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HUMAN RESOURCE RECRUITMENT

Executive Summary

The Human Resources are the most important assets of an organization. The success or

failure of an organization is largely dependent on the caliber of the people working therein.

Without positive and creative contributions from people, organizations cannot progress and

prosper. In order to achieve the goals or the activities of an organization, therefore, they need

to recruit people with reuisite skills, ualifications and e!perience. While doing so, they

have to keep the present as well as the future reuirements of the organization in mind.

Recruitment is defined as, "a process to discover the sources of manpower to meet the

reuirements of the staffing schedule and to employ effective measures for attracting that

manpower in adeuate numbers to facilitate effective selection of an efficient workforce.#

In order to attract people for the $obs, the organization must communicate the position in such

a way that $ob seekers respond. To be cost effective, the recruitment process should attract

ualified applicants and provide enough information for unualified persons to self%select

themselves out.

The term "HR recruiter# may sound redundant, as both human resources managers and

recruiters both find $ob candidates and get them hired, this $ob is very specific.

Recruiters will work from resumes or by actively soliciting individuals ualified for

positions. & recruiter's $ob includes reviewing candidate's $ob e!periences, negotiating

salaries, and placing candidates in agreeable employment positions. Recruiters typically

receive a fee from the hiring employers.

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PROFILEOF THE

ORGANIZATION


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Address: 4th Floor Sravana Complex, Beside LV Prasad Eye Hospital Lane,Road No 2, Banara Hills, Hydera!ad " #$$$%4

Website –www.melstar.com

About Company

(elstar, a software services company, now part of the )ash *irla +roup, is one of the ma$or

IT solution providers to the *anking, Insurance, +overnment and IT sectors. The acuisition,

in --, was part of the +roup's ongoing thrust on growth and e!ploring new%age sectors like

/ducation, Healthcare and IT.

(elstar believes that the philosophy of ethical and transparent business practices gels with

their parent group and has yielded them long%term relationships based on mutual trust and

benefit. 0p to date software facilities, certified under 1/I%2(( 3evel III and I14 5--67--

with a robust stringent uality system ensures the highest standards, planned processes,

software uality metrics and strict audit at every level.

Head%uartered in (umbai, along with marketing and sales operations, the office also

handles pro$ect related services in tandem with the other centers operating out of *angalore,

2hennai, Hyderabad, +urgaon and 8olkata.

*eing end to end customized IT solutions provider, (elstar is now one of the preferred

vendors for software development services by global companies like I*(, 2itibank, 1tandard

2hartered*ank,*irla1unlife.


http://www.melstar.com/http://www.melstar.com/

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Type Public

Traded as BSE: 532307;NSE:MELSTAR

Industry Computer Services

Founded 1986

Headquarters Mumbai,Maharashtra [1],India

Number of locations India,U.K.,U.S.,Malaysia[2]

Key people Yash Birla, Chairman, & Richard D'Souza,CEO [3]

Services Information technology

Employees 3,363

Parent Yash Birla Group

Subsidiaries Melstar Inc.USA & Melstar (UK) Ltd.[4]

Website www.melstar.com

2ontact 9etails

2ompany :ame7 (elstar information technologies

2ontact ;erson7 (r. 56?%5@-6@555A

&ddress7 4th Floor Sravana Complex, Beside LV Prasad Eye Hospital Lane, Road No 2,

Banara Hills, Hydera!ad " #$$$%4

Web 1ite7 www.melstar.com


http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Ticker_symbolhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/stock-share-price/x/y/532307/http://www.bseindia.com/stock-share-price/x/y/532307/http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=MELSTAR&section=7http://en.wikipedia.org/wiki/Computer_Serviceshttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Melstar_Information_Technologieshttp://en.wikipedia.org/wiki/Melstar_Information_Technologieshttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/U.K.http://en.wikipedia.org/wiki/U.S.http://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Yash_Birlahttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Chief_Executive_Officerhttp://en.wikipedia.org/wiki/Melstar_Information_Technologieshttp://en.wikipedia.org/wiki/Melstar_Information_Technologieshttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Yash_Birla_Grouphttp://en.wikipedia.org/wiki/Subsidiaryhttp://en.wikipedia.org/wiki/USAhttp://en.wikipedia.org/wiki/Melstar_Information_Technologieshttp://en.wikipedia.org/wiki/Melstar_Information_Technologieshttp://www.melstar.com/http://www.melstar.com/http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Ticker_symbolhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/stock-share-price/x/y/532307/http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=MELSTAR&section=7http://en.wikipedia.org/wiki/Computer_Serviceshttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Melstar_Information_Technologieshttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/U.K.http://en.wikipedia.org/wiki/U.S.http://en.wikipedia.org/wiki/Malaysiahttp://en.wikipedia.org/wiki/Yash_Birlahttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Chief_Executive_Officerhttp://en.wikipedia.org/wiki/Melstar_Information_Technologieshttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Yash_Birla_Grouphttp://en.wikipedia.org/wiki/Subsidiaryhttp://en.wikipedia.org/wiki/USAhttp://en.wikipedia.org/wiki/Melstar_Information_Technologieshttp://www.melstar.com/http://www.melstar.com/

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Quality OverviewWe have defined a uality system that includes standards, processes, software uality

matrices and audit.

(elstar, an I14 5--67-- certified company aims at protecting customer interest byemphasizing that only through uality processes can produce a uality product.

We are assessed at 1/I 2(( level B for the maturity of our software development

processes.

1oftware uality is implemented through a sincere commitment of top management.

& senior level manager heads (elstar's uality management and software processes

improvement groups. & pro$ect uality advisor is associated with each software pro$ect

to offer guidance on the use of methodology and tools as well as to review the

deliverables during the development process, with the prime ob$ective of uality

assurance.

