INTRODUCTION

Human Resource Management is a process of bringing people and

organizations together so that the goals of each are met. It tries to secure the best from
people by winning their whole hearted cooperation. In short, it may be defined as the art
of procuring, developing and maintaining component workforce to achieve the goals of
an organization in an effective and efficient manner.
The definition of Human Resource Management emphasizes the sphere of
influence to encompass ‘the strategic approach to manpower management in an
organization’. The process calls for a coherent objective to retain and increase
employee head-count, any organization’s most valued asset. This specialized study and
application has come in the wake of realization that the employees of an organization,
individually and collectively, are the main contributors to the achievement of business
activities. The management of people hired by an organization involves employing
people, designing and developing related resources and most importantly, utilizing and
compensating their services to optimize business profitability via employee
performance. Today, Human Resource Management operates in tune with other
essential organizational requirements and co-exists with the topmost management
cadre. Managing human resources within a company calls for a liaison between the
organization’s management personnel and the administration of the executive rungs. It
thrives on the strength of the relationship between the management and workers of the
company.
Human Resource Management involves the development of a perfect blend
between traditional administrative functions and the well-being of all employees within
an organization. Employee relation ratio is directly proportionate to the manner in
which the employees are treated, in return for their imparted skills and experience. A
Human Resource Manager ideally empowers inter-departmental employee relationships
and nurtures scope for down-the-rung employee communication at various levels .The
field is a derivative of System Theory and Organizational Psychology.Human resource

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have earned a number of related interpretations in time, but continue to defend the need
to ensure employee well-being. Every organization now has an exclusive Human
Resource Management Department to interact with representatives of all factors of
production. The department is responsible for the development and application of
ongoing research on strategic advances while hiring,terminating and training staff. The
Human Resource Management Department is responsible for:
• Understanding and relating to employees as wel as individuals,thus identifying
individual needs and career goals.

• Developing positive interactions between workers,to ensure collated and

constructive enterprise productivity and development of a uniform
organizational culture.

• Identify areas that suffer lack of knowledge and insufficient training and
accordingly provide remedial measures in the form of workshops and seminars.

• Generate a rostrum for all employees to express their goals and provide the
necessary resources to accomplish professional and personal agenda , essentially
in that order.

• Innovate new operating practices to minimize risk and generate an overall sense
of belonging and accountability.

• Recruiting the required workforce and making provisions for expressed and
promised payroll and benefits.

• Implementing resource strategies to subsequently create and sustain competitive

advantage.

• Empowerment of the organization, to successfully meet strategic goals by

managing staff effectively .

RECRUITMENT AND SELECTION

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 “Ask leaders what their biggest challenge is, and you get the same answer:
finding, attracting and keeping talented people. Ask talented people what their
biggest career challenge is and you will hear the same refrain: finding good people
to work with and to work for”.
The human resources are the most important assets of an organization. The
success or failure of an organization is largely dependent on the caliber of the people
working therein. Without positive and creative contributions from people, organizations
cannot progress and prosper. In order to achieve the goals or the activities of an
organization, therefore, they need to recruit people with requisite skills, qualifications
and experience. While doing so, they have to keep the present as well as the future
requirements of the organization in mind.
Recruitment is distinct from Employment and Selection. Once the required
number and kind of human resources are determined, the management has to find the
places where the required human resources are/will be available and also find the means
of attracting them towards the organization before selecting suitable candidates for jobs.
All this process is generally known as recruitment. Some people use the term
“Recruitment” for employment. These two are not one and the same. Recruitment is
only one of the steps in the entire employment process. Some others use the term
recruitment for selection. These are not the same either. Technically speaking, the
function of recruitment precedes the selection function and it includes only finding,
developing the sources of prospective employees and attracting them to apply for jobs
in an organization, whereas the selection is the process of finding out the most suitable
candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of
recruitment would give clear cut idea about the function of recruitment.

Today, in every organisation personnel planning as an activity is necessary.

It is an important part of an organisation. Human Resource Planning is a vital ingredient
for the success of the organisation in the long run. There are certain ways that are to be
followed by every organisation, which ensures that it has right number and kind of

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people, at the right place and right time, so that organisation can achieve its planned
objective.
The objectives of Human Resource Department are Human Resource Planning,
Recruitment and Selection, Training and Development, Career planning, Transfer and
Promotion, Risk Management, Performance Appraisal and so on. Each objective needs
special attention and proper planning and implementation.
For every organisation it is important to have a right person on a right job.
Recruitment and Selection plays a vital role in this situation. Shortage of skills and the
use of new technology are putting considerable pressure on how employers go about
Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of
Recruitment and Selection procedure.
With reference to this context, this project is been prepared to put a light on
Recruitment and Selection process. This project includes Meaning and Definition of
Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of
Recruitment Process, Recruitment Tips. Sources of Recruitment through which an
Organisation gets suitable application. Scientific Recruitment and Selection, which an
Organisation should follow for, right manpower. Job Analysis, which gives an idea
about the requirement of the job. Next is Selection process, which includes steps of
Selection, Types of Test, Types of Interview, Common Interview Problems and their
Solutions. Approaches to Selection, Scientific Selection Policy, Selection in India and
problems
Attracting new talent to the organization is a key task, especially when the
talent in question is in short supply. Recruitment needs to take its place within the HR
cycle as one strategy among others in a changing market place. Other strategies, such as
developing current staff, should not be neglected in favor of external recruitment.
Recruitment should ideally not be focused proactively on bringing into the organization
the kind of skills and experience, which cannot easily be built from within. With too
little external recruitment organizations processes and staff can start to stagnate.
Conversely, if recruitment from outside is the only means by which senior positions are
filled, internal candidates soon realize that they must leave the organization, if the want

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to be promoted. A well-designed recruitment process can attract good candidates and
give the employer useful indications of future performance. Candidates are usually
more positive about the organization if they can see a clear link between the recruitment
process and job. Structured interviews, using behavioral and critical incident
interviewing can be helpful as they allow specific job related areas.
Recruitment and selection are two of the most important functions of personnel
management. Recruitment precedes selection and helps in selecting a right candidate.
Recruitment is a process to discover the sources of manpower to meet the
requirement of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of efficient personnel.
Staffing is one basic function of management. All managers have responsibility
of staffing function by selecting the chief executive and even the foremen and
supervisors have a staffing responsibility when they select the rank and file workers.
However, the personnel manager and his personnel department is mainly concerned
with the staffing function.
Every organisation needs to look after recruitment and selection in the initial
period and thereafter as and when additional manpower is required due to expansion
and development of business activities.

NEED FOR THE STUDY

Today, in every organization personnel planning as an activity is necessary. It

is an important part of an organization . Human Resource planning is a vital ingredient
for the success of the organization in the long run. There are certain ways that are to be
followed by every organization which ensures that it has right number and kinf of
people, at the right place and right time, so that organization can achieve its planned
objectives.

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 The primary reason for studying the Recruitment and Selection
procedure is to get acqinted and update the recruitment practices undertaken by the
organization. With Planman expanding across all its verticals IT, ITes, and
Contractual/Temporary Staffing, its need to pay proper attention the Recruitment and
Selection process is all the more important.

The project study is undertaken is to analyze and find the factors,

which satisfy the needs and wants of various client organizations. In the present
scenario, where lots of consultancies are emerging, it is very important for any
consultancy to have an edge over the industry in terms of quality and services.

The study deals with the topic “selection and recruitment” in the
organization and kind of different selection procedures being followed in selection
of an individual in to the organization.

OBJECTIVES
 To study the nature and importance of Recruitment and Selection procedure
at Planman.
 To study various factors, determinants and outcomes of Recruitment and
Selection.
 To make a study at the organization so as to find the degree of Recruitment
and Selection in the real work environment.
 To draw conclusions and make suggestions based on the Information
collected
♦ How Planman is going to search for prospective candidates.

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 ♦ How Planman is stimulating them to apply for the job in the
organization.
♦ How Planman is going to select the candidates with required skill,
knowledge and abilities.

METHODOLOGY USED:
Sources of Data the methodology used to collect the data in the
organization is from two sources:
• Primary sources
• Secondary sources
Primary sources include the respondents from whom the required information
was gathered directly and emphasis was laid on their opinion. Data was obtained
through regular interaction with the functional heads and the employees.

The methodology used for the study is as follows:

 Questionnaires
 Observation
Data regarding the study has been collected by the questionnaires and observations
Sample Design:
The sample size was taken as 35. The respondents were Recruiters of IT,
ITES and Contractual/Temporary Staffing. The data was collected through
questionnaire, which consists of 20 questions. The questions are personally asked and
opinions were noted down so as to get immediate feedback.

Secondary sources were the company manuals, Intranet search and the
existing Recruitment manual.
With the help of these two data sources all the findings, conclusions and suggestions
have been derive

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CHAPTERISATION
The chapterisation consists of five chapters- namely:

• The first chapter consists of introduction where the project topic

recruitment and selection is introduced and the need, objectives,
methodology, limitations of the study is also introduced.

• The second chapter consists of the industry profile where the industry
profile and the company profile is introduced.

• The third chapter consists of the theoretical framework of the study

where the need for knowing the recruitment and selection in the
organisation is known.

