A

PROJECT

ON

“RECRUITMENT LIFE CYCLE MANAGEMENT AND SELECTION”

Chandigarh Business School Administration

LANDRAN (MOHALI)

Session 2016-18

By

POOJA KRISHNA

(ROLL NO. 1625049)

MBA THIRD SEMESTER

Under the supervision of

DR.UDAY KHANNA, ASSOCIATE PROFESSOR

 ACKNOWLEDGEMENT

I, Pooja Krishna, acknowledge the support of all individuals who

helped me out in the successful making of this project.

A vote of thanks to my line managers’Mr.Saurabh Pachauri and

Miss Manvi Khanna who’d guide me in every step of my project

report and also to “Mrs Nilima Nair” who’d given all the required

format which considers to be very important in presenting the

project report and her valuable guidance and keen interest and

encouragement at various stages of my training period .I am

thankful to the entire HR Team at ‘Socomo Technologies’ for being

a great support system in understanding the ‘Recruitment Life

Cycle’.

I would also like to thank my class counselor and mentor ‘Dr Uday

Khanna ‘ for always being there to answer my queries and motivate

me to complete the project successfully.

ii
 CERTIFICATE OF ORIGINALITY

I Pooja Krishna roll no. 1625049 of batch

2016-18, am a full time bonafide student of first year of master of

business administration (MBA) programme of Chandigarh Group Of

Colleges, Landran, Mohali.

I hereby certify that I have undergone summer training at

Socomo Technologies Pvt Ltd. at, Chandigarh, from 7 June , 2017

to 6 June, 2017 and the project report titled

“Recruitment Life Cycle Management” is an original work of

mine under the guidance of the line managers Mr Saurabh

Pachauri (HR) and Mrs Nilima Nair (HR) and the faculty

mentor Mr Mukesh Arora and is not based on or

reproduced of any existing work of any other person. Further, the

project report is not based on or reproduced from any earlier work

iii
undertaken at any other time or for any other purpose, and has not

been submitted anywhere else at any time.

Pooja Krishna

1625049

iv
 TABLE OF CONTENTS

Topics Page No.

1. Executive Summary 1
2. Introduction 2
3. Aim and Objectives 5
4. Rationale 6
5. Review of literature
 Recruitment and Selection 7

 Recruitment 9
 Guiding Principles Of Recruitment 11
 Recruitment Strategies and Resources 12
 Position Announcements 13
 The Recruitment Industry 14
 The Recruitment Process 17
 Selection 19
 Objectives of Recruitment and Selection 31
 Recruitment and Selection Policy Statement 31
 Company Profile 32
 Recruitment at SOCOMO 37
 Recipe for a successful recruitment and 38
selection process

6. Research methodology 58

7. Analysis and Interpretation 59

8. Conclusion 72

9. Recommendations 74
10. References 79
11. Appendix 81

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 EXECUTIVE SUMMARY

Recruitment is not a magical process of having people sign

up, but is one of the most critical aspects of operating your program.

Recruitment should be a strategic process that connects candidates

who need what you have to offer and who possess the skills and
aptitude to accomplish your goal and objectives.

The recruitment and selection unit is dedicated to recruiting and

selecting qualified candidates for appointment. This process
includes administering all testing phases from the written
examination up until applicants are appointed. The recruitment and
selection process should ensure fairness and consistency
throughout the entire process. It should be administered in such a
way that only those applicants who meet various job related
standards are offered positions of appointment. The recruitment and
selection units should actively recruit and participate in event that
will foster a diverse applicant pool. Recruiting from a pool of
targeted leads can decrease member attrition.

The objective of my study was to understand the recruitment and

selection practices. In this report, I have tried to include all the
issues related to recruitment and selection process which I could
gather after reading various articles on Human Resource and a
questionnaire based interview of the employees of the company I
studied.

1
 INTRODUCTION

In this information age, the importance of human capital and human

asset cannot do ignored; rather it is that line of business that could
lead any organization to attain heights. This is the factor that makes
difference between one organization and another. Getting the right
person at the right place and then retaining him is the main area of
concern in today’s corporate world. Hence, the emphasis is being
laid to device policies and programs in such a manner that it leads
to retention of the desired manpower and thus contributes towards
organizational development. Each organization is now thriving to
attain the best person i.e. the knowledgeable worker and leverage
their wisdom towards the achievement of the organizational
objectives. Nobody wants to have the third best or the second best,
but to have the best person in the organization it becomes very
difficult to retain them.

Certain great leaders who have made their mark in corporate world
by their actions say that every organization can acquire the same
machinery, the same infrastructure etc. But what makes the
difference in one organization to another is the manpower it
possess which cannot be copied down.

Considering the aspect of sourcing, no organization should ever

think that once it has acquired the best talent created favorable
conditions to retain them they would not require going in for
sourcing activities.

2
Hence this should be kept in mind that sourcing is a continuous
process, an outgoing one and will have its existence till the
organization functions. The talent that we have acquired and
retained is through its sourcing only. Unless and until a person is
sourced from outside, how will the organization get the best. To
have the best it is essential to acquire it from outside. There has
been tremendous change in the technology and for the organization
to survive in this changing scenario; it has become very essential
that they keep up with the pace with the changes in the technology,
the change in the culture etc.

Taking for example no organization can even think of operating

without the use of information technology, now it becomes very
difficult and costly affair to train the people within the organization at
different level to learn how to make use of this technology. Hence
sourcing is done and the best talent is acquired so that the person
not only takes case of changing technical needs of the organization
but also be able to make other employee learn from him.

After having determined the number and kinds of personnel

required the human resource and personnel manager proceeds with
identification of sources of recruitment and finding suitable
candidates for employment. Both internal and external sources of
manpower are used depending upon the types of personnel
needed.
The selection procedure starts with the receipt of applications for
various jobs from the interested candidates. Totally unsuitable
candidates are rejected at the screening stage. Man power planning
3
gives an assessment of the number and type of people required in
the organization.

The next task of the personnel manager is to find out capable and
suitable persons who may be working in the organization itself while
others will have to be sought from outside the organization. It
involves persuading and inducing suitable persons to apply for
and seek jobs in the organization.

Recruitment refers to the attempt of getting interested applicants

and providing a pool of prospective employees so that the
management can select the right person for the right job from this
pool. Recruitment is a positive process as it attracts suitable
applicants to apply for available jobs. The process of recruitment:

1. Identifies the different sources of manpower supply.

2. Assesses their validity.
3. Chooses the most suitable source or sources.
4. Invites applications from the perspective candidates for
the vacant jobs.

4
 AIM AND OBJECTIVES

 To study the Recruitment and Selection procedure at

SOCOMO TECHNOLOGIES PVT.LTD.

 To study the various sources of Recruitment followed at

SOCOMO.

 To search or Headhunt people whose profiles and skills fit into

the Company’s culture.

 To identify areas where there can be scope for improvement.

 To develop practical knowledge with theoretical aspects.

 To find out better process of recruitment.

 To know about the role of a recruiter.

 To focus on the challenges faced while recruiting.

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 RATIONALE

• This study helps to understand the requirement of the human

resource in an organisation and finding out ways of filling the

vacancies at the required time.

• Effectiveness of Recruitment is understood while sourcing and

screening the profiles of the potential candidates.

• Also the study develops good learning about the recruitment

at the IT company.

• Recruitment is the main bottleneck in most of the

organisations and the entire life cycle explains it all.

• It gives a vision wherein a clear image is made about the

recruitments and the various challenges faced during the course of

actions.

To understand the importance of smartly managing the

recruitment process and going ahead with the profiles which are

good to go.The idea that is extracted from the study is that both the

time and cost should be judiciously put in the promising profiles for

which the recruiter must have the desired skill set to judge the

profiles and accodingly put in their time for the snapshots to send

ahead.

6
 REVIEW OF LITERATURE

A Full Life-Cycle Recruiter manages the entire recruitment process,

initiating it by posting a job,procuring and screening candidate
resumes, interviewing candidates, and extending formal offers of
employment.

7
RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a

viable applicant pool from which hiring and promotion decisions are
made. But prior to recruitment, position description is necessary
while selection includes all the activities, from the initial screening
interview to physical examination if required, that exist for the
purpose of making effective selection decisions.

