Submitted To: Mrs.

Amit Shoran HR Consultant

Submitted by: Bhim Singh MBA (BE) 2.3

A REPORT
ON

EFFECTIVE RECRUITMENT AND SELECTION PROCESS IN CONSUS I TECHNOLOGY PVT LTD

By Bhim Singh A report submitted in partial fulfillment of the requirement of MBA Program

ABSTRACT OF THE PROJECT

There are two parts of the report which includes comparison and analysis of the data and methods of Recruitment & Selection of CONSUS I TEechnology. Pvt. Ltd. with its competitors as CONSUSdoes not follow any structure pattern for its recruitment and selection process. Up to now a deep analysis has been done of some of its competitors recruitment and selection process so that after all the comparison and analysis, I can come up with the best and effective recruitment and selection process in CONSUS.

ACKNOELEDGEMENT
The Dissertation titled EFFECTIVE RECRUITEMENT AND SELECTION has been conducted by me based on the secondary research, under the guidance of Mrs. Amit Shoran(HR Consus I Tech.) I owe enormous intellectual debt towards Mr. Amit Shoran, who have augmented my knowledge in the field of Human Resource Management. They have helped me learn about the process and given me valuable insights into the Effective Recruitement and Selectionissues that are addressed through this project & the format of designing the report. I would like to thank the SHANTANU BHOWMIK MDof the CONSUS I Tech.for their guidance & enriching my thoughts in this field from different perspectives & direction that has helped me to absorb relevant & high quality information .I would like to thank all the employees of the surveyed companies (i.e Consus I Tech. Pvt. Lmt.)& respondents without whose cooperation my study/ Project would not have been possible/complete.

Significance of recruitement and selection

Recruitment and Selecition are core areas of human resource management but are frequently discussed in a prescriptive manner. They are not simply techniques for filling jobs - they are also levers for organizational change, sustaining employee commitment and achieving high performance. In free market countries, the personnel profession has adopted a 'best practice' model which fits the prevailing business ideology. This model prescribes a quest for the 'right (best) person for the job'. The 'best-person' or psychometric model has achieved the status of orthodoxy in free market countries. But different models of resourcing have been developed with a greater concern for personality and attitude than presumed ability. Recruits may be sought who will 'fit in' with the culture of the corporation; who will be content to build a career within the organization; who will absorb the goals of the organizationRecruitment as a textbook subject Matching people and jobs The right person? Selectors and strategies Recruitment: marketing the job Informal recruiting Web-based recruitment Formal recruiting Targeting and diversity Researching candidates Application letters, CVs and resumes Application forms (blanks) Qualifications Biodata References

It is important to appreciate that recruitment is a continuous process - because of:

1. 2. 3. 4.

Staff departures (e.g. retirements, sackings, resignations) Changes in business requirements (e.g. new products, markets, expanded operations) Changes in business location (a relocation often triggers the need for substantial recruitment) Promotions

Recruitment is becoming more and more important in business. In particular, this reflects the increasing need for a well-motivated and flexible workforce that requires less management supervision. Recruiting a new team member should be underpinned by a clear definition of the requirements of the role. The requirements set out the knowledge skills and behaviors required and as such provide a set of criteria against which you can assess candidates and avoid attracting inappropriate candidates. However, you may also need to consider and identify: Qualifications or training that candidates should have undertaken Particular experiences that you require for example categories of work or organizations, types of

achievements and activities previously undertaken Special requirements perhaps relating to working conditions (hours, locations, mobility etc).

Terms and conditions of the job and performance objectives also need to be clear when recruiting for a particular position.

The significance of recruitment

Significance of Recruitment for employers: Recruitment is a fundamental purpose for employers to keep its employees Recruiters make income by passing organisations (employers) with job seekers (applicants - candidates) for job interview recruitment agency have their own websites targeting not only job seekrecruitment agents are not only sharing announced vacant position but also provide the explicit guide lines to job seekers (through interview techniques, cv writing & cover letter sampleers but also employers to post their requests

Significance of Recruitment for employees: help's job seekers to move into the new career. Finding matched candidates as per job specification. Provide top value services by fulfilling employers / clients need. Provide efficient job resource solutions.

Recruiters representing candidates and employers schedule and arrange jobFor Organisation: Recruitment and Selection of the right candidate considering the vision, mission and strategy of the organization

Significance of Recruitment For organisation: Right candidate at the right job Less labour Turnover Growth and Development

The importance of good recruitment and selection

Selecting the best candidate Whatever form the applications take, there may be a need to sift them before moving on to the interview stage. Such a sift serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, such sifting should be undertaken by two or more people, and it should involve the direct line manager/supervisor as well as personnel. The sifting stage can also help the organisation by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organisation. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the applicant. Since millennium,The privatization in our country has been increasing day by day.Many companies expand their business any spread employment.but in the previous ERA the jobs were not so much fast.and the mediun to find the suitable candidate for the job.some year before the medium to recruit employees were: HORDING (BANNERS) NEWS PAPER

ADVERTISEMENT EMPLOYEE REFFERAL

NETWORKING But all these medium were not so much strong.the selection procedure was not so juditious.on the behalf of just refernce the un fit people got job.But Now the trends have changed up to a large extent.
In CONSUS I come to know the overall procedure of recruitement and selection.

This organisation provides the HR services to its all clients and mainly works for recruitement. CONSUS apply many medium to find the best person. The mediums are: PORTALS:

Timesjob.com Naukri.com Monster.com Jobsahead.com HEAD HUNTING INTERNAL SOURCING NETWORKING

Through these medium the people are recruited and by giving them call it is find that are they interested for the job change or relocation, whats are there expectation after that the screening test taken by the recruiters and the interviews are schedule for the lineup persons.

Selection Process: The lineup persons go through many decided rounds. It could be: 1. Face to face interview 2. Telephonic interview 3. Ppt presentation 4. GD round

Salary Negosiation
After that reference of the selected employee is checked by the interviewers Passing through all these the offer letter is given to the suitable employee.
RECRUITMENT

Introduction Recruitment refers to the process of searching and appointing prospective candidates in an organization. An organisation must undertake the recruitment procedure if it wants to appoint the right people under its employment. It is a process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus interviews, etc Effective recruitment Recruitment has always been a key to organizations retaining their competitive edge. Having the right processes can help to select the best potential candidates. Recruitment is an important part of a business' human resource planning. In all businesses, people are a vital resource - and they need to be managed as such. The overall aim of the recruitment and selection process is to obtain the number and quality of employees that are required in order for the business to achieve its objectives

Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a rsum (also known as a CV) or to complete an application form to provide this evidence. Culturally sensitive and appropriate Retaining employees is also a top priority for employers today, yet it is no easy issue to address. In changing manager behaviors and attitudes to respond to the importance of voice, balance, and meaningful work, employees will find that they no longer have to look for greener pasturesthey are experiencing the best that organizations can offer: a place where they are valued and respected as not just workers,but as fellow human beings.

Recruitment Strategies Focus on: When to recruit How many to recruit Where to recruit from Which channels to tap When to recruit The recruitment practice of any organization varies, depending on the life cycle and size of the organization. It also depends heavily on the Manpower planning .How many to recruit The quantum of recruitment varies according to the organizational structure. An organization with a long hierarchical structure might recruit large number of people at the time of its expansion. On the other hand, an Organization which has a relatively flat structure, might recruit lesser number of people, considering its resource constraints.

Where to recruit from The larger organizations usually recruit internally across all the managerial grades. This is in contrast to their smaller counterparts. The larger organizations tend to have a larger pool of potentially suitable candidates. The newer entrants with little or no knowledge mostly involve in External recruitments. Which channels to tap The possible sources of attracting potential candidates for recruitment Newspaper

Organizations having less knowledge in the existing market tend to opt for newspaper to explain who they are and help people make a choice. As there is already a known domain competency for established organizations, they would not make much use of Newspaper as a possible source. Magazine

Assuming the same logic as explained above, newer organizations in an existing market would make more use of this source. Online Recruitment The scope of online recruitment is wide open. It provides information on job vacancies, conduct online interviews, psychometric assessments, interactive tools for communication, interactive application forms, electronic mailing lists, etc. It is slowly becoming the most reliable source.