• The fourth chapter is the analysis of the data where the collected primary
data and the secondary data are analysed and interpreted

• The fifth chapter is the summary which consists of summary of the topic
and the findings, suggestions, annexure, bibliography

LIMITATIONS:
In understanding the study some problems were encountered such as:

1) The scope was limited to middle and senior management only.

2) The respondents were not readily available and data was collected as per the
convenience of the respondents.
3) Some of the responses received have the influence of the organization.
4) There was delay in getting the data, as they were busy in their work.
5) The study has been constrained by limitations of time.
6) The sample size is nominal to that point

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 PROFILE OF CONSULTANCY FIRM

History of Consulting

In the process of publishing a book, editorial judgment is applied to the

content and length of each section. In the case of Extracting Value from Consultants,
the chapter on the history of consulting was subject to this editorial process. The
resulting chapter is an abridged version of the original chapter, combined with two
other chapters. The condensed version in the book allows the busy reader to rapidly
reach the chapters that discuss the solution to effectively select, manage, and disengage
consultants.
For those who are interested in a more in-depth account of the evolution of the industry
we have included the original, unabridged chapter here.

THE RAPID EVOLUTION OF THE CONSULTING INDUSTRY

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 Advisors have existed since the beginning of time--often providing advice based on
subjective opinions absent of any structure, facts, expertise or relevant experience.
Unfortunately there continue to be many people who are quite capable of expressing an
opinion on something for which they know nothing about. Charisma and self
confidence, after all, can go a long way!

Business Management & Corporate Marketing Strategy Consulting Firm

in India.

Consultancy Firm started in 1994, with an initial cash investment of Indian INR
50,000 (USD 1,000), and a desire to provide high quality management consulting
services at an affordable price.

India had just liberalised and opened up the economy. A vast number of medium sized
businesses were suddenly facing severe competitive pressures. There were opportunities
for some, though for many, it was a fight for survival.

The last 14 years have been more than exciting and has seen the Firm steadily growing,
while India as a global nation was awakening.

INFANCY (1994 - 1996)

The Firm was incorporated in April 1994. The first project, however, commenced 3
months later on July 4th. Every year, on this day, the Firm celebrates its anniversary.
Our clients during the early years were medium sized enterprises grappling with issues of
change and improvement. The early years witnessed a number of "operations

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improvement" projects as clients were on a cost reduction drive to be better positioned to
deal with the competitive pressure resulting from liberalisation.
Clients, having completed operations improvement initiatives, were closely evaluating
their future strategic direction and actively began to seek the Firm's services in this area.

ADOLESCENCE (1997 - 2000)

Our clientele expanded between 1997 and 2000. Clients were no longer just medium
sized companies. A number of large clients began to engage Universal Consulting.
The Firm also began to build its international experience. We were engaged on
assignments overseas in North America, The Middle East, Africa and the Far East.

ADULTHOOD (2001 - 2008)

In the last five years the world has changed beyond recognition. The dot.com crash and
terrorist attacks hogged the headlines as the world was gripped in a recession.
The years were hard for many professional services firms including investment banking,
management consulting, accounting and advertising to name a few. Many organizations
had lost their faith in the “traditional firms” and were unwilling to incur large spends
until they were convinced of value provided.

As a result of our focus on value for money consulting, the Firm was able to continue its
march during these tough times. Clients who had worked closely with us in the past
began to value the Firm's proposition even more and engaged the Firm to define growth
strategies.
As India is poised on the cusp of the global stage, our Firm is well positioned to help our
Clients achieve their objectives.

Computers Generate a New Breed of Consultants

A separate track in the consulting industry emerged as computerization became

commercialized in the late 1950s and 1960s. Of profound significance was the U.S.
Department of Justice‟s anti monopoly decree in 1956 which prohibited IBM from
offering professional advice on installing and using computers for 35 years for fear of
IBM using their market power to direct clients to use only IBM computer equipment.

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As a result, a vacuum in computer consulting services emerged. This gave rise to
programmer and technology service providers such as Computer Sciences Corporation
(CSC) and Electronic Data Systems (EDS) which focused on supporting the application
of technology to selected business areas.

Differentiating Through Industry Focus

As the consulting industry became more competitive another dimension was

applied to the consulting practice in order to allow further specialization and therefore
differentiation within the standard consulting service lines--industry sector expertise.
Basically, as functional service lines such as operations re-engineering mature, more
and more competitors enter the fray offering similar services. Customizing such
services to the needs of a specific industry sector offers another point of differentiation
that can only be provided by the large global consulting firms or single industry
specialists--the rest of the firms end up “stuck in the middle” and eventually fail or are
acquired. A few strategy boutiques continue to maintain the position that industry
expertise is not required for their data-driven approach.
For the vast majority of consulting firms, this additional resource management
dimension within the consulting firm resulted in unimaginable complexity as partners
and consultants now needed to be categorized along three dimensions: geographic
location, service line, and industry sector. These dimensions had to be manipulated like
a rubric‟s cube to identify resources to meet client demands. Training, recruiting and
sales activities were all aligned around the industry dimension. But this created smaller
sub-pools of resources, for which utilization was subject to industry demand patterns
which could vary dramatically with shifts in the business economic cycle.
Revenue Maximization Emerges Supreme

As the pressure to grow average partner earnings increased, the bubble

from the combination of Enterprise Resource Planning (ERP) implementations, Y2K
(year 2000) remediation, and eBusiness “break your business” services changed the

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character of the consulting profession from one focused on client service toward
revenue maximization. The criteria emphasized for admission into the partnership
shifted from consulting abilities (structured problem solving, eminence and thought
leadership) to sales generation capabilities (selling large projects and overseeing large
project teams). While revenue from the average project in the 1980s would have been in
the low hundreds of thousands of US dollars, by the late 1990s revenue per project was
in the millions with eight digit project fees not being uncommon. Increasingly though,
clients started to wonder whether the business value of such projects were
commensurate with the high consulting fees being driven by large project teams.

The Next Generation

Y2K demands coupled with the declining cost of telecommunications also

introduced to the global market a new breed of consulting firm, the India-based
outsourcer. Many of these India-based firms such as Infosys and Tata Consulting have
successfully extended their services from rewriting application code, to application
development, with some even venturing into call centers and business process
outsourcing. A few have also moved “up-market” into traditional management
consulting services.
At the same time Andersen Consulting, CSC and IBM (who entered the advisory
services business soon after their prohibition order terminated in 1991) began to more
aggressively provide process and systems outsourcing services. These firms, and others,
were attracted by the guaranteed income stream from multi-year contracts which are
essential for existing or aspiring publically listed companies. Outsourcing services also
allowed very high leverage of, and good margins on, relatively low cost resources.
Unlike projects based at the client site, the junior resources of the outsourcing divisions
were not operating under the scrutiny of their clients, allowing even more flexibility in
assigning staff and providing a valuable training ground for new staff. While all the
foregoing was taking place, eBusiness, and the associated irrational exuberance for

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creating and funding “get rich quick” companies, spawned a whole industry of start-up
consulting entities based on or promoting innovative uses of technology.
A Variety of Economic Models

Participants in the consulting services industry now span sole practitioners,

traditional strategy boutiques, global full-service (strategy, process, systems, change
management) management consulting firms spun-off from accounting entities, newly
emerging consulting units of the Big Four audit and accounting firms, technology-based
consulting divisions (e.g. IBM, HP), system integrators which were formerly the
technology department of large corporations, application consultants of software
providers (e.g. SAP, Oracle), Indian-based consulting and outsourcing firms,
outsourcing companies and others.
As depicted in Figure 1, the economic models of these various consulting firms differ--
primarily in terms of how they emphasize the variables of rates, leverage and utilization
to drive profits depending on their core service areas.

Figure 1: Summary of Economic Models of Consulting Firms

Type of Consulting Consultant Rates Partner Leverage Consultant

Firm Ratio Utilization
Corporate / High Low Medium
Operational Strategy
Process Design Medium Medium Medium
Systems Integration / Low High High
Technology
Consulting
Systems & Process Very Low Very High Very High
Outsourcing

Those firms specializing in business strategy services generally need to spend more
time providing concentrated insights to a variety of senior client executives. This
necessitates more partner time driving down average leverage ratios on each project to

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only five to eight consultants per partner resulting in a relatively high average hourly
rate. In contrast, system integration firms enjoy leverage ratios of twenty to forty
consultants per partner with a lower average hourly rate because the focus of the work
is applying manpower to build and implement systems using defined methodologies. At
the extreme end are outsourcing contracts which guarantee the firm a consistent multi-
year stream of work (thus, no non-billable gaps between projects) with leverage
exceeding 50 staff.
Creating further complexity in the consulting landscape, the strategy boutiques, in order
to extend their revenue stream, have also been broadening their services offerings into
process and systems consulting although the required culture shift and economic model
transformation are not insignificant and were not always fully appreciated at the outset.
In a similar manner, firms that originated in systems and process consulting have
gradually extended their offerings into the other categories of consulting services.
Because buyers of consulting services have difficulty differentiating between the
relative strengths and weaknesses of various consulting firms, these consulting firms
have been able to expand their service areas. Buyers tend to purchase consulting
services based on brand and existing relationships rather than by determining the best
fit for the job and greatest value for money.

