensitively and will, as a minimum, receive telephone or written notification of the outcome of the selection process. Referees. - Information sought from referees should be structured around the requirements of the job and the job description should be provided. It should be noted that many organizations have a policy of not providing personal references and therefore references provided may only confirm details of current appointment. This is much less likely to be the case with references for academic posts which are of a more personal nature. - Sample reference request letters are available from HR department. - For academic posts four references will be taken up, three normally prior to interview and the fourth, upon being offered the role. The fourth reference is an employment reference from the current employer. This is a reflection of established practice and relates to the nature of the references. For support posts two references will be taken up, normally for the selected candidate and after the interview, one of which should be from the current or most recent employer. - If the appointment is urgent, the Recruiting Manager may seek to obtain a verbal/telephone reference for the successful candidate providing that standard procedures for doing so are followed.
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- Referees should not be contacted without the candidates consent and the information provided should be treated as confidential by the panel members. - In certain circumstances a school or personal reference is acceptable. Induction. Induction is the final stage of the recruitment process. Once the successful candidate has accepted the offer of employment and a start date has been agreed the line manager/Head of Department is responsible for preparing a comprehensive induction program for the new employee. Factors affecting recruitment policy of Temirbank. As most other companies Temirbank under controlling by government. Changing government policy can be result of changing our recruitment policy. Bank objectives also one of the main factors of effecting recruitment policy. Financial wealth of organization is the most meeting factor. Because financial wealth direly depend on provided services and sometimes this factors can be changed. Do you use external HR services? As written in recruitment policies of the bank yes. Bank use external HR services not only recruitment and selection activities also in other aspects of HRM. But use external HR services for hiring employees for high position. Because in this positions need more responsibility and high leadership skills need. Bank is ready to spend more financial resources to hire good leaders. Do you use e-recruitment? E-recruitment is the new technology in recruitment and selection practices in the world. In our official web side we do not have any recruitment system that analyzes resumes by ordered characteristics and factor. We use our web site to advertise our vacancies. All resumes will analyzed by HR department. How do you select recruitment consultant? If the bank decides to outsource its recruitment processes or activities, it is very important to find and select a suitable recruitment consultant or consultancies, which can deliver results according to the needs of the Temirbank. Today, there are thousands of consulting firms as well as freelance consultants working independently. Temirbank looks for various considerations and qualities before selecting the suitable recruitment consultant. Also find the answer for next questions. - The reputation of the consulting firm in the job market (based on expertise and experience). - Who are the consultants or firms past and present clients? - Consultants expertise and experience (from how long has he/firm been in the business) - Does the recruitment consultant have the requisite resources to complete the targets on time? - Get the idea of the effectiveness and the services of the recruitment consultant from its current and past clients.

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2.7 Selection process in Temirbank The selection process of Temirbank begins with an initial screening of applicants to remove individuals who obviously do not meet the position requirements. At this stage, a few strata forward questions are asked. The purpose of screening is to decrease the number of applicants being considered for selection. As you know personnel resume presented with the job application is considered as source of information that can be used for the initial screening process. After screening process chosen candidates should fill application blank. Application forms are a good way to quickly collect verifiable and fairly accurate historical data from the candidate. Next step is pre-employment tests. A personal testing is a valuable way to measure individual characteristics. The test measure mantel abilities, knowledge, physical abilities, personality, interest and other attitudes and behaviors. Temirbank use as a pre-employment job knowledge tests. This sort of test is designed to measure a candidates knowledge of the duties of the position for which he or she is applying. As a Temirbank is financial institution basic question came from finance, economic, management and banking subjects. Depends on job position questions will changed. Interview. The next step in the selection process is employment interview. As you know interview is a formal, in-depth conversation conducted to evaluate the applicants acceptability. It is considered to be an excellent selection divice.it allows a two-way exchange of information, we can learn about the applicant, and applicants learn about the bank. Preparing interview questions are also one of the important parts of this stage. In preparing interview process manager of department that have vacancy should prepare requirement standards for future employee. Through this standard HR department prepare interview questions. Selection interview methods are also very important in interview process. Method of interview can directly affect interview results in future and budget. Temirbank use one-on-one methods in most case. This method is typical employment interview the application meets one-on-one with an interviewer. As the interview may be a highly emotional occasion for the applicant, meeting alone with the interviewer is often less threatening. In face to face interview process interviewee relaxed, easily can answer the question of interviewer. But in this kind of interview one interviewer can see the all skills, characteristics and potential of interviewee. After interview next step is reference and background checks. HR department of Temirbank requires names, addresses, and telephone numbers or references for the purpose of verifying information, gaining additional background information on an applicant. After obtaining information through the preceding steps, selection decisions- the most critical of all the steps must be made. The other stages in the selection process have been used to narrow the number of candidates. The final decision has to be made from the pool of individuals who pass the tests, interviews and reference checks. The view of the line manager will be generally considered in the final
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selection because it is his responsible for the performance of the new employee. The HR manager plays casual role in the final selection. After all this stages candidate start his or her trail period in working condition around 1-2 month. In this period department manager will referee for candidates. This is very good to see the candidates all skills, personality, knowledge, communication skills, technical skills, team working, creativity and other characteristics related job position. When candidate pass this entire stages candidate officially will applied to the Temirbank. Than new employee will sings contract if he or she agrees with working condition, salary, responsibilities and work duties that prefer Temirbank. Summary. In second part of this diploma works collected and Temirbanks recruitment and selection activities by the interview experts methods and Temirbanks official document related recruitment and selection process.

