RECRUITMENT

Contents
INTRODUCTION ....................................................................................................................................... 2

RECRUITMENT......................................................................................................................................... 2

FACTORS AFFECTING RECRUITMENT ...................................................................................................... 3

THEORIES AND POLICIES OF RECRUITMENT AND SELECTION ................................................................ 3

INDUCEMENTS TO RECRUITMENT .......................................................................................................... 4

SOURCES OF RECRUITMENT ................................................................................................................... 6

METHODS OF RECRUITMENT .................................................................................................................. 9

SELECTION ............................................................................................................................................. 12

STEPS IN SELECTION PROCESS .............................................................................................................. 13

STRATEGIES FOR SUCESSFUL RECRUITMENT ........................................................................................ 18

ILLUSTRATIONS: .................................................................................................................................... 19

1. RECRUITMENT AND SELECTION PROCESS IN BHEL: .......................................................................... 19

2. RECRUITMENT & SELECTION PROCEDURE AT INDIAN RAILWAYS .................................................... 23

3. UNIVERSITY OF WESTERN AUSTRALIA .............................................................................................. 26

4. RECRUITMENT AND SELECTION AT TEAMLEASE .............................................................................. 30

5. RECRUITMENT PROCESS AT HOTEL ORCHID: .................................................................................... 37

CONCLUSION......................................................................................................................................... 43
INTRODUCTION
Human resource is an important corporate asset and the overall performance of company
depends on the way it is put to use. In order to realize company objectives, it is essential to
recruit people with requisite skills, qualification and experience. While doing so we need to
keep present and future requirements of company in mind.

Successful recruitment methods include a thorough analysis of the job and the labour
market conditions. Recruitment is almost central to any management process and failure in
recruitment can create difficulties for any company including an adverse effect on its
profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead to
labour shortages, or problems in management decision making.

Recruitment is however not just a simple selection process but also requires management
decision making and extensive planning to employ the most suitable manpower.
Competition among business organisations for recruiting the best potential has increased
focus on innovation, and management decision making and the selectors aim to recruit only
the best candidates who would suit the corporate culture, ethics and climate specific to the
organisation.

The process of recruitment does not however end with application and selection of the right
people but involves maintaining and retaining the employees chosen. Despite a well drawn
plan on recruitment and selection and involvement of qualified management team,
recruitment processes followed by companies can face significant obstacles in
implementation. Theories of HRM may provide insights on the best approaches to
recruitment although companies will have to use their in house management skills to apply
generic theories within specific organizational contexts.

RECRUITMENT
Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.”
Edwin B. Flippo defined recruitment as “the process of searching for prospective employees
and stimulating them to apply for jobs in the organization.” In simple words recruitment can
be defined as a ‘linking function’-joining together those with jobs to fill and those seeking
jobs.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes and needs are:

 Determine the present and future requirements of the organization in conjunction

with its personnel-planning and job-analysis activities.
 Increase the pool of job candidates at minimum cost.
  Help increase the success rate of the selection process by reducing the 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.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Induct outsiders with a new perspective to lead the company.
 Infuse fresh blood at all levels of the organization.
 Develop an organizational culture that attracts competent people to the company.
 Search for talent globally and not just within the company.

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -

1) INTERNAL FACTORS
 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Engagement of the company in HRP
 Company’s size
 Cost of recruitment
 Company’s growth and expansion

2) EXTERNAL FACTORS

 Supply and Demand factors

 Unemployment Rate
 Labour-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors

THEORIES AND POLICIES OF RECRUITMENT AND SELECTION

Theories:

1. Objective theory

1) Assumes applicants use a very rational method for making decisions

2) Thus, the more information you can give them (e.g. salaries, benefits, working condition,
etc), the better applicants weight these factors to arrive at a relative “desirability” index

2. Subjective theory

1) Assumes applicants are not rational, but respond to social or psychological needs (e.g.
security, achievement, affiliation)
2) Thus, play to these needs by highlighting job security or opportunities for promotion or
collegiality of work group, etc.

3. Critical Contact theory

1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g.
(promptness, warmth, follow-up calls, sincerity, etc.)
2) Research indicates that more recruiter contact enhances acceptance of offer, also
experienced recruiter (e.g. middle-aged) more successful than young or inexperienced
recruiter - may be especially important when recruiting ethnic minorities, women, etc.

Policies: Recruitment policy of any organization is derived from the personnel policy of the
same organization. However, recruitment policy by itself should take into consideration the
government’s reservation policy, policy regarding sons of soil, etc., personnel policies of
other organizations regarding merit, internal sources, social responsibility in absorbing
minority sections, women, etc.

Specific issues which may be addressed in Recruitment Policy:

1) Statement : Nondiscrimination (EEO employer) or particular protected class members

that may be sought for different positions (see also Affirmative Action guidelines)
2) Position description: Adherence to job description (& qualifications) in recruitment &
selection -BFOQ’s -bonafide occupational qualifications
3) How to handle special personnel in recruitment/selection: e.g. relatives (nepotism)
veterans (any special advancement toward retirement for military experience?), rehires
(special consideration? vacation days or other prior benefits?), part-time or temporary
personnel (special consideration? benefits?)
4) Recruitment budget/expenses: what is covered? Travel, Lodging/meals, Staff travel to
recruit, relocation, expenses, etc.
5) Others:
a. Residency requirement in district?
b. Favors, special considerations related to recruitment? - e.g. get spouse a job?

INDUCEMENTS TO RECRUITMENT

Organisational inducements are all the positive features and benefits offered by an
organization that serves to attract job applicants to the organisation. Three inducements
need specific mention here, they are:-
  Compensation: Starting salaries, frequency of pay increases, incentives and fringe
benefits can all serve as inducements to potential employees.

 Career Opportunities: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the
company takes care of employee career aspirations serves as a powerful
inducements to potential employees.

 Image or Reputation: Factors that affect an organisation’s reputation include its

general treatment of employees, the nature and quality of its products and services
and its participation in worthwhile social endeavors.

CONSTRAINTS

 Poor image: If the image of the firm is perceived to be low( due to factors like
operation in the declining industry, poor quality products, nepotism etc), the
likelihood of attracting large number of qualified applicants is reduced.
 Unattractive jobs: if the job to be filled is not very attractive, most prospective
candidates may turn indifferent and may not even apply.this is specialy true of job
that is boring, anxiety producing, devoid of career growth opportunities and
generally not reward performance in a proper way( eg jobs in post office and
railways).
 Government policy: Government policies often come in the way of recruitment as
per the rules of company or on the basis of merit and seniority. Policies like
reservations (scheduled castes, scheduled tribe etc) have to be observed.
 Conservative internal policies: Firms which go for internal recruitments or where
labour unions are very active, face hindrances in recruitment and selection planning.
 RECRUITMENT- Relationship with other activities

CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations

like commercial banks resort to centralized recruitment while some organizations like the
Indian Railway resort to decentralized recruitment practices. Personnel department at the
central office performs all the functions of recruitment in case of centralised recruitment
and personnel departments at unit level/zonal level perform all the functions of recruitment
concerning to the jobs of the respective unit or zone.

SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources and
external sources. Both have their own merits and demerits.

Internal Sources:-

Persons who are already working in an organization constitute the ‘internal sources’.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted.
External Sources

External sources lie outside an organization. Here the organization can have the services of:
(a) Employees working in other organizations; (b) Jobs aspirants registered with
employment exchanges; (c) Students from reputed educational institutions; (d) Candidates
referred by unions, friends, relatives and existing employees; (e) Candidates forwarded by
search firms and contractors; (f) Candidates responding to the advertisements, issued by the
organization; and (g) Unsolicited applications/ walk-ins.

Merits and Demerits of ‘Recruiting people from ‘within’

Merits Demerits

1) Economical: The cost of recruiting 1) Limited Choice: The organization is

internal candidates is minimal. No
expenses are incurred on advertising.
2) Suitable: The organization can pick the
right candidates having the requisite
skills. The candidate can choose a right
vacancy where their talents can be
fully utilized.
3) Reliable: The organization has the
knowledge about suitability of a
candidate for a position. ‘Known devils
are better than unknown angels!’
4) Satisfying: A policy of preferring
people from within offers regular
promotional avenues for employees. It
motivates them to work hard and earn
promotions. They will work with loyalty
commitment and enthusiasm.
forced to select candidates from a
limited pool. It may have to sacrifice
quality and settle down for less
qualified candidates.
2) Inbreeding: It discourages entry for
talented people, available outside an
organization. Existing employees may
fail to behave in innovative ways and
inject necessary dynamism to
enterprise activities.
3) Inefficiency: Promotions based on
length of service rather than merit,
may prove to be a blessing for
inefficient candidate. They do not
work hard and prove their worth.
4) Bone of contention: Recruitment from
within may lead to infighting among
employees aspiring for limited, higher
level positions in an organization. As
years roll by, the race for premium
positions may end up in a bitter race.
 The merits and demerits of recruiting candidates from outside an organization may
be stated thus:
Merits and Demerits of External sources of Recruitment
Merits
Wide Choice: The organization has the
freedom to select candidates from a large
pool. Persons with requisite qualifications
could be picked up.
Infection of fresh blood: People with
special skills and knowledge could be hired
to stir up the existing employees and pave
the way for innovative ways of working.
Motivational force: It helps in motivating
internal employees to work hard and
compete with external candidates while
seeking career growth. Such a competitive
atmosphere would help an employee to
work to the best of his abilities.
Long term benefits: Talented people could
join the ranks, new ideas could find
meaningful expression, a competitive
atmosphere would compel people to give
out their best and earn rewards, etc.
Demerits
Expenses: Hiring costs could go up
substantially. Tapping multifarious sources
of recruitment is not an easy task either.
Time consuming: It takes time to
advertise, screen, to test and test and to
select suitable employees. Where suitable
ones are not available, the process has to
be repeated.
De-motivating: Existing employees who
have put in considerable service may resist
the process of filling up vacancies from
outside. The feeling that their services
have not been recognized by the
organization, forces then to work with less
enthusiasm and motivation.
Uncertainty: There is no guarantee that
the organization, ultimately will be able to
hire the services of suitable candidates. It
may end up hiring someone who does not
fit and who may not be able to adjust in
the new setup.
METHODS OF RECRUITMENT
Internal Methods:

1. Promotions and Transfers

This is a method of filling vacancies from internal resources of the company to achieve
optimum utilization of a staff member's skills and talents. Transfer is the permanent
lateral movement of an employee from one position to another position in the same or
another job class assigned to usually same salary range. Promotion, on the other hand is
the permanent movement of a staff member from a position in one job class to a
position in another job class of increased responsibility or complexity of duties and in a
higher salary range.

2. Job Posting
Job Posting is an arrangement in which a firm internally posts a list of open positions
(with their descriptions and requirements) so that the existing employees who wish to
move to different functional areas may apply. It is also known as Job bidding. It helps the
qualified employees working in the organization to scale new heights, instead of looking
for better perspectives outside. It also helps organization to retain its experienced and
promising employees.

3. Employee Referrals
It is a recruitment method in which the current employees are encouraged and
rewarded for introducing suitable recruits from among the people they know. The logic
behind employee referral is that “it takes one to know one”. Benefits of this method are
as follows:

 Quality Candidates
 Cost savings
 Faster recruitment cycles
 Incentives to current employees
On the other hand it is important for an organization to ensure that nepotism or
favoritism does not happen, and that such aspects do not make inroads into the
recruitment process.

External Methods:
External methods of recruitment are again divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.
Direct External Recruitment Methods

1. Campus Recruitment
In Campus Recruitment, Companies / Corporate visit some of the most important
Technical and Professional Institutes in an attempt to hire young intelligent and smart
students at source. It is common practice for Institutes today to hire a Placement Officer
who coordinates with small, medium and large sized Companies and helps in
streamlining the entire Campus Recruitment procedure.

Benefits of Campus Recruitment

 Companies get the opportunity to choose from and select the best talent in a
short span of time.
 Companies end up saving a lot of time and efforts that go in advertising
vacancies, screening and eventually selecting applicants for employment.
 College students who are just passing out get the opportunity to present
themselves to some of the best companies within their industry of interest.
Landing a job offer while still in college and joining just after graduating is
definitely what all students dream of.
On the negative front, campus recruiting means hiring people with little or no work
experience.

Indirect External Recruitment Methods

1. Advertisements
Advertisements are the most common form of external recruitment. They can be found
in many places (local and national newspapers, notice boards, recruitment fairs) and
should include some important information relating to the job (job title, pay package,
location, job description, how to apply-either by CV or application form, etc). Where a
business chooses to advertise will depend on the cost of advertising and the coverage
needed i.e. how far away people will consider applying for the job.

2. Third Party Methods

 Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and

processed whenever vacancies occur. Walk-ins provide an excellent public
relations opportunity because well-treated applicants are likely to inform others.
On the other hand, walk-ins show up randomly, and there may be no match with
available openings. This is particularly true for jobs requiring specialized skills.

 Public and private employment agencies: Public and private employment

agencies are established to match job openings with listings of job applicants.
 These agencies also classify and screen applicants. Most agencies administer
work-sample tests, such as typing exams, to applicants.

 E-Recruiting: There are many methods used for e-recruitment, some of the
important methods are as follows:

a. Job boards: These are the places where the employers post jobs and search
for candidates. One of the disadvantages is, it is generic in nature.
b. Employer web sites: These sites can be of the company owned sites, or a site
developed by various employers.
c. Professional websites: These are for specific professions, skills and not
general in nature.

