A Summer Training Project Report

ON

A STUDY OF RECRUITMENT AND SELECTION PROCESS

AT

!"ARAT ELECTRONICS LTD#

Su$mitte% !&'

RA"UL PUNDIR M#!#A# (RD SEM ROLL NO ) *+,-./**.0 In Partia1 Fu12i11ment o2 t3e Re4uirement 2or t3e A5ar% o2 Degree o2

MASTER OF !USINESS ADMINISTRATION 6.**+ 7 .*889

S"RI RAM INSTITUTE: OF MANA;EMENT AND TEC"NOLO;Y MU<AFFARNA;AR

DECLARATION
I Rahul Pundir, hereby declare that Ive done this work to the best of my ability and knowledge It is an effort of my steady taste in the field of Human Resource This project is also an essentiality for the partial fulfillment of the pursuing from the #hri Ram Institute of aster of !usiness "dministration which I am u%affarnagar&

anagement $ Technology,

RA"UL PUNDIR M#!#A# 6*+,-./**.09

AC=NO>LED;EMENT
I here seen many acknowledgement where say how wonderful and supportive their book or report 'until now to just slimmed over these remarks with the thought( yeah well, you have to say that, I guess( &It was only when I got involved in this report and actually sat to write it& That I discovered it is impossible to take on project of any side like this unless you really do have the full support of your family teachers and instructions& Fir?t o2 a11 I 5i?3 to e@pre?? m& gratitu%e to !H"R"T )*)+TRI+"*# *I IT), 5it3 out 53ic3 con?tant ?upport an% encouragement I 5ou1% not 3aAe comp1ete% t3e project ?ucce??2u11&# I am very great thankful to ,r& !&-& Tyagi, ).ecutive ,irector /#RI T0, ,r& #ujith 1opinathan / anagement ,irector0 members of s& #wati 2padhaye /Project 1uide0 and all the faculty

!" /#RI T0& They has been guided instrumental in providing valuable input at

different stage, which helped me accomplished my work in a much better way& I thank of them

PREFACE
anagement of means the manner in which a given task of e.ecuted and supervised& It also implies accomplishing a task with in a limited resource available and the skill in the manipulation of the resources& anagement is the lifeblood of an organi%ation& anagement is

said to be( art of getting things done through and with people in the formally organi%ed 1P& Human resources management is the relevant to all kinds of organi%ation including firms, hospital education institutions, commercial banks, insurance companies and go 3armint organi%ations& It is longer restricted to just hiring and firing of the people& Its scope has been widened to include human resource development, human relations, leadership motivation, management of change, etc &in fact the field of human resources management encompasses an integration of social science such as psychology sociology, economics and public administration as they affect human resources in the organi%ation Recruitment and selection process occupies a #ignificant place in the scope of HR management& 'It becomes more important of look towards both in public and private sector although it is very difficult of find out 4556 perfection&

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Part A

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Part B

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EBECUTICE SUMMARY
T"EORETICAL CONCEPTS RECRUITMENT !efore an organi%ation can fill a job vacancy, it must find people who not only are Eualified for the position but also who want a job& Recruitment refers to organi%ational activities that influence the number and type of applicants who apply for a job and whether the applicants accept the jobs if offered& Thus recruitment is directly related to both human resource planning and selection& "lthough it can be Euite e.pensive, organi%ations have not always viewed recruitment as systematically as other HR functions such as selection& ,uring the coming years, however the importance of recruitment will increase for many organi%ations for at least two reasonsF " majority of companies think that they will face shortage of employees who posses the necessary skills for the jobs& The downsi%ing and cost saving measures undertaken by many companies in recent years have left recruitment budgets much smaller than before& Thus recruiters will have to become acEuainted with new and more costGeffective ways of attracting Eualified applicants&

A DIA;NOSTIC APPROAC" TO RECRUITMENT 7 t3e proce?? 3arious factors in the environment affect the recruitment process& The recruitment process begins with an attempt to find employee with the abilities and attitudes desired by the

organi%ation and to match them with the tasks to be performed& Hhether potential employee will respond to the recruiting efforts will depend on the attitudes they have developed towards those tasks and the organi%ation on the basis of their past social and working e.periences& Their perception of the task will also be affected by the work climate in the organi%ation& How difficult the recruiting job is depends on a number of factorsF e.ternal influences such as government and union restrictions and the labor market, plus the employerIs reEuirements and candidates preferences& E@terna1 in21uence? ;oAernment an% union re?triction? 1overnment regulations prohibiting discrimination in employment and hiring have a direct impact on recruiting practices& "lthough there is no guaranteed way to avoid legal entanglements associated with recruiting, some basic principles of sound recruiting practices can be followed& a0 b0 Post notices regarding the availability of a job& Publish a list of Eualifications necessary to fill the job& ,istinguish between essential Eualifications and desirable ones& c0 2se recruiting sources that will reach the greatest number of potential applicants in the job market& d0 !e wary of establishing Eualifications that might directly or indirectly e.clude members of protected groups& e0 !e sure the job Eualifications are applied to every applicant in a consistent manner&

COMPANY PROFILE
!"ARAT ELECTRONICS LIMITED 6!EL9 !harat )lectronics *imited /!)*0 established in 4C?> with its corporate office at !angalore, has nine units in the country& It is engaged in the design development and manufacture of sophisticated tateGofGtheGart electronics eEuipmentsJcomponents for the use of defence services, para military organisations and other governmental users like "ll India Radio, ,oordarshan, ,epartment of Telecommunications, Police Hireless, eteorological ,epartment, etc& The !)*

is also the premier indigenous source for professional electronic eEuipment& #tateGofGtheGart manufacturing testing and Euality assurance facility has been set up in all units of !)*& 7n line computerisation for materials management stateGofGtheGart test facilities, facilities for carrying out environment and reliability checks electroGmagnetic interferenceJ)lectro agnetic +ompatibility Testing facility, "ntenna Testing facility, backGup support from #tandardisation Technical information and ,ocumentation, +omputer "ided ,esign and anufacture have made !)* a modern professional )lectronic +ompany& "ll manufacturing divisionsJunits of !)* have been accredited with I#7 C55;JI#7 C554& !harat )lectronics *imited /!)*0 designs, develops and manufactures stateGofG theGart products in the field of Radars, ,efence +ommunications, Telecommunications, #ound and 3ision !roadcasting, 7ptoGelectronics, #olar systems, IT products and )lectronic components& !)* has the e.pertise in engineering Radar, Telecom and #atcom networks, providing network solutions to meet customer needs& These systems are supplied and commissioned on turnkey basis&

Hith over four decades of manufacturing e.perience !harat )lectronics *imited has pioneered the professional electronics movement in India& Hith continuous upgradation of technology, commitment to Euality and constant innovation, !)* has grown into a multi product, multi unit, multi technology company& !harat )lectronics manufactures and supplies +ommunication eEuipments for the ,efence forces G covering ground, air and shipborne eEuipments and systems& !)* manufactures a comprehensive range of Radars for defence as well as civilian applications& Radar systems offered from !)* are for applications like #urveillance, :ire +ontrol, Tracking and 8avigation& In the category of *and based Radars , !)* manufactures systems for <, #urveillance, #econdary surveillance, fire control and battle field surveillance& :or 8aval applications Radars offered are in the 8avigational, :ire control and #urveillance categories& In +ivilian category !)* offers radars for "ir Traffic +ontrol& The freEuency bands covered e.tend from + band upto -a band& !)* also offers 8etworking of Radars& #78"R products from !)* cover the range of under water applications for surface ships, submarines and 8aval aviation& !)* also offers 8aval systems in user defined configurations for different types and classes of ships, submarines and other platforms and applications& Tank :ire +ontrol #ystem - 4! "* >>;4 is designed to reduce the engagement time leading to

an increase in kill rate and to improve the first round hit probability& The system is capable of engaging static or moving targets with own tank stationary or static targets with own tank moving&

,uring the year ;554G5;, !)* earned the distinction of becoming the first ,efence P#2 to acEuire operational I8IR"T8" +"T)17R9GI status& This enhanced status will provide !)*

certain operational autonomy in the areas of capital investment, establishment of =oint 3entures etc& " number of initiatives were taken to diversify the business of !)* and secure orders& In #eptember ;554, !)* won a tender of Rs 4B crore from "ndhra Pradesh 1overnment towards establishing a network /"P8)T0 for stateGwide broadcast and communication upto districtJblock level& The hub has been commissioned and the terminals are in various stages of completion& The "ndhra Pradesh 1overnment has now invited !)* to give a proposal for Phase II of the project to cover the whole #tate& The value of Phase II will be around Rs&>5 crore& !)* has also been awarded a #atellite 8etwork tender by "ndhra Pradesh !everages +orporation *imited /"P!+*0& "P!+* negotiated the price with !)* for using the common infrastructure of "P8)T at the Hub& The main application is for consolidating the sales transactions onGline by <4 remote centres with the "P!+* headEuarters on the !77T model& !)* has been selected through competitive tendering by the inistry of Home "ffairs to

establish a countrywide network called P7*8)T on turnkey basis& The project includes 44 Hub at ,elhi, >5 high capacity 3#"T terminals for the #tate HeadEuarters and major cities, B<< low capacity 3#"Ts at ,istrict HeadEuarters and !lock levels& The negotiations have been completed and the order valued at Rs CA crore, is in the final stages of processing& P7*8)T will enable effective communication among Police :orces of various states, e.change of police data files and fingerprints and 3ideo !roadcast $ +onferencing&

!)* secured a large number of orders for the *), based #olar Traffic #ignals in !angalore, Hyderabad and 8ew ,elhi etc& !)* and Indian #pace Research 7rganisation have entered into an understanding for cooperative efforts to meet the growing demands of satellite manufacture in India& #atellite )lectronics Payload /Transponders0G a major part of any satellite will be manufactured by !)* for integration with the satellites to be launched by I#R7& !)* has also commenced manufacture and supply of solarGbased mini power plants, the first of which has been installed in a technology foundation in 8ew ,elhi&

"ISTORY OF T"E COMPANY

SINCE 8+,D Hith over four decades of manufacturing e.perience !harat )lectronics *imited has pioneered the professional electronics movement in India& Hith continuous upgradation of technology, commitment to Euality and constant innovation, !)* has grown into a multi product, multi unit, multi technology company& !)* has set up impressive infrastructure and manufacturing facilities in their nine I#7 certified production units around the country&

