Chapter 1 OBJECTIVES OF THE PROJECT

To study

the

Recruitment

&

Selection

process

followed at Converting Careers. To study the nature of Recruitment and Selection process at Converting Careers. To study the sources of recruitment used by the company. To study the effectiveness of each sources of recruitment in the means of which source attracts most number of candidates. To study the efficiency of various sources of

Recruitment and Selection taped by the company. To understand how Recruitment and Selection is done for high post. To incorrect theoretical concept of the subject with practical process.

Chapter 2. Introduction to the Recruitment & Selection

Recruitment and Selection : This subject is one of the most important functions of any organization be it medium sized or large Multinational. Human Resources form the key factors of any organization. Recruitment forms the first stage in the process, which continues with selection and ceases with the placement of the candidate. It is the next step in the procurement function, the first being the manpower planning that is very important for the operation of the organization. In other words, it is a Linking Activity bringing together those with jobs and those seeking jobs.

Definition of Recruitment : Recruitment is the process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force". Accordingly the purpose of recruitment is to locate source of manpower to meet job-requirements and job-specifications.

Definition of Selection : The hiring process is one of go, no-go gauges. Candidates are screened by the application of these tools, if qualified go to next hurdle, while the unqualified are eliminated.

Recruitment is creating a pool of candidates best suited for an organization. Recruitment is process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. It is often termed as positive in that it stimulates people to apply for jobs to increase the hiring ratio to the number of applications to a job.

The mission of Personnel Administration is to assure a steady source of sound people who can contribute to the success of its business. It is also to ensure the consistency in the rate of success as regards to the quality of candidates to fill manpower plan. Manpower management is basically concerned with having right type of people available as and when required and improving the performance of existing people to make them more effective on their job. Manpower management thus starts with manpower planning. It is concerned with crystallizing from where the right type of persons can be secured for future anticipated vacancies.

Thus, manpower planning management strives to have the right kind of people at the right places and at the right time. This section examines current practices and decisionmaking in recruitment and selection, they are critical elements of effective human resource management. We cannot discuss how recruitment and selection take place without asking why certain techniques are used in preference to others.

Within the HRM pattern, they are not simply mechanisms for filling vacancies. Recruitment and redundancy can be viewed as key 'push' and 'pull' levers for organizational change.

Recruitment determine

and and

selection gradually

allow modify

management the

to

behavioral

characteristics and competences of the workforce. The fashion for team working, for example, has focused on people with a preference for working with others as opposed to the individualist 'stars' preferred by recruiters in the 1980's. Attention has switched from rigid lists of skills and abilities to broader-based competences.

In general - as we noted in the previous section - there is greater regard for personal flexibility and adaptability - a reorientation from present to future stability.

Employment or Personnel Planning is the process of deciding what positions of the firm will have to fill, and how to fill them. Personnel planning cover all the firms future positions, from maintenance, clerk to C.E.O.

Recruitment has been regarded as the most important function of personnel administration, because unless the right types of people are hired, even the best plans, organization charts and controls systems would not do much good.

According to Dale Yoder, Selection is the process in which the candidates for employment are divided into two classes: - those who are to be offered to employment and those who are not.

Thus Recruitment and Selection process is not only beneficial to the organization but also to the youth, because it definitely increases the hiring ratio. This helps also reduce the unemployment problem to a great extent.

Recruitment : marketing jobs Potential candidates may come from an internal trawl of the organization, or from the external job market. The latter are reached through channels such as recruitment advertising, employment agencies, professional associations or word of mouth. The approach differs according to the organization's resourcing philosophy:
Organizations with a strong culture are likely to seek

malleable new employees at school-leaving or graduate levels. More senior jobs are filled from the internal job market.
Companies looking for the 'right' (best fit for the job)

person however may rule out internal applicants because they do not match the personnel specification prepared for the job. I. Informal recruiting Word-of-mouth applicants are likely to stay longer and may be more suitable than recruits obtained by advertising. But word-of-mouth is discriminatory, since it restricts applications to established communities and excludes recently arrived minority groups who have not had time to become part of informal networks. At senior levels the informal method known as 'headhunting' or executive search has become common. Specialist consultancies aim to find 'outstanding' people to

fill higher-paying jobs. Whether they really are 'outstanding' is questionable. II. Formal recruiting Equal opportunity demands equal access. This can only be achieved through public and open recruitment. (...) The likelihood of attracting 'suitable' applicants depends on the detail and specificity of the recruitment advertisement or literature. Key factors such as salary, job title, career and travel opportunities obviously influence response rates. But remember that employers do not want to be swamped with large numbers of applications from unsuitable people. This section of Human Resource Management in a Business Context goes into further detail such as: quality of agency recruiters, comparison of different media channels, and cultural variation in recruitment practice. Researching Candidates This section looks at the early stages of the selection process - often called pre-selection. The recruitment campaign should have attracted a pool of applicants from which selectors can make their choice. If a job analysis has been conducted, the criteria or competences that are deemed necessary have been identified. These may be well defined and focused on experience and skills, as in the 'right person' approach; or general and related to

education, intellect and personality for the 'cultural fit' and 'flexible person' models. 1. Application letters and CVs/resumes These are typically used for initial or speculative

applications. There are significant cultural differences between different cultures in the way these are prepared. Applicants should be careful to use the style expected in the recruiters' country.

For example, recruiters in France typically expect short, factual education and career histories. They tend not to want the hobbies or sports interests, which also feature in applications from job seekers in the UK, USA and other countries influenced by the British tradition. Some countries use photographs at this stage; others are concerned about the equal opportunity implications and discourage this practice.

