recruitment and selection at bbx ndia pvt ltd
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CHAPTER I
INTRODUCTION
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1.1 INTRODUCTION
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
there in. 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 requisite skills, qualifications
and experience. While doing so, they have to keep the present as well as the future
requirements of the organization in mind.
Recruitment is distinct from Employment and Selection. Once the required number
and kind of human resources are determined, the management has to find the places
where the required human resources are/will be available and also find the means of
attracting them towards the organization before selecting suitable candidates for jobs.
All this process is generally known as recruitment. Some people use the term
Recruitment for employment. These two are not one and the same. Recruitment is
only one of the steps in the entire employment process. Some others use the term
recruitment for selection. These are not the same either.
Technically speaking, the function of recruitment precedes the selection function and
it includes only finding, developing the sources of prospective employees and
attracting them to apply for jobs in an organization, whereas the selection is the
process of finding out the most suitable candidate to the job out of the candidates
attracted (i.e., recruited). Formal definition of recruitment would give clear cut idea
about the function of recruitment.
RECRUITMENT
Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient
workforce. Edwin B. Flippo defined recruitment as the process of searching for
prospective employees and stimulating them to apply for jobs in the organization.
Recruitment is a linking function-joining together those with jobs to fill and those
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seeking jobs. It is a joining process in that it tries to bring together job seekers and
employer with a view to encourages the former to apply for a job with the latter.
SELECTION
To select mean to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organization. The basic purpose is to choose
the individual who can most successfully perform the job from the pool of qualified
candidates.
PURPOSES AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes are to:
Determine the present and future requirements of the organization in conjunction
with its personnel-planning and job-analysis activities.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducing the number of
visibly, under qualified or overqualified job applicants.
Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Induct outsiders with a new perspective to lead the company.
Develop an organizational culture that attracts competent people to the company.
Search or head hunt/head pouch people whose skills fit the companys values.
Devise methodologies for assessing psychological traits.
Search for talent globally and not just within the company.
Design entry pay that competes on quality but not on quantum.
Anticipate and find people for positions that do not exist yet.
Increase organizational and individual effectiveness in the short term and long
term.
Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.
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1.2 OBJECTIVES
1. To understand the Recruitment and Selection Process at BBX
2. To identify areas where there can be scope for improvement.
3. To Study the Challenges faced by HR in recruitment.
1.3 SCOPE OF STUDY
The topic chosen Recruitment and Selection process was aimed for the
betterment of the organization in terms of quality as well as quantity. The
scope of the study under mentioned points depicts the same
To increase the effectiveness of the recruitment and selection
process.
It would help the organization in meeting its future personnel
needs.
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1.4 COMPANY PROFILE
BBX MANAGES THE BUYING AND SELLING OF GOODS AND
SERVICES ON BEHALF OF ITS MEMBERS IN A CASHLESS
ENVIRONMENT, UTILISING THE BBX GLOBAL CASHLESS PAYMENT
PLATFORM".
Established in April 1993 BBX has the largest Trade Exchange Network in the world.
Currently operational in eight countries with over 15,000 cardholders, BBX continues
its expansion into all the important marketplace of the Asia-Pacific region. BBX
is a credit and debit card system, that enables businesses to access a variety of
goods and services in a less competitive market place offering a range of
financial benefits not usually found in traditional markets or offered by other
card payment systems.
BBX International has established master franchises in India, Costa Rica, Taiwan,
New Zealand, Australia, Singapore, Thailand and Malaysia.
BBX mission is to deliver a GLOBAL CASHLESS PAYMENT PLATFORM that is
fair equitable and highly profitable to all BBX members and at all times be
community and socially responsible.
Using a currency known as BBX trade dollars, BBX allows member businesses to
increase sales, create cost savings and improve the general financial performance of
their business by taking advantage of spare or under-utilized capacities that exist, all
of which improve your bottom line profitability
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Head office and Regional Branch
BBX International Head Office
916 Pacific Highway Gordon Nsw Australia ACN 138 311 547
Phone: 0061 2 9499 1100, 02 9499 1100
Email: [email protected], [email protected]
BBX India
(Regional Office New Delhi)
B-39, Basement, Greater Kailash 1, New Delhi, India
Email: [email protected]
There are 15 other branches in Australia, 3 others in India, 2 in New Zealand, and 1
each in Taiwan, Costa Rica, Malaysia, Singapore and Thailand.
BBX COMPUTERISED TRADING PROGRAM
All businesses naturally seek to maximize their own profits, and fundamental
economic principles dictate that the two basic ways to increase profits are to: (a)
Increase Sales; and (b) Cut Costs. There are various ways by which businesses can
try to achieve these objectives but each method usually has its associated
difficulties. Not so with the Trading System!
A trading network represents a captive market of businesses within which
members can buy and sell goods and services by using a simple means of debitsand credits, instead of having to use cash!
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This cashless process is supplementary to the existing cash business of each
member and means that: (a) Members are able to utilize the capacity of their
business to earn trade dollar credits, by making incremental sales to customers
who they may otherwise not have had access to: (b) Members are able to spendtrade dollars to purchase various goods and services for which they would
otherwise have needed to expend cash.
The net effect of this trading process on any participating business is that cash
income IS NOT REDUCED but cash expenditure IS REDUCED. Consequently,
cash profits ARE INCREASED by virtue of conserving cash! In other words, the
extra sales generated by trading clearly give rise to extra profits, regardless of the
fact that the trading process is different to that of the cash system.
BBXs organized trading program provides an extensive range of benefits to its
members both as buyers and sellers.
THE CONCEPT OF RECIPROCAL TRADE
Direct exchanging of goods and services was once the only way to conduct
business. They called it the TRADING system (BARTER).
The common medium of exchange was invented to simplify business transactions.
They called it the CASH system (MONEY).
However, cash is often an impediment to commerce, especially when businesses
are confronted with cash shortages and / or idle capacity.
