ROCEDURE ROCEDURE

NO OF DIVIDER
NO.
PAGES
NO
AG-HRP/01 Recruitment, Selection and
1
PlacementProcedure
Procedure
3
1
Supporting Documents
Employment Form
A)
Interview Assessment Form
(Annex -B)
Candidate
1
Norms (Annex-C)
Social Class Identification
(Annex - C-I)
Guidelines
Responding
To Job Applicants (Annex-D)
Regrets Letters (Annex
D-I,
Guidelines
1
Interviews (Annex-E)
Guidelines to Conduct

x-F)
Group Discussion

(Annex- 3 1
1

Assessment2
3

For
1

for Effective 4
1

Group Discussion (Anne

Evaluation11

Form (Annex F-I)

Hiring (Recruitment,

)Process Flow (Annex-G)

Selection and Placement

AGHRP
/01

Title:

RECRUITMENT, SELECTION AND PLACEMENT PROCEDURE

Total Number of Pages:

Issued on:
Implement w.e.f:

Purpose:
and

05
23.11.2012
23.11.2012

Approved on: 15.11.2012

Revised on: 15.11.2012

To outline the series of processes for recruitment, selection

placement in order to identify, select and appoint the best

possible
candidate for employment.
Scope:
All candidates for managerial positions (permanent and
contractual) are
included in scope of this procedure.
Responsibilities:
The HR Head will be responsible for implementation of this
procedure through performing all relevant activities and
coordinating with GEC / GDHR / CEO / HODs.
Procedure:
1.

Job Requisition:
HOD forwards CEOs approved job requisition to HR for any new /
vacant
position.
2.

Reception of Application:
2.1
The application for employment may be accepted from any
candidate
through mail, personal contact, response to an advertisement or
referrals / employees contact, professional search firm,
educational institutions, etc. Job Advertisement and headhunters
may also be used, if required,.
2.2
The Human Resources Department will match the job opening to
the skills
of the present employees and explore the possibility of offering
internal candidates, if available through formal process on
merit, to the job requisition initiating manager. HR Head and
CEO may request Group HR to search suitable person from other

group companies or to facilitate in search through headhunters.

3.

Shortlisting / Sorting out:

3.1
When applications are received, the HR Department will scrutinize

and
short-list these on the basis of the given job specification. This is
the
initial
filter to
3.1.1 List those applications that are relevant to the
given job
specification in the order of Merit.
3.1.2 Eliminate those applications that are not meeting the
given job
specification
3.2
The list (Ref 2.1.1 above) of short listed applications will be
forwarded to
the concerned MC Member for their perusal and to advise HR
Dept to call
Pa
ge
1
of
5

on the number of suitable candidates from top-down for the

test
/ preliminary interview.
4.

Employment Form:
4.1
Factual information of the candidates who are eligible to appear

for the
test will be obtained through the Employment Form (Ref:
Annexure A). It provides more detailed information about the
candidates to understand them in a logical order for drawing valid
conclusions on the qualification, previous employment and
experiences.
5.

Test:
5.1
It is advisable that for technical positions
/ entry level
positions
/
Management Trainee positions in particular, suitable test
for the candidates are evolved.
5.2
It would also be appropriate if such tests are professional in
nature and
are aimed at assessing the level of knowledge, skills and
aptitudes of the candidates.
5.3
Such tests should be reviewed at frequent interval to maintain the
validity
of this recruitment stage and guaranteeing transparency in
assessment of candidates with those who didnt qualify the test in
any recent previous attempt. Generally, the candidates who have
once already attempted but did not qualify are not eligible to
appear next time.
5.4
Those who qualify the test will move to the next stage of
Preliminary
Interview by HR Head.
5.5
It is advisable that test and preliminary interviews are arranged
on the
same day.
6.

Interview (Preliminary and Second):

6.1
The preliminary interview will be a detailed interview and the
candidate
will be thoroughly examined in terms of their professional
knowledge,
experience, social background, and personality including
leadership
qualities and mental maturity:
Management Trainees

Other Positions

The HR Head will make the

The concerned MC Member /

recommendations that whether

Head on Interview

the candidate has the capability

Form (See Annexure - B) with

to move to the next step, i.e.

formal interview with GM /

result of interview with explicit

recommendations shall be

Concerned MC Member.

in order of merit, and the top

In case of MTs The HR Head

candidates would be placed for

will arrange the formal interview

of the successful
candidates
with the GM /
Concerned MC
Member who will make
the
recommendations on
Interview
Assessment Form
(See
Annexure-B)

interview.