2. Interviewing The interview is a social ritual, which is expected by all participants, including applicants. It is such a 'normal' feature of filling vacancies that candidates for a job would be extremely surprised not to be interviewed at least once.

i. Informal Interviews

Many employers invite applicants for informal interviews prior to the main selection procedure. These interviews are useful for information exchange, particularly in the case of professionals. They provide an opportunity to discuss the full nature of the job, the working environment, prospects for further development and promotion.

There seems to be some ambiguity as to whether informal interviews should be used as part of the pre-selection process by the employer rather than self-selection by the candidate. The crux of the issue depends on what interviewees have been told. If they have been led to believe that it is a truly informal information session they will not consider the process to be fair if they are subsequently told that they have not been short listed as a result.

ii. Formal Interviews Despite the existence of alternative methods of selection most employers regard the formal selection interview as the most important source of evidence in making the final decision. A selection interview can be neatly defined as a conversation with a purpose, but not infrequently the purpose is obscure to the point of invisibility.

More often than not, pointless chat would be nearer the mark. The interview has attracted severe criticism for a very long time - being attacked on the grounds of its subjective nature, questionable validity and unreliability. Employees are always changing, as many workers may leave the organization for various reasons such as death, old age, resignation, retirement, etc.

Hence manpower planning is the process of determining manpower recruitment and the means for meeting this recruitment in order to carry out the integrated plans of the Organization.

Interview techniques This section of Human Resource Management in a Business Context goes into further detail about: singleton, panel and sequential interviews; training for interviewing; and questioning styles.

iii. Evaluating methods How do we judge or the value other or effectiveness of of

interviewing

any

method

selection?

Practicality and cost-effectiveness are important and partly explain why the interview is such a common technique. But there are other factors. Reliability is a measure of the consistency of results. Validity is about
10

whether or not the method achieves its purpose in distinguishing the most suitable applicants from the others. Until the 1980s research seemed to show that interviews had a low degree of validity. In Canada, for example, if a test, which has not been validated, rejects a disproportionate number of people from an ethnic group, race, sex, religion, or national origin, it violates the Canadian Human Rights Act.

11

RECRUITMENT

I. Recruitment Policy Every Recruitment process needs to have a good

recruitment policy. Such a policy asserts the objectives of the recruitment process and provides frameworks of implementation of the recruitment program in the form of the procedures.

A pre-planned recruitment policy based on the corporate goals, study of the environment may go a long way to man the organization with the right type of personnel.

A good recruitment policy must contain these elements:

1. Organizations objectives. 2. Identification of the recruitment needs. 3. Preferred sources of the recruitment. 4. Criteria of selection and preferences. 5. The cost of recruitment and financial implications.

12

Policies

on

employment

are

needed

to

guide

and

implement decisions uniformly. On the basis of policies management of the organization can work out log-term and short-tern strategies to get the right person on the right job II. RECRUITMENT PROCESS

The recruitment process begins with the position wise job description and Job specification

a. Job Description: Job Description is a concise document of factual

information that identifies the work to be performed and responsibilities entailed in a job. It contains a statement of job analyses. Job Description describes the job and not the job holders.

Job

Description

provides

the

analyst,

worker

and

supervisor with a clear idea of what must we do to meet the demand of the jobs.

Job Description has certain elements. They are as follows: -

b. Contents Of Job Description

13

1. 2. 3. 4. 5. 6. 7. 8.

Job Title. Job Summaries. Location of Job. Supervision. Duties and Responsibilities. Job Relations. Working Conditions. Machines, Tools, Materials required.

c. Job Specification:

Job Specification is the requirement that the applicants must meet in order to perform the duties and carry on the responsibilities. Job Specification is the minimum skill experience knowledge needed to do the job that is included in the Job Description.

Job Specification tells what kind of person to recruit and for what qualities that person should be tested.

d. Contents Of Job Specification :

1. Physical Characteristic. 2. Psychological Characteristics.

14

3. Responsibilities. 4. Other feature of a Demographic nature.

15

III. SOURCES OF RECRUITMENT

To find out applicant the organization must know where to recruit or consider the most likely sources of the type of employee it needs. Sources can be divided into 2 categories. They are as follows:

a. Internal Sources: In many organizations internal source is the main source of Recruitment. Through transfer, promotion and demotion, the firm try to fill their personnel needs. This source leads the healthy and progressive atmosphere and lowers the cost of training.

There are certain advantages and disadvantages of recruitment through Internal Sources.

Advantages Recruitment through internal sources motivates the workers within the organization The management knows the strength and weakness of the worker. Internal sources are easily available as it is within the organization.
16

Disadvantages Lack in variety. Involves high training cost. Leads to breeding within the organization.

b. External Sources: 1. Friends and Relatives. 2. Advertisements in Newspaper. 3. Private Employment Agencies. 4. Direct Hiring. 5. Employment Exchanges. 6. Colleges and Management Institutes. 7. Former Employees. 8. Trade Union.

These are some of the most common External sources, which are used for recruitment in most of the Organizations.

The advantages and disadvantages of recruitment through external sources are as follows.

17

Advantages

By recruitment through external sources there is less chance of groups.

External

candidates

bring

in

new

blood,

new

insights ,and new perspectives

Disadvantages

Recruitment through external sources brings in adjustment problems, longer orientation time etc.

The candidate may bring in attitude of the earlier organization, which may pose a problem for the present organization.

The organization may select a wrong person.

18

IV. METHODS OF RECRUITMENT

a. Direct Methods

Sending of recruiters to colleges and technical schools. In most colleges recruiting is done in co-operation with placement office of a college. For this purpose, carefully preparing brochures, describing the organization and the jobs it offers are distributed among students before the interviewer arrives.

b. Indirect Methods

Advertisement is very useful in indirect method to recruit blue-collar, hourly workers, as well as scientific, professional and technical employees. Advertisement is though mostly newspapers, on radio, in trade and professional journals, technical magazines and brochures. Other methods include professional journals, which are read by people with specialized backgrounds and interests.

c. Third Party Methods

19

These include placement offices of schools, colleges and professional association, recruiting firms, management consulting firms, indoctrination seminars for college professors and friends and relatives, voluntary organizations, computer data banks, casual labours or applicant at the gate. Commercial private employment agencies are also widely used.