 Gate Hiring and Contractors: The concept of gate hiring is to select people who
approach on their own for employment in the organization. This happens mostly in
the case of unskilled and semi-skilled workers. Gate hiring is quite useful and
convenient method at the initial stage of the organization when large number of
such people may be required by the organization

STEP 2: DEVELOP AN EFFECTIVE RECRUITMENT STRATEGY EVALUATION OF

SOURCES OF RECRUITMENT

Time-lapse data: They show the time lag between the dates of requisition for manpower
supply from a department to the actual date of filling the vacancies in that department. For
example, a company's past experience may indicate that the average number of days from
application to interview is 10, from interview to offer is 7, from offer to acceptance is 10 and
from acceptance to report for work is 15. Therefore, if the company starts the recruitment
and selection process now, it would require 42 days before the new employee joins its
ranks. Armed with this information, the length of the time needed for alternative sources of
recruitment can be ascertained - before pinning hopes on a particular source that meets the
recruitment objectives of the company.

Yield ratios: These ratios indicate the number of leads/ contacts needed to generate a given
number of hires at a point at time. For example, if a company needs 10 management
trainees in the next six months, it has to monitor past yield ratios in order to find out the
number of candidates to be contacted for this purpose. On the basis of past experience, to
continue the same example, the company finds that to hire 10 trainees, it has to extend 20
offers. If the interview-to-offer ratio is 3:2, then 30 interviews must be conducted. If the
invitees to interview ratio is 4:3 then, as many as 40 candidates must be invited. Lastly, if
contacts or leads needed to identify suitable trainees to invite are in 5:1 ratio, then 200
contacts are made.
Surveys and studies: Surveys may also be conducted to find out the suitability of a
particular source for certain positions. For example', as pointed out previously, employee
referral has emerged as a popular way of hiring people in the Information Technology
industry in recent times in India. Correlation studies could also be carried out to find out the
relationship between different sources of recruitment and factors of success on the job. In
addition to these, data on employee turnover, grievances, and disciplinary action would also
throw light on the relative strengths of a particular source of recruitment for different
organizational positions. Before finally identifying the sources of recruitment, the human
resource managers must also look into the cost or hiring a candidate. The cost per hire can
be found out by dividing the recruitment cost by the number of candidates hired.

SELECTION

Introduction

The size of the labour market, the image of the company, the place of posting, the
nature of job, the compensation package and a host of other factors influence the manner
of aspirants are likely to respond to the recruiting efforts of the company. Through the
process of recruitment the company tries to locate prospective employees and encourages
them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants
for selection.

Definition

To select means to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the
individual who can most successfully perform the job from the pool of qualified candidates.

Purpose

The purpose of selection is to pick up the most suitable candidate who would meet
the requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about
the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are
matched with the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable applicants through successive stages of selection process. How
well an employee is matched to a job is very important because it is directly affects the
amount and quality of employee’s work. Any mismatch in this regard can cost an
organisation a great deal of money, time and trouble, especially, in terms of training and
operating costs. In course of time, the employee may find the job distasteful and leave in
frustration. He may even circulate negative information about the company, causing
incalculable harm to the company in the long run. Effective election, therefore, demands
constant monitoring of the ‘fit’ between people the job.
The Process

Selection is usually a series of hurdles or steps. Each one must be successfully

cleared before the applicant proceeds to the next one. The time and emphasis place on
each step will definitely vary from one organisation to another and indeed, from job to job
within the same organisation. The sequence of steps may also vary from job to job and
organisation to organisation. For example some organisations may give more importance to
testing while others give more emphasis to interviews and reference checks. Similarly a
single brief selection interview might be enough for applicants for lower level positions,
while applicants for managerial jobs might be interviewed by a number of people.

STEPS IN SELECTION PROCESS

1. Reception

A company is known by the people it employs. In order to attract people with talents, skills
and experience a company has to create a favourable impression on the applicants’ right
from the stage of reception. Whoever meets the applicant initially should be tactful and
able to extend help in a friendly and courteous way. Employment possibilities must be
presented honestly and clearly. If no jobs are available at that point of time, the applicant
may be asked to call back the personnel department after some time.

2. Screening Interview

A preliminary interview is generally planned by large organisations to cut the cost of

selection by allowing only eligible candidates to go through the further stages in selection. A
junior executive from the Personnel Department may elicit responses from the applicants
on important items determining the suitability of an applicant for a job such as age,
education, experience, pay expectations, aptitude, location, choice etc. this ‘courtesy
interview’ as it is often called helps the department screen out obvious misfits. If the
department finds the candidate suitable, a prescribed application form is given to the
applicants to fill and submit.

3.Application Blank

Application blank or form is one of the most common methods used to collect
information on the various aspects of the applicants’ academic, social, demographic, work
related background and references. It is a brief history sheet of employee’s background.

Usefulness of Application Blank or Form

Application blank is highly useful selection tool, in that way it serves three important
purposes:

1. It introduces the candidate to the company in a formal way.

2. It helps the company to have a cross-comparison of the applicants; the company can
screen and reject candidates if they fail to meet the eligibility criteria at this stage
itself.
3. It can serve as a basis to initiate a dialogue in the interview.

4.Selection Testing

Selection tests or the employment tests are conducted to assess intelligence, abilities, and
personality trait.
A test is a standardized, objective measure of a person’s behaviour, performance or
attitude. It is standardised because the way the tests is carried out, the environment in
which the test is administered and the way the individual scores are calculated- are
uniformly applied. It is objective in that it tries to measure individual differences in a
scientific way giving very little room for individual bias and interpretation. Some of them are

1. Intelligence Tests: These are mental ability tests. They measure the incumbent’s
learning ability and the ability to understand instructions and make judgements. The
basic objective of such test is to pick up employees who are alert and quick at learning
things so that they can be offered adequate training to improve their skills for the
benefit of the organization.
2. Aptitude Test: Aptitude test measure an individual’s potential to learn certain skills-
clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual
has the capabilities to learn a given job quickly and efficiently. In order to recruit
efficient office staff, aptitude tests are necessary
3. Personality Test: The definition of personality, methods of measuring personality factors
and the relationship between personality factors and actual job criteria has been the
subject of much discussion. Researchers have also questioned whether applicants
answer all the items truthfully or whether they try to respond in a socially desirable
manner. Regardless of these objections, many people still consider personality as an
important component of job success.
4. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities
and problems an employee faces while at work.
5. Graphology Test: Graphology involves using a trained evaluator to examine the lines,
loops, hooks, stokes, curves and flourishes in a person’s handwriting to assess the
person’s personality and emotional make-up.
6. Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as
the tests subject answers a series of questions. It records fluctuations in respiration,
blood pressure and perspiration on a moving roll of graph paper. The polygraph
operator forms a judgement as to whether the subject’s response was truthful or
deceptive by examining the biological movements recorded on the paper.

TEST AS SELECTION TOOL:

Tests are useful selection devices in that they uncover qualifications and talents that
can’t be detected otherwise. They can be used to predict how well one would perform if
one is hired, why one behaves the way one does, what situational factors influence
employee productivity, etc. Tests also provide unbiased information that can be put to
scientific and statistical analysis.