We bring in uality by virtue of 1/I 2(( level C processes

D I14 5--67-- certified processes

D Individual ability of domain and technical knowledge

D Team communication

• &deuate training

2ompany ;rofile


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(elstar, a software services company, now part of the )ash *irla +roup, is one of the ma$or

IT solution providers to the *anking, Insurance, +overnment and IT sectors. The acuisition,

in --, was part of the +roup's ongoing thrust on growth and e!ploring new%age sectors like

/ducation, Healthcare and IT.

(elstar believes that the philosophy of ethical and transparent business practices gels with

their parent group and has yielded them long%term relationships based on mutual trust and

benefit. 0p to date software facilities, certified under 1/I%2(( 3evel III and I14 5--67--

with a robust stringent uality system ensures the highest standards, planned processes,

software uality metrics and strict audit at every level.

Head%uartered in (umbai, along with marketing and sales operations, the office also

handles pro$ect related services in tandem with the other centers operating out of *angalore,

2hennai, Hyderabad, +urgaon and 8olkata.

*eing an end to end customized IT solutions provider, (elstar is now one of the preferred

vendors for software development services by global companies like I*(, 2itibank, 1tandard

2hartered *ank, *irla 1unlife.

DATA BANK

We have a fairly large data bank comprising of candidates in (anagerial functions, HR9,

&ccounts, Einance, /ngineering, Information Technology and (arketing to suit the

reuirements of (anagement at all levels of functions. 4ur data bank consists of candidates

from different locations and in various countries. They could even supply candidates with

very rare skill sets and e!perience from their data bank. This is helpful to identify candidates

for specific locations within short notice.

FACILITIES

& completely computerized :etwork environment with sophisticated software for

maintaining and accessing data bank % &n e!tensive library covering almost all sub$ects

relating to business % Three telephone lines, Ea!, Internet and email facility % & good $ob site

on the web to publicize the reuirements immediately % 9edicated Team of 2onsultants and

staff who believe in

Right ;eopleFF Right 1olutionsFF

Aim & Approach of EC


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&im is to ensure we match you with your ideal $ob every time. With an ethos that focuses on

the needs and aspirations of each individual candidate, rather than simply Gfilling $obs, we

make sure we understand what you want first before discussing any relevant career options.

If our clients are looking for full time, part time, permanent or temporary opportunities, our

specialist consultants are on hand to guide you through the options to match you with your

ideal $ob.

4ur aim is to offer our clients the best consultancy services in India. This means that we

provide clients with full consultancy service, from identifying the relevant candidate, to

closing the position at short span of Time.

Initiatives

We proactively seek grant schemes that match your needs and help you tailor your pro$ects to

take ma!imum advantage of grant opportunities.

4ur e!tensive professional network and e!perience in a wide range of grant schemes ensure

that we track the latest developments in incentive schemes and identify opportunities as they

arise. )ou can then adopt your decisions to better fit public ob$ectives.

;artnership

2lose collaboration with clients regularly leads to long%lasting partnerships. The better we

know you and your organization, the better we can advise you. This leaves you free to focus

on your core business while we deal with grants acuisition, administration and pro$ect

management. We also partner with clients in their consortia, technological platforms and

other public%private partnerships.

&pproach

4ur &pproach towards 2lient is distinctive. 3arge amount of support teams, provide clients

with the complete range of fully integrated recruitment solutions from each site. True client

partnerships, an advanced internet development strategy and our focus on placing people are

part of what makes us different.

CLIENTEL


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e!"tar information techno!o#ie" ta$e care of

%ua!ity

We have defined a uality system that includes standards, processes, software uality

(atrices and audit.

D (elstar, an I14 5--67-- certified company aims at protecting customer

interest by emphasizing that only through uality processes can produce a

uality product.

D We are assessed at 1/I 2(( level B for the maturity of our software

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development processes.

D 1oftware uality is implemented through a sincere commitment of top

management.

D & senior level manager heads (elstar's uality management and software

processes improvement groups. & pro$ect uality advisor is associated with

each software pro$ect to offer guidance on the use of methodology and tools

as well as to review the deliverables during the development process, with the

prime ob$ective of uality assurance.

.

etention

4ur retention level of consultants on the pro$ect is at an enviable rate of 5J. This does

not happen accidentally. We spend uality time on the staffing needs and ensure that the

staffing solution we provide really fulfills the clients needs.

Specia!i'ation in !eve! of recruitment

(elstar handles the below B 3evels of Recruitment7

D (iddle K 1enior 3evel of (anagement

D Lunior K (iddle 3evel of (anagement

D Lunior K 1enior 3evel of (anagement

(elstar deals with all "IT reuirements# K below mentioned are some of the Eunctional area

of recruitment where (/31T&R is specialized7

• !a"a 2 S#a$%a&% E%'#'($

• S#&)#* +1,-. 2,-/. S0&'$g. !a"a Se&"e& Fae* +!SF/. E$#e&0&'*e !a"aea$* +E!/. !SP. Se&"e#*


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• !a"a Na'$g a$% '&e#(& I$#e&ae +!NI/. !C. 'a#'*. H'9e&$a#e. !a"a Pe&*'*#e$e API +!PA/

• :e9Se&"'e* '0ee$#a#'($ )*'$g ;ML. S'0e O9L Se&"e& 25

Functiona! Area of ecruitment Specia!i'ation

(elstar deals with all "IT :on reuirements# K below mentioned are some of the Eunctional

area of recruitment where /(2 is specialized7

D 1ales K (arketing >&ll areas?7 /!ecutives, Regional (anager, (arketing Head, &(%

1ales, *randing (anager.

D &ccounts K Einance >&ll areas?