COMPANY PROFILE

Planman Introduction
Planman Consulting is India's largest multi interest consulting and business Services
Corporation engaging a variety of organizations, institutions and enterprises in
diverse industry and government verticals. We strive to deliver significant
advantages and value to our clients and partners through innovative services and

15
 flexible solutions.

Planman Consulting's core competency remains its people. The teams that
make up Planman's project work forces worldwide comprise of individuals who
have developed competencies in specific industries.

These competencies enable clients to benefit from the accumulated knowledge

base of Planman. Planman's consulting services are utilized by a number of the
Fortune 500 organizations.Planman is now one of the leading consulting firms of
the world, continuously assisting its clients in improving performance beyond
benchmarks.

Planman Consulting was started in 1996 by Prof. Arindam Chaudhuri of

IIPM, and has now grown to become India’s largest multi-interest consulting and
business Services Corporation. As a firm it has witnessed superlative growth within
a short span of time & has been enriched by the experience of having serviced
Fortune 500 clients.

Our rapid growth demands highly energetic MBA’s with a passion to excel and
an urge to contribute. Planman’s value proposition is an entrepreneurial environment, an
unlimited growth potential, and a family-like culture with strong relationships. Planman is
one of the world’s most versatile organizations where talent is encouraged and always finds
expression. If you believe you are the best and the brightest, we urge you to meet with us to
learn more about the opportunities (see contacts below). Planman Consulting can create for
you – the upside is unlimited. Each unit is typically split into Business Development and
Client servicing, which demand unique and often mutually exclusive skill sets. Those who
rise to lead units or create new ones typically possess both sets of skills.

Job Description:

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Business Development: The Business Development consultant initiates contact, explores
potential business opportunities with existing & prospective clients and is expected to
manage relationship dynamics with the client.

Skill sets: Should be a self motivated, high energy individual with excellent interpersonal
& communication skills.

Client Servicing: To work on assignment briefs given by clients on aspects of proposal

development, execution of research, promotion & delivery of services as per SLA’s.
Constantly upgrade organizational & personal resources for supporting clients better on
defined areas of servicing.

Skill sets: Should possess excellent analytical & written communication skills and the
ability to harness tools, trends & concepts.

Contractual/Temporary Staffing

The continuous effort of identifying, attracting and screening potential employees- didn’t
really exist 10 years ago. Nowadays, with a rich supply of job seekers beating down HR’s
doors, the dilemma is how do you separate the best prospects from the noisy pack – a
tremendously time consuming burden on a company’s hiring resources. The risk but a
prevalent situation led us to brainstorm which then alluded towards yet another vertical,
‘Contractual Staffing’ (commonly known as temping). It is now used by our clients to cut
the staffing costs substantially.

Our focus is on raising productivity through improved quality, efficiency as well as

cost-reduction, thus enabling the customer to concentrate on its core business
activities. With Planman being your staffing partner, you would be able to benefit

17
 from the valuable and cost effective measure, thus allowing you to exercise greater
flexibility through economic highs and lows.

• Planman partners with the customer to source the requisite personnel against the
manpower staffing requirements.
• The personnel are brought on board on the rolls of Planman Consulting.
• Transfer of the newly recruit personnel (other sources) on Planman’s roll and
thus Planman takes the complete responsibility of servicing the payroll and other
benefits.
• The customer identifies and transfers the existing set of employees onto
Planman payrolls through our transfer of employee’s procedure.
• Continuous servicing and processing of the personnel’s payrolls and other allied
HR activities.

BENEFITS:

-Flexibility

-Reduced cost of staffing and recruiting

-Statutory obligations – no longer its customer’s responsibility

-Temporary to permanent possibility

-Staffing according to the req. of the business

-Minimum payroll accounting, tax and maintenance expenses and thus increased
revenue per employee

-Access to strong database of candidates

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CLIENTS Sify, Conexant, Fair Isaac, Mphasis, Tata Indicom, Merill Lynch, Citi
Financials, Idea, Vertex, Hindustan Times, VSNL, Interglobe, Sonata Software…

Executive Search & Selection

Planman recognizes the importance and relevance of the human factor for enhancing
an organization's bottom line.

HRIC provides career-related consulting services across industries. At HRIC, we go

a step forward to ensure that the person not only fits the stated job profile but we
also ensure that he is the right ‘person fit’ for the organization keeping in mind the
client organization's work culture.

Our search methodology combined with our capabilities have given our search
practice a leadership position in the market place and one of our key business values
is speed.

Below are the various practices we specialize in:

1. Analytics & Risk Management

2. IT / Telecom & EDA
3. IT enabled services/BPO
4. Knowledge Services
5. Financial Services
6. Banking & insurance
7. FMCG/Consumer Durables and Retail
8. Engineering

Each of these teams are led by Vertical Heads having extensive

industry experience along with core team of consultants and the support team of
research associates.

Search Methodology:

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 STAGE 1 - Define Objectives and Specifications

Study of the clients Business Environment and work culture.

Specifications from the client relating to the Job specification and description.

STAGE 2 - Begin our comprehensive search

We precede with in-house as well as extraneous database.

Mine internal databases and use our widespread network to reach the right
candidate as per specifications

Screen and evaluate the candidates.

Short list couple of people from our end to give our client a liberty of choice.
We make sure once we reach right candidates it’s not only skill set but also cultural
fitment in line with our client is imperative.

STAGE 3 - Interviews and feedback.

Act as a facilitator between client and candidate and help schedule interviews.

Follow up with the candidate as well as the company.

De briefing the candidate posts the interview stage

STAGE 4 - Referral and Joining

Conduct the reference checks for the selected candidates.

Assisting the client in salary negotiations, if required

Clients: American Express, Fair Isaac, KPMG, Goldman Sachs, Lehman Brothers,
JM Morgan Stanley, WNS Global Services, Pipal Research, Pulsar, Absolute Data,

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 Irevna, Prudential, Office Tiger,IRMC,Accenture,Genpact,GE Software, GE
Energy,IBM-Daksh,3 Global Services, Dell, Honeywell, ING Vysya, Bank Of
America, Aviva Life Insurance, Citi Group, ICICI One Source, Deutsche Bank,
ABN Amro, ICICI Prudential Pepsi, Cargill, Flour, Airtel, Max New York Life,
Chemtex, HP, NCR, Realsoft Inc, Flextronics, Conexant, Mentor Graphics, Sasken,
CoWare, Pixtel Media Tech, MBT, Churchill, Cap Gemini, AIG, Agree
Ya,Areva,Fiserv,Foster Wheeler,Benetton,Jumbo Electronics,Mose Bear, RMSI
(GIS), Cash edge, US Tech, ATI …

CONNECT- BPO SERVICES

In order to bridge the gap between demand and supply in the IT enabled
service/BPO sector, we have started with this initiative to help our clients recruit in
large volumes and able to ramp up as and when they acquire or migrate a new process.
This initiative, deals with the entry level resource in BPO sector

Advantages of working with us :-

 Ability to handle large volumes and also scale up if required

 Our own assessment centers for conducting the entire recruitment
process
 Leverage our national presence to get best for our clients
 We calibrate our consultants with competencies required by clients
thus delivering Quality candidates
 Reducing administrative and hiring costs by shortening assessment
cycle time
 Leverage our vendor tie ups in small cities and towns

H.R.OUTSOURCING
We understand the complete need of the customer, wherever so required
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and provide skilled manpower to undertake specific HR activities as required by the
customer on the basis of SLA’s laid down in the contract thus offering a need based
solution. This piece includes and takes care of the following needs of Customer:

1. Recruitment & Hiring

1. Manpower Recruitment Planning

2. Sourcing Strategy
3. Timeline and scale
4. Resource Requirements

2. Induction, Process Training & Deployment

1. Post hire induction (Organization, Process & culture)

2. Process and Skill based training, performance effectiveness interventions
3. Staffing, deployment and team building

3. Performance Management

1. Goal setting and performance appraisal system

2. Employee performance Monitoring and feedback management
3. Incentive and benefits planning and administration
4. Feedback integration (Training and Operational Interventions)
5. Severance, Attrition and exit administration

4. Payroll, Leave, Statutory compliance and compensation Administration

1. Leave, Attendance and muster roll administration

2. Payroll and salary administration
3. PF, ESI, Gratuity and employee Health Insurances
4. Expense reimbursements and allowance management
5. Misc Liaisons e.g. Bank, Transport etc

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Training & Development

Training & Development Division offers services and expertise to craft specialized
solutions for our clients to accelerate performance. The core areas include:

1. The Arindam Chaudhuri Workshop

2. Customized In-house Programmes
3. Adventure for Achievements– An Outdoor Experiential Program

THE ARINDAM CHAUDHURI WORKSHOP

Professor Chaudhuri is an expert in the areas of Strategic Vision, Leadership, Social

Sector Consulting, Comparative Management Techniques and Global Opportunities &
Threat Analysis.

His contribution to the field of management in India can be found in the iconoclastic
“Theory ‘i’ Management” which he has developed for India Inc.

Prof. Arindam Chaudhuri has conducted these programmes jointly with internationally
renowned consultants and academicians from International Labour Organization at
Geneve, Nestle (International Headquarters) at Vevey, Webster University, Geneva,
INSEAD, France, and International Management Institute, Europe.