In the economic world of today, many progressive businesses have now
discovered the solution to over coming these shortages - SUPPLEMENT the
CASH system with the cashless TRADING system!
The BBX trading program provides businesses with a proven and innovative
means of utilising idle capacity such as excess stock.
Any degree of capacity represents lost potential for a business to finance the
purchase of various goods and services needed to maintain its own operation.
Purchases made by a business through a Computerised Trading Program, are
offset (paid for) by that business making additional sales of its own goods or
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services within the Trading Program itself.
Organised Trading Programs, which operate as Trade Exchanges or as Barter
organisations, have existed in the major countries for many years.
OPERATION OF THE BBX COMPUTERISED TRADING PROGRAM
The age-old form of trading / barter was restricted to one-on-one transactions
between two parties. Such reciprocal dealings have obvious limitations concerning the
matching of each partys needs, values and timing in relation to the goods or services
involved.
The advent of the computer has enabled a third party to enter the trading / barter
process. This approach has eliminated all those problems associated with the old
one-on-one transactions and has made trading as flexible as the cash system.
The third party is the Trade Exchange itself which, like a form of bank, acts as a
central clearing house between member traders.
A medium of exchange has been created for trading purposes only. This
medium uses the currency of Trade Dollars which are simply book-entry debits and
credits (ie. non physical accounting units).
Trading transactions are valued on the basis that one trade dollar is equivalent toone cash dollar. The transactions are conducted in a manner similar to standard credit
card transactions. Each member is issued with a plastic Tradecard. An authorisation is
required for all transaction.
The Exchange operates a computerised Trading Account for each member with
individual Debit and Credit limits set according to the trading capacity of the member.
The processing of each transaction voucher results in the Selling Traders account
being credited with the specific trade dollar value, and Buying Traders account beingdebited by the same trade dollar value. The Exchange provides all members with an
electronic monthly statement of their trade account.
This computerised system of trading using its own currency means that, unlike
traditional methods traders are not restricted to an exchange of goods or services
between two parties. That is, a selling trader does not have to buy from the same
trader whom he sells to, and vice versa, since trade dollar credits are redeemable in
any business within the network of the Exchange.
BBX provides an attractive range of services to its members:
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1. As a Marketer, BBX actively promotes a members goods or services to a
captive market formed by the network of other members businesses. That is, the
Exchange acts as a promoter through its publication of a master directory, new
members, news flashes, newsletters, frequent Trade events (dinners, functions, shows
or auctions) and personal representations, etc.
2. As a Broker, BBX actively seeks trading opportunities for all its members by
sourcing goods or services which members require, internationally.
3. As a Record-Keeper, BBX functions like a computerised bank clearing house,
providing monthly statements of members trading activities.
4. As a Consultant, BBX provides its members with the knowledge, procedures,
tools and contacts necessary to conduct successful trading within the BBX Network.
BRIEF HISTORY OF RECIPROCAL TRADE
The Reciprocal Trade industry began in Switzerland 70 years ago and in the United
States 50 years ago, and today there are in excess of 550 retail trade exchanges. The
development of the Personal Computer has allowed for accurate financial control and
management of trade exchanges.
The barter system was one of the earliest forms of trading. It facilitated exchange of
goods and services, as money was not invented and the history of barter can be traced
back to 6000BC. The Europeans started travelling across the globe and used barter
services to trade their goods like fur and crafts to the East, in exchange of perfumes
and silks. Colonial America adopted the system of barter in exchange of wheat and
deer products across the globe. The history of the barter system can also be linked to
the initial years of Oxford and Harvard Universities, where students used to their fees
as food items, firewood or livestock.
Barter Services became popular during the Great Depression in the 1930s, which
witnessed a scarcity of money. The barter system was utilised as a means of obtaining
food and other services across the globe. At that point in time the trading was done
between people and or through groups, who acted as agents and facilitated third party
bartering.
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These groups were like banks, where people maintained their accounts. In case of sale
of any of the items, the account of the owner would be credited and the account of the
buyer would be debited. In past history the bartering system has also funded World
War 1 and World War 11. Post World War 11 the people of Germany resorted to
bartering, as the German currency had lost its value.
Barter systems have been in use throughout the world for centuries. The invention of
money did not result in the end of the bartering systems and services. Sometimes,
monetary crisis fuelled the barter system, and current recessions have also set the
stage for barter systems.
In todays economic market barter systems are flourishing across the globe and it is
estimated $16 trillion of business is facilitated per annum. (Sourced from various web
sites).
BBX FUNCTIONS
BBX prides itself in its excellence and quality of service to its members. In order to
maintain the expectations of members, BBX will be required to:
Process and store received transaction.
Conduct the management of the Exchange at all times in a professional and
ethical manner, to maintain records and bookkeeping at a high standard.
Set and review approved credit limits in accordance with the rules of the trading
program. Deliver in a professional manner BBX statements to all active
members of the trade exchange.
Organize the delivery of new member fliers, newsletters, directories, updates,
functions, trade expos, trade nights, auctions, seminars, and other material
that may arise for the benefit of the trade exchange and members, from time to
time.
Source new members and expand areas of trade and process applications
according to applicants, viability and the rules of the trading program.
Administer the rules of the trading program.
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Administer the debt reserve fund.
Levy and collect fees of the Trading Program.
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CHAPTER II
REVIEW OF
LITERATURE
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INTRODUCTION TO RECRUITMENT AND SELECTION:
Recruitmentis the process by which organizations locate and attract individuals
to fill job vacancies. Most organizations have a continuing need to recruit new
employees to replace those who leave or are promoted in order to acquire new skills
and promote organizational growth.
Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient
workforce.
Recruitment is a linking function, joining together those with jobs to fill and those
seeking jobs. It is a joining process in that it tries to bring together job seekers and
employer with a view to encourage the former to apply for a job with the latter. In
order to attract people for the jobs, the organization must communicate the position in
such a way that job seekers respond.
