hr final copy

7/27/2019 Hr Final Copy

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1. RECRUITMENT

T h e a r t o f c h o o s i n g m e n i s n o t n e a r l y a s d i f f i c u l t a s t h e a r t o f e n a b l i n g

those one has chosen to attain their full worth.

Definition:-Recruitment is the process of recruiting potential personnel to fill up the existingrequirement of the organization. It is the process of discovering potential applicantsfor actual or anticipated job vacancies. Recruitment involves encouraging individualswith the needed skills to make applications for employment with the firm.

1.1 Objectives of Recruitment

1. It reviews the list of objectives of the company and tries to achieve them by promoting thecompany in the minds of public.

2. It forecasts how many people will be required in the company.

3. It enables the company to advertise itself and attract talented people.

4. It provides different opportunities to procure human resource.

1.2 Factors Affecting Recruitment

Recruitment policy of an organization is affected by various factors. These factors may bedivided into dimensions: - internal factors and external factors as follows:

1. Internal Factors

i. Size of the organization Recruitment process is affected by the size of the organization to a large extent.Experience suggests that larger organizations recruit more candidates than small ones.Large organizations find recruitment less problematic than small organizations.

ii. Recruiting Policy The recruitment policy of the firm also affects the recruitment process. This policy isconcerned with candidates from outside the organization, whereas others want to recruitfrom internal sources.


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iii. Image of the organization Image or goodwill of the organization also affects the recruitment. Organizations havinggood image can attract potential and competent candidates to a large extent. Good publicrelation, rendering public services, etc. help to enhance the image and reputation of the

organization.

iv. Image of job Jobs having good image in terms of better remuneration, working condition, promotion,career development opportunities etc can attract the potential and qualified candidates toa large extent.

2. External Factors

External factors are concerned with the environmental changes that will take place in the externalenvironment of organization. Some of the external factors that affect recruitment policy are asfollows:

i. Demographic factors Demography is the study of human population in terms of age, sex, occupation, religion,composition, ethnicity etc. The demographic factors have profound influence onrecruitment process.

ii. Labor market Labor market constitutes the force of demand and supply of labor of particular importance. For instance, if demand for a particular skill is high relative to its supply, therecruitment process evolves more efforts. Contrary to it, if supply is more than demand,the recruitment process will be easier.

iii. Unemployment situations Unemployment rate of particular area is yet another influencing factor of recruitment

process. If the unemployment rate is high, the recruitment process will be simpler andvice versa.

iv. Social and political environment The forces of social and political environment also influence recruitment policy. For instance, the change in government can have a direct impact upon recruitment policy of the company due to change in government rules and regulations.

v. Legal considerations Legal considerations with regard to employment provision for under-privileged castesetc. will have a positive impact on recruitment policy of the organization.


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1.3 Internal Sources of Recruitment

The internal sources of recruitment are:-

1. Promotions : Promotion means to give a higher position, status, salary and responsibility

to the employee. So, the vacancy can be filled by promoting a suitable candidate from thesame organization.

2. Transfers : Transfer means a change in the place of employment without any change inthe position, status, salary and responsibility of the employee. So, the vacancy can befilled by transferring a suitable candidate from the same organisation.

3. Internal Advertisements : Here, the vacancy is advertised within the organisation. Theexisting employees are asked to apply for the vacancy. So, recruitment is done fromwithin the organisation.

4. Retired Managers : Sometimes, retired managers may be recalled for a short period. Thisis done when the organisation cannot find a suitable candidate.

1.4 Advantages of Internal Sources of Recruitment

a) Familiarity the organisation and its employees are familiar to each other. The organisationknows the ability and skills of the likely candidates since they are insiders - Similarly, employeesalso know about the working conditions and job requirements of the vacancies.

b) Better utilization of internal talent Reliance on internal recruitment enables the enterpriseto make the best use of the capabilities of its employees. For example, some employees may beso talented that they deserve, promotion, or some may do better on transfer to other jobs.

c) Economy the cost of recruiting internal employees is minimal. The enterprise need not incur

any expenditure on informing and inducing its employees to apply.

d) Motivational value internal recruitment is a source of encouragement and motivation for employees. The employees can look for promotion and transfer with hope and thereby do their

jobs well so as to earn the desired promotion/transfer.