The workshop revolves around the People Power Philosophy, a patented module of
Planman Consulting. It is focused mainly on the following four aspects of management
and personality development:

• Leadership
• Motivation
• Self-discovery
• Strategic Economic Vision

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IN-HOUSE PROGRAMMES

We combine expert instruction and finely crafted courseware to ensure that

learning from the classroom is transferred to work effectively. Planman provides in
house training in the following areas:

1. Communication
2. Public Speaking Skills
3. Creativity & Innovation
4. Team Building
5. Leadership Effectiveness
6. Stress Management
7. Time Management
8. The Art of Negotiation
9. Selling Skills

ADVENTURE FOR ACHIEVEMENT

We believe the key lies in strengthening the connections between people – ‘your
people’ - by facilitating a group experience that incorporates all aspects critical to your
organization's success: cooperation and communication, collaborative problem solving
and decision making, commitment to common objectives, and perhaps most important,
a willingness to change and to take risks.
We offer solutions for:

• Outbound Training Programs

• AGMs, Sales Meets & Conferences

24
 RECRUITMENT AND SELECTION

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.”
Recruitment is a ‘linking function’-joining together those with jobs to fill and those
seeking

25
 It can also be defined as the process of searching for prospective employees
and stimulating them to apply for jobs in the organization.
Recruitment is only one of the steps in the entire employment process. It is
generally followed by selection. It precedes the selection function and it includes only
finding, developing the sources of prospective employees and attracting them to apply
for the jobs in an organization, whereas the selection is the process of finding the most
suitable candidate to the job out of the candidates attracted (i.e. recruited)
Objectives:
 To attract people with multidimensional skills and experiences that suits the
present and future organizational strategies.
 To infuse fresh blood with the all levels of the organization.
 To induct outsiders with a new perspective to lead the company.
 To develop an organizational culture that attracts competent people to the
company.
 To search for headhunt /head pouch people whose skills fit the companies’
values.
 To devise methodologies for assessing psychological traits.
 To seek out non-conventional development grounds of talent.
 To search for talent globally and not just within the company.
 To anticipate and find people for positions that does not exist yet.
Recruitment strategies
The recruitment strategies formulated by the companies include:

 In sourcing or Outsourcing:

Companies recruit the candidates, employ them, train and develop them and
utilize the human resources of these companies. This strategy is called Insourcing.Some
organizations employ and develop the candidates with a view to provide the human

26
resources to other companies which concentrate on manufacturing, servicing and such
other activities.

 Vast and Fast Source:

The fast developing IT industry and high technology oriented industry invariably
require vast human resources within the short span of time. The best strategy to get vast
human resources immediately is Internet.
FIGURE 3.1 SOURCES OF RECRUITMENT

C om pa ny Strateg ies

HRP Job A na lysis

Job vacanc ies at a

fu ture d ate
•T ype R ecru itm ent
•N um ber of H R s •T ype A pp licants
p ool S cree ning P ote ntia l hires
•N um ber

S tim ulate them to app ly E va luation

&
S earch for the
T echniqu es C ontrol
prospective
ca nd idates •Trad itiona l
•M odern
S ourc e:
•Trad itiona l
•M odern

27
Traditional sources of recruitment
The sources of recruitment are broadly divided into internal sources and external
sources. Internal sources are sources within organizational pursuits. External sources are
sources outside organizational pursuits.
Internal sources:
These sources include
 Present permanent employees
 .Present Temporary/Casual employees
 Retrenched or retired employees
 Dependents of deceased, disabled, retired and present employees.

28
1.Present Permanent Employees: organizations consider the candidates from this
source to higher level jobs due to : availability of most suitable candidates for jobs
relatively or equally to the external source, to meet the trade union demands and due to
the policy of the organization to motivate the present employees.
2. Present Temporary/Casual Employees: organizations find the source to fill the
vacancies relatively at the lower level owing to the availability of suitable candidates or
trade union pressures or in order to motivate them on the present job.
3.Retrenched or Retired Employees: Generally, a particular organization retrenches the
employees due to lack of work. The organization takes the candidates for employment
from the retrenched employees due to obligation, trade union pressure and the like.
Sometimes, the organizations prefer to re-employee their retired employees as a token of
their loyalty to the organization or to postpone some interpersonal conflicts for promotion
etc.
4.Dependents of Deceased, Disabled, Retired and Present Employees: Some
organizations function with a view to develop in the commitment and loyalty of not only
employee but also his family members and to build up image and provide employment to
the dependent(s) of deceased, disabled, retired employees. Such organizations find this
source as an effective source of recruitment.

External Sources:
External sources include
 Campus Recruitment
 Private Employment Agencies/Consultants
 Public Employment Agencies
 Professional Associations
 Data Banks
 Casual Applicants
 Similar Organizations and
 Trade Unions

29
1.Campus Recruitment: Different types of organizations like industries, business firms,
service organizations, social or religious organizations can get inexperienced candidates
of different types from various educational institutions like colleges and universities
imparting education in Science, Commerce, Arts, Engineering and Technology,
Medicine, Management studies etc.
2.Private Employment Agencies/Consultants: Private Employment Agencies or
Consultants like ABC consultants in India perform recruitment functions on behalf of a
client company by charging fees. Line managers are relieved from recruitment functions
so that they can concentrate on their operational activities and recruitment functions are
entrusted to a private agency or consultants.
3.Public Employment Exchanges: The government set up Public Employment
Exchanges in the country to provide information about vacancies to the candidates and to
help the organizations in finding out suitable candidates.
4. Professional Organizations: Professional Organizations maintain complete biodata
of their members and provide the same to various organizations on requisition. They also
act as an exchange between their members and recruiting firms in exchanging
information, clarifying doubts etc. Organizations find this source more useful to recruit
the experienced and professional employees like executives, managers, and engineers.
5. Data Banks: The management can collect the biodata of the candidates from
different sources like employment exchange, educational training institutes, candidates
etc. and feed them in the computer.
6.Casual Applicants: Depending upon the image of the organization, its prompt
response, participation of the organization in the local activities, level of unemployment,
candidates apply casually for jobs through mail or handover the applications in the
personnel department. This would be a suitable source for temporary and lower level
jobs.
7. Similar Organizations: Generally, experienced candidates are available in the
organizations producing similar products or are engaged in similar business. This would

30
be the most effective source for executive positions and for newly established
organizations or expanded organizations.
8.Trade Unions: Generally, unemployed or under employed persons or employees
seeking change in employment put a word to the trade union leaders with a view to
getting suitable employment due to latter’s intimacy with the management. Management
decides about the sources depending upon the type of candidates needed, time lapse
period etc. It has to select the recruitment technique(s) after deciding upon the source.

Modern Sources of Recruitment

These include Walk in and consultant in, head hunting, body shaping, mergers and
acquisitions, tele-recruitment and outsourcing.

1. Walk-In: The busy organizations and the rapid changing companies do not find time
to perform various functions of recruitment. Therefore, they advise the potential
candidates to attend for an interview directly and without a prior application on a specific
date, time and at a specified place. The suitable candidates from among the interviews
will be selected for appointment after screening the candidates through tests and
interviews.
2. Consult-In: The busy and dynamic companies encourage the potential job
seekers to approach them personally and consult them regarding the jobs. The companies
select suitable candidates from among such candidates through the selection process.
3. Head-Hunting: The companies request the professional organizations to search for
the best candidates particularly for the senior executive positions. The professional
organizations search for the most suitable candidates and advise the company regarding
the filling up of the positions. Headhunters are also called ‘search-consultants’.
4. Body Shaping: Professional organizations and the hi-tech training institutes develop
the pool of human resources for the possible employment. The prospective employers
contact these organizations to recruit the candidates. Otherwise the organizations
themselves approach prospective employers to place their human resources. These

31
professional and training institutions are called ‘body shoppers’ and these activities are
known as body shopping. This is mostly used for computer professionals.
5. Mergers and Acquisitions: Business alliances like acquisitions, Mergers, and take-
over help in getting human resources. In addition companies do also have alliances in
sharing their human resources on adhoc basis.
6. E-Recruitment: The technological revolution in telecommunications helped the
organizations to use Internet as a source of recruitment. Organizations advertise the job
vacancies through the www. The job seekers send their applications through the email
using Internet.
7. Outsourcing: Some organizations recently started developing human resource pool by
employing the candidates for themselves. These organizations do not utilize the human
resources; instead they supply HRs to various companies based on their needs on
temporary or adhoc basis.

RECRUITMENT TECHNIQUES
Recruitment techniques are the means or media by which management contacts
stimulate them to apply for jobs. Management uses different types of techniques to
stimulate internal and external candidates.
These techniques are classified as traditional techniques and modern techniques.

Traditional Techniques include:

♦ Promotions: Most of the internal candidates would be stimulated to take up
higher responsibilities and express their willingness to be engaged in the higher-
level jobs if the management gives them the assurance that they will be promoted to
the next higher level.
♦ Transfers: Employees will be stimulated to work in the new sections or places if
the management wishes to transfer them to places of their choice.

