A PROJECT REPORT
ENTITLED
“RECRUITMENT AND BUSINESS DEVELOPMENT”
FOR
REDROOF BUSINESS SOLUTIONS
UNDER THE GUIDANCE OF
SAGAR.BRAHME
CEO
IN PARTIAL FULFILMENT OF THE
REQUIREMENT OF
THE MASTER OF MANAGEMENT STUDIES PROGRAM
(BATCH 2009 -11)
SUBMITTED TO
GURU NANAK INSTITUTE OF MANAGEMENT STUDIES
MATUNGA, MUMBAI.
SUBMITTED BY
RITU RAJENDRA SHARMA
MMS (2009-2011)
1
ACKNOWLEDGEMENTS
I, Ritu Rajendra Sharma, a student of Guru Nanak Institute of
Management Studies, would like to take this opportunity to express
my sincere thanks to all those who extended their whole-hearted
and unreserved help at Redroof business Solutions throughout this
project for the month of June and July 2010and enabled me to give
the project its present shape.
I would like to thank my guide, Mr. Sagar Brahme, CEO, who
provided me with all the relevant information and know-how that
was indispensable for the completion of the project. and the
autonomy to achieve my objectives during my tenure in the
organization. It was a pleasure to have him as my guide.
I am extremely grateful to Mr. Sagar Brahme, CEO and all the
employees of Redroof Business Solutions especially Miss. Hema
Sagare, Mr.Siddharth Sawant, Miss.Soumya Shrivastava who
have been extremely cooperative and helpful to me during my
tenure of two months in the company.
Lastly I would like to thank God, my parents, colleagues and
friends for their continuous support.
Ritu Rajendra Sharma
2
CERTIFICATE OF APPROVAL
This is to certify that the project title “Recruitment and
Business Development” is approved to be creditable study
which has been successfully completed by Ritu Rajendra
Sharma in partial fulfilment of the requirement for the award
of Master’s Degree in Management Studies to the Mumbai
University has been carried out under my guidance The
entire project is based on the original study in the academic
year 2010.
Under my guidance this project has been completed
and it shall not be used for any other purpose other than the
purpose for which the project was assigned.
Mr. Sagar Brahme
Date: 29/07/2010
Place: Mumbai
CEO
Redroof Business Solutions
3
DECLARATION
I hereby declare that the project work entitled “Recruitment and
Business Development” submitted to the GURU NANAK
INSTITUTE OF MANAGEMENT STUDIES, is a record of an
Original work done by me under the guidance of MR. SAGAR
BRAHME ( CEO HR DEPT.) REDROOF BUSINESS
SOLUTIONS and this project work is submitted in the partial
fulfilment of the requirements for the award of the degree of
master of management studies. The results embodied in this
thesis have not been submitted to any other university or institute
for the award of any degree or diploma.
Date: 29/07/2010
Place: Mumbai
Ritu Rajendra Sharma
4
TABLE OF CONTENTS
SR. NO.
1
1.1
1.2
2
2.1
2.2
2.3
2.4
3
3.1
3.2
3.3
4
4.1
4.2
DESCRIPTION
PAGE NO.
CHAPTER 1
EXECUTIVE SUMMARY
INTRODUCTION TO REDROOF BUSINESS SOLUTIONS.
6-7
COMPANY PROFILE
SERVICES
7-8
9-10
CHAPTER 2
LITERATURE REVIEW OF RECRUITMENT
INTRODUCTION TO RECRUITMENT
RECRUITMENT PROCESS
SOURCES OF MANAGERIAL RECRUITMENT
RECRUITMENT IN REDROOF
11-15
16-21
22-30
30-33
CHAPTER 3
LITERATURE REVIEW OF SELECTION
INTRODUCTION TO SELECTION
SELECTION PROCESS
PROBLEMS IN SELECTION
33-34
34-50
50-51
CHAPTER 4
BUSINESS DEVELOPMENT
INTRODUCTION TO BUSINESS DEVELOPMENT
BUSINESS DEVELOPMENT IN REDROOF
51-53
53-54
CHAPTER 5
RESEARCH METHODOLOGY
4
5.1
SCOPE OF THE STUDY
55-57
5.2
SURVEY QUESTIONNAIRE
57-60
5.3
CONCLUSIONS
60-61
BIBLOGRAPHY
62-63
5
EXECUTIVE SUMMARY
Today, in every organisation personnel planning as an activity
is necessary. It is an importan t part of an organisation. Human
Resource Planning is a vital ingredien t for the success of the
organisation in the long run. There are certain ways that are to b e
followed by every organisation, which ensures that it has right
number and kind of people, at the right place and right time, so that
organisation can achieve its planned objective.
The objectives of Human Resource Department are Human
Resource
Planning ,
Development,
Career
Recruitmen t
planning,
and
Selection,
Transfer
and
Trainin g
and
Promotion,
Risk
Management, Performance Appraisal and so on. Each objective
needs special atten tion and proper planning and implementation.
For every organisation it is im portan t to have a right person
on a rig ht job. Recruitment and Selection plays a vital role in this
situation. Shortage of skills an d the use of new technology are
putting considerable pressure on how employers go about Recruiting
and Selecting staff. It i s recommended to carry out a strategi c
analysis of Recruitment and Selection procedure.
With referen ce to this context, this project is been prepared
to put a lig ht on Recruitment and Selection process. This project
includes Meaning an d Definition of Recr uitment and Selection, Need
and Purpose of Recruitment, Evaluation of Recruitment P rocess,
6
Recruitment
Tips.
Sources
of
Recruitment
through
which
an
Organisation gets suitable application. Scientific Recruitment and
Selection, which an Organisation should follow for, right manpower.
Job Analysis, which gives an idea about the requirement of the job.
Next is Selection process, which includes steps of Selection, Types
of Test, Types of In terview, Common Interview
Problems and their Solutions. Approaches to Selection, Scientific
Selection Policy, Selection in India and problems.
Recruitment and Selection are simultaneous process and are
incomplete without each other. They are important components of
the organisation and are different from each other. Since a ll the
aspect needs practical example and explanation this project includes
Recruitment and selection Process of Infosys. And a practical case
study. It also contains addresses of various and top placement
consultants and the pricelist of advertisements in the magazine.
CHAPTER 1.
INTRODUCTION TO COMPANY
INTRODUCTION
7
COMPANY PROFILE
Redroof is a rapid growing company which deals its interests into Manpower,
Healthcare, Hospitality & Travel Services. In addition, the Manpower sector,
spanning its first step in the global market. Redroof is also actively engaged in the
areas of Manpower supply & Hospitality with Community-Based Programs under
its Foundation wing, reaffirming its grass root presence as change agents of
society in the field of Corporate Social Responsibility. A out-and-out division of
Redroof is managed by experienced professionals, oversees and manages its
service across India.
With its venture into the Manpower sector, Redroof has established itself as a
pioneer in the well provided service in the areas of the country. Among the
pioneers to visualize the clients Growth, the group realized the potential needs of
a rapidly developing economy, particularly in the area of Manpower &
Hospitality service. One of the challenges facing the fast paced economic
development in India is to provide world-class service which will further boost
the growth and provide people with a better quality of life.
Going ahead, Redroof will enthusiastically seek opportunities in foundation areas
of the Hospitality development including Healthcare & Transportation
Development. All these would be driven by a ambitious path of translating the
visualization of the Redroof by building well maintained organizations that make
a difference to society through foundation of value.
We have structured our organization to give clients what they need, when they
need it, and built in ways to uncover new efficiency opportunities for them before
8
they realize it themselves. Redroof is rising ahead, building on its achievements
and exploring newer avenues for expansion.
SERVICES
Redroof is working so far in field of Manpower Supply, by providing talented
and skill full employees in numerous industries like Banking, Airlines,
commercial and noncommercial areas comprise as :
Placements
Hospitality
Import/Export
Insurance Consulting
PLACEMENT
We are providing manpower supply services for constructions, industrials, hotels,
insurance, corporate, information technology and various technological fields.
HOSPITALITY
Redroof is enthusiastic for serving the Indian Hospitality sector the best quality
services. The company has well experienced professionals in its group who has
been conceptualized to offer niche area consultancy services to guide
entrepreneurs, who are seeking to enter the wide area of hospitality, entertainment
and food service businesses. The quest to serve the hotel industry with the best
9
and most competitively priced goods has led us to explore the world market
thoroughly. The group has a dedicated team for each step of hotel operations,
from conceptualizing, development, advertising, promotion and on site
coordination.
IMPORT/EXPORT
We are the leading Import Export Advisor & Consultant, custom clearance etc.
INSURANCE
Life is a roller coaster ride and is full of twists and turns. You cannot take
anything for granted in life. On the one hand, human life is subject to various
risks—risk of death or disability due to natural or accidental causes. On the other
hand, property owned by man is exposed to various hazards, natural and manmade.
Risk has the element of unpredictability. Death/disability or loss/damage could
occur at anytime. Losses can be mitigated through insurance.