However, tests suffer from sizeable errors of estimate. Most psychological tests also
have one common weakness, that is, we can’t use scales which have a known zero point and
equal intervals. An intelligence test, for example starts at an arbitrary point, where a person
may not be able to answer question properly. This does not mean that the person is totally
lacking in intelligence. Likewise, a person who is able to answer all the 10 questions
correctly cannot be called twice as intelligent as the one who was able to answer only 5.
SELECTION INTERVIEW: Interview is the oral examination of candidates for employment.
This is the most essential step in the selection process. In this step the interviewer matches
the information obtained about the candidates through various means to the job
requirements and to the information obtained through his own observations during the
interview. Interview gives the recruiter an opportunity

 To size up the candidate personally;

 To ask question that are not covered in the tests;
 To make judgments on candidates enthusiasm and intelligence;
 To assess subjective aspects of the candidate – facial expressions, appearance,
nervousness and so forth;
 To give facts to the candidates regarding the company, its policies, etc. and promote
goodwill towards the company.

Types of interviews:

Several types of interviews are commonly used depending on the nature and importance of
the position to be filled within an organization.

In a non directive interview the recruiter asks questions as they come to mind. There is no
specific format to be followed.

In a patterned interview, the employer follows a pre-determined sequence of questions.

Here the interviewee is given a special form containing questions regarding his technical
competence, personality traits, attitudes, motivation, etc.

In a structured or situational interview, there are fixed job related questions that are
presented to each applicant.

In a panel interview several interviewers question and seek answers from one applicant.
The panel members can ask new and incisive questions based on their expertise and
experience and elicit deeper and more meaningful expertise from candidates.

Interviews can also be designed to create a difficult environment where the applicant’s
confidence level and the ability to stand erect in difficult situations are put to test. These are
referred to as the stress interview. This is basically an interview in which the applicant is
made uncomfortable by a series of, often, rude, annoying or embarrassing questions.

Steps in interview process:

Interview is an art. It demands a positive frame of mind on part of the interviewers.

Interviewers must be treated properly so as to leave a good impression about the company
in their minds. HR experts have identified certain steps to be followed while conducting
interviews:

PREPARATION:

 Establishing the objective of the interview

 Receiving the candidates application and resume
 Keeping tests score ready, along with interview assessment forms
 Selecting the interview method to be followed
 Choosing the panel of experts who would interview the candidates
 Identifying proper room for environment

1.RECEPTION: The candidate should be properly received and led into the interview room.
Start the interview on time.

2.INFORMATION EXCHANGE:

 State the purpose of the interview, how the qualifications are going to be matched
with skills needed to handle the job.
 Begin with open-ended questions where the candidate gets enough freedom to
express himself.
 Focus on the applicant’s education, training, work experience, etc. Find unexplained
gaps in applicants past work or college record and elicit facts that are not mentioned
in the resume.

3.EVALUATION: Evaluation is done on basis of answers and justification given by the

applicant in the interview.

4. PHYSICAL AND MEDICAL 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.

5.REFERENCE CHECKS: Once the interview and medical examination of the candidate is
over, the personnel department will engage in checking references. Candidates are required
to give the names of 2 or 3 references in their application forms. These references may be
from the individuals who are familiar with the candidate’s academic achievements or from
the applicant’s previous employer, who is well versed with the applicant’s job performance
and sometimes from the co-workers.

HIRING DECISION:

The line manager has to make the final decision now – whether to select or reject a
candidate after soliciting the required information through different techniques discussed
earlier. The line manager has to take adequate care in taking the final decision because of
economic, behavioral and social implications of the selection decisions. A careless decision
of rejecting a candidate would impair the morale of the people and they suspect the
selection procedure and the very basis of selection in a particular organization.

A true understanding between line managers and personnel managers should be

established so as to facilitate good selection decisions. After taking the final decision, the
organization has to intimate this decision to the successful as well as unsuccessful
candidates. The organization sends the appointment order to the successful candidates
either immediately or after sometime depending upon its time schedule.

Interviewing Mistakes: May have been influenced by ‘cultural noise, snap judgments, halo
effect, stereotyping, first impression etc.

STRATEGIES FOR SUCESSFUL RECRUITMENT

STEP 1: ENSURE AN UP-TO-DATE JOB DESCRIPTION

A clear, accurate and up-to-date job description is crucial to ensuring a good person-job fit. It is
worthwhile spending some time making sure that the job description matches the everyday reality
of the job.

STEP 2: EVALUATE THE RECRUITMENT STRATEGY

Periodically evaluating the effectiveness of your recruitment strategy, such as the type of
sources used for recruiting, can be a useful activity. For instance, a cost-benefit analysis can
be done in terms of the number of applicants referred, interviewed, selected, and hired.
Comparing the effectiveness of applicants hired from various sources in terms of job
performance and absenteeism is also helpful. One could also examine the retention rates of
workers who were hired from different sources.
ILLUSTRATIONS:
1. RECRUITMENT AND SELECTION PROCESS IN BHEL:

Job Analysis Form

Job Specification Form

Interview Schedule

Application Form for

Employment

Interview Assesment Form

1.MAN POWER RECRUITMENT

 As and when the need arises, the Manpower Requirement Form is dually filled by the
HOD/Group Manager of the concerned department and forwarded to the HRD Department.

 The HRD Department initiates activity on the recruitment once the "Manpower Requirement"
form is approved by MD.

 All "Manpower Requirement "Forms are maintained by the HRD Department.

2.IDENTIFYING SOURCES OF RECRUITMENT

On the basis of Manpower Requirement Form a recruitment source is identified. The source of
recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT:

 Internal Transfer/Promotion with necessary screening, training and selection to meet the
specified requirement. It would be desirable to utilize the internal sources before going outside
to attract the candidates. The two categories of internal sources including a review of the
present employees and nomination of the candidates by employees.
 The COMPANY suggests that the effective utilization of internal sources necessitates an
understanding of their skills and information regarding relationships of jobs. This will provide
possibilities for horizontal and vertical transfers within the enterprise eliminating simultaneous
attempts to lay off employees in one department and recruitment of employees with similar
qualification for another department in the company. Promotions and Transfers within the plant
where an employee is best suitable improves the morale along with solving recruitment problems.

These measures can be taken effectively if we established job families through job analysis
programmes combining together similar jobs demanding similar employee characteristics. Again,
employee can be requested to suggest promising candidates. Sometimes in a company the
employees are given prizes for recommending a candidate who has been recruited. The usefulness
of this system in the form of loyalty and its wide practice, it has been pointed that it gives rise to
cliques posing difficulty to management.

EXTERNA L SOURCE S OF RECRUITMENT:

An external source of Recruitment is considered from the combination of the following options:

Educational and technical institutes also form an effective source of manpower supply.
There is an increasing emphasis on recruiting students from different management institutes and
universities' commerce and management departments by recruiters for positions in sales,
accounting, finance, personnel and production. These students are recruited as management
trainees and then placed in special company training programmes. They are not recruited for
particular positions but for development as future supervisors and executive.

Indeed , this source provides a constant flow of new personnel with leadership personalities.
Vocational schools and industrial training institutes provides specialized employees, apprentices, and
trainees for semiskilled and skilled jobs. Persons trained in these schools and institutes can be placed
on operative and similar jobs with a minimum of in plant training. However, recruitment of these
candidates must be based on realistic and differential standards established through research
reducing turnover and enhancing productivity.