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1.5 Limitations of Internal Recruitment

a) Restricted Choice internal recruitment restricts the options and freedom for the enterprisein choosing the most suitable candidates for the vacancies. It has a narrow base. The enterprisemay have to compromise on quality of its choice of candidates.

b) Inbreeding if the enterprise depends too much on internal recruitment, it means that theenterprise denies itself fresh talent and 'new blood' available outside. Existing employees, even if

promoted or transferred may continue to work and be behave in the same habitual ways, withoutany dynamism.

c) Absence of Competition In the absence of competition from qualified candidates fromoutside employees are likely to expect automatic promotion by seniority and sure prospect. Thusthey may lose the drive for proving their worth.

d) Conflict there may be chance of conflict and infighting among those employees who aspire

for promotion to the available vacancies. Those who are not promoted are unhappy and their efficiency may decline.

e) Actually an enterprise cannot fully rely on internal sources of recruitment. Suitable candidatesmay simply not to be available internally for some vacancies. In such cases, the enterprise has tolook for external sources of recruitment.

1.6 External sources of recruitment

1. Press advertisements Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.

2. Educational institutes Various management institutes, medical Colleges etc. are a good source of recruiting wellqualified executives, engineers, medical staff etc. They provide facilities for campusinterviews and placements. This source is known as Campus Recruitment.

3. Placement agencies Several private consultancy firms perform recruitment functions on behalf of clientcompanies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)

4. Employment exchanges Government establishes public employment exchanges throughout the country. These


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exchanges provide job information to job seekers and help employers in identifyingsuitable candidates.

5. Labour contractors Manual workers can be recruited through contractors who maintain close contacts with

the sources of such workers. This source is used to recruit labour for construction jobs.

6. Unsolicited applicants Many job seekers visit the office of well-known companies on their own. Such callers areconsidered nuisance to the daily work routine of the enterprise. But can help in creatingthe talent pool or the database of the probable candidates for the organisation.

7. Employee referrals / recommendations Many organisations have structured system where the current employees of theorganisation can refer their friends and relatives for some position in their organisation.Also, the office bearers of trade unions are often aware of the suitability of candidates.

Management can inquire these leaders for suitable jobs. In some organizations these areformal agreements to give priority in recruitment to the candidates recommended by thetrade union.

8. Recruitment at factory gate Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill

permanent vacancies.

1.7 The advantages of external sources of recruitment

a) Reduced Recruiting Costs

There are costs associated with recruiting, especially when your search is conductedoutside of the company's talent pool. External recruitment fees can include advertisingcosts, fees paid to recruiting firms, candidate travel expenses, background checks, drugtests and sign-on bonuses. Promoting internal candidates cuts all of these fees out of your recruiting budget. In addition, internal candidates are likely not interviewing with other

companies, which avoids bidding wars and means overcoming counter offers is not aconcern.

b) Reduced Training Time

Internal recruitment greatly reduces the amount of time and cost associated with thetraining process. Internal candidates do not need orientation and tend to only needtraining on specific tasks related to the new responsibilities of the promotion. External


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candidates will require orientation, all-inclusive training and tend to need more time toacclimate to the company culture and operating procedures.

c) Reduced Risks

Hiring a new employee can be a gamble, and hiring mistakes are costly. Internalcandidates typically will have an established track record with your company,documented employee reviews and a deeper sense of loyalty than a new hire. Likewise,you can be confident that the internal candidate is a good fit with your company culture if he is requesting more responsibility by means of a promotion.

d) Increased Employee Moral

A major factor of employee satisfaction is career mobility. Rewarding an existingemployee with a promotion shows the rest of the team that with hard work, upwardmovement is a real possibility. As a result, internal recruitment often increases employee

productivity long past the time the hiring decision is made.

