HUMAN RESOURCE MANAGEMENT

Recruitment and Selection

Submitted by: GROUP 2 Behani, Megha Gonzales, Anna Lorraine Hao, Lady Charmayne Le Guen, Tanguy Marcial, Junilyn Submitted to: Rachel Consunji Submitted on: May 15, 2011

Recruitment and Selection forDATA ANALYST Position THE JOB In a nutshell The Data Analyst position is an entry-level position. The company is in the financial services industry and it hopes to attract fresh graduates with businessrelated degrees. JOB RESPONSIBILITIES: Search for, procure and process information about companies falling under his/her assigned market, using acceptable methods, techniques and sources; Update and input data as required and ensure the quality of information utilized by various proprietary applications; Conduct frequent research for the purpose of procuring, verifying and processing the data by browsing through various financial, exchange and government regulator websites and materials as well as corporate governance databases; Update and monitor quality and productivity metrics to ensure continuous personal improvement; Ensure adequate audit trails for the data received or sent from production systems; Monitor quality control metrics to identify potential data issues and perform root cause analysis and resolution if issues with the data are identified; Provide feedback to his/her manager with regard to potential improvements in the workflow process currently being implemented; Maintain appropriate paper and electronic files as required by company and client file retention policies; Participate and conduct research with regard to the data points being handled to support policy formation Participate in various working committees and/or projects that may be put together from time to time; Interact and participate in discussions within the financial community (academics, company clients, government organizations, non-profit research organizations and the like) with respect to the data being collected or to be collected in support of ad-hoc research studies by the company and its clients. DESIRED QUALIFICATIONS: Bachelors Degree in Business, Finance, Economics, Accounting or any equivalent/related course; Analytical ability and financial understanding of investment issues; Knowledge and experience in using MS Office; Recruitment & Selection DATA ANALYST 2

 Ability to work within a team-oriented environment; Self-motivated; Ability to work under tight deadlines; Very strong attention to detail Source: https://tbe.taleo.net/NA6/ats/careers/requisition.jsp? org=MSCI&cws=1&rid=1462 KEY COMPETENCIES Analytical ability An adequate understanding, analyzing, synthesizing and relating complex information and abstract variables is necessary for a data analyst since they search, procure, and process information about companies under an assigned market using acceptable methods, techniques, and sources. Drawing logical conclusions and/or providing reasonable and creative alternatives should also be implemented after dissecting a data or problem. Communication skills Working with a team and handling clients requires the ability to communicate effectively to have a harmonious working relationship. It is necessary for each data analyst to convey information to effectively receive, understand, and disseminate information within one another. Organizational skills These skills enable an individual to stay organized so that time can be managed, keep work-place cluster free, prioritize project and stay on top of his/her schedule. Individual who are able to attain effective organizational skills is on time for meetings, never misses a deadline and knows how to maximize their productivity Reading Comprehension Through reading comprehension, an analyst can able to understand and fully grasp the data being analyzed. The individual should be able to make connections, question data, visualize and infer, implement fluency, and decode to be able to make effective decisions to benefit the company. Attention to detail Each analyst should be able to ensure adequate audit trails for the data received or sent from production systems. Since the data analyst deals with conducting frequent research for the purpose of procuring, verifying and processing the data by Recruitment & Selection DATA ANALYST 3