Word-of-mouth

Well established organizations use word-of-mouth promotion of the organization through its employees, customers, suppliers, and other stakeholders

Recruitment is the process whereby a firm attracts or finds capable individuals to apply for employment. Of course, the objective is to find these applicants at the lowest possible cost.

Methods of Recruitment
There are many methods of recruitment that can be used by an organization. These include: 1. Internal Recruitment: vacancies are filled with people from within the organization. 2. Direct Recruitment: candidates are screened and short listed directly from the Institutes, also called Campus Recruitment. 3. Indirect Recruitment: vacancies are advertised in Newspapers and other media such as Television, Internet etc.

4. Placement Consultants: Companies place give their manpower requirements to Placement & Recruitment Consultants who undertake the job of identifying suitable candidates for the Company. It may include notification to employment exchanges etc. 5. Present Employees: may suggest their friends or acquaintances to fill a particular position.

DEFINING THE POSITION-: There are four distinct steps that should be taken before the actual recruitment process: job analysis, job descriptions, job specifications, and pay determination. Job Analysis Job analysis is a systematic study of the tasks comprising a job; the knowledge, skills, and abilities required to do the job; time factors; situation factors such as technology use, physical aspects, information flows, interpersonal and group interactions; and historical traditions associated with the job. Job Descriptions Job descriptions summarize clearly and concisely the essential information gathered in the job analysis. Job Specifications Job specifications spell out the qualifications necessary for an incumbent to have a reasonable chance at being able to perform the functions of the job. Included in job specifications would be:

Knowledge, skills, abilities, and other competencies Required experience, training, education, licenses, and certification Level of organizational responsibility Physical and mental demands of the job

These three processes will help you write an effective job vacancy notice and will help you sort through the many applications and screen out those which lack the minimum requirements for the job. Pay Determination The pay range for a position should be determined after you have specified the job requirements and chosen the appropriate job class or class series. Agencies should consider posting positions with as broad a range as they can, given the job class salary range, in order to attract the best applicant pool. Agencies can hire at any salary level within the appropriate range.
Job Posting One of the most common means of filling open positions within a firm is by using internal job postings. Job postings have all of the advantages of internal recruitment, discussed above. Further, job postings help employees feel they have some control over their future in the organization, insofar as they can decide when to

apply for job openings (and which ones). By permitting employees to choose which jobs to apply for, the employer avoids being put into the awkward position of promoting an employee into a job they never wanted. Here are some guidelines for job postings: 1. Procedure should be clearly explained to all employees

procedure must be consistent to avoid employee suspicion

2. Job specifications must be clear

results in fewer and better applicants

3. Must be specific with respect to the length of time the positions will be open 4. Application procedure must be made clear

ensure that applicants get adequate feedback once a selection is made o reasons for nonacceptance o suggested remedial measures o information concerning possible future openings o assistance in the posting process

Employee Referrals Another common recruitment methodology is the employee referral. To fill job vacancies, present employees refer jobseekers to the HR department as potential employees.

The employee referral system is the preferred source of recruitment for many IT organisations. An increasing number of companies are planning to increase their intakes through employee referrals between 48 percent to 60 percent. Employees are encouraged to hunt for talent and they are being suitably rewarded if their referred candidate is inducted. Ask any HR manager and he/she is sure to vouch for this mode of recruitment. Candidates hired through referrals stay longer and assimilate faster than those recruited through other methods, including through the Internet and headhunters. Furthermore, the referral programme saves 60 percent to 70 percent of the recruitment cost as it does not involve the cost of engaging head hunters or placing advertisements
Quality candidates Organisations believe that candidates selected through the referral system stand high on quality and perform better as they are in an organisation which includes their friends and known colleagues. Referrals have worked wonders for many IT companies. By referring a good candidate an employee reinstates the faith and pride which he has in the company. Chances are that a candidate referred by an employee is most likely to be finally selected It has been observed that referred employees stay longer with the organisation as they are in a friendly environment. Sabu Thomas, vice presidenthuman resources, Netkraft, adds, Unlike recruitment through consultants, we are getting a person who knows people in our organisation. The referral system has been able to significantly check the attrition rate in our organisation.

Cost savings

Recruiting candidates through the referral system leads to huge savings for companies who spend large amounts on advertisements and placement agencies. Companies like vMoksha Technologies and Tavant Technologies acknowledge that have saved a large sum of their recruitment budget by inducting candidates through employee referrals.
Faster recruitment cycles Referred candidates have a shorter recruitment cycle than candidates recruited through other modes (either directly or through a placement agent). Tavant Technology for instance has a dedicated person who is in-charge of keeping a tab on these recommended Need for incentives Employee referral schemes are very popular in most Indian IT companies. There are monetary and intangible benefits for employees in case the referred candidate is finally selected. vMoksha awards its employees with cash awards of Rs 10,000 and Rs 20,000 if the referred candidate gets selected in the interview. MindTree Consulting, for instance, has an employee referral scheme Each one bring one Organisations need diversity While most organisations prefer the referral system, a few also feel the need to maintain heterogeneity in their workforceto ensure diversity within their organisation. Says Thomas, Sometimes referred candidates are from the same background and the same institute as existing employees like to refer candidates from their ex-institution or company. This brings in a lot of uniformity. Employees hired through referral programmes
Company Percentage of Referred Employees 35 percent Reasons Checks the quality of candidates as only quality candidates are referred to by an employee. Also reinstates the faith which an employee has in the organisation. Saves a lot on direct recruiting through placement agencies. Chances of a candidate taking up the offer is very high. Brings in quality candidates in an organisation. Gets the right kind of people and helps in checking attrition. An employee's productivity increases if he works in a friendly atmosphere.The company believes that when a new employee joins through the referral system, he or she has a friend who also acts as a mentor during their first few days in the company.

VMoksha Technologies Tavant Technologies FCG India Netkraft India

60 percent Nearly 50 percent 35 percent

i2Technolgies

58 percent

There are some clear advantages to using employee referrals. First, there is a good chance that a firm's current employees know others in the same line of work. Further, if the recruits are acquainted with the referring employee, there is also a good chance that the recruits already know something about the firm. In

many cases, the present employee also takes an active interest in helping the new employee become successful. Finally, this method of recruitment is quick and inexpensive. Conversely, the disadvantages of employee referrals include inbreeding, nepotism, and maintaining the "old boys network". Also, firms using this methodology may tend to maintain the racial, religious, or sex features of the current group of employees.

The actual steps involved in recruitment follow a well defined path :

Application shortlist : In this step, we shortlist the CVs received from various sources based on the suitability for the requirement. Preliminary Assessment : The short listed candidates go through a preliminary round of interviews. This interview lays more emphasis on functional competencies. To have more data on the functional skills, the candidates may be given a business case for analysis and presentation (This is done for certain positions only).

Final interview : Here the candidates who successfully clear the first round of interview go through another round of interview with one or more of the functional heads. Medical Evaluation: Candidates who are selected by Colgate are asked to undergo a medical test. Colgate people are one of the company's greatest resources. They contribute towards building strong global growth, building market leadership, and increasing profitability. As one of the most widely recognized consumer products companies in the world, Colgate attracts many talented people. Bringing the best people to Colgate is step #1 to 'Becoming the Best Truly Global Consumer Products Company'. An Equal Opportunity Employer: It is the policy and practice of Colgate-Palmolive to provide employment opportunities to all qualified persons on an equal basis. The company does not discriminate against any employee or applicant for employment because of race, religion, sex, community, age, marital status, or any other characteristic protected by law in any of the terms or conditions of employment.