!)* has also established two joint ventures G with 1eneral )lectric KGray tubes and

edical #ystems, 2#" for

ultitone, 2- for paging systems and has a subsidiary company !)* 7ptronic

,evices *imited for the manufacture of Image Intensifier tubes& Mi1e?tone !)* has nurtured itself to be known as one of the best public sector units in the nation& " peep into !harat )ectronicsIs "rchives section, gives an idea of the progress at !)*

;55< ;55; ;55; ;554 ;555 4CCC

!)* celebrates its 1olden =ubilee 9ear !)* acEuires +ategory GI ini Ratna status :oundation #tone laid for !)*Is new corporate 7ffice !uilding in !angalore !)* bags 8"tional R $ , "ward in electronics Industry sector !angalore 2nit of !)* implements Rain Hater Harvesting on an industrial basis !harat )lectronics Duality Institute 4CCB G Hyderabad unit gets I#7 C55;

4CCB 4CC@ 4CC> 4CC<

-otdwara unit gets I#7 C554 =oint venture with ultitone and 1) # I#7GC554 "ccreditation I#7GC55; "ccreditation 4CC; G +entral Research *aboratory, 1ha%iabad

4CC4 4CC5 4CBC 4CBB 4CBA 4CB@

#"T+7 ) IJ) + Test :acilities $ +omputer #oftware Telecom G #witching $ Transmission #ystem and ass fg& :acility +entral Research *aboratory, !angalore 8aval )Euipment ,ivision -otdwara, Taloja $ Hyderabad 2nits& -lystrons $ Travelling Have Tubes& adras $ Panchkula 2nits, !roadcast $ T3, ,igital +ommunication

4CB? 4CB< 4CB; )Euipment ,ivisions, 3acuum Interruptors /"#+70 achilipatnam Integrated with !)* #pace )lectronics ,ivision 4CAC G Pune 2nit 4CA> 1ha%iabad 2nit

To be the market leader in ,efence )lectronics and in other chosen fields and products& O$jectiAe

To become a customerGdriven company supplying Euality products at competitive prices at the e.pected time and providing e.cellent customer support&

To achieve growth in the operations commensurate with the growth of professional electronics industry in the country&

To generate internal resources for financing the investments reEuired for modernisation, e.pansion and growth for ensuring a fair return to the investor&

In order to meet the 8ationIs strategic needs, to strive for self reliance by indigenisation of materials and components&

To retain the technological leadership of the company in ,efence and other chosen fields of electronics through inGhouse Research and ,evelopment as well as through collaborationJcoGoperation with ,efenceJ8ational Research

*aboratories, International +ompanies, 2niversities and "cademic institutions& To progressively increase overseas sales of its products and services& To create an organisational culture which encourages members of the organisation to realise their full potential through continuous learning on the job and through other HR, initiatives&

ajor units in India

PERSONNEL E ADMINISTRATION 6DICISION9

Securit& 4& 3igilance ;& Issue gate pass <& To check

MI Room 4& )mergency ;& 1eneral health checkups

>e12are 4& +anteen ;& +ruche <& 2niform >& Transport

E?ta$1i?3ment 4& Recruitment ;& Promotion <& Retirement

"RD 4& T$, for employees ;& Training for 2PTs <& "pprentices

IR 4& *iasioning with 8T2 ;& !argaining

A%ju%ication 4& +ases settlement ;& +ourt cases

RATIONALE TO T"E STUDY Recruiting and screening is the first line of defense when it comes to bringing the right people into the organi%ation& ,etermining who the right people are should not end with e.perience and education, but with personality, attitude, communication abilities, and other behavioral characteristics that fit the organi%ation The overall aim of the recruitment $ selection process should be to obtain at minimum cost the number and Euality of employees reEuired to satisfy the human resource needs of the company& Hitting the hiring bullIs eye is one of an e.ecutive most important and most difficult

responsibilities& 2sing interviews, reference checks and sometimesGeven personality tests, they try to infuse logic and predictability into hiring& #till, success remains elusive& If hiring has always been a daunting task, todayIs economy makes it more so& The global scope of business has increased the demand for talented senior e.ecutives in the corporate ranks& eanwhile supply is shrinking as more and more peopleGin particular promising !"Is choose

to work for start up ventures or go Into businesses for themselves& "t the same time the nature of work itself is in flu.& 2ntil the 4CC5s, jobs were pretty uniform& In the classic, functional organi%ation cultures were relatively comparable, too G formal, hierarchical, and based on individual achievement& !ut with the advent of new organi%ational forms such as joint ventures and strategic alliances and with growing prevalence of teams, free agents and networking, finding the right person to fill a job has become more comple.&

Hhat competencies, after all these new kinds G of companies and cultures reEuireL 8owadays the +)7Is of two companies in the e.act same industry may need entirely different skills and personal styles to succeed& any talented people leave their organi%ations because senior managers donIt understand the psychology of work satisfactionM they assume that people who e.cel at their work are necessarily happy in their jobs& #trong skills do not always reflect or lead to job satisfaction& professionals, particularly the leagues of ;5G<5 somethingIs streaming out of todayIs any !"

programs, are so well educated and achievement oriented that they could succeed in virtually any job& !ut will they stayL The answer is, only if the job matches their deeply embedded life interests& Personal values have changed with workers of the new millennium& )mployeeJ employer loyalty has diminished and work environment and a NworkJlifeN balance are more important than ever& It is clearly evident that as we move into the new millennium, only companies than ever&

It is clearly evident that as we move into new millennium, only companies that have a worldG class recruitment, placement and retention solution will survive & +onsidering the above scenario studying the recruitment and retention strategies was the most appropriate topic for my end term project& #ince successful practices of HR begin with an appropriate selection process and retaining the best talent within the company is another challenge&

O!FECTICE
To study the Recruitment $ #election Practices at !H"R"T )*)+TR78I+# *I IT), To identify the various factors companies undertake prior to the recruitment process& To study how the companies establish a fit between their business strategy and

recruitment strategy& To study how the companies have coped with change in the market vis a vis its

recruitment process&

RESEARC" MET"ODOLO;Y

SOURCES OF DATA COLLECTION Primar& Source? The primary data was obtained on wide scale ranging from preGdesigned formats to open ended interviews& The primary means wereF Duestionnaires were administered across the topGlevel managers in the HR department of

the chosen organi%ations& ,iscussions were held with some employees in order to obtain their view on the

recruitment strategies followed& Secondary Sources ,ata was also screened from secondary sources for further inputs& "lso data was obtained from various journals in order to supplement details of recruitment trends globally and locally& SAMPLE DESI;N T&pe o2 ?amp1ing ' Random sampling method was used to obtain data& Samp1e e@tent' 1ha%iabad

DIA;NOSTIC MODEL

E@terna1 EnAironmenta1 In21uence? 1ovt&Regulations $ *aws The 2nion )conomic +onditionsF domestic $ International +omposition 7f labor force

Interna1 EnAironmenta1 In21uence? #trategy 1oals 7rgani%ational +ulture 8ature 7f the task Hork group *eaders style $ e.perience

"UMAN RESOURCE PROCESSES "cEuiring Human Resources HR planning =ob "nalysis $ design Recruitment $ #election Rewarding Human resources Performanc e )valuation +ompensati on !enefits $ #ervices ,eveloping Human Resources 7rientation $ Training ,evelopme nt +areer Planning Protecting and )valuating #afety, health $ wellness )valuation

,esirable )nd Results #ocially responsible $ high )thical practices +ompetitive, high Euality products +ompetitive, Euality services

Compo?ition o2 1a$or 2orce an% 1ocation o2 organiGation

"s the number of legal reEuirements has increased, it has become more important for an organi%ation to analy%e the composition of workforce& #uch analysis is done to determine whether the firmIs employment practices are discriminatory& The location of the organi%ation and the relevant market will play a major role in the composition of the work force& Therefore, government and union restrictions labor market conditions, the make up of the work force and the location of the organi%ation are e.ternal forces that affect each other& 8one of these forces are necessarily more important than any other force& )ach of them must be

considered in developing a sound recruitment plan that results in an effectively functioning organi%ation& INTERACTIONS OF T"E RECRUITAND T"E OR;ANI<ATION The nature of the organi%ation and the goals of the manager are highlighted in the above diagram, as is the nature of the task& The techniEues used and the sources of recruits vary with the job& "s afar as the applicants are concerned, their abilities and past work e.perience affect how they go about seeking a job&

T3e organiGationH? Aie5 o2 recruiting #everal aspects affect recruiting from organi%ationIs view point F the recruiting reEuirements set, organi%ation policies and procedures, and the organi%ational image& Recruiting re4uirement? The recruiting process necessarily begins with a detailed job description and job specification& Hithout these, it is impossible for recruiters to determine how well any particular applicantIs fits the job& It should be made clear to the recruiter which reEuirements are absolutely essential and which ones are merely desirable& This can help the organi%ation avoid having unrealistic

e.pectations of potential employees F an employer might e.pect applicants who stand first in their class, are president of all e.tra curricular activities, have worked their way through school, have 45 years of e.perience and are willing to work for long hours& +ontrasted with this unrealistic approach, the effective organi%ation e.amines the specifications that are absolutely necessary for the job& Then it uses these as its beginning e.pectations for recruits& :inding applicants who possess the needed skills for a job is the NscienceN of recruiting& !eyond determining whether an applicant has the skills needed for the job, recruitment in the coming years will also have to determine whether the applicant will function well within the culture and value system of the organi%ation& Interview performances in terms of interpersonal styles is one of the most critical factors used by recruiters to evaluate prospective job candidates&

OrganiGation po1icie? an% practice? In some organi%ationIs, HR policies and practices affect recruiting and who is recruited& 7ne

of the most significant of these is promotion from within& This policy means that organi%ationIs recruit from outside the organi%ation only at the initial hiring level& They feel this is fair to present loyal employees and assures them a secure future and a fair chance of promotion, and most employees favor this approach& #ome employers also feel this practice helps protect trade secrets& OrganiGationa1 image The image of the employer generally held by the public can also affect the recruitment& all else being eEual it is easier for the organi%ation with a positive corporate image to attract and retain employees than an organi%ation with a negative image&

The good or bad, wellGknown or unknown images of these organi%ationIs will affect how they are viewed by the job recruits& The organi%ations image is comple., but it is probably based on what the organi%ation does and whether it is perceived as providing a good place of work& The larger the organi%ation, the more likely it is to have a wellGdeveloped image& " firm that produces a product or service the potential employee knows about or uses is also more likely to have an image for the applicant& The organi%ationIs image is also affected by its industry& These images change& =ob applicants can seldom have interviews with all the organi%ations that have job openings of interest to them& !ecause there are time and energy limits to the job search, they do some preliminary screening&