32
 ♦ Advertising: It is widely accepted technique of recruitment, though it mostly
provides one-way communication. It provides the candidates in different sources,
the information about the job and company and stimulates them to apply for the
jobs. It includes advertising through different media like newspapers, magazines of
all kinds, radio, TV etc.
This technique should aim at:
♦ Attracting attention of the prospective candidates.
♦ Creating and maintaining interest and
♦ Stimulating action by the candidates.

Modern Techniques:
♦ Scouting: It means sending the representation of the organizations to various
sources of recruitment with a view to persuading or stimulating the candidates to
apply for jobs. The representatives provide information about the company and
exchange information and the clarify the doubts of the candidates.

♦ Salary and Perks: Companies stimulate the prospective candidates by offering

higher-level salary, more perks, quick promotions etc.

♦ ESOPs: Companies recently started stimulating the employees by offering stock

ownership to the employees through their Employees Stock Ownership
Programmes (ESOPs).

SUB-SYSTEMS OF RECRUITMENT :

The recruitment process consists of the following four sub-functions:-

• Finding out and developing the sources where the required number

33
and kind of employees will be available.

• Developing suitable techniques to attract the desirable candidates.

Employing the techniques to attract candidates
.
• Stimulating as many candidates as possible and asking them to apply
for jobs irrespective of the number of candidates required.

Management has to attract more candidates in order to increase the selection

ratio so that the most suitable candidate can be selected out of the total candidates
available. Recruitment is positive as it aims at increasing the number of applicants and
selection is somewhat negative as it selects the suitable candidates in which process; the
unsuitable candidates are automatically eliminated. Though, the function of recruitment
seems to be easy, a number of factors make performance of recruitment a complex one.

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

34
• 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

CONSTRAINTS

If a firm has a poor image in the market, many of the prospective candidates may
not even apply for vacancies advertised by the firm. If the job is not attractive, qualified
people may not even apply. Any job that is viewed as boring, hazardous, anxiety
producing, low-paying, or lacking in promotion potential seldom will attract a qualified
pool of applicants. Recruiting efforts require money. Sometimes because of limited
resources, organizations may not like to carry on the recruiting efforts for long periods
of time, this can, ultimately, constrain a recruiter’s effort to attract the best person for
the job. Government policies often come in the way of recruiting people as per the rules
of the company or on the basis of merit/seniority, etc. For example, reservations to
specific groups (such as scheduled castes, scheduled tribes, backward castes, physically
handicapped and disabled persons, ex-servicemen, etc.) have to be observed as per

35
constitutional provisions while filling up vacancies in government corporations,
departmental undertakings, local bodies, quasi-government organizations, etc.

RECRUITMENT POLICY

Recruitment policy of any organization is derived from the personnel policy of

the same organization. In other words the former is a part of the latter. 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. Recruitment policy should commit itself to the organisation’s personnel
policy like enriching the organisation’s human resources or servicing the community by
absorbing the retrenched or laid-off employees or casual/temporary employees or
dependents of present/former employees, etc.The following factors should be taken into
consideration in formulating recruitment policy. They are:-
• Government policies

• Personnel policies of other competing organizations

. Organisation’s personnel policies

. Recruitment sources

• Recruitment needs

• Recruitment cost

• Selection criteria and preference.

36
IMPACT OF PERSONNEL POLICIES ON RECRUITMENT
POLICIES:

Recruitment policies are mostly drawn from personnel policies of the

organization. According to Dale Yodar and Paul D. Standohar, general personnel
policies provide a wide variety of guidelines to be spelt out in recruitment policy. After
formulation of the recruitment policies, the management has to decide whether to
centralize or decentralize the management has to decide whether to centralize or
decentralize the recruitment function.

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 .

MERITS OF CENTRALISED RECRUITMENT

• Average cost of recruitment per candidate/unit should be relatively

less due to economies of scale.
• It would have more expertise available to it.
It can ensure broad uniformity among human resources of various
units/zones in respect of education, skill, knowledge, talent, etc.
•
It would generally be above malpractices, abuse of powers,
favouritism, bias, etc.
• It would facilitate interchangeability of staff among various

37
units/zones.
• It enables the line managers of various units and zones to concentrate on their
operational activities by relieving them from the recruiting functions.
• It enables the organization to have centralised selection procedure,
promotional and transfer procedure, etc.
• It ensures the most effective and suitable placement to candidates.
• It enables centralised training programmes which further brings
uniformity and minimizes average cost of staff.

MERITS OF DECENTRALISED RECRUITMENT

• The unit concerned concentrates only on those sources/places wherein

normally gets the suitable candidates. As such the cost of recruitment
would be relatively less.
• The unit gets most suitable candidates as it is well aware of the
requirements of the job regarding culture, traditional, family
background aspects, local factors, social factors, etc.
• Units can recruit candidates as and when they are required without
any delay.
• The units would enjoy freedom in finding out, developing the sources,
in selecting and employing the techniques to stimulate the candidates.
• The unit would relatively enjoy advantage about the availability of
information, control and feedback and various functions/processes ofuitmentrec
The unit would enjoy better familiarity and control over the
employees it recruits rather than on employees selected by the central
recruitment agency.
Both the systems of recruitment would suffer from their own demerits. Hence, the
management has to weigh both the merits and demerits of each system before making a
final decision about centralizing or decentralizing the recruitment. Alternatively
management may decentralize the recruitment of certain categories of employees

38
preferably middle and top level managerial personnel and centralize the recruitment of
other categories of employee’s preferably lower level positions in view of the nature of
the jobs and suitability of those systems for those categories of positions. The
management has to find out and develop the sources of recruitment after deciding upon
centralizing or decentralizing the recruitment function.

SELECTION

39
The selection procedure is the system of functions and devices adopted in a given
company to ascertain whether the candidate’s specifications are matched with the job
specifications and requirements or not.

Selection is the process of finding out the most suitable candidate to the job out of the
candidates recruited.
The selection procedure cannot be effective until and unless
1. Requirements of the job to be filled have been clearly specified (Job Analysis
etc.).
2. Employee Specifications (physical, mental, social behavioral etc.) have been
clearly specified.
3. Candidates for screening have been attracted.

Significance of selection process:

The ability of an organization is to attain its goals effectively and to develop in a

dynamic environment largely depends upon the effectiveness of its selection
programme. If right personnel are selected, the remaining functions of Personnel
Management become easier, the employee contribution and commitment will be at
an optimum level and employee-employer relations will be congenial.

40
FIGURE 3.2

SELECTION PROCESS

Development Bases Of
Selection
Job Analysis

Resume/CV/Bio-data

Written Examination

Preliminary Interview
Recruitment

Business Games

Tests

Final Interview

Assess the fit Medical Examination

between
the job
and the candidate 41
 Reference Checks

Line Manager’s Decision

Job Offer

Employment

Job Analysis:
It is the basis for selecting the right candidate. Every organization should finalize the
job analysis, job description, job specification and employee specifications before
proceeding to the next step of selection.

Human Resource Plan:

Every company plans for the required number of and kind of employees for a future
date. This is the basis for recruitment function.

Recruitment:
It refers to the process of searching for prospective employees and stimulating them to
apply for jobs in an organization.

Development Bases for Selection:

42
The company has to select the appropriate candidates from the applicant’s pool. The
company develops or borrows the appropriate bases for screening the candidates in
order to select the appropriate candidates for the jobs.

Resume/Bio-data/CV:
This is also known as application form. The technique of application form or CV is
traditional and widely accepted for securing information from the prospective
candidates. It can also be used as a device to screen the candidates at the preliminary
level. Information is generally required on the following items in the application forms:
i. Personal background information
ii. Educational attainments
iii. Work experiences
iv. Salary
v. Personal details
vi. References

Written Examination:
The organizations have to conduct written examination for the qualified candidates after
they are screened on the basis of the application blanks so as to measure the candidate’s
ability in arithmetical calculations, to know the candidates’ attitude towards the job, to
measure the candidates’ aptitude, reasoning, communication, knowledge in various
disciplines.

Preliminary Interviews:
The preliminary interview is to solicit necessary information from the prospective
applicants and to assess the applicant’s suitability to the job. It is useful as a process of
eliminating the undesirable and unsuitable candidates. They are short and known as
stand-up interviews or screening interviews.

Test:

43
 Psychological tests play a vital role in employee selection. A Psychological test is
essentially an objective and standardized measure of sample behavior from which
inferences about future behavior and performance of the candidate can be drawn.
The following are the type of tests taken:
1). Ability tests:-
Assist in determining how well an individual can perform tasks related to the job.
An excellent illustration of this is the typing tests given to a prospective employer for
secretarial job. Also called as ‘ACHEIVEMENT TESTS’. It is concerned with what one
has accomplished. When applicant claims to know something, an achievement test is taken
to measure how well they know it. Trade tests are the most common type of achievement
test given. Questions have been prepared and tested for such trades as asbestos worker,
punch-press operators, electricians and machinists. There are, of course, many
unstandardised achievement tests given in industries, such as typing or dictation tests for an
applicant for a stenographic position.