Insurance policy helps in not only mitigating risks but also provides a financial
cushion against adverse financial burdens suffered. Do you spend a lot of time on
your company's insurances? Would you prefer to spend more time doing other
things? If so, we've got a suggestion: leave your insurance work to us.
10
CHAPTER 2.
LITERATURE REVIEW OF
Recruitment
Recruitment and Selection
Recruitment and selection are two of the most important
functions of personnel management. Recruitment precedes selection
and helps in selecting a right candidate.
Recruitment is a process to discover the sources of
manpower to meet the requirement of the staffing schedule and
to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of efficient
personnel.
Staffing
is
one
basic
function
of
management.
All
managers have responsibility of staffing function by selecting
the chief executive and even the foremen and supervisors have
a staffing responsibility when they select the rank and file
workers. However, the per sonnel manager and his personnel
department is mainly concerned with the staffing function.
Every organisation needs to look after recruitment and
selection in the initial period and thereafter as and when
11
additional
manpower
is
required
due
to
expansion
and
development of business activities.
‘Right person for the right job’ is the basic principle in recruitment
and selection. Ever organisation should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally
important and essential for the orderly working of an enterprise. Every
business organisation/unit needs manpower for carrying different business
activities smoothly and efficiently and for this recruitment and selection of
suitable candidates are essential. Human resource management in an
organisation will not be possible if unsuitable persons are selected and
employment in a business unit.
MEANING:
RECRUITMENT
Recruitment means to estimate the available vacancies and to
make suitable arrangements for their selection and appointment.
Recruitment is understood as the process of searching for and
obtaining applicants for the jobs, from among whom the right
people can be selected.
A formal definition states, “It is the process of finding and
attracting capable applicants for the employment. The process
begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from whi ch new
employees are selected”. In this, the available vacancies are given
wide publicit y and suitable candidates are encouraged to submit
applications so as to have a pool of eligible candidates for scientific
selection.
In recruitment, information is col lected from interested
candidates.
For
this
different
source
such
as
newspaper
12
advertisement, employment exchanges, internal promotion, etc.are
used.
In
the
recruitment,
a
pool
of
eligible
and
interested
candidates is created for selection of most suitabl e candidates.
Recruitment represents the first contact that a company makes with
potential employees
Definition:
According to EDWIN FLIPPO,”Recruitment is the process of
searching for prospective employees and stimulating them to appl y
for jobs in the organization.”
Need for recruitment:
The need for recruitment may be due to the following reasons /
situation:
a) Vacancies due to promotions, transfer, reti rement, termination,
permanent disabilit y, death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and
diversification
of
business
activities
of
an
enterprise.
In
addition, new vacancies are possible due to job specification.
Purpose and importance of Recruitment:
1. Determine
the
present
and
future
requirements
of
the
organization on conjunction with its personnel -planning and
job anal ysis activities.
2. Increase the pool of job candidates at minimum cost.
13
3. Help increase the success rate of the selection process by
reducing
the
number
of
visibl y
under
qualified
or
overqualified job applicants.
4. Help reduce the probabilit y that job applicants, once recruited
and selected, will leave the organization onl y after a short
period of time.
5. Meet the organization’s legal and social obligations regarding
the composition of its work force.
6. Begin identifying and preparing potential job applicants who
will be appropriate candidates.
7. Increase organizational and individual effectiveness in the
short term and long term.
8. Evaluate the effectiveness of various recruiting techniques
and sources for all t ypes of job applicants.
Recruitment is a positive function in which publicit y is given
to the jobs available in the organization and interested c andidates
are encouraged to submit applications for the purpose of selection.
Recruitment represents the first contact that a company makes
with potential employees. It is through recruitment that many
individuals will come to know a company, and eventual l y decided
whether they wish to work for it. A well -planned and well -managed
recruiting effort will result in high qualit y applicants, whereas, a
haphazard and piecemeal efforts will result in mediocre ones.
14
Unscientific Recruitment and Selection:
Previousl y, the selection of candidates was influenced by
superstitions, beliefs, personal prejudices of managers looking after
the recruitment and selection of the staff.
The net result of such unscientific recruitment and selection are:
(a) Low productivit y of labour
(b) High turnover
(c) Excessive wastage of raw materials
(d) More accidents and corresponding loss to the organization
(e) Inefficient working of the whole organization and finall y
(f) Ineffective executive of training and management development
programs
Scientific recruitment and selection
The importance of selection recruitment and selection of staff
is now accepted in the business world. Selection is important as it
has its impact on work performance and employee cost. As result
scientific methods of recruitment and selection are extensively for
the selection of managers and the supervisory staff. The assistance
of
experts
such
as
industrial
psychologist
and
management
consultants are also taken for the purpose of scientific selection. As
a result, the objective of “right man for the right job” is achieved in
many organizations. Moreover, “right job” is the basic principle in
manpower procurement.
15
RECRUITMENT PROCESS
Recruitment refers to the process of identifying and attracting
job seekers so as to build a pool of qualified job applicants. The
process comprises five interrelated stages, viz,
1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control .
The ideal recruitment programme is the one that attracts a
relativel y larger number of qualified applicants who will survive
the screening process and accept positions with the organisation,
when offered. Recruitment programmes can miss the ideal in many
ways i.e. by failing to attract an adequate applicant pool, by
under/over selling the organisation or by inadequate screening
applicants before they enter the selection process. Thus, to
approach the ideal, individuals responsible for the recruitment
process must know how many and what t ypes of employees are
needed, where and how to look for the individuals with the
appropriate qualifications and interests, what inducement to use for
various t ypes of applicants groups, how to distinguish applicants
who are qualified from those who have a reasonable chance of
success and how to evaluate their work.
STAGE 1:
RECRUITMENT PLANNING:
The first stage in the recruitment process is planning.
Planning involves the translation of likel y job vacancies and
16
information about the nature of these jobs into set of objectives or
targets that specify the (1) Numbers and (2) Types of applicants to
be contacted.
Numbers of contact:
Organization, nearl y always, plan to attract more applicants than
they will hire. Som e of those contacted will be uninterested,
unqualified or both. Each time
a recruitment
Programme is
contemplated, one task is to estimate the number of applicants
necessary to fill all vacancies with the qualified people.
Types of contacts:
It is basicall y concerned with the t ypes of people to be informed
about job openings. The t ype of people depends on the tasks and
responsibilities involved and the qualifications and experience
expected. These details are available through job description and
job specification.
STAGE 2:
STRATEGY DEVELOPMENT:
When it is estimated that what t ypes of recruitment and how
many are required then one has concentrate in (1). Make or Buy
employees. (2). Technological sophistication of recruitment and
selection devices. (3). Geographical distribution of labour markets
comprising job seekers. (4). Sources of recruitment. (5). Sequencing
the activities in the recruitment process.
‘Make’ or ‘Buy’:
Organisation
must
decide
whether
to
hire
le
skilled
employees and invest on traini ng and education programmes, or
17
they can hire skilled labour and professional. Essentiall y, this is the
‘make’ or ‘buy’ decision. Organizations, which hire skilled and
professionals shall have to pay more for these employees.
Technological Sophistication:
The second decision in strategy development relates to the
methods used in recruitment and selection. This decision is mainl y
influenced by the available technology. The advent of computers
has
made
international
it
possible
applicant
for
employers
qualification.
to
scan
Although
national
and
impersonal,
computers have given employers and ob seekers a wider scope of
options in the initial screening stage.
Where to look:
In order to reduce the costs, organisations look in to labour
markets most likel y to offer the required job seekers. Generall y,
companies look in to the national market for managerial and
professional employees, regional or local markets for technical
employees and local markets for the clerical and blue -collar
employees.
When to look:
An effective recruiting strategy must determine when to look decide on the timings of events besides knowing where and how to
look for job applicants .
18
STAGE 3:
SEARCHNG:
Once a recruitment plan and strategy are worked out, the
search process can begin. Search involves two steps
A). Source activation and
B). S elling.
A). SOURCE ACTIVATION:
Typicall y, sources and search methods are activated by the
issuance of an emplo yee requisition. This means that no actual
recruiting takes place until lone managers have verified that
vacancy does exist or will exist.
If the organisation has planned well and done a good job of
developing its sources and search methods, activation soon results
in a flood of applications and/or resumes.
The application received must be screened. Those who pass
have to be contacted an d invited for interview. Unsuccessful
applicants must be sent letter of regret.
B). SELLING:
A second issue to be addressed in the searching process
concerns communications. Here, organisation walks tightrope. On
one hand, they want to do whatever the y can to attract desirable
applicants. On the other hand, they must resist the temptation of
overselling their virtues.
In selling the organisation, both the message and the media
deserve attention. Message refers to the employment advertisement.
With regards to media, it may be stated that effectiveness of an y
19
recruiting message depends on the media. Media are several -some
have low credibilit y, while others enjoy high credibilit y. Selection
of medium or media needs to be done with a lot of care.