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3. Findings and suggestions 3.1 Introduction In third chapter we are going to interpret data that collected by interviewing manager of HRM department of Temirbank. Finding is actual facts that we can discus. Though these finding results we can show you opportunities, threats, strengths and weakness of our recruitment and selection activities. We will describe findings of Temirbanks recruitment and selection practices. According findings we are going to make recommendations and suggestions for Temirbank and other Kazakhstans organizations. Recommendation will consist of advices which are aimed on improving recruitment and selection activities. To get maximum result from ours project we used all available resources. We hope that this diploma work will give maximum result. 3.2 Findings In this part we divided in two main parts to see and interpret detailed factors and activities. First part related recruitment activities, second part related selection process findings. In Temirbaks practices the human resources are the most important assets of the bank. The success or failure of Temirbank is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, bank cannot progress and prosper. In order to achieve the goals or the activities of the bank, therefore, bank need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the bank in mind. They think recruitment is distinct from employment and selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the bank before selecting suitable candidates for jobs. Recruiting people who are wrong for the Temirbank can lead to increased labor turnover, increased costs for the bank, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors of the bank will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it. According to findings Temirbank members understand value of human resource in competition business industry. As we discussed in chapter 1 human resource is main part of each organization. Also they know that in recruitment and selection process wrong decision can bring big losses in their future business activities.

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3.2.1 Finding related recruitment activities Basic requirements of Temirbank from future employees are competence and professionalism, honesty and fairness, responsibility, openness and respect for human personality. All this characteristics are basic standard for making future decisions. This standards help HRM department save time and extra expenses. Because they know what kind of employees they are trying to find. Corporate principles are created by bank need. As you know organizations needs is one of the main factors that effecting recruitment process. Confidence is important because the bank is building its relationships and business processes based on trust. The Bank's credibility is based on his reputation. Respect for shareholders, investors, customers and partners allow the bank to build a relationship with them in confidence. Respect for the individual provides an opportunity to attract and retain talented, professional and loyal employees. The bank is constantly improving the quality of products and services, supporting innovation, high standards of professionalism and entrepreneurial spirit of employees. According to Temirbanks need and basic employees standards we can sourly say that bank know their objective and goals to reach in recruitment process. Recruitment plan. According to findings the process of recruitment is completed in a very organized and systematic manner for taking in the right kind of candidates. A recruitment plan template will help HR department in knowing the steps involved in the recruitment process one after the other. By recruiting the right candidates, the HR manager can create a good work environment which will lay the foundation of fast and future growth of the bank. Things to consider in recruitment plan if Temirbak. 1. Number of workers to be recruited. 2. Decide the requirements for the job. 3. Decide the nature of the selection process. 4. Recruitment budget. In generally plan of Temirbank is correct. But in this recruitment plan we cannot see the some details like as recruitment process performance presentation and discussion, recruitment results and recruitment strategy, team brainstorming, generating new ideas, business initiatives requiring intensive recruitment of new employees. Because of knowledge of members of HRM department are not so qualified. Source of recruitment. Timirbank use both internal and external sources of recruitment. Depending on situation and work position requirement can be changed. As an internal source of recruitment they usually use present employees. They use as an internal source of recruitment promotion and transfers, employee referrals, former employees. From external source of recruitment Temirbank mostly use advertisement methods. Want ads describe the job and benefits, identify the employer, and they tell those who are interested and how to apply. For high specialized recruits, advertisement will placed in business journals, web sites and newspapers. Want ads of Temirbank you can find in newspaper Rabota, also in web sites www.karierist.kz,
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www.hh.kz, www.works.kz, www.karyera.kz and rabota.nur.kz. Walk-in, write-in and talk-ins also most common and least expensive approach for candidates is direct applications, in which submit unsolicited application letters or resumes. Direct applications also provide a pool of potential employees to meet future need of Temirbank. Temirbank mostly use internal source of recruitment than external sources of recruitment. Reason of these actions is cost and time. Internal source of recruitment is cheapest than external resources and for internal sources they do not spend more time because they already have personal information. In case of external resources starts collecting resume end future trainings for organizations it is the costs. Next thing is Temirbank use only two type of recruitment. From theoretical part we know that we have more than two external resources can use. Reason of it is Temirbank not practiced to use other source of recruitment. Recruitment policy. Purpose. The bank recognizes that their staffs are fundamental to its success. The bank therefore needs to be able to attract and retain staff of the highest caliber and a strategic, professional approach to recruitment is essential to do this. The purpose of this policy is to provide a sound framework for the recruitment and selection of staff based upon the principles outlined below, which also meet the requirements of the university equal opportunities employment policy, the equality act and all other relevant