20

OBJECTIVES OF RECRUITMENT

To assist public and private bodies in social and economic planning to ensure a favorable employment positions.

To ensure employers in selecting suitable workers to full up different types of vacancies

To assist employment seekers in finding the jobs suited to their qualification

To study properly and prepare occupational details useful for students and new entrants in labour market and general public.

To find out alternatives employment to surplus or retrenched.

To advise government on manpower planning and problems including reviewed and re-adjustments of training programmer according to employment market needs.

21

To collect information on employments trend job opportunities and training facilities to the public authorities, employers organization a general public.

SELECTION

I. SELECTION POLICY

Selection is the process by which the qualified persons are chosen from various applicants who have applied for or offered their services for employment. It can be described as a tool in the hands of management to differentiate the qualified and unqualified applicants by various techniques such as interviews, written tests, personnel interviews etc.

While formulating a selection policy, due consideration should be given to organizational requirements as well as technical and professional dimensions of selection procedures. An effective policy must assert the why and what aspects of the organizational objectives.

II. SELECTION PROCESS

22

The Selection process involves a series of steps through which applicants pass. It is a two-way process, where organization selects the employees and applicants select the organization. It is a matching process between the requirement of the job and the attributes of the applicants The Selection process begins when candidates apply for employment and ends with the hiring decisions i.e. beginning with an initial screening interview and concluding with the final employment decision.

III. PROCEDURE FOR EFFECTIVE PERSONNEL SELECTION

FIRST STAGE

Establishing selection policies.

SECOND STAGE - Identifying and choosing selection criteria.

THIRD STAGE

- Gathering information about potential employees.

FOURTH STAGE - Evaluating information and assessing applicants. IV. SELECTION METHODS

23

1. Interviews The most popular and hence the skills of interviewing are important.

2. References.

3. Analysis of candidates (career / life) data.

4. Evaluation of candidates behavior / performance in, group activities.

5. Group Discussion.

6. Work attachments / experience (trail period).

7. Skill testing with task / work simulations e.g. typing, computer programming, brick laying and candidates making presentations etc.

8. Knowledge, aptitude and Psycho- metric tests of various facets of know-how, intelligence and personality. 9. Graphology.

24

One of the most major activity in most of the top multinational Organizations / Soft ware industries / BPO industries is Recruitment. The reason being: -

1. There are large requirements to meet the workload. 2. The attrition rate is very high. 3. Skills required are not easily available.

The quality of Human Resource is of great importance. Thus to ensure a smooth implementation of its plan and policy, a sound recruitment and selection has to be carried out by the personnel department in the organization.

25

ASSESSMENT SCALE

Each attribute can be measured in 5 different parameters:

1 = POOR

2 = FAIR

3 = GOOD

4 = VERY GOOD

5 = EXCELLENT

Other selection methods Work samples Interviews suffer from a basic problem: - When asked what they would do in a particular situation ... candidates give the answer, which they feel the interviewer wants to hear. The work sample technique attempts to overcome this problem by asking candidates to take on mini-jobs in a selection situation. ... Properly designed work samples capture key elements of a real job. Work samples have

26

shown some of the highest validity scores compared to other selection methods, even the smallest companies could employ the simpler forms, such as the following: * A typing test for keyboard skills * role-playing * group decisions * presentations * reports

The most sophisticated of work-sample procedures include 'in-basket tests', sometimes called 'in-tray exercises'. Candidates are given a typical in-tray containing a selection of material such as letters to be answered, reports to be analysed, items to be prioritized, etc. They are given instructions on what to do and a time limit. Standard scoring methods are available.

Performance Based Selection: An overview.

Performance-based selection is a fair, accurate and highly integrated method of attracting and hiring top performing employees each and every time. Performance-based selection leads to increased worker productivity (up to 50 per cent improvement for some positions), which can save companies thousands of dollars time. It in can training also and performance management reduce

recruitment costs by up to 40 per cent per vacancy and reduce turnover by up to 20 per cent.
27

Unlike other recruitment models that rely on what applicants say they can do or what they have done in previous jobs (which may or may not suit the specific needs of the current vacancy), the performance-based selection process asks applicants to prove they can do the work better than every other applicant.

Job applicants perform key components of the actual job and are assessed on their technical skills, ability to solve day-to-day problems and on their overall ability to perform other regular duties of the position. Applicants are rated fairly and accurately, allowing hiring staff to quickly differentiate between those who can perform all aspects of the job and those who only say they can. Performancebased selection allows HR staff and hiring managers to quickly and accurately identify top performers each and every time.

Performance-based selection can be applied to all types and levels of jobs. It has been used to successfully hire clerical, trade, technical, medical, professional, sales, managerial and executive positions. The reason it can be applied to such a large cross-section of jobs is because of the nature of work. Typically, there are three stages of work common to all jobs.

28

The

first

stage or

involves

gathering this

or

being or

given raw

information or raw materials. The second stage involves processing transforming information materials into useful products or services. By processing, we also mean analyzing, modifying or making appropriate decisions. The third stage involves delivery of an outcome, a product or a service. And each workers ability and approach to delivery has a lot to do with how well they perform on the job.

Along the way, of course, there are problems unique to each job and each company. After all, part of a persons ability to perform well on the job is their ability to deal with daily problems and solve the unique distractions, delays and personality conflicts that make each job a challenge.