STEP 4:
SCREENING:
Screening of applicants can be regarded as an integral part of
the recruiting process, though many view it as the first step in the
selection process. Even the definition on recruitment, we quoted in
the beginning of this chapter, excludes screening from i ts scope.
However, we have included screening in recruitment for valid
reasons. The selection process will begin after the applications have
been
scrutinized
and
short -listed.
Hiring
of
professors
in
a
universit y is a t ypical situation. Application receive d in response to
advertisements is screened and onl y eligible applicants are called
for an interview. A selection committee comprising the Vice chancellor, Registrar and subject experts conducts interview. Here,
the recruitment process extends up to screen ing the applications.
The selection process commences onl y later.
Purpose of screening
The purpose of screening is to remove from the recruitment
process, at an early stage, those applicants who are visibl y
unqualified for the job. Effective screening c an save a great deal of
time and money. Care must be exercised, however, to assure that
potentiall y good employees are not rejected without justification.
In screening, clear job specifications are invaluable. It is both
good practice and a legal necessit y that applicant’s qualification is
20
judged on the basis of their knowledge, skills, abilities and interest
required to do the job.
The techniques used to screen applicants vary depending on
the candidate sources and recruiting methods used. Interview and
application blanks may be used to screen walk -ins. Campus
recruiters and agency representatives use interviews and resumes.
Reference checks are also useful in screening.
STAGE 5:
EVALUATION AND CONTROL:
Evaluation and control is necessary as considerable costs are
incurred in the recruitment process. The costs generall y incurred
are: 1. Salaries for recruiters.
2. Management and professional time spent on preparing job
description, job specifications, advertisements, agency liaison
and so forth.
3. The cost of ad vertisements or other recruitment methods, that is,
agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain
unfilled.
6. Cost
of
recruiting unsuitable
candidates for the selection
process.
21
SOURCES OF MANAGERIAL RECRUITMENT
INTERNAL SOURCES
EXTERNAL SOURCES
1) Promotion
1) Campus recruitment
2) Transfers
2) Press advertisement
3) Internal notification
3) Management consultancy service
(Advertisement)
& private employment exchanges
4) Retirement
4) Deputation of personnel or transfer
from one enterprise to another
5) Recall
5) Management training schemes
6) Former employees
6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sources
The sources of recruitment can be broadly categorized into
internal and external sources (I) Internal
Recruitment
–
Internal
recruitment
seeks
applicants for positions from within the company. The various
internal sources include 
 Promotions and Transfers –
Promotion is an effective means using job posting and personnel
records. Job posting requires notifying vacant positions by
22
posting notices, circulating publications or announcing at staff
meetings and inviting employees to appl y. Personnel records
help discover employees who are doing jobs below their
educational qualifications or skill levels. Promotions has many
advantages like it is good public relations, builds morale,
encourages competent individuals who are ambitious, improves
the probabilit y of good selection since information on the
individual’s performance is readil y available, is cheaper than
going outside to recruit, those chosen internall y are familiar
with the organization thus reducing the orientation time and
energy and also acts as a training device for developing middle level and top -level managers. However, promotions restrict the f
ield of selectio n preventing fresh blood & ideas from entering
the organization. It also leads to inbreeding in the organization.
Transfers are also important in providing employees with a
broad-based view of the organization, necessary for future
promotions.
 Employee referralsEmployees
can
develop
good
prospects
for
their
families and friends by acquainting them with the advantages of
a job with the company, furnishing them with introduction and
encouraging them to appl y. This is a very effective means as
many qualified people can be reached at a very low cost to the
company.
The other advantages are that the employees would
bring onl y those referrals that they feel would be able to fit in
the
organization
based
on
their
own
experience.
The
organization can be assured of the reliabilit y and the character
of the referrals. In this way, the organization can also fulfill
social obligations and create goodwill.
23
 Former EmployeesThese include retired employees who are willing to work
on a part -time basis, individuals who left work and are willing to
come back for higher compensations. Even retrenched employees
are taken up once again. The advantage here is that the people
are already known to the organization and there is no need to
find out their past performance and character. Also, there is no
need of an orientation programme for them, since they are
familiar with the organization.
 Dependents of deceased employees Usuall y, banks follow this policy. If an employee dies,
his / her spouse or son or daughter is recruited in their place.
This is usuall y an effective way to fulfill social obligation and
create goodwill.
 Recalls: When management faces a problem, which can be solved onl y by
a manager who has proceeded on long leave, it may de decided
to recall that persons after the problem is solved, his leave may
be extended.
 Retirements: At times, management may not find suitable candidates in place
of the one who had retired, after meritorious service. Under the
circumstances, managem ent may decide to call retired managers
with new extension.
24
 Internal notification (advertisement) : Sometimes, management issues an internal notification for the
benefit of existing employees. Most employees know from their
own experience about the requirement of the job and what sort of
person the company is looking for. Often employees have friends
or acquaintances who meet these requirements. Suitable persons
are appointed at the vacant posts.
(II) External Recruitment
–
External
recruitment
seek s
applicants for positions from sources outside the company. They
have outnumbered the internal methods. The various external
sources include
 Professional or Trade Associations : Many associations provide placement service to it s
members.
It
consists of compiling job seeker’s lists and
providing
access
to
members
during
regional
or
national
conventions. Also, the publications of these associations carry
classified advertisements from employers interested in recruiting
their members. These are particularl y useful for attracting highl y
educated, experienced or skilled personnel. Also, the recruiters
can zero on in specific job seekers, especiall y for hard -to-fill
technical posts.
 Advertisements :It is a popular method of seeking recruits, as many
recruiters prefer advertisements because of their wide reach.
Want ads describe the job benefits, identify the employer and
25
tell those interested how to appl y. Newspaper is the most
common
medium
but
for
highl y
specialized
recruits,
advertisements may be placed in professional or business
journals.
Advertisements must contain proper information like
the
job
content,
compensation
working
inclu ding
conditions,
fringe
benefits,
location
job
of
job,
specifications,
growth aspects, etc. The advertisement has to sell the idea that
the company and job are perfect for the candidate. Recruitment
advertisements can also serve as corporate advertisements to
build company’ image. It also cost effective.
 Employment Exchanges:Employment Exchanges have been set up all over the
country in deference to the provision of the Employm ent
Exchanges (Compulsory Notification of Vacancies) Act, 1959.
The Act applies to all industria l establishments having 25
workers or more each. The Act requires all the industrial
establishments to notify the vacancies before they are filled. The
major functions of the exchanges are to increase the pool of
possible applicants and to do the prelimina ry screening. Thus,
employment exchanges act as a link between the employers and
the prospective employees. These offices are particularl y useful
to in recruiting blue-collar, white collar and technical workers.
 Campus Recruitments:Colleges, universities, research laboratories, sports
fields and institutes are fertile ground for recruiters, particularl y
the
institutes.
Campus
Recruitment
is
going
global
with
companies like HLL, Citibank, HCL -HP, ANZ Grindlays, L&T,
Motorola
and
Reliance
looking
for
global
markets.
Some
companies recruit a given number of candidates from these
26
institutes every year. Campus recruitment is so much sought
after that each college; universit y department or institute will
have a placement officer to handl e recruitment functions.
However, it is often an expensive process, even if recruiting
process produces job offers and acceptances eventuall y. A
majorit y leave the organization within the first five years of
their employment. Yet, it is a major source of r ecruitment for
prestigious companies.
 Walk-ins, Write-ins and Talk-insThe most common and least expensive approach for
candidates is direct applications, in which job seekers submit
unsolicited application letters or resumes. Direct applications
can also provide a pool of potential employees to meet future
needs. From employees’ viewpoint, walk -ins are preferable as
they are free from the hassles associated with other methods of
recruitment. While direct applications are particularl y effective
in
filling
entry-level
and
unskilled
vacancies,
some
organizations compile pools of potential employees from direct
applications for skilled positions. Write-ins are those who send
written enquiries. These jobseekers are asked to complete
application forms for further processing. Talk-ins involves the
job aspirants meeting the recruiter (on an appropriated date) for
detailed talks. No application is required to be submitted to the
recruiter.
 Contractors:They are used to recruit casual workers. The names of
the workers are not entered in the company records and, to this
extent;
difficulties
experienced
in
maintaining
permanent
workers are avoided.
27
 Consultants:They are in the profession for recruiting and selecting
managerial and executive personnel. They are useful as they
have nationwide contacts and lend professionalism to the hiring
process. They also keep prospective employer and employee
anonymous. However, the cost can be a deterrent factor.
 Head Hunters:They are useful in specialized and skilled candidate
working in a particular company. An agent is sent to represent
the recruiting company and offer is made to the candidate. This
is a useful source when both the companies involved are in the
same field, and the employee is reluctant to take the offer since
he fears, that his company is testing his loyalt y.