browsing through various financial, exchange and government regulator websites and materials as well as corporate governance databases and deal with voluminous data, he or she should be able to recognize essential data and problems to be able to produce as expected by the company. Resourceful and a Team player Working with a team, each data analyst should be able to effectively participate and conduct research with regard to the data points being handled to support policy formation He or she should also be able to be involved in various working committees and/or projects that may be put together from time to time. Providing feedback to his/her manager with regard to potential improvements in the workflow process currently being implemented can also contribute to an effective and harmonious working relationship towards one goal. Customer-oriented Data analyst should also completely focus on the customers needs and wants since they handle data for the benefit of their customers. If the specific needs and wants of the customers are met, it can help the company establish better working relationships and continuous productivity and profit generation. Being customeroriented also heightens the quality of work an analyst produces. Fast-learner and excellence-driven Each individual should be able to adapt and strive for excellence. He or she should be able to learn quickly, as the scope of work is quite lengthy, to be able to perform up to the standards as required of them by the company. Through this success, the individual can effectively interact and participate in discussions within the financial community with respect to the data being collected or to be collected in support of ad-hoc research studies by the company and its clients. Ability to solve problems and make command decisions when necessary Each data analyst should be able to monitor quality control metrics to identify potential data issues and perform root cause analysis and resolution if issues with the data are identified. Since data is being handled and project management is required of each analyst, each individual should be able to identify problems and implement appropriate actions to resolve the issue at hand. Each individual should be able to make rational decisions and be able to think outside the box, if necessary. Although there are guidelines for doing the work, there are still instances of gray areas, in which a data analyst should make a judgment call based on the guiding principles. RECRUITMENT STRATEGY With the high rising competition in business and corporate sector, the task of getting Recruitment & Selection DATA ANALYST 4

the best candidates in an organization becomes very challenging. So we have decided to establish our strategy on campus recruitment, as the ideal applicant would be a highly motivated fresh graduate. It is defined by the system where various organizations come to the college (campus) to recruit bright youngsters to work for them. Who? We are looking for Business Graduates with a business related degree. The ideal profile has already been defined in the first part Key Competencies.

What? Campus Recruitments goal for organizations is to meet the aspirants and pick up intelligent, committed youth who have the requisite enthusiasm and zeal to prove them. What is important here for companies is to pick up the cream of the crop from different colleges, before they go to other sectors or worse, to competitors. Even if campus recruitment is not easy, it has some other advantages than getting the best. Indeed it is often less expensive than investing in advertisement, screening process and eventual selection of applicants. It can also be a time gain if it is well prepared and done. Where? This type of recruitment is mainly done in the most prestigious schools, in order to pick up the best elements even before they look for a job themselves. It can also be a means to grab attention at specific locations. Indeed sometimes companies have problems to attract young talented candidates in some rural areas; campus recruitment close to this place can be a success in hiring competent people. When? Campus recruitment should be done before the graduation, but not too early, as otherwise the company would have to wait too long before the recruited person starts working.

How? In order to find the right candidate, it is necessary to implement a recruitment procedure. In order to succeed its campus recruitment, companies have to build a real relationship with college. This relationship should include a transparency about the intentions of both parties, because it is a common interest. Companies can get Recruitment & Selection DATA ANALYST 5

the best elements and schools can gain in notoriety as their teaching is valorized. So both companies and schools have to work on responsiveness, brand image, culture and compensation. Schools have to give some information to the companies, such as the number of batches joining in a year or the number of candidates per batch. The recruitment should be planned, and students should be informed 1 month in advance about it. RECRUITMENT MESSAGE As we are working on campus recruitment, the message should be a link between school and career. Our recruitment message will be addressed to young people who will, in most cases, apply for their first job. So it has to be simple and precise. The main question to answer while creating a recruitment message is Whats in it for me? If applicants do not understand it while reading the message, it will not succeed in recruiting the best. Our target applicants are the brilliant young minds of the batch. These people are excited to succeed in what they may consider "the real world". And so this is where our recruitment message springs from: "We want you to succeed. Because your success is our success." In order to attract the best of the best, we would be tapping into their desire to achieve success on their first job. We want them to feel that they can make a significant contribution in their first job, even if they are what most would consider inexperienced. We want these young and driven individuals to channel their efforts into proving that they can make it in the real world - their success is possible on the first try. SELECTION PROCESS The various steps involved in selection process after resume screening is as follows: Preliminary Interviews: It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Written Tests: Various written tests conducted during selection procedure are aptitude/ intelligence test, comprehension and analysis test, work sample test. These tests are used to objectively assess the potential candidate. They should not be biased. Recruitment & Selection DATA ANALYST 6

HR Interviews: It is a one to one interaction between the HR interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer. Panel Interview with senior analyst: This is a required step in the selection process where the candidate should be interviewed by the team with whom he/she would be directly working. This would give a better idea in terms of candidates technical knowledge and a bit of compatibility with the team members. Medical examination: Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. Appointment Letter : A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.