POSITION DESCRIPTION

A complete, accurate and current position description is the

foundation for planning and conducting the recruitment effort. It
should be

Non discriminatory- One should never express a preference for

certain age, race or national origin. In very rare case sex can
constitute a bonafide occupational qualification.

Valid- This means they are inherently job related and predict
successful performance of the job.

Defensible- This means they are recognized as legitimate in the

field attached to the position.

Objective and Measurable- It should be as objective and

measurable as possible. The more subjective qualification the
greater the need to predetermine how it will be qualitatively
assessed.

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RECRUITMENT

Recruitment refers to the process of sourcing, screening, and

selecting people for a job or vacancy within an organization. Though
individuals can undertake individual components of the recruitment
process, mid and large size organizations generally retain
professional recruiters.

The recruitment process in India is designed in such a way that

each candidate gets the desired profile according to its own choice.
Place the candidate from the right profile, the best job recruitment
agencies, the solution is the end of most Indian job recruitment
agencies.

The job recruitment agencies in India involves identifying those

posts, preparing the job description and person specification,
advertising, management of the response, the prequalification
process, organizing meetings, conducting interviews, making
decisions, the appointment and action. This means that a lot of time
and resources must be invested before the right candidate is
selected.

Most recruitment agencies in India follow three stages in the

recruitment process, which are essentially short list of application,
preliminary assessment and final interview and selection.

The recruiting India process may include a written test to judge the
particular skills of a candidate. In this case, the test must be
carefully prepared, not to deviate from the subject. Much can be
found on the candidate's resume. A good presentation of his
resume is in an organized way and refined talk a lot on the

9
individual. His mentality and attitude can be judged according to his
resume.

Then the interview, which is an important and crucial part of the

recruitment process. The person who takes the interview of the
candidate must be well prepared in advance. Concerns such as the
location of the interview, the timing, structure of the question of
strategy, the style of taking the interview must be decided in
advance, so that nothing is excluded, and all subjects properly
treated.

In addition, there are a number of things that must be taken into

consideration in the recruitment process. Until the final decision
about a certain candidate is taken, it is important to keep in regular
contact with the candidate. The decision-making process should not
take too long to prevent candidates from taking any other occasion.
An applicant must be informed once the decision is made. He or
she must say the entire process of his appointment clearly with the
details of all documents to be submitted. A record should be kept of
the candidate file for future reference.

The recruitment process must be strong and justified and shall

withstand external scrutiny. Only a good job recruitment agency with
a good understanding of the area and the process can execute the
same success. In India, most of the recruitment agencies to
understand the needs of clients and candidates and they work in a
planned way to recruit people.

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GUIDING PRINCIPLES OF RECRUITMENT

Appropriate and effective recruitment strategies vary with each

position. The length and scope of the recruitment should be relevant
to the position.

In setting the timeline for your recruitment, consider the wording

carefully--there are consequences to your choice.

 If you specify a recruitment deadline, you may not consider any

applications received after that date.

 If you indicate the position will remain open until filled, you must
consider any applications received until an offer has been
extended and accepted.

 If you indicate "applications received by a certain date will be

assured full consideration," you can decide whether or not to
review applications received after the specified date. When using
this wording, it is critical to establish a meaningful date.

Recruitment activities should include good faith efforts to solicit a

diverse applicant pool and affirm that race, sex, age, disability or
veteran status will not be used to discriminate.

If the position is in a job group that is underutilized, by women or

ethnic minorities, additional targeted recruitment efforts should be
undertaken.

All advertisements and position announcements should be

consistent with each other, reflect the qualifications identified in the
position description.

11
Prior to recruiting for a position, ensure that you know what
institutional policies and procedures apply. Contact your HR
Generalist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified

positions, consult with the appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in

developing recruitment strategies for each vacancy. General
guidelines for specific types of positions are listed below.

Tenure-track Faculty

Scope of Search: National or regional

Recruitment Resources:

Discipline-specific journals, list-serves, professional associations

Personal contacts with colleagues, alma maters, and alumni

associations

Position announcement mailings to doctoral-degree granting

universities

Chronicle of Higher Education

Recommended Recruitment Period: At least 3 weeks after

appearance of first advertisement; at least 1 full week after
publication of last advertisement

Unclassified staff, Director level and above

Unclassified (below Director Level) and Classified Staff

12
Scope of Search: Regional (for technical or paraprofessional
positions) or local

Recruitment Resources:

Position announcement mailings to state employment offices, local

vocational and community colleges.

Recommended Recruitment Period

Unclassified: At least 2 weeks after appearance of first

advertisement; at least 1 full week after publication of last
advertisement

Classified: Contact your HR Generalist for state requirements

POSITION ANNOUNCEMENTS

Purpose of the Position Announcements:

Provides applicants, hiring departments and search

committees with a general idea of the nature of the position, the
terms and conditions of appointment, salary range, reportage, and
required application materials and application deadline.

Serves as a convenient mailer or flyer to advertise the position by

direct mail.

General Guidelines for Developing Position Announcements:

 Use the recommended format, which is either printed on

company’s own letterhead. Limit the announcement to one page,
using the reverse side of the page, if necessary.

 Provide enough information to give applicants adequate

understanding about the nature of the position. Identify required

13
 and preferred qualifications so that you solicit qualified applicants
and stimulate interest in the position.

 Provide notification of the company's EO/AA policy, and identify

contacts for requesting reasonable accommodation.

 Provide a contact name, address and phone number.

 Explain application requirements.

THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their

recruiters aim to channel candidates into the hiring organization’s
application process. As a general rule, the agencies are paid by the
companies, not the candidates. The industries practice of
information asymmetry and recruiters' varying capabilities in
assessing candidate quality produces the negative economic
impacts.

Traditional recruitment agency

Also known as an employment agencies, recruitment agencies have

historically had a physical location. A candidate visits a local branch
for a short interview and an assessment before being taken onto the
agency’s books. Recruitment Consultants then endeavor to match
their pool of candidates to their clients' open positions. Suitable
candidates are with potential employers.

Remuneration for the agency's services usually takes one of two

forms:

A contingency fee paid by the company when a recommended

candidate accepts a job with the client company (typically 20%-30%

14
of the candidate’s starting salary), which usually has some form of
guarantee, should the candidate fail to perform and is terminated
within a set period of time.

An advance payment that serves as a retainer, also paid by the

company. In some states it may still be legal for an employment
agency to charge the candidate instead of the company, but in most
states that practice is now illegal, due to past unfair and deceptive
practices.

Online recruitment websites

Such sites have two main features: job boards and a

résumé/Curriculum Vitae (CV) database. Job boards allow member
companies to post job vacancies. Alternatively, candidates can
upload a résumé to be included in searches by member companies.
Fees are charged for job postings and access to search resumes.

In recent times the recruitment website has evolved to encompass

end to end recruitment. Websites capture candidate details and
then pool then in client accessed candidate management interfaces
(also online).Key players in this sector provide e-recruitment
software and services to organizations of all sizes and within
numerous industry sectors, who want to e-enable entirely or partly
their recruitment process in order to improve business performance.

The online software provided by those who specialize in online

recruitment helps organizations attract, test, recruit, employ and
retain quality staff with a minimal amount of administration.

Online recruitment websites can be very helpful to find candidates

that are very actively looking for work and post their resumes online,

15
but they will not attract the "passive" candidates who might respond
favorably to an opportunity that is presented to them through other
means. Also, some candidates who are actively looking to change
jobs are hesitant to put their resumes on the job boards, for fear that
their current companies, co-workers, customers or others might see
their resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal

recruitment efforts have failed. Headhunters are generally more
aggressive than in-house recruiters. They may use advanced sales
techniques, such as initially posing as clients to gather employee
contacts, as well as visiting candidate offices. They may also
purchase expensive lists of names and job titles, but more often will
generate their own lists. They may prepare a candidate for the
interview, help negotiate the salary, and conduct closure to the
search. They are frequently members in good standing of industry
trade groups and associations. Headhunters will often attend trade
shows and other meetings nationally or even internationally that
may be attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins

on candidate placements (sometimes more than 30% of the
candidate’s annual compensation). Due to their higher costs,
headhunters are usually employed to fill senior management and
executive level roles, or to find very specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs,

headhunters will both attract candidates and actively seek them out
as well. To do so, they may network, cultivate relationships with
16
various companies, maintain large databases, purchase company
directories or candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment,

using their Human Resources department. In addition to
coordinating with the agencies mentioned above, in-house
recruiters may advertise job vacancies on their own websites,
coordinate employee referral schemes, and/or focus on campus
graduate recruitment. Alternatively a large employer may choose to
outsource all or some of their recruitment process (Recruitment
process outsourcing).