1.8 The disadvantages of external sources of recruitment

a. Expensive External recruitment is expensive in the sense that it requires an extra cost for vacancy announcement, arrangement for employment office, etc.

b. Dissatisfaction

When the qualified employees are recruited from outside the organization, theexisting employees may feel dissatisfied with their jobs and leave theorganization.

c. Long Process External recruitment follows a long process. Various activities such as vacancyannouncement, application collection, review of application forms, selection

process etc. need to be performed before the placement of the candidate.

d. Adaptability Problem As the selected employees are new for the organization, they may

face adaptability problem in the organizational environment. More time will beneeded for them to be familiar with organizational arrangements.

e. Competition The existing employees think the new comers as their competitive. As a result of which, organization faces a great loss of productivity and quality.


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f. Uncertain Response The fresh candidates may not be suitable for the job due to the limited informationabout outsiders.

g. Poor Moral

The arrival of fresh candidates in the work place can adversely affect the moraleof existing employees.

1.9 Recruitment process:

Recruitment process involves a systematic procedure from sourcing the candidates toarranging and conducting the interviews and requires many resources and time. Ageneral recruitment process is as follows:

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and decision making

1.10 Objectives of the study

The main objectives for undertaking this project are:

1) To understand the internal Recruitment process in organization.

2) To identify areas where there can be scope for improvement.

3) To give suitable recommendation to streamline the hiring process.

4) To develop practical knowledge with theoretical aspects.

5) To know about the importance of recruitment and selection

6) To find out better process of recruitment.

7) To know about the role of recruitment.


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1.11 Methodology

The data for the project was collected from primary and secondary sources.

Primary data

The primary data was collected HR department of Open destination which is a travel software

development company

Secondary data

This data has been collected from numerous articles, websites, and books from the college

library.

1.12 Scope of the studyThis project covers the study of the HR department of open destination which is softwareDevelopers Company located in Miramar, having its headquarters in the United Kingdom. Themain focus was on the recruitment and the selection process.


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2. Selection

Selection is the process of differentiating between applicants in order to identify and hire thosewith a greater likelihood of success in a job.

2.1 Process / steps in selection

1. Preliminary Interview: The purpose of preliminary interviews is basically to eliminateunqualified applications based on information supplied in application forms. The basic objectiveis to reject misfits. On the other hands preliminary interviews is often called a courtesy interviewand is a good public relations exercise.

2. Selection Tests: Jobseekers who past the preliminary interviews are called for tests. Thereare various types of tests conducted depending upon the jobs and the company. These tests can

be Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge how well anindividual can perform tasks related to the job. Besides this there are some other tests also likeInterest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests,Psychometric Tests etc.

3. Employment Interview: The next step in selection is employment interview. Hereinterview is a formal and in- depth conversation between applicant s acceptability. It isconsidered to be an excellent selection device. Interviews can be One-to-One, Panel Interview, or Sequential Interviews. Besides there can be Structured and Unstructured interviews, BehavioralInterviews, Stress Interviews.

4. Reference & Background Checks: Reference checks and background checks areconducted to verify the information provided by the candidates. Reference checks can be throughformal letters, telephone conversations. However it is merely a formality and selections decisionsare seldom affected by it.

5. Selection Decision: After obtaining all the information, the most critical step is the selectiondecision is to be made. The final decision has to be made out of applicants who have passed

preliminary interviews, tests, final interviews and reference checks. The views of line managersare considered generally because it is the line manager who is responsible for the performance of the new employee.

6. Physical Examination: After the selection decision is made, the candidate is required toundergo a physical fitness test. A job offer is often contingent upon the candidate passing the

physical examination.

7. Job Offer: The next step in selection process is job offer to those applicants who havecrossed all the previous hurdles. It is made by way of letter of appointment.