SELECTION TOOL SAMPLE One of the most effective selection tools would most probably be the work sample test. Essentially, the applicant is already doing the job albeit on a narrower scale using a pen and paper test, with the minimum information provided to effectively capture the data needed. The work sample test would let us know whether he/she possesses the key competencies needed for the job. From the exam below, we are able to assess how the applicant fares on the following: reading comprehension, written communication, attention to details and analytical ability. We are also able to determine if the applicant understood the instructions and guidelines given well and quickly enough to answer the questions correctly. The exam is considered a snapshot of the actual work done by a data analyst and gauges the potential success of the applicant in the job once hired (Refer to Apendix I for Sample Test). EVALUATION OF RECRUITMENT STRATEGY Most of successful businesses knew that their top asset is their workforce. To develop a pool of capable and efficient employee rooster will require a sound recruitment and selection process that will identify strong candidates inside and outside the company. Recruitment & Selection DATA ANALYST 7

Evaluation is needed to determine if the recruitment method is valid and the process is effective. There are various steps to choose from and the following are examples; Creating a measurement standard It can be composed of a measurement system such as qualitative assessment of performance, surveys from employees, employee turnover, length of time that employee would stay with the company as well as number of position vacancy every year. Tracking of measurement standard Measurement standards must be tracked to ensure if the process is effective. The company may practice tracking it on a monthly, quarterly or yearly basis depending on how is it suitable for their business process. Review of company cost for recruitment The cost of recruitment process will include time for Human Resource personnel attending to the process, bonuses and reimbursements for the pool of applicants and lastly for advertising. This cost must equate as investments and expected to yield quality employee. The objective of evaluating the cost is to ensure that the company is practicing effective spending in all of their processes not necessarily for recruitment alone. Process must improve business Image The process must give an impression that the company is in sound business position that whoever interested to join the company will have the full confidence when given the chance to be part of the company. Process and Policies should conform to legal requirements The company will not be held liable for violations of the provisions of the Labor laws and other related policies.

Source: Recruitment & Selection DATA ANALYST 8

https://tbe.taleo.net/NA6/ats/careers/requisition.jsp? org=MSCI&cws=1&rid=1462 http://www.jobstreet.com.ph/jobs/2011/5/default/80/2687467.htm?fr=J http://www.eduers.com/Business/MBA_Key_Competencies_Skills.html www.dop.wa.gov/.../Strategic%20HR/.../CompetencyExamples.doc http://www.job-interview-site.com/data-analyst-resume-sample.html http://www.managementstudyguide.com/employee-selection-process.htm http://knol.google.com/k/recruitment-and-selection-process# ttp://www.ehow.com/how_5898419_evaluate-recruitment-selectionprocess.html#ixzz1NbXMoQVh

Appendix I Recruitment & Selection DATA ANALYST 9

DATA ANALYST WORK SAMPLE TEST Name: _____________________________________ ___________________ I.Classification

Date:

The board of directors is the focal point of corporate governance. Directors represent the shareholders, and they are charged with safeguarding investors interests. Directors should provide corporate leadership but refrain from interfering in day-to-day company operations, which are properly the province of the CEO and other senior executive officers. The board must hold executives accountable for their actions. We classify directors into three categories: insiders, affiliated outsiders and independent outsiders. The description for each category can be found below: Insider a director of the company who (1) serves as an employee of the company or its subsidiaries; (2) is a beneficial owner of more than 50 percent of the companys voting power; (3) is an officer of an entity owning more than 50 percent of the companys voting stock; (4) is an Executive Chairman of the company Affiliated Outsider a director of the company who (1) is a former executive officer of the company or its subsidiaries within the last five years; (2) is a relative of a current employee of the company or its subsidiaries; (3) a relative of a former executive officer of the company or its affiliates within the last five years (4) currently provides (or an immediate relative provides) professional services to the company or its subsidiaries; (5) is a partner of a companys law firm (6) is a founder of the company or its predecessor or its subsidiary; (7) is CEO of former parent company prior to a spin-off; (8) is General partner of a joint venture with the company Independent Outsider - a director of the company who (1) has no connection to the company other than the board seat; (2) is a former employee of the company and of a parents subsidiary; (3) is investor unless the investment in the company is more than 50 percent; (4) provided advisory services to the company in the past year, but the services have been discontinued Recruitment & Selection DATA ANALYST 10

