RECRUITMENT AND SELECTION

OBJECTIVE OF THE STUDY

The basic objective of this report is to Recruitment and selection process . Following
fundamental objectives have been identified as the sub-objectives of the study:1. To study the identity of the recruitment & selection process.
2. To find out the employees as per companys vacancies.
3. To find out the various sources of advertisement of vacancies like-media
(electronic or paper or both), schools, posters etc.
4. To study the work environment and select the pattern of interview, which can
help out to select the suitable employee for the organization.
5. To study the interpersonal relationship.
6. To find out the sources of recruitment.
7. To examine the fairness of selection process of different companies by case
study.
8. To understand and learn practical implementation of recruitment and selection
practices.
9. To check that employees are satisfied with the recruitment and selection process
of companies.
10. To understand the role of HR (responsible for selection).
11. To know about real selection process of companies.

INTRODUCTION
Recruitment means search of the prospective employee to suit the job requirements as
represented by job specificationa technique of job analysis. It is the first stage in
selection which makes the vacancies known to a large number of people and the
opportunities that the organisation offers. In response to this knowledge, potential
applicants would write to the organisation. The process of attracting people to apply in
called recruitment.
Dale S. Beach has defined Recruitment as the development and
maintenance of adequate manpower resources. It involves the creation of a
pool of available labour upon whom the organisation can depend when it
needs additional employees.
According to Edwin B. Flippo : Recruitment is the process of searching
for prospective employees and stimulating them to apply for jobs in the
organisation.
Sources of Recruitment : The various sources of recruitment are generally
classified as internal source and external source.
(a) Internal Sources : This refers to the recruitment from within the
company. The various internal sources are promotion, transfer, past
employees and internal advertisements.
(b) External Sources : External sources refers to the practice of getting
suitable persons from outside. The various external sources are
advertisement, employment exchange, past employees, private placement
agencies and consultants, walks-ins, campus recruitment, trade unions, etc.
The following external sources of recruitment are commonly used by the big
enterprises:
1. Direct Recruitment: An important source of recruitment is direct
recruitment by placing a notice on the notice board of the enterprise

specifying the details of the jobs available. It is also known as recruitment at

factory gate. The practice of direct recruitment is generally followed for
filling casual vacancies requiring unskilled workers. Such workers are known
as casual or badli workers and they are paid remuneration on daily-wage
basis. This method of recruitment is very cheap as it does not involve any
cost of advertising vacancies.
2. Casual Callers or Unsolicited Applications: The organisations which
are regarded as good employers draw a steady stream of unsolicited
applications in their offices. This serves as a valuable source of manpower. If
adequate attention is paid to maintain pending application folders for various
jobs, the personnel department may find the unsolicited applications useful
in filling the vacancies whenever they arise. The merit of this source of
recruitment is that it avoids the costs of recruiting workforce from other
sources.
3. Media Advertisement: Advertisement in newspapers or trade and
professional journals is generally used when qualified and experienced
personnel are not available from other sources. Most of the senior positions
in industry as well as commerce arefilled by this method. The advantage of
advertising is that more information about the organization job descriptions
and job specifications can be given in advertisement to allow self-screening
by the prospective candidates. Advertisement gives the management a wider
range of candidates from which to choose. Its disadvantage is that is may
bring in a flood of response, and many times, from quite unsuitable
candidates.
4. Employment Agencies: Employment exchanges run by the Government
are regarded as a good source of recruitment for unskilled, semi-skilled and
skilled operative jobs. In some cases, compulsory notification of vacancies to
the employment exchange is required by law. Thus, the employment
exchanges bring the jobs givers in contact with the job seekers. However, in
the technical and professional area, private agencies and professional bodies
appear to be doing most of the work. Employment exchanges and selected

private agencies provide a nation-wide service in attempting to match

personnel demand and supply.
5. Management Consultants: Management consultancy firms help the
organisations to recruit technical, professional and managerial personnel
They specialise middle level and top level executive placements. They
maintain data bank of persons with different qualifications and skills and
even advertise the jobs on behalf their clients to recruit right type of
personnel.
6. Educational Institutions or Campus Recruitment: Jobs in commerce
and industry have become increasing technical and complex to the point
where school and college degrees are widely required. Consequently big
organisations maintain a close liaison with the universities, vocational
institutes and management institutes for recruitment to various jobs.
Recruitment from educational institutional is a well - established practice of
thousand of business and other organisations.1t is also known as campus
recruitment. Reputed industrial houses which require management trainees
send their officials to campuses of various management institutes for picking
up talented candidates doing MBA.
7. Recommendation: Applicants introduced by friends and relatives may
prove to be a good source of recruitment. In fact, many employers prefer to
take such persons because something about their background is known.
When a present-employee or a business friend recommends some one for a
job, a type of preliminary screening is done and the person is placed on a job.
8. Labour Contractors: Labour contractors are an important source of
recruitment in some industries in India. Workers are recruited through labour
contractors who are themselves employees of the organisation. The
disadvantage of this system is that if the contractor leaves the organisation ,
all the workers ,employed through him will also leave That is why this source
of labour is not preferred by many businesses, organizations. Recruitment
through labour contractors has been banned for the public sector units.