HR
Assessment
the
compiled
three
final

Pa
ge
2
of
5

6.2
The candidate will also be briefed about the job and the
Company in
general.
6.3
If any candidate does not measure up to the required standard, he
/ she
may be eliminated at this stage.
6.4
In all cases, final candidates for selection should be interviewed
by at
least two levels of management.
Refer to Annexure E and F for Norms of Assessment and
Guidelines for
Effective Interviews.
7.

Group Discussion (MT positions only):

7.1
The candidate who will be ultimately selected will have to work

with a
group of people whom he/she would not know before, he/she will
have to make new relationships, he/she will have to interact at
senior / subordinate and peer level. Therefore, group
discussion is strongly advisable especially in the selection
process of Management Trainees. However, only those candidates
will be taken to this stage who qualified the test and preliminary
interview stages.
Refer to Annexure C for guidelines to conduct Group Discussion.
8.

Job Profile and Salary Proposal

8.1
Job Profile for new job is prepared by HR Head in consultation

with
concerned HOD so that it could provide support in final
interview. HR Head along with concerned Department Head
should propose grade and salary of the candidate to CEO /
GEC and mention it on Job Profile accordingly. In case of MTs,
salary is fixed as per MT Policy.
9.

Final Interview:
9.1
If interview is to be conducted by GEC, HR Head should
forward
documents (Job Profile, Interview Assessment, Organization
Chart, CV of candidate, Employment Form and Job Description) to
Group HR.
9.2
Group HR shall then arrange interview with GEC and convey the
schedule
to the Group Company for onward information to the candidate
by HR Head of Group Company.

For MTs Only

9.3
CEO should interview a candidate who has successfully
completed all
steps so far for employment. The interviewers objective at this
point
may
overlap those of the preceding ones. At this stage, HR head will
ensure
that all candidates must write an essay on a topic given on the
spot,
which
will be forwarded to CEO at the time of final interview along with
other
documents.
9.4
In addition, at this stage, the qualities appraised are intangible
e.g.,
personality, ability to get along with others, potential to move up,
culture fit, would be able to make his/her presence felt etc.
9.5
Subsequently, HR Head will offer a position to selected
candidates. At the
same time the candidates who are not selected should be
informed
Pa
ge
3
of
5

accordingly as per Annexure D - Guidelines for Responding

to Job Applicants.
9.6
Appointment letter of selected candidates will be issued only
subject to
satisfactory reference check, clearance of Pre-employment
Medical Checkup (Ref: AG-HRP/03).
10.

Reference Check:
10.1 Reference check may be carried out at this stage to obtain
information
about past behavior of the applicant and to verify the
accuracy of
information provided by the candidate on the employment form /
other
related documents.
10.2 The check has to be as discreet and quiet as possible so
that the
candidates relationship with his current employer is not affected.
10.3 HR Head should record the reference check report at the end
of the
Employment Form or attach separately.

11.

Offer Letter:
Offer letter to selected candidate may be issued, if required. If candidate
does
not respond within five days of issuance of offer letter, offer will be
cancelled.

12.

Medical Examination:
12.1 The medical examination has three basic objectives. Firstly, it
serves to
ascertain the applicants physical capability. Secondly, it
protects the
company against unwarranted claims and thirdly, it prevents
contagious
diseases from entering the company.

13.

Joining:
Subsequent to the clearance of reference check and medical
examination, the selected individual shall join on agreed date and
his/her orientation plan should be ready before his joining.
Joining Report should be filled by newly appointed employee on the
day
of
joining.

14.

Document Verification:

HR Department should verify degree and other educational certificates

of newly appointed employees before issuance of appointment letter.
15.

Appointment Letter:
HR should issue appointment letter after verification of degrees and
other educational certificates.

16.

Induction / Orientation:
16.1 The success of a new appointee is dependent on how quickly
he/she
assimilates into the culture of the organization, and acquires the
technical
skills and knowledge of the business.
16.2 HR Head must prepare a formal Orientation Plan and communicate
it to all
concerned so that new employee could get maximum
benefit of
orientation. Orientation Plan must include meeting with all MC
Members
Pa
ge
4
of
5

16.3
visit of

and other relevant staff, field visit (if necessary) and visiting
Corporate Office, if need be.
Orientation Plan of employees of Grade 9 and above must include
Corporate Office and scheduled meetings with GAB, GEC and
GDHR. Employees of grade 12 and above, appointed in HR
Department must be sent to Group HR to meet GDHR and MGHR.
For MTs only