The task is to classify the companys directors correctly, given the above criteria. Radio One, Inc. engages in the acquisition, operation, and maintenance of radio broadcasting stations in the United States. It primarily operates in African-American radio markets and focuses on urban formats. As of April 5, 2005, the company owned and/or operated 69 radio stations located in 22 urban markets. As of the above date, Radio One owned approximately 36% of TV One, LLC, an AfricanAmerican targeted cable network; and 51% interest in Reach Media, Inc., which operates a radio program and related businesses. It provides one channel of urban radio programming to XM Satellite Radio, Inc.s satellite delivered digital audio radio service. The company was founded in 1980 by Catherine L. Hughes and is headquartered in Lanham, Maryland. The biographies of directors and executive officers of Radio One, Inc. are given below. Terry L. Jones Since 1990, Mr. Jones has been President of Syndicated Communications, Inc., a communications venture capital investment company, and its wholly owned subsidiary, Syncom Capital Corporation. He joined Syndicated Communications Inc. in 1978 as a Vice President. Mr. Jones serves in various capacities, including director, president, general partner and vice president for various other entities affiliated with Syndicated Communications, Inc. He has been a director of the company since 1998. He also serves on the board of directors of Delta Capital Corporation, Sun Delta Capital Access Center and Cyber Digital Inc., a publicly held company. Brian W. McNeill Mr. McNeill has served as our Vice President, Finance and Chief Financial Officer since May 2000 and became our Vice President, Finance and Administration in December 2001. Prior to joining us in May 2000, he was with Vista Medical Technologies, Inc., a medical device company, since January 1996 where he served as Vice President of Finance and Administration and Chief Financial Officer. Prior to his employment with Vista, he was Director of Finance and Business Management for Kaiser Electro-Optics from April 1993 to January 1996. Carl L Hughes Mr. Hughes has been Chairman of the Board of Directors since 1980, and was Chief Executive Officer of Radio One from 1980 to 1997. Since 1980, Mr. Hughes has worked in various capacities for Radio One including President, General Manager, General Sales Manager and talk show host. He began his career in radio as General Sales Manager of WHUR-FM, the Howard Recruitment & Selection DATA ANALYST 11

University-owned, urban-contemporary radio station. Mr. Hughes is also the father of Mr. Liggins, Radio Ones Chief Executive Officer. John P. Greene Mr. Greene, a founder of Radio One, has served as a director since inception. Since March 1991, he has served as President of the company. Mr. Greene is a director and founder of Amylin Pharmaceuticals, Inc., a biotechnology company involved in research and development of medicines for treating diabetes and served as Chairman of the board from 1987 to 1998. He was a general partner of Biovest Partners, a seed venture capital firm specializing in medical technology companies from 1986 until 1993. Prior to Biovest, he was CEO of Hybritech Inc., a biotechnology company acquired by Eli Lilly & Company in 1986. Alexander McLean III Mr. McLean has served as executive vice president of the company since August 1996, senior vice president since 1992, and vice president and chief financial officer and a director since June 1989. Mr. McLean is a certified public accountant in South Carolina. William S. Hummers Mr. Hummers is vice chairman and executive vice president of The South Financial Group, Inc., a bank holding company. He has served in his present capacities with The South Financial Group, Inc., formerly Caroline First Corporation, since 1988. Mr. Hummers currently serves as a director of The South Financial Group, Inc. Ken R. Bramlett, Jr. From 1996 to 2004, Mr. Bramlett served as Senior Vice President and General Counsel of Venturi Partners, Inc., an information technology and personnel staffing services company in Charlotte, Virginia. He is currently a partner of Kennedy Covington Lobdell& Hickman, LLP, a North Carolina law firm that provides legal services to the company since March 2005. Mr. Bramlett serves as a director of Raptor Networks Technology, Inc. He has served as director of Radio One since October 1993.
0