THE RECRUITMENT PROCESS

These are the main recruiting stages.

Sourcing

Sourcing involves 1) advertising, a common part of the recruiting

process, often encompassing multiple media, such as the Internet,
general newspapers, job ad newspapers, professional publications,
window advertisements, job centers, and campus graduate
recruitment programs; and 2) recruiting research, which is the
proactive identification of relevant talent who may not respond to job
postings and other recruitment advertising methods. This initial
research for so-called passive prospects, also called same-
generation, results in a list of prospects who can then be contacted
to solicit interest, obtain a resume/CV, and be screened.

17
Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g.

communication, typing, and computer skills. Qualifications may be
shown through resumes, job applications, interviews, educational or
professional experience, the testimony of references, or in-house
testing, such as for software knowledge, typing skills, numeracy,
and literacy, through psychological tests or employment testing.

In some countries, employers are legally mandated to provide equal

opportunity in hiring.

Onboarding

A well-planned introduction helps new employees become fully

operational quickly and is often integrated with the recruitment
process.

PITFALLS OF RECRUITMENT

Candidates can sometimes be subject to undue pressure to accept

a job or position by an overly zealous recruiter or personnel person.

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SELECTION

This is the process of choosing individuals who have relevant

qualifications to fill vacant positions. The process begins when a
hiring department identifies the need to fill a position, and ends
when a person is hired to meet that need. What happens in the
middle of the process includes job analysis, position description
development, recruitment, testing, and screening, corresponding
with applicants, Credentials verification, background investigations,
interviewing, reference checking, physical examinations, and the
offer.

Discriminatory hiring practices could result in significant costs for

the Company. Individuals acting on behalf of the organization who
fail to follow nondiscrimination policies may face personal liability.
Poorly designed or executed selection processes will generally fail
to identify the right person for the job, result in missed opportunities
or delays in accomplishing the mission of the organization, and lead
to discrimination claims. Impolite or incompetent interviewers,
unnecessarily long waits, and lack of follow-up may cause
unfavorable impressions of the Company.

THE COST OF SELECTION

The cost of selecting performers who are inadequate performers or

who leave the organization before contributing to profits is a major
cost of doing business. The cost incurred in hiring and training any
new employee is expensive sometimes in the thousands of dollars.
In 1983, the average cost per hire for exempt employees was more
than $4600; nearly $4700 if there was relocation. These cost
incurred by the organization suggest that hiring is very expensive
19
activity and that any efforts the organization can make toward
minimizing turnover and hiring costs can pay dividends. Thus proper
selection of personnel is obviously an area where effectiveness
(choosing competent workers who perform well in their position) can
result in large savings.

GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to

liability. Seeking training from HR for anyone who participates in the
process before beginning.

Provide reasonable accommodation in the application process to

persons with disabilities.

Use a nondiscriminatory, valid, and consistently applied selection

criteria/process. Use of a rating guide is recommended. This is a
form used to rate applications for a position based on the required
and preferred qualification as defined in the position description.
Rating guides simplify the paper screening process, ensure that
applications are being evaluated against the same criteria, and
provide documentation which will be used to defend any challenged
outcome.

Once it is determined that an individual does not meet the

established minimum qualifications, she must be eliminated from
further consideration. If you are unclear whether or not an applicant
possesses the minimum qualifications, it is appropriate to conduct a
verification phone interview. You may also ask applicants to include
a cover letter detailing how they meet the established qualifications
as part of the application process.

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Be able to justify every selection/nonselection decision with
appropriate documentation (e.g., the position description,
applications/resumes, rating guides, selection criteria, interview
questions, and reference checks). This documentation should be
forwarded to HR Generalist after the search is completed.

Avoid prohibited pre-employment inquiries and interview

contaminants.

Conduct reference checks as part of the selection process.

Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to

restrict an employer's ability to choose the most qualified person.
They are intended to ensure that employers use criteria that are job-
related and nondiscriminatory. Hiring departments and search
committees should use the appropriate guidelines to identify
appropriate pre-employment inquiries. Any questions regarding the
appropriateness of specific inquiries should be directed to the
EO/Compliance Specialist.

TIPS FOR INTERVIEW PROCESS

Minimize Stereotypes – Provide interviewers with a job description

and specifics on job requirements. In the absence of specific
information individuals may be more likely to make stereotypical
judgments about a candidate

Job Related – Construct interview questions that are job related.

Not having job related interview questions will lower the validity of
the interview process.
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Train Interviewers – “Improve the interpersonal skills of the
interviewer and the interviewer’s ability to make decisions without
influence from non-job related information. Interviewers should be
trained to:

 Avoid asking questions unrelated to the job

 Avoid making quick decisions about an applicant

 Avoid stereotyping applicants

 Avoid giving too much weight to a few characteristics

 Try to put the applicant at ease during the interview

 Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a

candidate, you may attach attributes to her that don't actually exist.

MISSING DATA -- especially if the candidate isn't encouraged to fill

in the gaps.

NEGATIVE BENT -- the tendency to focus on information which will

automatically disqualify a candidate, causing you to overlook
his/hers strengths in the process

SNAP JUDGMENTS can devastate the interview process --

remember that you gather information during the interview and
evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or

antagonistic

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INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless
you carefully document the interview, valuable material will slip
through the cracks; avoid recording inappropriate information (i.e.,
anything not related to the job) or statements based on your own
inferences.

STEREOTYPING -- a major problem. Focusing on the job rather

than personal traits can offset a tendency to categorize candidates.

THE HALO EFFECT -- a tendency to generalize one outstanding

feature of a candidate as representative of success in any
endeavor, no matter how unrelated

MIND SET -- your background, attitudes, motives, values,

aspirations and biases

CHEMISTRY or rapport between two people can contaminate the

interview -- the basis of your personal reaction to a candidate must
always be evaluated in terms of the position requirements

REFERENCE CHECKS

Nearly 80% of what is needed to be known about candidates can be

learned through good investigative techniques. Although privacy
legislation has had an impact on the reliability of reference checks,
they remain a viable means of verifying applicant information.
Appropriate checks are also necessary to defend against charges of
negligent hiring. Keep the following guidelines in mind:

Obtain permission from candidates.

Inform candidates that reference checks and validation of

credentials will be part of the selection process.

23
A candidate may have valid reasons for setting some limits, and
these limitations should be respected.

The bottom line is that the candidate must allow some access to
people familiar with their work, or withdraw their candidacy.

If access is significantly candidate-controlled, she/he must

understand that less restricted checks will be made before any offer
is extended.

Intentionally choose whom to contact. Consider the following

guidelines:

 Call the references identified by the candidate.

 Seek permission to call persons who should know the candidate

(e.g., current department chair, departmental head, supervisor,
vice president, colleagues, etc.).

 Complete enough calls for a full picture of the candidate to

emerge.

Apply the following guidelines for determining what inquiries to

make:

 All information considered in the selection process must be

related to job performance.

 Request the same information regarding all applicants.

 Avoid asking references prohibited pre-employment inquiries.

 Focus on gaining information about the knowledge, abilities,

skills and work behaviors identified as being important to the
position.

24
 Address significant gaps or missing elements in the candidate's
application materials.

 Avoid being put off by scattered "negative" comments from

references.

 Look for patterns of strength and limitations, and for indications

of fit between the person and the position.

 Not every comment should be given equal weight. Attempt to

evaluate the reference's perspective, how credible they may be,
and how recently or how well they know the candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted

search process predisposes qualified candidates to consider a
company as a potential employer. The nature and timeliness of
correspondence contributes to the applicant's perception that a
particular company is a quality organization.

Typically, a recruitment and selection process will present the

following opportunities to correspond with applicants:

 Acknowledgement of application materials. An acknowledgement

letter confirms that the hiring department has received all or part
of the required application materials, identifies any missing
materials which must be provided to ensure consideration, and
indicates the expected timeline for the selection process.