16.4 A mentor (preferably grade 11 and above) should be attached to

each
group of Management Trainees to help them understand the
Companys culture and values, learn the formal and the
informal organization structure, build networks and learn the
process flow.
16.5 The mentor should:
16.5.1 Be a friend
16.5.2 Direct new hire to others in the organization who can
assist with
their queries
16.5.3 Share work experiences
16.5.4 Explain business processes
16.5.5 Set personal example of living our Company Values
16.6 HR Head / concerned MC member will ensure that a consistent
approach
is followed for Management Trainees as laid down in the
Management Trainee Policy (AG-HRM/01) to provide a high
quality new appointee orientation program which would:
16.6.1 Enable the new appointee to learn more about the
organization,
its values and the business practices of the Company
16.6.2 Accelerate new appointees effectiveness through a
structured
orientation and field-training program.
16.6.3 Familiarize with and adapt to the situation or an
environment to
introduce the new appointees with what is unknown to
them.
Note: At every stage after test, candidates not selected for the next step
should
be informed as per Guidelines attached in Annexure - D.
Unsolicited job
applicants, who applied through Chairman, Group President,
GEC

Member and /or CEO, he /she should also be informed as per

Annexure
D, if not shortlisted or selected. If he/she qualified the
process then
above-mentioned process for selected candidates should be
followed.

Pa
ge
5
of
5

ANNEXURE - A

EMPLOYMENT FORM
NOTE:
1
Please answer all questions. Additional information if
any may also be attached.
2
The information and all details furnished by you will be
treated as strictly confidential.
3
Incorrect information can result into your
disqualification.

Please attach your recent Photograph

COMPANY

POSITION APPLIED FOR

Full Name (in capital letters)

Gender

Date of Birth

Place of Birth

Religion

Marital Status:Single/Engaged/Married/Widow(er)

CNIC No

Place of Issue

Validity

Nationality:

Present Address

Tel: Off:

Permanent Address : (If not same as present)

Res:

Tel: Res:

Cell:

Email Address:

Father's Name

In case of Emergency - notify:

Mr/Mrs/Ms.

Occupation and Organization Name:

Address
Tel / Cell:
FAMILY PROFILE

Number of Dependents with relationship:

Detail of Family Members

Age / Date of Birth

Gender

Occupation

Age / Date of Birth

Gender

Class and Institution name

(If student)

Spouse:
Name of Spouse:______________________________
CNIC No. of Spouse:
Children:

Names of Children:

EDUCATION
Name & Place of
Institution

Period
From To

Degree / Diploma /
Certificate

Extra curricular activities in School / College / University:

Major
Subjects

Division /
Grade / GPA

Professional qualification and / or specialized Training & Courses or Skills acquired after leaving
College / University:

Please give details of your spare time interest, hobbies, sporting activities:

What do you consider your field of specialization? (Please describe in 20 words at least)

Indicate your proficiency level (i.e. "L" for low; "A" for average; "H" for high)
Microsoft Office:
Word
Excel
Access

Outlook

PowerPoint
E-mail

ERP / SAP / Any other Customized software module _________________

Dates
From

To

EMPLOYMENT RECORD
(Please start first from the Present / Last Job)
Position(s)
Gross
Company's Name & Address
Held
Salary

Reason For Leaving

Give analysis of your experience relating to the position you are applying for :

Expected Salary

PKR:

Please give break-up of your Present / Last Monthly Pay

drawn:

Are you prepared for extensive travel?

Yes/No

Are you prepared to work anywhere in Pakistan ?

Yes/No

Basic Salary

Do you have a valid driving license?

Utilities

May we approach your previous employers?

House Rent

Were you ever dismissed or asked to leave your job?

Conv.Allowance

Is any litigation outstanding against you?

Yes/No

C.L.A.'s

Have you previously served in Atlas Group Co.?

Yes/No

Yes/No

Others (Please specify)

If yes, please give the following particulars:

a.

Name of Co.

b.

Date of Joining

c.

Yes/No
Yes/No

Date of Leaving

Reason for Leaving

TOTAL

Have you previously been interviewed for a job in Atlas Group

Provident Fund

If yes, in Company ___________________________________

GRAND TOTAL

for the position of _________________ - Date:_____________

Please give detail of other benefits offered by your Present / Last employer and their approximate value:

Do you have any relative working in this or any of the Group's Company?
If yes, please give the following information :
NAME

COMPANY

PLACE

DESIGNATION

Yes / No
RELATIONSHIP

Are you a member of any social, fraternal, business / professional or other organization / club etc. - give details

Indicate whether slight / fair / fluent

Languages

Spoken

Read

Major accidents / illness with date

Written

Urdu
English

When were you medically examined last?