 Radio, Television and Internet: Radio and television are used to reach certain t ypes
of job applicants such as skilled workers. Radio and television
are used but sparingly, and that too, by g overnment departments
onl y. Companies in the private sector are hesitant to use the
media because of high costs and also because they fear that such
advertising will make the companies look desperate and damage
their conservative image. However, there is n othing inherentl y
desperate about using radio and television. It depends upon what
is said and how it is delivered. Internet is becoming a popular
option for recruitment today. There are specialized sites like
naukri.com. Also, websites of companies have a separate section
wherein; aspirants can submit their resumes and applications.
This provides a wider reach.
28
 Competitors:This method is popularly known as “poaching” or
“raiding” which involves identifying the right people in rival
companies, offering them better terms and luring them away. For
instance, several executives of HMT left to join Titan Watch
Company. There are legal and ethical issues involved in raiding
rival firms for potential candidates. From the legal point of
view, an employee is expected to join a new organization onl y
after obtaining a ‘no objection certificate’ from his/ her present
employer. Violating this requirement shall bind the employee to
pay a few months’ salary to his/ her present employer as a
punishment. However, there are many ethical issues attached to
it.
 Mergers and Acquisitions:When organizations combine, they have a pool of
employees, out of whom some may not be necessary any longer.
As a result, the new organization has, in effect, a pool of
qualified job applicants. As a result, new jobs may be created.
Both new and old jobs may be readil y staffed by drawing the
best-qualified applicants from this employee pool. This method
facilitates the immediate implementation of an o rganization’s
strategic plan. It enables an organization to pursue a business
plan, However, the need to displace employees and to integrate a
large number of them rather quickl y into a new organization
means that the personnel -planning and selection proce ss becomes
critical more than ever.
29
Evaluation of External Recruitment:
External sources of recruitment have both merits and demerits.
The merits are  The organization will have the benefit of new skills, new
talents and new experiences, if people are hired from
external sources.
 The
management
will
be
able
to
fulfill
reservation
requirements in favour of the disadvantaged sections of
the societ y.
 Scope for resentment, heartburn and jealousy can be
avoided by recruiting from outside.
The demerits are  Better motivation and increased morale associated with
promoting own employees re lost to the organization.
 External recruitment is costl y.
 If recruitment and selection processes are not properl y
carried out, chances of right candidates being rejected and
wrong applicants being selected occur.
 High training time is associated with external recruitment.

RECRUITMENT IN REDROOF
K-Serve
I started my recruitment work with the company called K-Serve it is a BPO,
initially I was given a task for searching the candidates for the domestic process,
so I started searching for the database on monster.com as I got the eligible
candidates I started calling them and convinced them to go for the interview. It is
very easy to deal with a fresher but it is little difficult to deal with the candidates
who have some experience because the main criteria what an candidate look for is
CTC.
Following are the candidates whom I send for the interview at K-Serve.
30
1. Rakesh Bordoloi
2. Rakesh Bandari
3. Birendra
4. Sanjay Jaiswar
5. Kunal Dange
6. Sanjay Khandge
These candidates had gone for the international process among these Rakesh
Bordoloi and Kunal Dange got selected. Other candidates like Sanjay Jaiswar and
Birendra had a communication problem or some of them got selected for the first
round but got rejected for the next round.
A-connexion
A-connexion is also a BPO. They wanted candidates only for the international
process. They had their first round as a telephonic interview. Mr. Akshay who is a
director of the company himself conducts a telephonic interview. He has some of
his personal criteria like the candidate must have an experience for atleast 1 year
and that too for US inbound.
Following are the candidates who had interview at A-connexion.
1.
2.
3.
4.
5.
Asim Mohammed
Dhananjay Ranjane
Rahul Mishra
Harpal Singh Sidhu
Vaibhav Vedak
Among these candidates Rahul Mishra was selected in the first round but he
didn’t go for the second round. Other candidates were not selected because some
were not having proper communication and some lacked experience.
DUXSOFT
Another company which I worked on was Duxsoft. It is an IT company. Mr.
Pawan was the concerned person who gave us his requirements. His requirement
was only for a front office executive and he wanted a female candidates. I have
send only two candidates to him they are
31
1. Minakshi Kubal
2. Mamta
Among these two candidates none of them got selected. Mr Pawan is totally
disappeared he is not at all in contact with us we tried calling him many times but
he never attended the call half of the time he was on leave so we have kept this
position on hold.
CHOICE CONNEX
Choice connex is also a BPO. Here Mr.Mikki was the concerned person. They
had an opening for international as well as domestic process. Their international
process was for US outbound sales.
Following are the candidate who had gone for the interview at Choice connex.
1.
2.
3.
4.
5.
Aakash Kumbhar
Sachin Deore
Pramod Ghare
Santraj Maurya
Sandeep chincholkar
Among these candidates Sachin Deore got selected for the International Process.
STRATEGIC SOLUTIONS
Strategic solution is basically an firm who provides solutions and services to the
new firms entering into the market they provide them with solutions and guide
them for setting up their new business. Mr. Sujay was the concerned person. They
have an opening for Administrative Executive.
Following are the candidate who had gone for the interview at Strategic Solutions.
1.
2.
3.
4.
5.
6.
Candice
Apeksha Dubey
Hiteshi Patel
Mansi Dattani
Apeksha
Shailaja
32
Among these candidates Candice and Mansi got selected but Candice refused to
do the job because she was having a traveling issue. It seems the place is too far
from her residence and Mansi she is got selected but she is having some family
issue so she will be telling about her joining later.
These were some of the companies for whom I worked for and it was a great
experience working for different sector because from this you come across
different candidates and you come to know what an candidate actually wants or
he expects from his company.
Overall it was a great experience working with Redroof and e-Stance Technology
Solutions.
1. Kindly take report of the work of the employees on daily basis and if it is
not possible then on weekly basis this will help in maintaining the record of
the work done as well you can come to know the growth of your business.
2. If possible keep monthly official or unofficial meetings with the employees.
Discussing their progress or their performance in the company.
3. Kindly take feedback from the clients this will help a lot in the growth of the
company because they can tell you the quality of work you are providing
and
The area you need to improve in.
CHAPTER 3.
SELECTION
Selection is defined as the process of differentiating between
applicants in order to identify ( and hire) those with a greater
likelihood of success in a job.
33
Selection is basicall y picking an applicant from (a pool of
applicants) who has the appropriate qualification and competency to
do the job.
The difference between recruitment and selection:
Recruitment is identifying n encouraging prospective employees to
appl y for a job.
And
Selection is selecting the right
candidate from the pool of
applicants.
SELECTION PROCESS
Selection is along process, commencing from the preliminary
interview of the applicants and ending with the contract of
employment.
The following chart gives an idea about selection process: -
34
External Environment
Internal Environment
Preliminary Interview
Rejected Application
Selection Tests
Employment Interview
Reference and Background
Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
35
Environment factor affecting selection : -
Selection is influenced by several factors. More prominent among them are supply and
demand of specific skills in the labour market, unemployment rate, labour - market
conditions, legal and political considerations, company’s image, company’s policy,
human resources planning and cost of hiring. The last three constitute the internal
environment and the remaining form the external environment of selection process.
STEP 1: -
PRELIMINARY INTERVIEW
The applicants received from job seekers would be subject to scrutiny so as to
eliminate unqualified applicants. This is usuall y followed by a prel iminary interview the
purpose of which is more or less the same as scrutiny of application, that is, eliminate of
unqualified applicants. Scrutiny enables the HR specialists to eliminate unqualified
jobseekers based on the information supplied in their app lication forms. Preliminary
interview, on the other hand, helps reject misfits for reason, which did not appear in the
application forms. Besides, preliminary interview, often called ‘courtesy interview’, is a
good public relation exercise.
STEP 2: -
SELECTION TEST:
Job seekers who pass the screening and the preliminary interview are called for tests.
Different t ypes of tests may be administered, depending on the job and the company.
Generall y, tests are used to determine the applicant’s abilit y, aptitude and personalit y.
The following are the type of tests taken:
1). Ability tests: Assist in determining how well an individual can perform tasks related to the job.
An excellent illustration of this is the t yping tests given to a prospective employer for
secretarial job. Also called as ‘ACHEIVEMENT TESTS’. It is concerned with what one
has accomplished. When applicant claims to know something, an achievement test is
taken to measure how well they know it. Trade tests are the most common t ype of
achievement test given. Questions have been prepared and tested for such trades as
asbestos wo rker, punch -press operators, electricians and machinists. There are, of
course, many unstandardised achievement tests given in industries, such as t yping or
dictation tests for an applicant for a stenographic position.
2). Aptitude test: Aptitude tests measure whether an individuals has the capacit y or latent abilit y to
learn a given job if given adequate training. The use of aptitude test is advisable when
an applicant has had little or no experience along the line of the job openin g. Aptitudes
tests help determine a person’s potential to learn in a given area. An example of such
test is the general management aptitude tests (GMAT), which many business students
take prior to gaining admission to a graduate business school programme.