7ne of these screens is the image the applicants have of the organi%ation, which can attract or repel them& In sum, the ideal job specifications preferred by an organi%ation may have to be adjusted to meet the realities of the labor market, government or union restrictions, the limitations of its policies and practices and its image& If an adeEuate number of Euality people apply, the organi%ation may have to adjust the job to fit the best applicant or increase its recruiting efforts& T3e potentia1 emp1o&ee? Aie5 o2 recruiting The applicants have abilities, attitudes and preferences based on past work e.periences and influences by parents, teachers and others& These factors affect recruits in two waysF how they set their job preferences and how they go about seeking a job& Pre2erence? o2 recruit? 2or organiGation an% jo$? Recruits have a set of preferences for a job& The recruit also faces the limitation of labor market, government and union restrictions and the limits og organi%ational policies and practices& The recruit must anticipate the compromises just as the organi%ation does& Hhat factors affect the organi%ation decisionL " more educated set knows the labor market better, have higher e.pectations of work and find organi%ationIs that pay more and provide and more stable employment&

Fo$ ?earc3 an% 2in%ing a jo$' t3e recruit It is not always enough to be simply in the right place at the right time& The effective job searcher creates opportunities in a systematic way& )ffective job search involves several steps including selfGassessment, information gathering and networking, targeting specific jobs and successful presentation& The job search process begins with selfGassessment& The purpose of selfGassessment is for job searchers to recogni%e their career goals, their strengthIs and weaknesses, interests values and preferred life styles& This information is later used in the search process to help the applicant assess whether there is a fit with a particular job offer& The assessment is similar to what organi%ational recruiters will be doing, only from the perspective of the applicant& Information gathering and networking are methods for generating lists of potential employers and jobs, information sources include newspapers, trade publications, college recruitment offices and organi%ational insiders&

MET"ODS OF RECRUITIN; ost job openings are filled with people from within the organi%ation and entryGlevel positions are the most likely to be filled by e.ternal sources& posting, skill inventories, job bidding and referrals& ethods for internal recruiting include job ethods of e.ternal recruiting include

school and college recruiting, advertising, and using employment agencies and e.ecutive research firms and the internet&

Interna1 Aer?u? e@terna1 recruiting met3o%? Internal recruiting methods include posting position openings, distributing memos within the organi%ation and searching organi%ational databases for a match between the skills reEuired to perform the job and the skills held by the current employees& This method of recruiting looks to internal sources to fill positions and encourages promotions from within& ).ternal recruiting methods include advertising position& Hhether managers choose internal or e.ternalGrecruiting methods depends on the degree to which organi%ationIs strategy encourages promotions and transfers from within the organi%ation& Recruiting from within can lead to job satisfaction and motivation if employees see new career opportunities available& In addition filling positions with e.isting employees ensures to large e.t@ent that these employees are sociali%ed as to the organi%ationIs culture and personality& However problems can arise if the internal promotion system is not viewed as fair& The best way to avoid negative backlash when hiring or promoting from within is to install fair practices and procedures& If steps are taken to ensure a fair internal promotional process, most

people will accept their loss and remain productive and useful organi%ational citi%en& ).ternal recruiting method helps bring new ideas and approaches to the organi%ation& Interna1 recruiting met3o%? Fo$ po?itioning any position can be filled as a result of posting the job opening on the bulletin boards, announcing the opening in a company newsletter or posting announcement on the companies intranet& " job posting procedure enables employees to strive for a better position within the company& 8otices of important openings should include allGimportant information about the job&

#ome firms have turned to computers to make their job posting more fruitful& "ll employees who wish to participate complete Euestionnaires about themselves, which include items concerning relocation willingness and preferences as well as training and educational backgrounds& " few skills are selected out of the total that best represent their functional skills& Hhen a position needs to be filled the reEuirements are matched and candidates selected& "lthough positing jobs can be an efficient method of recruiting, number of problems have been associated& ).ample it can lead to personal bias and stiff competition&

SIi11? inAentor& "nother recruiting method is the use of skill inventories& )ssentially a skills inventory includes a list of employee names, their education, training, present position, work e.perience, relevant job skills and abilities and other Eualifications& The organi%ation can search through the company skill inventory to identify potential candidates for the position opening& Fo$ $i%%ing These procedures typically specify that Eualified applicants from within the bargaining unit must fit all jobs covered by the agreement& Those interested in the vacancy bid for the job by applying if they are Eualified& The individual fills the position with the highest seniority from among the Eualified applicants& In some cases applicants take competitive e.aminations& However only current employees are eligible& 2sing a job bidding system is normally very easy& However it can present some difficulties&

Re2erra1? "n e.cellent source of information is current employees who may know someone who would be Eualified and interested in the open position& To entice employees to make job referrals, some companies offer a referral bonus& People tend to associate with people like themselves, if the employee fits the organi%ation, chances are his or her referrals will be good& )mployees, whose referrals are hired, are often willing to serve as a mentor to ensure their referrals succeed in the company&

EBTERNAL RECRUITIN; MET"OD Sc3oo1 an% co11ege recruiting Recruiting at high school or vocational schools is often a strategic approach adopted by organi%ations with position openings at the entry level or internal training programs& Recruiting at the college level serves as a major source for acEuiring managerial, professional and technical skills& The gap that e.ists between the skills that organi%ations will need over the ne.t several years and those currently possessed by potential employees is growing& The number of jobs reEuiring a college degree is on the increase& 2nfortunately for the organi%ation it is a very time

consuming and e.pensive e.ercise& !ut pressures from the e.ternal environment will continue to force organi%ations to be highly visible and active in this kind of recruiting& In college recruiting the organi%ation sends an employee usually called a recruiter, to a campus interview candidates and describes the organi%ation to them& +oinciding with the visit,

brochures and other literature about the organi%ation are often distributed& The organi%ation also runs ads to attract the candidates& In the typical procedure, those seeking employment register at the college placement service& This placement service is a labor market e.change providing opportunities for students and employers to meet and discuss potential hiring& Preliminary interview with employers is done& #tudents are given detailed influence about the job and the profile& #alaries are negotiated& The e.penses are borne by the organi%ation& any of the changes are designed to reduce overall

recruiting costs while maintaining a strong applicantIs flow into the organi%ation& The trend

seems to be for an organi%ation to develop a stronger, ongoing relationship with a relatively select number of schools& A%Aerti?ing "dvertising job openings in newspapers, maga%ines, newsletters and other media sources is a relatively ine.pensive recruiting mechanism& "dvertising is useful for filling open position Euickly& "dvertising usually does not target a specific audience& #pecified defined advertisements will attract Eualified applicants, dissuade unEualified ones from applying and make the recruitment process more efficient& PriAate emp1o&ment agencie? Private employment agencies vary considerably in si%e and effectiveness as good sources of employee and must be chosen carefully by employers and job seeking alike& " preliminary interview is conducted for the applicants& 2nfortunately some agencies are more concerned with placing employees Euickly than in effecting a good match between the employee and the organi%ation& The discrepancy can be reduced if the HR managers give detailed and specific reEuirements& T3e internet an% t3e >>> 7ne of the fastest growing recruitment methods is the internet and the HHH& +ompanies who do use the lnternet as a recruiting source appear to be happy with the process and the results& It allows access to broader set of people and hence broader set of e.pertise and skills& It is also faster and convenient& However it may not be accessible to all&

UTILI<IN; RECRUITIN; RESOURCES

+ompanies freEuently use a variety of internal and e.ternal recruiting strategies to locate and hire their workers& "lthough one techniEue may work well for some organi%ations, the same techniEue may prove ineffective for others& #ome techniEue may mesh well with the

organi%ationIs competitive strategy, but others do not& !y integrating both internal and e.ternal recruiting techniEues, a company can develop an overall recruiting plan that is specifically tailored to support its overall strategy and result in selection of highly Eualified applicants& ).actly how many recruits are needed can be determined from past recruitment efforts& #pecifically a yield ratio can be developed for each position to be filled& " yield ratio is the number of candidates who pass a particular recruitment hurdle divided by the number who attempted the hurdle& It is important to keep in mind that the plan should support the companies overall strategic approach&

Re7 Recruitment ?trategie? ReGRecruitment strategy is a series of steps a company can take and retain key employees& ReG Recruitment strategies are a good idea, but essential in turbulent times such as after downsi%ing

or a major organi%ational restructuring& -ey employees are defined as employees whose loss would have a most detrimental effect on the organi%ation& 7nce the key employers have been located, the ne.t step is to determine what can be done to motivate them to remain with the organi%ation& " fle.ible work arrangement will mean something different to every employee, so it is important to dearly delineate what key employees want and need with respect to fle.ibility& :le.ibility can also be offered by introducing

compressed work weeks, fle.ible starting times and comp time where workers can leave work for an hour or two to deal with family matters& "n increase in the compensation can also help retain a key employee& Retention bonuses have also been used successfully as a means of getting technical staffers& competitors, Hithout a salary adjustment key employees may be stolen away by

Career %eAe1opment opportunitie? +ollege graduates entering work force for the first time are clear about their e.pectations and are less willing to adapt their values and work styles to accommodate to their employers& The following factors entice first careerist to stay with the job and the companyF 4& ;& <& >& ?& Immediate involvement in the essential work of the firm& The ability to apply newly learned knowledge and skills& The opportunity to understand the big picture of the firm& Rapid career development& Rapid salary advancement&

@&

The opportunity to learn new skills&

+ompanies are responding to these needs by offering a variety of programs for new employees& 7ne factor that should be considered prior to selection is the NfitN between the individual career objectives and the career path that can be realistically offered by the firm& +areer plateauing which refers to the point in a career where future hierarchical movement is unlikely, has become a real problem in organi%ationIs today& ,ownsi%ing and restructuring has severely restricted the potential for vertical movement in many managerial career paths&

ALTERNATICES TO RECRUITMENT "nother strategic business decision can be made is not to recruit& Instead they can rely on alternative staffing options& Common alternative staffing options Tra%itiona1 temporar& 3e1p " potential employee is recruited, tested, screened and employed by a temporary staffing agency& They assign Eualified individuals to work at a clients site, generally to support or supplement the current work force& Long term temporar& a??ignment? It is becoming increasing popular for an organi%ation to staff part of its work force with temporary workers on an ongoing basis& These individuals are not considered shortGterm replacements, but more a part of the regular work force& Part time emp1o&ee? Horkers who work less than >5 hours a week are considered part time employees& They can be organi%ationIs pay roll or assigned via a temporary agency&