Performance-based

selection

assesses

short-listed

applicants on how well they can perform the actual duties of a job instead of just asking applicants if they have relevant experience and how well they think they can perform the job. It also evaluates their ability to deal with daily problems and disruptions on the job and ensures they will perform well within a companys corporate culture. The end result is that the top performer gets the job while the best "self-promoter" is free to be hired by your competition.

29

Performance-based selection has many time and costsaving benefits and helps to prevent turnover. It is a simple yet superior step-by-step process that will fill your organization with top performers.

Benefits of performance-based selection Performance-based selection, as the testimonials reveal, has many time and cost-saving benefits and helps to prevent turnover. It is a simple yet superior step-by-step process that will fill your organization with top performers.

30

SUMMARY 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'. To achieve this goal, criteria are used to rate prospective applicants by means of selection techniques, including biographical data, interviews, psychometric tests, group exercises, simulated work samples and even handwriting analysis.

The most definitive form of selection is likely to take place within the context of assessment centres, which involve several assessors and a variety of selection techniques. The 'best-person' or psychometric model has achieved the status of orthodoxy in free market countries. Elsewhere different models of resourcing apply.

For example, in Japan there is a greater concern with personality and background than presumed ability. Recruits are 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 organization.

31

Executive summary Recruitment is creating a pool of candidates best suited for an organization. There is more to it than just sourcing out a list of rightly suited candidates to form a work force.

Recruitment Procedure is all about laying down the approach and procedure on selection process to place the right candidate for the right job.

It is also to ensure the consistency in the rate of success as regards to the quality of candidates to fill manpower plan.

The report entails in it the effective ways of maximizing the benefits of recruitment in an organization. This covers aspects like time management, organization climate, talent search etc.

32

CONVERTING

CAREERS

Chapter 3.

33

Company Profile Converting Careers : About Us

Converting Careers provides a range of HR solutions to its Clients in the Human Resource outsourcing space, which ranges form Recruitment, Training, & Screening.

Converting Careers provides this suite of services through its experts who are qualified & focused in delivery. With our in-depth knowledge of the industry we caters to, the best practices, processes & tailored solution which helps our client to get a better return on their investments.

At Converting Careers we prefer to work with our clients, not as a short-term solution to staffing needs, but rather as an extension of the Management Team, recruiting the talent necessary to meet long term needs.. Our customized client centric HR solutions have helped the client in delivering better results to its end customers.

We take pride in distinguishing ourselves through our knowledge of the industry, our exceptional levels of service and the outstanding results we deliver

34

Services We Offer Our services include customized staffing solutions, which are very specific to its client needs. Our approach is to study the client requirement in detail and provide a staffing solution, which is based on extensive research & proven process delivery capabilities.

All candidates are screened according to your specific job requirements and the prospective candidate's potential & abilities. Reference checks are also done on all candidates and can be made available on request. We furthermore also do credit and background checks, should the position require. We seek to provide excellence in all our dealings both with client and candidate; this will be self-evident as we service your recruitment needs.

Permanent Staff Recruitment Successful organizations need new blood in order to survive and grow. New blood brings not only expertise but also fresh ideas. However the biggest cost to a company in recruiting staff who will contribute to a project is TIME. We have spent the past perfecting the art of recruitment to reduce the time a busy manager has to spend in finding quality staff.

35

Vacancies are different and we offer: Database Search A quick and easy way to access a large pool of talent. Many candidates prefer to apply through a recruitment firm because they perceive the agency to be independent of the client. They use it as a sounding board to express their ambitions and concerns. Their concerns and reasons for applying together with what they are hoping to achieve in a job change are carefully noted and this information correctly used can be the difference between a career move that is satisfactory to both the candidate and the client or a complete waste of time.

Both our reputation and our continuous advertising ensure that many technical and professional staff ask us for assistance when they are seeking a career move. We simply match your requirements with theirs.

We can also arrange for you to receive details of new applicants as they register. The advantage to this approach is that we work on a "No placement - No fee" basis. You may interview as many of our applicants as you like free of charge. There is no charge until the candidate has started working for you.

36

This solution works well when recruiting mainstream technical staff.

Requirement based Press Advertising

Where large numbers of staff are required, or where there is a national shortage of a particular skill or background, the database search may not be suitable and it will be necessary to advertise.

Unfortunately the cost of running an advertising campaign is not simply the cost of the adverts themselves.

An enormous amount of time is spent sifting through the applications in order to identify those candidates suitable to interview and responding to those who are not. Response has to be swift or the best applicants will have received offers elsewhere. The most qualified applicants will usually be working and will prefer to speak outside of office hours.

To catch the best requires trained recruiters available throughout the day, the evenings and weekends, who can identify those who you will want to interview.

37

As part of our service we will write the copy and arrange the design of the advert at cost. It may carry your logo or remain confidential.

Why Us We've would like to become our client's preferred business partner as a result of the following: Save the upfront cost of placing advertisements

where there are no guaranteed results. You can reach many, very talented professionals who are not actively seeking a job. Many of the best people are satisfied with their current positions. While they may not respond to an advertisement they may pursue a position when approached directly with the right opportunity. Save your time by not having to screen hundreds of unqualified resumes. We use technology to the advantage of our clients' business and our own; We provide our client organizations with world class service and high quality candidates; We qualify our candidates to ensure a 100% match to

38

job specifications; We meet and exceed our client's stated recruiting requirements; We believe in building of long-term business relations with our clients; and We add value to your recruiting process in terms of quality, delivery, integrity and placement ratio's. We are focused and efficient in all our dealings, thereby adding real value to the process.

Our Code Of Ethics We respect all confidential information given by our clients. Accurate and true information about all our

candidates can be expected at all times We disclose any information, which we find out about the candidate, which may affect their work. We respect all confidential information given by our clients. Professional conduct with all candidates regardless of race, color, creed, religion, national origin, age, sex,

39

income level, physical handicap or marital status is mandatory.