 Notification that application materials were received too late for

consideration. Informing persons that they will not be considered
for the position is not only a courtesy. It also serves as evidence

25
 that the applicant was not part of the applicant pool from which
selection decisions were made should the ultimate hiring
decision be challenged.

 Notification of a change in the timeline for selection. In order to

keep good candidates interested in the position, it is advisable to
keep applicants informed should a change in the selection
timeline be necessary.

 Notification that an applicant is no longer being considered. As a

courtesy to applicants, particularly those for high level or
particularly competitive positions, hiring departments are advised
to notify applicants when the screening process has eliminated
them from consideration. This may occur after any round of
screening or interviewing.

 Confirmation of campus interview arrangements. This

correspondence should be preceded by telephone conversations
with the candidate, and should include information about the
Company, the community, individuals with whom the candidate
will meet, itinerary, travel and lodging arrangements, and other
information which helps the candidate prepare for the campus
visit.

 Appreciation for interview and rejection. Individuals who have

been invited to campus for an interview but are not offered the
position should receive such a letter as a professional courtesy.

 Letter of offer. Once a hiring decision has been made and

discussed either in person or by telephone with the finalist, it

26
 should be confirmed in writing. The individual should confirm his
or her acceptance in writing.

 Hiring departments should contact their HR Generalist for

assistance in writing these letters.

Guidelines

Depending on the type of position, a hiring department may decide

to use a search committee to manage the recruitment and selection
process. The committee's role will vary with the department, school,
or administrative unit and type of position. The following guidelines
should be considered when using a search committee:

The decision to establish a search committee rests with the

individual who has authority to make a final offer for a position.

The search committee should be comprised of individuals who have

some knowledge of the position to be filled, are committed to equal
employment opportunity, and have the capacity for balanced
judgment and discretion. Whenever possible, committees should
represent diverse backgrounds and perspectives.

Generally, the ideal size of a committee is relative to the position.

For some positions, a committee of 3 is adequate. For positions at
or above the manager level, committees of 5-7 are more
appropriate. Committees for positions at the Executive level may be
significantly larger.

A search committee chair should be appointed. Chairs should be

selected for their ability to provide leadership to the committee, a
demonstrated understanding of the recruitment and selection

27
process, and their commitment to ensure a legally defensible
process.

The committee should receive a formal charge, which establishes

the scope of its responsibilities. At a minimum, the charge should
indicate whether or not the committee is responsible for conducting
interviews, and whether its recommendations to the hiring official
shall be in ranked or unranked order. Typically, a Company’s search
committee responsibilities include all or some of the following:

 Helping develop the position announcement, including the

identification of minimum and preferred qualifications, timeline
and recruitment plan

 Completing recruitment and selection activities for classified and

unclassified staff positions

 Placing advertisements or conducting personal outreach

 Developing the selection procedure, including rating guides

receiving applications, corresponding with applicants, sending
applicant information forms, and maintaining the applicant record

 Screening applications, conducting reference checks,

determining a long or short list of finalists

 Maintaining required search documentation

 Coordinating campus visits for interviews and/or conducting

interviews

 Making recommendations to the hiring official

 Appointing one of the members, or using departmental staff, to

act as search committee secretary
28
PRACTICAL CONSIDERATIONS

Disagreements about the outcome of a selection procedure often

arise because the process for reviewing applicant materials was not
agreed upon prior to the beginning of the process. Committee
members, including the committee secretary, should discuss and
agree upon the following practical considerations:

 When will review begin? Unless an inordinate number of

applications are expected, it is recommended that the review
process begin after the date, which was advertised.

 Will initial review of applications for minimum qualifications be

done by the committee chair, secretary, or all committee
members?

 Will committee members review every application, or will

applications be divided into groups that are initially reviewed by
only part of the committee?

 Will the committee use a rating form? A rating guide is highly

recommended, because it can be used to defend against EEO
challenges to the selection decision. In designing the rating
guide, the committee must decide whether they will use
numerical scoring (and whether it will be weighted or
unweighted), qualitative scoring (for example, poor, average,
strong), or a combination of the two.

 Has the committee developed a plan for corresponding with

applicants, including the language for standard letters? Sample
letters are available from your HR Generalist.

29
 Has an effective system been planned for filing and retrieving
application materials?

 Where will committee members review the files? Will they need
to come to the search committee secretary or chair office? If so,
is there adequate space and privacy for the review? Will
members be allowed to take copies of the application materials
for review elsewhere? If so, has there been adequate precaution
taken to ensure confidentiality and security of the materials? Who
will need access to online applications/resumes for classified and
unclassified positions?

 Has the committee established reasonable timelines for

completing its review?

 Search committees who have questions about these, or other

practical considerations, can contact their HR Generalist and
advice.

30
OBJECTIVES OF RECRUITMENT AND SELECTION
1. Hire the right person

2. Conduct a wide and extensive search of the potential positive

candidates

3. Recruit staff members who are compatible with the organization’s

environment or culture

4. Hire individuals by using a model that focuses on learning and

education of the whole person

5. Place individuals in positions with responsibilities that will

enhance their personal development

RECRUITMENT AND SELECTION POLICY STATEMENT

Every position vacancy will be filled based upon a thorough position

analysis regardless of the level of the position or the extent of the
search. The diversity goals of the institution, division of affairs, and
the unit will be addressed in all recruitment and selection processes.

Units may use different processes for recruitment depending upon

the circumstances surrounding the need to fill the position, but must
take steps to ensure that the values of the profession are applied in
all procedures that are used. IT Recruitment and selection
committee members should be properly trained to assume the
important responsibilities of recruitment and selection.

Recruitment and selection should be planned, implemented, and

evaluated to ensure that each potential employee is provided equal
opportunities to compete for the position.

31
COMPANY OVERVIEW

Socomo Technologies Private Limited is a Private

incorporated on 18 December 2012. It is classified as Non-govt
company and is registered at Registrar of Companies, Chandigarh.
Its authorized share capital is Rs. 1,500,000 and its paid up capital
is Rs. 225,830.It is inolved in Other computer related activities [for
example maintenance of websites of other firms/ creation of
multimedia presentations for other firms etc.]

Socomo Technologies Private Limited's Annual General Meeting

(AGM) was last held on 29 September 2015 and as per records
from Ministry of Corporate Affairs (MCA), its balance sheet was last
filed on 31 March 2015.

Directors of Socomo Technologies Private Limited are Samar

Singla, Vikas Taneja, Chinmay Agarwal, Christopher Leigh
Kolenaty.

Socomo Technologies Private Limited's Corporate Identification

Number is (CIN) U72900CH2012PTC034269 and its registration
number is 34269.Its Email address is ravleen.kaur@mail.jugnoo.in
and its registered address is Plot no. 5, CDCl, Sector 28-B Madhya
Marg Chandigarh.

Current status of Socomo Technologies Private Limited is - Active.

Director Details

DIN Director Name Designation Appointment Date

32
03353991 SAMAR SINGLA

Wholetime Director 18 December 2012

07384117 VIKAS TANEJA

Director 28 December 2015

05323577 CHINMAY AGARWAL

Wholetime Director 26 May 2015

06477674 CHRISTOPHER LEIGH KOLENATY

Nominee Director 26 May 2015

Click Labs is a young, enthusiastic team of mobile strategists,

designers and developers, dedicated to help companies of all sizes
leverage the exciting and dynamic world of application development
and solution consultation.

The areas of expertise include Mobile Gaming, Startups, Enterprise

Mobility, and Solutions. We co-create customized solutions (mobile
apps) for our clients to reach out to their audience in the most
efficient way. Simply put, they create awesome digital solutions.

Click –Labs is the parent company of ‘JUGNOO’,the auto-rickshaw

app.

33
Both operate simultaneously and Chandigarh is the only city where
Click-Labs is located.

The company deals with the various products and services and lead
to the simplifications of various problems.

34
Product side:

 TOOKAN – It is a SAAS based product which means

‘software as an service’. Tookan is an off-the-shelf solution to
manage and track, field workforces that enable on-demand
deliveries, at-home services and on-street customer
acquisition. Businesses will need to create an account on
www.TookanApp.com to get started.

Tookan is an all inclusive Delivery Management Soulution.