External Sourcing External sourcing consists of various options that can be used to find qualified applicants. Resume Database - We maintain a sound database of all the candidates who apply to us. To facilitate tracking of

the Resumes, we encourage you to apply against the generic positions posted on our Website www.colgate.co.in/careers even if there is no immediate requirement. We keep drawing from this database whenever a requirement comes up. The resume database is the fastest way to find candidates with the skills we are looking for. The Internet has proven to be a resourceful sourcing tool. Through the use of our website and other third-party web sites, such as jobstreet.com, Colgate jobs are posted for viewing by millions of job seekers. Those candidates who are interested in a particular position will be able to submit their resume for consideration.

Successful recruitment requires: Efficient planning; Innovative strategies to obtain a quality field of applicants; Testing of applicants skills and attributes; Panels with appropriate expertise and judgment; Quality decision-making; Commitment to diversity and fairness; and Commitment to quality, best practice processes that present a professional image.

Benefits of a successful recruitment process include: A reduced turnover of staff and increased staff satisfaction; Ensuring the most appropriate person is recruited and has ability to meet the goals of the University; Enhancing the Universitys competitive advantage; Increasing productivity due to high performing staff; Assisting in the creation of the University as an employer of choice; and A reduction in unsatisfactory performance due to poor job match.

Effective and well-planned recruitment will assist managers to employ high quality staff so to achieve Organizational goals. Recruitment in the organization is based on a number of core principles that are outlined in the Recruitment and Selection policy. These principles include:

Building workforce capabilities; Selecting on merit; Ensuring fairness and accountability; Valuing a diverse workforce; and Ensuring efficient and effective process.

Guidelines also assist managers and staff to: Have an increased understanding of the recruitment process; Improve results and recruit the most appropriate people for the University; Clearly identify the principles that drive decisions; Reduce the cost of recruitment; Ensure that the process and its outcomes are fair, transparent and of a high quality

SUCCESSFUL Recruitment Successful recruitment and selection systems and practices will facilitate the development of the Organization workforce profile in order to: Meet immediate and future organizational requirements for staffing; Build organizational capabilities; Provide an appropriate focus for, and distribution of the work required to achieve our objectives in teaching and learning, research and service; and Ensure that it reflects the diversity and characteristics of the student population and the wider communities.

TWO MOST IMPORTANT CONCEPTS IN RECRUITMENT AND SELECTION:

1. JOB DESCRIPTION 2. PERSON SPECIFICATION

Job Description

A Job Description defines the purpose, the scope and the principal duties and responsibilities of a particular role. It provides a framework which outlines the expectations, both for the employee and the employer, and forms part of the working agreement, but is not in itself contractually binding. It is the responsibility of the Department to produce an electronic copy. To assist in the drafting of a Job Description and to ensure consistency, reference should be made to the guidelines. The key elements normally included are: Identifying factors Purpose/objectives Job title, Department to whom the postholder is responsible etc. One or two short sentences to summarise the overall purpose/ objectives of the job. Principal accountabilities A description of the job, ideally no more than eight to twelve short sentences. The intention is to provide an outline of the job only. Tasks should be listed in order of importance. Job Description Contents The Job Description is produced by the employing department and consists of the following sections: Purpose / Objectives This section should briefly summarise the basic objectives of the job.

Principal Accountabilities The principal responsibilities, accountabilities and duties should be listed in order of importance.

Listed below are examples of statements which could be found on a Job Description: Maintain diaries of appointments and co-ordinate conference arrangements. Ensure all machinery is serviced according to agreed schedules. Manage projects within agreed deadlines using available resources. Teach courses within the agreed curriculum. Manage the departmental budget in accordance with the Universitys regulations.

Adhere to the Universitys Equality and Diversity Policies. Person Specification The purpose of a Person Specification is to provide criteria against which the recruitment of candidates will be carried out objectively in line with Equality and Diversity guidance. It defines both essential and desirable criteria and is usually prepared as a grid. The Person Specification should be based upon the Job Description. To assist in the drafting of a Person Specification and to ensure consistency, reference should be made to the guidelines. Essential criteria Desirable criteria Requirements without which a candidate will not be offered an interview. Requirements which enhance the candidates application or basis for consideration and may facilitate more detailed short listing for interview. The criteria required of the ideal candidate and the format of the Person Specification may vary, but typically could include:

Qualifications Experience Skills Special requirements

Only where considered appropriate and specific to a profession or trade. Either in the type of role outlined in the Job Description, or in a preparatory role. Relevant to the post. Will be specific to the job, e.g. ability to lift heavy weights, ability to work with specific client groups.

When deciding the difference between essential and desirable criteria, the author of the Person Specification should be very clear that any criteria listed as essential will be binding on the Department and as such would rule out the appointment of any candidate not meeting all such criteria.

Person Specification format

Department: Responsible to: Date prepared: Criteria Skills & Abilities

Job Title:

E/D

Qualifications - Vocational - Professional - Academic

Experience & Knowledge

Personal Qualities

Special Requirements Eg. Driving licence

E = Essential Criteria, D = Desirable Criteria Method of Assessment: A = Application Form, I = Interview The selection panel must ensure that all short-listed candidates meet all of the Criteria Following are the job descriptions and job specifications which mostly follow in the organizations:

JOB DESCRIPTIONS: Job Title: Supply Chain Manager Job Department: Supply Chain Job Description: Develop and manage Materials Planning function for goods and materials demanded by Company's vessels. Create item specific forecasts over a rolling time horizon to be used for ordering and inventory management purposes. Create integrated processes among Operations, Purchasing, Logistics, and outside suppliers to execute the planning/replenishment process. Identify systems tools needed to implement planning/forecasting systems. Lead reengineering efforts as it relates to supply chain planning and execution systems. Other responsibilities include: Manage and supervise staff tasked with creating material requirement plans and/or forecasts; establish key performance metrics and benchmarks relating to supply chain planning / forecasting; measure actual performance against goals on regular basis and present results to senior management; familiar with the development, use, and implementation of planning and forecasting systems; apply expertise to specify system functionality; travel worldwide to vessels as required to enroll shipboard management in the planning/forecasting process and utilize computer software programs (Excel, Word, Powerpoint, Access) for data analysis and reporting. Job Description for: Human Resources Managers Plan, direct, and coordinate human resource management activities of an organization to maximize the strategic use of human resources and maintain functions such as employee compensation, recruitment, personnel policies, and regulatory compliance. Job Tasks for: Human Resources Managers
1. Administer compensation, benefits and performance management systems, and safety and recreation programs. 2. Identify staff vacancies and recruit, interview and select applicants. 3. Allocate human resources, ensuring appropriate matches between personnel. 4. Provide current and prospective employees with information about policies, job duties, working conditions, wages, opportunities for promotion and employee benefits.

5. Perform difficult staffing duties, including dealing with understaffing, refereeing disputes, firing employees, and administering disciplinary procedures. 6. Advise managers on organizational policy matters such as equal employment opportunity and sexual harassment, and recommend neededchanges. 7. Analyze and modify compensation and benefits policies to establish competitive programs and ensure compliance with legal requirements. 8. Plan and conduct new employee orientation to foster positive attitude toward organizational objectives. 9. Serve as a link between management and employees by handling questions, interpreting and administering contracts and helping resolve work-related problems. 10. Plan, direct, supervise, and coordinate work activities of subordinates and staff relating to employment, compensation, labor relations, and employee relations. 11. Analyze training needs to design employee development, language training and health and safety programs. 12. Maintain records and compile statistical reports concerning personnel-related data such as hires, transfers, performance appraisals, and absenteeism rates. 13. Analyze statistical data and reports to identify and determine causes of personnel problems and develop recommendations for improvement of organization's personnel policies and practices. 14. Plan, organize, direct, control or coordinate the personnel, training, or labor relations activities of an organization. 15. Conduct exit interviews to identify reasons for employee termination. 16. Investigate and report on industrial accidents for insurance carriers. 17. Represent organization at personnel-related hearings and investigations. 18. Negotiate bargaining agreements and help interpret labor contracts. 19. Prepare personnel forecast to project employment needs. 20. Prepare and follow budgets for personnel operations. 21. Develop, administer and evaluate applicant tests. 22. Oversee the evaluation, classification and rating of occupations and job positions. 23. Study legislation, arbitration decisions, and collective bargaining contracts to assess industry trends. 24. Develop and/or administer special projects in areas such as pay equity, savings bond programs, day-care, and employee awards. 25. Provide terminated employees with outplacement or relocation assistance. 26. Contract with vendors to provide employee services, such as food service, transportation , or relocation service.