Vision To be the most dependable bridge between our clients and their customers.

Mission We at Converting Career will strive to: Provide customer care by consistently exceeding

customer expectations through delivering superior, faster, and cost effective solutions. We will endeavor to achieve this in an environment where each team member is caring, efficient and effective.

Core Values Values and Standards of Business Conduct: They subscribe to values and standards of business conduct that they believe are critical to their success. They shall exercise these core values and standards on a daily basis at their workplace. Can do Attitude: They have a high regard for can do attitude.

40

Customer Service: Attaining customer delight by exceeding expectations on all counts is the core mission of their organization. They endeavor to understand the finer details and needs of the client, and believe in delivering and executing absolutely positively, whatever it takes.

Quality : They accept only total quality in all tasks that they perform. They benchmark with the best in whatever they do.

Integrity: They are guided by the highest standards of business ethics.

Accountability: They are accountable to all their stakeholders clients, employees, shareholders and society. They add value to the communities where they work and operate.

41

Performance: They are performance-driven and action-oriented.

Innovation: They aim to provide innovative end-to-end solutions to their clients. They believe GROWTH is through INNOVATION.

Team Spirit & Team Work: They promote a collaborative style of management that brings out the involvement of every employee. They work together.

Sensitivity: They are an equal-opportunity company and they value the diverse backgrounds of their people.

Respect: All levels should strive to command and earn it.

Learning Ability:

42

Learning is an ongoing process. Everyone is provided with an opportunity to learn at all times. Services Our services include customized staffing solutions, which are very specific to its client needs. Our approach is to study the client requirement in detail and provide a staffing solution, which is based on extensive research & proven process delivery capabilities.

All candidates are screened according to your specific job requirements and the prospective candidate's potential & abilities. Reference checks are also done on all candidates and can be made available on request. We furthermore also do credit and background checks, should the position require.

We seek to provide excellence in all our dealings both with client and candidate; this will be self-evident as we service your recruitment needs.

43

RECRUITMENT AND SELECTION : CONVERTING CAREERS

Recruitment And Selection Policy Of The Company

Policy of recruitment and selection of personnel shall be based on the criteria of knowledge, skills, and aptitudes, so as to secure SUPER ARCHIVERS and nurture then to excel in their performance. The company believes in teamwork.

I. Purpose Of Recruitment

Converting Careers provides the various BPOs in Pune the potential employees according to the need of a particular department.

Recruitment for replacement is one of the most important reasons for recruitment. When some employees are promoted or if on some grounds the company has asked some of the employees to quit, or if some employees have voluntarily resigns then Converting Careers recruits

44

employees to replace those who have left the organization on the basis of the above reasons. II. Sources Of Recruitment Of The Company

Converting Careers looks for well-educated and skilled people so that they have a perfect knowledge of the activities that are to be carried out. Since the work in a BPO involves handling of data and working on computers, the staffs that are recruited should possess the basic skill and knowledge of computers.

The Sourcing team works to source suitable candidate keeping in mind employee specification as per process SLAs and cost factor.

Thus the sources from which Converting Careers recruits its employees or staffs are: -

1. Internal: i. Data Bank : The names, addresses, qualification, work experience, contact number & other details are maintained in the Data Bank, so that it provides a ready reference for future hiring.

45

2. External i. Job Portals : Career job sites such as Naukri.com, Monster.com Provides a wide range of candidates for recruitment of candidates of various specializations.

iii. Campus: Tie-ups with various educational Institutions, Colleges etc help us to recruit candidates for different BPOs and different processes such as Voice [Domestic and International] as well as Data [Domestic and International].

iv. Advertisements: Advertisements in national and local newspapers such as The Times of India, The Indian Express, etc also provides us with huge numbers of candidates.

External source forms a very important source for recruiting candidate for Converting Careers.

46

CONVERTING CAREERS RECRUITMENT PROCESS Profiling of

Positions

Advertisement , Walk-in, Job Portals (50%)

Man Power Request to HR. Annexure-I (RRF)

Source Advertisement Employee Reference Campus

% (appx.) 50 20 30

Employee Referrals (20%)

Campus (30%).

Screening of resumes to check eligibility of candidates for the position specified Thought Process, Grammar, framing sentences, Energy level, Body language

Check for

HR Screening

Check for

Extempore Round

Grammar, Math, Comprehension , Logic, Typing speed & Confidence, Sales ability & listening skills, Telephone etiquette, Accent.

Check for

Aptitude Test

Check for

Telephonic Round

Stability check & compensation finalization

Check for

H. R. Final Interview round

Offer letter

47

II. Entry Level For Recruitment

This depends on the needs of a particular department. The HRD Manager, the Manager of the particular Team, the Senior Executive (HR) of the company on a whole decides the entry level for recruitment.

Basic profile of the Candidate

Trainee Executives / Executives: Graduate in any discipline [12+03 years of formal education]. Age: 21- 25 Years. Experience of 0-3 years in customer service / data processing. Good communication skills. Good Keyboard Skills. Basic Computer literacy (MS Office). Willingness to work in Shifts. Willingness to relocate.

48

RECRUITMENT PROCESS OF THE COMPANY :

The Process is as follows:-

The concerned BPO/organization identifies the total number of vacancies.

The HR Department intimates this to the HR Head at the Converting Careers.

The HR Executive examines the various sources of the Manpower i.e. internal sources (Data Bank) and External sources (advertisement, Job Portals & campus interview).

The candidates are invited for the interview at the office of the Converting Careers.

There is a preliminary screening of the applicants, which is done by the HR Executives of the Converting Careers.