Occasion

Result

Have you ever been arrested, indicted or summoned into court as defendant in a criminal proceeding or
convicted, fined or imprisoned for the violation of any law (excluding minor traffic violations)?
No

Yes (Give detail):_______________________________________________

__________________________________________________________________________________________
Reference : (Please list three references other than your employers)
NAME

TITLE &
ORGANIZATION

KNOWN
SINCE

ADDRESS WITH CONTACT NUMBERS

1.
2.
3.
DECLARATION
I hereby certify that the answers given by me to the foregoing questions are true, correct and without any
consequential omission what-so-ever.
I agree and clearly understand that in the event of my being employed in any of the Atlas Group of Companies,
if it is found that any statement or information mentioned above in this application form is untrue or false, the
same shall be sufficient cause of termination/dismissal of my service from the Company in accordance with
law.
Signature:

REMARKS :

Date:

Anne
xure
B
Date:

INTERVIEW ASSESSMENT FORM

APPLICANTS FOR MANAGEMENT JOBS
(Refer to Recruitment Procedure and attached Annexures C, C-I and E)
Present/Last Salary
Name
Job/Company/Department
Date of Birth

Expected Salary
COMMENTS

MAX
RATING
ASSESSMENT FACTORS
MARKS

(IN RELATION TO JOB/PERSONNEL SPECIFICATION)

E - VG - G - F

15
Education
ATTAINMENTS

20
Experience
GENERAL INTELLIGENCE

20
(COMPREHENSION)
C
PHYSICAL ASPECTS

I
T

SPECIAL APTITUDES

INTERESTS
DISPO

T
O

SITIO
N

PERS

ONALI

TY

(CAPA

SS)

PERSONAL CIRCUMSTANCES
(Follow
guidelin
es from
Annexur
e
'C-I')

POTENTIAL

20
REMARKS : Additional comments for and against selection. What would be his
motivation i.e. what are his expectations, how satisfied would he be with the job
REJECT
and our organization culture/characteristics?
RATING

FINAL RATING
VG
G

FINAL MERIT
(
I
n
d
i
c
a
t
e
p
o
s
i
t
i
o
n
a
m
o
n
g
s
t

t
h
o
s
e
i
n

t
e
r
v
i
e
w
e
d
i
.
e
.
2
/
3
)

Name (s)
Signature (s)
RATING
Outstanding - E
- F
Above 90%

Above Average - VG

Average - G

Below Average

Above 75 upto 90%

Above 50 upto 75%

Below 50%

ANNEXURE - C
CANDIDATE ASSESSMENT NORMS
The attached form (Annexure-A) should be used under all circumstances to
assess the candidate. This assessment form has been adopted for sound
assessing in totality an individuals personal and professional suitability for
employment.
This assessment form gives you a chance to record your findings based
upon how you would evaluate the job applicant on all the factors that
are listed. The information may be helpful to you in the future in case you
want to refer back to the applicant and the result of your assessment and
what your feeling were towards the applicant at that time. Using this form,
you might even want to establish cut-off ratings below which you will not
accept the applicant for certain jobs.

Assessment is made on several dimensions which are as follows:

1. Attainments:
Education :
being

Evaluate the candidates qualifications for position

interviewed and whether he/she has the
necessary education and / or training required for
the position

how

Experience : What type of work experience he/she has had and

relevant it is to the position.

2. General Intelligence:
Indicate the level of skills displayed relating to comprehension, logical
reasoning,
problem solving, thinking and adaptation. Also level of awareness of
business
concepts.
3. Physical Aspects:
Has he/she any defects of health or physique that may be of
occupational
importance? How agreeable are candidates appearance, hearing and
speech?
4. Special Aptitudes:
Has he/she any marked mechanical aptitude, manual dexterity, facility in

Appropriate weightage should be given to various assesment factors in relation to the Job / Personnel specifications.

the use of words or figures?

5. Interests:
What are candidates hobbies and to what extent are his/her interests
intellectual, physically active, social or artistic?
6. Disposition/Personality:
How acceptable does he/she make himself/herself to other people? Is
there
an
ability to influence others present? Is he/she steady, dependable and self
reliant?

How do you see him/her fitting into the organizational culture and values
system of the company.
7. Personal Circumstances:
What are his/her domestic circumstances? What do other members of the
family
do for a living? How soon can he/she join, any geographical preferences,
etc.
Social Class of the candidate must be identified during interview by
asking questions as per Annexure C-I.
8. Potential:
Assessments of individuals likely future growth within the company, or
his/her ability or capacity for growth or development.
Following to be observed during assessments:
Overall manners, Attitude, confidence, and
personality Eye-contact, handshake, and
posture
Socialization, greeting, and interest in others
To assist the managers in conducting effective interviews, some
guidelines are suggested in Annexure - E.