To be cost effective, the recruitment process should attract qualified applicants and
provide enough information for unqualified persons to self-select themselves out.
Thus, the recruitment process begins when new recruits are sought and ends when
their applications are submitted. The result is a pool of applicants from which new
employees are selected.
Recruitment refers to the process of attracting, screening, and selecting a qualified
person for ajob. At the strategic level it may involve the development of an employer
brand which includes an 'employee offering'.
The stages of the recruitment process include: job analysis and developing a person
specification; the sourcing of candidates by networking, advertising, or other search
methods; matching candidates to job requirements and screening individuals using
testing (skills or personality assessment); assessment of candidates' motivations and
their fit with organizational requirements by interviewing and other assessmenttechniques. The recruitment process also includes the making and finalizing of job
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offers and the induction and onboardingof new employees.
Managers, human resource generalists and / or recruitment specialists may undertake
depending on the size and culture of the organization recruitment in-house . Alternatively
parts of all of the process might be undertaken by either public sector employmentagencies, or commercial recruitment agencies, or specialist search consultancies.
Recruitment process
Job analysis
The starting point to a recruitment effort is to perform a job analysisand/or in somecases a task analysis, to document the actual or intended requirements of the job.
From these the relevant information is captured in such documents asjob descriptions
and job specifications. Often a company will already have job descriptions that
represent a historical collection of tasks performed. Where already drawn up, these
documents need to be reviewed or updated to reflect present day requirements. Prior
to initiating the recruitment stages a person specification should be finalised to
provide the recruiters commissioned with the requirements and objectives of the
project.
Sourcing
Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media,
professional publications, window advertisements, job centres, or in a variety of ways
via the internet. Alternatively, employers may use recruitment consultancies to find
otherwise scarce candidates who may be content in their current positions and are not
actively looking to move companies may be proactively identified. This initial
research for so-called passive candidates, also called name generation, results in a
contact information of potential candidates who can then be contacted discreetly to be
screened and approached.
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Screening and selection
Suitability for a job is typically assessed by looking for relevant skills, knowledge,
aptitude, qualifications and educational or job related experience. These can be
determined via: screeningrsums (also known as CVs);job applications; interviews.
More proactive idenification methods includepsychological, aptitude,numeracy and
literacy testing. the testimony of references, Many recruiters and agencies use
applicant tracking systems to perform the filtering process, along with software tools
forpsychometric testing. In many countries, employers are legally mandated to ensure
their screening and selection processes meet equal opportunityand ethical standards.
In addition to the above selection assessment criteria, employers are likely to
recognise the value of candidates who also have the so-called 'soft skills', such as
interpersonal or team leadership and have the ability to reinforce the company brand
through their behaviour in front of customers and suppliers. Multinational
organisations and those that recruit from a range of nationalities are also concerned
candidates will fit into the prevailing company 'culture'.
Lateral hiring
"Lateral hiring" refers to a form of recruiting; the term is used with two different,
almost opposite meanings. In one meaning, the hiring organization targets employees
of another, similar organization, possibly luring them with a better salary and the
promise of better career opportunities. An example is the recruiting of a partner of a
law firm by another law firm.
The new lateral hire then has specific applicable expertise and can make a running
start in the new job. In some professional branches such lateral hiring was
traditionally frowned upon, but the practice has become increasingly more common.An employee's contract may have a non-compete clause preventing such lateral
hiring.
In another meaning, a lateral hire is a newly hired employee who has no prior specific
applicable expertise for the new job, and for whom this job move is a radical change
of career. An example is the recruiting of a university professorto becomechairman
of theboard of a company.
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Onboarding
"Onboarding" is a term which describes the process of helping new employees
become productive members of an organization. A well-planned introduction helps
new employees become fully operational quickly and is often integrated with a new
company and environment. Onboarding is included in the recruitment process for
retention purposes. Many companies have onboarding campaigns in hopes to retain
top talent that is new to the company; campaigns may last anywhere from 1 week to 6
months.
Recruitment approaches
There are a variety of recruitment approaches and most organisations will utilise a
combination of two or more of these as part of a recruitment exercise or to deliver
their overall recruitment strategy. In summary five basic models more commonly
found are:-
An in-house personnel or human resources function may in some case still
conduct all stages of the recruitment process. In the smallest organisations
recruitment may be left to individual managers. More frequently whilst
managing the overall recruitment exercise and the decision-making at the
final stages of the selection process external service providers may
undertake the more specialised aspects of the recruitment process.
Outsourcing of recruitment to an external provider may be the solution for
some small businesses and at the other extreme very large organisations
Employment agencies are established as both publicly-funded services and
as commercial private sector operations. Services may support permanent,
temporary, or casual worker recruitment. They may be generic agencies
that deal with providing unskilled workers through to highly-skilled
managerial or technical staff or so-called niche agencies that specialize in
a particular industrial sector or professional group.
Executive search firms for executive and professional positions. These
firms operate across a range of models such as contingency or retained
approaches and also hybrid models where advertising is also used to
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ensure a flow of candidates alongside relying on networking as their main
source of candidates.
Internet recruitment services including recruitment websites and job search
engines used to gather as many candidates as possible by advertising aposition over a wide geographic area. In addition social network sourced
recruitment has emerged as a major method of sourcing candidates.
In-house recruitment
Many employers undertake at least some if not most of their own in-house
recruitment, using theirhuman resources department, front-line hiring managers and
recruitment personnel who handle targeted functions and populations. In addition to
coordinating with the agencies mentioned above, in-house recruiters may advertise
job vacancies on their own websites, coordinate internal employee referrals, work
with external associations, trade groups and/or focus on campus graduate recruitment.
Some large employers choose to outsource all or some of their recruitment process
(recruitment process outsourcing) however a much more common approach is for
employers to introduce referral schemes where employees are encouraged to source
new staff from within their own network.