Emp1o&ee 1ea?ing " +ompany will transfer some of its employees to a leasing firm& The leasing firm then leases back the workers to perform the same job they did for the +lient +ompany& However the leasing firm is now responsible for cost and work associated with the typical HR functions such as Payroll, benefits and record keeping&

In%epen%ent contractor? Independent contractors are selfGemployed individuals who market a specific skill they posses to a variety of companies& " +ompany will hire them for a specific project or contract& Payment is usually based on the time and effort the individuals put forth on the project and e.penses are freEuently reimbursed&

Out?ourcing ?erAice? "n independent company with e.pertise area will contract with a firm to take full responsibility for that specific function in the organi%ation&

ECALUATIN; T"E RECRUITIN; MET"ODS 1iven the importance of recruiting to the organi%ation the method used in recruiting should be evaluated periodically& 7ne of the most important reasons to evaluate recruiting method is to determine the cost versus benefits of various methods& Hhen recruiting method do not attract enough applicants many organi%ations respond by raising the salaries& "lthough some job applicants may be enticed by money, this may not be a costGeffective method of recruiting& :urther employees within the organi%ation may perceive ineEuity if new employees are brought in at a similar or even higher salary& Recruiting costs include factors such as the cost of advertising, the salaries and travel e.penses of recruiters, travel e.penses of potential job applicants and recruiting agencies& These costs must be weighed against factors such as the potion of acceptance offers& "t a minimum, organi%ations should compare the length of time applicants from each recruiting source stay with the organi%ation with the cost of hiring from a particular source& The effectiveness of recruiting method varies among organi%ations and even jobs within the same organi%ation&

T"E SELECTION PROCESS Se1ection is the process of choosing individuals who have the Eualifications to perform a particular job well& 7rgani%ation differs as to the comple.ity of their selection systems& #ome organi%ationIs make a strategic decision to fill positions Euickly and ine.pensively by scanning application forms and hiring individuals based on this information alone& 7ther organi%ationIs however makes a strategic decision to choose the best person possible by having an elaborate and sometimes costly selection system& These systems may reEuire potential employees to fill out application forms and provide information for a background check, take a number of job related tests, and perform well through a series of interviews& than one selection process& App1ication $1anI? an% re?ume? The initial screening of potential employees is usually done by e.amining resumes and 4 or having applicants fill out an application blank& Items that should be reEuested on an application include general biographical information& uch of information gathered on application blanks is ost organi%ationIs have& more

objective so that the human resources manager can verify it& 3erification of information on an application is becoming increasingly important to avoid claims of negligent hiring& "n employer is guilty of neg1igent 3iring if he or she failed to perform a thorough background check on an employee whose infliction of harm could have been predicted& 7nce the application has been verified, it can be numerically scored to make it comparable to others& The process of Eualifying an application is called weighting an application& The use of a 5eig3te% app1ication $1anI involves placing a value or score for the items on the application

that have been found to predict successful job performance& "pplicants receive points according to the information they report on the form and can then be ranked based on their total points& "lthough weighted applicants blanks have been found to be predictive of future performance, the time and cost of developing an effective are often prohibitive& Resumes are often instead of application blanks& =ob applicants develop their own resumes, which should include essentially standard information& TYPES OF SELECTION TESTS " number of selection tests have been developed to aid the human resources manager in hiring employees& The following section covers mental ability test, work sample tests, trainability tests, personality and interest inventories and honesty tests as selection devices& Menta1 a$i1it& te?t? Paper and pencil tests have been developed by psychologists and are used by organi%ationIs to measure mental ability and aptitude& "bility and aptitude tests e.amine a variety of tests such as general intelligence, an understanding of spatial relationships, numerical skills, reasoning and comprehension& >orI ?amp1e? "lso called performance tests, work sample tests measure the ability to do something rather than the ability to know something& These tests may measure motor skills or verbal skills& Hork sample tests should test the important aspects of the job& #ince job applicants are actually performing a small portion of the job, it is difficult to NfakeN ones ability on these tests& 7ne of the most effective ways to design work sample tests is by using the results of a job analysis, because the results of a job analysis indicate which tasks are most critical and which are

reEuired for successful competition of the task& It is easy to determine which activities need to be represented on the tests&

Traina$i1it& te?t? :or jobs in which training is necessary due to 4& ;& The skills level of the job applicants +hanging nature of the job, trainability tests are useful&

)ssentially the goal is to determine the trainability of the candidate& In the first step of the process, the trainer demonstrates how to perform a particular task& Then the job applicants are asked to perform the task while the trainer helps to coach him or her through the process several tBmes& :inally the candidate monitors the performance, recording any errors, to determine the overall trainability of the job applicant& !ut work sample tests and trainability test have shown to have high to moderate success predicting job performance& Per?ona1it& an% genera1 intere?t inAentorie? Personality and general interest inventories are tests that have no NcorrectN or NincorrectN answers& Interest tests are used to measure an individualIs work and career orientations&

Personality tests focus on identifying traits or typical behaviors of individuals and are used to measure a variety of traits including aggression, selfGesteem and type " behavior& "lthough personality and general interest inventories are tests that have no NcorrectN or NincorrectN answers& Interest tests are used to measure an individualIs work and career orientations&

Personality tests focus on identifying traits or typical behaviors of individuals and are used to

measure a variety of traits including aggression, selfGesteem and type " behavior& "lthough personality tests can be costly, they can help human resources managerIs determiner individual characteristics opt obtained from a resume, thus increasing the likelihood of finding a go NfitN between the job position and the employee& " serious criticism of personality inventories is their tendency to be invasive in that they seek to Nuncover( revealing data about a personIs psyche& +ompanies that use this type of pre

employment tests must therefore ensure that the information they seek and the way they use this information are relevant to the job in order to prevent lawsuits by rejected applicants&

T"E INTERCIE> ost organi%ationIs, regardless of si%e, use interviewing as a selection method& Interestingly, interviews have been critici%ed for being unreliable sources of information due to perceptual and judgment errors on the part of the interviewer& ).ample interviewers often form a first

impression of the job applicant based on the influence obtained on the application blank or the first two minutes of the interview& "nother type of perceptual error is called the "a1o e22ect# In this case, one characteristic or behavior of the job applicant overrides all or most other characteristics& Contra?t e22ect? have also been found to distort interviewer judgments about job applicants& +ontrast effects occur when the interviewer evaluates a job applicant by comparing this person to previous job applicants& 7ther perceptual errors can distort an interviewers evaluation include stereotyping, leniency, strictness and central tendency errors& )stablishing a system for conducting an interview can improve the reliability and validity of interview assessments&

T&pe? o2 interAie5? Interviews can be classified into three general categoriesF structured, semi structured and unstructured& Structure%

Hhen conducting a structured interview, the interviewer asks Euestions from a prepared list and does not deviate from it e.cept for some follow up Euestions& ,uring the

interview, the interviewer records his or her thoughts and reactions on a standard organi%ational form& Hhen different interviewer reach the same or similar conclusion about a given candidate, the interpretation reliability is high& 2nfortunately this type of interview is very restricted& Two most common types of structured interviews are the behavioral description interview and the situational interview& T3e $e3aAiora1 %e?cription interAie5 allows you to gather and evaluate information about what candidates have done in the past to predict how they will act in the future& " thorough job analysis of the job is done for which the interview is being developed& The specific -#"5s are uncovered, reEuired by the job as well as appropriate and important behaviors performed by the job incumbents& 8e.t Euestions will have to be designed which elicit the behaviors& The second type of structured interview is the ?ituationa1 interAie5& In this job e.perts develop Euestions that focus on situations that might arise in the actual job& It is conducted with a panel of interviewers, each of them independently rate the applicants& This type of interview is kinder to the applicant because a past e.ample does not have to be provided& Semi ?tructure% Here only the major Euestions are prepared in advance and are recorded on a standardi%ed form& This type of interview involves some planning on the part of the interviewer but allows for some fle.ibility regarding e.actly what and how Euestions are asked& "lthough

the inter rater reliability is not so high as with structured interview, the information obtained may be richer and possibly more relevant Un?tructure% interAie5 The unstructured interview involves little planning or no planning on the part of the interviewer& ,ue to lack of planning, the interviews tend to vary greatly between

interviewers and also between interviewees& 2nstructured interviews have low reliability and seldom yield valid and useful information&

MANA;ERIAL SELECTION DECICES #election devices for managers can differ from nonGmanagerial employee selection& "ssessment centers were developed to tap these numerous managerial skills by collecting work sample information& an assessment center is not a place but a process& In this process trained

professional evaluators, called assessors, observe and record and evaluate how a candidate performs in simulated job situations& "lthough the validity of assessment center tends to be high, some problems recently have been identified with this selection device&

RECRUITMENT AND SELECTION 7 OCERCIE> Till recently the rules of recruitment were very retrogressive& +ompanies simply hired fresh graduates or !"s G seeking out the top rankers G started them off as trainees, paternally

oversaw their vertical progress and repeated the process every year& 7n the rare occasions that they had to recruit at higher levels, they advertised G the discreetness of the address matching the stature of the company as a coveted employer G or used services of a head hunter and chose on the basis of a track record& =ob hoppers were never favored and companies hired everyone for lifetime& 8ow a recruitment revolution is beginning& "nd the people whom company will soon compete for most fiercely will be those who have earned their spurs in different functions, companies, industriesG and not one company, one function specialist& Having succeeded in hiring them, +)5s must not e.pect all of them to stay& #ome will leave the company when the company changes its operational focus G as it must to stay ahead of change and needs different kind of people& 7thers will opt for entrepreneurial careers in favor of G,employment& 9et others will go back to school to restrictions Geducate themselves and proceed to the ne.t phase of their portfolio careersI "bandoning their old policies of hiring only at the bottom, therefore companies will have to induct new talent at every level, including those where internal promotions were once developed rigueur& )ven the search for +)5s will intensify as new competitors look for team captains and e.isting companies feel the need for new Eualities G not available in house G in their +)5s& lnfact the search for the right people at every level will pick up pace&