The enterprise depends to some extent upon casual labour or "applicant at the gate" and
mail applicants. The candidates may appear personally at the company's employment office or send
their applications for possible vacancies. According to company the quality and quantity of such
candidates depend on the image of the company in community.

Trade unions are playing an increasingly important role in labour supply. In several trades,
they supply skilled labour in sufficient numbers. They also determine the order in which employees
are to be recruited in the organization. In industries where they do not take active part in
recruitment, they make it a point the employees laid off are given preference in recruitment.

ADVERTISEMENT

 All recruitment advertisements are placed centrally by the HRD Department.

 The advertisement is drafted by HRD Department in consultation with the concerned
Department.
 All related documents of Advertisements released are maintained in the "Advertisement" file.

In addition to the above sources, several organizations develop sources through voluntary
organizations such as clubs, attracts employees of competitors looking for a change or good
prospectus for employment, utilize women, older workers and physically handicapped for specific
positions where they are best suitable, and use the "situation wanted" advertisement in
newspapers.

3.SELECTION

A .SCREENING/SHORTLISING

Resumes received from consultants and/or from the advertisements released in

Newspaper/Magazine are screened by HRD Department in consultation with the concerned
department.

B.INTERVIEW CALL

The shortlisted candidates are contacted for interview through an interview call letter/telephone
call/e-mai l or through the consultants.

C.INTERVIEW SCHEDULE

Interview schedule is prepared and sent to the concerned Department's HOD, Interview panel and a
copy is kept for HRD Department records.
D.PERSONAL DATA FORM
Any candidate appearing for an interview in the company is required to fill in his/her particulars in
the prescribed "Personal Data Form"

E.CONDUCTING INTERVIEWS

Interviews are conducted by a panel, which includes a staff member from the concerned
department and may include a representative.

F.INTERVIEW ASSESSMENT

Interview assessment Format is filled up by the interview panel immediately after the interview and
all the relevant papers are forwarded to the HRD Department at the earliest.

G.SALARY FIXATION

"Staff comparison statement" and " salary proposal" formats are used for this purpose.

H.OFFER AND APPOINTMENT LETTER

A candidate selected for appointment is issued an offer letter mentioning the expected date of
joining.

 Extension of time to join duties is granted to the candidate purely at Management discretion.
 A Detailed Appointment letter is issued after the individuals joins and fills the joining report.
 The offer and appointment letters are signed to all new joiners.
2. RECRUITMENT & SELECTION PROCEDURE AT INDIAN RAILWAYS

The selection and recruitment process of railways is done by Railway Recruitment Board (RRB).

In all, there are 19 (nineteen) RRBs, which cater to the respective zonal staffing requirements. Based on the
Indents received, Employment Notifications are released in Employment News ( A publication of the
Government of India) and Indicative advertisements in other News Papers.

System:

In order to ensure uniformity throughout the RRBs, there is a standard format for application.

The applications received are scrutinized for different eligibility criteria and a list of eligible candidates is
drawn. Thereafter, examination date and centre is fixed and call letters are dispatched to eligible candidates
one month in advance of the date of examination. Simultaneously the rejected applications data is published
in the website for information of in-eligible candidates.

The examinations may be single stage, two stages, single stage written exam followed by skill test/aptitude
test/interview depending on the nature of the posts advertised.

Candidates qualified in all stages of the examination are finally called for document verification, wherein, all
the records are verified and checked with original documents.

The employment notification is also published on the Internet web site. The applications are
scrutinized for eligibility. Eligible candidates are called for a written examination with call letters
being sent a month in advance of the date of the examination.
If number of candidates is large, the candidates who qualify in the preliminary exam are called for the
main written exam, and the merit list is prepared based entirely upon the result of the main exam. In
most categories of jobs, there is no interview after the written examination. For a very few specific
categories there is a viva after the written exam, while for certain other categories there is a skill test.
For categories related to operational safety, there will be a psychological test.

Following is intended to serve as guidelines for recruitment process for RRB (Indian railway
recruitment board):

1. The selection is made strictly as per merit on the basis of written/online examination. In addition,
Aptitude/Skill Test/Interview etc. may also be conducted wherever applicable. Short listed candidates
will be called for verification of the original documents according to merit, availability of vacancies
and reservation rules.

2. There shall be negative marking in written/online examinations and marks shall be deducted for
each wrong answer AT 1/3 of the allotted marks for each question.

3. The syllabus for the written/online examination will be generally in conformity with the
educational standards and /or technical qualifications prescribed for the posts. The Questions will be
of objective type with multiple answers and likely to include questions pertaining to General
Knowledge, General English/General Hindi, General Arithmetic, Analytical and Quantitative Skills and
those subjects covered as part of minimum educational/technical qualifications for the post. The
question paper will be bilingual i.e English and Hindi. The duration of the examination will be 90 to
120 minutes with approximately 100 to 150 questions.

4. The Railway Recruitment Board, at its discretion may hold additional written test(s) and/or
interview/skill test if considered necessary for all or for a limited number of candidates as may be
deemed fit by Railway Recruitment Board.

5. The date, time and venue of the written/online examination and Aptitude/Skill Test/Interview will
be fixed by the RRB and will be intimated to the eligible candidates in due course. These will also be
published in the Employment News and indicated in the website of RRB. Request for postponement
of the examination/skill test/interview and change of center/venue will not be entertained under any
circumstance.

6. Stages of examination are given against each post. Based on the performance of candidates in the
examination, the candidates equal to the number of vacancies will be called for document
verification in the main list. In addition 30% extra candidates are also called as standby candidates
and they are considered for empanelment only if there is shortfall in empanelment from the main
list. During document verification, the candidates will have to produce their original certificates. No
additional time will be given and the candidature of the candidates not producing their original
certificates on the date of verification is liable to be forefeited.

7. The appointment of selected candidates is subject to his/her passing requisite Medical Fitness Test
to be conducted by the Railway Administration, final verification of educational and community
certificates and verification of antecedent/character of the candidate. The function of RRB,
Bhubaneswar is to empanel the suitable candidates and send the panel to the Chief Personnel
Officer.

Document Verification:

The following documents are to be produced in original:

* All academic certificates and date of birth proof.

* Caste certificate in case of SC/ST/OBC Candidates.
* Latest caste certificate and the certificate enclosed along with the application in respect of OBC
candidates.
* NOC in case of departmental candidates
* Discharge certificate in case of EXS

8. As soon as a candidate is empanelled, an intimation is sent to the candidate by registered post

regarding the epanelment. The offer of appointment is issued by the Chief Personnel Officer.

The application details furnished by successful candidates are verified and they are called for
counselling and scrutiny of original documents. A panel of names is then recommended to zonal
Railway / Production unit to the extent of vacancies. The candidates will be required to pass a
medical examination before appointment.

The results of selection at every stage will be made available

on the Notice Board of RRB

in "The Employment News" and various newspapers, both local & national
through the Internet website
to the successful candidates through registered post
The selection process is based on merit and is subject to the rules and regulations issued by the
Ministry of Railways (Railway Board), Government of India which includes reservation of jobs for
certain castes/communities such as Scheduled Castes (SC), Scheduled Tribes (ST), Other Backward
Communities (OBC), etc. Ex-servicemen are also entitled for reservation as per the rules.