Internal recruiters
An internal recruiter (alternatively in-house recruiter or corporate recruiter) is member
of a company or organization and typically works in the human resources (HR)
department. Internal recruiters may be multi-functional, serving in an HR generalist
role or in a specific role focusing all their time on recruiting. Activities vary from firm
to firm but may include, screening CVs or rsums, conducting aptitude or
psychological testing, interviewing, undertaking reference and background checks,
hiring; administering contracts, advising cansidates on benefits, onboarding new
recruits and conducting exit interviews with employees leaving the organisation. They
can be permanent employees or hired as contractors for this purpose. Contract
recruiters tend to move around between multiple companies, working at each one for
a short stint as needed for specific hiring purposes. The responsibility is to filter
candidates as per the requirements of each client.
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Employee referral
An employee referral program is a system where existing employees recommend
prospective candidates for the job offered, and if the suggested candidate is hired, the
employee who referred receives a cash bonus.
In some cases the organization provides the employee referral bonus only if the
referred employee stays with the organization for stipulated time duration (most cases
3 - 6 months). Referral bonus depends on the grade of the referred employee, higher
the grade higher the bonus however the method is not used for senior level hiring.
Outsourcing
An external recruitment provider may suit small organizations without the facilities to
recruit. In typically the largest organizations a formal contract for services has been
negotiated with a specialist recruitment consultancy. These are known in the industry
as Recruitment Process Outsourcing.
Employment agencies
Employment agencies operate in both the public and private sectors. Publicly-funded
services have a long history, often having been introduced to mitigate the impact on
unemployment of economic downturns, such as those which form part of the New
Deal program in the US, and the Job Centre Plus service in the UK.
The commercial recruitment industry is based on the goal of providing a candidate to
a client for a price. At one end of the spectrum there are agencies that are paid only if
they deliver a candidate that successfully stays with the client beyond the agreed
probationary period. On the other end of the spectrum there are agencies that are paid
a retainer to focus on a client's needs and achieve milestones in the search for the right
candidate, and then again are paid a percentage of the candidate's salary when a
candidate is placed and stays with the organization beyond the probationary period.
The agency recruitment industry is highly competitive, therefore agencies have sought
out ways to differentiate themselves and add value by focusing on some area of the
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recruitment life cycle. Though most agencies provide a broader range of service
offering, at the extremes are the two extremes are the traditional providers and the
niche operators.
Traditional agency
Also known as employment agencies, recruitment agencies have historically had a
physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agencys books. Recruitment consultants then
work to match their pool of candidates to their clients' open positions. Suitable
candidates are short-listed and put forward for an interview with potential employers
on a contract or direct basis.
Niche recruiters
'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of
their focus, these firms can very often produce superior results due to their ability to
channel all of their resources into networking for a very specific skill set. This
specialization in staffing allows them to offer more jobs for their specific
demographic which in turn attracts more specialized candidates from that specific
demographic over time building large proprietary databases. These niche firms tend to
be more focused on building ongoing relationships with their candidates as is very
common the same candidates are placed many times throughout their careers. Online
resources have developed to help find niche recruiters. Niche firms also develop
knowledge on specific employment trends within their industry of focus (e.g. the
energy industry) and are able to identify demographic shifts such as aging and itsimpact on the industry.
Financial arrangements operated by agencies take several forms, the most popular are:
A contingency fee paid by the company when an agency introduced candidate
accepts a job with the client company. Typical fees range from 15% to 25%
based on the candidates first-year base salary (fees as low as 12.5% can be
found online). This type of recruitment usually has a rebate guarantee should
the candidate fail to perform or leave within a set period of time (often up to a
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3 month period and as much as a 100% rebate).
An advance payment that serves as a retainer, also paid by the company, non-
refundable paid in full depending on outcome and success (e.g. 40% up front,
30% in 90 days and the remainder once a search is completed). This form ofcompensation is generally reserved for high level executive
search/headhunters
Hourly charge for temporary workers and projects. A pre-negotiated hourly fee, in
which the agency is paid and pays the applicant as a consultant for services as
a third party. Many contracts allow a consultant to transition to a full-time
status upon completion of a certain number of hours with or without a
conversion fee.
Executive search firms ("Headhunters")
An executive search firm or "headhunter" are industry terms for a third-party
recruiters who seeks out candidates often when normal recruitment efforts have failed.
Headhunters are generally considered more aggressive than in-house recruiters or may
have pre-existing industry experience and contacts. They may use advanced sales
techniques. They may also purchase expensive lists of names and job titles but moreoften will generate their own lists. They may arrange a meeting or a formal interview
between their client and the candidate and will usually prepare the candidate for the
interview, help negotiate the salary and conduct closure to the search. They are
frequently members in good standing of industry trade groups and associations.
Headhunters will often attend trade shows and other meetings nationally or even
internationally that may be attended by potential candidates and hiring managers.
Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidates annual compensation). Due
to their higher costs, headhunters are usually employed to fill senior management and
executive level roles. Headhunters are also used to recruit very specialized
individuals; for example, in some fields, such as emerging scientific research areas,
there may only be a handful of top-level professionals who are active in the field. In
this case, since there are so few qualified candidates, it makes more sense to directly
recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will attract
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both candidates and actively seek them out as well. To do so, they may network,
cultivate relationships with various companies, maintain large databases, purchase
company directories or candidate lists and cold callprospective recruits.
Headhunters are increasingly using social media to find and research candidates. This
approach is often called social recruiting.
Executive research firms and passive candidate sourcing firms
These firms are the new hybrid operators in the recruitment world able to combine the
research aspects (discovering passive candidates) of recruiting and combine them with
the ability to make hires for their clients. These firms provide competitive passive
candidate intelligence to support companies' recruiting efforts.