8. Final Selection


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2.2 Type of steps taken in the selection process

1) Ability tests:

Assist in determining how well an individual can perform tasks related to the job. Anexcellent illustration of this is the typing tests given to a prospective employer for secretarial job. Also called as ACHEIVEMENT TESTS . It is concerned with what onehas accomplished. When applicant claims to know something, an achievement test istaken to measure how well they know it.

2) Aptitude test: Aptitude tests measure whether an individual has the capacity or latent ability to learn agiven job if given adequate training. The use of aptitude test is advisable when anapplicant has had little or no experience along the line of the job opening. Aptitudes testshelp determine a person s potent ial to learn in a given area. An example of such test is the

general management aptitude tests (GMAT), which many business students take prior togaining admission to a graduate business school programme.

3) Intelligence test: This test helps to evaluate traits of intelligence. Mental ability, presence of mind(alertness), numerical ability, memory and such other aspects can be measured. Theintelligence is probably the most widely administered standardized test in industry. It istaken to judge numerical, skills, reasoning, memory and such other abilities.

4) Interest Test:This is conducted to find out likes and dislikes of candidates towards occupations,

hobbies, etc. such tests indicate which occupations are more in line with a person sinterest.

5) Personality Test:Often an individual who possesses the intelligence, aptitude and experience for certainhas failed because of inability to get along with and motivate other people. It is conductedto judge maturity, social or interpersonal skills, behavior under stress and strain, etc. thistest is very much essential on case of selection of sales force, public relation staff, etc.where personality plays an important role.

6) Projective Test:

This test requires interpretation of problems or situations. For example, a photograph or a picture can be shown to the candidates and they are asked to give their views, andopinions about the picture.

7) General knowledge Test: Now days G.K. Tests are very common to find general awareness of the candidates in thefield of sports, politics, world affairs, current affairs.


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8) Perception Test:At times perception tests can be conducted to find out beliefs, attitudes, and mentalsharpness.etc.

9) Graphology Test:

It is designed to analyze the handwriting of individual. It has been said that anindividual s handwriting can suggest the degree of energy, inhibition and spontaneity.For example, big letters and emphasis on capital letters indicate a tendency towardsdomination and competitiveness. A slant to the right, moderate pressure and goodlegibility show leadership potential.

10) Polygraph Test:Polygraph is a lie detector, which is designed to ensure accuracy of the information givenin the applications.

11) Medical Test:

It reveals physical fitness of a candidate. Medical servicing helps measure and monitor acandidate s physical resilience upon exposure to hazardous chemicals.

2.3 Interview

An interview is a conversation between two or more people where questions are asked by theinterviewer to elicit facts or statements from the interviewee.

2.4 Objectives of interview:

Interview has at least three objectives and they are as follows:

Helps obtain additional information from the applicants Facilitates giving general information to the applicants such as company policies, job,

products manufactured and the like Helps build the company s image among the applicants.

2.5 Types of interview:

Following are the various types of interview used in the employee selection process:

1) Informal Interview:

An informal interview is an oral interview and may take place anywhere. The employee or themanager or the personnel manager may ask a few almost inconsequential questions like name,

place of birth, names of relatives etc. either in their respective offices or anywhere outside the plant of company. It is not planned and nobody prepares for it. This is used widely when thelabour market is tight and when you need workers badly.
http://en.wikipedia.org/wiki/Questionhttp://en.wikipedia.org/wiki/Question


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2) Formal Interview:

Formal interviews may be held in the employment office by the employment office in a moreformal atmosphere, with the help of well structured questions, the time and place of the interviewwill be stipulated by the employment office.

3) Non-directive Interview:

Non-directive interview or unstructured interview is designed to let the interviewee speak hismind freely. The interviewer has no formal or directive questions, but his all attention is to thecandidate. The idea is t o give the candidate complete freedom to sell himself, without theencumbrances of the interviewer s question.