9. Telecasting: The practice of telecasting of vacant posts over T.V. is

gaining importance these days. Special programmes like Job Watch, Youth
Pulse, Employment News, etc, over the T.V have become quite popular in
recruitment for various types of jobs. The detailed requirements of the job
and the qualities required to do it are publicized along with the profile of the
organisation where vacancy exists. The use of T.V. as a source of recruitment
is less as compared to other sources.
10. Raiding : Raiding is a technical term used when employees working
elsewhere are attracted to join organisations. The organisations are always
on the lookout for qualified professionals, and are willing to offer them a
better deal if they make the switch. There are always some employees who
are professionally very competent, but dissatisfied with something or the
other in the organisation. They form the easy group to attract. The other
group is formed of those who are equally competent but are quite satisfied
with their present position. To attract them, the organisation has to offer a
very lucrative package of perquisites. Whatever may be the means used to
attract, often it is seen as an unethical practice and not openly talked about.

MERITS OF EXTERNAL SOURCES

The merits of external sources of recruitment are as under:
1. Qualified Personnel: By using external sources of recruitment the
management can make qualified and trained people to apply for vacant Jobs
in the organisation.
2. Wider choice : When vacancies are advertised widely a large number of
applicants from outside the organisation apply. The management has a wider
choice while selecting the people for employment.
3. Fresh Talent: The insiders may have limited talents. External sources
facilitate infusion of fresh blood with new ideas into the enterprise. This will
improve the overall working of the enterprise.

4. Competitive Spirit: If a company can tap external sources, the existing

staff will have to compete with the outsiders. They will work harder to show
better performance.
Demerits of External Sources
The demerits of filling vacancies from external sources are as follows:
1. Dissatisfaction among Existing Staff: External recruitment may lead
to dissatisfaction and frustration among existing employees. They may feel
that their chances of promotion are reduced.
2. Lengthy Process: Recruitment from outside takes a long time. The
business has to notify the vacancies and wait for applications to initiate the
selection process.
3. Costly Process: It is very costly to recruit staff from external sources. A
lot of money has to be spent on advertisement and processing of
applications.
4. Uncertain Response: The candidates from outside may not be suitable
for the enterprise. There is no guarantee that the enterprise will be able to
attract right kinds of people from external sources.

EVALUATION OF ALTERNATIVE SOURCES

A company cannot fill all its vacancies from one single source. It must carefully combine
some of these sources, weighing their cost and flexibility, the quality of men they supply,
and their effect on the present work force. Following are some of the measures which
can be used to assess how good or how poor various sources have proved to be:
1. Timelag between Requisition and Placement: The basic statistics needed to
estimate the time lag are the time-lapse data. To take an example, a companys past
experience may show that the average number of days from application to interview is
15 from interview to offer is 5, from offer to acceptance is 7 and from acceptance to
report for work is 21. Therefore, if the company begins its recruitment and selection

process today, the best estimate is that it will be 48 days before the new employee is
added to the pay-roll. With this information, the length of the pipe-line for alternative
sources of recruitment can be described and suitable recruiting sources chosen.

2. Yield Ratios: These ratios tell us about the number of leads/contacts

needed to generate a -given number of hires in a given time. To take an
example, suppose a company iscontemplating expansion and needs 10
additional engineers in the next 6 months. On the basis of its past experience
the company predicts as under: We must extend offers to 2 candidates to
gain one acceptance. If we need 10 engineers we will have to extend 20
offers. Further, if the interview -to-offer ratio has been 3 : 2 then 30
interviews must be conducted and since the invitees to interview ratio is 4: 3
then as many as 40 candidates must be invited. Finally, if contacts or leads
required to find suitable candidates to invite are in 6 : 1 proportions then 240
contacts be made.
3. Employee Attitude Studies: These studies try to discover the reactions
of present employees to both external and internal sources of recruitment.
4. Correlation Studies: These studies tell us about the extent of correlation
which, exists between different sources of recruitment and factors of success
on the job.
Selection : To select means to choose. Selection is a part of the recruitment
function. It is the process of choosing people by obtaining and assessing
information about the applicants (age, qualification, experience and qualities)
with a view of matching these with the job requirements and picking up the
most suitable candidates. The choices are made by elimination of the
unsuitable at successive stages of the selection process.
Purpose of Selection The purpose of selection is to pick up the most
suitable persons who would match the requirements of the job and the
organization. The emphasis in selection is, therefore, on the optimal match
between the person and the job. Now the question arises as to which is the

dependent variable? Person or job. Some organizations emphasize on

selecting the Right Person for the Right Job. Here the Job is usually
considered constant (through Jobs and Job context do undergo changes over
time) and the person is sought to be fitted into the job. Creative and
innovative organizations, instead, seek to find the Right Job for Right Person.
A secondary objective in selection could be to choose the best person
available. However, there could be a real problem with such an objective if
the Job is not appropriate for the person concerned. It may become difficult
for organizations to retain their best people in jobs that do not offer
opportunities for them to harness their potential; instead they may lead to
problems of monotony, boredom and frustration among Individuals and
increased and increased turnover of staff for the organization.