D /ngineers 2ivil M (echanical M 2hemical

D 9raftsman M Interior 9esign /ngineer

D 1ecretary to 2E4 M (9 M

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D 3egal 7 (anager 3egal , 2ompliance (anager, 2ompany 1ecretary

(o) *oe" recruiter"+con"u!tant #et pai*,

& recruitment consultant primarily acts from a position of self interest. Their $ob is togenerate revenue by making sales. 1ales mean selling their service, their ability to find the

right candidate, to prospective employers. In effect they are selling you. This means they will

be eager to champion you, their product, to the employer, likewise they will be keen to ensure

that you will accept the position if offered.

/!actly how a recruitment consultant is paid depends on whether it is a permanent or contract

position. +enerally for a permanent placement the company receives a proportion of your

salary, or a set fee agreed with the employer. The more you earn the more they stand to make.

8nowing this should ease any concerns you haveP in this you are both on the same side. Eor a

contract the consultant will receive a margin of your rate.

-ob .rofi!e in e!"tar/

D 1ourcing resumes through different $ob portals like :aukri, monster etc.

D *ased on the clients reuirements screening the resumes and $udging the 2andidates

to meet the particular reuirement.

D Initial phone screening of candidates to $udge communications and background.

D 1hort listing the candidates as per clients reuirements and then scheduling up the

interviews.

D Regular follow up with the selected candidates to confirm their $oining dates, ensuring

the ma!imum of them are placed successfully with the respective organization

D (aintaining and updating database of potential, prospective and re$ected candidates

D 2onstantly be in touch with the candidate until heMshe $oins.

D 2o%ordinate with other recruiters to work as a team.

D (aintaining a database of candidates.

D Handling end to end recruitments.

e0uirement" I )or$e* on in ELSTA


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D Relationship 4fficers M 1r. Relationship 4fficers M Territory (anager for the 3ocation

of (umbai and 2hennai>3ower parel?, for the Nuikr India ;vt 3td

D 1ales (anager for the 3ocation of &hmedabad, for Nuikr India ;vt 3td

D &sp.:et for the 3ocation of (umbai>(alad?, for the B+ 1ervices

D ;ro$ect /ngineer for the location of (umbai, for 1igma *yte

D 1ecretary to (9 for the location of (umbai>&ndheri?,for Einancial Technologies

D ;ro$ect 2o%ordinator with 4nmobile +lobal 3td.

D Techlead ;osition for *lue 1tar Technologies

Application Development

In today's world of dynamic market scenario and evolving business needs, technological

advances, e!pansions, etc. can force the applications in your organization to undergo

transformation and evolve at the same time. )ou need an application development partner

who understands these business dynamics and can work with you to ensure success with the

best possible outcomeP by balancing cost, speed and uality.

(elstar engages with its partners to understand their uniue business, process needs and

keeping in mind the dynamic market scenario and evolving business needs todevelop "o!ution" for its partners.

We architect and design models based on our e!perience across multiple pro$ects

incorporating industry%wide best practices. 4ur focus is to develop feature and functional%

rich business%critical applications based on technology frameworks best suited for the

business needs.

Tools and TechnologiesO)& #e@$((g'a e-0e'*e *0a$* #@e *0e#&) a"a'a9e #(%a a$% #@'*'$)%e* *(e ( #@e e #e@$((g a&ea* a* e$#'($e% '$ #@e 9e(?%'ag&a,


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Methodologies

I$ ()&

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This is to bring to your kind notice that we have an opening or the post o !elationship

"icer# $r. !elationship "icer with %uikr.com

URL: - http:##www.&uikr.com#html#about.php

Location: Delhi

De"i#nation/ Sr1 e!ation"hip 2fficer+ e!ation"hip officer

/!perience7 = )ears

/ssential Nualities7/!cellent 2ommunication 1kills, ;ositive attitud

motivated.

1hould come from online, yellow pages, spac

have a good idea about online salesMmarketing

Lob

Responsibility7

Responsible for monitoring accessing, impro

revenue monitoring

&ble to independently ideate and came out withand sales team

(onitoring &ll ad positions, ad campaignings, s

(onitoring their sales M telesales team.

' your candidature suits the mentioned proile then kindly send us the ollowing details:

(. your updated resume in )$ Word ormat.

*. +resent CTC

. -pected CTC

/. 0otice +eriod

As the re&uirement is a bit urgent, an early response on this would be highly appreciated.

Alternatively i you know someone suitable and available then +lease

reer 1or2 let us know their contact details. We shall check their willingness or this opportunity.

+lease, respond at the earliest.

Best regards,

|HR| )-3$TA! '04"!)AT'"0 T-C50"3"6'-$

www.melstar.com

ecruitment Emai! "ent to can*i*ate

5i,

"pening with "nmobile 6lobal 3td or Project Co-ordinator

"n )obile 70$-: "0)"8'3-9 is one o the largest whitelabelled Data and ;alue Added

$ervices 7;A$9 companies or )obile, 3andline and )edia $ervice +roviders. "n)obile

touches the lives o over ( billion mobile users across

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our diverse product portolio o )obile )usic, multiscreen ;ideo 6ateway and delivery

solutions, +hone 8ackup and +ersonal Cloud )anagement solutions, ;oice and ;ideo

portals, )Commerce products and services, we generate * – $ ?@ million or over B* customers globally.

We deliver our products by the best combination o a hosted Cloud with onsite

operations at the customer premises or through products deployed in customer

networks. 4ounded in *, "n )obile has (

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' this proile suits your candidature, kindly send the "#dated res"me mentioning the

ollowing details:

(2 Total -perience

*2 !elevant -p.