4) Depth Interview:

It is designed to intensely examine the candidate s background and thinking and to go into

considerable detail on particular subjects of an important nature and of special interest to thecandidates. For example, if the candidate says that he is interested in tennis, a series of questionsmay be asked to test the depth of understanding and interest 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 inte rviewer may start with Mr. Joseph, we do not think your qualificationsand experience are adequate for this position, and watch the reaction of the candidates. A goodcandidates will not yield, on the contrary he may substantiate why he is qualified to handle the

job.

6) Group Interview:

It is designed to save busy executive s time and to see how the candidates may be broughttogether in the employment office and they may be interviewed.

7) Panel Interview:

A panel or interviewing board or selection committee may interview the candidate, usually in thecase of supervisory and managerial positions. This type 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) Structures Interview:

In a structured interview, the interviewer uses preset standardized questions, which are put to allthe interviewees. This interview is also called as Guided or Patterned interview. It is usefulfor valid results, especially when dealing with the large number of applicants.


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9) Unstructured Interview:

It is also known as Unpatterned interview, the interview is largely unplanned and theinterviewee does most of the talking. Unguided interview is advantageous in as much as it leadsto a friendly conversation between the interviewer and the interviewee and in the process, the

later reveals more of his or her desire and problems.

10) Telephone Interviews:

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

11) Second Interviews:

Job seekers are invited back after they have passed the first initial interview. Middle or senior management generally conducts the second interview, together or separately. Applicants canexpect more in-depth questions, and the employer will be expecting a greater level of preparationon the part of the candidates.

2.6 Job analysis

Job analysis is primary tool in personnel management. In this method, a personnel manager triesto gather, synthesize and implement the information available regarding the workforce in theconcern. A personnel manager has to undertake job analysis so as to put right man on right job.

The information collected under job analysis is:

1. Nature of jobs required in a concern.2. Nature/ size of organizational structure.3. Type of people required to fit that structure.4. The relationship of the job with other jobs in the concern.5. Kind of qualifications and academic background required for jobs.6. Provision of physical condition to support the activities of the concern. For example-

separate cabins for managers, special cabins for the supervisors, healthy condition for workers, and adequate store room for store keeper.

There are two outcomes of job analysis:

1. Job description 2. Job specification


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1. JOB DESCRIPTION is an organized factual statement of job contents in the form of duties and responsibilities of a specific job. The preparation of job description is veryimportant before a vacancy is advertised. It tells in brief the nature and type of job. Thistype of document is descriptive in nature and it constitutes all those facts which arerelated to a job such as :

1.

Title/ Designation of job and location in the concern.2. The nature of duties and operations to be performed in that job.3. The nature of authority- responsibility relationships.4. Necessary qualifications that are required for job.5. Relationship of that job with other jobs in a concern.6. The provision of physical and working condition or the work environment

required in performance of that job.

2. JOB SPECIFICATION is a statement which tells us minimum acceptable human

qualities which helps to perform a job. Job specification translates the job description intohuman qualifications so that a job can be performed in a better manner. Job specificationhelps in hiring an appropriate person for an appropriate position. The contents are :

1. Job title and designation2. Educational qualifications for that title3. Physical and other related attributes4. Physique and mental health5. Special attributes and abilities6. Maturity and dependability7. Relationship of that job with other jobs in a concern.


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2.7 Difference between recruitment and selection

Basis Recruitment Selection

Meaning It is an activity of establishingcontact between employers andapplicants.

It is a process of picking upmore competent and suitableemployees.

Objective It encourages large number of Candidates for a job.

It attempts at rejecting unsuitablecandidates.

Process It is a simple process. It is a complicated process.

HurdlesThe candidates have not to crossover many hurdles.

Many hurdles have to becrossed.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Consuming Less time is required. More time is required.