Managing a delivery business or a mobile workforce can be difficult
operationally. . The problem is that these platforms are disrupting
industry value chain across verticals. The opportunity is if you can
outsource the management of this digital infrastructure and couple it
with your knowledge of the local market, loyal customers its difficult
for your competitors to compete with you. In such a case one looks
at a steady stream of revenue from expanded customer base and
efficient management of deliveries.This is where TOOKAN APP
comes into the use.

35
 NEXTJUGGERNAUT –This is on demand platform ,towards
the product side again.It offers the following:

1. On Demand Platform- This is on demand App

development and create tech solutions for businesses
that match the requirement of enterprises.Ovderall leads
to the improvement of services.

2. Manage and Monitor – Streamline daily operations with

simplified web and mobile solutions.Monitor all customer
transactions and pays efficiently.

3. Advanced Analytics – In this the data driven strategies

are framed for business.

4. Automated Soutions – As the name defines,to save time

and enhance productivity.

36
 FLOW CHART FOR

RECRUITMENT AND SELECTION AT SOCOMO

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with

Business Head)

Selection Procedures (Initial interview by HR

Department/Finalization by Business

Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal
37
RECEIPE FOR A SUCESSFUL RECRUITMENT AND SELECTION
PROCESS

 Develop a written job description, which clearly articulates the

essential elements of the job.

 Establish valid, job-related criteria which are as objective and

measurable as possible.

 Find qualified and diverse applicants by casting your recruitment

net far and wide.

 Evaluate all applicants by the same criteria.

 Never make prohibited pre-employment inquiries.

 Safe questions are those which are clearly job-related.

 Establish and retain documentation supporting all selection or

rejection decisions.

The process of recruitment and selection of staff occurs within a

student affairs culture shaped by many external and internal forces.
Such forces should be considered in every search process.
Whereas many external forces are common among institutions,
internal forces that are unique to the institution impact most
campuses. These forces should be considered in the recruitment
and selection procedures.

Every administrator should consider applicable laws whenever

conducting search processes. However, the overriding institutional
policies should be considered in all circumstances. It is wise to
consult with the campus personnel office before undertaking any
38
recruitment and selection process. Once the campus personnel
office has been consulted, the recruitment and selection process
may begin. Following are 12 steps that every effective search
process should include:

1. Assess the Need For and Establish the Purpose of the

Position

The institution's goals and mission statement should be clearly

defined and understood prior to conducting a search for qualified
individuals. It should also emphasize the people oriented nature of
the organization.

2. Perform a Position Analysis

Every student affairs division should identify the characteristics and

requirements of the vacant position and the personality traits that
would most benefit the individual who assumes the position. It is
important to create a profile that best fits the position in the context
of the institution's culture.

Whether the position is new or recently vacated, there must be a

careful determination of why the position is needed, precisely how it
will assist the division and the institution in achieving its goals and
mission, how it relates to other positions in the division, and what
skills and other abilities are necessary to carry out its
responsibilities.

Finally, the position analysis should include a judgment as to

whether other positions in the division should be reconfigured in
light of the vacancy.

3. Prepare the Position Description

39
The division should first establish a hiring profile, consistent with the
idea of choosing the person who would best fit the position. It is
imperative that a position description clearly defines the institution's
goals, including the definition of student services, and that
employees are selected based on personality and chemistry that fit
the defined services and goals.

The division should offer leadership that embraces the concept and
reality of the defined goals and practice them everyday. It should
also simplify operations so the "people element" shines forth and
stamps the institution.

The job description should indicate the need for the position in light
of the institution's goals. It also should make clear to other members
of the unit in which the work is to be performed, what is expected of
the new member.

The position description should take heed of ethical consideration in

regards to ethnic, gender, and minority bias. It should be written so
that it does not systematically eliminate members of
underrepresented groups such as women and minorities. For
example, because women's career paths are more often marked by
absences related to maternal and family responsibilities, the
expectation that an applicant's record show a steady progression of
positions with increasing responsibilities is more likely to attract men
than women.

In writing a job description, one should avoid "must statements"

such as "the candidate must possess a Ph.D.". Use of such
statements creates unnecessary limitations in the event the most

40
successful candidate does not meet the qualifications that have
been described as a "must."

At a minimum a position description should include:

 Position title

 Credentials or position specifications

 Administrative location of the position

 Physical and working conditions

 Goals for the position

 Work activities

 Procedures and conditions of employment

 Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

The integrated staffing model suggests the use of a search

committee to recruit and select staff. Search committees are most
frequently the mechanism used to carry out recruitment and
selection processes Composition of committees varies depending
on the functional area and level of the position. Persons frequently
included in search committees were:

 Student affairs staff outside the department with the vacancy

 Staff from non-student affairs areas of the institution

 Students

 Faculty members

 Professional staff in the area/department with vacancy

41
 Support staff in the area/department with vacancy

According to Winston and Creamer (1997), as the level of

responsibilities of the vacant position increases, the search
committee members should be more widely representative of the
entire campus and outside community. Search committee
membership may be comprised of many different constituents.
Care, however, should be exercised to keep the committee small
enough that it can communicate and function effectively. Large
committees have difficulty in just scheduling meetings, such less
providing opportunities for everyone's active participation. Large
committees may impede timely reviews of applications, which may
result in having highly qualified candidates withdraw because they
have received offers from competing institutions.

As search committees tend to be ad hoc committees, members may

not know precisely what is expected of them. The committee's
duties and the role of the hiring authority should be clearly stated in
writing. Because search committees are sometimes comprised of
students and individuals outside of the division and others who may
not be familiar with the credentials and experience required for
professional work in the field of student affairs, it is vital that all
members of the committee are well trained regarding the necessary
qualifications. The members of the search committee should be
educated as to the general progression of a career in student affairs
and what level of responsibilities are required for involvement at the
particular level of employment where the vacancy exists.

The empowering official shall clarify the following responsibilities

with the search committee members:

42
 Select a search committee chairperson

 Prepare the position description (this responsibility is sometimes

fulfilled prior to appointment of the search committee)

 Determine the timeline of the search process

 Prepare the position announcement

 Advertise the position

 Manage the overall search process

 Determine the finalists

 Make arrangements for interviews

 Make or recommend the final decision

5. Prepare the Position Announcement

This crucial step informs all who are interested in the position
precisely what the search committee is looking for in clear and
unambiguous language. The announcement should include such
information as:

 Title

 Location and demographics of the institution

 Supervisor

 Mission of institution and division

 Contributions expected by the staff member toward the

accomplishment of these missions

 Goals and work requirements of the position

 Minimum education
43
 Experience and knowledge requirements

 Conditions of employment

 Date for beginning of review process

 Individual and office to contact for further information

If stated clearly, the position announcement can unencumbered the

overall search process by encouraging self-elimination of
candidates who clearly do not fit the announced requirements.

6. Advertise the Position

The student affairs division should evaluate all possible avenues for
advertising a position vacancy. Limited budgets may determine the
means by which a position vacancy is advertised. Therefore, it is
important to consider carefully which advertising medium is most
likely to target the audience most important to reach. Possibilities to
consider are

 Campus resources such as publications, offices, employee

referrals, web-sites, or electronic bulletin boards

 Local newspapers

 Word-of-mouth

 Employment agencies

 Mass media advertising (radio, television, etc.)

 Professional lists

 Professional journals and web-sites.

 Professional placement conferences and exchanges.

44
 The Chronicle of Higher Education - The Chronicle of Higher
Education is generally thought to be the most helpful medium in
higher education though it may not be read at all institutions. The
Chronicle is distributed in both paper and electronic form.

Extra care should be taken to ensure that the announcement

reaches potential minority candidates.

7. Conduct the Search

The individual and office listed in the position announcement should

receive all applications from candidates. Acknowledgment of the
application should be sent to both the applicant and the search
committee. All correspondence and activity should be recorded in a
log to ensure careful tracking of the candidates' materials and
status.

Applicants that the division would normally judge unacceptable

suddenly seem desirable when the need to hire a body, "any body",
becomes severe. The division will face a natural temptation to short-
circuit the standard screening process and hire a replacement
immediately.

One way to avoid such crisis hiring is to encourage qualified

individuals to submit employment applications even when the
division has no current job openings. The applications may be kept
on file for future consideration. Another way to maintain possible
candidates on file is to ask exemplary staff members to refer their
friends who might be looking for work, even offering the staff
members rewards for referrals.