Criteria of Selection
Selection decisions are usually based on how an applicant is rated (rather,
predicted) in terms of the likelihood of success on the job. The information
used found in the application blanks, performance in one or more tests and
the interview(s). The criteria of selection needs to be critical to the job. The
key job dimensions identified in job analysis and job description provide the
basis for determining relevant criteria. Frequently educational qualifications,
technical skills and achievements are used as the basis for selection. But is
there a statistical relationship between such requirements and job
performance? It appears that certain job requirements can be measured
more easily and accurately than certain others. The core job skills like
sensory motor skills and manipulative skills and achievement can be
measured relatively more accurately than ones aptitude, interest and
personality traits. Integrity loyalty, initiative/drive/resourcefulness and
intelligence/mental alertness are the key attributes influencing the selection
of managerial employees. All these attributes being subjective are hard to
assess accurately, yet are widely attempted. Perhaps it is so because

managements and employers in India have relatively less pressure to defend

the criteria.

SELECTION PROCESS
The selection process begins with the job specification. The more dearly and
precisely it is done the less would be the number of qualified applicants.
Suppose the purpose is to select management trainees. If the qualification
prescribed is MBA, the number of applicants may be in hundred. If the
qualification is graduation in any discipline, the number of applicants may be
in thousand. Of course, the reputation of the firm, the job content,
compensation package, location, etc. also influence the response to any,
recruitment drive. But Job specification does plays an important role m
deciding the quantity and, quality of response from prospective applicants.
The selection process covers the period from the job specification and initial
contact with the applicant to his final acceptance or rejection. The successive
stages in the selection process are referred to as hurdles that the applicants
should cross. Not all selection processes, however, include all these stages.
The complexity of the selection process usually increases with the increase in
the skill level and job level (responsibility and accountability) of the position
for which selection is being made. The sequencing of the hurdles also may
vary from job to job and organization to organization.
When a market research firm is recruiting research investigators on
temporary basis for a specific assignment it may ask the candidates to
appear for interview along with written application form in the next two days
following the date of advertisement and make job offers immediately after
the interview without any other tests or references
. Initial Screening: The initial screening and/or preliminary interview is
done to limit the costs of selection by letting only suitable candidates go
through the further stages in selection. At this stage, usually a junior
executive either screens all enquiries for positions against specified norms (in
terms of age, qualifications and experience) through preliminary interview

where information is exchanged about the job, the applicant and the, mutual
expectations of the individual and the organization. If the organization finds
the candidate suitable, an application form, prescribed for the purpose, is
given to these candidates to fill in and submit.
Application Form : The application form is usually designed to obtain
information on various aspects, of the applicants social, demographic,
academic and work-related background and references. The forms may vary
for different positions some organizations may not have any form specially
designed instead, ask the candidates to write applications on a plain sheet.
Tests: A test is a sample of an aspect of an individuals behavior,
performance or attitude. It also provides a systematic basis for comparing
the behavior, performance or attitude of two or more persons. Tests serve as
a screening device and provide supplementary inputs in selection decisions.
Their value lies in the. fact that they serve additional predictors intended to
make selection decision more apt and accurate.
Intelligence Tests: These are tests to measure ones intellect or qualities
of understanding. They are also referred to as tests of mental ability. The
traits of intelligence measured include: reasoning, verbal and non-verbal
fluency, comprehension, numerical, memory and spatial relations ability.
Binet-Simon; Standford-Binet and Weshier-Bellevue Scale are some examples
of standard intelligence tests.
Aptitude Tests: Aptitude refers to ones natural propensity or talent or ability to acquire
a particular skill. While intelligence is a general trait, aptitude refers to a more specific
capacity or potential. It could relate to mechanical dexterity, clerical, linguistic, musical
academic etc.
Achievement Tests: These are proficiency tests to measure ones skill or acquired
knowledge. The paper and pencil tests may seek to test a persons knowledge about a
particular subject. But there is no guarantee that a person who knows most also
performs best. Work sample tests or performance test using actual task and working

conditions (then simulated ones) provide standardized measures of behavior to assess

the ability to perform than merely the ability to know. Work sample tests are most
appropriate for testing abilities in such skills as typing, stenography and technical trades.
Work sample tests bear demonstrable relationship between test content and job
performance.
PIP Tests : PIP tests are those which seek to measure ones personality, interest and
preferences. These tests are designed to understand the relationship between any one
of these and certain types of jobs. Interest tests are inventories of likes and dislikes of
people towards occupations, hobbies, etc. These tests help indicate which occupation
(e.g. artistic, literary, technical, scientific, etc.) are more in tune with a persons interests.
Strong Vocational Interest Blank and Kuder Preference Records are examples of
interest tests. These tests do not; however, help. in predicting on the job performance.
Besides, they leave room for faking and the underlying assumptions in the tests could
be belied.
Projective Tests : These tests expect the candidates to interpret problems or situations.
Responses to stimuli will be based on the individuals values, beliefs and motives.
Thematic Apperception Test and Rorschach Ink Blot Test are examples of projective
tests. In Thematic Apperception Test a photograph is shown to, the candidate who is
then asked to interpret it. The test administrator will draw inferences about the
candidates values, beliefs and motives from an analyis of such interpretation.
Other Tests: A vide variety of other tests also are used though less frequently and in
rare instances instances. These include polygraphy (literally mean many pens),
graphology (handwriting analysis), non-verbal communication tests (gestures, body
movement, eye-contact, etc an lie-detector tests.
The following could be considered as thumb rules of selection tests: (a) Tests
are to be used as a screening device; (b) Tests scores are not precise
measures. Use tests as supplements than stand alone basis. Each test can be
assigned a weightage; (c) Norms have to be developed for each test; and
their validity and reliability for a given purpose is to be established before

they are used; (d) Tests are better at predicting failure than success; (e) Tests
should be designed, administered assessed and interpreted only by trained
and competent persons.