Aptitude test indicates the abilit y or fitness of an individual to engage successfull y in
any number of specialized activities. They cover such areas clerical aptitude, numerical
aptitude, mechanical aptitude, motor co -ordination, finger dexterit y and manual dexterit y.
These tests help to detect positive negative points in a person’s sensory or intellectual
abilit y. They focus attention on a particular t ype of talent such as learning or reasoning in
respect of a particular field of work.
Forms of aptitude test:
1. Mental or intelligence tests:
They measure the overall intellectual abilit y of a person and enable to
know whether the person has the mental abilit y to deal with certain problems.
2. Mechanical aptitude tests:
They measure the ability of a person to learn a particular type of
mechanical work. These tests helps to measure specialized technical
knowledge and problem solving abilities if the candidate. They are
useful in selection of mechanics, maintenance workers, etc.
3. Psychomotor or skills tests:
They are those, which measure a person’s abilit y to do a specific job.
Such tests are conducted in respect of semi - skilled and repetitive jobs such
as packing, testing and inspection, etc.
37
4). Intelligence test:
This test helps to evaluate traits of intelligence. Mental abilit y, presence of
mind (alertness), numerical abilit y, memory and such other aspects can be measured.
The intelligence is probabl y the most widel y administered standardized test in industry. It
is taken to judge numerical, skills, reasoning, memory and such other abilities.
5). Interest Test:
This is conducted to find out likes and dislikes of candidates towards occupations,
hobbies, etc. such tests indicate which occupations are more in line with a person’s
interest. Such tests also enable the company to provide vocational guidance to the
selected candidates and even to the existing employees.
These tests are used to measure an individual’s activit y preferenc es. These tests are
particularl y useful for students considering many careers or employees deciding upon
career changes.
6). Personality Test:
The importance of personalit y to job success is undeniable. Often an individual who
possesses the intelligence, aptitude and experience for certain has failed because of
inabilit y to get along with and motivate other people.
It is conducted to judge maturit y, social or interpersonal skills, behavior under stress and
strain, etc. this test is very much essential on c ase of selection of sales force, public
relation staff, etc. where personalit y plays an important role.
Personalit y tests are similar to interest tests in that they, also, involve a serious problem
of obtaining an honest answer.
7). Projective Test:
This test requires interpretation of problems or situations. For example, a photograph or a
picture can be shown to the candidates and they are asked to give their views, and
opinions about the picture.
38
8). General knowledge Test:
Now days G.K. Tests are very common to find general awareness of the candidates in the
field of sports, politics, world affairs, current affairs.
9). Perception Test:
At times perception tests can be conducted to find out beliefs, attitudes, and mental
sharpness.etc.
10). Graphology Test:
It is designed to anal yze the handwriting of individual. It has been said that an
individual’s handwriting can suggest the degree of energy, inhibition and spontaneit y, as
well as disclose the idiosyncrasies and elements of balance and c ontrol. For example, big
letters and emphasis on capital letters indicate a tendency towards domination and
competitiveness. A slant to the right, moderate pressure and good legibility show
Recruitment potential.
11). Polygraph Test:
Pol ygraph is a lie de tector, which is designed to ensure accuracy of the information given
in the applications. Department store, banks, treasury offices and jewellery shops, that is,
those highl y vulnerable to theft or swindling may find pol ygraph tests useful.
12). Medical Test:
It reveals physical fitness of a candidate. With the development of technology, medical tests
have become di versifi ed. Medical ser vicing helps measure and monitor a candidate’s physical
resilience upon exposure to hazardous chemi cals.
CHOOSING TESTS:
The
test
must
be
chosen
in
the
criteria
of
reliability,
validity,
objectivity
and
stan dardization. They are: -
1. RELIABILITY: It refers to standardization of the procedure of administering and scoring the test
results. A person who ta kes tests one day and makes a certain score should be able to take
the same test the next day or the next week and make more or less the same score. An
individual’s intelligence, for example, is generall y a stable characteristic. So if we
39
administer an intelligence test, a person who scores 110 in March would score close to
110 if tested in Jul y. Tests, which produce wide variations in results, serve little purpose
in selection.
2. VALIDITY: -
It is a test, which helps predict whether a person will be successful in a given job.
A test that has been validated can be helpful in differentiating between prospective
employees who will be able to perform the job well and those who will not. Naturall y, no
test will be 100% accurate in predicting job success. A validated test increases possibilit y
of success.
There are three ways of validating a test. They are as follows: -
1). Concurrent Validity:
-
this
involves
determining
the
factors
that
are
characteristics of successful employees and then using these factors as the yardsticks.
2). Predictive Validity: - it involves using a selection test during the selection
process and then identifying the successful candidates. The characteristics of bo th
successful and less successful candidates are then identified.
3).Synthetic Validity: - it involves taking parts of several similar jobs rather than
one complete job to validate the selection test.
3. OBJECTIVITY: When two or more people can interpret the result of the same test and derive the same
conclusion(s), the test is said to be objective. Otherwise, the test evaluators’ subjective
opinions may render the test useless.
4. STANDARDRIZATION: A test that is standardized is administered under standard condition to a larg e group
of person who are representatives of the individuals for whom it is intended. The purpose
of standardization is to obtain norms or standard, so that a specific tes t score can be
meaningful when compared to other score in the group.
STEP 3: -
INTERVIEW:
40
The next step in the selection process is an interview. Interview is formal, in -depth
conversation conducted to evaluate the applicant’s acceptabilit y. It is cons idered to be
excellent selection device. It is face -to-face exchange of view, ideas and opinion between
the candidates and interviewers. Basically, interview is nothing but an oral examination
of candidates. Interview can be adapted to unskilled, skilled, managerial and profession
employees.
Objectives of interview : Interview has at least three objectives and they are a follows: 1) Helps obtain additional information from the applicants
2) Facilitates giving general information to the applicants such as company policies,
job, products manufactured and the like
3) Helps build the company’s image among the applicants.
Types of interview: Interviews can be of different t ypes. There interviews employed by the companies.
Following are the various t ypes of interview: -
1) Informal Interview:
An informal interview is an oral interview and may take place anywhere. The
employee
or
the
manager
or
the
personnel
manager
may
ask
a
few
almost
inconsequential questions like name, place of birth, names of relativ es etc. either in
their respective offices or anywhere outside the plant of company. It id not planned and
nobody prepares for it. This is used widel y when the labour market is tight and when
you need workers badl y.
2) Formal Interview:
Formal interviews may be held in the employment office by he employment office in
a more formal atmosphere, with the help of well structured questions, the time and
place of the interview will be stipulated by the employment office.
41
3) Non-directive Interview:
Non-directive interview or unstructured interview is designed to let the interviewee
speak his mind freely. The interviewer has no formal or directive questions, but his all
attention is to the candidate. He encourages the candidate to talk by a little prodding
whenever he is silent e.g. “Mr. Ray, please tell us about yourself after your graduated
from high school”.
The idea is o give the candidate complete freedom to “sell” himself, without the
encumbrances of the interviewer’s question. But the interviewer must be of higher
caliber and must guide and relate the information given by the applicant to the
objective of the interview.
4) Depth Interview:
It is designed to intensel y examine the candidate’s background and thinking and to go
into considerable detail on particular subjects of an important nature and of special
interest to the candidates. For example, if the candidate says that he is intereste d in
tennis, a series of questions may be asked to test the depth of understanding and
interest of the candidate. These probing questions must be asked with tact and through
exhaustive anal ysis; it is possible to get a good picture of the candidate.
5) Stress Interview:
It is designed to test the candidate and his conduct and behavior by him under
conditions of stress and strain. The interviewer may start with “Mr. Joseph, we do not
think your qualifications and experience are adequate for this position,’ and watch the
reaction of the candidates. A good candidates will not yield, on the contrary he ma y
substantiate why he is qualified to handle the job.
This t ype of interview is borrowed from the Military organisation and this is very
useful to test behavio ur of individuals when they are faced with disagreeable and trying
situations.
6) Group Interview:
It is designed to save busy executive’s time and to see how the candidates may be
brought together in the employment office and they may be interviewed.
42
7) Panel Interview:
A panel or interviewing board or selection committee may interview the candidate,
usuall y in the case of supervisory and managerial positions. This t ype of interview
pools the collective judgment and wisdom of the panel in the assessment of the
candidate and also in questioning the faculties of the candidate.
8) Sequential Interview :
The sequential interview takes the one -to-one a step further and involves a series of
interview, usuall y utilizing the strength and knowledgebase of each interviewer, so
that each interviewer can ask questions in relation to his or her subject area of each
candidate, as the candidate moves from room to room.
9) Structures Interview :
In a structured interview, the interviewer uses preset standardized questions, which
are put to all the interviewees. This interview is also called as ‘Guided’ or
‘Patterned’ interview. It is useful for valid results, especially when dealing with the
large number of applicants.