The entire computerized recruitment system functions impersonally without fear or favour. There is
no scope for corruption, influence or discretion in this process. Candidates indulging in malpractices
and unfair means are dealt with strictly.

Appointments: Appointments are made by respective zonal Railways /Production units.

The overall policy guidelines for all Railway Recruitment Boards in India are laid down by Railway
Recruitment Control Board, New Delhi.
3. UNIVERSITY OF WESTERN AUSTRALIA
The University aims to recruit and attract high quality staff. Several challenges impact on the
University’s capacity to recruit and select staff with the required capabilities. These challenges
include a diminishing labour market, increasing competition among employers for staff and the
changing demographics of the working population. In response to these challenges, the University
needs a comprehensive and rigorous yet simplified approach to recruiting and selecting talented
staff.

This policy provides an open and transparent framework for managers and supervisors to select staff
employed under the terms of the General Staff Agreement. This Agreement includes general,
technical, professional and some research staff. The policy is supported by a selection and
appointment guide which maps the selection processes and techniques to be used by the selection
committee.

The strategic staffing objective of the University’s Operational Priorities Plan is to recruit,
develop and retain high quality staff, supporting development of their full potential, within “a
one staff-one University” philosophy. The Selection policy supports this goal.

The recruitment and selection of staff to fill vacant positions is the responsibility of individual
work areas and applies a framework common to the whole University.

The University uses a merit based system to optimise the search and selection for the most
suitable applicant who best meets the requirements of a position.

Managers and supervisors first define the position requirements and its selection criteria. They
then develop attraction and search strategies to target potential applicants and advertise the
vacancy.

The University’s Selection policy no longer requires applicants to specifically address the
selection criteria in a written statement.

Confidentiality

Applications for vacancies are strictly confidential and access is restricted to those directly
involved in the selection process including Human Resources staff.

Committee members are required to sign the Statement of Confidentiality.

Need to Search and Advertise

To ensure that the most suitable person for a vacant position can be selected, the Preparing to
Recruit and Attract Staff policy provides managers and supervisors with a framework to apply
competitive and wide-ranging search processes. The Advertising policy clarifies how targetted
advertising is to be implemented.

Please consult the following flow chart on Staff Selection Procedures:

Selection and Appointment Guide for Chairs of Selection Committees for an Academic Staff
Vacancy

It is a requirement for the Chair to have attended recruitment and selection training and it is
expected all members will have attended.
The selection and recruitment process is a critical factor in ensuring the University has the right
staff. How well we manage this process also enhances the University's credibility and underlines
our commitment to integrity, accountability and transparency in our decision making processes.
Based on the assessment and recommendations made by selection committee, the University will
make an offer of employment. This is a significant commitment of the University's financial,
management, training, and other resources to an individual. Sound business practice requires the
selection process to provide a clear basis for entering into such a commitment and is documented
such that recruitment decisions are capable of review.

Key Principles

 The recruitment, development and retention of high quality staff is the University's prime
objective. It has chosen a merit based selection system to optimise the potential for
selecting the best person. This method uses a combination of written application,
behaviourally based interview questions, testing/presentations and referee reports to
determine relative merit against defined selection criteria. This process has been
established to ensure the best possible choice and that there is no discrimination on
grounds unrelated to the requirements of the position.
 The prerequisites and selection criteria for each position supply the means by which a
selection committee can assess the relative merit of applicants to ensure their
assessment is made on the same basis for all applicants.

THE SELECTION PROCESS

Setting up a Selection Committee

The Selection Committee should comprise:

 Dean of the Faculty as chair for Levels C & D (may be delegated to Head of School or
nominee for Levels A & B and Research Academic positions)
 two other members of the School
 the Head of School or nominee
 one member from outside the School (a member of academic staff at equivalent or
higher level from another School)

At least one female and one male must be on the committee to provide gender balance.

The issue of diversity should also be considered in establishing the committee.

If the appointment is to a clinical or para-clinical department in a teaching hospital it is usual to

co-opt the chairperson of the Hospital’s appointments committee or nominee.

The selection committee should not include any person who has a close personal relationship
with an applicant. If that member of the committee is the most appropriate, they are required at
the outset to declare their relationship to the applicant.

The Interview and Other Job-Related Exercises

The purpose of the interview is to complete the picture about the applicant that has been formed
from the short listing process. The interview should seek to explore more fully claims made in the
written application and to assess verbal communication and interpersonal skills (remembering
that some applicants will handle the interview better than others). Helpful suggestions for
conducting the interview are at Appendix 3.

For some positions it is important to test a specific skill or knowledge.

In reaching an assessment the committee should consider all the data available about the
application — the written application, interview, seminar/research presentation and referee
reports. The more sources of information used, the greater the chances of forming an accurate
and well rounded assessment of the applicant's suitability for the position.

Arrange for each short listed applicant to be contacted, with as much notice as possible, and
advise:

 interview time, date and venue

 that a seminar or research presentation (if applicable) is part of the assessment process
including where it will be held and the time
 the approximate time the process will take

Make the final decision

Sound business practice requires that the selection criteria provide a clear basis for entering into
an employment arrangement with an applicant and enables the decision making process to be
transparent and capable of review.

The report must contain sufficient information to provide feedback to individual applicants and
must demonstrate with some rigour how the selection committee arrived at its conclusions and
should include:

 the name of the recommended applicant

 a clear statement why this applicant was considered more appropriate than other short
listed applicants
 direct evidence that the recommended applicant meets the selection criteria, including
results of interview, seminar/presentation and referees report
 verification of essential academic qualifications
 a comment on the selected applicant’s research record (where applicable)
 brief statement on all short listed applicants referring explicitly to their competitiveness
in relation to the selection criteria and the selected applicant

Finalizing the Outcome

The selection report should be endorsed by the Dean or equivalent.A Recommendation to Offer
New Employment Contract is not a formal offer of employment. An offer of employment can be
made only through Human Resources after the appropriate level of approval has been
obtained.Appointments will generally be to the minimum of the salary range. If the selection
committee believes that circumstances warrant consideration of a higher salary this must be
approved by the Dean or equivalent.
4. RECRUITMENT AND SELECTION AT TEAMLEASE
TeamLease Services is India’s leading staffing company and provides a range of Temporary and
Permanent manpower solutions to over 1000 clients. Temps’ or ‘associates’, are temporary workers
who are deputed to various companies who prefer to outsource their HR operations. The
‘associates’ work for the company they are assigned to but are on the payroll of the staffing or the
temp leasing company. The duration of a temporary job is three to nine months. Some of the
important characteristics of temping recruitment are as follows-

 Recruit as per Client requirement and assign them to Client or Transfer candidate identified
by client on to TeamLease.
 Co-employment relationship between the Client, Associate and TeamLease.
 Manage HR Administration, Payroll and Regulatory activities.
 Temp staffing options- short term, long term and part time assignment.
 Temp-to-permanent staffing option- trial period to permanent staffing.