employment legislation. Management guidelines on the implementation of this policy are provided separately. Scope. This policy and procedure cover all activities that form part of the recruitment and selection process. It is applicable to all staff recruitment except casual staff. In order for the policy and procedure to be effective it is essential that any employee who is involved in any aspect of the recruitment and/or selection of staff is aware of this document and follows it. Ultimately it is the responsibility of the senior management in the bank, including heads of departments, in conjunction with HR to ensure that this is the case. Core principles - The bank has a principle of open competition in its approach to recruitment. - The bank will seek to recruit the best candidate for the job based on merit. The recruitment and selection process should ensure the identification of the person best suited to the job and the bank condition. - The bank wishes to encourage the recruitment of staff with disabilities and will make reasonable adjustments to all stages of the recruitment process and as required in order for a successful candidate with a disability to undertake the post. - The bank will ensure that the recruitment and selection of staff is conducted in a professional, timely and responsive manner and in compliance with current employment legislation. - The bank will provide appropriate training, development and support to those involved in recruitment and selection activities in order to meet this core principle. Any member of staff involved in the selection of staff should satisfy him or herself that he/she is appropriately trained and can comply with the requirements of this
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policy and procedure. As a minimum requirement any member of staff who takes part in any activity under this policy and procedure must first have completed the bank online equality and diversity training. All panel chairs or the recruiting manager must have completed the 1-day recruitment and selection course. - Recruitment and selection is a key public relations exercise and should enhance the reputation of the bank. The bank will treat all candidates fairly, equitably and efficiently, with respect and courtesy, aiming to ensure that the candidate experience is positive, irrespective of the outcome. - The bank will promote best practice in recruitment and selection. It will continuously develop its recruitment and selection practices to allow new ideas and approaches to be incorporated. - The bank will ensure that its recruitment and selection process is cost effective. - If a member of staff involved in the recruitment process has a close personal or familial relationship with an applicant they must declare this as soon as they are aware of the individuals application and avoid any involvement in the recruitment and selection decision-making process. - All documentation relating to applicants will be treated confidentially in accordance with the Data Protection Act (DPA). Applicants will have the right to access any documentation held on them in accordance with the Data Protection Act (DPA). Recruitment & selection procedure. There are a number of key stages in recruiting and selecting for a post. This procedure outlines the key stages. Further advice and guidance is available on the Human Resources website and also from the Human Resources team. In addition, Professional and Organizational Development offers training courses designed to equip members of staff in key aspects of the Procedure. Preparation stage. - The recruitment and selection process should not commence until a full evaluation of the need for the role against the areas strategic plans and budget has been completed. - The recruitment of staff will take into account the banks need for new ideas and approaches and additionally should support the banks commitment to ensuring a diverse workforce by proactively seeking to attract groups that are under-represented in the banks profile to maximize its ability to meet diverse student requirements. - Recruitment should form an integral part of the staffing strategy for the area and should take account of the need for any positive action initiatives in process. Positive Action is lawful under the Equality Act 2010 and refers to the steps that an employer can take to encourage applicants from people who share a protected characteristic who under-represented in a particular area of the workforce, for example: Placing advertisements in the minority ethnic press, the women's press and any other publication which is targeted at groups which are underrepresented;
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 Including statements in advertisements that encourage individuals from under-represented groups to apply for the advertised position. All new or changed posts must be formally role reviewed and graded before they are advertised in order to help ensure equal pay for work of equal value. Formal authorization to recruit to a post should be sought before commencing the recruitment process. If a manager believes that there may be potential difficulties in recruiting to a post they should contact their HR Manager for advice and guidance on comparative market rates and options for appropriate action. Job description & person specification. - A job description and person specification must be produced or updated for any vacant post that is to be filled. - The job description should accurately reflect the elements of the post. - The person specification should state both the essential and desirable criteria in terms of skills, aptitudes, knowledge and experience for the job, all of which should be directly related to the job and applied equally to all applicants. Care should be taken when writing the person specification to ensure that criteria used do not indirectly discriminate against certain groups of applicants. For further information on this please see Manager Guidance on Recruitment. Advertising - As a minimum all positions will normally be advertised within the bank. This will help maximize equality of opportunity and provide staff with opportunities for career development, thus maintaining the skills and expertise of existing staff. In exceptional circumstances the HR Manager for the department may waive the need to advertise. This is likely to include the following circumstances: Positions requiring specialized expertise where the Recruiting Manager in the department can demonstrate that a comprehensive search has been conducted and the nominated individual is the most suitable person for the position; Where the recruiting manager can verify that the work is required for a specific purpose of no greater than six months duration; Where current members of staff are named on research grants in order to ensure the individuals continued employment; Where a research project includes a named researcher and one of the factors for awarding the grant was the strength of the proposed research team. - Staff subject to redeployment (see redeployment policy) will be given access to vacancies before they are advertised more generally within the bank or externally. - In certain circumstances it may be more effective to use a recruitment agency. This should be discussed and agreed with the HR Manager or Recruitment Adviser. This will, however, not eliminate the need to advertise the position internally and any external agencies or consultants who assist in the process must act in accordance with this policy and with respect to our equal opportunities requirements. - Applicants should be provided with sufficient information to make an informed decision regarding their suitability for the role. Further particulars that provide such