Normally they will generate varying degrees of candidate information from those
people currently engaged in the position a company is looking to fill. These firms
usually charge a daily rate or fixed fee. Executive research can help companies
uncover names that cannot be found through traditional recruitment methods and will
allow human resource managers and internal recruiters more time to deal with face to
face interviews.
Internet recruitment services
1. Recruitment websites
Such sites have two main features: job boards and a rsum/curriculum vitae (CV)
database. Job boards allow member companies to post job vacancies. Alternatively,candidates can upload a rsum to be included in searches by member companies.
Fees are charged for job postings and access to search resumes. Since the late 1990s,
the recruitment website has evolved to encompass end-to-end recruitment. Websites
capture candidate details and then pool them in client accessed candidate management
interfaces (also online).
Key players in this sector provide e-recruitment software and services to
organizations of all sizes and within numerous industry sectors, who want to e-enable
entirely or partly their recruitment process in order to improve business performance.
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The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal
amount of administration. Online recruitment websites can be very helpful to find
candidates that are very actively looking for work and post their resumes online, but
they will not attract the "passive" candidates who might respond favorably to an
opportunity that is presented to them through other means.
Also, some candidates who are actively looking to change jobs are hesitant to put
their resumes on the job boards, for fear that their companies, co-workers, customers
or others might see their resumes.
2. Job search engines
The emergence of meta-search engines allows job-seekers to search across multiple
websites. Some of these new search engines index and list the advertisements of
traditional job boards. These sites tend to aim for providing a "one-stop shop" for job-
seekers. However, there are many other job search engines which index solely from
employers' websites, choosing to bypass traditional job boards entirely. These vertical
search engines allow job-seekers to find new positions that may not be advertised on
traditional job boards, and online recruitment websites.
Social recruiting
Social recruiting is the use of social media for recruiting including sites like
Facebook, Twitter, and LinkedIn.
SOURCES OF RECRUITMENT:
The following are the most commonly used methods of recruiting people.
INTERNAL METHODS:
This refers to the filling of job vacancies from within the business - where existing
employees are selected rather than employing someone from outside.
A business might decide that it already has the right people with the right skills todo
the job, particularly if its training and development programme has been effective.
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Promotions and Transfers
This is a method of filling vacancies from within through transfers and promotions. A
transfer is a lateral movement within the same grade, from one job to another. It may
lead to changes in duties and responsibilities, working conditions, etc., but not
necessarily salary. Promotion involves movement of employee from a lower level
position to a higher-level position accompanied by changes in duties, responsibilities,
status and value.
Job Posting
Job posting is another way of hiring people from within. In this method, theorganization publicizes job opening on bulletin boards, electronic method andsimilar
outlets. One of the important advantages of this method is that it offers a chance to
highly qualified applicants working within the company to look for growth
opportunities within the company.
Employee Referrals
Employee referral means using personal contacts to locate job opportunities. It is a
recommendation from a current employee regarding a job applicant.
Employees working in the organization are encouraged to recommend the names of
their friends, working in other organizations for a possible vacancy in the near future.
In fact, this has become a popular way of recruiting people in the highly competitive
industry nowadays. Companies offer rich rewards also to employees whose
recommendations are accepted.
EXTERNAL METHODS:
This refers to the filling of job vacancies from outside the business. Most businesses
engage in external recruitment fairly frequently, particularly those that are growing
strongly, orthat operates in industries with high staff turnover
Campus Recruitment
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It is a method of recruiting by visiting and participating in collegecampuses and their
placement centers. Here the recruiters visit reputed educational institutions with a
view to pick up job aspirants having requisite technical or professional skills. Job
seekers are provided information about thejobs and the recruiters. A preliminary
screening is done within the campus andthe short listed students are then subjected to
the remainder of theselection process. If campus recruitment is used, steps should be
taken by human resource department to ensure that recruiters are knowledgeable
concerning the jobs that are to be filled in the organizations and employ effective
interviewing skills.
Advertisements
These include advertisements in newspapers; trade, professional and technical
journals; radio and television; etc. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in organizations,etc. This method
is appropriate when (a) the organization intends to reach alarge target group and (b)
the organizations want a fairly good number of talented people who are
geographically spread out.
Employment Agencies
These businesses specialize in recruitment and selection. They often specialize in
recruitment for specific sectors (e.g., finance, travel, secretarial). They usuallyprovide
a shortlist of candidates based on the people registered with the agency. They also
supply temporary or interim employees.
Recruitment Consultancies
Companies give their manpower requirements to Placement & Recruitment
Consultants who undertake the job of identifying suitable candidates for the
Company.
Unsolicited Applicants / Walk-ins
Companies generally receive unsolicited applications from job seekers at various
points of time; the number of such applications depends on economicconditions, the
image of the company and the job seekers perception ofthe types of jobs that might
be available etc. Such applications aregenerally kept in a data bank and whenever a
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suitable vacancy arises, thecompany would intimate the candidates to apply through a
formal channel.
Selectionrefers to the task of choosing or picking the suitable candidates by first
asking for and gaining access to useful information about the candidate.Through the
process of recruitment the company tries to locate prospective employees and
encourages them to apply for vacancies at various levels.Recruiting, thus, provides a
pool of applicants for selection.
Selection is the process of picking individuals who have relevant qualifications to fill
jobs in an organization. The basic purpose is to choose the individual who can most
successfully perform the job from the pool of qualified candidates. The purpose of
selection is to pick up the most suitable candidate who would meet the requirements
of the job in an organization best, to find out which job applicant will be successful, if
hired. To meet this goal, the company obtains and assesses information about the
applicants in terms of age, qualifications, skills, experience, etc. the needs of the job
are matched with the profile of candidates. The most suitable person is then picked up
after eliminating the unsuitable applicants through successive stages of selection
process. How well an employee is matched to a job is very important because it is
directly affects the amount and quality of employees work. Any mismatched in this
regard can cost an organization a great deal of money, time and trouble, especially, in
terms of training and operating costs. In course of time, the employee may find the
job distasteful and leave in frustration. He may even circulate hot news and juicy
bits of negative information about the company, causing incalculable harm to the
company in the long run.