INTERVIEW
Interview is an oral examination of candidates for employment. No selection
process is complete without one or more interviews. Interview is the most
common and core method of both obtaining information from job-seekers,
and decision-making on their suitability or otherwise. Organizations may seek
to make their selection process as objective as possible. But interview which
is an essential element of the process, by and large still remains subjective.
Interviews usually take place at two crucial stages in the selection process,
i.e., at the beginning and in the end. Interviews can differ in terms of their
focus and format. Usually several individuals interview one applicant. This is
called panel interview. Such panels usually consist of representatives frompersonnel and concerned operating units/line functions. In this method,
usually, applicants get screened from one stage to another, at least in the
intial stages. The interviews can be structured or unstructured general or indepth. Some times where the job requires the job holder to remain claim and
composed under pressure, the candidates are intentionally objected to stress
and strains in the interview by asking some annoying or embarrassing
questions. This type of interview called the stress interview. Interviewing is
both an art and a science. The effectiveness of the interview as a screening
device can be improved by taking care of certain aspects like the following :
1. The interview should be based on a checklist of what to look for in a
candidate. Such a checklist could be based on proper job analysis. Each
critical attribute which the interview seeks to evaluate may be assigned a
specific weightage.
2. It is desirable to prepare a specific set of guidelines for the interview.

3. The interviewers need to trained to evaluate performance in the interview

objectively. Also, all interviewers need to develop common understanding
about the criteria measures, their purposes and weightages.
4. The interviewers may use past behavior to predict future behaviors and
obtain additional information to attempt such linkages more meaningfully.
5. There should be proper coordination between the initial and succeeding interviews.
6. The interview (even stress interview) should be conducted in a related physical
setting.

BACKGROUND INVESTIGATION
The background investigation in selection process may include verification of
reference from past teachers, employers or public men; pulic men; police
verification; and, medical examination. Background verification is sought to
guard oneself against possible falsification by applicant. But given the acute
skill shortages and competitive pirating strategies of employers it is possible
for some of them to give clean chit to those whom they wish to get rid of and
be unfair to those whom they are not prepared to lose. There fore, employers
in-private sector generally find that they get more accurate information when
they track the actual past performance than when they merely ask for
references reflecting opinion about the candidate. Medical and physical
examinations are usually resorted to by employers as part of the selection
process mainly to :
(a) determine whether the applicant has the physical ability to carry on the
duties arid responsibilities effectively; ascertain whether the applicant has a
record of health problems, which can potentially affect his behavior and
performance on the job adversely.
(b) know whether the applicant is more sensitive to certain aspects of workplace environment such as chemicals.

Tata Consultancy Services

Tata Consultancy Services Limited (TCS) is an Indian multinational information
technology (IT) service, consulting and business solutions company headquartered
in Mumbai, Maharashtra.
TCS operates in 46 countries. It is a subsidiary of the Tata Group and is listed on the Bombay
Stock Exchange and the National Stock Exchange of India. TCS is one of the largest Indian
companies by market capitalization ($80 billion) and is the largest India-based IT services
company by 2013 revenues. TCS is now placed among the Big 4 most valuable IT services
brands worldwide. In 2015, TCS is ranked 64th overall in the Forbes World's Most Innovative
Companies ranking, making it both the highest-ranked IT services company and the first Indian
company. It is the world's 10th largest IT services provider, measured by the revenues.

Tata Consultancy Services

Type

Public

Traded as

BSE: 532540
NSE: TCS
BSE SENSEX Constituent
CNX Nifty Constituent

Industry

IT services, IT consulting

Founded

1968

Founder

J.R.D Tata

Headquarters

Mumbai, Maharashtra, India

Area served

Worldwide

Key people

N Chandrasekaran
(CEO & MD)

Services

IT, business
consulting andoutsourcing services

Revenue

US$ 15.5 billion (2014-15)

Operating

US$ 3.7 billion (2014-15)

income
Profit

US$ 3.5 billion (2014-15)

Total assets

US$ 54.58 billion (31-Mar-2013)

Total equity

US$ 84.35 billion (31-Mar-2014)

Number of

319,000+ (April 2015)

employees
Parent

Tata Group

Subsidiaries

CMC Limited, TCS

China, TRDDC,Computational Research
Laboratories, TCS e-Serve Ltd.

Slogan

Experience certainty

Website

www.tcs.com

Tcs campus recruitment

In last week, Tech Mahindra had a campus recruitment drive in our college at Nagpur. The
selection process was same as that of others: Aptitude test, Technical Interview and then HR
Interview.