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information should be produced using the pro-forma that can be found on the HR website. These will be provided to applicants via the bank website or upon enquiry to the HR Services team. - Staffs that have been in an acting position that subsequently becomes vacant will have to apply for the position when it is advertised, but in such cases the position can be advertised, in exceptional circumstances on an internal basis only. - Applicants are asked to provide equal opportunities details when making their application to enable a robust means of monitoring the success of recruitment in relation to our diversity aims. This information is separate from the job application and applicants are free to indicate that they do not want to provide these details. - The bank has a legal obligation to comply fully with the provisions of the rehabilitation of offenders act. - All adverts must be placed through the HR Department, except where alternative arrangements have been formally agreed in advance with the HR Department. - All advertised vacancies will be placed on the banks website. - All advertising must be cost-effective and agreed in advance with the HR Department. Shortlisting. - Shortlisting may involve the whole panel but must be carried out by a minimum of 2 people to avoid any possibility of bias, one of whom would normally be the direct line manager. - Shortlisting and selection panels for academic appointments must meet the minimum composition requirements, as outlined in the management guidance, and should be constituted with due consideration to the promotion of Equality and Diversity. - A member of HR will not normally be on a panel unless it is a panel for Chair appointments. - Notes of the shortlisting decisions for each candidate should be recorded by each member of the panel on the shortlisting decision form. The Form should be returned to the HR Services department once the shortlisted candidates for interview have been selected. - Shortlisted candidates should be provided with details of the selection process, including any tests, in writing giving as much prior notice as possible and a minimum of 5 working days before the interview. In accordance with the Equality Act, they should also be asked to advise if there are any particular arrangements or reasonable adjustments that could be made so that they can participate fully in the selection process. - All candidates (internal and external) should be assessed objectively against the selection criteria set out in the Person Specification , and only candidates who meet all the essential criteria should be short-listed. Assumptions about the qualities of internal candidates should not be made. Selection & interview.
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- All redeployment candidates who meet the essential criteria for the post (as set out in the person specification) will be offered an interview. - Interview should normally be carried out by a minimum of two people, one of whom should be the Recruiting Manager. For ART positions the bank usually recommends a panel interview. - Selection is a two-way process: candidates are assessing the role and the bank. Those involved in recruitment should consider how best to convey a positive image. - It is recommended that a range of selection methods, that are suitable for assessing both the essential and desirable criteria in the person specification are established as this will enhance objective decision making which is difficult through interview alone. - Interview questions and the structure of the interview should be consistently applied to all candidates and should be based on the person specification. - Notes recording the salient points of the interview should be taken, ideally by the interviewers, so that they can refer back to these when assessing candidates against the person specification and making decisions. Notes of the interview and any other notes on the candidate taken during the recruitment and selection process should be passed back to HR services following the selection process and will be kept for a minimum of 6 months following the selection process. - For professorial appointments the Chair of the panel should complete the proforma provided by the HR Services team and return this with the other interview papers to HR Services. - In the event that a candidate requests feedback about their performance in the selection process this should be arranged by the Chair of the panel or the Recruiting Manager, although he or she may delegate this to another member of the panel where appropriate. - Unsuccessful interview candidates should be dealt with courteously and sensitively and will, as a minimum, receive telephone or written notification of the outcome of the selection process. Referees. - Information sought from referees should be structured around the requirements of the job and the job description should be provided. It should be noted that many organizations have a policy of not providing personal references and therefore references provided may only confirm details of current appointment. This is much less likely to be the case with references for academic posts which are of a more personal nature. - Sample reference request letters are available from HR department. - For academic posts four references will be taken up, three normally prior to interview and the fourth, upon being offered the role. The fourth reference is an employment reference from the current employer. This is a reflection of established practice and relates to the nature of the references. For support posts two references will be taken up, normally for the selected candidate and after the interview, one of which should be from the current or most recent employer.