2 Current CTC

/2 -pected CTC

"

.8 6pdated Res3me in 5ord 0ormat*

28 +otal Exp*


http://www.melstar.com/http://www.bluestarinfotech.com/Pages/index.aspxhttp://www.melstar.com/http://www.bluestarinfotech.com/Pages/index.aspx

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%8 Relevant Exp*

48 C3rrent C+C*

#8 Expe&ted C+C*

D8 Noti&e Period*

Best reards, 3HR3 )elstar 'n0ormation +e&hnolo/ies

111melstarom

Format of Can*i*ate Intervie) Sche*u!e *etai!" "ent to 2r#ani'ation

Hi,

*elow mentioned is the interview schedule for &( M (anager HR >

Sr1

No

Can*i*ate

Name

Intervie)

Date

Intervie)

TimeContact No o*e Location .o"ition Con"u!tant

62< sent or not?, 1ource >2onsultant :ame?, 2andidate :ame, 2urrent 2ompany

>candidate is working with?, )rs 4f /!perience, 3ocation, /ducation, 2urrent 9esignation,

2urrent 2T2, /!pected 2T2, ;osition &pplied Eor, 2ontact :o., ;rofile 1ent 9ate, 3ine

(anager, 6st 3evel % Resume 1creening, (ode, 9ate, nd 3evel % ;I or TI, 9ate, B 3evel O

;I, 9ate, Einal 1tatus, 2lient 2T2 if offered.


http://www.melstar.com/http://www.melstar.com/

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Form attache* a!on# )ith can*i*ate re"ume )hi!e for)ar*in# to the C!ient 4i1e1

or#ani'ation5

Melstar Information Technologies

0ame

+osition applied or

Current Company

Current +osition

5ighest &ualiication

Total -p

!elevant -p

Current CTC

-pected CTC

0otice period

Current 3ocation

Willing to work in 3ocation

"pted or 1E#02

!eason or Fob Change

Why the Client 1e.g. Tata#4T2

Why Consultant has shortlisted

the C;


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D To search or headhunt people whose, skill fits into the companys values

Scope of "tu*y/

The benefit of the study for the researcher is that it helped to gain knowledge and e!perience

and also provided the opportunity to study and understand the prevalent recruitment

procedures.

The key points of my research study are7

D To 0nderstand and analyze various HR factors including recruitment procedure at

consultant.

D To suggest any measuresMrecommendations for the improvement of the recruitment

procedures


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(uman e"ource ana#ement an* (uman e"ource Deve!opment

9efinition7

HR( is the process of managing people in organizations in a structured and thorough

manner. This covers the fields of staffing >hiring people?, retention of people, pay and perks

setting and management, performance management, change management and taking care of

e!its from the company to round off the activities. This is the traditional definition of HR(

which leads some e!perts to define it as a modern version of the ;ersonnel (anagement

function that was used earlier.


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We have chosen the term "art and science# as HR( is both the art of managing

people by recourse to creative and innovative approachesP it is a science as well because of

the precision and rigorous application of theory that is reuired.

Human Resource 9evelopment >HR9? means to develop available manpower through

suitable methods such as training, promotions, transfers and opportunities for career

development. HR9 programs create a team of well%trained, efficient and capable managers

and subordinates. 1uch team constitutes an important asset of an enterprise. 4ne organization

is different from another mainly because of the people >employees? working there in.

&ccording to ;eter E. 9rucker-, KT@e 0&(*0e&'#. ' $(# #@e *)&"'"a ( a$ 9)*'$e**

%e0e$%* ($ #@e 0e&(&a$e ( '#* a$age&* ( #((&&(?,K The human resource

should be nurtured and used for the benefit of the organization.

7"e" of (uman e"ource ana#ement in an or#ani'ation/

D Human Resource (anagement >HR(? is the function within an organization that

focuses on recruitment of, management of, and providing direction for the people who

work in the organization. It can also be performed by line managers.

D Human Resource (anagement is the organizational function that deals with issues

related to people such as compensation, hiring, performance management,

organization development, safety, wellness, benefits, employee motivation,

communication, administration and training.

D HR( is also a strategic and comprehensive approach to managing people and the

workplace culture and environment. /ffective HR( enables employees to contribute

effectively and productively to the overall company direction and the accomplishment

of the organization's goals and ob$ectives.

D Human Resource (anagement is moving away from traditional personnel,

administration and transactional roles, which are increasingly outsourced. HR( is

now e!pected to add value to the strategic utilization of employees and that employee

programs impact the business in measurable ways. The new role of HR( involves

strategic direction and HR( metrics and measurements to demonstrate value.

D The Human Resource (anagement >HR(? function includes a variety of activities,

and key among them is responsible for human resources % for deciding what staffing


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needs you have and whether to use independent contractors or hire employees to fill

these needs, recruiting and training the best employees, ensuring they are high

performers, dealing with performance issues and ensuring your personnel and

management practices conform to various regulations. &ctivities also include

managing your approach to employee benefits and compensation, employee records

and personnel policies. 0sually small businesses >for%profit or nonprofit? have to

carry out these activities themselves because they can't yet afford part or full%time

help. However, they should always ensure that employees have %% and are aware of %%

personnel policies which conform to current regulations. These policies are often in

the form of employee manuals, which all employees have.

D HR( is widening with every passing day. It covers but is not limited to HR planning,

hiring >recruitment and selection?, training and development, payroll management,

rewards and recognitions, Industrial relations, grievance handling, legal procedures

etc. In other words, we can say that its about developing and managing harmonious

relationships at workplace and striking a balance between organizational goals and

individual goals.

A*vanta#e" + Importance of (/

D eetin# manpo)er nee*"7 /very 4rganization needs adeuate and properly

ualified staff for the conduct of regular business activities. Imaginative HR; is

needed in order to meet the growing and changing human resource needs of an

organization.