10) Unstructured Interview:
It is also known as ‘Unpatterned’ interview, the interview is largel y unplanned and
the interviewee does most of the talking. Unguided interview is advantageous in as
much as it leads to a friendl y conversation between the interviewer and the
interviewee and in the process, the later reveals more of his or her desire and
problems. But the Unpatterned interview lacks uniformit y and worse, this approach
43
may overlook key areas of the applicant’s skills or background. It is useful when the
interviewer tries to pro be personal details of the candidate it anal yse why they are
not right for the job.
11) Mixed Interview:
In practice, the interviewer while interviewing the job seekers uses a blend of
structured and structured and unstructured questions. This approach is called the
Mixed Interview. The structured questions provide a base of interview more
conventional and permit greater insights into the unique differences between
applicants.
12) Impromptu Interviews:
This interview commonl y occurs when employers are approached directl y and tends
to be very informal and unstructured. Applicants should be prepared at all times for
on-the-spot interviews, especiall y in situations such as a job fair or a cold call. It is
an ideal time for employers to ask the candidate s ome basic questions to determine
whether he/she may be interested in formall y interviewing the candidate.
13) Dinner Interviews:
These interviews may be structured, informal, or sociall y situated, such as in a
restaurant. Decide what to eat quickl y, some interviewers will ask you to order first
(do not appear indecisive). Avoid potentiall y messy foods, such as spaghetti. Be
prepared for the conversation to abruptl y change from friendly chat to direct
interview questions, however, do not underestimate the value of casual discussion,
some employers place a great value on it. Be prepared to switch gears rapidl y, from
fun talk to busines s talk.
14) Telephone Interviews:
Have a copy of your resume and any points you want to remember to say nearby. If
you are on your home telephone, make sure that all roommates or famil y members
are aware of the interview (no loud stereos, barking dogs e tc.). Speak a bit slower
44
than usual. It is crucial that you convey your enthusiasm verball y, since the
interviewer cannot see your face. If there are pauses, do not worry; the interviewer
is likel y just taking some notes.
15) Second Interviews:
Job seekers are invited back after they have passed the first initial interview. Middle or
senior management generall y conducts the second interview, together or separatel y.
Applicants can expect more in -depth questions, and the employer will be expecting a
greater level of preparation on the part of the candidates. Applicants should continue to
research the employer following the first interview, and be prepared to use an y
information
gained
through
the
previous
interview
to
their
advantage.
STEP 4: -
REFERENCE CHECK:Many employers request names, addresses, and telephone numbers of
references for the purpose of verifying information and perhaps, gaining additional
background information on an applicant. Although listed on the application form,
references are not usuall y checked until an applicant has successfull y reached the
fourth stage of a sequential selection process. When the labour market is very tight,
organisations sometimes hire applicants before checking references.
Previous
employers ,
known
as
public
figures,
university
professors,
neighbours or friends can act as references. Previous employers are preferable
because they are already aware of the applicant’s performance. But, the problem
with this reference is the tendency on the part of the previous employers to over rate the applicant’s performance just to get rid of the person.
Organisations normall y seek letters of reference or telephone references. The
latter is advantageous because of its accuracy and low cost. The telephone
reference also has the advantage of soliciting immediate, relativel y candid
comments and attitude can sometimes be inferred from hesitations and inflections
in speech.
It may be stated that the information gathered through references hardl y
influence selecti on decisions. The reasons are obvious:
45
1. The candidate approaches onl y those persons who would speak well about him or
her.
2. People may write favorabl y about the candidate in order to get rid of him or her.
3. People may not like to divulge the truth about a can didate, lest it might damage
or ruin his/her career.
STEP 5: -
SELECTION DECISION:After obtaining information through the preceding steps, selection decision - the
most critical of all the steps - must be made. The other stages in the selection
process have been used to narrow the number of the candidates. The final decision
has to be made the pool of individuals who pas the tests, interviews and reference
checks.
The view of the line manager will be generall y considered in the final selection
because it is he/she who is responsible for the performance of the new employee.
The HR manager plays a crucial role in the final selection.
STEP 6: -
PHYSICAL EXAMINATION: After the selection decision and before the job offer is made, the candidate is
required to undergo a physical fitness test. A job offer is, often, contingent upon
the candidate being declared fit after the physical examination. The results of the
medical fitness test are recorded in a statement and are preserved in the
personnel records. There are several objectives behind a physical test. Obviousl y,
one reason for a physical test is to detect if the individual carries any infectious
disease. Secondl y, the test assists in determining whether an applicant is
physicall y fit to perform th e work. Thirdly, the physical examination information
can be used to determine if there are certain physical capabilities, which
differentiate successful and less successful employees. Fourth, medical check -up
protects applicants with health defects from u ndertaking work that could be
detrimental to them or might otherwise endanger the employer’s propert y.
Finall y,
such
an
examination
will
protect
the
employer
from
workers
46
compensation claims that are not valid because the injuries or illness were
present when the employee was hired.
STEP 7: -
JOB OFFER: The next step in the selection process is job offer to those applicants who
have crossed all the previous hurdles. Job offer is made through a letter of
appointed. Such a letter generall y contains a date by which the appointee must
report on dut y. The appointee must be given reasonable time for reporting. Thos
is particularl y necessary when he or she is already in employment, in which case
the appointee is required to obtain a relieving certificate from the previous
employer. Again, a new job may require movement to another cit y, which means
considerable preparation, and movement of propert y.
The company may also want the individual to delay the date of reporting on
dut y. If the new employee’s first job upon joining the company is to go on
company until perhaps a week before such training begins. Naturall y, this
practice cannot be abused, especiall y if the individual is unemployed and does
not have sufficient finances.
Decency demands that the reject ed applicants be informed about their non selection. Their applicants may be preserved for future use, if any. It needs no
emphasis that the applications of selected candidates must also be preserved for
the future references.
STEP 8: -
CONTRACT OF EMPLOYMENT: After the job offer has bee mad and candidates accept the offer, certain
documents need to be executed by the employer and the candidate. One such
document is the attestation form. This form contains vital details about the
candidate, which are authenticated and attested by him/her. Attestation form will
be a valid record for the future reference.
47
There is also a need for preparing a contract of employm ent. The basic
information that should be included in a written contract of employment will vary
according to the level of the job, b ut the following checklist sets out the t ypical
headings:
1. Job title
2.
Duties, including a parse such as “The employee will perform such duties
and will be responsible to such a person, as the company may from time to
time direct”.
3. Date when continuous emplo yment starts and the basis for calculating
service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements:
i.)
ii.)
Paid holidays per year.
Calculation of holiday pay.
iii.)
Qualifying period.
iv.)
Accrual of holidays and holiday pay.
v.)
vi.)
vii.)
viii.)
ix.)
Details of holiday year.
Dates when holidays can be taken.
Maximum holiday that can be take at any one time.
Carry over of holiday entitlement.
Public holidays.
7. Length of notice due to and from employee.
8. Grievances procedure (or reference to it).
9. Disciplinary procedure (or any reference to it).
10. Work rules (or any reference to them).
11. Arrangements for terminating employment.
12. Arrangements for union membersh ip (if applicable).
13. Special terms relating to rights to patent s and designs, confidential
information and restraints on trade after termination of employment.
14. Employer’s right to vary terms of the contract subject to proper
notification being given.
48
Alternativel y called employment agreements or simpl y bonds, contracts of
employment serve many useful purposes. Such contracts seek to restrain job hoppers, to protect knowledge and information that might be vital to a company’s
healthy bottom line and t o prevent competitors from poaching highl y valued
employees.
Great care is taken to draft the contract forms. Often, services of law firms
(prominent firms in this category include Mulla, Craigie, Blunt and Caroe,
Crawford Bailey, Amarchand Mangaldas Hira lal, etc.) are engag4d to get the forms
drafted and finalized.
Most employers insist on agreements being signed by newl y hired employees.
But high turnover sectors such as software, advertising and media are more prone to
use contracts.
The drawback with the contracts is that it is almost to enforce them. A
determined employee is bound to leave the organisation, contract or no contract.
The employee is prepared to pay the penalt y for breaching the agreement or the new
employer will provide compensations. It is the reason that several companies have
scrapped the contracts altogether.
STEP 9: -
CONCLUDING THE SELECTION PROCESS : Contrary to popular perception, the selection process will not end with
executing the employment contract. There is another step – amore sensitive one
reassuring those candidates who have not selected, not because of any serious
deficiencies in their personalit y, but because their profile did not match the
requirement of the organisation. They must be told that those who were selected
were done purel y on relative merit.
STEP 10: -
EVALUATION OF SELECTION PROGRAMME : 49
The broad test of the effect iveness of the selection process is the qualit y of
the personnel
hired. An organisation must
have competent
and committed
personnel. The selection process, if properl y done, will ensure availabilit y of such
employees. How to evaluate the effectiveness of a selection programme? A periodic
audit is the answer. People who work independent of HR department must conduct
audit. The table below contains an outline that highlights the areas and questions to
be covered in a systematic evaluation.