1 Benefits for Client

As business these days grow on a confounding rate, outsourcing the basic functions like recruiting
becomes a common thing. The need for flexi staffing is on demand and in such a scenario Teamlease
renders these services to its Clients.

A much defined process spans into four distinct stages,

 Initialization
 Transition
 Operations
 Relationship Management.

Equal importance is given to all four stages with activities defined for each stage.

There is a unique methodology that TeamLease adopts to render the service. This is shown below
2 Recruitment:

The base of all HR function is recruitment. It builds the workforce that leads a company into
progression. Hiring the right person for the right job is very important task. There are three distinct
phrases that TeamLease follows which is shown in the diagram
3 Methods or Techniques of Recruitment

3.1 Direct Method

These include sending recruiters to educational and professional institutions, employees’ contacts
with public and manned exhibits. Most college recruiting is done in co-operation with the placement
office of the college. The placement office usually provides help in attracting students, arranging
interviews, furnishing space and providing student résumés. For managerial, professional and sales
personnel, campus recruiting is an extensive exercise. For this purpose, carefully prepared brochures
describing the organizing and the job it offers are distributed among the students, before the
interviewer arrives.

3.2 Indirect Method

These methods involve mostly advertising in newspapers, websites, radio, in trade and professional
journals, technical magazines and brochures. Companies advertise when qualified or experienced
personnel are not available from other sources.
3.3 Third Party Method

These include the use of commercial or private employment agencies, state agencies and placement
offices of colleges, recruiting firms, management consulting firms, friends and relatives.

3.4 Professional Organizations:

These organizations maintain a pool of human resource for possible employment. These firms are
also called ‘head hunters’, ‘raiders’ and pirates by organizations who lose personnel thought their
efforts. Fundamentally there are two distinct steps of recruitment and each is a comprehensive
process in itself. They are discussed below:

4 Preparation

4.1 Know your client

Learning about companies is valuable because knowing what a company values will help an agent to
assess the candidates better. Pertinent information about the processes of the company would also
help you analyze CVs and find the right candidate. This can be done by reading the corporate
website or calling the company for further information or using your own network and find out the
‘work culture’.

This will help one to know about the history of the company, their core values, their clients and
processes, the benefits employees can enjoy and the career growth chart. When one has knowledge
about these vital parameters, it becomes easier to assess a resume based on these parameters.
Moreover, when one is equipped with such vital information about the company and the job profile,
it helps to motivate and mould the suitable but reluctant candidates to attend the interview.

4.2 Analyze the Job Description (JD)

A job description is a written record of the duties, responsibilities and requirements of a particular
job. It is concerned with the job itself and not the work. It is a statement describing the job in such
terms as “Title, location, duties, working condition and hazards”. An updated job description is
essential for a good selection interview. It helps one to explain the nature of work to the prospective
candidate properly without any over or under commitment. This also helps to put the candidate, the
client company and the agent on the same platform.

4.3 Prepare a Job Specification (JS)

It is a written record of the requirements sought in an individual worker for a given job. In other
words, it refers to a summary of the personal characteristics required for a job. Once the agent
knows what the job is, then he can decide what kind of person he/she would need to do it.
Sometimes the job specification is already prepared and given by the client along with the job
description. In such a case, the job of the agent becomes easier. The job specification is for the
benefit of the employees working in TeamLease. It is ready reference to check on the requirements
that one needs to keep in mind while sourcing for the different clients. It makes the whole task
easier and more convenient.
5 Implementation

5.1 Sourcing

Sourcing is the most of all recruitment activities. It is also difficult being monotonous in nature. A
recruiter needs to be self-motivated to do the job. The sourcing takes place in different levels and in
all the verticals of the industry. The procedures involved are discussed below. Even before sourcing
is started, it is very important to have a clear understanding of the requirement of the client
company. The recruiter must have all knowledge about the company he/she is about to source for. It
makes sure that all the questions that a candidate has regarding the profile or the credibility of the
company are satisfactorily answered. Sourcing is defined as the process wherein the recruiter
creates a pool of potential candidates to fill up a position. It is the first step of recruitment. Sourcing
involves logging on to a job-portal and doing a search for the potential candidates. After the search
is generated, the most critical part of sourcing starts. Mainly four steps are involved in Sourcing.
They are discussed below:

5.2 Analyze the Curriculum Vitae (CV) :

Now is the time to scrutinize the candidate’s resume. It is human nature to generally omit the
negative points while creating a resume or to exaggerate the achievements. Though most of the
time people are truthful while forming their resumes, others can hide or not mention things that can
portrait a negative picture of them. A good CV is one which is precise and presentable. It should
contain all details of education and work experience should be arranged in reversed chronological
method so as to emphasize on the most recent one. Analyzing a CV helps in short- listing a
candidate.

5.3 Match the JD and JS:

When a CV has been analyzed and is considered as a good one, the next step is to match it with the
job description. It is necessary to match it with the profile given by the company. Matching it with
the JD gives an idea if the person will be able to serve well in the position or not. Next it is important
to match it with the job specification. The JS gives the details of the desired skills and the mandatory
skills. These are the criteria for selection.

5.4 Shortlist the candidate:

Once the CV has been matched with the job description and matched with the job specification, CV
can shortlisted. Such a candidate is then called in for a face-to-face interview. There is an individual
interview of the recruiter and the candidate. In this interview the candidate answers the questions
the recruiter asks to be sure that the candidate would suit the profile of the job.

5.5 Handling the rejected candidates:

It is very important how a recruiter manages the rejected candidates. It is important to make the
candidate where his lacunas are and what can he do about it. In this way not only the recruiter helps
the candidate to correct itself but also helps in creating an association with them which is so very
vital in the service industry.

6 Interview
Interviews determine if a potential candidate will be a finalist and if he shall suit the job. A lot of
things get clear during an interview. A face to face talk with the candidate ensures that the recruiter
evaluates the candidate on terms of attitude, confidence and communication. The gaps that seem in
the resume are also questioned. The candidate may have an explanation for it. On the other hand if
he is lying, then he can be cross-questioned about this. Some of the objectives of interview are:

 To get an opportunity to judge an applicant’s qualifications and characteristics as a basic for

sound selection and placement.
 To give an applicant essential facts about the job and the company you are recruiting for.
 To establish a rapport.
 To promote goodwill about the company whether interview culminates in employment or
not.
 To get a real feel of the candidate.

The nature of the job determines which of these interviews would suit best. All the interviews are
not conducted for all the job profiles. The complexity of the interview depends on the complexity of
the job. We shall now discuss the telephonic interview which is very instrumental in selecting a
potential candidate in TeamLease.

6.1 The telephonic Interview

It is said that listening intently gives a good idea of what a person want to say and what a person
does not say. The sound, intonations, the varying pressures that a prospective candidate uses while
he/she speaks tells a lot about his/her attitude. This in turn helps the recruiter to judge that if the
candidate would be suitable for the job or not. Unlike the face-to-face interview where the recruiter
can read the non-verbal languages, in a telephonic interview he has to even sharper. Listening to the
words used and their tone used gives immense messages about the candidate.