8. Screen the Applicants

45
Screening of applications should be conducted from the beginning
of the search process, and reviews should begin immediately
following the announcement. The division should test to ensure that
each applicant fits the profile and hire a person who fits the profile
remembering that good selection reduces turnover, training and
recruitment costs, and thereby produces stability, consistency, low
operating costs and an ability to increasingly reward desired
behavior.

Selection methods that focus both on crucial requirements and

organizational culture include:

 Interviews

 Biographical data

 Work samples

 Self-assessment

 Personality tests

 Cognitive abilities

 Physical abilities

 Use of an assessment center

 A thorough literature review concerning the screening of

resumes.

A comprehensive employment application is the cornerstone of

every successful pre-employment screening program. It will identify
many undesirable applicants early in the selection process. The
completion of an application form is important for Equal

46
Employment Opportunity reasons, for record keeping, and for
gathering information from which to make a good employment
decision.

Some institutions require that all applicants complete an

employment application. Taking a critical look at the institution's
employment application, the recruitment staff may see ways in
which it can be improved. The one page, stationery-store variety is
too brief if it fails to elicit vital information that can be legally
requested.

The nitty-gritty of the employment application is the work history

section. Recent jobs are the best predictors of future job
performance and permanency. An application should provide
enough space to allow the applicant to list every job he/she has held
for at least five years. Their personal saga of success or failure
often is displayed clearly in their unabridged employment record.
Beginning and ending dates of each job, month as well as year, are
also necessary. Precise dates of employment expose gaps between
jobs.

Instructions should direct job seekers to list every job, including

part-time, second jobs, and volunteer jobs. The search committee
should always carefully study each applicant's employment history.

9. Arrange the Candidate Interviews

Once the applicant pool has been screened and individuals to be

considered are identified, interviews should be arranged with those
candidates. Often, the size of the departmental recruitment budget
will determine both the type and the number of interviews that will

47
be conducted. Many times, institution with limited budgets will begin
the interview process by conducting telephone interviews.
Telephone interviews can be held with either an individual or a
group of people as the interviewer. If a group of people interviews
the candidate, arrangements should be made to conduct a
conference telephone call with the candidate.

If an institution is fortunate to have a healthy recruitment budget, the

search committee may wish to invite one or more candidates to visit
the office and participate in the interview process in person. Or, an
institution might wish to conduct office interviews after conducting
phone interviews has narrowed the pool of candidates. Regardless
of what method of interviewing is used, certain arrangements are
necessary prior to the interview:

 Arrange and confirm dates and times with candidate

 Develop the interview schedule and confirm with all individuals

who will be involved in the interview process (provide a final copy
of the schedule to the candidate, the interviewers, and the search
committee members)

 Arrange for escorts to and from all interviews

 Arrange overnight accommodations if necessary

 Arrange for transportation if necessary

 Arrange for a campus host (and pick up from airport, train station,
etc. if necessary)

 Arrange for any meals provided outside of the interview schedule

if necessary

48
 Develop an evaluation tool for all interviewers to use upon
completion of the interview

 The candidate should be reimbursed for all travel related

expenses incurred in order to attend the interview unless other
arrangements have been made.

10. Interview the Finalists

Interviewing an applicant from a resume can lead the search

committee to overvalue assets and never see liabilities. The
purpose of the applicant's resume is to highlight assets and hide
shortcomings. Most applicants do not overtly lie on their resumes;
they just omit negative information. Unsuccessful short-term jobs,
reasons for leaving and dates of employment are the items most
frequently omitted from resumes.

As a result, interviews must be conducted from completed

employment applications. The search committee should never grant
an interview to an applicant who has not fully completed an
application form. Interviews are most effective when they include
questions based on a careful analysis of job functions. Interviews
should be consistent from candidate to candidate and should
evaluate a candidate's interpersonal and communication skills.

Interviews should involve multiple interviewers. It is always

instructive to see how different interviewers give different points of
view on the same applicant, which leads to a better overall hiring
choice. Additionally, it is easy for search committee members to
forget some of the material that was covered in the interview. It is
useful to document every interview session and to have one

49
interviewer from each interview team provide brief notes regarding
the gist of the interview.

11. Conduct Reference Checks

One of the most crucial but often neglected steps in the hiring
process is reference checking. Reference checking is often forfeited
when a division is pressured to hire in a hurry. Additionally,
reference checking can be a frustrating exercise that yields little
useful information about a candidate. Nevertheless, the desire to
save time and avoid legal ramifications should not prevent any
recruitment staff from conducting thorough reference checks on all
prospective new hires.

Reference checks round out the profile of a job applicant by

providing third-party support for first impressions. Reference checks
should be made only for those candidates who have advanced to
the finalist stage and who are under serious consideration for the
job.

When calling a reference, be friendly and courteous. Ask if it is a

good time to talk then put the person at ease by mentioning
something or someone you both have in common. After developing
rapport, begin with basic questions about the applicant. This will
yield essential information while breaking the ice. Ask for
confirmation of employment dates, title, job duties, salary and the
name of the previous employer. Next, segue into a brief description
of the experience and skills you have been looking for and ask the
reference to comment on the applicant's ability to handle some of
the typical responsibilities

50
Some ways to improve reference checking are:

 Inform the candidates that, if they advance as a finalist for the

position, the hiring supervisor will conduct a reference check.
This information should encourage candidates to be frank and
honest in their responses to questions.

 To increase the chances of contacting candid references, ask

each applicant for at least five names, including immediate
supervisors. Additionally, request a fact about each contact, such
as membership in professional associations, which can be used
as an icebreaker when calling.

 The position supervisor should call all references personally.

That person knows best which skills and personality traits will be
optimal for the position.

 Ask open-ended questions in order to elicit broad information.

Some people may be fortunate and contact a reference that is
willing to frankly discuss the candidate's qualifications. But it is
just as likely that the reference will be reluctant and offer minimal
information.

 Avoid inquiring about the candidate's marital status, age,

disabilities, religion, ethnicity, gender, or other personal issues.
Such information may not be used in making a hiring decision.
The committee may submit one of the following types of
recommendations, depending upon the charge that was originally
given to the search committee:

12. Make the Offer

51
After the search committee has completed all of the interviews and
has evaluated the candidacy of the finalists, the committee will
submit a recommendation to the hiring authority. The committee
may submit one of the following types of recommendations,
depending upon the charge that was originally given to the search
committee:

 The name of one candidate

 The names of two or more candidates in order of hiring

preference

 The names of two or more candidates in no particular order

Once a qualified candidate or candidates has been recommended

to the hiring supervisor, the supervisor should strongly consider the
recommendation that has been presented. The supervisor may
accept a hiring recommendation or charge the search committee to
continue the search.

Should a hiring recommendation be accepted, the supervisor should

contact the preferred candidate and make the job offer. Some
important issues that should be addressed in the job offer are:

 Starting salary

 Starting date

 Length of contract

 Employee benefits

 Moving expenses (if applicable)

 Living accommodations (if applicable)

52
 Any other points of negotiation

The candidate should be given sufficient time to either accept or

reject the offer. However, the hiring authority should not
compromise the availability of other candidates if the candidate of
choice declines the offer by allowing too much time to pass between
the offer and the decision.

If the candidate accepts the position, the offer and conditions of

hiring should be sent to the candidate in writing as soon as possible.
If the candidate declines the position, the hiring supervisor should
make the offer to the next candidate of choice or should reconvene
the search committee to make other arrangements.

Once an individual has been secured for the position, all other
candidates should be notified immediately. They should be informed
of the closure to the search and thanked for their interest in the
position. It is proper etiquette to notify those candidates who were
interviewed, either by telephone or in person, personally.

Finally, the search committee should be dissolved with

acknowledgments of their time and service. Appropriate
announcements should be made regarding the outcome of the
search process.

Avoiding Ethical Breaches When Conducting a Candidate

Search

It is important to act ethically at all times when conducting a

candidate job search, not only out of respect for each candidate, but
also to protect the integrity of the institution. It is not uncommon for
hard feelings to develop between candidate and institution as a

53
result of thoughtless acts or misbehavior on the part of those
involved in the search process. It is important for institutions to
avoid any disrespect or malfeasance on the part of the institution to
help ensure success for current as well as future candidate
searches. Following are some behaviors that if adopted, will help
ensure a legitimate and respectable job search:

 Train all search committee members to understand and

recognize the necessary credentials for the particular position.