NEED FOR RECRUITMENT AND SELECTION:
The need for recruitment may be due to the following reasons / situation:
Vacancies due to promotions, transfer, retirement, termination, permanent
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disability, death and labor turnover
Creation of new vacancies due to the growth, expansion and diversification of
business activities of an enterprise. In addition, new vacancies are possible due
to job specification.
PURPOSE OF RECRUITMENT AND SELECTION:
The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes are to:
Determine the present and future requirements of the organization on
conjunction with its personnel-planning and job analysis activities.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducing the number
of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants, once recruited and selected,
will leave the organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition
of its work force.
Begin identifying and preparing potential job applicants who will be
appropriate candidates.
Increase organizational and individual effectiveness in the short term and long
term.
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Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.
STEPS IN RECRUITMENT & SELECTION PROCESS
STEP 1: MANPOWER PLANNING
Manpower planning is done to identify the vacancies arising out of business needs.
Each department undertakes manpower planning every year.
Manpower planning may be necessitated due to separation in the form of resignation,
termination, transfers etc., expansion / reorganization, time bound jobs of temporary
nature / leave vacancies, retirements (premature or on attaining the 58 years of age).
Annual manpower budget, including current staff strength, is prepared by the
Business Head and approved by the Budget Committee comprising of Business Heads
/ Corporate Heads / JMD and the Chairman.
STEP 2: IDENTIFICATION OF A VACANCY
The department head identifies the need for hiring based on Manpower Hiring
Plan (Manpower Budget). The vacancies can be arising due to resignations,
terminations and retirement of employees.
STEP 3: REVIEW THE NEED FOR THE POSITION OR VACANCY
The department head review the requirement for the position and the need to fill the
vacancy. He checks whether the requirement is as per Manpower Hiring Plan
(Manpower Budget).
Then, Head of the Department raise Manpower Requisition Form in a standardized
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format and forward the copy of MRF to the CEO for approval. The Department Head
along with HR Manager check whether the hiring requirement is for an existing role
or a new role. If the requirement is for existing role then the Department Head
forward the MRF to the HR Department.
If the requirement is for a new role, then the Department Head create Job Description
for the role in a standard format and forward it with the MRF to the HR Department
to start the recruitment process.
STEP 4: SOURCING OF SUITABLE CANDIDATES
The HR Executive considers and assesses the best way of attracting a pool of suitably
qualified candidates, who will meet the needs of the business. Depending on the
nature of the position/grade, volumes of recruitment and any other relevant factors,
the Regional HR would use any one or multiple sources such as:
Existing database Employee referral as per any company scheme that may be
approved from time to time
Advertisement in the internet/newspapers/magazines/companys sites/job sites or any
other media
Placement Agencies / Consultants
Direct recruitment from campuses/academic institutes;
A list of resourceful / quality consultants with agreed rate of commission is prepared
by the HR Executive based on specialization in the manufacturing Industry, past
history, market reputation and ability to deliver.
STEP 5: COLLECT THE RESUMES
The HR Executive forwards the JDs to the placement consultants and collects the
resumes or profiles from all the consultants.
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STEP 6: SCREENING OF RESUMES
The HR Executive screens the resumes as per JDs and MRF and shortlist profile fit.
He verifies whether the candidate has appeared for an interview with the company
previously from the application database. If the candidate has appeared for an
interview previously, then review the feedback from the Interview
Assessment Form (IAF) and other documents filled.
STEP 7: SHORTLISTING OF CANDIDATES
The HR Executive forward all the HR-Short listed resumes to concerned HOD withresume snapshot attached in mail with a copy to VP function, Head HR and
Manager HR. The Concerned HOD shortlists the candidates to be called for an
interview as per requirement for the Job and forwards the list to HR Department.
The HR Executive prepares the Interview Calendar and forwards it to the
Concerned HOD and HR Manager with copy to HR Head and VP function.
STEP 8: SCHEDULE INTERVIEWS
The HR Executive obtains a tentative schedule from Concerned HOD and Head HR
for interviewing the candidates. He asks the consultants to line up the short listed
candidates on scheduled interview date. Regular follow up is to be done with
candidates by the HR Executive to ensure 100% participation.
STEP 9: CONDUCT INTERVIEWS
The HR Executive in consultation with the concerned department will set up an
interview panel consisting of HR Head / Manager and Department Head /
Manager. On the date of Interview, the HR Executive circulates the information about
the candidate. The HR Executive forwards the
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Interview Assessment Sheet to the Interview Panel. The interview panel assesses the
candidate based on the factors mentioned below, in a prescribed format and gives its
recommendations for approval.
Attitude
Knowledge
Communication
Experience
Team spirit
Loyalty expectation
Initiative
The HR Executive coordinates the interview process. The HR Executive collects all
filled TRFs with Original bills (Tickets) from the candidates and gets those forms
approved by HR Head and forward the approved TR list along with the filled Travel
Reimbursement Forms and original bills to the Finance and Accounts for processing.
If the candidate is rejected, the HR Executive communicates the same to the candidate
and files the Interview Assessment Sheet, application blank along with resume of
candidate in the Application Database.
STEP 10: MAKE OFFER OF EMPLOYMENT
The Concerned HOD and Head HR make verbal offer to the shortlisted candidate and
discuss other terms and conditions of employment. If the candidate accepts the offer
then conduct reference check for the prospective employee (Via telephone, Mail).
STEP 11: RENEGOTIATE OFFER
If the shortlisted candidate rejects the offer due to salary reasons, the HR Head
renegotiate salary with the candidate, if suitable, along with other terms andconditions.
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STEP 12: REFERENCE CHECK
Reference checks of the final short listed candidate are conducted by Head-HR.