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- If the appointment is urgent, the Recruiting Manager may seek to obtain a verbal/telephone reference for the successful candidate providing that standard procedures for doing so are followed. - Referees should not be contacted without the candidates consent and the information provided should be treated as confidential by the panel members. - In certain circumstances a school or personal reference is acceptable. Induction. Induction is the final stage of the recruitment process. Once the successful candidate has accepted the offer of employment and a start date has been agreed the line manager/head of department is responsible for preparing a comprehensive induction program for the new employee. Through analyzing Temirbanks recruitment policy is written very good and they did all requirements of recruitment policy. By the theory recruitment policy: Should focus on recruiting the best potential people. It is main objectives of recruitment and selection activities. HRM department should follow this objective to reach organizations main goal. To ensure that every applicant and employee is treated equally with dignity and respect. Recruitment policy should treat equally with dignity and respect for every employees and future candidates. Discrimination actions are strongly prohibited and same time it is against human rights. Unbiased policy. Each roles and approaches that written in recruitment policy should be understandable and realistic to implement. To aid and encourage employees in realizing their full potential. Recruitment policy should realizing full potential of employees and design condition for increasing skills and experience of employees. Weightage during selection given to factors that suit organization needs. Age of candidates should suit organization needs, in some work positions age is very important factor. Statistics show that as age is grate experience of employee will more and older person more responsible than younger employees. Optimization of manpower at the time of selection process and defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship. Integrates employee needs with the organizational needs. In addition we can say that Policy of Temirbank satisfy all standarts. Recruitment policy planned and compliantly covers all requirements. Do you use external HR services? As written in recruitment policies of the bank yes. Bank use external HR services not only recruitment and selection activities also in other aspects of HRM. But use external HR services for hiring employees for high position. Because in this positions need more responsibility and high leadership skills need. Bank is ready to spend more financial resources to hire good leaders.

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Temirbank use external HR services in recruitment and selection activities. But they use only when the bank hire high position employees. Because of this type of services are very expensive for Temirbank. Do you use e-recruitment? E-recruitment is the new technology in recruitment and selection practices in the world. In our official web side we do not have any recruitment system that analyzes resumes by ordered characteristics and factor. We use our web site to advertise our vacancies. All resumes will analyzed by HR department. Temirbank do not use any e-recruitment system in their recruitment process. Because it is new type of recruitment activity and they do not have this kind of system their web side. How do you select recruitment consultant? If the bank decides to outsource its recruitment processes or activities, it is very important to find and select a suitable recruitment consultant or consultancies, which can deliver results according to the needs of the Temirbank. Today, there are thousands of consulting firms as well as freelance consultants working independently. Temirbank looks for various considerations and qualities before selecting the suitable recruitment consultant. Also find the answer for next questions. - The reputation of the consulting firm in the job market (based on expertise and experience). - Who are the consultants or firms past and present clients? - Consultants expertise and experience (from how long has he/firm been in the business) - Does the recruitment consultant have the requisite resources to complete the targets on time? - Get the idea of the effectiveness and the services of the recruitment consultant from its current and past clients. Selecting the right recruitment consultant is essential for the effective recruitment processes. A successful recruitment consultant is someone who is determinative, focused, and able to create opportunities for him, works harder and smarter than competitors and continually set and achieve higher standards. Their requirements are correct and reasonable. 3.2.2 Findings related selection activities The selection process of Temirbank begins with an initial screening of applicants to remove individuals who obviously do not meet the position requirements. After screening process chosen candidates should fill application blank. After filling application blanks should pass pre-employment tests. As a Temirbank is financial institution basic question came from finance, economic, management and banking subjects. Depends on job position questions can changed. Interview. The next step in the selection process is employment interview. In preparing interview process manager of department that have vacancy should prepare requirement standards for future employee. Through this standard HR department
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prepare interview questions. Selection interview methods are also very important in Temirbanks interview process. They think method of interview can directly affect interview results. Temirbank use one-on-one methods in most case. After interview next step is reference and background checks. HR department of Temirbank requires names, addresses, and telephone numbers or references for the purpose of verifying information, gaining additional background information on an applicant. After obtaining information through the preceding steps, selection decisions must be made. The final decision has to be made from the pool of individuals who pass the tests, interviews and reference checks. The view of the line manager will be generally considered in the final selection because it is his responsible for the performance of the new employee. The HR manager plays casual role in the final selection in Temirbank. After all this stages candidate start his or her trail period in working condition around 1-2 month. In this period department manager will referee for candidates. This is very good to see the candidates all skills, personality, knowledge, communication skills, technical skills, team working, creativity and other characteristics related job position. When candidate pass this entire stages candidate officially will applied to the Temirbank. Than new employee will sings contract if he or she agrees with working condition, salary, responsibilities and work duties that prefer Temirbank. There is selection process of Temirbank. Through this information we can see they have lack of some points. In pre-employment tests they use some type of tests. They use tests only for measuring knowledge of candidates. We think cause of this situation is lock of information and thy do not have specialists that prepared other type of tests. In other steps of selection process no problems. 