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3. Survey and analysis on the Recruitment and selection of OpenDestination

3.1 Introduction

Behind their products sit a team of over 270 travel technology professionals, spread between our headquarters in London, England and our development, support and outsourcing centre in Goa,India. The management team is based in our London headquarters and brings unparalleledexperience working with blue-chip players in the travel industry.

Their diverse team is constantly growing, and is currently comprised of over 100 developers, 19 business analysts and a team of 30 people working in project management and implementation.

They encourage their developers to expand their knowledge base and consequently many of them are multi-disciplined, with equal skills in application programming, technical architecturesand web technologies.

Their team of experts works with you to explore all booking channels and develop automated business processes to assist you in boosting sales and profitability for your organization.

Career

Open Destinations are constantly looking to recruit bright, motivated people who can add valueto our business. They welcome CV s of people who are looking for employment with a dynamic,forward looking organisation and who have demonstrable experience within Travel or technology companies.

Equal Opportunities

Open Destinations are committed to ensuring that all individuals are treated fairly and withrespect, and are valued regardless of age, disability, employment status, gender, sexualorientation, marital status, race, religion, nationality, social class, and membership or non-membership of a trade union. They take all reasonable steps to recruit, employ, promote andreward and develop employees purely on the basis of ability, skill and qualification, withoutregard to sex, sexual orientation, race, colour, religion, national origin, age, disability or personal

background.

Outsourcing

Open Destinations offers a unique, cost-effective solution to business process outsourcing,combining the travel and technology expertise between their company headquarters in Londonand our outsourcing centre in Goa, India. Theirr scalable team structure ensures that they cancater to the ups and downs of your business throughout the year, with the flexibility of staffingover weekends and peak periods. This means that they can quickly adapt to changing priorities,with urgent tasks such as getting special offers live in your system.


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Their experienced team will work with you to build a customised outsourcing solution that willnot only reduce your costs, but also increase efficiencies with staff management and training,leaving you to focus on the important task of growing your business.

Their outsourcing department opened in 2004 and now manages the back-end processes for more

than 20 travel businesses worldwide. The UK office oversees the operations and manages thecustomer accounts, whilst the Goa office provides a cost-effective staffing resource.

All of their outsourcing teams are managed by a Team Leader, who has a minimum of two yearsof experience working in a BPO Team within Open Destinations. This ensures that all best

practices are implemented based on our experience with other companies. The Team Leader engages in regular 1/1 coaching sessions with the staff to ensure that the highest levels of accuracy are maintained.

All staff has previously worked in contract loading, admin, finance and e-commerce roles withinestablished tour operators, with a combined experience of 50+ years working in the travel

industry.

Recruitment follows a strict process which includes various rounds of written tests, groupdiscussions and personal interviews.

3.2 Analysis for recruitment

Questions(recruitment) Open destination Text book/otherprofessional ways

ratin

dentification of talentedmployees

Experience in Software % in examinations Response to questions

Experience Analyze how peoplethink, not just whatthey do.

Ask for the reasonsbehind preferences

Inquire about peoplesdreams.

****

Ways of processingmployees

Newspaper Recruiting agency (TY

consultancy in Bombay, FineEdge Solution in Goa).

Web portals like Monster.com,Naukri.com,

Internal reference, Campus recruitment

Government agency Advertisement Recruitment agency Personal

recommendation

****

eps involved in theterview process of

Steps For locals Written aptitude and logical

Presentation ****


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otential employees reasoning test Technical interview Final HR interview

Steps for non-locals Telephonic

Same as above

Web based test In tray exercise Group exercise Role play Technical

interview Final HR interviewMethod of maintaining

cords in the HR epartment

ERC (employee resourcecenter)Software, keeps track of employees leave, performance, pay

Software hardcopy

****

n what bases are the jobescriptions andsponsibilities defined

Its set by the reporting manager, basedon that they advertise

Same *****

n what basis is theompensation formployees calculated

Based on the experience HourlyQualificationExperienceAgeMarital status

***

What are the benefitsceived by the employees

ther than theirmuneration

Provident fund shift allowance gratuity life cover on gratuity

Leave entitlement Flexible working Travel allowances Appliances Commission Share options Promotion Training Membership Clothing allowance

***

6. Is there anyreservation of seatsfor

For locals LocalsWomen

****

7. What methods doyoull use to inorder to minimizecost

Difficult to find employees, so no costcutting

Depends on the typeof organization

****


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3.3 Analysis for selectionsuestions (selections) Open Destination Text book/other

professional waysratings

oes the organization do proper Jobnalysis before Selection Processegins?