The candidate is asked to mention in his application blank, the names and addresses
of two or more persons who know him well. These may be his previous employers,
heads of education institutions or public figures. These people are requested to
provide their frank opinion about the candidate without incurring any liability. The
opinion of referees can be useful in judging the future behavior and performance of
candidate. If the result of reference check is positive then continue with the induction
process. If the result of reference check is negative, then withdraw the offer and send
rejection letter to the candidate.
STEP 13: LETTER OF INTENT
The selected candidate will be given an intent letter with prescribed details as given
below:
Functional Band Position for which selected.
Place of initial Posting
Expected Date of Joining.
Advise for medical examination.
Acceptance by the selected candidate
STEP 14: MEDICAL CHECK UP
The selected candidate is sent for a medical check up at reputed hospitals before final
selection / issuance of letter of intent or after final selection / issuance of letter of
intent. In case the candidate is declared unfit for employment the offer /intent letter
will stand cancelled.
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STEP 15: ON BOARDING & INDUCTION
On the date of joining the employee is issued an appointment letter by the HR
Head. The appointment letter include all the terms and conditions governing
employment including Designation, Department, Salary & Scale of Pay, Date
of appointment, Probation, Medical Fitness, Retirement, Termination of Services,
Secrecy, Transfer etc.
All new joiners undergo an induction program as per requirement soon after joining
the organization. Induction program is done by HR Department in consultation and
involvement of concerned department / other departments.
RECRUITMENT VS SELECTION
Both recruitment and selection are the two phases of the employment process. The
differences between them are:
1. The recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organization WHEREAS selection involves
the series of steps by which the candidates are screened for choosing the most suitable
persons for vacant posts.
2. The basic purpose of recruitments is to create a talent pool of candidates to
enable the selection of best candidates for the organization, by attracting more and
more employees to apply in the organization WHEREAS the basic purpose of
selection process is to choose the right candidate to fill the various positions in the
organization.
3. Recruitment is a positive process i.e. encouraging more and more employees to
apply WHEREAS selection is a negative process as it involves rejection of the
unsuitable candidates.
4. Recruitment is concerned with tapping the sources of human resources
WHEREAS selection is concerned with selecting the most suitable candidate
through various interviews and tests.
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5. There is no contract of recruitment established in recruitment WHEREAS
selection results in a contract of service between the employer and the selected
employee.
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CHAPTER III
RESEARCH
METHEDOLOGY
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RESEARCH METHODOLOGY
A Research Methodology defines the purpose of the research, how it proceeds, how to
measure progress and what constitute success with respect to the objectives
determined for carrying out the research study.
Research Design
The appropriate research design formulated is detailed below.
Exploratory research: this kind of research has the primary objective of
development of insights into the problem. It studies the main area where the
problem lies and also tries to evaluate some appropriate courses of action.
The research methodology for the present study has been adopted to reflect
these realties and help reach the logical conclusion in an objective and
scientific manner.
As my study is based on analysis of primary and secondary data and past
performance, so my study is analytical and descriptive.
Survey Universe
Survey universe of my study is BBX India LTD.
Survey Population
Survey population of my study includes employees of BBX LTD.
Sample Size
Sample size is of 30 employees.
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Sampling Technique
Sampling technique adopted for this research is randomly.
Source of Data
Secondary Information Secondary data has been used which is collected through
articles, reports, journals, magazines, newspapers and Internet.
Primary Information Primary information is collected on the basis of questioners
and interview of the employees.
Research Instrument
Research Instruments used in the survey are questionnaire and personal interview.
Research Analysis Technique
Research Analysis Technique used is percentage.
Data Representation Technique
Pie Charts and bar graphs are used to represent the data.
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CHAPTER IV
DATAREDUCTION,
PRESENTATIONAND
ANALYSIS
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Q1 Are you aware of the recruitment and selection procedure followed at BBX India?
Answer 1.
PROCEDURE FOLLOWEDOPTIONS NUMBER PERCENTAGE
YES 30 100%
NO 0 0%
100% Respondents believe that BBX India follows some procedure for recruitment
and selection.
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Q2. Are you satisfied with the recruitment process of the company?
Answer 2.
EMPLOYEE SATISFACTIONOPTION NUMBER PERCENTAGE
VERY SATISFIED 6 20%
SATISFIED 15 50%
NEUTRAL 3 10%
NOT SATISFIED 6 20%
50% of the respondents are satisfied with the resuitment and selection procedure.
20% are very satisfied and 20% are not satisfied.
10% respondents are neutral about the procedure.
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Q3. How many steps does the company follow for recruitment and selection?
Answer 3.
NUMBER OF STEPS
OPTION NUMBER PERCENTAGE
1-3 8 27%
3-5 16 53%
MORE THAN 5 6 20%
53% respondants said that 3-5 number of steps are followed in the selection process.
27% believe that 1-3 steps are followed and 20% believe that more than 5 steps are
followed while selecting an employee.
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Q4. At what interval selection process take place at BBX?
Answer 4.
OPTION NUMBER PERCENTAGE
FREQUENTLY 5 17%
SOMETIMES 18 60%
LESS OFTEN 7 23%
60% of the respondants believe that selection takes place only sometimes in the
organization.
23% think selection is carried out less often and 17% think it is frequent.
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Q5. Does management play an effective role in the recruitment and selection process?
Answer 5.
MANAGEMENT ROLEDEGREE OF
EFFECTIVENESS
NUMBER PERCENTAGE
EFFECTIVE 24 80%
LESS EFFECTIVE 6 20%
Majority i.e. 80% respondents believe that management has effective role to play in
recruitment and selection whereas 20% believe that management role is less effective.
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Q6. What sources are preferred for recruitment and selection?
Answer 6.
SOURCES OF RECRUITMENT
SOURCE NUMBER PERCENTAGE
EXTERNAL 14 47%
INTERNAL 7 23%
BOTH 8 27%
47% of the respondents believe that external sources of recruitment are preferred.