Eligibility Criteria :
SSC: 60%
HSC: 60%
Diploma: 60%
B.E. : 60% (aggregate) with 1 live back-log allowed.
Selection Process:
Aptitude Test: The main hurdle in the selection process of Tech Mahindra is cracking its
Aptitude Test. It consisted of 170 questions to be solved in 80 minutes. So it is very
important to solve the questions synchronizing the time limit. No Negative Marking.
Basically the test was divided in total 11 sections. And had the sectional cut-off. Various
sections included were: Reasoning, Analytical, Non-Verbal, Quantitative, Verbal, Confusable
Words, Tenses, Prepositions, Articles, Reading Comprehension.
Since the number of questions are lot more and time is very less, the difficulty level of the
test is moderate.
Technical Interview: The primary focus of this round is to test your logic, for which
questions on programming languages like C are expected. Basics of the subjects related to
your engineering field and about the project can be asked.
HR Interview: Once you clear the aptitude test and technical interview, there is 90%
probability that you are going to get selected.
I would like to share my experience that my HR Interview lasted for just 5 minutes, wherein
they asked me about my family background, my aggregate marks, and few questions on
general knowledge (very easy).

So, thats the complete placement process of Tech Mahindra. If you have any doubts or
questions regarding the process, do post it here. We can discuss it out!

TCS recruitment process interview selection procedure for Freshers Experienced IT

technolgoy BPO
TCS Recruitment process - TATA Consultancy services TCS recruitment procedure can
change the candidates career who are all selected in campus as well as off campus .The TCS
interview process for freshers 2015 is the only way to enter in TATA consultancy services.
The candidates have to concentrate in this process, can make success and achieve in best
career in your life. The TCS have some criteria of skills and other knowledge expected from
candidates from TCS selection process. In other hand getting in to the company through TCS
selection process is not easy without knowing about it . So the candidates or applicant can
easily go throw by following TCS campus selection process below.Then you will have most
chances for getting selected, read the following fully

According to the TCS Consultancy services ,they following some of procedures to the
selection process are detailed below.

Online test

Technical round

Management Round

HR Round
Online Test in TCS recruitment and selection process:
In online recruitment process is the easiest round it may be anything like aptitude test, essay
writing etc. The selection process in TCS for freshers the most eligibility criteria for online
test for aptitude for tcs ,it has some of procedure to be followed and mentioned below.

Synonyms

Antonyms

Comprehension questions

Aptitude

Critical Reasoning
Technical round in TCS placement selection procedure
In Technical round describes that TCS Technologies selection process also have some of
procedures to recruitment selection in TCS. Therefore this selection process brings technical
in selection in interview by the following questions and steps are mentioned below

Subject knowledge

Practical applicability of basic concepts

Projects undertaken

Certifications

Problem Solving
TCS MR round questions for Selection procedure for TCS:
Comparing to other round this round is critical part as inappropriate selection has to be
considering in interview selections.Also the management has eligibility to criticise this round
along with candidates to improve management skills are detailed below,

Industry Orientation

Industry Trends

Career Goals

Adaptability

Culture Fitments

Why you wants job in TCS ?what you know about TCS?

What is big data?

What is diff between Java and Net ?about my previous projects in visual basic.Net?

Garbage collection in Java.

Questions from my project and why I selected PHP for my project?

Data base questions on trigger. Different between MySQL and oracle.

Flush function in c language.

Why are you wearing blue colour's shirt today?

Tell me about TCS current projects and awards.

HR Round in TCS recruitment process for freshers experienced :

In HR round is face to face contact round. The candidates have to maintain attention for each
and every questions by the way of response on HR interview selection process in TCS .The
following questions are given below for your clarification.

Communication Skills

Attitude

Interpersonal Skills

Openness to learn

Eligibility Check
Note:

The candidates have to notice that the MR and HR have the eligibility to check the
candidates resume for asking questions .

so, the person who are all attending TCS interview can check your resume whether it
correct or wrong and if mistake is found you can change it .

Apart from that go-throw the resume while going on in before interview especially
HR and MR round in TATA consultancy services.

Recruitment and selection process

Recruitment and selection is one of the most important aspects in the Human resource
management context. In the modern economy, human resource is considered to be the most
valuable asset for any organization. Acquisition of exceptional talent pool proves the
sustainability of every business. Looking at these aspects it can be easily assumed that the
processes involved in the recruitment and selection have to undergo tremendous change to
ensure quality of talent acquisition.
However the processes involved in the recruitment and selection is misunderstood by the
people who find it difficult to derive the technical difference between Recruitment and
Selection.
Recruitment is the process of attracting individuals or groups on a timely basis, in a sufficient
number, with appropriate qualifications to apply for a job in an organization.

Whereas
Selection is a set of processes to scrutinize the recruitment process and filter the most
appropriate profile for the vacancy.
Organizational image Vs Recruitment and selection:
Organizations image plays a vital role in the recruitment and selection process. There is a
greater involvement in decision making for recruitment and selection process as the
recruitment and selection procedures are directly associated with the brand image and brand
equity of an organization. A good image of an organization reflects the organizational culture
and work processes with attracts the candidates to join.
An insight of recruitment and selection at Google:
Google being a monopoly in the web based search engine market follows a very rigorous and
quality assured process for its internal vacancies. Unlike other IT companies, Google tries to
fulfill its resource requirements by developing the skills of its existing employees. As soon as
there is a vacancy, Googles HR department tries to find out the suitable existing employees
who can be replaced in the vacant position. If any additional training or functional
knowledge development is required then Google ensures that the resources undergo proper
training and development program before joining in that position.
If the HR department fails to identify such profiles existing within the office then they go for
talent acquisition from the market. Before commencing the recruitment and selection process
the HR managers ensure that proper documentations are in place describing the roles and
responsibilities for the vacant positions and other requirements as well. For this the HR
managers conduct several meetings with the Line managers or head engineers to know the
technical know-how expected from the candidates. This leads to generation of a developed
competence analysis report. The reports cover different aspects like reports to, tenure,
compensation package, scope of responsibilities and duties, authority, priorities, budget, staff
team, location, conditions, knowledge, skills, experience, values, performance standards,
problems/objectives, results/priorities, ideal candidate profile

Then the rest of the process is commenced in three procedural steps.