Yes Yes *****

oes the Job Responsibilities and Jobescription are clearly defined to the

andidates appearing for selectionocess?

Yes Yes *****

o you think organization prefersferred candidates?

Yes because it ismuch cheaper

Yes *****

o you think organization looks forxperienced employees in selectionrocess?

Yes Yes *****

Which is the most important qualitye organization looks for in a

andidate?

PastExperience

OptimisticNature.

Discipline

Knowledge Past

Experience Optimistic

Nature Discipline Team Work

Ability

***

oes the organization do employeeerification before and afterlection?

Yes Yes *****


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4. Findings and suggestions:

4.1 Findings

The following was the findings after conducting the survey

1. The process involved in the external recruitment of employees of IT industry isshort.

2. Technical knowledge is the most important factor when recruiting employeesfrom IT industry.

3. Locals are preferred over non-locals because it becomes much cheaper for thecompany.

4. Recruitment depends on the number of clients.

5. Selection in open destination (IT) is much simple as compared to other industry.

4.2 Suggestions

1. Advertising your Company

The more job seekers know about how great your company is, the more they'll want to beemployed and stay employed with you. Marketing your company as well as your jobopenings is important. Why does an applicant want to work for your company? Whatmakes your company apart from the rest? What type of company is it and how long haveyou been in business?

2. Job requirements

Particular job requirements are something job seekers have the potential to learn from the job. The candidates may think on the certain qualifications be 'preferred' instead of required. The job requirement is a "rule" that you set to look for the right people. Wouldyou overlook candidates without these qualifications or could you provide training to theright person? Make sure that you indicate the preferable and required skills clearly inyour posting. You'll often find the most valuable quality in a candidate will be awillingness and ability to learn.


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3. Compensation

Always begin your advertisement by listing the minimum salary you're willing to pay to a person who might need 'on the job training' ranging to what you'd be willing to pay that

'perfect' person who has all the experience and skills you're looking for. Advertise a payrange associated with a particular position. This way you will leave room for negotiationwithout limiting your candidate pool.

4. Benefits &Incentives

Benefits and incentives are important for job seeker to consider on. So, always outlineyour insurance plans, as most job seekers are looking for a long-term position. Do youoffer 'perks' like tuition reimbursement, day care allowance, casual Fridays, flextime,

parking, health club memberships and so on?

5.

Contact Information You will miss out on hearing from ideal candidates by limiting the different ways one canapply for a position. The candidates who might not have access to a fax machine or theability to send an email from home may lose their opportunity to apply for the jobs. Thus,always provide multiple ways for job seekers to submit a resume or contact you.


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5. Conclusions

The department and HR have to change in many ways. The rate of change is likely to increase quickly

and public and political expectations of service levels will continue to rise. They need to be able tocontinue to attract talented people who will be committed, involved in their work, will achieve high levelsof performance and deliver excellent value for money. They need to find the right candidate for the job,and not merely select a candidate because they are known to the company or the manager.

This Survey examines the issue s that are central for HR to continue to support the department s successand set a new direction. .

Good leadership is essential for effective change, and this is one of the main themes of this survey. Theyare committed to improving their leadership at all levels, and to becoming an organization where leaderslead by personal example and inspire others. They need to involve staff to change and improve their

business and service delivery. They have high-quality, professional and motivated staff who arecommitted to achieving business targets despite facing significant change.