3.3 Recommendations On the basis of learned materials, investigation and comparative analyses we made a conclusion that nowadays in a developing market condition the success recruitment and selection activities very important to reach organizational goals and survive in competition economy. If Temirbank and other Kazakhstans organization want to be the market leader in their industry they should develop their recruitment and selection activities. And for implementation of strategic plan it should have to find qualified and skilled workers. Through analyzing Temirbanks recruitment and selection activities we learned that we have shortcomings in recruitment and selection practices. On the basis of analyses we would to introduce and suggest some recommendations for Temirbank and other Kazakhstans business enterprises to improve recruitment and selection activities: - Before starting a recruitment and selection process, job descriptions should be defined for each role in the organization. Each job description should include the skills and education required to perform each role successfully, as well as a detailed list of responsibilities. Job descriptions allow employees to understand their roles and
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responsibilities, and also provide a tool for hiring personnel to use when choosing the most qualified candidates based on the requirements of the job. - Policies and procedures should be defined and adhered to for the recruiting and selection process, and should ensure that everyone in the organization adheres to local, state and federal regulations. Policies should provide a list of guiding principles for hiring personnel to follow, and procedures should provide the required steps for recruitment and selection. If a small business has a human resource department, company policies and procedures should address this department's oversight of the hiring process. - Once procedures are clearly defined, hiring managers and supervisors should be trained regarding the requirements of the process. Training should include not only what steps are required to recruit and select employees, but how to interview candidates appropriately and effectively. Include applicable laws and regulations, as well as the organization's goals during training. - Looking for different skills as well as the ideas of the candidate at the time of recruitment and selection process. - Adopting adequate recruitment procedures to employ efficient and talented people. - Job responsibilities have to be clearly explained to the candidate before the joining formality is done. - Campus recruitments, job fairs may attract more skilled and talented employees towards the organization. - Provide orientation training to all new employees before their initial work assignments and to all current employees who receive a different task or job. - Referral scheme has to be encouraged more at times when the requirement is urgent. 3.4 Summary of study The core objectives of study were to learn more about recruitment and selection practices in Kazakhstan. We described the theoretical background of recruitment and selection process in the organizations. Then we conducted research in Tamirbank. The results of interview were represented each question separately. In the process of study we collected information by using interview experts and organization official papers. Collected and analyzed data helped me to answer the questions that will be briefly answered in the next section of thesis: 1. What is recruitment? 2. What kind of factors effects recruitment and selection process? 3. What is recruitment policy? 4. What kind of internal recruitment sources we have? 5. What kind of external recruitment sources we have? 6. What is selection? 7. What is selection process? 8. What kind of selection test we have? 9. What is employment interview?
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10. What are objectives of interview? Conclusion Question #1: What is recruitment? According to Edwin B. Flippo, recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. Recruitment is the activity that links the employers and the job seekers. Question #2: What kind of factors effects recruitment and selection process? Internal Factors: 1. Recruitment policy 2. Human resource planning 3. Size of the firm 4. Cost 5. Growth and expansion External factors: 1. Supply and demand 2. Labor market 3. Image / goodwill 4. Political-social- legal environment 5. Unemployment rate 6. Competitors Question #3: What is recruitment policy? A recruitment policy governs the way an employer attempts to fill vacant staff positions. Most large companies have some form of recruitment policy in place that complies with employment laws, and also provides the company with a cost-efficient method to quickly replace outgoing employees. Major firms typically have hiring policies in place that all human resources personnel and hiring managers must abide by. Small firms with few employees usually handle recruitment on a case-by-case basis. Question #4: What kind of internal recruitment sources we have? 1. Transfers are the employees are transferred from one department to another according to their efficiency and experience. 2. Promotions the employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. 3. Others are Upgrading and Demotion of present employees according to their performance. 4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. 5. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others. Question #5: What kind of external recruitment sources we have?
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1. Press advertisements are advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach. 2. Educational institutes are various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus. 3. Placement agencies are several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing) 4. Employment exchanges are government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. 5. Labor contractors are manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs. 6. Unsolicited applicants are many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization. 7. Employee referrals / recommendations are many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. 8. Recruitment at factory gate is unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies. Question #6: What is selection? Selection in staffing is the part of the recruiting process that deals with choosing an employee to hire from among a narrowed-down list of outstanding candidates. Selection can actually occur several times throughout the recruiting process. Managers select which candidates to contact based on their resumes, which candidates to bring in for an interview and finally which applicants to hire for open positions. Understanding the different levels of selection and what to look for at each level can help you to select the ideal job candidates for long-term success. Question #7: What is selection process? The Employee selection Process takes place in following order1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. 2. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc.