Suitable profile search.

Challenging interviews and selection process.

On boarding of the candidate.

Suitable profile search:
Once the competitive analysis report is prepared, HR managers hire a third party or agency to
provide suitable candidate profiles for the vacant position. The responsibility of the HR
manager lies in providing the requirements expected out of the recruitment and selection
process.
Challenging interviews and selection process:
Google is known for its rigorous selection process. Normally the recruitment process at
Google involves 4 to 12 rounds of interviews and apart from initial 2 rounds of HR
interviews, rest all are highly technology oriented. In most of the interviews candidates are
asked to demonstrate their technological skills and other proficiencies. In typical Google
interviews candidates are asked to write everything that they have learned in their academics
regarding the technologies they have and the interview questionnaires revolve around those
aspects only. In some cases candidates are even asked to write complex programs. Observing
the candidates approach towards a solution, the interviewer gauges the employability of the
candidate.
On boarding of the candidate:
Normally the people who know Googles operations deeply are allowed to take care of on
boarding process. Google follows its best practices to give the candidate an amazing
experience. The new employees are clustered into several groups so that they would sooner
understand Googles work culture and group coordination.

Apart from all these typical recruitment and selection process Google also recruits through its
innovative recruitment process. Google code jam competition and offering any amount the
candidates ask for finding out the loopholes in Googles products, to name a few.

Hindustan Unilever

Hindustan Unilever Limited (HUL) is an Indian consumer goods company based in Mumbai,
Maharashtra. It is owned by Anglo-Dutch company Unilever which owns a 51.51% controlling
share in HUL as of March 2015 and is the holding company of HUL. HUL's products include
foods, beverages, cleaning agents, personal care products and water purifiers.
HUL was established in 1933 as Lever Brothers and, in 1956, became known as Hindustan
Lever Limited, as a result of a merger between Lever Brothers, Hindustan Vanaspati Mfg. Co.
Ltd. and United Traders Ltd. It is headquartered inMumbai, India and employs over 18,000
workers,] whilst also indirectly helping to facilitate the employment of over 65,000 people. The
company was renamed in June 2007 as "Hindustan Unilever Limited"
Hindustan Unilever's distribution covers over 2 million retail outlets across India directly and its
products are available in over 6.4 million outlets in the country. As per Nielsen market research
data, two out of three Indians use HUL products.

Hindustan Unilever Ltd

Type

Public

Traded as

BSE: 500696
BSE SENSEX Constituent

Industry

Consumer goods

Founded

1932

Headquarters

Mumbai, Maharashtra, India

Key people

Harish Manwani (Chairman),Sanjiv

Mehta (CEO and MD)

Products

Foods, beverages, cleaning agents personal

care productsand water purifiers.

Revenue

Rs 30,170 crores (2014-15)

Net income

Rs 4,315 crores (2014-15)

Number of

18,000 (2014)

employees
Parent

Unilever Plc (67%)

Website

www.hul.co.in

Recruitment and selection at HUL:

HUL is an Indian FMCG major and hence constantly follows the predefined best practices
for its recruitment and selection process. The HR managers at HUL do the personnel
planning or the vacancy planning through the below resources.

The internet

Online based job portals

English and Hindi news papers

On campus recruitment

After completing the personnel planning the HR managers at HUL try to find out which
channel of recruitment to be followed.
Channels of recruitment - Normally we know about two types of recruitment channel.
Those are:
External recruitment channel
1.Walk- ins and write- ins
2. Employee referrals
3. Advertising
4. Private placement agencies & Professional search firms
5. Educational institutions & Professional associates
Internal recruitment channel
Current employees are a major source of recruits for all but entry- level positions of
Unilever ltd. Whether for promotions or for lateral job transfers, internal candidates
already know the already informal organization and have detail information about its
formal policies. In fact for unilever this short of recruitment is occurred only with
especial purpose experienced employee recruitment. It is frequently occurred in the
Brand Management department. For senior posts in Brand Management, employees
recruitment takes channel through the internal human resource inventory.

SELECTION PROCESS IN UNILEVER

Selection is the process of select the best candidates for the job by using various tools
and techniques.

In our country, recruitment and selection process work simultaneously. Those are
joined terms employment function of the organization and this employment function is
stated here for Unilever's practices.

1. Reception of application After accomplishing the recruitment process, Unilever go

to the selection process where they start the process with the reception of application
form filled up through internet online form. After scrutinizing the data, they select
applications for written test.

2. Evaluating reference and biographical data At the second stage of evaluating the
data, they verify the validity authenticity of the information presented on the form as
well as reference of the employee through references.

3 . Employment testThis written test measures the candidates

1. Analytical ability
2. Computation ability
3. Verbal skill
4. Written skill
5. General knowledge

More above 65% marks ensures applicants pass.