PROBLEMS IN EFFECTIVE SELECTION: The main objective of selection is to hire people having competence and commitment.
This objective s often defeated because of certain barriers. The impediments, which check
effectiveness of selection, are perception, fairness, validit y, reliabilit y and pressure.
Perception: Our inabilit y to understand others accuratel y is probabl y the most fundamental
barrier to selecting the right candidate.
Selection demands an individual or a group of people to assess and compare the
respective competencies of others, with the aim of choosing the right persons for the
jobs. But our views are highl y personalized. We all perceive the world differentl y.
Our limited perceptual abilit y is obviousl y a stumbling block to the objective and
rational selection of the people.
Fairness: Fairness in selection requires that no individual should be discriminated against on
the basis of religion, region, race or gender. But the low numbers of women and other
less privileged sections of the societ y in m iddle and senior management positions and
open discrimination on the basis of age in job advertisements and in the selection
process would suggest that all the efforts to minimize inequit y have not been
effective.
Validit y: Validit y, as explained earlie r, is a test that helps predict job performance of an
incumbent. A test that has been validated can differentiate between the employees
who perform well and those who will not. However, a validated test does not predict
job success accurately. It can onl y increase possibilit y of success.
50
Reliabilit y: A reliable method is one, which will produce consistent results when repeated in
similar situations. Like validated test, a reliable test may fail to predict job
performance with precision.
Pressure: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and
peers to select particular candidates. Candidates selected because of compulsions are
obviousl y not the right ones. Appointments to public sectors undertakings generall y
take place under such pressures.
CHAPTER 4.
Business development
In the field of commerce, the specialist area of business development comprises a number of techniques
and responsibilities which aim at attracting new customers and at penetrating existing markets. Techniques
used include:










assessment of marketing opportunities and target markets
intelligence gathering on customers and competitors
generating leads for possible sales
advising on, drafting and enforcing sales policies and processes
follow-up sales activity
formal proposal and presentation management and writing
pitch and presentation rehearsals
business model design
account planning and performance monitoring
proposition development and campaign development
Business development involves evaluating a business and then realizing its full potential, using such tools
as:



marketing
information management (sometimes conflated with knowledge management)
customer service
51
A sound organization aiming to withstand competitors never stops business development says Luis G.
Batista, President of LMT Corporation, but engages in it as an ongoing process. However, business
development is often related to growth although sometimes the optimal marketing strategy and objectives
could be about downsizing the activity in an existing market or decreasing the sales volume of a selected
line of products or services. Business-development roles may have one of two modes:
1. sales-oriented (client-facing); or
2. an operational function to support sales.
In a sales role, business development could concentrate on developing strategic-channel relationships or on
general sales. This emerges from analysis of the varied job descriptions found in job-search engines,
especially in the UK. In the US, the term "capture management" appears as an alternative job or role title,
typically used when describing business development as an operational function to support the selling
function of a company. The Association of Proposal Management Professionals have produced the "Capture
Management Lifecycle" that describes the process in three broad stages:
1. pre-bid phase
2. bid phase
3. post-bid phase
Small to medium-sized companies often do not establish procedures for business development, instead
relying on their existing contacts. Or people in such companies may assume that because they know people
in high places that this will solve any business-development problems and that somehow new financial
transactions will come to them. Such thinking can have significant ramifications if one cannot exploit those
relationships, which very often[citation needed] remain personal or weak. Such a situation may result in no new
sales in the pipeline.
Impact on Global Economy
Business Development professionals frequently have had earlier experience in financial services, investment
banking or management consulting; although many find their route to this area by climbing the corporate
ladder in functions such as operations management or sales. Skillsets and experience for businessdevelopment specialists usually consist of a mixture of the following (depending on the business
requirements):






marketing
legal
strategy
finance
proposal management or capture management
sales experience
The "pipeline" refers to flow of potential clients which a company has started developing. Businessdevelopment staff assign to each potential client in the pipeline a percent chance of success, with projected
sales-volumes attached. Planners can use the weighted average of all the potential clients in the pipeline to
project staffing to manage the new activity when finalized. Enterprises usually support pipelines with some
kind of CRM (customer relationship management) tool or CRM-database, either web-based (such as the
salesforce.com software-as-a-service solution) or an in-house system. Sometimes business development
specialists manage and analyze the data to produce sales management information (MI). Such MI could
include:


reasons for wins/losses
progress of opportunities in relation to the sales process
52


top performing salespeople/sales channels
sales of services/products
For larger and well-established companies, especially in technology-related industries, the term "business
development" often refers to setting up and managing strategic relationships and alliances with other, thirdparty companies. In these instances the companies may leverage each others' expertise, technologies or other
intellectual property to expand their capacities for identifying, researching, analyzing and bringing to market
new businesses and new products, business-development focuses on implementation of the strategic
business plan through equity financing, acquisition/divestiture of technologies, products, and companies,
plus the establishment of strategic partnerships where appropriate.
BUSINESS DEVELOPMENT IN REDROOF
1. Duxsoft
This company is basically a software firm. Here I spoke to MR Pawan who is an HR of the company. First I
gave him my introduction as well as the company’s introduction, I told him about the our company, as he
had the opening for his company, he asked me to mail all the details and terms and conditions of the
company. Same day I mailed all the details to him. Next day Saumya and I sat for the feedback and called
him he said that he is ready for the deal and he has an opening for back office as well as front office. He
wanted female candidates so we started searching for the right candidates for him. At this point of time I
started building up my confidence and the fear of dealing with clients had come down.
2. First Source
The second company with whom I made a tie up was First source this is basically a BPO, here I spoke to
MR. Kunal Shinde he is an HR of the firm. he had an opening for inbound as well as outbound process for
domestic as well as international call centre.
Hotel Shantidoot
Hotel Shandidoot is a 3 star hotel at Dadar with whom I could make a tie up successfully. Here Mr.Asif was
the concerned person who made a tie-up but here the terms and conditions were different as from the normal
terms and conditions we have. Here the dealing for the payment was to be done with candidate. The amount
of the fees for the company was to be decided in terms of the percentage. At the time of calling the candidate
he was supposed to be informed about the percentage of amount to be deducted from his first salary, if I his
ready for this deal then only he would go for the interview. This was something new for us to work on. They
had an opening as follows.
POSITIONS
NO
EXPERIENCE
SALARY
M/F
HOUSEKEEPING
SUPERVISOR
1
1+
6000+
MALE
ACCOUNT ASST
1
1+
5500/-
MALE/FEMALE
TELEMARKETING
1
1
6500/-
FEMALE
53
RECEPTIOINIST
2
WAITER
2
HOUSEKEEPING
2
TANDOORI COOK
1
BANQUET MANAGER
1
5500/-
MALE/FEMALE
4500/-
MALE
4500/-
FEMALE/MALE
1
5500/-
MALE
3
7000/-
MALE/FEMALE
1
For some of the requirements there was an issue for the salary because the salary what they were
offering was too low according to the candidates. But later on Mr. Asif made changes in the salary
and following are the changes
POSITIONS
NO
EXPERIENCE
SALARY
M/F
HOUSEKEEPING
SUPERVISOR
1
1+
10000/
MALE
ACCOUNT ASST
1
1+
5500
MALE/FEMALE
TELEMARKETING
1
1
6500/
FEMALE
RECEPTIOINIST
2
7000/
MALE/FEMALE
WAITER
2
4500/-
MALE
HOUSEKEEPING
2
7000/-
FEMALE/MALE
TANDOORI COOK
1
1
5500/-
MALE
BANQUET MANAGER
1
3
8000/-
MALE/FEMALE
1
Hotel Unicontinental
Hotel Unicontinental is also a 3 star hotel at Khar it was the last company with whom I made a tie-up. Here
the deal was done with Mr. Rajesh Salian. Here the dealing was not done on the phone but it was done
personally. As of now they have only one opening that is for the head captain.
These were the companies with whom I could make a tie up successfully. Besides these companies there
were many other companies with whom I made a conversation but some companies were not interested,
because they were not having any opening or they don’t prefer consultancies to recruit their employees.
CHAPTER 4.
Research methodolgy
54
RESEARCH METHODOLOGY
Research is an art of scientific investigation. Research comprises defining and redefining problems,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, making deduction
and reaching conclusions and at last carefully testing the conclusion to determine whether they formulating
hypothesis.
SCOPE OF THE STUDY
The study covers the various aspects of Recruitment Development programs carried out by an organisation
which helps in determining the role of Recruitment in the organization success.
Step 1: DEFINING THE PROBLEM
The purpose of the study is to find out; 1) How Recruitment has become an important tool for organization’s
growth and success.
2) What practices are adopted by different organisations to enhance the Recruitment aspect of an individual
and its effect on the overall productivity of an organisation?