D ep!acement of manpo)er7 The e!isting manpower in an 4rganization is affected

due to various reasons such as retirement and removal of employees and labour

turnover. HR; is needed to estimate the shortfall in the manpower reuirement and


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also for making suitable arrangements for the recruitment and appointment of new

staff.

D eetin# #ro)in# manpo)er nee*"7 The e!pansion or modernization programme

may be undertaken by the enterprise. (anpower planning is needed in order to

forecast and meet additional manpower reuirement due to e!pansion and growth

needs through recruitment and suitable training programs.

D eetin# cha!!en#e" of techno!o#ica! environment7 HR; is helpful in effective use

of technological progress. To meet the challenge of new technology e!isting

employees need to be retrained and new employees may be recruited.

D Copin# )ith chan#e7 HR; enables an enterprise to cope with changes in competitive

forces, markets, products and technology and government regulations. 1uch changes

generate changes in $ob content, skill, number and type of personals.

D Increa"in# inve"tment in ( 7 &n employee who picks up skills and abilities

becomes a valuable resource because an organization makes investments in its

manpower either through direct training or $ob assignments.

D A*6u"tin# manpo)er re0uirement"7 & situation may develop in an organizationwhen there will be surplus staff in one department and shortage of staff in some other

departments. Transfers and promotions are made for meeting such situations.

D ecruitment an* "e!ection of emp!oyee"7 HR; suggests the type of manpower

reuired in an organization with necessary details. This facilitates recruitment and

selection of suitable persons for $obs in the 4rganization. Introduction of appropriate

selection tests and procedures is also possible as per the manpower reuirements.

D .!acement of manpo)er7 HR; is needed as it facilitates placement of newly selected

persons in different departments as per the ualifications and also as per the need of

different departments. 1urplus or shortage of manpower is avoided and this ensures

optimum utilization of available manpower.

D Trainin# of manpo)er7 HR; is helpful in selection and training activities. It ensures

that adeuate numbers of persons are trained to fill up the future vacancies in the

4rganization.


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( T2.ICS 8 F7NCTI2NS

Recruitment and 1election ;rocess

2omplete Recruitment life cycle

D 3evels of 2ompanies

D Technologies and 9omineer

D ;ortal /!planation

D /!planation of Lob 9escription and &nalyzing of Reuirement

D 1ourcing of ;rofiles from ;ortals

D 1creening of profiles as per the reuirement

D 2alling the 2andidatesD Eormatting of profiles and Trackers ;reparation

D (aintenance of 9atabase

Training and 9evelopment

D 2oncept of Training and 9evelopment

D Training :eeds Identification ;rocess

D 9esigning &nnual Training ;lans

D Training /!ecution

D 9esigning /mployee 9evelopment Initiatives

D 9esigning 1upervisory 9evelopment ;rograms

D 9esigning (anagement 9evelopment ;rograms

D What is Training R4I and how to 2alculate

D Introduction to *est Trainer 1kills, 8nowledge and &bilities

Induction and 4rientation

D How to 9esign Induction ;rograms and /!ecution

D How to 9esign on the Lob Training ;rograms and (onitoring

D How to evaluate effectiveness of Induction and on the Lob Training ;rograms

D ;robation 2onfirmation and HR Role


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Team (anagement 1kills

D 0nderstanding What is a Team

D 0nderstanding Team 9evelopment 1tages

D What is your Team (embership 4rientation

D How to improve your effectiveness as Team (ember

D What is Team 3eadership

D 0nderstanding my 4rientation

( ecruitment/


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&ccording to /dwin Elippo, KRe&)'#e$# '* #@e 0&(e** ( *ea&@'$g (& 0&(*0e#'"e

e0(ee* a$% *#')a#'$g #@e #( a00 (&

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national selection system for psychiatrists, anesthetists and dental surgeons has been

proposed within the 08 health sector

Nee* for ecruitment

The need for recruitment may be due to the following reasons M situations

D &dvertising etc?.

D 1hort%listing and identifying the prospective employee with reuired characteristics.

D &rranging the interviews with the selected candidates.

D 2onducting the interview and decision making


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The ( o!e in ecruitment chan#e* an* (/

D 9ecides about the design of the recruitment processes and to decide about the split of

roles and responsibilities between Human Resources and Hiring (anager

D 9ecides about the right profile of the candidateD 9ecides about the sources of candidates

D 9ecides about the measures to be monitored to measure the success of the process

& traditional role of HR in Recruitment was an administrative part of the whole process. The

HR( was responsible for maintaining the vacancies advertised and monitored, but the real

impact of HR( to the performance of the whole recruitment process was minimal.

*ut as the role of Human Resources in the business was increasing, the HR 1trategy was

changed. Erom making the process working to the real management of HR ;rocesses and the

Recruitment ;rocess was the first to manage.

The role of HR in Recruitment is very important as HR( is the function to work on the

development of the recruitment process and to make the process very competitive on the

market. &s the $ob market gets more and more competitive, clearly defined HR Role in

Recruitment will be growing uickly. HR( is not a function to conduct all the interviews

today, the main role of Human Resources is to make the recruitment process more attractive

and competitive on the $ob market.

Scope of ( ecruitment/

D HR $obs are one of the most important tasks in any company or organization.

D To structure the Recruitment policy of company for different categories of employees.

D To analyse the recruitment policy of the organization.

D To compare the Recruitment policy with general policy.

D To provide a systematic recruitment process.

D It e!tends to the whole 4rganization. It covers corporate office, sites and works

appointments all over India.

D It covers workers, 2lerical 1taff, 4fficers, Lr. (anagement, (iddle (anagement and

1enior (anagement cadres.

D & recruitment agency provides you with career counseling which renders a crystal

clear picture of what are the possible career options out there for you and which $ob

option suits you the best.