4. Assessing candidate through interview Mainly three steps are followed in the
selection procedure.

First phase: The candidates are invited for a viva with sales and training manager. A
human resource manager also exists there. In this viva the candidates situation handle
ability is measured.
Second phase: It is the viva with the general sales and operation manager (GOSM),
and trade marketing manager. At this stage individual skill is measured. The question
tries to measure out the fitness of the candidate for the post.
Third phase: In this stage the applicant face the HRD customer development team
(CDT) this phase measure the applicability of the applicants potential for the jobs. In
these stage why the applicant prefers the Unilever and why it would like to join the
expected team. The questions try to measure the passion and the thrill in the employees
or Unilever.

5. Cognitive ability test There is no recognized cognitive ability test for Unilever
selection process. However, the written test through its analytical questions the dose
the cognitive test on applicants mentality.

6. Physical ability test The physical test is administered by Apollo Hospital to

measure the HIV, Hepatitis B, C or such many diseases in its applicants health and
fitness for job effort.

7. Work samples For some technical jobs Unilever follows the work sample test on
particular employee like the one of Finance and IT.

8. Hiring decision
Finally the every step success ensures an applicant join in the Unilever family.

Introduction
The LOreal Group is the worlds largest cosmetics and beauty company, with an annual
turnover of 20.3 billion, a presence in 130 countries, 27 global brands, 68,900 employees
and 19 Research & Innovation centres with brands such as Garnier, Maybelline New York
and the Body Shop. They widely use social recruitment in various countries worldwide (such
as India and the Philippines), however it is especially prominent in the United Kingdom and
the United States.
How LOreal Use Social Media for Recruitment [CASE STUDY]

The LOreal Strategy

LOreal have a uniform branding on all the websites for the countries in which they operate.
The jobs section of each website lists available positions in that country and only a few link
to the relevant social networks. The UK LOreal.Jobs website links to the LOreal Talent
Recruitment Facebook page, theLOreal LinkedIn page, the LOreal Luxe TalenTube
Facebook page and the @LOrealCareers Twitterfeed.
The LOreal US jobs website has an interesting and innovative way of linking to the relevant
social media platforms. The Facebook page can be found via facebook.lorealusa.jobs, the
Twitter @LOrealUSACorp feed via twitter.lorealusa.jobs, the LinkedIn page
via linkedin.lorealusa.jobs and the YouTube channel is found at youtube.lorealusa.jobs (all
these will be explored in more detail later, apart from the Twitter feed). The uniform branding
of the various careers websites give an overall professional look to the careers side of
LOreal, and the linking to the social platforms helps possible applicants find what they need
with ease.

Facebook

The LOreal Talent Recruitment Facebook page (facebook.com/LOrealTalentRecruitment) is

the worldwide Facebook page for all LOreal careers and jobs (with other pages existing for
certain countries such as India), and uses the Work4Labs application for their Work for
LOreal tab. TheTwitter tab is linked to the @LorealCareers Twitter feed, however the other
tabs are not used often, and the page does not regularly post content. It does, however, have
over 30,000 likes, so the jobs tab must be working well in attracting talent.
There are two other specialist Facebook pages for the UK and USA the UK graduate jobs
and internships page (facebook.com/LorealGradJobsUKI), and the USA careers page
(facebook.com/LOrealUSACareers).

The LOreal Grad Jobs UKI page, with a cover photo of some of its past employees, has no
additional tabs (apart from the standard photos, map and likes), however it posts regularly
with photos, job postings and links. With over 900 likes, the page is quite active, and does get
comments, likes and shares on its content but the lack of likes and activity can be explained
by how specialist it is.

The LOreal Careers in the US page, however, is much more popular (with almost 7,000
likes), but does not post any content. It does, however, have a working Jobs tab which lists
current openings, as well as tabs explaining the ideas and missions of working for LOreal in
the US. The cover photo is interesting, and the additional tabs are all branded in a similar
fashion a great way to run a page, apart from the lack of content!
Twitter
LOreal have careers based Twitter accounts for the UK (@LOrealGradJobs) with over 1,100
followers, and a general account (@LOrealCareers) with almost 3,500 followers.

The LOreal Careers Twitter feed (@LOrealCareers) holds around 3,500 followers, and
regularly posts jobs (all using the hashtag #jobs) as well as some news articles about the
company (which receive some retweets and favourites).

The LOreal (graduate jobs) UK Twitter feed (@LOrealGradJobs) has over 1,100 followers,
and posts daily about campus visits and other such news. They also reply to other users
tweets and run a very human account. The normal tweets rarely get retweeted, but the

contest tweets can have over one fifth of the followers retweeting them a very popular way
to attract talent, and increase the base that read job openings.
There are other accounts, but these are the two main feeds for the UK and USA careers side
of LOreal.
LinkedIn

LOreal have one LinkedIn company page with a branded Careers tab to match. The tab
holds an introduction to working for LOreal, a YouTube (which can be seen below), plus
testimonials from past employees and links to the LOreal Talent Recruitment Facebook
page and @LOrealCareers Twitter feed, and relevant websites.
The tab is regularly updated with job openings, and the branding looks very professional a
good job from LOreal. You can see a few statistics about LOreals use of LinkedIn for
recruitment below.