3) This study will also help us to find out what are the individual needs to develop as a Leader in an
organisation
STEP 2: HYPOTHESIS GENERATION
 Recruitment development is a process not an event
 Efficient Recruitment in organizations motivates employees to work productively
 Organizations can grow great leaders from within the organization
STEP 3: OBJECTIVE OF THE STUDY
The primary objective of the study is to evaluate the practices of organisation to develop Recruitment skills
of an individual. In the light of this primary objective the following sub-objectives are set.
 To study the importance of Recruitment for an organization’s success
 To examine ways in which Recruitment is groomed in the organizations
 To study the practices adopted by the organizations to develop Recruitment at an individual as well
as organizational level
 To examine the effect of Recruitment on organizations work culture
STEP 3: DECISION ON TYPE OF STUDY
The type of Research study opted for the above mentioned study is exploratory research
55
Exploratory research: The chief purpose of exploratory research is to reach a better understanding of the
research problem. This includes helping to identify the variables which should be measured within the study.
When there is little understanding of the topic it is impossible to formulate hypotheses without some
exploratory studies.
A situation where insufficient knowledge prevented the development of clear objectives, since the problem
could not be articulated with any precision and therefore research of an exploratory nature was required.
Such research can take the form of literature searches, informal personal interviews with distributors and
users/non-users of the product and/or focus group interviews with farmers and/or distributors.
As we wanted to explore the aspects related to Recruitment in an organisation. Through this study we have
tried to explore the various practices adopted by the organisations for the development of Recruitment in an
individual. This research also explores the other aspects of being a Leader at an individual level.
STEP 4: DATA COLLECTION METHOD
Data sources: QUESTIONNAIRE
Data is collected from primary and secondary sources.
Collection of the data is of primary importance the research process. Data which is collected for the purpose
of research helps in proper analysis which is helpful to conduct research effectively. The data source, which
is very important in the collection of data, is primary data and secondary data.
Both primary and secondary data are taken into consideration for the study
Primary Data: This consists of original information gathered for specific purpose. The normal procedure is
to interview the people individually and/ or in a group, to get the required data.
Secondary Data: This consists of the information that already exists somewhere, either in some Annual
Records or Magazines etc, having been collected for other purpose. Here the researcher has both primary as
well as secondary data.
For Primary Data
STEP 5: Questionnaire Design: A structured questionnaire was designed in accordance to the objective of
the study.
The Questionnaire was designed to study: How Recruitment is an important tool for an organisation’s
success and what measures are taken to develop Recruitment in organisations. It consisted of 25 questions,
which were a mix of Rating scale and open ended questions. Questions pertaining to the organisation as well
as individual’s view on the various aspects of Recruitment were asked in order to get a complete picture
of the scenario created by the organisation for development of an individual
For Secondary data:
56
A review was done of the already available data of the organisations through their web sites & Magazines
INTERVIEW QUALITY NORMS:
In today’s knowledge driven business scenario, People are perceived as the most value able assets of an
organization and the optimum of the skill, knowledge, attitude they posses, are directly instrumental to the
growth of any of any organization.
Therefore, while recruiting a candidate for any role, position, level, function, it should always be ensured
that there is no compromise in the quality of people, we hire.
Besides checking the presence of role-specific key competencies & behavioral attributes required to perform
a job, few basic eligibility criteria should be considered even before a candidate is called for the initial
rounds of interviews• Academic qualification: Minimum a Post Graduate (recognized university) for all positions with relevant
expertise/proficiency in respective functional domain and there should not be any unjustified gaps in
education.
• Psychometric / General intelligence test: All the short –listed candidates should be run through a or a
relevant Psychometric / General intelligence test and candidates qualifying this test, would be eligible for the
next rounds of tests / interviews(Deviations if any can be given by divisional head / unit head HR).
• Reference check: Reference check is MUST for all recruitments across the country and HR should always
ensure that reference check is done before extending the offer to a selected candidate .offer/LOI will not be
issued without reference check.
a. Candidates selected after rounds of test/interviews would be asked to provide the names & contact details
of at least 3 persons as his/her professional references , and
b. HR would contact these references and the comments & remarks of the referees would be documented
and preserved for future records.
c. HR in some of the critical cases may also carry out an independent reference check through the third party
or detective Agency respective, which would check with at least 2 referees (one each from 2 different
organizations) whom the concerned candidate had worked with in the past.
SURVEY QUESTIONNAIRE
1. Please give the post title of the job you were considering applying for
2. Did you receive the information by post or electronically?
57
Yes
No
3. If posted out to you, approximately how many days after you requested the pack did you
receive it (please tick as appropriate)?
1 day
2 days
3 days
4 days or more
4. In your view, did you receive the pack quickly enough?
Yes
No
5. Did you have enough time between receiving the application pack and the closing date to
review the information and to complete and submit an application should you have wished to
do so?
Yes
No
6. What attracted you the most initially (tick all that apply)?
Content of Job
Hours of Work
Promotion Opportunity
Salary
Size/Structure of Organisation
Location
Other
(please state)
58
7. If you were considering relocation to Redoof, what factors attracted you? (Please tick all that
apply)?
Opportunities for family members
Low Crime rate
Cost of Living
Housing
Lack of Pollution
Other
(please state)
8. Was there enough information included in the pack to enable you to make an informed
decision about whether or not to apply for this job?
Yes
No
9. What information would you have liked to have seen more/less of?
More
Less
Job
Terms and Conditions
Department
Shetland Living
Development/Training
59
Other
(please state)
10. Did you contact the informal contact names in the advertisement?
Yes
No
If Yes, was this helpful?
Yes
No
If No, Why not?
11. Did you find it useful having the interview date detailed in the advert?
Yes
No
Date was not included
12. What was your main reason for not applying for this post?
13. RedroofCouncil is committed to equal opportunities, and welcomes applications from suitably
skilled candidates regardless of ethnicity, gender, disability, sexuality, religion or age.
Was this apparent from the information you received?
Yes
No
Please add any comments.
60
14. Did you look at our website?
Yes
No
15. Do you have any other comments about the information you received or our recruitment
process that would be helpful to us?
Conclusion:
The human element of organization is the most crucial asset of an organization. Taking a
closer perspective -it is the very qualit y of this asset that sets an organization apart from
the others, the very element that brings the organization’s vision into fruition.
Thus, one can grasp the strategic imp lications that the manpower of an organization has
in shaping the fortunes of an organization. This is where the complementary roles of
Recruitment and Selection come in. The role of these aspects in the contemporary
organization is a subject on which the experts have pondered, deliberated and studied,
considering the vital role that they obviousl y play.
The essence of recruitment can be summed up as ‘the philosophy of attracting as many
applicants as possible for given jobs’. The face value of this definit ion is what guided
recruitment activities in the past. These days, however, the emphasis is on aligning the
organization’s objectives with that of the individual’s. By making this a priorit y, an
organization safeguards its interests and standing. After all , a satisfied workforce is a
stable workforce which also ensures that an organization has credible and reliable
performance. Ina bid to underscore this subtle point, the project examines the various
processes and nuances one of the most critical activities of an organization.
The end result of the recruitment process is essentiall y a pool of applicants. Next to
recruitment, the logical step in the HR process is the selection of qualified and competent
people. As such, this process concentrates on differenti ating between applicants in order
61
to identify – and hire- those individuals whose abilities are consistent with the
organization’s requirements.
The reader will do well to note that the transition between the 2 activities is not stringent.
The 2 activities basicall y have one aim - to yield a perfect employee for the organization.
Nor are these activities t ypecast. Every organization tailors the processes keeping in mind
the nature of the organization, its needs and constraints.
In this project, we examine this angle through the case studies of 2 companies, involved
in the same sector but essentiall y different in their perceptions towards recruitment and
selection. And both seem to have benefited from their take on the 2 processes.
In the end, this project e ndeavors to present a comprehensive picture of Recruitment and
Selection and hopes to enable the reader to appreciate the various intricacies involved.
BIBLIOGRAPHY
1. K Ashwathappa, (1997) Human Resource and Personnel Management, Tata McGraw Hill 131-176
2. Chris Dukes, (2001) Recruiting the Right Staff
3. John M. Ivancevich, Human Resource Management, Tata McGraw - Hill, 2004
4. Steve Kneeland, (1999) Hiring People, discover an effective interviewing system;
avoid hiring the wrong person, recruit outstanding perf ormers
5. Stone, Harold C and Kendell, W.E Effective Personnel Selection Procedures, 1956
NEWS PAPERS:
TIMES OF INDIA
62
THE ECONOMIC TIMES
MAGAZINES:
BUSINESS WORLD
BUSINESS TODAY
INDIA TODAY
PERIODICALS AND REPORTS:
BUSINESS INDIA, APRIL- MAY, 2006
INDIA TODAY, MARCH, 2006
WEB:
w w w . go o gl e . c o m
www.soople.com
www.redroof.it
w w w . l e a r n i n gm a t e . c o m
www.wikipedia.com
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