Required Knowledge for: Human Resources Managers

Personnel and Human Resources -- Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems. English Language -- Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.

Customer and Personal Service -- Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. Administration and Management -- Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources. Law and Government -- Knowledge of laws, legal codes, court procedures, precedents, government regulations, executive orders, agency rules, and the democratic political process. Clerical -- Knowledge of administrative and clerical procedures and systems such as word processing, managing files and records, stenography and transcription, designing forms, and other office procedures and terminology. Education and Training -- Knowledge of principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects. Economics and Accounting -- Knowledge of economic and accounting principles and practices, the financial markets, banking and the analysis and reporting of financial data. Psychology -- Knowledge of human behavior and performance; individual differences in ability, personality, and interests; learning and motivation; psychological research methods; and the assessment and treatment of behavioral and affective disorders. Mathematics -- Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications.

Skills Required for: Human Resources Managers

Active Listening -- Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Management of Personnel Resources -- Motivating, developing, and directing people as they work, identifying the best people for the job. Writing -- Communicating effectively in writing as appropriate for the needs of the audience. Reading Comprehension -- Understanding written sentences and paragraphs in work related documents. Speaking -- Talking to others to convey information effectively.

Negotiation -- Bringing others together and trying to reconcile differences. Time Management -- Managing one's own time and the time of others. Social Perceptiveness -- Being aware of others' reactions and understanding why they react as they do. Monitoring -- Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action. Instructing -- Teaching others how to do something.
Abilities Required for:

Human Resources Managers

Oral Comprehension -- The ability to listen to and understand information and ideas presented through spoken words and sentences. Oral Expression -- The ability to communicate information and ideas in speaking so others will understand. Speech Recognition -- The ability to identify and understand the speech of another person. Written Comprehension -- The ability to read and understand information and ideas presented in writing. Written Expression -- The ability to communicate information and ideas in writing so others will understand. Speech Clarity -- The ability to speak clearly so others can understand you. Problem Sensitivity -- The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing there is a problem. Deductive Reasoning -- The ability to apply general rules to specific problems to produce answers that make sense. Inductive Reasoning -- The ability to combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events). Near Vision -- The ability to see details at close range (within a few feet of the observer).

Job Activities for:

Human Resources Managers

Establishing and Maintaining Interpersonal Relationships -- Developing constructive and cooperative working relationships with others, and maintaining them over time. Communicating with Supervisors, Peers, or Subordinates -- Providing information to supervisors, coworkers, and subordinates by telephone, in written form, e-mail, or in person. Making Decisions and Solving Problems -- Analyzing information and evaluating results to choose the best solution and solve problems. Staffing Organizational Units -- Recruiting, interviewing, selecting, hiring, and promoting employees in an organization. Getting Information -- Observing, receiving, and otherwise obtaining information from all relevant sources. Judging the Qualities of Things, Services, or People -- Assessing the value, importance, or quality of things or people. Resolving Conflicts and Negotiating with Others -- Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others. Guiding, Directing, and Motivating Subordinates -- Providing guidance and direction to subordinates, including setting performance standards and monitoring performance. Evaluating Information to Determine Compliance with Standards -- Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards. Coaching and Developing Others -- Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills.

Job Activities for: Human Resources Managers Establishing and Maintaining Interpersonal Relationships -- Developing constructive and cooperative working relationships with others, and maintaining them over time. Communicating with Supervisors, Peers, or Subordinates -- Providing information to supervisors, coworkers, and subordinates by telephone, in written form, e-mail, or in person. Making Decisions and Solving Problems -- Analyzing information and evaluating results to choose the best solution and solve problems. Staffing Organizational Units -- Recruiting, interviewing, selecting, hiring, and promoting employees in an organization. Getting Information -- Observing, receiving, and otherwise obtaining information from all relevant sources. Judging the Qualities of Things, Services, or People -- Assessing the value, importance, or quality of things or people. Resolving Conflicts and Negotiating with Others -- Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others. Guiding, Directing, and Motivating Subordinates -- Providing guidance and direction to subordinates, including setting performance standards and monitoring performance. Evaluating Information to Determine Compliance with Standards -- Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards. Coaching and Developing Others -- Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills.

Appropriate selection procedures must be mostly used in the organization for different post. Procedures may vary, at its simplest this may involve a straight forward interview and skills testing. For more senior posts psychometric testing, presentations to the interview panel on a chosen topic and/or a series of individual interviews on various topics may be included.

Selection can be conceptualized in terms of either choosing the fit candidate and rejecting the unfit candidate or the combination of both. It refers to the task of choosing or picking the suitable candidates by first asking for and gaining access to useful information about the candidate
Selection is the process of choosing the most suitable candidate out of all the participants.In this process all the relevant information about the applicant is collected through series of steps so as to evaluate their suitability for the job to be filled. In simple terms selection is a process in employment which starts immediately from the receipts of resumes and application letters,the major concern being reviewing resumes for basic qualification.
Selection is the process used to identify and hire individuals or groups of individuals to fill vacancies within an organization. Often based on an initial job analysis, the ultimate goal of personnel selection is to ensure an adequate return on investment--in other words, to make sure the productivity of the new hire warrants the costs spent on recruiting and training that hire. Several screening methods exist that may be used in personnel selection. Examples include the use of minimum or desired qualifications, resume/application review, oral interviews, work performance measures (e.g., writing samples), and traditional tests (e.g., of job knowledge).

In order to get selected for a position, job seekers have to go through and clear a number of procedures including written tests, screening, group discussions, interviews, reference check, etc.

MAIN GOAL OF SELECTION:

The appointing manager will approach relevant people to assist with short listing and interviewing. At least two people should be involved in short listing and sit on the Interview Panel. The application forms received by the closing date will be forwarded to the appointing managers for short listing. Applicants must be chosen against the Person Specification. It is the responsibility of the appointing

manager at this stage to record (in writing) the reasons why an applicant is not short listed. All papers must be returned to the Human Resources Department / Company Administration Office, who will invite the candidates for interview, obtain references and make the necessary housekeeping arrangements for the interview. This will include timetabling the interviews and arranging Occupational Health / Company Doctor Medicals if appropriate. Candidates who have not been short listed will also be informed. At least one week prior to the interview, each panellist will receive an interview pack containing: Copies of application forms / cv's Blank interview report forms; A copy of the job advertisement; A copy of the job description; A copy of the person specification The appointing manager will: Decide on the interview format and determine which areas to concentrate on with the questioning; Decide on who will chair the Interview Panel; Receive the references for candidates from the Human Resources Department / Company

Administration Offices, and be responsible for ensuring the confidentiality of these, and for their safe return to the Human Resources Department / Company Administration Offices for destruction. At the interview, the appointing manager will ensure that the Interview Report Form is completed as fully as possible. When interviewing, they will ensure that Equal Opportunities legislation is strictly adhered to, with no discrimination shown on the grounds of sex, religion, age, disability or ethnic origin.

Sources of Information about Job Candidates

Application Forms Online Applications Biographical Information Blanks (BIB) Background Investigations Polygraph Tests

Integrity and Honesty Tests Graphology Employment Tests Interviews

Application Forms

Application date Educational background Experience Arrests and criminal convictions Country of citizenship References Disabilities
Weighted application blank (WAB)
The WAB involves the use of a common standardized employment application that is designed to distinguish between successful and unsuccessful employees.