Annexure - C

SOCIAL CLASS
IDENTIFICATION
Social Class
Upper Class

Occupation
(Father / Self)
Owner of a large
Posh areas of

Income Level
Institution of
(Father / Self)
Studies (Self)
>1,500,000 / Professional
Grammar
Single family

Residence
(Self)
Car,

bike collection,
business CEO of a

city (own
horse riding

multinational
company Govt.

family)

Officer of Grade 21
& above

L
a
n
d
o
w
n
e
r
o
f
m
o
r
e
t
h
a
n
1
0
0
a

month
Schools

qualification from
(live with
reputable foreign
house)
parents / with
institutes (as a fullown
time student)

the
golf,

Child
Educ

c
r
e
s
(irrigated land)
Upper Middle
Class

Middle Class
Semi-posh

Owner of a medium
sized business
GM / Director in
multinational
company
Government Officer
Grade 20
Land owner of more
than 30 and less
than 100 acres
(irrigated land)
Owner of small
Reputed
scale business

>500,000
<1,500,000
/month

Professional
qualification from
reputable foreign
institutes
(part-time student)
Local institutes
like
LUMS, GIK

Professional
Sports, gym,
qualification from
Private schools
socializing on net
reputable Local

Manager in Local or

institutes like IBA,

multinational

NED, UET
(own

Senior Manager /

>150,000
Combined
<500,000 /
area (rented
family
month
residence)

Mid-town
company
residence)

G
o
v
e
r
n
m
e
n
t
o
f
f
i
c
e

Posh areas of
the city
(own house)

Gramm
School
School
Beacon

r
o
f
1
7
1
9
G
r
a
d
e

L
a
n
d
o
w
n
e
r
o
f
m
o
r
e
t
h
a
n
5
a
n
d

l
e
s
s
t
h
a
n
3
0
a
c
r
e
s
(
i
r
r
i
g
a
t
e
d
l
a
n
d
)
Social Class
Lower Middle
Mid-town
Class

Occupation
(Father / Self)
Owner of small
Government
retail business
(rented
Junior manager at
local / multinational

Suburbs
company

Income Level
(Father / Self)
>30,000
Combined
<150,000 /
schools / small
month
residence)
private schools

Institution of
Studies (Self)
Local institutes (part
socializing on net
time study)
family

Residence
(Self)

Child
Educ

(Own
Government officer
residence)
of Grade 11-16

L
a
n
d
o
w
n
e
r
o
f
l
e
s
s
t
h
a
n
5
a
c
r
e
s
(irrigated land)

Lower Class

< 30,000 /
Owner of small
month
retail business
Officer / executive
at local /
multinational
company
Government officer
below Scale /
Grade 11

Local institutes
(part time study)
Not studied much
(graduate /
undergraduate)

Suburbs
(rented
residence)

Guidelines to follow above-mentioned table:

1. Fathers occupation / income level would be considered in case of
employee with less than 5 years' experience.
2. In case someone has more than 5 years experience, married and living
with his/her own family then his / her occupation and income level would
be considered.
3. Posh areas include Defense, Clifton, Lalazar, KDA (Karachi) etc.
4. Semi-posh areas include Societies, Gulshan -e- Iqbal, North Nazimabad,
PECHS (Karachi).
5. Mid-town areas include Gulistan-e- Jauhar, Nazimabad, Shah Faisal
Colony, Garden (Karachi) etc.
6. Suburbs Landhi, Korangi, North Karachi, New Karachi, Orange Town
(Karachi), etc.

Govern
schools

Guidelines to include Social Class in Database / Exit Interview form:

1. Include questions in interview to get information about above-mentioned
parameters so that accurate social class could be determined.
2. Mention / enter social class in employees database. You may introduce a separate
field

of

social

class

and

allot

code

to

certain

social

class

so

that confidentiality could be ensured.

3. On occasion of exit interview of an employee who spent five years or more with
the organization, relevant questions must be asked to check the
current social status of employee. Any change in social status must be mentioned
in exit interview data. However, if employee spent less than
five years with the organization then social class mentioned in database would be
taken and entered in exit interview data.

ANNEX
URE - D

GUIDELINES FOR RESPONDING TO JOB APPLICANTS

The job applicants should be responded selectively as follows:
1. All job applications (solicited / unsolicited) that have been addressed
to the
Chairman / Group President / GEC Member / Chief Executive Officer
of the
group company and:
1.1. may be screened at a suitable time / later stage for the next
recruitment
process should be responded by using the specified format
Annexure
D - I.
1.2. may not be screened for the next recruitment step should be
responded
by the using the specified format Annexure D - II.
2. Those candidates who were called on after initial screening and
attempted
the entry test but were not amongst the qualified ones should be
responded
by using the specified format Annexure D - III.
3. Those candidates who have been successful in getting place to
appear
before the panel for final selection / interview and:
3.1. for whatever reason were not finally selected should be
responded by
using the specified format Annexure D - IV. This will also
include the
ones who did qualify the test but have not been successful in
initial
interview and therefore didnt get a place to appear before the
panel for
final selection / interview.
3.2. have been wait-listed must also be informed about the decision
through

telephone and followed by a letter as per the specified format

Annexure
D - V.
4. Those candidate who were finally selected, but for whatever
reason
found unfit in the medical assessment must also be informed
about the
status through telephone and followed by a letter as per the specified
format
Annexure D - VI.
5. Aforesaid letters should be forwarded through email (preferably) /
registered
courier service and copy of the same filed at an appropriate place
for any
future reference.