Some are rejected and the ones suitable for the job are shortlisted for the next round, which is conducted by the HR Executives of the concerned BPO/organization, which requires employees.
49

Those candidates who are further shortlisted are called for Written Test/Aptitude Test.

Those candidates who are further shortlisted are called for Computer test and telephonic Test.

The candidates who clear all the above rounds are then called for the Final HR Interview wherein the HR Executive of the concerned BPO/organization briefs the candidate about their company policies

10

The selected candidates have to fill up the Application Blank Form along with the Personal Information Form.

11

The Offer Letters are issued to the selected candidates by the HR Executives of the concerned BPO/organization.

12

The final selection and rejection lies in the hands of the HR of the concerned BPO/organization.

13

The selected candidate accepts the offer letter as an acceptance of his job

50

14

The

HR

Executives

of

Converting

Careers

dispatches the list of all the candidates which are being hired by the concerned BPO/organization in order to collect the recruitment fees from the concerned BPO/organization for whom the Converting Careers have recruited the candidates.

51

IV. Selection Process

All candidates will go through a comprehensive selection process consisting of a combination of psychometric tests, aptitude test, subject matter tests, HR and Operations interviews.

The selection process can be broadly described as below:

The Sourcing team member interviews candidates to assess their suitability and Converting Careers fitment. Candidates are determined on their behavioral pattern and suitability for the job.

In some cases, the client may specify that candidates showing a particular behavior pattern may only be selected for the next round in the selection process.

In addition, candidates are required to appear for the respective subject matter tests such as English / Aptitude tests for data processes and Voice & Accent test for voice processes.

A thorough HR interview checks for the fitment of the candidate for the process, which the candidate is being evaluated.
52

Operations interview to check the suitability of the candidate with regard to skills and knowledge for the particular process. In some cases, there may be an interview with the client, if so specified by the client as per of the selection process.

Reference Check

For all new recruits the Sourcing Team will conduct reference checks either in writing or telephonically and register the contents in the personal file of the respective employee. The objective of the reference check is to authenticate the honesty & integrity of the applicant and information provided in the Resume.

Factors considered by the Company while interviewing the candidate: -

TECHNICAL SKILS

COMMUNICATION SKILLS

INTERPERSONAL SKILLS

53

TEAMWORK ABILITY

GENERAL AWARENESS

POTENTIAL FOR GROWTH

POTENTIAL TO DEVELOP OTHERS

SOCIAL ADJUSTMENTS

FREQUENT JOB CHANGES

10

PAST SUCCESS AND FAILURES

11

PERSONALITY

12

INTERGRITY

13

REFERENCES

14

FAMILY CONSTRAINTS

15

MOBILITY
54

16

GROSS INADEQUACY

55

WORKING WITH CONVERTING CAREERS

Converting Careers Culture:

Converting Careers believes in a boundary less environment where information, knowledge and sharing of experience happen as natural process. Converting Careers encourages free exchange of views, opinions, information, feelings etc., across the hierarchy without any limitations of person or position.

Converting Careers fosters challenging, result-oriented and professional environment with stress on teamwork and innovation at all levels.

The HRM Guiding Principle: -

Converting Careers regards Employee Development as an important tool for developing the skills and capabilities of its employees. Although the company will support and provide tools, the primary responsibility for development and job satisfaction will lie with the individual employee.

HRM initiatives: 56

The HRM initiatives aims at building a vibrant and youthful organization where employees enjoy work and are motivated to produce high levels of efficiency learn and excel.

Employee Birthday Celebrations Training Programs Open House Opportunity for expression

EFFECTIVENESS OF RECRUITMENT AND SELECTION

57

Employment planning is an integral part of a firms strategy and H.R planning processes. Each option produces its own set of H.R plans. Current employees may require training, development and coaching before theyre ready to fill new jobs. Going outside requires deciding what recruitment sources to use, among other things.

Like all good plans, management builds employment plans on premises basic assumptions about the future. Forecasting generates these premises.

If youre planning for employment requirements, youll usually need to forecast three things: -

1. Personnel needs 2. The supply of inside candidates 3. The supply of outside candidates.

This basically suggests that recruitment is all about creating an efficient pool of candidates and probably thats how recruitment has always been defined but we should also realize that recruitment is the deciding point of the companys future progress and success.

58

Recruitment decisions can turn out to be worst decisions of a company or it can make the company soar heights.

The purpose of the study of Effective Recruitment tries to entail in it the basic and in fact the most important level of understanding that should be present in all H.R managers when they practice the Recruitment function.

The term Human Resources is variously defined in political economy and economics, where it was traditionally called labour, one of three factors of production. Its use within Corporations continues to define common conceptions of the term.

Modern analysis emphasizes that human beings are not predictable commodity "resources" with definitions totally controlled by contract, but are creative and social beings that make contributions beyond "labour" to a society and to a civilization. The broad term Human Capital has evolved to contain the complexity of this term, and in Macroeconomics the term "firm-specific human capital" has evolved to represent the original meaning of term "human resources".

59

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.

Time Management Major Key In Effective Recruitment:

Any

business

is

very

demanding

nowadays.

The

HR

Departments at the BPOs are recruiting people daily because of the high attrition level. Their job is never done and the quality of the candidates can always be improved upon. Since time is so valuable to Recruiters of the BPOs, managing that time can make or break the success of the business.

With the shortage in the job market today, HR Department at the BPOs sometimes has no assistants to perform supporting chores. Still, there is no limit to the timeconsuming tasks that must be done to keep the business running on a day-to-day basis. Along with that, the HR Department must constantly stay one step ahead of their rival companies. Time efficiency is the key if you want to hire good quality candidates.

60

Just think about all there is to do buying, writing orders, stocking new inventory, inventory control, managing, customer service, training, bookkeeping, housekeeping,

mark downs, opening and closing, etc. How can we do it all? Okay, you can stop holding your breath now. With a strong focus on good time management you will begin to prioritize and become more relaxed with that long list of job descriptions.