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3. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. 4. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. 5. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. 6. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter. Question #8: What kind of selection test we have? They are: 1. Reliability. It refers to standardization of the procedure of administering and scoring the test results. A person who takes tests one day and makes a certain score should be able to take the same test the next day or the next week and make more or less the same score. 2. Validity. It is a test, which helps predict whether a person will be successful in a given job. A test that has been validated can be helpful in differentiating between prospective employees who will be able to perform the job well and those who will not. Naturally, no test will be 100% accurate in predicting job success. A validated test increases possibility of success. There are three ways of validating a test. They are as follows: 1). Concurrent Validity. This involves determining the factors that are characteristics of successful employees and then using these factors as the yardsticks. 2). Predictive Validity. It involves using a selection test during the selection process and then identifying the successful candidates. The characteristics of both successful and less successful candidates are then identified. 3). Synthetic Validity: -It involves taking parts of several similar jobs rather than one complete job to validate the selection test. 3. Objectivity. When two or more people can interpret the result of the same test and derive the same conclusion(s), the test is said to be objective. Otherwise, the test evaluators subjective opinions may render the test useless. 4. Standardization. A test that is standardized is administered under standard condition to a large group of person who are representatives of the individuals for whom it is intended. The purpose of standardization is to obtain norms or standard, so that a specific test score can be meaningful when compared to other score in the group. Question #9: What is employment interview? A job interview is a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm. During this process, the employer hopes to determine whether or not the applicant is suitable for the role. Question #10: What are objectives of interview? You and the interviewer each have a need: you want a job and the interviewer wants to find the right person to fill a position. The initial interview, whether on campus or at the company's location, is usually an opportunity for screening. The interviewer forms an impression of whether
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your qualifications, personality, poise, ability to communicate, and general "fit" with the organization make it worthwhile to continue the process. Implications. This diploma work is helpful and useful for HR mangers that working in organizations. Owners of business enterprises can use this diploma work as source of information to develop and reengineering their recruitment and selection activities to be the leader in the competitive market. Universities and other education institutions can use this diploma works as extra educational tools. New started business enterprises can use our diploma work as example of future recruitment and selection activities or can follow. Future Research. Future research should be provided in specific industrial area. Because in each industrial area provided recruitment and selection activities, objectives and need are different from each other. Providing research in country level does not show the specific and detailed important information. Summary. Following independence in 1991, Kazakhstan has made significant reforms to the Soviet command-economy and monopolist political power and development of a market economy and fledgling democracy, yet much of the Sovietstyle management and work practices remain as a legacy of the Soviet-era. While, like many of its former Soviet republics and its neighbor, China, Kazakhstan has a large agricultural sector (which remains the source of livelihood for a large percentage of its population), Kazakhstan has experienced negative GDP growth but since 2000 has enjoyed substantive economic growth in the post-Soviet era, in no small part due to its large oil, gas and mineral reserves. The oil and gas reserves are estimated to be the 3rd largest in the world and Kazakhstan is in the top twenty in oil production. These oil, gas, mineral and energy reserves have made Kazakhstan a very attractive prospect for FDI. Yet, while there is a growing body of literature exploring FDI in Kazakhstan, limited research has been undertaken into the implications of such investment for HRM practices specially recruitment and selection activities. This paper seeks to address this gap in the literature by examining the extent to which Kazakhstans post-Soviet experience of internationalization from inward FDI has affected its HRM practices. Objectives of study were to find in basic idea behind selecting the topic of Employee Hiring is to study how employees are hired in Kazakhstan. Today organizations are coming up with the new techniques of hiring people. Hence to study how the actual process is carried in the organization and what kind of problems they have. We started with definitions of recruitment and selection. We explained recruitment and selection process and activities in each steps. Recruitment is the process of searching for and obtaining applicants so as to build a pool of job seekers from whom the right propels for the right jobs may be selected. Both external as well as internal factors would govern the recruitment process. Demand and supply of specific skills, unemployment rate labor market condition, legal and political considerations and the companys image are the external factors. Among the internal factors is recruiting policy of the organization, decision to have temporary and part-time employees, size of the organization, cost of
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recruitment, and growth and expansion phase. Recruitment is five-step process. They are planning, strategy development, searching, screening and evaluation and control. Selection refers to the process of picking the right candidates from the pool of applications. Selection is significant as it has its impact on work performance and employee cost. Selection is generally done by the HR department often in consultation with the line managers. Selection is the eight-step process, starting preliminary interview and with ending evaluation and control. In second chapter we collected data and analyzed it. We collected data though interviewing experts and used official organizations documents. In this diploma work we chose Temirbank as our research organization. Main reason of selecting this organization is we have contacts with line and HR manager of the organization. To know recruitment and selection practices of Kazakhstans organizations in present time we do not have enough information sources. We want to reach objectives of this diploma work through Temirbanks recruitment and selection practices. The interview questions are listed and based by theoretical part of diploma works. The human resources are the most important assets of the bank. The success or failure of Temirbank is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, bank cannot progress and prosper. In order to achieve the goals or the activities of the bank, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the bank in mind. Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the bank before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted. Formal definition of recruitment would give clear cut idea about the function of recruitment. It was basic understanding of Timirbenks recruitment and selection. Basic requirements of Temirbank from future employees are competence and professionalism, honesty and fairness, responsibility, openness and respect for human personality. All this characteristics are basic standard for making future decisions. This standards help HRM department save time and extra expenses. Because they know what kind of employees they are trying to find. Corporate principles are created by bank need. As you know organizations needs is one of the main factors that effecting recruitment process. Confidence is important because the bank is building its relationships and business processes based on trust. The Bank's credibility is based on his reputation. Respect for shareholders, investors, customers
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and partners allow the bank to build a relationship with them in confidence. Respect for the individual provides an opportunity to attract and retain talented, professional and loyal employees. The bank is constantly improving the quality of products and services, supporting innovation, high standards of professionalism and entrepreneurial spirit of employees. According to Temirbanks need and basic employees standards we can sourly say that bank know their objective and goals to reach in recruitment process. Also we got answers for other question like as recruitment plan, recruitment strategy, recruitment process, and selection process and recruitment sources of Temirbank. According to the results of research recruitment and selection activities are not reached the pick of development in Kazakhstan. We have more mistakes and lock professional knowledge about recruitment and selection activities. Temirbanks recruitment policy and understanding importance of recruitment and selection activities are very good, but in planning and implementing processes they have more mistakes. In diploma work the stated objectives are realized, found answers for stated questions, suggested implications and advised what possible future research should be done. On the basis of comparative analysis are developed possible recommendations for Temirbank and other Kazakhstans organizations recruitment selection development. These recommendations are based on the real working approaches which have already been implemented by other banks and improved their recruitment and selection activities.