"nd while companies will have to develop innovative techniEues to beat the competition at recruitment hotspots like campuses, they must also look outside their conventional hunting grounds& :or that is where people with unorthodo. Hinning ideas will come from +)5s looking for breakthrough marketers will have to recruit them from other industries since everyone already in the sector will only offer tired ideas& Hunting for knowledge workers, company va have to raid research laboratories, nonGgovernmental organi%ationIs, college staffGrooms and even sports fields& "nd the Euest for managers with the ability to lead mega projects will have to be global and not limited to the country& "t the organi%ational level, companies must tailor their manpower recruitment plan to corporate objectives, drawing up the profiles of suitable fires accordingly& +ompany focusing on new

business development will have to seek entrepreneurial abilitiesM companies planning to withdraw from diversificationIs must look for pragmatistsM companies chasing growth through alliances should hire people comfortable in different cultural backgrounds& "bove all companies must hire for the future, anticipating jobs that may not be in e.istence yet& #o recruitment of managers must focus not on functional e.pertise, but for attitudes and approaches that fit the corporate goals and culture& "mong the Eualities that companies will have to screen, therefore will be interests, disposition, attainments, general intelligence, special aptitudes are even physical makeup& :or every job that a company seeks to fill therefore the must prepare psychological profiles of the ideal candidate& "nd to test candidates for a fit with that profile, companies will increasingly have to use psychographics testing techniEues such as Thomas Profiling& yersG !dgg Type irdicator, or the particular preference Inventory that

draw up the complete psychological and behavioral characteristics of an individual&

The test for personality traits will involve using unconventional tools like graphology& "lso on test will be candidates result orientation analytical ability, initiative, communication skills and innovativeness, giving employers as much information as possible with which they decide whether an individual will be appropriate for the job& To validate the conclusions of the tests, line managers and human resources personnel who conduct interviews will have to be trained interviewing skills& "nd companies will have to use multiGsession depth interviews ad of one off interactions to e.plore different facets of a candidate under different circumstances and varying degrees of pressure& Hhat are the elements which companies must use to entice top talentL +ompensation will be crucial only till it isnIt absurdly below& The competitor offer& Instead recruiting teams will have to market their company as a place where employees have fun working, particularly to people that the company is trying to hire from oldGfashioned organi%ations& " corporate culture that cares for people and gives them room to grow will be a companyIs strongest magnet for attracting good people& +)7s will have to ensure that their line managers and human resources department design unconventional jobs and daring responsibilities to create offers that their targets cannot refuse& "nd if pursuing the right person and convincing him to agree takes time, the companies should be willing for it& In the knowledge economy the corporate Euest for intellectual capital will be a continuous process& Recruitment co?t? *ow cost per hire may affect the Euality of recruiting& +ompanies may think that the cost of hire may be high but if the company is able to attract the best talent, the company is successful& Duality of hire is a useful metric& to assess the strength of the recruiting process&

#ome companies evaluate candidates through multiple interviewers, assessment tests, reference and credit checks, background and educational verifications& )ven with all of these techniEues companies continue to reali%e the same Nbell curveN distribution of employee performance& 7thers are smarter, they apply the techniEue of position, profiling to identify top performers and to change the bell curve& +ompanies can design a brief performance evaluation process and use it on new entrants, within si. and 4B months of joining& The Euality of performance puts the recruiting process to test& Hhile filling internal positions, the recruiting manager responds to his internal customer G the line manager& easure of customer satisfaction proves to be a precious techniEue for fine

tuning the system& Recruiting managers use post hire surveys and evaluations for this purpose& It is important for companies to document pre hire reEuirements and conduct objective post hire evaluations& anagers also seek feedback from the candidates themselves& #uch data could give

insights into further streamlining the recruiting process& "o5 1ong $e2ore t3e& are inJ Recruitment cycle time is measured by the time taken to fill a vacancy& "nother metric is staffing time ratio G the ratio of actual time in days to start to preGcontracted time to start& The contracted time to start is agreed upon between the hiring manager and the recruiter and it can be changed during the recruiting process with mutual consent& Interna1 3iring a more Aia$1e option +orporate recruiters have a dangerous bias towards hiring from an outside source& Industry giants like H** and TataIs believe in homegrown talent& ore often than not heavy recruitment

happens at entry level and incumbents move along a structured career path as they grow with the

company& The pool of talent keeps widening and gains richness with time& "s a result it is never a daunting task to fill roles created out of une.pected situations& 7n the other hand fast growing, innovative relatively newer firms tend to focus more on e.ternal hires, a strategy guided partly by default and partly by design& !y and large all companies end up using a mi.ed strategy& #ome companies believe that e.ternal hiring give facts about the competitors& ).ternal hiring brings in new ideas, perspectives, competencies and readymade skills that do away with the need for much investment on training& 7n the other hand internal recruitment works fine, sometimes better& The culture of certain companies may be such so as to mould the e.isting employees for further vacancies& #uch companies boast of low employee turnover rate& Internal recruitment may have its benefits but it also demands a great deal from the HR of the company&

Interna1 3iring cut out on %o5n?iGing !uilding an internal talent pool works as an innovative answer to overstaffing, especially if the company is wary of downsi%ing as the option&

Interna1 3iring' more t3an ju?t 2i11ing a ?1ot Recruiting by itself serves a single purpose filling a slot& !ut when a company favors internal over e.ternal sources, it also addresses the critical issue of succession planning& It does not cater to e.ecutive replacement alone, it underlines a commitment to leadership development& " greater pool of talent can be harnessed at a short notice without the hassles of an elaborate search e.ternally and without investing in further hiring and training costs& The above kind of a process involves psychometric profilers, offsite interactive workshops, multi rater feedback processes, management games and options as simple as observation and past performance records& Recruiting ### in ?pite o2 o%%?# Recruitment business has dropped by almost >56 lately and the situation may remain low profile at least for the coming months& There is general reduction in intake, recruiters are shying away from taking fresher or even people from crossGfunctional industries so that there is less investment in training& 7rgani%ationIs are trying to reallocate jobs, add portfolios to e.isting positions even considering outsourcing& =obs are diminishing, merging or even disappearing altogether& Hhile there are definite signs of conventional recruitment activity having slowed down, there are strong signals that organi%ationIs are successfully e.perimenting with more innovative techniEues of talent scouting and sourcing of reEuisite skills need to be replenished& InnoAatiAe ?ourcing #### It? 3appening A56 of recruitment in India happens through the direct advertising route& 2se of recruitment consultants is the second most favorite techniEue& Head hunting is very much in demand along with in depth interviewing& The Indian recruiter may have access to the best of Indian

recruitment consultancy firms as well as the cream of international search firms, all fiercely competing on grounds of Euality and value added service& !ut he has started looking for different sourcing options& )mployee referrals, for one is gaining popularity& Emp1o&ee re2erra1? !H"R"T )*)+TR78I+# *I IT), on personal contacts is still a strong source of recruitment worldwide and is being capitali%ed in more sophisticated ways by many organi%ationIs& Hewlett Packard in the computing sector is reported to have adopted NcompanyGopting schemesN whereby employees are promoted to recruitment positions and rewarded for their ability to become good recruiters& Recruiters have accepted the fact that recruitment advertising is an intricate process, involving a psychic attitude change& Its not about a simple job announcement in a newspaper& It is about attracting Euality people who are not desperately looking for a job& "n international restaurant chain reali%e that the candidates need to have a feel of the company before they decide to apply for a job& The company planned a two day event for potential recruits to walk in and meet managers personally, see videos and slide shows about the company& The open days also marked a change in direction as far as the recruiting process was concerned& Instead of screening for basic skills and past e.perience, the company concentrates on recruiting people for their personality, so that people could fit in&

A ne5 ?e1ection ai% "ll India anagement "ssociation /"I "0 has taken a useful initiative by introducing an all

India level test for the employability of prospective management employees /T) 0& The test is administered to candidates who are in the second 4 final year of !" programs or an eEuivalent

course or have less than ; years of post Eualification work e.perience& +andidates are tested on parameters like general management skills, thinking skills, awareness of current business and economic environment and on their functional areas like marketing, finance, HR,, operations& )tc& T) has been endorsed by @; companies like H**, +eat *T,, IT+ *td, *abor$T, 1)+ #hriram etc& the scores achieved by the candidates in this test along with

"lsthom *td, ,+

other details are sent to corporates to be short listed for IInterviews and subseEuent placement& +orporate houses get access to scientifically evaluated candidates from allover the country without having to visit each and every campus, thus saving time and effort& 7n the other hand, the candidates get access to a host of companies without individually applying to them&

A ?uita$1e recruitment ?trateg& "n effective recruitment system like any other HR subGsystem needs to be sync with the business strategy and objectives of the organi%ation& 7rgani%ations adopt specific recruiting strategies tailored to their business needs& These business needs may change depending on the stage of growth of the organi%ation&

Recruitment ?trateg& Aarie% 5it3 ?tage o2 gro5t3 o2 t3e organiGation !u?ine?? ?ituation #tarting a new business C3aracteri?tic? o2 $u?ine?? C3aracteri?tic? ?ituation :inancial risk 8o systemsJprocedures J 7rgani%ation can%i%ate 3ision InGdepth knowledge #taffing o2

7perational e.perience base is 7rgani%ing and team lacking& *imited relation with Turnaround #uppliers, customers& 8eed for rapid decision #trong leader making& Heak competitive position& *ow esteemJmorale& !ureaucratic structure& IncompetentJinefficient 8ew acEuisitions personnel& 8ew management themselves ).isting proving "nalytical ability Relationship management skills +redibility& building #trong analytical skills !usiness strategist 1ood crisis management !uilding&

organi%ation #kills& +redibility&

defensive about change 8eed to integrate acEuired *iEuidation of business

company with parent Heak competitive positions ,etermination

*ow returns

Highly analytical in case

*ow morale, deficiency of of costJbenefits skills Hilling to do dirty jobs

8eed to cut losses and make Hants to be respected not Redeployment decisions *ow short termJlong term risks Resistance to change ismatch of just liked 1ood manager of change& Highly persuasive&

organi%ation #upportive& Risk taker&

resources and need *ack of strategic plan for Euite some time&

>3at are t3e ?Ii11 ?et? Process skills are being given more importance as compared to solely technical skills& Recruiters are keenly selecting for general attributes like ability to cope with change, leadership, entrepreneurship, project management, tolerance of uncertainty, management skills and communication ability& The five top skills sought in entry level candidates on campus are communication skills, team working, listening and problem solving&