Online Applications

An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:
Attracting a broader and more diverse applicant pool Collecting and mining resumes with keyword searches to identify qualified candidates Conducting screening tests online Reducing recruiting costs significantly

When all candidates have been interviewed, the panel will decide on the best person for the post. The appointing manager will arrange to inform the successful candidate as soon as possible, agreeing a commencement date and starting salary. All interview packs should be returned marked "private & confidential" to the Human Resources Department / Company Administration Offices Upon return of the Interview Report Form, the Human Resources Department / Company Administration Offices will: Telephone all unsuccessful candidates with outcome of interview within one working day, this will Write to the appointee, offering the post providing satisfactory references and health clearance

be confirmed in writing;

Initiate a personnel file and computer entry for the new member of staff; Notify the Manager if the appointee refuses the offer, or if there are any other details to be cleared. Deal with any requirements for removal expenses or the finding of temporary accommodation for the

appointee. The Human Resources Department / Company Administration Offices will arrange, in conjunction with the appointing manager an individual programmme of induction for the new start which will be arranged and agreed at least one week before the appointee commences. interview panel on a chosen topic and/or a series of individual interviews on various topics may be included. Selection techniques There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centres, role plays and team exercises, to name a few. Usually a range of methods will be used by the organisation depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment. Interviews Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organisation. Every candidate should be offered the same opportunities to give the best presentation of themselves, to demonstrate their suitability and to ask questions of the interviewer. A structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen. Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation. Interviews need not be formal. The length and style of the interview will relate to the job and the organisation. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview. All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best.

Preparing the interview The interviewer should prepare by:

reading the application form, job and person specifications to identify areas which need further exploration or clarification planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, eg job knowledge, training, qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?' being ready for the candidates' questions, and trying to anticipate what additional information they may seek.

Conducting the interview Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc. If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may also prove valuable in offering an additional opportunity to assess the candidate's interaction with possible colleagues. Consider whether any adjustments need to be made to accommodate an interviewee who has indicated a disability on the application form - it is easy to overlook simple adjustments that may be reasonable to make:

candidates with hearing impairment may not only need to be able to clearly see the interviewer as they are talking, but may need communication support if they are not to be placed at a disadvantage is there an alternative to steps for access to the building? Can the interview take place elsewhere, where access might be easier for someone with a physical disability?

It is common that both interviewer and candidate are nervous. Thorough preparation will help both of you. Be careful not to fill silences by talking too much - the aim of the interview is to draw information from the candidate to decide if they would suit the job. The candidate should do most of the talking. Nevertheless, the interviewer will want to encourage candidates to relax and give of their best in what is, after all, a somewhat unnatural setting. It is important to keep the conversation flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview. The following pointers may be helpful in conducting the interview:

introduce yourself (and other interviewers if present); this also gives the candidate time to settle down give some background information about the organisation and the job - this helps everyone to focus on the objective structure the questions to cover all the relevant areas, and don't ask too many 'closed' questions. Openended questions (ie ones that can't be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how' avoid leading questions listen, and make brief notes as necessary on salient points have a time frame and keep to it, allowing sufficient time for candidates to ask any questions they might have make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary - be careful to avoid inadvertent discrimination

tell the candidate what will happen next and when to expect to hear from the organisation INTERVIEW REPORT FORM:

COMPANY NAME Job Vacancy Form COMPANY Is this an established post: INTERVIEW RECORD Post Title: Title of Post: NAME

Department: Date of Interview: Date when post becomes vacant: Panel Members: Who will this be replacing: Is the post permanent / temporary / fixed-term / contractor Summary of Panel's comments on interviewees (including recommendation(s) to appoint). (Give details e.g. length of fixed-term contract) Name Comments Grade of Post (if applicable) Salary range: Full Time / Part-Time (give number of hours Comments:

Signed (Appointing Manager)__________________ Date:____ Authorised By (Appropriate Director)____________ I confirm availability of funding

Director of Finance_________________________ Signed .............................................Appointing Manager/Panel Chairperson

An introduction to selection and assessment techniques

Personnel selection and assessment activities are integral parts of organizational life. The contemporary economic climate has seen an ever increasing level of staff turnover and personnel reorganization, and the abolition of the traditional view of 'a job for life'. Consequently, there is more pressure now on organizations and HR managers to fill vacant positions quickly and with the most appropriate individuals. Decisions about hiring and classifying applicants are based on expectations or predictions about their future work behaviors. When a company needs to recruit new staff or make promotion decisions about employees, there are various methods of assessment at its disposal. This article examines different methods of assessment and selection commonly used by organizations today; the interview, psychological tests, assessment centres and biodata. Whatever selection procedure is used, it should yield the right type of information and lead to correct decisions being made. If a technique is successful it is said to be 'valid'. The validity of an assessment is basically what the procedure measures and how well it does so. Validity of a procedure can be represented as a single figure, indicating the strength of agreement between the average individual's score on an assessment and their later success in the selected field. This success is often called 'success on the criterion'. Research, however, has highlighted a gap that exists between what is recommended by professional HR or management consultants and what actually occurs in many organizations. Application Review. Applications are reviewed to identify applicants meeting the minimum qualifications listed in the job announcement. Applicants who do not meet the minimum qualifications are notified by mail. Applicants who do meet the minimum qualifications proceed to the examination process. The Interview. In good selection practice each of the tools used are validated by examining how job-related they are and how well they predict a candidate's subsequent job performance. The job-relatedness of the traditional selection interview, which typically follows no particular pattern, is generally regarded as low. Personnel selection interviews take a variety of forms but are essentially a conversation between a candidate and one or more interviewers with a specific purpose. While it may be accepted that interviews will always be necessary in some shape or form, it is when a company relies solely on the interview that concerns over validity arise. TYPES OF INTERVIEWS: The Structured Interview A structured interview usually involves questions which have been developed through a form of job analysis, thereby limiting the traditional subjectivity of assessment. Every candidate is asked each of the questions, or standardised versions of the questions, previously devised. Responses are rated by the interviewer using an objective, behaviourally-anchored scoring system. By removing the subjectivity from the interview, standardising the procedure, and introducing a direct link between the interview content and job success, it follows that structured interviews have a much higher degree of job relatedness and validity than their unstructured counterparts. The drawback with highly structured interviews, however, is that they often remove

from the interview situation those interpersonal aspects which are often valued by interviewers and interviewees alike. The interview has retained its popularity despite its sometimes poor validity record as it serves a much wider purpose than merely assessment, such as 'selling' the job to the candidate and communication of organizational values and norms to applicants. IN DEPTH INTERVIEW In this type of interview all the questions are asked very specifically and very precisely. The interviewer can ask 10-15 questions to analyze the deep knowledge of the candidate related to any topic

UNSTRUCTURED INTERVIEW In this type of interview questions are not` asked in any structured pattern. Any question can be asked to judge the interviewee intelligence. The ubiquitous use of the unstructured selection interview in organizations attests to the faith that both employers and applicants have in the casual and unrestrained face-to-face conversation as a technique for selection. The Psychological Test Special tests are often used to assess the mental abilities or personality characteristics of job candidates. Psychological, or psychometric, tests are standardized methods of gaining a set of responses from a candidate which may then be compared to a comparable sample group of people. Candidates are required to answer a carefully derived set of questions, which may focus on specific aspects of ability or facets of personality. Cognitive tests may be divided into tests of achievement and of aptitude. The major difference between tests of aptitude and tests of achievement is that achievement tests are retrospective, focusing on what a candidate has learnt and what they know, whilst aptitude tests are prospective, focusing on what an individual is capable of achieving in the future (their potential to learn). Cost is often a major factor which influences whether psychometric testing is used for selection in an organisation. Whilst these kinds of test are expensive to design and develop, they are sufficiently inexpensive to purchase that the financial benefits of improved productivity deriving from their use typically far outweigh the cost. Scores on some tests require a trained consultant for their interpretation and no test should be administered or interpreted by a person lacking appropriate training. Perhaps it is the mystique or confusion that surrounds psychometric testing that prevents its wide usage. A well designed test can be an extremely valid and inexpensive selection tool, yet there is still a mismatch between its relatively high validity and relatively low popularity amongst HR practitioners. CHECKING REFERENCES Checking references, though time consuming, is an important step in the hiring process. Prospective employees will often provide professional references, if not on the resume itself, then at least on request. A manager may choose to check references before the interview with a candidate if they are provided, or may opt to check

references between a first and second interview. In any event, a manager should always request references and make the calls. Chances are good that a previous employer will not provide more information about the employee than their name, the dates of employment and the positions the person held. This is because a company, or any person within a company, which provides false information can be held legally liable for that misinformation. This potential liability does not, however, prevent a hiring manager from asking about the employee's work habits, performance or attitude. It is possible that someone may comment further on the employee, especially if the person is not a member of the Human Resources Department, but is a former manager. If this kind of additional information about the employee is made available, never discuss it with the employee directly. Rather, use it as a guide for probing questions about the person's previous work experience with that company.