 Acknowledge receipt of all application materials.

 Do not make offers that are not honest. For example, do not tell a
candidate the position will be offered to him or her unless it has
been agreed upon by the entire search committee and the hiring
authority.

 Never misrepresent the position in any way.

 Maintain confidentiality throughout the entire job search.

 Provide the candidate with professional materials representative

of the company.

 Conduct open searches. If there is an internal candidate or

candidates for the position, announce this to all other candidates.

 Never mislead a candidate as to his or her status in the search

process.

ISSUES OF RELIGION IN RECRUITMENT AND SELECTION

 Religion should not be a factor in advertising vacant positions in

cases of public universities. It is however permissible in private

54
 institutions. In this case, state this explicitly in the advertisement
especially if it is a factor in selection.

 Search committee members should be trained on the protocol

and legal situations.

 Search committee members should not make attempts to deduce

religious denomination based on affiliations or organizations
listed on the resume.

 Be forthright with all institution policies related to religion.

 In position advertisements attempt to list as much descriptive

information on the local community as possible.

 State all terms of employment in hiring offer.

 List all institutional policies related to dress and appropriate

attire. This is important for employees who may want wear
traditional or native attire to work.

 Be sure that hiring practices are consistent across the board.

There have been court cases where employees may not have
been hired because of their religious denomination.

ISSUES OF GENDER IN RECRUITMENT AND SELECTION

 Do not discard applicants who “stopped out” to provide care for a

child, or for maternity leave.

 Consider the dynamics of the interview – is the candidate being

interviewed in an environment that is representative of the office
environment.

55
 Understand questions that cannot be asked regarding family,
children, pregnancy, etc.

 Provide medical insurance that covers the full range of medical

needs of women employees, including reproductive health care.

 Provide paid sick-leave policies for employees’ illness and illness

of spouses, lifetime partners, dependent children, and elderly
parents.

 Provide life insurance, disability and pension programs that are

nondiscriminatory on the basis of gender.

 Before attempting to diversify a staff and make it more gender

equitable, one must tackle issues such as, “gender stereotyping;
discrimination in hiring, pay, and promotions; family issues; and
sexual orientation discrimination”. There are five areas critical to
this process:

1. Open communication

2. A commitment to creating an inclusive environment

3. Clear preconceived expectations based on gender

4. A neutral supervisor who can observe different styles and

facilities communication when a conflict arises.

CERTAIN DO’S AND DON’T IN RECRUITMENT AND

SELECTION

56
DO’S:

Be fair at the time of decision making for the final selections as well
as salary.

Always cross check the references and the information provided by

the candidate

Place a person according to his qualification and experience

Lessen the grievance of each employee and take decision

according to natural law of justice.

DON’T:

Don’t get influence by outsiders at the time of outsiders at the time

of requirement

Don’t be judgmental on personal basis

Don’t promise anything which will go against the ethos of the

organization

57
 RESEARCH METHODOLOGY

This section includes the research methods, their rationale, validity,

reliability, sample size, alternatives and limitations faced during
primary research.

 To know about the various needs of staff and what they want
from their job.
 To discuss what steps do managers to take the motivate their
staff and fulfill their needs.
 To gauge the impact of staff motivation on employee
productivity.

Primary Research
I have chosen different tools to collect primary data including
questionnaire, interviews etc.
Secondary Research
Prior project reports and internet etc.
Research Design
For this research study a descriptive research design was used.The
factors that are affecting the employees in work environment will be
identified.
Sample size
50 respondents are taken as the samole size.These include the
questionnaire which are filled completely there by providingthe
researcher all the necessary information.Incomplete questionnaires
were rejected.

58
 ANALYSIS AND INTERPRETATION

1. Does your company follow formal recruitment process?

Yes No Can't Say

88%

10% 2%

From the above diagram it is quite clear that employees of

SOCOMO (88%) are satisfied by the recruitment and selection
procedure followed by the company. However there can be some
changes introduced in the procedure which are suggested by the
employees to improve the recruitment and selection policy of the
company.

59
2. When does your company hire new employees?

Immediate Need
22%

Yearly Basis
4%

Both
74%

From the above diagram we can see that there were mix responses
from the employees regarding the above mentioned question. 74%
said that company is hiring employees annually as well as
according to the company needs but 22% of my sample size
believes company hires according to the need of the organization
and 4% says that SOCOMO employs on yearly basis.

60
3. Which sources of recruitment should your company
follow?

3%

20%
31%
Promotion / Transfer
Consultancy
Campus Placements
References
Any Other

31% 15%

There are various ways of recruiting candidates in SOCOMO.

Some of the sources used by them are promotion, internal referrals

and consultancy firms.

From the chart it is clear that employees of SOCOMO are in favour

of Campus placements and promotion and transfers.

20% of employees are in favour of internal references and 15%

have suggested using consultancy services.

Some have suggested advertising the vacancy in newspapers also.

61
4. What criteria do you think should be used for selection
process?

0%
2%
Written test
38%
Personal Interview

Written test and

Interview
60% Any Other

SOCOMO practices panel interview for selecting a candidate but

from the chart it is clear that 60% of employees want written test
along with the interview to select a candidate.

No employee is in favour of written test only and some have

suggested that even physical examination should be included while
selecting the candidates along with written test and interview.

62
5. According to you, 3 rounds of interview in SOCOMO are
essential for an effective recruitment process.

0%
13%

25%

62%

0%

Strongly Agree Agree Can't Say Disagree Strongly Disagree

Interpretation:
62% (10 in number) of the departments disagree with the statement
that 3 rounds are essential. It depends upon the position for which
the interview is being conducted.

63
6. Were you given same job description as discussed in the
Interview?

2%

Yes
No

98%

Almost all the employees got the specified jobs offered to them.
This implies that SOCOMO has the organized manpower planning
and well organized recruitment policy.
From the chart it is crystal clear that the candidates get exactly the
same job as described. So from SOCOMO perspective it is a good
sign for the overall growth and development. There were some
employees around 2% of my sample study who were against the
above mentioned point.

64
7. According to you on what basis candidates should be
evaluated for selection?

All Three
22%
Family
Background
10%

Academic
Qualification
32%

Experience
36%

The above diagram clearly depicts that the employees prefer

Experience as a criteria to select the candidate. Next they consider
academic qualification should be given importance while selecting a
candidate. Only 10% are in favor of family background to be used
as a selection criteria by the company.
22% of sample size is in favour of all the three factors that are
experience, academic qualification and family background.

65
8. Do you think physical examination should be included in
the selection process?

Can't Say
6%

No
24%

Yes
70%

The physical examination discloses the physical characteristics of

the individual that are significant from the standpoint of his efficient
performance of the job that he may be assigned.

Accordingly 70% of employees are in favor of physical examination

to be included in the selection procedure because they believe it will
ensure higher standard of health and physical fitness of the
employees and will reduce the rates of accident, labour turnover
and absenteeism.

24% are not in favour of physical examination as they think it is a

wasteful expenditure of the company.

66
9. Are you satisfied with the overall recruitment & selection
process of your company?

40%
Satisfied
Neutral
50%
Dissatisfied

10%

From the above figure, it is quite clear that out of my sample size ,
50% are those who are not satisfied with the recruitment and
selection policy followed by SOCOMO and have suggested some
measures to improve them. 40% were those who were satisfied by
the policy and 10% were those who were not able to comment on it.

67
10. Which of the following factors mentioned below you think
have a beneficial effect upon the ability of SOCOMO to
attract and retain good employees?

Salary Package
Brand Name
Career Growth
Good Working Environment

31%

.
15%

24%

30%

From the above chart it can be understood that most of the

employees are inspired by the career growth and salary package of
the SOCOMO.

68
11. According to you, the recruitment department in your
organization is efficient enough.

0%

25%

Strongly Agree
Agree
50% Can't Say
Disagree
Strongly Disagree

25%

Interpretation:
Half of the departments agree that the recruitment department is
efficient enough in hiring the best talent from the pool of large
people. It means they are satisfied from the persons recruited in the
organization.

69
12. The salary offered at the time of interview to the candidates
is at par with the market rate.

0%
19%
25%
Strongly Agree
Agree
13% Can't Say
Disagree
Strongly Disagree

43%

Interpretation:
The above graph tells us that around half of the departments are
unaware of the salary being offered to the people at the time of
joining.