Annexur
e D - I
[Date]
[N
a
m
e}
[A
d
dr
es
s]
[C
ity
]
Dear Mr. ]Name],
Thank you for your email / CV (dated: [date]) forwarded to our Chairman /
Group President / Chief Executive Officer, Mr. _______________.
We have wait-listed / reviewed your profile and it has been added in active
database
for
access at a suitable time. You are advised to contact HR Department for any
future
reference.
We once again thank you for your interest in [Company].
Yours truly,
[Name]
[Desi
gnati
on]
[Com
pany]

Annexur
e D - II
[Date]
[N
a
m
e}
[A
d
dr
es
s]
[C
ity
]
Dear Mr. ]Name],
Thank you for your email / CV (dated: 6 June 2012) forwarded to our Chairman /
Group President / Chief Executive Officer, Mr. _______________.
We reviewed your profile. However, after a careful evaluation, we have
concluded
with
regret that currently, we dont have any vacant position available that matches
your
credentials.
We once again thank you for your interest in [Company] and wish you every
success in finding an appropriate career opportunity.
Yours truly,
[Name]
[Desi
gnati
on]
[Com
pany]

Annexure
D - III
[Date]
[N
a
m
e}
[A
d
dr
es
s]
[C
ity
]
Dear Mr. ]Name],
Thank you for appearing in entry test for the position of [Position] held on
[Date] and giving us the opportunity to examine your application.
We regret to inform you that you are not amongst the applicants who
successfully qualified the companys entry test and thus have not been shortlisted for next step of recruitment process.
We once again thank you for your interest in [Company] and wish you every
success in finding the right career opportunity.

Yours truly,
[Name]
[Desi
gnati
on]
[Com
pany]

Annexure
D - IV
[Date]
[N
a
m
e}
[A
d
dr
es
s]
[C
ity
]
Dear Mr. ]Name],
We would like to thank you for the interview you recently had with our
management,
which provided us the opportunity to meet and learn more about your
background
and
experiences.
We have made a sincere effort to carefully assess your credentials and
career
aspiration with our [Company]. We have concluded with regret that we would be
unable
to offer you an employment opportunity with our company. The decision has
been
made
purely on merit after evaluating a fine set of candidates having excellent
credentials.
Thank you again for the time and effort you put in considering [Company] in
your career planning. We wish you every success in finding an excellent career
opportunity.

Yours truly,

[Name]
[Desi
gnati
on]
[Com
pany]

Annexur
e D - V
[Date]
[N
a
m
e}
[A
d
dr
es
s]
[C
ity
]
Dear Mr. ]Name],
We would like to thank you for the interview you recently had with our
management,
which provided us the opportunity to meet and learn more about your
background
and
experiences.
We would like to inform you that subsequent to the final selection that has
already been made, we are pleased to put you on wait-list and will offer you a
suitable position as soon as it becomes available.
The decision has been made purely on merit after evaluating a fine set of
candidates having excellent credentials.
Thank you again for the time and effort you put in considering [Company] in
your
career
planning.

Yours truly,
[Name]

[Desi
gnati
on]
[Com
pany]

Annexure
D - VI
[Date]
[N
a
m
e}
[A
d
dr
es
s]
[C
ity
]
Dear Mr. ]Name],
With reference to your recent section process as [job position], we regret to
inform you that after a careful analysis of your medical reports submitted by the
hospital, we have decided to rescind our offer of job due to the following
reason(s):
1. [Name of ailment / disease]
2. [Name of ailment / disease]
Therefore, it would not be possible for us to proceed further with your
employment.
Your qualifications were of interest to us but the decision has been made purely
as per company rules / policy.