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Questionnaire on recruitment

1. How will you define or identify talented employees out of all?

a) Education b) Percentages in educationc) Experience (software travel, BPO)

2. What is the initial process of processing new employees for the organization ?

a) By putting advertisement in the newspapers. b) Through employee reference.c) Conducting walk in interviews.d) Organizing job fairs.

3. What are the different steps involved in the interview process of potential employees?

a) Written aptitude and logical reasoning test b) Technical persona interviewc) Final hr interviewd) External candidatee) Telephonic interview

4. What is the method of maintaining records in the HR department?

a) Maintaining soft copies in the data base. b) Maintaining hard copies in the form of files and folders.c) Maintaining both soft as well as hard copies.d) Others, please specify

5. On what bases are the job descriptions and responsibilities defined?

8. On what basis is the compensation for employees calculated?

a) Overall performance. b) Overtime.c) Code of conduct.d) Others, please specify

9. What are the benefits received by the employees other than their remuneration? On what basis arethe benefits decided?


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10. Do you consider sports quota while recruiting?

11. Is there any reservation of seats for the following

a) Woman b) Localsc) SC

12. What methods do you ll use to in order to minimize cost?


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Q16. How do you rate the Selection Policy of the organization?

a. Good b. Averagec. Poor

Q 17) what type of interview do you prefer?

a. Personal interview depends on the location b. Telephonic interviewc. Video conferencingd. All three

Q 18) Are you satisfied with the present method being followed by the company for recruitment andselection? If no, what steps you prefer to make improvements?

a. Yes b. No

Q 19) Do you conduct aptitude test?

a. Yes b. Noc. Till some extendd. Cant say

Q 20) Do you conduct any of these test?

a. Psychometric test b. Medical testc. Reference test check d. Others(specify)


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BIBLIOGRAPHY

http://accountlearning.blogspot.in/2013/01/factors-affecting-recruitment.html

http://smallbusiness.chron.com/internal-external-factors-influencing-recruitment-11905.html

http://recruitment.naukrihub.com/external-factors.html

http://recruitment.naukrihub.com/external-sources.html

http://www.opendestinations.com/Outsourcing.aspx

http://blogs.hbr.org/2009/06/how-to-identify-your-employees/

http://www.opendestinations.com/Products.aspx

http://hr.leeds.ac.uk/info/23/interviews_and_other_selection_methods/3/using_additional_selection_methods/3
http://accountlearning.blogspot.in/2013/01/factors-affecting-recruitment.htmlhttp://smallbusiness.chron.com/internal-external-factors-influencing-recruitment-11905.htmlhttp://recruitment.naukrihub.com/external-factors.htmlhttp://recruitment.naukrihub.com/external-sources.htmlhttp://recruitment.naukrihub.com/external-sources.htmlhttp://www.opendestinations.com/Outsourcing.aspxhttp://blogs.hbr.org/2009/06/how-to-identify-your-employees/http://www.opendestinations.com/Products.aspxhttp://hr.leeds.ac.uk/info/23/interviews_and_other_selection_methods/3/using_additional_selection_methods/3http://hr.leeds.ac.uk/info/23/interviews_and_other_selection_methods/3/using_additional_selection_methods/3http://hr.leeds.ac.uk/info/23/interviews_and_other_selection_methods/3/using_additional_selection_methods/3http://hr.leeds.ac.uk/info/23/interviews_and_other_selection_methods/3/using_additional_selection_methods/3http://www.opendestinations.com/Products.aspxhttp://blogs.hbr.org/2009/06/how-to-identify-your-employees/http://www.opendestinations.com/Outsourcing.aspxhttp://recruitment.naukrihub.com/external-sources.htmlhttp://recruitment.naukrihub.com/external-factors.htmlhttp://smallbusiness.chron.com/internal-external-factors-influencing-recruitment-11905.htmlhttp://accountlearning.blogspot.in/2013/01/factors-affecting-recruitment.html

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