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References 1 Dana B. Minbaeva, Kate Hutchings & S. Bruce Thomson, Examining human resource management in post-soviet Kazakhstan, Monash university, may 2007, p. 2 2 Hurbert G. Heneman III, et al,, Personnel/Human resource management, third edition, Irwin, 1986. P 224 3 Hurbert G. Heneman III, et al, Personnel/Human resource management, third edition, Irwin, 1986. P 225 4 http://www.simplehrguide.com/standard-recruitment-planning-processsteps.html , from 21st of May 5 http://www.go2hr.ca/ForbrEmployers/Recruitment/Planning/tabid/91/Default. aspx, from 23th of May 6 http://www.simplehrguide.com/standard-recruitment-planning-processsteps.html, from 23th of May 7 David A.DeConzo and Stephen P. Robbins, Personnel/Human resource management, Third edition, Prentice-Hall of India, New Delhi, 1989, p 121 8 http://www.simplehrguide.com/recruitment-plan-development.html, from 23th of May 9 http://www.simplehrguide.com/recruitment-strategy.html, from 24th of May 10 Garry Dessler, Personal management, Fourth edititon, Prentice-Hall international, 1988, p 122 11 John H. Brenardian and Joyce E.A. Russel, Human resource management An experienced approach, New York, 1993, p 179 12 Terry L. Lep and Michel D. Crino, Personnel/ Human resource management, Macmillan, New York, 1990, p190 13 http://www.slideshare.net/dasaritapaswi/21249076-recruitment-1, slide p6,from 25th of May 14 Ian Beandwell an Len Holden, Human resource management, Macmillan,1996, p. 210 15 http://www.businessdictionary.com/definition/organizational-objectives .html#ixzz1whfEoUen , from 25th of May 16 http://hrmadvice.com/hrmadvice/hr-processes/recruitment-and selection /recruitment-strategy.html, from 25th of May 17http://www.articlesbase.com/self-publishing-articles/recent-trends-in recruitment -in- retailing -industry-483282.html, from 26th of May 18 http://www.ijeat.org/attachments/File/V1Issue4/D0273041412.pdf , from 27th of May 19 http://www.slideshare.net/harshalsk/recruitment-and-selection , from 28th of May 20 http://recruitment.naukrihub.com/recruitment-consultant.html, 28th of May 21 http://www.referenceforbusiness.com/management/Em-Exp/ EmployeeScreening-and-Selection.html#b, From 28th of May

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22 Robert L. Mathis and John H. Jackson, Personnel- Contemporary Perspectives and applications, Third edition, West publishing , New York, 1982, p. 193 23 http://www.psychometric-success.com/aptitude-tests/ aptitude-testsintroduction.htm, from 29th of May 24 http://www.scribd.com/doc/53555846/5/Some-Types-of-Selection-TestSome-Types-of-Selection-Test, from 24th of May 25 http://changingminds.org/disciplines/hr/selection/interview.htm, from 29th of May 26 Garry Dessler, Personal management practices, Third edition, 1988, p. 217 27 Dale S. Beach, Personnel-the management of people at work, Fourth edition, Macmillan, New York, 1980, p.225 28 Edmund R. Garry and Larry R. Smeltzer, Management- competitive edge, Macmillan , New York, 1990, p. 436 29 http://www.temirbank.kz/about/story/, from 29th May 30 Official document of Temirbank, Regulation of adaptation of new employees, 2010, p. 5 31 Official document of Temirbank, Recruitment policy of Temirbank, Almaty, 2010

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