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2b6ective of (

D To obtain the number and uality of employees that can be selected in order to help

the organization to achieve its goals and ob$ectives.

D Recruitment helps to create a pool of prospective employees for the organization sothat the management can select the right candidate for the right $ob from this pool.

D Recruitment acts as a link between the employers and the $ob seekers and ensures the

placement of right candidate at the right place at the right time.

D Recruitment serves as the first step in fulfilling the needs of organizations for a

competitive, motivated and fle!ible human resource that can help to achieve its

ob$ectives.

D The recruitment process e!ists as the organization hire new people, who are aligned

with the e!pectations and they can fit into the organization uickly.

A*vanta#e of 2ut"ourcin# ecruitment+(irin# of Con"u!tancy

Traditionally, recruitment is seen as the cost incurring process in an organization. HR

outsourcing helps the HR professionals of the organizations to concentrate on the strategic

functions and processes of human resource management rather than wasting their efforts,

time and money on the routine work.

4utsourcing the recruitment process helps to cut the recruitment costs to - J and also

provide economies of scale to the large sized organizations.

The ma$or advantages of outsourcing performance management are7

4utsourcing is beneficial for both the corporate organization that use the outsourcing services

as well as the consultancies that provide the service to the corporate. &part from increasing

their revenues, outsourcing provides business opportunities to the service providers,

enhancing the skill set of the service providers and e!posure to the different corporate

e!periences thereby increasing their e!pertise.

The a*vanta#e" accruin# to the corporate are/

D Turning the management's focus to strategic level processes of HR(D &ccessibility to the e!pertise of the service providers


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D Ereedom from red tape and adhering to strict rules and regulations

D 4ptimal resource utilization

D 1tructured and fair performance management.

D 1atisfied and hence, highly productive employees

D

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9espite of the growing use of the internet, the recruitment intermediaries are predicted to

continue dominating the recruitment market in the anticipated future.

ecruitment ana#ement Sy"tem

Recruitment management system is the comprehensive tool to manage the entire recruitment

processes of an organisation. It is one of the technological tools facilitated by the information

management systems to the HR of organizations. Lust like performance management, payroll

and other systems, Recruitment management system helps to contour the recruitment

processes and effectively managing the R4I on recruitment.

The features, functions and ma$or benefits of the recruitment management system are

Ce!plained below7

D 1tructure and systematically organize the entire recruitment processes.

D Recruitment management system facilitates faster, unbiased, accurate and reliable

processing of applications from various applications.

D Helps to reduce the time%per%hire and cost%per%hire.

D Recruitment management system helps to incorporate and integrate the various links

like the application system on the official website of the company, the unsolicitedapplications, outsourcing recruitment, the final decision making to the main

recruitment process.

D Recruitment management system maintains an automated active database of the

applicants facilitating the talent management and increasing the efficiency of the

recruitment processes.

D Recruitment management system provides and a fle!ible, automated and interactive

interface between the online application system, the recruitment department of the

company and the $ob seeker.

D 4ffers tolls and support to enhance productivity, solutions and optimizing the

recruitment processes to ensure improved R4I.

D Recruitment management system helps to communicate and create healthy

relationships with the candidates through the entire recruitment process.

D The Recruitment (anagement 1ystem >R(1? is an innovative information system

tool which helps to sane the time and costs of the recruiters and improving the

recruitment processes.


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( ecruitment .roce""


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91 C!ient nee* a""e""ment

D 9efine ob$ectives and specifications

D 0nderstand client's business and culture

D 0nderstand the $obMposition specifications

D 0nderstand roles and responsibilities of the prospective candidate


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D 9evelop a search plan and review with the client

:1 Can*i*ate I*entification

D Identify target sources

D /!tensive organization mapping, research K database search of the profile

D ;rovide status report to client about the available talent pool

;1 Can*i*ate a""e""ment an* .re"entation

D 1creen and evaluate candidates

D ;ersonal Interviews with 2andidates wherever possible % assess skills, interest level

and cultural fit

D 9iscuss the shortlist with the client and send resumes

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In the last few years, the $ob market has undergone some fundamental changes in terms of

technologies, sources of recruitment, competition in the market etc. In an already saturated

$ob market, where the practices like poaching and raiding are gaining momentum, HR

professionals are constantly facing new challenges in one of their most important function%

recruitment. They have to face and conuer various challenges to find the best candidates for

their organizations.

The ma$or challenges faced by the HR in recruitment are7

D &daptability to globalization O The HR professionals are e!pected and reuired to

keep in tune with the changing times, i.e. the changes taking place across the globe.

HR should maintain the timeliness of the process

D 3ack of motivation O Recruitment is considered to be a thankless $ob. /ven if the

organization is achieving results, HR department or professionals are not thanked for

recruiting the right employees and performers.

D ;rocess analysis O The immediacy and speed of the recruitment process are the main

concerns of the HR in recruitment. The process should be fle!ible, adaptive and

responsive to the immediate reuirements. The recruitment process should also be

cost effective.

D 1trategic prioritization O The emerging new systems are both an opportunity as well

as a challenge for the HR professionals. Therefore, reviewing staffing needs and

prioritizing the tasks to meet the changes in the market has become a challenge for the

recruitment professionals.


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Research

Methodology


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R/1/&R2H is a Gcareful investigation or inuiry especially through search for new facts in

any branch of knowledge.

ET(2D2L2?@ 2F ST7D@/

I$ ()&

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Too!" of Ana!y"i"/

The data collected from both the sources is analyzed and interpreted in the systematic manner

with the help of statistical tool like percentages.

ESEAC( DESI?N/

& research design is the arrangement of the condition for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with economy in

procedure.

& research design is the specification of methods and procedure for acuiring the information

needed to structure or to solve problems. It is the overall operation pattern or framework of

the pro$ect that stipulates what information is to be collected from which source and be what

procedures.