70
13. You are satisfied with the recruitment process in your
organization.

Strongly Disagree
0%

Strongly Agree
0%

Disagree
35%
Agree
48%

Can't Say
17%

Interpretation:
There is a mixed reaction of this question. Around half of the
departments don’t know anything in this regard. So, no clear picture
can be drawn on the basis of this answer.

71
 CONCLUSION

 According to my analysis SOCOMO should use Campus

placements and online portals as a source of recruitment.

Company mainly focuses on internal sources which has its own

limitations. By focusing on Campus Placements and online
portals Company can attract qualified personnel for vacant jobs
in the organization. It can facilitate the infusion of fresh blood
with new ideas in to the enterprise. This will improve the overall
working of the enterprise.

 For the selection of the candidate for a vacancy company should

first conduct written test and on the basis of the result of the test
score interview should be scheduled for the selected candidate.

 According to the analysis company should evaluate the

candidates on all the factors (experience, qualification and family
background) however greater importance should be given to the
experience and then qualification should be considered.

 Company should include physical examination in the selection

process. After the result of this question THE COMPANY HAS
DECIDED TO INCLUDE PHYSICAL examination in the selection
process and are now getting in touch with various hospitals to
enter into a contract with them.

 Certain changes should be made in Recruitment and Selection

process of SOCOMO such as new sources of recruitment should
be entertained, written examinations should be included in

72
selection process and physical examination should be
considered as a part of Selection Process.

73
 RECOMMENDATIONS

My study of the recruitment and selection processes at SOCOMO

TECHNILOGIES generated the following findings:

 The recruitment process at SOCOMO is in line with the

recruitment policy of the company. The entire process works
exactly as it should according to the policy.

 The recruitment process i.e. the activity of generating the pool of

perspective employees, is similar for all entry – level positions.
However the selection process is unique for every position.

 The human resources department maintains the blanket count of

personal in each department and is responsible for filling up
vacant positions in all departments throughout the organization.

 The recruitment and selection activity is centralized and is

conducted by the human resources department at SOCOMO
head office.

 Different sources of recruitment for every position has been tried

and tested over the years at SOCOMO and at present every
position has one unique source of recruitment, which is always
resorted to.

74
 Walk-ins are always used as a source of recruitment for junior
level. SOCOMO has earned a good name for itself in the entire
IT sector and hence huge pool of candidates is created through
this source. However the hiring/applicants ratio is very low. This
is because a lot of unsuitable candidates also show up for
interview. This leads to wastage of time and effort.

 SOCOMO can improve its recruitment and selection process with

the advices mention below and can increase the sources of
recruitment for selecting the right pool of candidates.

75
 Employment Cycle

Possible vacancy identified

Recruitment
Analysis carried out to see if the job has changed or it still needed Phase

Job description drawn up

Person specification drawn up

Advertisement designed and issued

_________________________________________________________
Short listing

Selection
Interviews Phase

Appointment offered

Induction
Employment
Phase

Training, development & appraisal

_____________________________________________________________
_

Exit
76 Phase
Resignation or retirement

Not only recruitment and selection phase but also other phases
(employment phase and exit phase) of employment cycle can be
improved if all phases are properly interlinked with each other, as
shown in above figure.
At the time of recruitment, when a possible vacancy occurs, it is
a good idea to look at the post that is being vacated to see:
 Are the functions that were being carried out still going to be
needed?
 Is the position changing such that new skills will be needed in the
near future?
 Can the job be combined with another job that may also be
undergoing a change?
Only after checking all these points, go ahead with other parts of
recruitment phase.
In case of job description, check the following points:
 Formal job description
 Does it fit the pattern?

In case of advertisement designed and issued:

 Where would you advertise your job in order to attract suitable
candidates?
 How would you word the advertisement?

At the time of selection, first comes short listing and after this interview.

77
In case of interview, check the following points:
 Structure of interview (one-to-one interview, two-to-one interview,
panel interview)
 Feasibility of interview pattern
And after this, last part of selection phase that is appointment offered
comes.

78
 BIBLIOGRAPHY

1. Ashwathappa K, “Human Resource Management” , Tata McGrawhill :

New Delhi, 2009
2. Batra and Dangwal, “Human Resource Management”, Develop
Publication Private Ltd.: New Delhi, 2009.
3. Jones, David A.; Shultz, Jonas W.; Chapman, Derek S. (2006)
Recruiting Through Job Advertisements: The Effects of Cognitive
Elaboration on Decision Making International Journal of Selection and
Assessment, Volume 14, Number 2, pp. 167-179(13)
4. Korsten A.D. (2003) Developing a training plan to ensure employees
keep up with the dynamics of facility management Journal of Facilities
Management, Volume 1, Number 4, pp. 365-379(15)
5. C.B Mamoria and S.V Gankar “Personnel Management Text and
Cases”, Himalaya Publishing House: Mumbai, 2001.
6. Decenzo Robins, “Personnel/ Human Resource Management”, Third
edition, Prentice Hall of India, New Delhi, 2006.
7. Eric Garner, “Recruitment and Selection: Hiring People You Want”
Eric Garner and Ventus Publishing Aps, 2012.
8. Gary Dessler “Human Resource Management”, 2nd Edition, Excel
Books: New Delhi, 2006. YES NO International Journal of Scientific
Research and Modern Education (IJSRME) ISSN (Online): 2455 – 5630
(www.rdmodernresearch.com) Volume I, Issue II, 2016 155
9. Kothari C. R “Research Methodology Methods and Techniques”, New
Age Publication: New Delhi, 2009.
10. Tapomy Deb “Strategic Approach to HRM: Concept, Tools and
Application”, Atlantic Publishers and Distributers: New Delhi, 2006.

79
11. Barney, J. B., and P. M. Wright. “On Becoming a Strategic Partner:
The Role of Human Resources in Gaining Competitive Advantage.” Human
Resource Management 37.1 (1998): 31–46.
12. Roos, Johann and von Krogh, Georg, Organizational Epistemology
(New York, NY: Macmillan, 1995).
13. Russ, Gail S., "Cultural Knowledge in Organizations: Exploring the
Collective Mind," Personnel Psychology 46:2 (Summer 1993): 395-398.
14. Ryan, Margaret, "Human Resource Management and the Politics of
Knowledge," Leadership and Organization Development Journal 16:5
(1995): 3-10.
15. Sackmann, Sonja A., "Culture and Subcultures: An Analysis of
Organizational Knowledge," Administrative Science Quarterly 37:1 (March
1992): 140-161.
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80
APPENDIX

81
 QUESTIONNAIRE

DEPARTMENT

DESIGNATION

1. Does your company follow formal recruitment process ?

a) Yes b) No

2. When does your company hires new employees ?

a) Immediate need
c) Both

3. Which sources of recruitment your company should follow ?

a) Promotion / Transfer
c) Campus Placements
e) Any Other……………………………………………………………..

4. What criteria do you think should be used for selection process ?

a) Written test
c) Written test and Interview

5. According to you, 3 rounds of interview in SOCOMO are essential

for an effective recruitment process.
a) Strongly agree b) Agree c)Can’t say
d) Disagree e) Strongly disagree

6. Were you given same job description as discussed in the

Interview?
a) Yes b) No

7. According to you on what basis candidates should be evaluated

for selection ?
a) Academic Qualification
c) Family Background

82
8. Do you think physical examination should be included in selection
process ?
a) Yes b) No
9. Are you satisfied with the overall recruitment & selection process
of your company ?
a) Satisfied b) Neutral
c) Dissatisfied

10. Which of the following factors mentioned below you think have
beneficial effect upon the ability of SOCOMO to attract & retain
good employees?

a) Salary Package
c) Career Growth
e) Any Other……………………………………………………………..

11. According to you, the recruitment department in your

organization is efficient enough.
a) Strongly agree b) Agree c)Can’t say
d) Disagree e) Strongly disagree

12. The salary offered at the time of interview to the candidates is at

par with the market rate.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly disagree

13. You are satisfied with the recruitment process in your

organization.
a) Strongly agree b) Agree c) Can’t say
d) Disagree e) Strongly disagree

14. Suggestions (if any, to improve the Recruitment Process)

_____________________________________________________
_

83