As a recruiter, one has to be completely prepared before taking a telephonic interview. The
following steps can be kept in mind while taking a telephonic interview:
1. You must keep the CV next to you and make notes while taking the interview.
2. Must prepare a set of questions that would match the JD.
3. To use a call script. This helps in being professional and saves time to in approaching the right
candidate.
4. Do not display any negative emotion during the interview. Not to over or under commit anyone.
6.2 Questioning

It is very important to ask for permission to ask questions; otherwise it will feel like interrogation to
the candidates. To start off with, it is advisable to ask easy questions first (the best things about their
current situations), then ask about their problems and get them to expand on their answers.

6.3 Devise interview questions: Preparation in advance of an interview is essential if one is to make
a successful hire. Critical in the preparation process is the development of interview questions that
elicit tangible facts from all applicants. Basically, two rules are kept in mind when framing the
questions that will indicate whether or not an applicant meets the requirements you established for
the position:

RULE 1: Ask questions that concentrate on the applicant’s past performance – to permit reliable
assumptions about future success.

RULE 2: Ask questions that relate directly to at least one of your listed requirements to maximize the
information you will gain in the time allotted.

General Questions:

 Tell me about yourself

 What do you about the company?
 What are your goals?
 What are your strengths and weakness?
 What has been your most significant contribution in your college/previous organization?
 Why should we hire you?
 How would your friends describe you?

Specific Questions:

 How would you resolve a conflict in a project team?

 What was the most difficult decision you had to make?
 Can you work under pressure, deadlines, etc…?

Trick Questions:

 You may be over-qualified for this position

 What would you look for if you had to hire people?
 If you had to change your educational stream again, what would you do differently?
 What career options do you have at the moment?
 According to your definition of success, how successful have you been so far?
5. RECRUITMENT PROCESS AT HOTEL ORCHID:
Recruitment in Orchid involves two processes they are:

1. External Recruitment process

2. Internal Recruitment process

External Recruitment Process:

 Recruitment is done by advertising through newspapers.

 They also recruit personnel’s by working with Consultancies and Recruiting Agencies.

 They use Online job portals like Naukri.com, Monster etc to advertise about the
opportunities available in their organisation.

Internal Recruitment Process:

 Recruitment is done through employee referral system.

 Promotions to the employees are done depending upon the employee’s performances and
experience.

 Transferring of personnel’s from one location to another is another way of filling vacancies.

 Job postings are done within the organisation to notify interested employees regarding the
available opportunities.

General Selection Process:

Selection Process for Managerial Department

The selection process for managerial department in Orchid involves the following stages:

Preplacement presentation:

A brief presentation about the organisation and it’s features is given to the candidates by
the panel. It also involves a briefing with regard to the job profile and the opportunities available.

Group Discussion:

A topic is given to a group of candidates and their opinions and statements are observed
and evaluated by the panel or moderator.

Extempore:

Candidates are given a topic or situation and are expected to take a stand or give their
opinion about it, they are expected to speak about the topic for a small duration of time as decided
by the panel.
Written Aptitude Test:

Candidates’ analytical and logical reasoning skills shall be tested with the help of an aptitude
test, it involves basic mathematical and analytical questions.

Preliminary Interview:

A preliminary screening interview is conducted to test the candidate’s skill level in his field or
domain of specialisation along with his communication skills.

Psychometric Test:

This test involves psychometric analysis of the candidate’s personality and attitude.

Final Interview :

The final phase of the interview involves a round up with the senior management; this
includes negotiations regarding the compensation and any further enquiries regarding the job.

Offer letter:

The candidate is formally given the JOB offer letter which completes the selection process.

Selection Process for House Keeping Department

Preplacement presentation:

A brief presentation about the organisation and it’s features is given to the candidates by
the panel. It also involves a briefing with regard to the job profile and the opportunities available.

Group Discussion:

A topic is given to a group of candidates and their opinions and statements are observed
and evaluated by the panel or moderator.

Eye for detail Test:

A brief interview with HR manager that involves test for candidate’s compatibility for the
particular job profile.

Preliminary Interview:

A preliminary screening interview is conducted to test the candidate’s skill level in his field or
domain of specialisation along with his communication skills.

Final Interview :
 The final phase of the interview involves a round up with the senior management; this
includes negotiations regarding the compensation and any further enquiries regarding the job.

Offer letter:

The candidate is formally given the JOB offer letter which completes the selection process.

Pre-placement
Presentation

Group
Discussion

Extemporization

Written
Aptitude Test

Preliminary
Interview

Psychometric
Test for short
listed

Final Interview
with senior
management

Letter of Offer
Selection Process for House Keeping Department

Preplacement presentation:

A brief presentation about the organisation and it’s features is given to the candidates by
the panel. It also involves a briefing with regard to the job profile and the opportunities available.

Group Discussion:

A topic is given to a group of candidates and their opinions and statements are observed
and evaluated by the panel or moderator.

Eye for detail Test:

A brief interview with HR manager that involves test for candidate’s compatibility for the
particular job profile.

Preliminary Interview:

A preliminary screening interview is conducted to test the candidate’s skill level in his field or
domain of specialisation along with his communication skills.

Final Interview :

The final phase of the interview involves a round up with the senior management; this
includes negotiations regarding the compensation and any further enquiries regarding the job.

Offer letter:

The candidate is formally given the JOB offer letter which completes the selection process.
 Pre-placement
Presentation

Group Discussion

Eye for detail test

Preliminary
Interview

Final Interview
with senior
management

Letter of Offer

Selection Process for Chef

Preplacement presentation:

A brief presentation about the organisation and it’s features is given to the candidates by
the panel. It also involves a briefing with regard to the job profile and the opportunities available.

Written Technical Test:

A basic testing of the technical aspects like Kitchen technical terms, Knowledge of food
preparation, ingredients etc is conducted with the help of questionnaire.

Personal Interview:

The candidate’s attributes, strengths, weaknesses etc are tested in this round which involves
a formal round with HR manager.
Food Trial:

The candidate’s dishes are tasted and based on various parameters the dishes are evaluated
and qualified by competent jury.

Offer letter:

The candidate is formally given the JOB offer letter which completes the selection process.

Pre-placement
Presentation

Written Technical
Test

Group Discussion

Personal Interview

Food Trial

Letter of Offer
CONCLUSION

The employees of any organization are its life blood, without doubt. With the dawn of this
realization upon the present day business organizations, there appears to be a major shift
towards human resource management. In fact, the employees of today are encouraged to
participate in the major decisions and thus play a vital role in the management of the firm.
The performance of the organization depends on the efficiency that its employees exhibit.
Hence it is of crucial importance that employees with the most suitable qualifications be
selected. This is where the processes of recruitment and selection come in. It is difficult to
separate one from the other.

The various company illustrations given in this report indicate that these processes require a
great deal of thought and advanced planning. In fact, it is not only the HR department that is
involved. The finance department provides the budget for the processes and the manpower
gap is determined by inputs from all the departments. Also the grueling procedure through
which the candidate goes through is, in itself, an indicator of the significance of these
processes in the efficient functioning of the organization.