Time is a non-renewable resource. Learn to manage it or it will manage you.

Managed your precious time is essential to making the most of each day.

Keys to Better Time Management Include:

1. Have a Plan. 2. Prioritize your work. 3. Take action. 4. Organize your work and complete it.

Stick to your plan and complete the top priority projects. Dont try to squeeze in more projects. This will just frustrate
61

and overwhelm you, making you less effective in the long run.

One must be surprised to see that you are spending too much time on ineffective efforts. By realizing this, you will learn how to plan to work in a more productive way.

RESEARCH METHODOLOGY

62

The very meaning of the word research is search for knowledge Research is a scientific and systematic investigation. It is a search for information on specific topics. This helps in study, observation and comparison of data.

According to Clover and Balsley, Research is defined as the process of systematically obtaining accurate answers to significant and pertinent question by the use of method gathering and interpreting information. scientific

I too gathered data pertaining to recruitment & selection in Converting Careers has conducted a similar Research Methodology. The data collected for this project is collected from reliable sources of the H.R Department.

The objective of this study is to: Collect data for various peak months for recruiting. To study the comparison of short list, rejects & not interested. To study the various sources of recruitments & analyze their success ratio. To study the number of accurate application for the position.
63

Methodology:

The methodology used to complete this project was on the basis of Research Analysis and Practical Exposure in the organization. This is because the understanding of effective recruitments needs a base of theoretical knowledge and its relevancy in organizations.

Finding the Right Candidate for the Right Job has been my main task for the two months at Converting Careers

This data was collected from reports available with the H.R. This information was also collected from various H.R Executives involved in the recruitment process. The data is also collected from the Data Bank, which is available with the HR Executives. Available with the Director of the Converting Careers.

DATA ANALYSIS

64

Q.1 Is

Proper

&

Systematic

Recruitment

Policy

followed by the organization.

Opinion Agree Disagree No Opinion Total

% 72 28 0 100

SYSTEMATIC RECRUITMENT POLICY

28%

0% Agree Disagree No Opinion 72%

Q. 2. Sources of Recruitment:

Sources Internal Manpower

% 18
65

Campus Interview Newspaper Advertisement Any Other Total

16 24 12 100

Sources of Recruitment.

28%

Internal Referrals Campus Interview

50% 22% Newspaper Advertisement

Q.3. Final Authority for Recruitment and Selection:

Postition Manager Executive Supervisor

% 55 35 20
66

Total

100

Final Authority for Recruitment and Selection

18% Manager 50% 32% Executive Supervisor

A)

For Selection of Executives: -

Criteria

Contribution to Recruitment & Selection of Executives [%].

Work Experience Educational Qualification Communication Ability

15% 20% 40%

67

Overall Personality Total

25% 100%

Criterias of Recruitment & Selection of Executives.

25%

15%

Work Experience Educational Qualification 20% Communication Ability Overall Personality

40%

68

B)

For Selection of Supervisors: -

Criteria

Contribution to Recruitment & Selection of Supervisors [%].

Work Experience Educational Qualification Job Profile Overall Personality

08% 08% 06% 02%

Criteria of Recruitment & Selection of Supervisors.

20%

30%

Work Experience Educational Qualification Job Profile

25% 25%

Overall Personality

Q.4. Is

the

selection

procedure

made

clear

or

made

understood to all the candidates.

69

Opinion Agree Disagree Not Sure Total

% 82 13 05 100

Selection Procedure.

5%

Not Sure

13%

Disagree

82%

Agree

0%

20%

40%

60%

80%

100%

70

Q.5.

Number of candidate selected (hired) during the

months of June 2006 and July 2006?

Number of candidate selected

Name of Dept. International [Voice] International [Data] Domestic [Voice] IT Software Total

June 2006 48 32 40 14 134

July 2006 54 31 52 10 147

Distribution Of Candidates selected in the months of June 06 & July 06.

IT Software Domestic [Voice] International [Data] International [Voice] 0 10 20 30 40 31 32 48 50 54 60 10 14 40 52 July 2006 June 2006

No of candidates.

71

Q.6

Systematic Recruitment & Selection process

helps the Organization

Opinion Yes No Cant say Total

% 78 13 09 100

SYSTEMATIC RECRUITMENT PROCESS

78 80 60 40 20 0 YES 13 9 YES NO CANNOT SAY

NO

CANNOT SAY

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SUGGESTIONS AND RECOMMENDATIONS

The process as mentioned is quite modern & systematic in approach. But however efficient the process there is always room for more improvement.

The candidates mostly come through advertisements such as newspapers, naukri.com, thus, the organization should focus more on own sources, such as their own site where candidates can apply directly.

The other areas are:

The application form should be standardized, making it easier for the members of the selection team to ensure that relevant data is captured & documented not just for selection but all through out the career of the individual in that organization.

Resumes should be compulsorily uploaded on the company site, in a given format, which needs to be designed by the organization. This would surely save time of the executive & would speed the process.

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A system should be designed on the company site, which acknowledges/ sends an auto reply as the receipt of resume. This process of screening is done manually according to specific instructions given in the job description. This is a long process to screen the resume & then segregate or short listed, rejected or hold. This is tedious task.

Once the resume is uploaded on company site, there should be a facility to screen resumes online & provide a feedback immediately selecting options, short-listed, rejected or hold. This enables the employee to select only relevant data as per requirement.

Resumes/CVs received as part of the selection process may be captured, segregated & stored for at least a period of 06 months to avoid time/cost duplication on near future requirements.

The process if fully computerized fully can be faster. Data should be stored only for a particular period of time. It should not be kept for more than a stipulated time of 68months.