TELEPHONE REFERENCE REQUESTFORM Department: Candidate: Job Title: Interview date: . . . .

Referees name & position: . Company: .

All offer of employment are conditional upon receipt of employment references which are satisfactory to the University. Therefore the employing School/Department should ideally obtain references from at least the last or current employer. Listed below are questions which form the basis of a telephone reference request. The order may vary depending on how the conversation progresses. 1. Introduction: - are you aware of the candidates application for this post? Yes No 2. do you have any objection to providing this reference? Yes No

In what capacity do you know the candidate?

3. 4. 5. 6. 7. 8.

How long have you know the candidate? Please outline the candidates current role and responsibilities? How well has the candidate performed in their role? Outline the proposed job to the referee How well do you see the candidate perfoming in this role? Has the candidate any disciplinary record? Yes No If yes, for what reason?

9. 10.

How would you rate their attendance/time keeping? Does the candidate have an absence record which has caused you concern? Yes No If yes, please explain.

11.

Would you re-employ her/him? Yes No If no, please give reasons.

12. 13.

Please give any further comments which may be helpful? Are you willing to confirm this verbal reference in writing? Yes No

Reference taken by: Date: ../../.. Name: MAKING A DECISION AND AN OFFER After the interviewing process has taken place, it is not always easy to come to a final hiring decision. Sometimes a business may be forced to choose among a number of highly qualified, attractive applicants. This is obviously a nice problem to have. Conversely, on other occasions a business may undertake a timeconsuming search, only to find themselves with candidates who are notably flawed in one respect or another. In

such instances, the company leadership needs to determine whether the business can afford to extend the search, or whether business realities require that they fill the position with the best of the candidates before them. THE OFFER The hiring manager should personally extend an offer of employment to the selected candidate as soon as possible after the interview. This begins the employee/manager relationship. Define the amount of time the candidate has to consider the offera few days to one week is usually enough. The offer can be extended in person or over the phone. It is important to note that an offer, even verbal, may be construed as a contract between the employee and the company. Therefore, construct the offer carefully. An offer should include the following: Confirmation that you are speaking with the right person. Offer of the position, including title and reporting relationship. Starting salary for the position. A suggested date for the candidate's response Proposed starting date for the position. Indicate necessary follow through by you

and/or

the

candidate

Reaching a Selection Decision

Selection Considerations:
Should individuals to be hired according to their highest potential or according to the needs of the organization? At what grade or wage level to start the individual? Should selection be for employee- job match, or should advancement potential be considered? Should those not qualified but qualifiable be considered? Should overqualified individuals be considered? What effect will a decision have on meeting employment equity plans and diversity considerations?

A manager should note that the position itself may dictate how to offer the starting salary. If the person is being offered an exempt (salaried) position, consider offering the salary in terms of bi-weekly earnings, or the smallest possible increment in which they are paid. If you are offering a person a nonexempt (hourly) position, you might offer the salary as an hourly wage. This could be important because the offer may be construed as a contractual agreement. If a yearly salary is offered, this may imply employment for one year. If the person is employed for a shorter period of time they could conceivably

sue for the full, offered salary. By offering the salary in smaller increments, you avoid the possibility of any misunderstanding. NEGOTIATING TERMS Every candidate offered a position has the option to either accept or reject the job offer and may want to negotiate terms, usually salary or benefits. Though the company may not be able to consider alternate terms of employment, it is often wise to hear a candidate's proposal. If the candidate is truly the best qualified person for the job, there may be some room for compromise on both the part of the candidate and on the part of the company. Listening to a proposal also establishes the manager's willingness to hear out other suggestions, a practice which is well received by any employee. SELECTION POLICY AND PROCEDURES Most of the organization follows the following procedures while selection: Short listing Candidates will only be short listed for interview if they meet all the essential criteria defined in the person specification. If the number of candidates meeting the essential criteria is excessive, further selection must be undertaken utilizing the desirable criteria to achieve a workable shortlist Candidates equality and diversity monitoring forms are separated from the application forms prior to the short listing process. The short listing panel will not have access to this information. Short listing must be undertaken by at least two individuals who are experienced in the recruitment process and who will go on to be involved in the interviewing process. At least one member of the panel should have attended the recruitment and selection Best Fit training . Interviewing The interview must be conducted by a panel, the suggested composition of which is detailed in the procedures. All interviews for one post must be conducted by the same panel. All candidates will be asked a standard format of questions, which will have been decided by the interview panel prior to the interviews. All questions must be related to the job requirements and the candidates suitability to undertake the role. 3. Composition of Interview Panels Vacancy Technical support staff One member of academic staff Other Support Staff Line Manager Teaching/research staff Subject Manager Subject peers Senior Research / Teaching Fellow INTERVIEW PANAL Co-ordinating Technical or Line Manager Director or nominee Director or nominee

Director or nominee Research / Subject Manager

External advisor (if appropriate) Head of Department / Subject Manager External advisor (if appropriate) HR Advisor Assistant Director/ Head of Department HR Director (recommended) External advisor (if appropriate) Director Executive Director(s) External advisor (if appropriate) HR Director (recommended) 4. Skills assessment Director/ Assistant Director

Executive Director/ Director

Vice-Chancellor

As part of the selection process, Departments may wish candidates to partake in a series of skills tests. These tests must be directly related to the role in question and must be measurable against objective criteria. Candidates must be informed of the details in the letter inviting them for interview. Details of any skills tests, including the criteria to be measured and the method of measuring must be provided in advance to HRD. Skills tests should be held in accessible rooms where required and requested by a disabled candidate. Appointment The choice of candidate will be determined by the majority view from the formal interview panel. The panel will take account of any other information that will have been generated as part of the selection process. In the case of a tied vote, the Chairs decision will carry. Confidentiality All application details are treated with the utmost confidentiality. It is the responsibility of the Director of Department (or her/his nominee) to ensure that suitable arrangements are made for confidentiality to be maintained. Documentation At all stages of the recruitment process, it is the responsibility of the Chair of the panel to ensure that notes are kept detailing the reasons for selection or rejection of candidates. These notes could be called upon as evidence of the fairness of the process, either through an internal assessment or to support an external investigation. The notes should therefore be relevant to, and necessary for the process itself. It should be noted that applicants

would normally be entitled to have access to interview notes about them which are retained as part of the record of the interview. All records must be handed to HRD by the Chair of the panel. Feedback All applicants may receive formal written communication informing them of the status of their application upon request. Feedback will be provided by the Chair of the panel at the request of any applicant at any stage of the recruitment process. Observation In order to ensure the Organization compliance with both the Recruitment and Selection and Equality and Diversity Policies and Procedures, an observer may be present at any part of the process from short listing through to selection. Observation may be undertaken by an appropriate recognized Trade Union representative or member of Human Resources Department. In addition, an observer representing the interests of Equality and Diversity may also be present. In order for an individual to become an authorized observer, they must undertake approved training. However, the observers do not actively participate in any stage of the proceedings and do not have voting rights for selection. Monitoring For equality and diversity purposes, recruitment statistics are monitored on a quarterly basis by gender, ethnicity, disability, age and by faculty, department and job type. This information is disseminated to Heads with any positive action identified as a consequen

STEPS IN SELECTION PROCEDURE: Steps in the Selection Process

Hiring decision

Supervisor/team interview Preliminary selection in HR department Background investigation Employment testing (aptitude, achievement) Initial interview in HR department Completion of application

Note: Steps may vary. An applicant may be rejected after any step in the process.
Figure 6.2

Selection Process (contd)

Final Decision
Selection of applicant by departmental or immediate supervisor to fill vacancy. Notification of selection and job offer by the human resources department.