Yours truly,
[Name]
[Desi
gnati
on]

[Com
pany]

ANNEXU
RE- E

GUIDE LINES FOR EFFECTIVE INTERVIEWS

Set up a time for the pre-employment interview where it is mutually convenient
for both you and the job applicant. Try to hold the interview in the office or room
where there will be complete privacy from telephone interruptions and from
other employees.
Start with a warm introduction to build rapport, create a good first impression
and open the communication. For example, ask them something general
about the weather, directions for parking, or a recent sporting event. Use there
outside interests or hobbies from their resume to find a common ground that
you share with the candidate. But since this is only an introduction, keep it
brief.
1.
Ask questions and listen carefully to the applicants answers. Ask
questions
about his experience, job record, wages, and immediate supervisors.
Even brief answers to these questions by the applicant will tell you
very basic important attitudes about him that he possesses.
2.
Find out about each job the applicant held during the past. Find out
first what
his or her duties were and then determine the kind of people he
worked with in each situation.
3.
The job applicant who feels he always worked for poor supervisors
and unfair
managers will probably find you to be the same. A job applicant who
found
his
previous employer and co-workers interesting would probably find
them
interesting in your organization too. Thus interview is the best way to
find
out
his real attitude towards immediate supervision, fellow workers and
the
whole
idea of cooperation.
4.
Length of interview - Your pre-employment interview can be as short
as 15

minutes, but should not go on beyond half an hour for most jobs. The
length
of the pre-employment interview will depend upon the type of job
you
are
trying to fill. Remember that if you expect to keep an applicant as a
long-term
employee, you will want to interview him / her as carefully as you can.
5.
In sizing up prospective employees, it is necessary to consider the
whole
person and not just past experiences. Job applicants bring us their
health,
their ambitions, their attitudes, their worries, and the influence
of
their
families. All these things and others will affect their potential
with
our
company.
6.

Suggested general pre-employment questions for job applicants

- The
following is a list of suggested questions you may wish to ask all
applicants
you find worth interviewing prior to being considered further for hire
at
your
location:

"Why are you giving up your present job?"

Beware of candidates who bad-mouth their current employer or who
have
frequent job changes without increased responsibility or more
sophisticated
challenges.
"What did you like about your last job?"
A superficial answer may indicate inability to get beyond the basics
of a job. "What improvements would you have made in your last
job?"
A good test of a candidate's creativity and sensitivity.
"What was your most interesting job or project?"
The reasons given are more important than the answer. They
indicate, for example, whether the candidate likes challenges.
Please describe in detail the kind of work you did in your
last job?
"Describe the best person who worked for, or with you."
Difficulty with this may show a lack of understanding
people.
Tell me how you and Mr. / Ms. ABC (his / her former supervisor) got
along?
What experiences have you had in handling people? In supervising
others?
Why did you leave each of your former jobs? (If currently
employed,
also
ask:
Why do you want to leave your present job?)
Describe the type of criticism most frequently made of your work by
former employers
What do you know about us? (A careful interview can learn
much from answers to this questions.)
What is your future aspirations where do you see yourself in 3 - 5
years? Why do you think this would be a good place to work?
Why do you think that working here would be an opportunity for
you? What do you do in your spare time?
What do you think are your strongest qualities, skills, abilities and
areas for improvement?
7.
It is necessary to ask behavioral questions during interview to have
clues

relating to important personality dimensions, which may be

important for particular job, following are important behavioral
dimensions with examples of few behavioral questions:
Integrity
Tell us about a time when you demonstrated your
trustworthiness
or integrity at work or in your personal life.
Discuss a time when your integrity was challenged and how
you
handled it,"
Describe a time when you spoke up even though it was
unpopular.
Describe a time when you admitted a mistake to a coworker.

 How do you earn the trust of others?

Would those you've worked with describe you as a person of
integrity? Why did they reach that conclusion?
Have you ever experienced a loss for doing what was right?
Flexibility
Tell us about a time when you were working hard to
complete a
task and you were asked to leave that task before
completing it and start a different job.
Give us a specific occasion on which you followed a policy
with
which you did not agree.
Focus / Commitment / Output orientation / Achievement
orientation
Tell us about a time when you had to go above and beyond
the
call of duty to get a job done.
Give me an example of a time when you had set a goal for
yourself
and tell me how you went about accomplishing it.
Respecting others Opinion
Give us an example of a time when you were able to
successfully
communicate with another person even when that individual
may
not have personally liked you (or vice versa).
Improvement Orientation
Tell us about a time when you improved a task or job you
were
working on
Self-Awareness
In what kind of a work environment do you do your best
work?
What three skills will you need to continue to develop to be
"the
best you can be?"
Difficult Situation Handling
Can you describe a time at work when you brought bad
news to

your manager?
What is the worst professional obstacle you've ever had to
face
and how has it helped you to grow?
8.
Cues in Pre-Employment Interviews - There are several cues in
interviews.
Please remember that no one is perfect. Almost every prospect will
reveal
some doubtful area to the alert interviewer. A final decision
depends
on
through consideration of both pluses and minuses of the prospect. A
cue
in
itself is not a conclusion; it is simply signal to the interviewer.
Following
are
possible danger cues:
- Cues in how he / she acts: Sudden nervousness, blushing,
stammering,
fidgeting, or claming up may indicate that you are about to
uncover
favorable facts. A sudden change of pace in his talking or in his
rate of