74

The question paper & answers should be objective & not subjective which probably would have multiple answers. Only the right answer is corrected. The question paper should be set by a group of managers or outsourced to another organization that specializes in these areas.

Incase candidates are telephonically interviewed; it should be more of video conference call where the candidate is seen while the course of interview. This ensures that the panel is talking to the right candidate & all his actions are monitored.

With growing competition, it is important to hasten the recruitment & selection process. It should be effective & short so that the head count is met faster. It also ensures that the candidate joins the organization in the given time. He also looks forward to be a part of a fast moving group.

They should create their own jobs portals & advertise on the same. This could be a permanent way of getting resumes. Job advertisements could be posted regularly. This would ensure a steady flow of resumes directly to the organization. This saves cost, the continuous follow-up for renewal of the contract etc.

75

The selection process should be systematic so as to selecting the right candidate. This ensures lesser attrition rate & stability of the employee in the organization. Over & above all care should be taken of the employees so as to retain them for a longer time.

The greatest challenge faced by the organizations especially IT & BPOs are to find people who can cope with the speed of change. I come across the organizations that are in need of committed people but do not realize that one has to adopt a very intense hiring process to achieve that. While most IT organizations go in for quick hiring at the beginning of a project, the secret of engendering commitment lies in enhancing the effectiveness of the recruitment process.

The most important factors that go into effective hiring are:

Spend time in hiring Insist that line managers get very deeply involved & commit time in recruitment. Dont shy away from finding out very minor details about the candidate, his job, family, etc.

76

Setting up selection parameters around a companies stated values is the first step towards putting a good hiring policy in place. Ignoring this aspect would certainly prove detrimental in getting good candidates. Value mismatch is the most common reason for the failure of most senior hires.

Hence fixing the care values is the best policy. This is not a quick- fix task though it takes time to get a clear measure of ones value & belief systems.

These suggestions and recommendations are conclusions of the theoretical knowledge and the practical exposure received in the organization.

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Appendices
Questionnaire A : 1. What are the steps followed in the Recruitment

Process? ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ 2. What are the steps involved in recruiting people

for unskilled or semi-skilled jobs? ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ 3. What are the steps involved in recruiting for

managerial recruitment? ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ 4. What are the main objectives while recruiting

fresh candidates?
78

___________________________________________________________ ___________________________________________________________ ___________________________________________________________ 5. What are the objectives while recruiting undergraduates? ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ 6. a. To what extent are the following recruitment Data Bank.

sources utilized in your organization. ___________________________________________________________ b. Advertisement.

___________________________________________________________ c. Job Portals.

___________________________________________________________ d. Campus.

___________________________________________________________ 7. Whether managers are involved in manpower

planning & recruitment? Who are the interviewers? ___________________________________________________________

79

___________________________________________________________ ___________________________________________________________ 8. What are the criteria to select the candidates?

What are the methods of selection? ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ 9. What are the steps the candidates has to undergo

in selection process? ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ 10. Are scientific techniques used for finding out the

capabilities & attitudes of the candidates? __________________________________________________________ __________________________________________________________ __________________________________________________________ 11. the actual causes of recruitment that are restricted to a budget cost? __________________________________________________________ How are the final decisions initiated? Which are

80

__________________________________________________________ __________________________________________________________

12.

Is the manpower planning identified well in

advance? __________________________________________________________ __________________________________________________________ __________________________________________________________ 13. What are the steps involved in manpower planning

Process? __________________________________________________________ __________________________________________________________ __________________________________________________________ 14. Do you have specific planning process?

__________________________________________________________ __________________________________________________________ __________________________________________________________ 15. How are financial packages negotiated? Who

finalizes them? __________________________________________________________ __________________________________________________________

81

__________________________________________________________ 16. Are the line managers participating in the staff

Selection trained for interviewing techniques? __________________________________________________________ __________________________________________________________ __________________________________________________________ 17. What are the steps in selection which the candidates has to undergo? __________________________________________________________ __________________________________________________________ __________________________________________________________ 18. Are scientific techniques used to identify the capabilities & attitudes of the candidates? Are these techniques useful to identify the right person for the right job? __________________________________________________________ __________________________________________________________ __________________________________________________________ 19. What are the sources of recruitment used by your organization? __________________________________________________________

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__________________________________________________________ __________________________________________________________

Questionnaire B : 1. How do you come to know about the vacancy?

__________________________________________________________ __________________________________________________________ __________________________________________________________ 2. you? __________________________________________________________ __________________________________________________________ __________________________________________________________ 3. How much time was required for every procedure? What are the steps of recruitment followed by

__________________________________________________________ __________________________________________________________ __________________________________________________________

83

4.

Whether the time consumed is too lengthy or

adequate? __________________________________________________________ __________________________________________________________ __________________________________________________________ 5. why? __________________________________________________________ __________________________________________________________ __________________________________________________________ 6. In how many days have you received the reply from the company? __________________________________________________________ __________________________________________________________ __________________________________________________________ 7. a. Written 8. What was the medium of reply from the company? b. Telephonic When did you get the appointment letter? Which procedure according to you is crucial &

__________________________________________________________ __________________________________________________________ __________________________________________________________

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9.

How

was

your

overall

experience

with

the

recruitment & selection procedure? __________________________________________________________ __________________________________________________________ __________________________________________________________ 10. right job? __________________________________________________________ __________________________________________________________ __________________________________________________________ 11. Do you think that Converting Careers recruit the right person for the right job? __________________________________________________________ __________________________________________________________ __________________________________________________________ Do you think that you are the right person for the

85

Review of Literature Books: 1) Personnel Management - C. B. Momoria 2) Personnel Management And Industrial Relations - B.P. Singh 3) Principles And Practices of Management - T.N. Chhabra

86

Websites: 1) www.google.com 2) www.hrmgurus.com

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