2). Aptitude test: -

Aptitude tests measure whether an individuals has the capacity or latent ability to
learn a given job if given adequate training. The use of aptitude test is advisable when an
applicant has had little or no experience along the line of the job opening. Aptitudes tests
help determine a person’s potential to learn in a given area. An example of such test is the
general management aptitude tests (GMAT), which many business students take prior to
gaining admission to a graduate business school programme.
Aptitude test indicates the ability or fitness of an individual to engage successfully in
any number of specialized activities. They cover such areas clerical aptitude, numerical
aptitude, mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity.
These tests help to detect positive negative points in a person’s sensory or intellectual
ability. They focus attention on a particular type of talent such as learning or reasoning in
respect of a particular field of work.

Forms of aptitude test

.Mental or intelligence tests:

44
 They measure the overall intellectual ability of a person and enable to know
whether the person has the mental ability to deal with certain problems.
2.Mechanical aptitude tests:
They measure the ability of a person to learn a particular type of mechanical work.
These tests helps to measure specialized technical knowledge and problem solving abilities
if the candidate. They are useful in selection of mechanics, maintenance workers, etc.

3.Psychomotor or skills tests:

They are those, which measure a person’s ability to do a specific job. Such
tests are conducted in respect of semi- skilled and repetitive jobs such as packing, testing
and inspection, etc.

3). Intelligence test:

This test helps to evaluate traits of intelligence. Mental ability, presence of mind
(alertness), numerical ability, memory and such other aspects can be measured.
The intelligence is probably the most widely administered standardized test in industry. It is
taken to judge numerical, skills, reasoning, memory and such other abilities.
4). Interest Test:
This is conducted to find out likes and dislikes of candidates towards
occupations, hobbies, etc. such tests indicate which occupations are more in line with a
person’s interest. Such tests also enable the company to provide vocational guidance to the
selected candidates and even to the existing employees.
These tests are used to measure an individual’s activity preferences. These tests are
particularly useful for students considering many careers or employees deciding upon
career changes.
5). Personality Test:
The importance of personality to job success is undeniable. Often an individual who
possesses the intelligence, aptitude and experience for certain has failed because of inability
to get along with and motivate other people.

45
It is conducted to judge maturity, social or interpersonal skills, behavior under stress and
strain, etc. this test is very much essential on case of selection of sales force, public relation
staff, etc. where personality plays an important role.
Personality tests are similar to interest tests in that they, also, involve a serious problem
of obtaining an honest answer.
6). Projective Test:
This test requires interpretation of problems or situations. For example, a photograph
or a picture can be shown to the candidates and they are asked to give their views, and
opinions about the picture.

7). General knowledge Test:

Now days G.K. Tests are very common to find general awareness of the candidates
in the field of sports, politics, world affairs, current affairs.
8). Perception Test:
At times perception tests can be conducted to find out beliefs, attitudes, and mental
sharpness.etc.
9). Graphology Test:
It is designed to analyze the handwriting of individual. It has been said that an
individual’s handwriting can suggest the degree of energy, inhibition and spontaneity, as
well as disclose the idiosyncrasies and elements of balance and control. For example, big
letters and emphasis on capital letters indicate a tendency towards domination and
competitiveness. A slant to the right, moderate pressure and good legibility show leadership
potential.
10). Polygraph Test:
Polygraph is a lie detector, which is designed to ensure accuracy of the information given
in the applications. Department store, banks, treasury offices and jewellery shops, that is,
those highly vulnerable to theft or swindling may find polygraph tests useful.

11). Medical Test:

46
It reveals physical fitness of a candidate. With the development of technology, medical
tests have become diversified. Medical servicing helps measure and monitor a candidate’s
physical resilience upon exposure to hazardous chemicals.

Interview:
Final interview is usually followed by testing. This is the most essential step in the
process of selection. In this step, the interviewer matches the information obtained
about the candidate through various means to the job requirements and to the
information obtain through his own observation during the interview.
Objectives of interview: -
Interview has at least three objectives and they are a follows: -
1) Helps obtain additional information from the applicants
2) Facilitates giving general information to the applicants such as company
policies, job, products manufactured and the like
3) Helps build the company’s image among the applicants.
Types of interview:-
Interviews can be of different types. There interviews employed by the
companies.
Following are the various types of interview: -
1)Informal Interview:
An informal interview is an oral interview and may take place anywhere. The employee or
the manager or the personnel manager may ask a few almost inconsequential questions like
name, place of birth, names of relatives etc. either in their respective offices or anywhere
outside the plant of company. It iS not planned and nobody prepares for it. This is used
widely when the labour
market is tight and when you need workers badly.
2)Formal Interview:
Formal interviews may be held in the employment office by he employment office in a
more formal atmosphere, with the help of well structured questions, the time and place of
the interview will be stipulated by the employment office.

47
3)Non-directive Interview:
Non-directive interview or unstructured interview is designed to let the interviewee speak
his mind freely. The interviewer has no formal or directive questions, but his all attention is
to the candidate. He encourages the candidate to talk by a little prodding whenever he is
silent e.g. “Mr. Ray, please tell us about yourself after your graduated from high school”.
The idea is o give the candidate complete freedom to “sell” himself, without the
encumbrances of the interviewer’s question. But the interviewer must be of higher caliber
and must guide and relate the information given by the applicant to the objective of the
interview.
4)Depth Interview:
It is designed to intensely examine the candidate’s background and thinking and to go into
considerable detail on particular subjects of an important nature and of special interest to
the candidates. For example, if the candidate says that he is interested in tennis, a series of
questions may be asked to test the depth of understanding and interest of the candidate.
These probing questions must be asked with tact and through exhaustive analysis; it is
possible to get a good picture of the candidate.

5)Stress Interview:
It is designed to test the candidate and his conduct and behavior by him under
conditions of stress and strain. The interviewer may start with “Mr. Joseph, we do not think
your qualifications and experience are adequate for this position,’ and watch the reaction of
the candidates. A good candidates will not yield, on the contrary he may substantiate why
he is qualified to handle the job.
This type of interview is borrowed from the Military organisation and this is very useful to
test behaviour of individuals when they are faced with disagreeable and trying situations.
6)Group Interview:
It is designed to save busy executive’s time and to see how the candidates may be brought
together in the employment office and they may be interviewed.
7)Panel Interview:
A panel or interviewing board or selection committee may interview the candidate, usually
in the case of supervisory and managerial positions. This type of interview pools the

48
collective judgment and wisdom of the panel in the assessment of the candidate and also in
questioning the faculties of the candidate.

8)Sequential Interview:
The sequential interview takes the one-to-one a step further and involves a series of
interview, usually utilizing the strength and knowledgebase of each interviewer, so that
each interviewer can ask questions in relation to his or her subject area of each candidate,
as the candidate moves from room to room
.
9)Structures Interview:
In a structured interview, the interviewer uses preset standardized questions, which
are put to all the interviewees. This interview is also called as ‘Guided’ or ‘Patterned’
interview. It is useful for valid results, especially when dealing with the large number of
applicants

10) Unstructured Interview:

49
It is also known as ‘Unpatterned’ interview, the interview is largely unplanned and the
interviewee does most of the talking. Unguided interview is advantageous in as much as it
leads to a friendly conversation between the interviewer and the interviewee and in the
process, the later reveals more of his or her desire and problems. But the Unpatterned
interview lacks uniformity and worse, this approach may overlook key areas of the
applicant’s skills or background. It is useful when the interviewer tries to probe personal
details of the candidate it analyse why they are not right for the job.

11)Mixed Interview:
In practice, the interviewer while interviewing the job seekers uses a blend of structured
and structured and unstructured questions. This approach is called the Mixed Interview.
The structured questions provide a base of interview more conventional and permit greater
insights into the unique differences between applicants.

Telephone Interviews:
Have a copy of your resume and any points you want to remember to say nearby. If you are
on your home telephone, make sure that all roommates or family members are aware of the
interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is crucial
that you convey your enthusiasm verbally, since the interviewer cannot see your face. If
there are pauses, do not worry; the interviewer is likely just taking some notes.

Medical Examination:
Certain jobs require certain physical qualities like clear vision, perfect
hearing, unusual stamina, tolerance of hard working conditions, clear tone etc. It
reveals whether or not a candidate possesses these qualities.
After the selection decision and before the job offer is made, the candidate is required
to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being
declared fit after the physical examination. The results of the medical fitness test are
recorded in a statement and are preserved in the personnel records. There are several
objectives behind a physical test. Obviously, one reason for a physical test is to detect if the
individual carries any infectious disease. Secondly, the test assists in determining whether

50
an applicant is physically fit to perform the work. Thirdly, the physical examination
information can be used to determine if there are certain physical capabilities, which
differentiate successful and less successful employees. Fourth, medical check-up protects
applicants with health defects from undertaking work that could be detrimental to them or
might otherwise endanger the employer’s property. Finally, such an examination will
protect the employer from workers compensation claims that are not valid because the
injuries or illness were present when the employee was hired.