DATA ANALYSIS E INTERPRETATION

MANPO>ER PLANNIN; AND !USINESS PLANS !"ARAT ELECTRONICS LIMITED !H"R"T )*)+TR78I+# *I IT), follows a details manpower planning process& However this planning or the recruitment for any positions have to be sanctioned by the top management& It does not follow a system of projections for the ? years since they believe that it is too long a period considering the fast changing environment& "s a result it does not allow them to keep a focused approach eventually affecting the recruitment Euality and process& The projections are drawn for ; years& Infact the projections are yearly where a detailed plan is drawn up, a budget is made and a sanction obtained for the same& "lso the reEuirements are identified for the ne.t year, which then in the coming year is drawn in detail & Hence the blue print of the ne.t year is prepared& The budget is prepared e.tensively, which holds an important process in the entire function& The data from all centers all over the country and regions are taken& The data is then assessed in terms of the type of the type of people needed how many of each is needed, the Eualifications and the number of years of e.perience needed& How many employees are e.pected to retire that year, how many are e.pected to resign& Hhat is the debt levels etc, the financial and market situation of the company is judged& :ollowing which the board sanctions the manpower plan and the recruitment process begins& This also allows !H"R"T )*)+TR78I+# *I IT), to tailor its manpower plans to its corporate objectives since the profiles of each are drawn up in consultations with the line

management, top management / depending whether managerial or non managerial 0 and the e.perience of the past years & The linkages developed as a conseEuence of the above are above are strong between the manpower plans and business plans& It helps to assess the number of employees redundant& +onsidering the competitive scenario it is imperative for the company to keep a tab on its reEuirements and invest in the making of its manpower plans& The result are evident in the success of !H"R"T )*)+TR78I+# *I IT),, the fact that it leads the market& The company has a wellGlaid out succession plan which forms an essential backbone of the company& This ensures that any person leaving the organi%ation at a middle or senior level, the work does not come to a stop nor is their chaos& " wellGdefined succession planning ensures a lot more than this& The company does situations& This instills a feeling of security amongst the employees at the lower level& The relevance of merit and performance becomes accentuated and helps them perform better&

Ro1e o2 jo$ %e2inition in recruitment The job definition plays a crucial role in the recruitment process since it helps define the e.pected Eualifications and background for the concerned job& The reEuirements markedly differ for the managerial and nonGmanagerial level& The job definition does take place prior to the recruitment process, which involve the line manager largely judging the job profile& This helps recruit the right person for the right place, but the jobs profile of only technical people follow the path& Incase of general managerial level etc the job definition outlines a sketch of reEuired competence& The person is then molded along the career path& The image built by !H"R"T )*)+TR78I+# *I IT), and the reviews of the analyst are a reinforcing factor in the minds of the prospective employees& !H"R"T )*)+TR78I+# *I IT), is also leading the market and is ahead of !H"R"T )*)+TR78I+# *I IT),

Recruitment pattern? ) Interna1 an% e@terna1 !"ARAT ELECTRONICS LIMITED !H"R"T )*)+TR78I+# *I IT), follows both internal $ e.ternal recruitment processes for managerial and nonGmanagerial level&

Procedure of Recruitment T3e 2o11o5ing are t3e ?ource? o2 recruitment' )mployment e.change ,irect recruitment /through advertisement, etc&0 Internal promotionJselection Transfer on deputation from public sector undertakings

!H"R"T )*)+TR78I+# *I IT), O The internal hiring is a common feature amongst the P#2s& !H"R"T )*)+TR78I+# *I IT), indulges in internal hiring for the staff and the managerial level& In both cases promotion on basis of performance is a common factor& In fact in the managerial level the merit is the only basis of internal recruitment& In case of the nonG managerial level it may be promotion or if the employee has added some Eualification to his skill set& The internal hiring definitely is dependent upon the ne.t level vacancy& "s the employee moves higher up the ladder up the ladder the recruitment at the senior level becomes strictly merit

based& Hence the promotions are tougher& "lso the success of succession planning is more relevant for the senior people& In !H"R"T )*)+TR78I+# *I IT),, Promotion involves a movement from a post in the higher grade alongwith respective promotion channels specified for the purpose& )mployees are eligible for consideration for promotion within the same cadreJdiscipline on completion of the prescribed eligibility period and attainment of satisfactory standards in conduct $ performance&

Promotions are effected based on the following criteriaF Performance of reflected in appraisalJconfidential reports& Dualification #eniority ,iscipline vi%& clearance from vigilance and disciplinary angle&

Tran?2er The services of all employees are transferable to any place in India in the service of the corporation at the discretion of the anagement&

In !H"R"T )*)+TR78I+# *I IT),, main considerations and need for transfer of officers 7rganisational recruitment in terms of functional and managerial skill for manning various positionsM ).igencies of corporations workM :illing in vacancies conseEuent upon promotion of officers or on creation of new postsM Rotational assignment aimed at career development of officersM ,emand at a particular location reEuiring speciali%ed knowledge or e.perience& 7fficers having direct public dealings are also normally considered for transfer after <G> years on a particular post etc& Cariou? actiAitie? un%ertaIen 2or con%ucting recruitment e@erci?e?

Nomination o2 pro2e??iona1 agenc& Preparation of scope of activities pertaining to written test to be performed by the "gency +onstitution of Tender +ommittee for deciding nomination of "gency& +alling of Euotation from the concerned parties Preparation of comparative statement of Euotations :inal nomination of the "gency

Re1ea?e o2 A%Aerti?ement? Preparation of draft advertisements Handling over the advertisement material to the "gency& Publication of "dvertisement in selective newspapers throughout India as well as the employment news through the "dvertising "gency&

Pre75ritten Te?t ActiAitie? $& Agenc& Receipt of "pplications through post bo. from Post 7ffice& "pplications are invited

from all parts of India 1enerally <G> weeks time is given so that response is ma.imum& "lso there are some remote areas in India where courier service is not available hence postal service takes normal A days time& #creening of "pplication )ntry J processing of bioGdata of candidates in computers in the proforma prescribed by !H"R"T )*)+TR78I+# *I IT),& Printout of candidates eligible for appearing in written testGlocation wise and discipline wise *ist of Ineligible candidates /Rejected "pplications0

Setting o2 Kue?tion paper? #etting of objective O type Euestions papers O one for 1eneral "ptitude and one for concerned discipline& The Euestion paper for 1eneral "ptitude is common for all candidates& Printing of Euestion papers /under tight security0 #ealing and dispatch of Euestion booklets to various test centers /under tight security0

A%mit car%? 2or 5ritten te?t Preparation of material for "dmit cards& +omputer printing of "dmit cards

,ispatch of "dmit cards to eligible candidates

Nomination o2 ?uperAi?or? L o22icer? 8omination of various supervisors and officers by the "gency as well as T7+ for supervisionJirrigation at test centers& Preparation of Instruction anual for information and guidance of nominated officers&

#etting up of a central room at HeadEuarters

Con%ucting o2 >ritten Te?t Hritten test of ; hrs& duration is conducted at all the venues in 4@ different cities /as on date0 throughout India on a specified date the number of venues J cities vary depending upon the number of candidates appearing in the test $ other related factors& :eedback about attendance of candidates in Hritten Test is given to +ontrol Room& +orrection and dispatch of "nswer sheets under sealed by the "gency to its HeadEuarter at 8ew ,elhi& EAa1uation o2 An?5er S3eet? )valuation of answer sheets for respective discipline by the "gency& ,ispatch of results of writer test in order of merit to T7+ for deciding cutGoff marks for short listing the candidates for 1,J1T and interview& Di?patc3 o2 1etter? 2or ;DL;T E InterAie5 Handling of craft letter for printing by the "gencies

,ispatch of call letters to candidates for 1,J1T and interview in > metro cities vi% O ,elhi, umbai, +hennai, -olkota&

Con%ucting o2 ;DL;T E InterAie5 #imultaneous conducting of 1,J1T and interview in > metro cities& The certificate and other documents of the candidates are verified on the specified interview date at the venue itself& ,eclaration :orms duly filled in by the candidates along with copies of relevant documents are making over to the selection committee members before interview& +andidates appearing in 1,J1T and Interview are reimbursed rail are limited to Ist classJII ties "+ by the shortest route at the venue on production of documentary proof thereof&

Se1ection Proce%ureF The selection methodology comprises three stage process written test, 1,J1T $ personal interview for judging different faults of knowledge, skills, attitude and aptitude& +andidates will have to pass through each stage successfully before being judged suitable for selection& )ach stage of selection is treated as EualifyingJelimination at the stage of written test, the cutGoff percentages of marks for each deceptive and category are decided taking into account the number of vacancies, reservation reEuirements and of candidates in the concerned disruptive& These candidates are reEuired to appear both 1,J1T $ interview respective of their performance, since these two stages of selection are conducted independent of each other& However, they are reEuired to score minimum presented markets both in 1,J1T and interview acting, which they are disEualified at the tune of preparing the select panel& Preparation o2 OAera11 Re?u1t? +ompilation of marks obtained in written test, 1,J1T and interview& Preparation of select panel of candidates in order of merit for each discipline and category& ,istribution of selected candidate among different dimension of T7+, depending upon manpower reEuirements&

Ro1e o2 Top Management !H"R"T )*)+TR78I+# *I IT),s top management takes a lot of initiative in the interview process & The management also makes efforts to contribute to an efficient recruitment process& In order to encash on the e.perience and skills of the ). ).ecutive directors or retired directors, the company involves them in the recruitment process & 8ot only does it save the energy and effort of the company but also allows the inputs of the more e.perienced set of TopGlevel people& :or the staff level the regional head or the line management is involved in the recruitment process& In case of recruitment through advertisement the top management plays a significant role in the final interview process& OrganiGationa1 an% enAironmenta1 2actor? a22ecting recruitment :actors like organi%ational image do not affect the recruitment process a great deal because as it the companies have a limited budget allotted for the recruitment process& Relations with labor unions have little affect on the recruitment process& The cost associated with recruitment is a very important factor& The budgets allotted at the beginning of the recruitment process are an in depth evaluation of the financial situation of the company& Hence in case of recruitment through advertisements the cost incurred is very high& 1overnment deciding on the Euotas for #cheduled +astJ#cheduled Tribe J7ther backward classes definitely affects the manpower planning $ hence the Euality of people being recruited&

RECRUITMENT POLICY

4&

Recruitment only in light of organi%ational growth and e.pansion, attrition, replacements, creation of new function /s0&

;&

Recruitment would be planned and carried out on the basis of the manpower plan&

<&

)ach recruitment position should have clearly defined job specification and job description&

>&

anpower planning has to be carried out for all functions and locations&

?&

There will be four sources for prospective candidates F HR ,ept& ,ata base, web based career +onsultants, Placement +onsultants, +lassifieds& However, +onsultants and +lassifieds should be used only if the HR ,ept& data base and web based career consultants are unable to provide suitable candidates&

@&

Hhen sourcing candidates from the consultants, constant feedback should be maintained between the agency and the HR ,epartmentJ*ocation HeadJ,epartmental Head on the status of candidates&