Who are the directors of Radio One? Classify them as insider, affiliated outsider or independent outsider. For insiders and affiliated outsiders, state the reason/s why you classify them as such. II. Stock Ownership Safero Corp. has only one outstanding class of equity securities, common stock, par value $0.01 per share. As of September 23, 2005, there are 10,546,321 outstanding shares of common stock. The following table sets forth certain information with respect to beneficial ownership of our common stock as Recruitment & Selection DATA ANALYST 12

of September 23, 2005 by (i) each person who is known by us to beneficially own more than five percent of our common stock; (ii) each of our directors at that date and nominees and named executive officers; and (iii) all directors and officers as a group. Name of Beneficial Owner Dimensional Fund Advisors Inc. Ariel Capital Management, Inc. Mr. Peter Allard Dr. Julie Loria Dr. Mark J. Newman Mr. Robert J. De Vaere Mr. Howard E. Greene, Jr. Dr. William T. Comer Mr. Michael Grey Mr. Georges Hibon Dr. John P. McKearn Shares beneficially owned 251,456 352,554 1,204,716 688,133 289,649 286,926 246,431 48,948 43,750 30,000 31,667

Below are the directors of the company: a. Robert J. De Vaere b.Howard E. Greene, Jr. c.Michael Grey d.Mark J. Newman e.Georges Hibon f.John P. McKearn The executive officers of the company are: a.Peter Allard b.William T. Comer c.Howard E. Greene, Jr. Question 1: Compute the percentage ownership of Dimensional Fund Advisors Inc. in Safero Corp. Please round off to two decimal places. Question 2: Compute the percentage ownership of all executive officers and directors as a group in Safero Corp. as of September 23, 2005. Please round off to two decimal places. III. Transactional Relationships Recruitment & Selection DATA ANALYST 13

Summarize the transactions involving the director in one to two sentences only. Make sure you include the relationship of the director to the participating firm/individual, the nature of the transaction and the amounts involved in the transactions. 1. As in prior years, during the 2009 fiscal year, the company leased automobil es from Selig Executive Leasing Co., Inc. Aggregate lease payments from the l ease of approximately 62 vehicles were $257,000 in fiscal 2009. As in past year s, virtually all of these lease payments represent reimbursement of actual costs incurred by Selig Executive Leasing to purchase and finance the vehicles, with Selig Executive Leasing retaining less than $20,000 as an administrative fee. Al lan H. Selig, one of the companys directors, is the president, chief executive off icer and sole shareholder of Selig Executive Leasing. 2. The spouse of Frank A. Calderoni, the companys Executive Vice President, Chief Financial Officer, serves as Chairman of the Board of Selectica, Inc. (Sel ectica), and she was designated an executive officer of that company in June 2 009. During fiscal 2009, the company purchased approximately $1.3 million in s oftware licenses, annual maintenance and related technical services from Selec tica. Also, in connection with a March 2007 sublease between one of the comp anys subsidiaries and Selectica, the company made payments of approximatel y $1.1 million to Selectica in fiscal 2009 for rent and management fees, and pai d approximately $440,000, including approximately $428,000 of principal and $12,000 of interest (at a rate of 2.6%), to retire an outstanding leasehold improv ement allowance provided by Selectica. The sublease is scheduled to terminate in December 2009. Mr. Calderoni had no direct involvement in these transactio ns. 3. Kenneth Coleman, Director and Chairman of the Compensation Committee, i s the father-in-law of the Director of Global Corporate Services, Ernest Evans. He does not have direct management or control over Mr. Evans responsibilities and does not recommend or approve Mr. Evans salary. Mr. Coleman does app rove the annual stock option renewal grants as a member of the Compensation Committee but he does not recommend the amounts of the grants. The recom mendation is from Mr. Evans manager with input from Human Resources and t he annual renewals are subject to approval by the CEO. Mr. Evans compensati on in fiscal 2009 was $154,216, which included salary, bonus and matching con tributions under MIPS 401(K) plan, and he was granted an option on August 1 5, 2008 to purchase 5,000 shares of our common stock with an exercise price o f $3.89 and an option on November 26, 2008 to purchase 7,500 shares of our c ommon stock with an exercise price of $1.28. 4. In July 2006, HNS granted a limited license to Hughes Telematics Inc. (HT I), allowing HTI to use the HUGHES trademark. This transaction also provides that, subject to certain specified performance conditions, the company shall ser ve as the exclusive manufacturer and supplier for HTI. The total development p hase of the agreement is currently valued at approximately $38.5 million. Durin Recruitment & Selection DATA ANALYST 14