Important activities while recruitment and selection in performed by concerned and HR department Roles and Responsibilities ACTIVITIES 1. Complete Recruitment Request Form, Job Description/Person Specification Arrange for the post to be evaluated if new / unbudgeted position or more than 3 years since last evaluation Check documentation for compliance with policy Draft advert and select appropriate media Agree the Recruitment Programme Place the advertisement, editing and consulting where necessary, in order to adhere to University policies Receive and respond to enquirers Receive applications Determine the format of the interview, including the composition of the panel, location and other arrangements Shortlist candidates Invite candidates for interview Chair the interview process Decide on chosen candidate, secure references (if verbal, request confirmation in writing) and view any other appropriate documentation e.g. original qualification documents etc Complete Appointment Request Form. 15. Formal written offer of appointment * * * * * * with * * with with Employing Deptt. * HRD

2.

with

3. 4. 5. 6.

* * * *

7. 8. 9.

* *

10 11. 12. 13.

* *

14.

DIFFERENCE BETWEEN RECRUITEMENT AND SELECTION:

Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee

OBJECTIVES AND HYPOTHESIS:

The Support the organization ability to acquire, retain and develop the best talent and skills. Determine present and future manpower requirements of the organization in coordination with planning and job analysis activities. Obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives. Create a pool of candidates so that the management can select the right candidate for the right job from this pool Attract and encourtage more and more candidates to apply in the organization Increase the pool of candidates at minimum cost. Acts as a link between the employers and the job seekers Infuse fresh blood at all levels of the organization Meet the organization's legal and social obligations regarding composition of its workforce. Increase the effectiveness of various recruiting techniques Attract and encourage more and more candidates to apply in the organisation.

Create a talent pool of candidates to enable the selection of best candidates for the organisation. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cos Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants

Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants

Focus of the problem or challenges:

Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organisation, diplomacy, marketing skills (as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organisation. The HR professionals handling the recruitment function of the organisation- are constantly facing new challenges. The biggest challenge for such professionals is to source or recruit the best people or potential candidate for the organisation. In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the market etc. In an already saturated job market, where the practices like poaching and raiding are gaining momentum, HR professionals are constantly facing new challenges in one of their most important function- recruitment. They have to face and conquer

various

challenges

to

find

the

best

candidates

for

their

organisations.

The major challenges faced by the HR in recruitment are:

Adaptability to globalization The HR professionals are expected and required to keep in tune with the changing times, i.e. the changes taking place across the globe. HR should maintain the timeliness of the process Lack of motivation Recruitment is considered to be a thankless job. Even if the organisation is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers. Process analysis The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective. Strategic prioritization The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet

Challenges

Geographic location Isolation Weather Local amenities Community acceptance Lack of local labor pool Education Programs Housing

Financial Constraints Lack of organization infrastructure Lack of skilled recruiters Financial Resources Pay and benefits ICPA Generational issues

CONSTRAINTS ON RECRUITMENT

Logically, firms would seek to recruit in a manner that guarantees the greatest number of qualified applicants. However, there are often constraints on the recruitment process which prohibit some methods. Some of these constraints are:

Organizational Policies Affirmative-action Programs Recruiter Habits Environmental Conditions Job Requirements

Research Methodology

Research is defined as human activity based on intellectual application in the investigation of matter. The primary aim for applied research is discovering, interpreting, and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe. Research can use the scientific method, but need not do so. gerally, research is understood to follow a certain structural process. Though step order may vary depending on the subject matter and researcher, the following steps are usually part of most formal research, both basic and applied:

Formation of the topic Hypothesis Conceptual definitions Operational definitions Gathering of data Analysis of data Test, revising of hypothesis Conclusion, iteration if necessary

Methodology (also called manner) is defined as 1. "the analysis of the principles of methods, rules, and postulates employed by a discipline"; 2. "the systematic study of methods that are, can be, or have been applied within a discipline"; or 3. "a particular procedure or set of procedures

Research methods
The goal of the research process is to produce new knowledge.some of research methods are:

Exploratory research, which structures and identifies new problems Constructive research, which develops solutions to a problem Empirical research, which tests the feasibility of a solution using empirical evidence

Research can also fall into two distinct types:

Primary research Secondary research

RESEARCH PROCESS:
DEFINING THE PROBLEM OBJECTIVES OF THE DESIGN RESEARCH DESIGN DATA COLLECTION DATA ANALYSIS INTERPRETATION OF RESULTSVALIDATION OF RESULTS.

SEARCH DESIGN:
Selection of a research approach: Based on the reqirements of the study the researcher should decide about the type of the study to be conducted.

Sampling Plan:
Sampling plan is a mechanism by which the sampling units of a study are selected from the sampling units of population.The selection of the sampling plan in a study in turn affect the cost and time to conduct the study,and the reliability of interference of the study.Hence it should be selected with utmost carethe sampling plan can be classified in to two categories

Probability sampling plan Simple random Systematic

Stratified Cluster Multistage

Non probability sampling plan Conveneience sampling Judgement sampling

Quota sampling Snowball sampling DESIGN OF EXPERIMENT: A study involves different types of response variables.each response variable may be affected byseveral factors.to test the effect of these factors on a responsible variable,a suitable experiment is to be design such that necessary data for testing the significance of the effects of the factors on the response variable are collected and the interference of the test are highly reliable. The two main steps :

Identify the response variable of the study

For each variable repeay the following steps: Identify the factor affecting the response variable decide the type of each variable fix the no. of level

DESIGN OF QUESTIONAIRE: The Data can be classified in to two category PRIMARY DATA SECONDARY DATA THE DATA WHICH IS COLLECTED FOR THE FIRST TIME BY DIRECT OBSERVATIO IS CALLED PRIMARY DATA . And the data which is obtained by the existing records,publications etc. is known as the secondary data.

Different methods of primary data collection are observation method,personal interview,telephone interview and mail survey. DATA COLLECTION: Data are the basic input to any decision making process in a business.the processing of data gives statistics of importance of the study.as dicussed earlier the data can be collected by two ways primary research and secondary research.

DATA ANALYSIS: After the data are collected,proper schedule and techniques should be used for classification and analysis of data. The tools of classification of data are frequency distribution,cumulative frequency distribution,relative frequency distribution and charts.different types of charts: Pie charts Bar charts Stacked bar charts

Organisation Of Study:
Global businesses need to be competitive and therefore need to focus on their core business processes. Consus helps organizations globally achieve this by together a unique blend of people, domain expertise and processes.