reply to questions is a potential cue. An attempt to change the

subject or to laugh it off merits digging in by the interviewer.
- Cues in what he / she says:
Gaps in his / her record was he
loafing? Pursuing another jobs? Frequent changes in jobs, - was
he in trouble - marital or other family matters? - clear them up.
- Be very cautious of the dependent character: If he / she has a
habit of
depending on someone else to make his decisions, or if he / she
can get by without working - someone will take care of him / her.
- What to do with cues:
Do not show surprise, approval or
disapproval.
Keep him talking. How do you know that? What makes you think
that? Give me some concrete examples. Tell me why you feel this
way? I dont quite get your point: please explain further. In short dig in
- Look for danger cues in your pre-employment interviews: If you
find in
interviewing a certain individual that he is totally undesirable for
the
job,
then you need not go all the way through the interview. Your
time
is
valuable and should not be wasted on an applicant who you
know
is
undesirable. An interview can be concluded at any point. Dismiss
the
poor
risk applicant quickly. Dont hesitate to tell him the answer is no.
Do
not
leave anyone hopeful of a job offer, which he will never get. A
delayed
no often invites further waste of time with useless phone
calls,
correspondence or bother. We must always keep good public
relations
in
mind by saying no.
9.

Put your evaluation of all applicants during interview on

Interview
Assessment Form: Immediately after the job applicant leaves your
office,
try
to relax and think about the impression he has made on you. If you
have
reacted to him at all, he has certainly left you with a definite feeling.

Is
the
total feeling good or bad? Look back on the application form and
review
the
notes you have made in his answers to your questions. What do they
add
up
to? It is often very helpful to record your reactions to an interview from
just
as
soon as the individual leaves your office and while the interview is
fresh
in
your mind.

ANNEX
URE - F

GUIDELINES TO CONDUCT GROUP DISCUSSION

1.1
Group discussion is very critical as it provides the insights
relating to
individuals personality in a controlled environment by assessing:
1.1.1
Assertiveness & Confidence in participation /
Communication
Skills
1.1.2
Conflict management / Relationship Management
1.1.3
Interpersonal and Leadership skills
1.1.4
Listening ability and Fact-orientation / Information
Exchange
1.1.5
Body language
(Refer to attached Annexure F - I, for detail)
1.2
A panel of three observers / interviewers will assess a group of
5-6
candidates who will be given a topic to discuss in 20-25
minutes. It is strongly recommended that the group should be
consisted of candidates from different institutes and are not friends
to each other.
1.3
The topic of discussion should preferably be lose words like 'Love,
Money,
pride, self esteem, self actualization, power' and the candidates
would discuss amongst themselves the right order. Another
example is asking the candidates to name the five things they
want.
1.4
For a focused discussion, candidates who talk too much irrelevant
should
be warned once and then pulled out if they are disrupting the
group.
1.5
Similarly, candidate who appeared exceptional as their
thoughts are
agreed by everyone else and their ideas are way too good
should be pulled out.
1.6
It is important to observe if someone from the group acted like a
leader /
Chairperson and ran the show.
1.7
If someone doesnt contribute and the Chairperson within the
group

doesnt invite the individual to contribute either, then the

observer(s) should intervene and ask the individual to talk or
say what are your thoughts on the matter.
1.8
Normally, the observer should select one from each group
sometimes two
but not anymore people to stand out from a group.
1.9
The candidates who are successful at this stage will be added to
the pool
of candidates available for a final interview.

A
N
N
E
X
U
R
E
-F
-I

Group Discussion Evaluation Form

Candidates Name:

Date:

Evaluated for Position:

Topic Given:

No of Group members :

OS
Participation Level

(Clearly prepared for gorup discussion,knowledgeable of materials, regular

contributions)

Situation Analysis
(Recognizes confusion in others, identifies and manages misunderstandings,
recognizes when it is inappropriate to speak)

Relationship Management

Adequately manages conflict, allows others to express different views, effectively

asserts themselves, remianing nonagreesive, showing patience, respect for

Information Exchange

(listens attentively to others, provides focused, well-reasoned responses, asks

effective and insightful questions)

Communication Skills
(Speaks in an audible voice, clearly articulates ideas, conveys enthusiasm)
(English speaking fluency)

Leadership

(Taking initiative, setting directions, influence others and concludes on behalf of

class)

Body Language
(Non verbal communication during discussion)

VG

Overall Assessment:

Remarks:

Evaluators Name:

Designation :

AN
NE
XU
RE
G
HIRING (RECRUITMENT, SELECTION AND PLACEMENT) -PROCESS
FLOW