Reference Check:
After completion of the final interview and medical examination, the personnel
department engages in checking references. Candidates are required to give the names
of references in their application forms.
Many employers request names, addresses, and telephone numbers of references
for the purpose of verifying information and perhaps, gaining additional background
information on an applicant. Although listed on the application form, references are not
usually checked until an applicant has successfully reached the fourth stage of a sequential
selection process. When the labour market is very tight, organisations sometimes hire
applicants before checking references.
Previous employers, known as public figures, university professors, neighbours or
friends can act as references. Previous employers are preferable because they are already
aware of the applicant’s performance. But, the problem with this reference is the tendency
on the part of the previous employers to over-rate the applicant’s performance just to get rid
of the person.
Organisations normally seek letters of reference or telephone references. The latter
is advantageous because of its accuracy and low cost. The telephone reference also has the
advantage of soliciting

Final decision by the Line manager:

He has to make the final decision whether to select or reject a candidate after
soliciting the required information through different techniques. The line manager has

51
to make much care in taking the final decision not only because of economic
implications and of the decisions but also because of behavioral and social implications.
After obtaining information through the preceding steps, selection decision-
the most critical of all the steps- must be made. The other stages in the selection process
have been used to narrow the number of the candidates. The final decision has to be
made the pool of individuals who pas the tests, interviews and reference checks.
The view of the line manager will be generally considered in the final selection because
it is he/she who is responsible for the performance of the new employee. The HR
manager plays a crucial role in the final selection.

Job Offer:
The next step in the selection process is job offer to those applicants who
have crossed all the previous hurdles. Job offer is made through a letter of appointed.
Such a letter generally contains a date by which the appointee must report on duty. The
appointee must be given reasonable time for reporting. Thos is particularly necessary
when he or she is already in employment, in which case the appointee is required to
obtain a relieving certificate from the previous employer. Again, a new job may require
movement to another city, which means considerable preparation, and movement of
property.
The company may also want the individual to delay the date of reporting on duty.
If the new employee’s first job upon joining the company is to go on company until
perhaps a week before such training begins. Naturally, this practice cannot be abused,
especially if the individual is unemployed and does not have sufficient finances.
Decency demands that the rejected applicants be informed about their non-
selection. Their applicants may be preserved for future use, if any. It needs no emphasis
that the applications of selected candidates must also be preserved for the future
references.

Employment:

52
 The company may modify the terms and conditions of employment as
requested by the candidate. The company employs those candidates who accept the job
offer with or without modification of terms and conditions of employment and place
them on the job.

EVALUATION OF SELECTION PROGRAMME: -

The broad test of the effectiveness of the selection process is the quality of the
personnel hired. An organisation must have competent and committed personnel. The
selection process, if properly done, will ensure availability of such employees. How to
evaluate the effectiveness of a selection programme? A periodic audit is the answer.
People who work independent of HR department must conduct audit. The table below
contains an outline that highlights the areas and questions to be covered in a systematic
evaluation.

Four Approaches to Selection:

1). Ethnocentric Selection:

In this approach, staffing decisions are made at the organization’s headquarters.
Subsidiaries have limited autonomy, and the employees from the headquarters at home
and abroad fill key jobs. Nationals from the parent country dominate the organisations
at home and abroad.

2). Polycentric Selection:

In polycentric selection, each subsidiary is treated as a distinct national entity with
local control key financial targets and investment decisions. Local citizens manage
subsidiaries, but the key jobs remain with staff from the parent country. This is the
approach, which is largely practiced in our country

53
3). Regiocentric Selection: -
Here, control within the group and the movements of staff are managed on a
regional basis, reflecting the particular disposition of business and operations within the
group. Regional managers have greater discretion in decision. Movement of staff is
largely restricted to specific geographical regions and promotions to the jobs continue
to be dominated by managers from the parents company
.
4). Geocentric Staffing: -
In this case, business strategy is integrated thoroughly on global basis. Staff
development and promotion are based on ability, not nationality. The broad and other
parts of the top management structure are thoroughly international in composition.
Needless to say, such organisations are uncommon

RECRUITMENT AND SELECTION:

54
 DATA ANALYSIS

Feedback is collected through survey from the participants of various development

programs are tabulated below. The size of the sample taken is 35
To study the quality of work life in K.D.M.P.M.A.C.U Ltd, a
questionnaire Containing 15 aspects was prepared and administered to 35

55
beneficiaries randomly. The data thus obtained by the survey for 15 aspects of
evaluation is presented in a tabular form.
From the graph it can be observed that the effectiveness of
RECRUITMENT AND SELECTION and techniques adopted is about 76 %, satisfaction
with the study material is 70 % usefulness of training in present job is 52 %. Nearly 42
% of the employees suggested to use the information technology in the recruitment
and selection, all the employees have accepted that the attitude of the employees will
change after the training program. From the above findings, we can say that the training
program conducted by the PLANMAN CONSULTANCY has proved to be highly
effective as the response is about 80 %... The percentage analysis is done for the data
analysis
Percentage analysis:Percentage refers is a special kind of ratio. Percentages are used in
making comparison between two or more series of data. They are used to describe
relationship. More over percentages can also be use to compare the relative terms of the
distribution of two or more series of data.
Formula:
Percentage of Respondents = No. of respondents * 100
Total no. of respondents

Table 4.1 What are the quality standards maintained by Planman (CV conversion:
Interview conversion: Joining conversion)

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 75:25:75 25 73
2 25:75:25 4 10
3 75:75:75 6 17
4 25:75:75 0 0
TOTAL 35 100

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Analysis:From the above it can be said that 73% of the respondents agree for 75:25:75
and 10% of the respondenys agree for 25:75:25 ratio and 17% of the respondents agree
for 75:75:75 ratio and none of them responded for 25:75:75 ratio for the quality
standards maintained by Planman (CV conversion: Interview conversion: Joining
conversion) in planman consultancy.

Interpretation: From the graph it can be inferred that the the respondents agree for
75:25:75 ratio about the quality standards maintained by Planman (CV conversion:
Interview conversion: Joining conversion)

Table 4.2 Recruitment procedure followed in your organization are good.

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE

57
 1 Excellent 25 73
2 Good 6 20
3 Average 4 7
4 Poor 0
TOTAL 35 100

Analysis: From the above table it is evident that 73% of respondents were strongly
agree with this statement and 20% of respondents agree with this statement and 7% of
respondents were disagreed with this statement.

Interpretation: So from the above graph it can be inferred that the employees in the
planman are satisfied with the Recruitment procedure followed in the organization.

58
Table 4.3 Does the information obtained by the procedure we follow at Planman help us
to get a right candidate

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 25 73
2 Good 6 20
3 Average 4 7
4 Poor 0
TOTAL 35 100

Analysis: From the above table it is evident that 73% of respondents were strongly
agree with this statement and 20% of respondents agree with this statement and 7% of
respondents were disagreed with this statement.

59
Interpretation: So from the above graph it can be inferred that the information
obtained by the procedure they follow at Planman help us to get a right candidate by
no. of percentage of employees agreed for the statement and in the planman
consultancy right way of recruitment and selection procedures are adopted.

Table 4.4 Are the Recruitment procedures helps you to meet the requirements of your
clients

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 18 67
2 Good 11 23
3 Average 6 10
4 Poor
TOTAL 35 100

60
Analysis: From the above table it is evident that 67% of respondents were strongly
agree with this statement and 23% of respondents agree with this statement and 10% of
respondents were disagreed with this statement.

Interpretation: So from the above graph it can be inferred that the Recruitment
procedures helps you to meet the requirements of planman consultancy clients.

Table 4.5 According to your perception ‘referrals’ is the best source for recruitment

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 15 40
2 Good 6 20
3 Average 11 30
4 Poor 3 10
TOTAL 35 100

61
Analysis: From the above table it is evident that 40% of respondents were strongly
agree with this statement and 20% of respondents agree with this statement and 30% of
respondents were disagreed with this statement and 10% of the respondents strongly
disagree with the given statement in planman consultancy.

Interpretation: So from the graph it can be inferred that we got two equal proportions
of acceptance is there according to your perception ‘referrals’ is the best source for
recruitment in planman consultancy

Table 4.6 Are the sources of the human resources in Planman can satisfy needs of their
clients

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 25 83
2 Good 10 17
3 Average 0
4 Poor 0
TOTAL 35 100

62
Analysis: From the above table it is evident that 83% of respondents were strongly
agree with this statement and 17% of respondents agree with the statement in the
planman consultancy.

Interpretation: So from the above graph it can be inferred that the sources of the
human resources in Planman can satisfy needs of their clients .

Table 4.7 The level of evaluation that goes into the candidate before forwarding him/her
to client is good
S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF
RESPONSE
1 Excellent 18 63
2 Good 12 27

63
3 Average 5 10
4 Poor 0
TOTAL 35 100

Analysis: From the above table it is evident that 63% of respondents were strongly
agree with this statement and 27% of respondents agree with this statement and 10% of
respondents were disagreed with this statement.

Interpretation: So from the above graph it can be inferred that the level of evaluation
that goes into the candidate before forwarding him/her to client is good and satisfactory

Table 4.8 Do you offer any gifts, vouchers etc to the new joinees to welcome them in a
warm and friendly way?

64
S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF
RESPONSE
1 Excellent 25 73
2 Good 6 20
3 Average 4 7
4 Poor 0
TOTAL 35 100

Analysis: From the above table we can say that 73% of the respondents strongly agree
with the statement and 20% of the respondents agree with the given statement and the
remaining 7% of the respondents disagree for the given statement.

Interpretation: So from the table it can be inferred that the new freshers were gifted
and warmly welcomed into the planman consultancy.