Our core service offerings help organizations outsource business processes, ramp up for business growth and enable technology run business and operational processes. Headquartered at Gurgaon, IT and ITES hub of India, Consus helps customers globally achieve their business goals. Our customers are spread across US, Europe, Middle East, Africa and Asia Pacific across the following industry verticals

Energy & Utilities Retail BFSI Aviation & Aerospace

 Detail Engineering Oil & Gas, Automotive, Industrial Automation Large System Integrators Our breadth of service offering includes: Application Development and Support Recruitment & HR process outsourcing (RPO) QA & Testing Services Our Vision: A True Partnership based approach across our service Our Values: Satisfied employees lead to Delighted customers Serve customers with highest integrity Openness and transparency in all business transactions Constant passion and hunger to exceed service excellenceofferings with various customers enabling them to meet their business objectives

ORGANISATION STRUCTURE:

MD SHANTAU BHOWMIK

AVP NEHA GOYAL

RPO SHWET A RAINA

SR.
MANAGE R

SALINA

SR. MANAG ER SARIKA

AVP SHANT ANU KAU;L

HR Amit Shoran

FM SOMEN KUMAR

(CP) BUSHRA AMRITA ARCHANA KANIKA

(TAG) NEHA SHWETA VAIBHAV ANNANYA

(TAG) VIBHA DIVYA PALLAVI PREET

PALLAVI

What makes us different from other organizations are the following : The opportunity & the space to innovate, improvise and get closer to perfection Extremely transparent in internal functioning Very attractive growth path Annual offsite: Confluence This very moment is a seed from which the flowers of tomorrows happiness grow."Margaret Lindsey We believe in working hard and partying harder. Our 2nd Annual Offsite was held on March 29th 2008 at The Sariska Palace, Rajasthan. The palace is a brilliant jewel set in nature in all its magnificence. The theme for this meeting was: "Confluence" (a flowing together of two or more streams, rivers). The focus was entirely on interaction and brainstorming to come up with innovative ideas for change. Confluence was not all about work, with the seriousness of the brainstorming sessions, presentations & discussions out of the way; it was time for fun with the team building activities & the awards ceremony to recognize important contributions that preceded the serious partying. Incidentally, Consus bagged its 2nd RPO a few weeks following Confluence with a breakthrough in an entirely new vertical all together.

Fun@work "The supreme accomplishment is to blur the line between work and play."Arnold Toynbee When the CMD of a company tells you, the employees are there not for bread and butter, but to have a blast, you know youve stepped into an organization that kicks everything mundane in the rear. We do not define fun at work only in terms of group lunches, throwing parties later in the day, or arranging for sports after work but in working hard, meeting tight deadlines and still having fun. The excitement is all pervading, the atmosphere electric - keeping the energy meter at its highest at all times. We believe energized fun that helps people get their endorphins flowing is a wonderful way to stimulate productivity.

Life@Consus
Quality is the result of a carefully constructed cultural environment. It has to be the fabric of the organization, not part of the fabric" .. Philip Crosby At Consus, we are committed to attaining the highest levels of quality in all our processes and creating a workplace that empowers our employees to positively impact each other and their communities. Our culture is rooted in a set of core values Teamwork, Integrity, Passion, Focus, Innovate, Aggressive and Humble. We provide opportunities for people to continually innovate, learn and improve and thereby grow strong leaders from within by giving them responsibility and the freedom to act in a manner keeping the best interests of our clients foremost. We do not believe in terms like management and "employees and are a flat structured organization. We aspire to be an organization in which employees thrive in a collaborative environment that celebrates excellence in a supportive environment.

What makes us different from other organizations are the following : The opportunity & the space to innovate, improvise and get closer to perfection Extremely transparent in internal functioning Very attractive growth path

Annual offsite: Confluence This very moment is a seed from which the flowers of tomorrows happiness grow."Margaret Lindsey We believe in working hard and partying harder. Our 2nd Annual Offsite was held on March 29th 2008 at The Sariska Palace, Rajasthan. The palace is a brilliant jewel set in nature in all its magnificence. The theme for this meeting was: "Confluence" (a flowing together of two or more streams, rivers). The focus was entirely on interaction and brainstorming to come up with innovative ideas for change. Confluence was not all about work, with the seriousness of the brainstorming sessions, presentations & discussions out of the way; it was time for fun with the team building activities & the awards ceremony to recognize important contributions that preceded the serious partying. Incidentally, Consus bagged its 2nd RPO a few weeks following Confluence with a breakthrough in an entirely new vertical all together. Fun@work "The supreme accomplishment is to blur the line between work and play."Arnold Toynbee When the CMD of a company tells you, the employees are there not for bread and butter, but to have a blast, you know youve stepped into an organization that kicks everything mundane in the rear. We do not define fun at work only in terms of group lunches, throwing parties later in the day, or arranging for sports after work but in working hard, meeting tight deadlines and still having fun. The excitement is all pervading, the atmosphere electric - keeping the energy meter at its highest at all times. We believe energized fun that helps people get their endorphins flowing is a wonderful way to stimulate productivity. Offsite Pictures

Career - Overview
At Consus we provide extraordinary opportunities for growth. Exposure to various functions within the organization provides unmatched value towards the learning of an individual. One of the guiding principles at Consus is innovation, we provide opportunities for individuals to think out of the box and come up with ideas to do things differently. With a strong belief in the adage that The only constant is change, we at Consus are extremely proud of our ability to adapt to situations and manage change. Consus offers various options to its employees like working from home, working remotely from different locations while travelling for personal reasons, Employee satisfaction being a key factor in our philosophy. Consus is an equal opportunity employer. Customers - Overview Consus customers span across Energy & Utilities, BFSI, Management Consulting, Retail/Retail Analytics, Engineering Design and Large System Integrators. We firmly believe in having deep rooted relationships with all our clients and are closely aligned to their operating imperatives. Some of our clients include:

Customer overview:
Consus customers span across Energy & Utilities, BFSI, Management Consulting, Retail/Retail Analytics, Engineering Design and Large System Integrators. We firmly believe in having deep rooted relationships with all our clients and are closely aligned to their operating imperatives.

Solutions - Consulting
Overview Consus consulting solutions are aimed at helping its customers become stronger and more competitive in an ever changing market scenario. Companies increasingly need to improve efficiency, reduce costs, mitigate risk and standardize processes with innovation being the key to profitability and sustaining a competitive advantage. Some of the areas where Consus has strong Consulting capabilities are: Banking Supply Chain Insurance Agro-Trading Quality Methodologies SOX Complianc

Solutions - Project Outsourcing

Application Development Consus application development services cover areas of product/application development, localization, testing, implementation and maintenance / support. Our breadth of services span across all the critical phases of product lifecycle from creation to growth to stabilization to retirement. We help clients to build, maintain, support and manage incremental releases of their software products.

Customer delight being the prime focus, Consus works with proven methodologies with an extensive exposure to solutions deployments at global organizations.

Nature of Projects New ProductDesign ProductInterfacing Product Support & Maintenance

Product /

Development Customization

People The team at Consus is a mix of highly qualified and experienced business and IT professionals some of whom are also cross-functional experts. The high-caliber team is the backbone of the Application Development services. Some of the technologies in which the team specializes in are: Microsoft, Java, Web Integration, Oracle Apps, SAP. Methodology Consus application development methodology revolves around proven methodologies & best practices

Modus Operandi
Consus operates on the Fixed Bid and T&M models depending on the nature of the project.

QA Services
Project Based Testing Consulting/Process Training Services Implementation of Quality Models Application/Product Resource (Six Sigma, Lean, Testing Augmentation Improvement CMMi)

Solutions - RPO / Staffing

RPO - Overview

Consus has the proven capability and expertise to manage the complete backend HR/Hiring engine for organizations. This includes right from Process Design to institutionalizing and running customers Human Resource Engine. The Payroll breadth of services Process Talent in RPO includes: Design Acquisition boarding

Talent

Management/On

These are facilitated our robust talent tracking system, SLA based delivery, Employee help desk and dedicated co-located teams at customer site. Some of the key benefits our customers have derived from our RPO service offering are: Best in class hiring processes Increased employee retention Seamless handover within various processes in the HR cycle Increased predictability - Lower dropout rates from time of offer as well as during the overall hiring process Reduced Hiring Spends Staffing Services - Overview Consus staffing services spans globally as well as across various skill sets. We have a dedicated team for executive level placements as well.

REFERENCE:
Human Resource Management Stephen Robbins Recruitment & Selection Dessler http://www.consus.co.in

http:/www.google.co.in Recruitment Methods http://www.orgs.ttu.edu http://www.wikipedia.org

Research Methodology http://www.chitkara.edu.in