A&

Interviewers identified for each position should be at least two levelJgrade /wherever possible0 above the incumbents position&

B&

2se of classified should be resorted to only when the reEuirements are very voluminous or skill level very specific&

C&

The *ocations Heads would empanel ;G< Placement +onsultants for manpower reEuirements at their location and keep anagerGHR at H7 informed& The credentials of

placement consultants should be ascertained prior to their empanelment with the organi%ation&

45&

"ll placement consultants who are empanelled are reEuired to sign off on PTerms and conditions& The terms and conditions are to be strictly adhered to& 8ormally as per the company policy, consultants would be paid ma.imum one months gross salary for every selected candidate& However, in case it e.ceeds, reEuired before signing the agreement& anaging ,irectors approval is

44&

" candidate interviewed and subseEuently not selected should be informed as such within two weeks of the interview date& " formal letter of reject, from the HR ,eptJ*ocation Head should be sent in all such cases& /"nne.ueG40

4;&

" selected candidates proposed fitment and compensation will be decided only by the anagerGHR in conjunction with the Head of the recruiting ,eptJ*ocation&

4<&

Reimbursement of travel costs /for outstation candidates0 will be as per the gradeJlevel of the position and as per the !usiness Travel Rules applicable therein& However, prior

approval by the #r& 1& &J anagerGHR would be reEuired before calling any one from outstation for interview& 4>& "ntecedent verification of candidates should be carried out after the joining of

candidate /"nne.ureGII0& However, references given by the candidate must be contacted by phone to verify the reliability of the candidate before handing him over the letter of intent& His last employer should be contacted immediately on his joining or before joining in consultation with the candidate&

PROCEDURE

Manpo5er P1anning

4&

In the beginning of each financial year, the *ocation Heads and the ,epartmental Heads at H7 shall prepare a anpower plan based on business activity planned&

;&

The manpower plan would contain the followingG8umber of people reEuired, categories, function, location, skill level, e.perience, job description, need for the position&

<&

This manpower plan would be discussed and finali%ed during the annual conference& :inal approval by the anaging ,irector would also be taken then and there&

PRE7INTERCIE>

4& The *ocation Head or ,epartmental Heads as may be, will put in a written reEuest to the anagerGHR /only from the sanctioned manpower plan0 as per "nne.ureGIII& ;& :or each such reEuest, the HR ,eptt first refer to the manpower plan& <& 7nce it is verified with the manpower plan approved by ,, the HR ,eptt will search

its own data base and also put up the vacancy on the web for prospective candidate& If unable to locate suitable candidates, the HR ,eptt will source from placement consultants& >& In case of paucity of time or urgent reEuirement, the *ocation Head will skip the above three points and directly contact the consultants, interview candidates and finalise in consultation with their #r& 1& & +oncerned&

PROCEDURE FOR CANDIDATES SOURCED FROM PLACEMENT CONSULTANTS

4&

ReEuirements to consultants must be in the form of a written communication& )ach such communication should mention the following details F =7! P7#ITI78, #-I** R)D2IR) )8T, *7+"TI78, D2"*I:I+"TI78, H7R)KP)RI)8+), TI ) :R" ) :7R =7I8I81&

;&

The resume received from the consultant/s0 need to be screened for their compatibility with the job reEuirement&

<&

The HR ,eptJ*ocation HeadJ,epartmental Head will shortlist all suitable candidates and accordingly inform the consultant&

>&

The HR ,ept and the departmental head concerned would nominate one person each to be on the interview panel& The person so nominated should be adept in interview skills and have relevant e.pertise in the said function&

INTERCIE>

4&

The interview panel would meet the candidate as per the interview schedule&

;&

The panel must refer to the Interview "ssessment from /"nne.ureGI30 and record their observations therein&

<&

Interviews should be crisp, precise and two way dialogues&

>&

7nce the interviewee has left, the panel must record its observations before calling on the ne.t candidate&

?&

The #hort listed candidates should be called again for a subseEuent meeting if reEuired&

POST INTERCIE>

4&

The successful candidates/s0 would be issued *etter of Intent by approval by the anaging ,irector&

anagerGHR after

;&

In case of !ranches, the resume of selected candidate after telephonic reference checks along with the recommendations for position and compensation package would be sent to anagerGHR who in turn will consult the #r& 1& & +oncerned and take final approval from anaging ,irector for appointment& *etter of Intent would be issued within ma.imum >B hours of receipt of papers, otherwise reasons would be known to the location head&

PROCEDURE FOR SELECTION T"ROU;" ADCERTISEMENT

4&

7nce the need for a placement advertisement has been ascertained by the HR ,epartment /Hhere reEuirement is very large andJor skill reEuired very speciali%ed0 the process would be initiated&

;&

The HR ,epartment will consolidate the following informationFG :unction reEuirement, *evelJ1rade, 8umber of vacancies, *ocations, Hork ).perience, skill levelJeducational Eualification, =ob ,escription, =ob +ode, +ontact Person, ,ate of release, media selection&

<&

The HR ,epartment will contact the official advertising agency and share the need for an advertising release& The ad agency would be asked to give the media estimate, publications, artwork charges for the classified&

>&

The media estimate and artwork charges would need to be formally approved and sanctioned by the anaging ,irector&

?&

The ad agency will then present the artwork and indicate dates of release&

@&

The necessary modification done to the satisfaction of HR will be made in the artwork& The final draft will be shared with the Head of ,eptJ*ocation concerned&

A&

The agency will then be asked to prepare for the final launch&

B&

The HR dept& should be in readiness once the ad is launched&

C&

:unction wise files must be maintained wherein applications received should be filed city J locations wise& " serial number is to be given to each application stored in the file&

45&

"ll application must be screened for their viability before being stored in the files& "ll irrelevant resumes to be destroyed&

44&

The suitable resume should be shared with the Head of department and a final short listing done and accordingly interviews should be organi%ed and the process as per conditions from last point of Pprocedure for candidates from placement consultants till Ppost interview will follow&

SELECTION PROCESS

The selection process aims to establish the Pbest fit between job reEuirements on the one hand and the candidate Eualifications on the other&

The following steps are followed in the process FG 4& #creening O the screening of bioGdata is completed first by HR and then by the concerned :unctional Head& The shortGlisted candidates are then called for an interview&

;&

#election O The preliminary interview is conducted by HR& the final interview is conducted by a panel consisting of the concerned :unctionalJ,ivisional Head and on the appraisal of the probationers performance& " confirmation letter is issued to the employee upon confirmation, a copy of which is maintained in his personal file&

ReappointmentLE@ten?ion o2 ?erAice ReappointmentJe.tension of service is granted at the discretion of the management only in special circumstances&

Trainees are also confirmed on the successful completion of their training period on the basis of their performance& To compare between traditional recruitment methods $ recent internet recruitment

method to find out which one is really effective in reducing cost as well as time in the process of recruitment& To find out if if internet recruitment can lower recruitment cost drastically& To analyse the cost difference between conventional method of recruitment $ internet recruitment method&

This project is a sincere attempt to achieve these objectives& 8ow to reduce cost $ to increase profit most of the organi%ations are using internet as a source of recruitment& )Grecruitment has emerged as a global phenomena& #o I have chosen Pcost reduction through internet recruitment as my research topic& The sample for this project is chosen from the candidates newly recruited in #picenet *imited due to unavoidable reason $ time constraint& The sample si%e is small as it contains data of only ;? people& The data for this project work is collected from both primary as well as secondary data&

7bservation by the researcher is the source of the primary data used in this project& The sources of secondary data includeF 4& ;& <& !ooks on Human Resource Human +apital Internet aga%ine anagement

DATA ANALYSIS E INTERPRETATION

The data collected from the primary source /through collection of the responses to the interviews0 was assembled, sorted selected and analy%ed& The analysis of data is as under& Manager? K#8 Do &ou 2ee1 t3at organiGation an% in%iAi%ua1 goa1? are ?peci2ica11& a1ign?J

No Cann't say 0% 13%

Yes

Yes 87%

No Cann't say

"mong the managers B@&@A6 managers say 'yes( and 4<&<<6 of managers are '8o( say about alignment but no one 'cannot say( &

K.#Di% &ou get training or coun?e1ing a$out per2ormance apprai?a1J

Cann't say 20%

Yes 13%

No 67%

Y es No Cann't say

7ut of total manager surveyed @@&@A6 say '8o( that they get training about performance appraisal, ;56 '+annot #ay( and 4<&<<6 say '9es( they get training&

D&< Do &ou 2ee1 t3at t3ere ?3ou1% $e training or coun?e1ing i? giAen a$out t3e per2ormance apprai?a1J
Cann't say 13% No 7%

Yes
Yes 80%

No Cann't say

"mong the managers B56 of managers say '9es(, 4<&<<6 '+annot #ay( and @&@A6 of managers say '8o( that they like to get training or counseling&

KD# Do &ou proAi%e &our ?u$or%inate? ongoing 2ee%$acI on per2ormanceJ

Cann't say 20% Yes 27%

No 53%

Yes No Cann't say

:rom the survey conducted ;@&@A6 of manager say '9es(, ?<&<<6 of say '8o( and ;56 of say '+annot #ay( that they give continuous feedback&

K,# Do &ou giAe 2ee%$acI imme%iate a2ter eAa1uation o2 per2ormance o2 t3e ?u$or%inateJ
Cann't say 7% Yes 33% No 60% Yes No Cann't say

7ut of the total manager covered <<&<<6 say 'yes(, @56 of manager say ' 8o( "nd @&@A6 '+annot say( about the immediate feedback to the subordinates&

K-# Do &ou giAe po?itiAe 2ee%$acI or recognition to ?u$or%inate? 2or t3eir ac3ieAement?J
Cann't say 7%

Yes 33%

Yes
No 60%

No Cann't say

"mong the managers <<&<<6 of managers say '9es(, @56 of managers say '8o( and @&@A6 of managers '+annot #ay( about recognition to employees&

K/# Do &ou giAe negatiAe 2ee%$acI: 53en ?u$or%inateM? per2ormance i? not accepta$1eJ
Cann't say 0% No 20%

Yes

Yes 80%

No Cann't say

7ut of total managers covered B56 of managers say 'yes( and ;56 of managers say '8o( that they give negative feedback when subordinates are not performing well&

K0 I? re1ation?3ip a22ect? t3e ratingJ

Cann't say 27% Yes 60% Yes No

No 13%

"mong the managers, @56 of managers say '9es(, 4<&<< say '87( and ;@&@A6 Cann't say 7f manager '+annot #ay( that relationship affect rating&