g the year ended December 31, 2008, the company received $26.9 million from HTI for development services and equipment. HTI is controlled by an affiliate of Apollo LLP, the companys controlling stockholder. Jeffrey A. Leddy, a member of our Board of Directors, is the CEO and a director of HTI and owned approxim ately 1.0% of the equity of HTI as of December 31, 2008. 5. Jasper B. Sanfilippo was employed by the company from 1953 to his retirem ent as an employee in January 2008. Mr. Sanfilippo served as President from 1 982 to December 1995 and was Treasurer from 1959 to October 1991. He bec ame Chairman of the Board of Directors and Chief Executive Officer in October 1991 and has been a member of the Board of Directors since 1959. Mr. Sanfilip po was also a member of the Compensation Committee until April 28, 2004 and was a member of the Stock Option Committee until February 27, 1997 (when th at Committee was disbanded). Mr. Sanfilippo resigned as Chief Executive Offic er of the company in November 2006, as employee Chairman of the Board of D irectors on January 10, 2008 and as Chairman of the Board of Directors on Oct ober 30, 2008. Mr. Sanfilippo is the father of Jasper B. Sanfilippo, Jr. and Jeffre y T. Sanfilippo, both of whom are executive officers and directors of the compa ny, the brother-in-law of Mathias A. Valentine, a director of the company, the un cle of Michael J. Valentine, a director and an executive officer of the company, and James A. Valentine, an executive officer of the company. Mr. Sanfilippo is also the uncle by marriage of Timothy R. Donovan, a director of the company. IV. Executive Compensation

Please read the paragraph below before answering any questions. Stock Subject to the Incentive Plan The 2005 Incentive Plan currently authorizes 22,000,000 shares of common stock. As of June 30, 2010, options to purchase approximately 21,835,282 shares of common stock were outstanding at a weighted average exercise price of $2.56 per share and with a weighted average remaining life of 5.79 years and only 164,718 shares of common stock remained available for future grants under the Incentive Plan. Definition of terms: Shares reserved: the number of share increase or the number of shares initially reserved/authorized under the plan Shares remaining available for issuance: the number of shares remaining for issuance or shares remaining under the plan Shares outstanding: shares reserved less shares remaining available, or shares already issued under the plan Exercise price: price of outstanding option/common stock Contractual life/Remaining life: years left before the options/common stock expire Recruitment & Selection DATA ANALYST 15

Questions: How many shares were reserved under the plan? ______________ How many shares were remaining available under the plan? _______________ How many shares were outstanding under the plan? ______________ What is the exercise price of the options granted? ___________ How many years do the options have before it expires? _____________ Please refer to the table below before answering any questions.

Definition of terms: Concentration Ratio = total shares granted to officers/ total shares granted this year (from annual report) * 100 Questions: How many shares were GRANTED during the 2007 fiscal year? _______________ How many shares were CANCELLED in fiscal year 2007? ______________ How many shares were GRANTED during the 2008 fiscal year? _______________ How many shares were CANCELLED in fiscal year 2008? _______________ Recruitment & Selection DATA ANALYST 16

How many shares were GRANTED during the 2009 fiscal year? ________________ How many shares were CANCELLED in fiscal year 2009? _____________

Recruitment & Selection DATA ANALYST 17