23% believe that internal source is the preferred source for recruitment.
27% believe that both internal and external sources are equally preferred.
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Q7. Which method is mostly preferred from the following for recruitment and
selection?
Answer 7.
METHOD OF RECRUITMENT
METHOD NUMBER PERCENTAGE
DIRECT 12 40%
INDIRECT 8 27%
THIRD PARTY 10 33%
40% respondents believe that direct methods of recruitment are preferred.
27% believe that indirect methods are preferred for recruitment.
33% believe that third party recruitment is used.
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Q8. Which of the following external sources are used for the recruitment of the
employees? (Can choose more than 1)
Answer 8.
SOURCES NUMBER
ADVERTISEMENTS 25
DIRECT APPLICANTS 22
PLACEMENT
AGENCIES
9
INTERNET 5
ANY OTHER 10
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Q9. Are the references provided by the candidates verified?
Answer 9.
REFERENCE CHECKOPTION NUMBER PERCENTAGE
YES 22 73%
NO 8 27%
73% think that refrences provided are verified whereas 27% believe refrences are not
checked.
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Q10. Is medical checkup conducted?
Answer 10.
MEDICAL CHECKUPOPTION NUMBER PERCENTAGE
YES 0 0%
NO 7 23%
MEDICAL
CERTIFICATE
23 77%
77% respondants said that company accepted medical certificates.
23% said no medical examination is taken at the time of selection.
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Q11. Is there any provision for evaluation and control of recruitment and selection
process?
Answer 11.
EVALUATION AND CONTROL
OPTION NUMBER PERCENTAGE
YES 12 40%
NO 5 17%
DONT KNOW 13 43%
40% of the respondents think that evaluation and control of the recruitment and
selection processes is done.
17% think no such measures are taken.
Whereas 43% respondents were unaware about such measures.
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CHAPTER V
DATA
INTERPRETATION
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FINDINGS
1. 100% Respondents believe that BBX India follows some procedure for
recruitment and selection.2. 50% of the respondents are satisfied with the resuitment and selection
procedure. 20% are very satisfied and 20% are not satisfied. 10% respondents
are neutral about the procedure.
3. 53% respondants said that 3-5 number of steps are followed in the selection
process. 27% believe that 1-3 steps are followed and 20% believe that more
than 5 steps are followed while selecting an employee.
4. 60% of the respondants believe that selection takes place only sometimes in
the organization. 23% think selection is carried out less often and 17% think it
is frequent.
5. Majority i.e. 80% respondents believe that management has effective role to
play in recruitment and selection whereas 20% believe that management role
is less effective.
6. 47% of the respondents believe that external sources of recruitment are
preferred. 23% believe that internal source is the preferred source for
recruitment. 27% believe that both internal and external sources are equally
preferred.
7. 40% respondents believe that direct methods of recruitment are preferred. 27%
believe that indirect methods are preferred for recruitment. 33% believe that
third party recruitment is used.
8. A large number of respondents believe that advertisements and direct
applicants are the major source of external recruitment.
9. 73% think that refrences provided are verified whereas 27% believe refrences
are not checked.
10. 77% respondants said that company accepted medical certificates. 23% said
no medical examination is taken at the time of selection.
11. 40% of the respondents think that evaluation and control of the recruitment
and selection processes is done. 17% think no such measures are taken.
Whereas 43% respondents were unaware about such measures.
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CHAPTER VI
CONCLUSION
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CONCLUSION
Conclusion:
The company doesnt follow a standard policy to recruit employees but varies with
the job.
The employees of the company are less involved in the recruitment and selection
process.
The existing recruitment policy is adequate to some extent to recruit various types of
personnel but modern methods of recruitment and selection should be adopted to be
more effective.
It should also provide proper information so that unqualified applicants can opt out of
the job candidacy; i.e. a good recruiting program should attract the qualified and not
unqualified candidates.
Improved recruitment effort can attract a large number of qualified applicants who
will take the job if it is offered.
The present recruitment policy is flexible but it needs more changes from time to time
to suit the requirements of the management.
In the company, both internal & external sources of recruitment are used.
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BIBLIOGRAPHY
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BIBLIOGRAPHY
WEBSITES
WWW.EBBX.COM
WWW.WIKIPEDIA.ORG
WWW.MANGEMENTSTUDYGUIDE.COM
BOOKS
HUMAN RESOURCE MANAGEMENT BY V.S.P. RAO.
HUMAN RESOURCE MANAGEMENT BY L. M. PRASAD.
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ANNEXURE
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Questionnaire
Q1 Are you aware of the recruitment and selection procedure followed at BBX India?
YES
NO
Q2. Are you satisfied with the recruitment process of the company?
VERY SATISFIED
SATISFIED
NEUTRAL
NOT SATISFIED
Q3. How many steps does the company follow for recruitment and selection?
1-3
3-5
MORE THAN 5
Q4. At what interval selection process take place at BBX?
FREQUENTLY
SOMETIMES
LESS OFTEN
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Q5. Does management play an effective role in the recruitment and selection process?
EFFECTIVE
LESS EFFECTIVE
Q6. What sources are preferred for recruitment and selection?
External sources
Internal sources
Both
Q7. Which method is mostly preferred from the following for recruitment and
selection?
Direct Method
Indirect Method
Third Party
Q8. Which of the following external sources are used for the recruitment of the
employees? (Can choose more than 1)
Advertisement
Direct Applicants
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Placement Agencies
Internet
Any other
Q9. Are the references provided by the candidates verified?
YES
NO
Q10. Is medical checkup conducted?
YES
NO
MEDICAL CERTIFICATES ACCEPTED
Q11. Is there any provision for evaluation and control of recruitment and selection
process?
YES
NO
DONT KNOW
Q12 Suggestions for improving Recruitment and Selection process?