DC& I? rating i? e22ecte% $& t3e emotiona1 pre??ure an% giAe 1enient rating to t3e ?u$or%inate to proAi%e t3em ?omet3ingJ

Cann't say 27% No 6% Yes 67%

Yes No Cann't say

"mong the managers @@&@A6 5f managers say 'yes(, @&@@6 say '8o( and ;@&@A6 '+annot #ay(&

K8*# Do &ou 5i11ing to per2orm o2 per2ormance apprai?a1J

Cann't say 0% No 20%

Yes 80%

Yes No Cann't say

:rom the survey conducted, B56 of managers say, '9es( and ;56 of managers say '8o( that they willing to perform the duty of performance appraisal&

K88# I? t3ere an& ?peci2ic time i? giAen to &ou to %eAote on eac3 apprai?a1 2ormJ cannot say 0% Yes 47%

Yes No cannot say

No 53%

"mong the managers >@&@A6 of managers say '9es( and ?<&<< of managers say '8o(&

K8.# Do?e t3e apprai?a1 2orm ea?& to 2i11J

cannot No say 7% 13%

Yes No

Yes 80%

cannot say

7ut of total managers B56 of managers say '9es(, @&@A6 say '87( and 4<&<< '+annot #ay(&

8( I2 t3e rating i? ?core% on t3e on computer net5orI 6!ELNET9# Do?e it maIe &our jo$ ea?&J

cannot say 13%

Yes

No 33%

Yes 54%

No cannot say

"mong the managers covered, ?<&<<6 of managers say, 'yes( <<&<< managers, says '8o( and 4<&<>6 '+annot #ay( that forms is easy to fill&

K8D# Do?e t3ere i? an& per2ormance reAie5 program in 53ic3 &ou an% &our ?uperior %i?cu?? t3e per2ormanceJ
cannot say 0% Yes 40% No 60%
Yes No cannot say

"mong the managers >56 of managers say '9es( and @56 of managers say '8o(&

Su$or%inate?

K8# T3e %ai1& ta?I &ou get i? ?peci2ic: Meaning2u1: Ac3ieAa$1e: Re1ia$1e: an% Time1&#

cannot say 13% No 7%

Yes No

Yes 80%

cannot say

7ut of total employees covered, it was found that about B56 of employees say '9es(, @&@A6 of employees say '8o( and 4<&<< of employees '+annot #ay(&

K.# I? per2ormance apprai?a1 %irect1& a22ecting t3e promotion an% pa& incrementJ

Cannot say 0% No 20%

Yes No Cannot say

Yes 80%

7ut of total employees covered, it was found that about B56 of employees say '9es(, and ;56 of employees '+annot #ay(&

K(# Do &ou get continuou? 2ee%$acI 2rom &our ?uperior a$out &our per2ormanceJ

Cannot say 13% Yes 20% No 67%

Yes No Cannot say

7ut of total employees covered, it was found that about ;56 of employees say '9es(, @@&@A6 of employees say '8o( and 4<&<< of employees '+annot #ay(&

D>& Do &ou get po?itiAe 2ee%$acI or recognition 2or &our ac3ieAement?J

Cannot say Yes 7% 13%

Yes No Cannot say

No 80%

7ut of total employees covered, it was found that about 4<&<<6 of employees say '9es(, B56 of employees say '8o( and @&@A6of employees '+annot #ay(&

D?& ,ose there is any performance review program in which you and your superior discuss the performanceL

Cannot say 0% Yes 27% No 73%

Yes No Cannot say

7ut of total employees covered, it was found that about ;@&@A6of employees say '9es(, and A<&<<6 of employees '8o(&

D@&

aintain an affective, viable working relationship with superior affect ratingL

Cannot say 0% No 20% Yes 80%

Yes No Cannot say

7ut of total employees covered, it was found that about B56 of employees say '9es(, and ;56 of employees '+annot #ay(&

K/# Do?e ?uperior ?3o5 1enienc& in giAen rating to en?ure t3at ?u$or%inate get ?omet3ingJ

Cannot say 0% No 20% Yes 80%

Yes No Cannot say

7ut of total employees covered, it was found that about B56 of employees say '9es(, and ;56 of employees '+annot #ay(&

INTERPRETATION

The data analysis and its interpretation lead to the following conclusion&

"lignment of organi%ation and individual goals& #trategic plan of the !harat )lectronic *td is objectively broken down into annul operating plans at the unit level, and is further broken down to team and individual goals J-R" /-ey result area0&!harat )lectronic *td does not measure ' what goals are achieved, but also force on how goals are achieved& !harat )lectronic *td spends substantial resources in linking the strategy plan to individualJ -R"s&

8ature of goals J-R" are specific,

eaningful, "chievable, Reliable, and Timely&

anagers rating are inherently subjective and this subjectivity only increase because the appraisals are linked to financial incentives such as merits pay raise& anagers are

often lenient on the appraisal in order to ensure that the employees get something& Hhen ask most employees, and they told that appraisal are more about the increment they going to receive or not receive rather than real performance management system& The performance appraisal is 'annual ritual( and treated it as nothing more than an e.ercise to fill up countless form& The subordinate already know the kind of increment that the top management would allow and employees try to tailor their appraisal to justify the predetermined increment& "part from deciding increment or promotion, performance appraisal system also find out the common set of weaknesses on which employees have to be trained, have to improve the performance of under performers&

"t the end of the appraisal process, employees not given an instant feedback on their performance and the aspect in which they feel more improvements can be made& The employee gets feedback only when their performance is not acceptable and they do not get any recognition or positive feedback& The management gives reason for it that if they do that the employees put pressure through Trade 2nion to increase their salary and other rewords&

anagers are feeling, the need of training or counseling about the performance appraisal&

8o performance review meeting programmes in the end of the period to discuss the performance of the employee and the employee dont able to know their rating&

SU;;ESTIONS

4&

" one to one unGteacher should have taken place so the personal level of satisfaction of employees from the recruitment and selection practices $ procedures could have been checked&

;&

"lso the biasness attached with the responses should been removed&

LIMITATIONS OF STUDY The study on recruitment and selection practices at !H"R"T )*)+TR78I+# *I IT), involve the study of all the divisions of !H"R"T )*)+TR78I+# *I IT), due to time constrain the study was not e.tended to the recruitment&& ,ue to time constrains a discussions could not be held with other employees as to their personnel level of satisfaction from the recruitment and selection practices and procedures& "lso there is a lot of heavy bias attached with the responses because of personnel e.perience& The people interview there is from 1 Is to ).ecutive directors to head personnel& Hence the inputs would vary greatly amongst them due to the difference in level of authority and e.perience&

CONCLUSIONS Hith the liberali%ation bringing in new talent and increased competition, recruitment has taken strategic dimensions& The overall aim of the recruitment $ selection process should be to obtain at minimum cost the number and Euality of employees reEuired to satisfy the human resource needs of the company& It is evident from the study that organisation Ps which have responded to the change in the environment by reviewing its functions have attained success& !H"R"T )*)+TR78I+# *I IT), draw their manpower e.tensively& These manpower plans have close linkages with the corporate objectives and business plans& These are drawn after a detailed analysis following a sanction& The budget and the sanctions heavily determine the recruitment pattern in the P#2s& !eing a P#2 also limits its strategies undertaken to market the image of the company& "lso it has to meet the Euotas set for #+J#T by government& Till a year back +ampus recruitment was very much there but it has been discontinued as it was felt there was some biased ness attached to it as !H"R"T )*)+TR78I+# *I IT), visits only Premier Institutes& In case of recruitment through advertisement the candidates are screened via written test, which is outsourced to an agency& This agency is only broadly communicated about the reEuirements& The final interview is held by the organisation& Internal hiring is there for managerial level, which may or may not involve the written test The Top management is involved in the recruitment process& The evaluation process involves the assessment of all factors from )ducation to e.perience, mobility etc, the weightage differs depending upon the nature of the job&

!H"R"T )*)+TR78I+# *I IT), also has taken lead to make its recruitment $ #election procedure more efficient& It is in the process of making it on Oline registration $ also results of the e.amination can been seen by candidates on internet&

!I!LIO;RAP"Y Robins, , / 4CCB0 F H2 "8 R)#72R+) =ohn Ivancevich F H2 "8 R)#72R+) "8"1) )8T& Prentice Hall, 8ew 9ork& "81) )8T, Irvin +hicago, *ondon

=ose P "braham, 4CCB, NTo 1rapple Hith "ttritionN , Human +apital =& &Rao, 4CCB, N#couting for Talent N , Human +apital

Kue?tionnaire /:or senior group0

8# Name'

8# Age'

.# Nature o2 5orI'

(# Fo$ Tit1e'

D# Department Name'

,# Mont31& Income'

!elow 4?555

4?,555 O ;5,555

;5,555 O <5,555

<5,555 O >5,555 >5,555 O ?5,555

-#

Doe? &our compan& go 2or per2ormance apprai?a1 programJ

9es

8o

A& Hhich

ethod of performance appraisal does your company adoptsL +onfidential Report

Rating #cales

Ranking #ystem

:air +omparison

ethod

:orced +hoice

ethod

+ritical Incident

ethod

<@5G,egree Performance

ethod

+hecklist

ethod

1raphic Rating #cale

Paired +omparison

B& "re you satisfied with the method usedL

9es

8o

C&Hhy this method is used by your companyL

8*# Per2ormance apprai?a1 i? con%ucte% mo?t1& at interAa1? o2

C5 ,ays

"nnually 88# >3o are per2ormance rater?J

anager

Peers

4;& Hhat are the main criteria you look while doing performance appraisalL

4<& ,o you get any other kind of benefit after performance appraisal is heldL

4>& 9our view for the companies present performance appraisal programL

8,# Can &ou ?ugge?t an& ne5 met3o% o2 per2ormance apprai?a1 in t3e compan&J

8-# Do &ou t3inI t3e ne5 met3o% 5i11 $e $ene2icia1J "o5J

8/# !a?ic goa1 $e3in% %oing per2ormance apprai?a1J

80# I? &our goa1 2u12i11e%J I2 &e? t3en 3o5J I2 no t3en 53& notJ

8+# >3at i? t3e $enc3 marI? 2or mea?uring t3e per2ormanceJ

.*# >3at improAement? &ou 5ou1% 1iIe to $e imp1emente% in t3e organiGation to improAe t3e per2ormanceJ

.8# An& ?ugge?tion? 2or 2urt3er improAement in t3e compan&J

Signature

Date