• :@a# '* *#)% a9()#

• :@a# '* *#)% 9e'$g a%e

• :@e&e ?' #@e *#)% 9e a&&'e% ()#

• :@a# #0e ( %a#a '* &e)'&e%

• :@e&e a$ #@e &e)'&e% %a#a 9e ()$%

• :@a# ?' 9e #@e *a0e %e*'g$

• Te@$')e ( %a#a (e#'($,

• H(? ?' %a#a 9e a$ae%


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Data

Analysis


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And

Interpretatio

n

The analysis of the data is done as per the survey finding. The data is

represented graphically in percentage. The percentage of the people opinion

were analyzed and e!pressed in the form of charts.

%ue"tion 9/ 3hat form of intervie) *i* you prefer,


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(ost of the manager ;refer ;ersonal interviews, B-J prefer to take telephonic interviewswhere as only -J goes for video conferencing and rest 6-J adopt some other means of

interviews.

%ue"tion :/ 3hat "ource you a*opt to "ource can*i*ate",

1ource7 2ompiled from uestionnaire data

Interpretation7

This analysis indicates that most of the respondent i.e. J responded for Lob ;ortal, 6-J

responded for 2andidate referral and J responded for &dvertising.

%ue"tion ;/ (o) many "ta#e" are invo!ve* in "e!ectin# the can*i*ate, + (o) many

%ue"tion you are a"$in# *urin# the Te!ephonic intervie) roun*,

(ost of the /!ecutives ;refer two stages of interview, C-J prefer to take three stages

interviews where as only 6-J goes for four rounds and rest J sometimes opt for one round

of interviews.

%ue"tion

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%ue"tion >/ Doe" the or#ani'ation c!ear!y *efine the po"ition ob6ective"= re0uirement"

an* can*i*ate "pecification" in the recruitment proce"",

This analysis indicates that most of the respondent i.e. 5J responded for )es and J

responded for :o.

%ue"tion / 3hat i" the avera#e time "pent by executive" *urin# recruitment 4each

can*i*ate5,

This analysis indicates that most of the respondent i.e. A-J responded for 6 to minutes,

-J responded for to 6- mins, whereas 6-J responded for 6- O 6 mins and rest 6-J

responded for more than 6 mins.

%ue"tion / Do you fo!!o) *ifferent recruitment proce"" for *ifferent #ra*e" of

emp!oyee",

This analysis indicates that most of the respondent i.e. 5J responded for )es and J

responded for :o.

%ue"tion / 3hat are the ba"ic 0ue"tion" you a"$ to the can*i*ate,

This analysis indicates that the entire respondent i.e. 6--J responded for asking all the basic

uestions.

%ue"tion / Do you have any "y"tem to ca!cu!ate co"t per recruitment,

This analysis indicates that most of the respondent i.e. @-J responded for :o and B-J

responded for )es.


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%ue"tion 9/ I" there any provi"ion for eva!uation an* contro! of recruitment proce"",

This analysis indicates that most of the respondent i.e. J responded for :o and CJ

responded for )es.

%ue"tion 99/ I" there any faci!ity for ab"orbin# the trainee" in your or#ani'ation,

This analysis indicates that most of the respondent i.e. @-J responded for )es and B-J

responded for :o.

T(E2ITICAL FAE32K/

TH/4RI/1 R/+&R9I:+ R/2R0IT(/:T

R/2R0IT(/:T I1 TW4 W&) 1TR//T7

It takes recruiter and a recruitee7 It takes a recruiter and a recruitee recruiter has a choice

whom to recruit and whom notP

&s per *ehling et al, there are three ways in which a prospective employee makes a decisionto $oin an organization.

&ccordingly, the following three theories of recruitment have been evolved7

D 4b$ective factor theory

D 1ub$ective factor theory

D 2ritical contact theory

These theories can be e!plained as follows7

2b6ective Factor Theory

It assumes that the applicants are rational. &s per this theory, the choice of organization by a

potential employee depends on ob$ective assessment of tangible factors such asP

;ay package, 3ocation, 4pportunity per career growth, :ature of work and /ducational

opportunities. The employer according to this theory considers certain factors among othersP

educational ualification, years of e!perience and special ualificationMe!perience.


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Sub6ective Factor Theory

The decision making is dominated by social and psychological factors. The status of the $ob,

reputation of the organization and other similar factors plays an important role.

&ccording to this theory, compatibility of individual personality with the image of

organization is decisive factor in choosing an organization by individual candidate seeking

for employment. These sub$ective factors areP ;ersonal compatibility for the position,

2ompetence and *est fit.

Critica! Factor Theory

The critical factors observed by the candidate during his interaction with the organization

play a vital role in decision making. Recruiter being in touch with the candidate, promptness

of response and similar factors are important. This theory is more valid with the e!perienced

professionals.

There are instances when a candidate is unable to choose an organization out of alternative

based on 4b$ective and 1ub$ective factor>s? listed above. This is due to many reasons such as

limited contact and insufficient data with regards to the organization or its own inability to

analyze and come to ant conclusion. In such cases, certain critical factors observed by the

manager during interview and contact with personnel of the organization will have profound

influence in his decision process.

It must be noted that, the theoretical base given above by *ehling et al was mostly influenced

by the working condition which e!isted in developed countries like The 0nited 1tates of

&merica and /uropean countries. In these countries, vacancies are many and there is scarcity

of suitable hands unlike in developing countries like 2ameroon where vacancies are less and

hands are more resulting to large scarce unemployment. The theoretical base given above

cannot be applied in developing countries e!cept in hid paid $obs where higher skills and

better knowledge are the prereuisites. In such cases, candidates have variety of choices and

he is the master of his choice. In production, servicing and clerical $obs, unemployment is

where the number of $ob seekers far e!ceeds the vacancies.