65
Table 4.9Have you received training in equalities in relation to employing and
managing staff.

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 25 73
2 Good 6 20
3 Average 4 7
4 Poor 0
TOTAL 35 100

66
Analysis: From the above table it is evident that 73% of respondents were strongly
agree with this statement and 20% of respondents agree with this statement and 7% of
respondents were disagreed with this statement.

Interpretation:So from the graph it can be inferred that the employees received
training in equalities in relation to employing and managing staff.

Table 4.10 Is the ‘Direct appointment’ best way of getting clients for Business
Development

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 17 50
2 Good 5 10
3 Average 0 0
4 Poor 13 30
TOTAL 35 100

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Analysis: From the above table it is evident that 50% of respondents were strongly
agree with this statement and 10% of respondents agree with this statement and 30% of
respondents were strongly disagreed with this statement.

Interpretation: So from the graph it is inferred that the ‘Direct appointment’ best way
of getting clients for Business Development in planman consultancy.

Table 4.11 Are u satisfied with the selection procedure for lower level candidates in
your organization

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 14 63
2 Good 6 7
3 Average 10 20
4 Poor 5 10
TOTAL 35 100

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Analysis: From the above table it is evident that 63% of respondents were strongly
agree with this statement and 7% of respondents agree with this statement and 20% of
respondents were disagreed with this statement and 10% of the respondents strongly
disagree with the statement.

Interpretation: So from the graph it is inferred that employees are satisfied with the
selection procedure for lower level candidates in the organization.

Table 4.12 Do you think there is any need to make changes in the existing selection
process

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 30 90

69
2 Good 0 0
3 Average 5 10
4 Poor 0
TOTAL 35 100

Analysis: From the above table it is evident that 90% of respondents were strongly
agree with this statement and 10% of respondents disagree with the given statement in
planman consultancy.

Interpretation: So from the graph it can be inferred that there is immense of change
need to be done to the selection procedure in the organisation

70
Table 4.13 The relocation expenses of the outstation candidate(within India) is beared
by the company

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 17 50
2 Good 0 0
3 Average 13 40
4 Poor 5 10
TOTAL 35 100

Analysis: From the above table it is evident that 50% of respondents were strongly
agree with this statement and 40% of respondents disagree with this statement and 10%
of respondents were strongly disagreed with the given statement .

71
Interpretation: So from the above graph it can be inferred that the relocation expenses
of the outstation candidate(within India) is beared by the company as it is a part of the
recruitment and selection programme.

Table 4.14.Do you get an employment agreement signed by the freshers

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 7 20
2 Good 2 5
3 Average 18 50
4 Poor 13 25
TOTAL 35 100

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Analysis: From the above table it is evident that 20% of respondents were strongly
agree with this statement and 5% of respondents agree with this statement and 25% of
respondents were disagreed with this statement and 50% of the respondents strongly
disagree wuth the given statement.

Interpretation: So from the graph it is inferred that the planman consultancy firm is
not taking any agreement signed with the freshers.

Table 4.15The quality of the selection in the organization is satisfactory.

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE
1 Excellent 25 63
2 Good 10 37
3 Average 0 0
4 Poor 0 0
TOTAL 35 100

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Analysis: From the above table it is evident that 83% of respondents were strongly
agree with this statement and 12% of respondents agree with this statement and 5% of
respondents were disagreed with this statement

Interpretation: So from the above graph it can be inferred that The quality of the
selection in the organization is satisfactory to the employees in the planman consultancy

Table 4.16 How would you rate the level of client satisfaction in Planman?

S.NO. PERCEPTION NO.OFRESPONDENTS PERCENTAGE OF

RESPONSE

74
1 25% 0 0
2 50% 3 7
3 75% 19 55
4 100% 13 38
TOTAL 35 100

Analysis:From the above table it is evident that 38% of the respondents agree for
100% and 55% of the respondents agree for 75% and remaining 7% of the respondents
agree for 50% to rate the level of client satisfaction in the planman consultancy.

Interpretation:The graph shows that the respondents rate of level of satisfaction is

satisfactory in planman consultancy

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 SUMMARY

Human Resource Management operates in tune with other essential

organizational requirements and co-exists with the topmost management
cadre.Managing human resources within a company calls for a liaison between the
organization’s management personnel and the administration of the executive rungs.It
thrives on the strength of the relationship between the management and workers of the
company.

Advisors have existed since the beginning of time--often providing advice

based on subjective opinions absent of any structure, facts, expertise or relevant
experience. Unfortunately there continue to be many people who are quite capable of
expressing an opinion on something for which they know nothing about. Charisma and
self confidence, after all, can go a long way!

Planman Consulting at present is one of the best placement consultancies

when compared to others in the same field. The recruitment and selection process at
Planman Consulting is systematic and planned. Proper care of the clients and candidates
is being taken at Planman Consulting. Planman Consulting has a very committed and
dedicated HR team, which is the main reason of its success. The methods used by
Planman for the collection of the database are systematic and appropriate.

Planman Consulting is India's largest multi interest consulting and business

Services Corporation engaging a variety of organizations, institutions and enterprises in
diverse industry and government verticals. We strive to deliver significant advantages
and value to our clients and partners through innovative services and flexible solutions
Planman Consulting's core competency remains its people. The teams that
make up Planman's project work forces worldwide comprise of individuals who have

76
developed competencies in specific industries. These competencies enable clients to
benefit from the accumulated knowledge base of Planman. Planman's consulting
services are utilized by a number of the Fortune 500 organizations.Planman is now one
of the leading consulting firms of the world, continuously assisting its clients in
improving performance beyond benchmarks.
Planman Consulting was started in 1996 by Prof. Arindam Chaudhuri of
IIPM, and has now grown to become India’s largest multi-interest consulting and
business Services Corporation. As a firm it has witnessed superlative growth within a
short span of time & has been enriched by the experience of having serviced Fortune
500 clients.

Recruiting people who are wrong for the organisation can lead to increased
labour turnover, increased costs for the organisation, and lowering of morale in the
existing workforce. Such people are likely to be discontented, unlikely to give of their
best, and end up leaving voluntarily or involuntarily when their unsuitability becomes
evident. They will not offer the flexibility and commitment that many organisations
seek. Managers and supervisors will have to spend extra time on further recruitment
exercises, when what is needed in the first place is a systematic process to assess the
role to be filled, and the type of skills and abilities needed to fill it.
Most recruitment systems will be simple, with stages that can be followed as a
routine whenever there is a vacancy to be filled, and which can be monitored and
adapted in the light of experience.

A study has been done on RECRUITMENT AND SELECTION in

PLANMAN CONSULTANCY . The total population of planman is 150 and the
sample size is 35 . questionnaire were circulated to all the 35 employees out of which
57 responded. The forms were sent to the departments, distributed and were filled out
by the employees and then finally collected. From above study we can say like palnman
need to improve in all the matters which satisfy the employees and creat a friendly
atmosphere. Thus recruitment and selection keeps good will of the organization and

77
helps ultimately to retain the employees and reach the organizational goals and
objectives.
FINDINGS

 73% of the respondents agree for 75:25:75 ratio about the quality standards
maintained by Planman (CV conversion: Interview conversion: Joining
conversion)
 73% of the respondents strongly agree for the Recruitment procedure followed
in their organization are good.
 67% of the respondents strongly agree that the Recruitment procedures helps
them to meet the requirements of clients.
 83% of the respondents strongly agree that the sources of the human resources in
Planman can satisfy needs of their of their clients.
 73% of the respondents strongly agree that the information obtained by the
procedure we follow at Planman help us to get a right candidate.
 40% of the respondents disagree that the According to their perception
‘referrals’ is not the best source for recruitment.
 63% of the respondents strongly agree that the quality of the selection in the
organization is satisfactory.
 90% of the respondents strongly agree that the level of evaluation that goes into
the candidate before forwarding him/her to client is good.
 73% of the respondents strongly that there is need to make changes in the
existing selection process.
 50% of the respondents strongly agree that the ‘Direct appointment’ best way of
getting clients for Business Development.
 63% of the respondents strongly agree that they are satisfied with the selection
procedure for lower level candidates in your organization.

78
  50% of the respondents strongly agree that the relocation expenses of the
outstation candidate(within India) is beared by the company.
 50% of the respondents disagree that they make the freshers signed on the
agreement.
 73% of the respondents strongly that they are welcomed with gifts, vouchers etc
to the new joinees to welcome them in a warm and friendly manner.
 55% of the respondents agree for 75% about the level of client satisfaction in
Planman.

SUGGESTIONS

 There are many innovative ways of generating the resources like E-paper, road
shows, campus recruitment, job mela’s etc.
 The better services that could be provided to the clients are end-to-end
recruitment, co ordination, HR Outsourcing, Employee leasing.
 The SLA s (Service Level Agreements) could be met better with the help of
infrastructure, training manpower.
 Focus could be put on imparting training to the facilitators on aspects of
screening, interview process, operational fitment and organizational fitment.
 The current Recruitment and Selection process has to be strengthened by setting
up a comparative high standard from the one that currently exists for the
selection process.
 Each of the consultants should not only have expertise in any given field of
recruitment, but also should have sound knowledge of other sectors of
recruitment as expertise will lead to perfection in that particular field and sound
knowledge will help when there are heavy walk-in-interview schedules.

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