Tune Money

Company background
Tune Money is a universal financial services company offering affordable
prepaid and loyalty cards as well as life and general insurance products. It
has been developed to cater to the financial needs of valueseeking
consumers with payment, loyalty and insurance products at affordable
prices. Tune Money has been operating since 200 and together with sister
companies Tune Talk and Tune !otels are creating a digital lifestyle
community.
Tune Money is part of the lifestyle business conglomerate of Tune "roup
that was founded by Tan #ri Tony $ernandes and %ato& 'amarudin Meranun.
Tune "roup seeks to innovate and revolutionise the way lifestyle services
are delivered and has employed efficient web(based technologies to reach
and engage its customers, presenting a uni)ue lifestyle offering ranging from
value hotel stays, personal finance solutions, affordable prepaid mobile
services and sports.
*ecruitment Methods
*ecruitment
*ecruitment the process of searching for prospective employees and
stimulating to apply for +obs in the organi,ation.
*ecruitment is the process to discover the sources of manpower to meet the
re)uirements of the staffing the sources of manpower to meet the
re)uirements of the staffing schedule and employ effective measures for
attracting the manpower in ade)uate numbers to facilitate effective selection
of an effective working force.
*ecruitment is the process of finding and attracting capable applicants for
employment. The result is a pool of applicants from which new employees
are selected.
*ecruitment -rocess
#uccessful recruitment involves the several processes of.
/. %evelopment of a policy on recruitment and retention and the systems
that give life to the policy.
2. 0eeds assessment to determine the current and future human resource
re)uirements of the organisation. If the activity is to be effective, the human
resource re)uirements for each +ob category and functional division1unit of
the organisation must be assessed and a priority assigned.
2. Identification, within and outside the organisation, of the potential human
resource pool and the likely competition for the knowledge and skills
resident within it.
3. 4ob analysis and +ob evaluation to identify the individual aspects of each
+ob and calculate its relative worth.
5. 6ssessment of )ualifications profiles, drawn from +ob descriptions that
identify responsibilities and re)uired skills, abilities, knowledge and
e7perience.
8. %etermination of the organisation&s ability to pay salaries and benefits
within a defined period.
. Identification and documentation of the actual process of recruitment and
selection to ensure e)uity and adherence to e)ual opportunity and other
laws.
Internal *ecruitment Methods
There are sound reasons for recruiting from sources within the organisation.
/. The ability of the recruit is known so it is easy to assess potential for the
ne7t level. 9y contrast, assessments of e7ternal recruits are based on less
reliable sources, such as references, and relatively brief encounters, such as
interviews.
2. :Insiders; know the organisation, its strengths and weaknesses, its culture
and, most of all, its people.
2. Internal recruitment is cheaper and )uicker than advertising in various
media and interviewing :outsider;1 Time spent in training and sociali,ation
is also reduced.
<7ternal *ecruitment Methods
<7ternal recruiting methods can be grouped into two classes. informal and
formal.
Informal recruiting methods tap a smaller market than formal methods.
These method may include rehiring former employees and choosing from
among those :walk(in applicants whose unsolicited r=sum=s had been
retained on file. The use of referrals also constitutes an informal hiring
method. 9ecause they are relatively ine7pensive to use and can be
implemented )uickly, informal recruiting methods are commonly used for
hiring clerical and other base(level recruits who are more likely than other
groups to have submitted unsolicited applications. $ormer students who
participated in internship programmes may also be easily and cheaply
accessed.
$ormal methods of e7ternal recruiting entail searching the labour market
more widely for candidates with no previous connection to the organisation.
These methods have traditionally included newspaper1maga,ine1+ournal
advertising, the use of employment agencies and e7ecutive search firms, and
college recruitment. More often, now, +ob1career fairs and e(*ecruiting are
reaching the +ob seeker market.
#election
#election involves choosing the most suitable people from those that apply
for a vacancy whilst keeping to employment laws and regulations. #creening
candidates is a very important part of the selection process. This ensures that
those selected for interview have the best fit with the +ob re)uirements.
In the first stage of screening, Tune selectors will look carefully at each
applicants C>. The C> summarises the candidates education and +ob history
to date. 6 well written and positive C> helps Tune to assess whether an
applicant matches the person specification for the +ob. ?ater employment
and comprehensive test is to be attempt to assess the match between the
applicant and the +ob re)uirement.
0e7t stage of medical e7amination will also be look carefully to ensure that
applicants are not assigned to +obs for which they are physically unsuited
and ensuring that applicants are not placed in position that will aggravate an
e7isting medical condition.
#tage of checking reference is to refer to applicant +ob history. The final
stage in the selection process re)uires the line manager to make a decision to
hire of re+ect an applicant. The selection decision can be made using either a
compensatory approach or a successive hurdles approach.
#election -rocess included
/. #creening
2. 6pplication C>
2. <mploment test
3. Comprehensive interview
5. Medical e7amination
8. Checking the references
. $inal employment decision
Conclusion