In such a situation, candidates have little choice and such, grab whatever organization call

him or her for employment. In such a case, the potential organization is in a better place to

choose the candidates from the many available.


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If the Individual displays a high ;%4 fit, we can say that the Individual would most likely be

able to ad$ust to the company environment and work culture, and would be able to perform at

an optimum level.

Findings

!onclusion

Suggestions

"imitation

FINDIN?S


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D &ccording to the 1urvey, Recruitment differs from company to company for each

category.

D &ccording to the 1urvey, the company do utilize internet sites for the recruitment

process and for finding the talent candidate

D &ccording to survey it is observed that the company are utilizing the $ob description

in order to make screening process more efficient

Limitation of the "tu*y/

The study is sub$ected to the following limitations

D The study is based on the data provided by the company statements so, the limitations

of the companys employees remaining are eually applicable.

D In some cases data is collected from the companies past records.


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BIBLI2?A.(@

http7MMrecruitment.naukrihub.comMmeaning%of%recruitment.html


http://recruitment.naukrihub.com/meaning-of-recruitment.htmlhttp://recruitment.naukrihub.com/meaning-of-recruitment.html

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http7MMwww.fempower.co.zaM-6Minde!.phpQ

optionScomcontent K taskSview K idS65 K ItemidSBC

http7MMen.wikipedia.orgMwikiMRecruitment

https7MMwww.google.co.inM

http7MMwww.melstar.comM

BIBLI2?A.(@

D 2.* (amoria and 1.--C?, ;ersonal (anagement Te!t and 2ases.

Himalaya ;ublication.

D /ssentials of HR( and IR % ;.1ubba Rao.

D ;ersonal (anagement % 2.*.(emoria.

D Research (ethodology %2.R.8othari.

D ;ersonnel and Human Resource (anagement O ;. 1ubba Rao, Himalaya ;ublication

Questionnaire on Recruitment #rocess

Name

CompanyG" name


http://www.fempower.co.za/01/index.php?option=com_content&task=view&id=19&Itemid=34http://www.fempower.co.za/01/index.php?option=com_content&task=view&id=19&Itemid=34http://en.wikipedia.org/wiki/Recruitmenthttps://www.google.co.in/http://www.melstar.com/http://www.fempower.co.za/01/index.php?option=com_content&task=view&id=19&Itemid=34http://www.fempower.co.za/01/index.php?option=com_content&task=view&id=19&Itemid=34http://en.wikipedia.org/wiki/Recruitmenthttps://www.google.co.in/http://www.melstar.com/

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De"i#nation

Date8

Note .!ea"e fi!! the appropriate option1

%ue"tion 9/ 3hat form of intervie) *i* you prefer, 4 5

a. ;ersonal interviews b. telephonic interviews c. video conferencing d. 4ther

%ue"tion :/ 3hat "ource you a*opt to "ource can*i*ate", 4 5

a1 Can*i*ate referra! b1 A*verti"in# c1 -ob porta!"


%ue"tion you are a"$in# *urin# the Te!ephonic intervie) roun*, 4 5

a1 9 b1 : c1 ; *1 < e1 ore

%ue"tion / Doe" the or#ani'ation c!ear!y *efine the po"ition ob6ective"= re0uirement"

an* can*i*ate "pecification" in the recruitment proce"", 4 5

a1 @e" b1 No


can*i*ate5 , 4 5

a1 9min" to >min"1 b1 > to 9 min"1

c1 9 to 9>min"1 *1 ore


emp!oyee", 4

5

a1 No b1 @e"

%ue"tion / 3hat are the ba"ic 0ue"tion" you a"$ to the can*i*ate, 4 5

a1 Experience 4Tota!+e!evant5


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b1 Current CTC+Expecte* CTC

c1 -ob .rofi!e

*1 Notice perio*

e1 A!! the Above

%ue"tion / Do you have any "y"tem to ca!cu!ate co"t per recruitment,4 5

a1 No

b1 @e"= p!ea"e "pecify

%ue"tion 9/ I" there any provi"ion for eva!uation an* contro! of recruitment proce"",

4 5a1 @e" b1 No

%ue"tion 99/ I" there any faci!ity for ab"orbin# the trainee" in your or#ani'ation,

a1 @e" b1 No 4 5

Questionnaire on Recruitment #rocess

Name

CompanyG" name

De"i#nation

Date8

Note .!ea"e fi!! the appropriate option1

%ue"tion 9/ 3hat form of intervie) *i* you prefer, 4 5

a. ;ersonal interviews b. telephonic interviews c. video conferencing d. 4ther

%ue"tion :/ 3hat "ource you a*opt to "ource can*i*ate", 4 5

a1 Can*i*ate referra! b1 A*verti"in# c1 -ob porta!"


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%ue"tion you are a"$in# *urin# the Te!ephonic intervie) roun*, 4 5

a1 9 b1 : c1 ; *1 < e1 ore

%ue"tion / Doe" the or#ani'ation c!ear!y *efine the po"ition ob6ective"= re0uirement"

an* can*i*ate "pecification" in the recruitment proce"", 4 5

a1 @e" b1 No


can*i*ate5 , 4 5

a1 9min" to >min"1 b1 > to 9 min"1

c1 9 to 9>min"1 *1 ore


emp!oyee", 4

5

a1 No b1 @e"

%ue"tion / 3hat are the ba"ic 0ue"tion" you a"$ to the can*i*ate, 4 5

a1 Experience 4Tota!+e!evant5

b1 Current CTC+Expecte* CTCc1 -ob .rofi!e

*1 Notice perio*

e1 A!! the Above

hrr sunil

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