YouTube

LOreal UK Careers has a branded YouTube channel (/LorealUKCareers) with only 5 videos
and 5 subscribers but over 2000 video views. It does have a good quality graphic
background, and links to corresponding websites, but it is the Trainee set of videos which
have the most views. YouTube is a great tool for social recruitment, and with the last video
uploaded in May (and not very high quality mainly filmed on a mobile phone), LOreal UK
could spend a bit of time creating some simple videos to really promote working for the
company.

LOreal USA have a Careers channel (lorealusacareers) named LOreal USA Corporate,
with only 30+ subscribers, but almost 10,000 video views. There is no branding and only 10
videos (uploaded over a 2 year period). The videos are high quality, but hold no description
or tags so will never be found by future employees unless they find the channel.
LOreal has a great resource here, but have not used it to its full potential (and they should,
because its worth it!) even short 30 second high quality clips can really boost a recruitment
process.
Results
There are two case studies surrounding LOreals use of social recruiting one from
Facebook (courtesy of Work4Labs), and one from LinkedIn.
LOreal use the Work4Labs tab on their LOreal Talent Recruitment Facebook page (shown
above). The case study surrounds an internship posted on their LOreal Talent Recruitment
Facebook page using the Work for Us app, which allowed fans and employees to share the
posting via their networks. Using the app, and the Work4Labs AdvertHiring platform (to
create advertisements linking to the job posting), the following results were reached:

The internships ad campaign had an optimised performance and return on

investment generating 5.88 million impressions with 4,167 clicks (a 0.071% click
through rate (CTR). The click through rate was much higher than the average CTR of
Facebook ads (which is roughly 0.02%).

This led to LOreal receiving 153 applicants (a 3.67% conversion) with almost all of
them being pre-qualified due to the specific targeting options (education, experience)
that LOreal chose for the ads.

The campaign had an immediate and high quality turnaround with applicants
viewing the job and submitting resumes minutes after it went live.

LOreal received 17 qualified resumes within the first 12 hours of the campaign a
huge difference to the limited success from traditional methods.

The graphic below shows the numbers mentioned:

As these results (courtesy of Work4Labs) show, Facebook has been a success for social
recruitment for LOreal.
LOreal used LinkedIn to solve 3 new challenges in their social recruiting process. The
company recruit 6,000 new managers a year (including internships), using all the regular
techniques, but wanted to solve these challenges (and used LinkedIn to do so):

sourcing difficult-to-hire candidates

reaching passive candidates

online reputation

The company set up a Careers tab on their company page (as discussed above) and
polished individual recruiter profiles. Using their current network with 15,000 LOreal
mangers and employees on the site to find passive talent, the company had really fit the
LinkedIn referral slogan of the best employees refer the best candidates.
Some results from this included:

Oskar Isenberg Lima, Luxe, HQ Paris said he has sourced around 90 top profile
candidates in less than five months, simply using LinkedIn.

By using LinkedIn, a Body Shop UK (a sub-section of LOreal) recruiter saved

20,000 with a single license.

LOreal Australia saved around 20,000 Australian dollars in recruitment fees on a

single hire.

As these results (from LinkedIn) show LinkedIn was also successful in helping LOreal
socially recruit (and in cutting costs).
Takeaways and Conclusions
LOreal actively use social media for their recruitment, and have results to match. Their
Facebook pages are well branded, however could do with more content, whereas their Twitter
feeds are actively updated with jobs and news. Their YouTube accounts could be used more,
whereas their LinkedIn page (and Careers tab) is just right and may fit better with the rest
of their pages once they receive the new design. The two case studies show that LOreal is
actively using social networks for recruiting and it is successful however it should never
replace the more traditional methods, as you never know where the perfect candidate could
apply from.

http://linkhumans.com/case-study/how-loreal-use-social-media-for-recruitment

Recommendations for Recruitment & Selection

by Lucy Friend, Demand Media
Recruitment and selection is a defined process organizations use to find and hire employees. For a
small business, this process can be a critical part of the success of the organization's future growth
and retention of employees. This process should include several key factors to ensure a small
business not only complies with internal policies but also with local, state and federal regulations.
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Job Description
Before starting a recruitment and selection process, job descriptions should be defined for each
role in the organization. Each job description should include the skills and education required to
perform each role successfully, as well as a detailed list of responsibilities. Job descriptions allow
employees to understand their roles and responsibilities, and also provide a tool for hiring
personnel to use when choosing the most qualified candidates based on the requirements of the
job.

Policies and Procedures

Policies and procedures should be defined and adhered to for the recruiting and selection process,
and should ensure that everyone in the organization adheres to local, state and federal
regulations. Policies should provide a list of guiding principles for hiring personnel to follow, and
procedures should provide the required steps for recruitment and selection. If a small business has
a human resource department, company policies and procedures should address this department's
oversight of the hiring process.
Related Reading: Meaning of Recruitment & Selection

Training
Once procedures are clearly defined, hiring managers and supervisors should be trained regarding
the requirements of the process. Training should include not only what steps are required to recruit
and select employees, but how to interview candidates appropriately and effectively. Include
applicable laws and regulations, as well as the organization's goals during training.

Involvement
Small businesses should include a senior member of the organization during the recruitment and
selection process. If an organization does not have a human resources department, someone who
is responsible for making high-level decisions for the organization should be involved. This can be
accomplished by including a senior member in the interview process. This provides direct oversight
to the process and ensures the process is being completed to meet the expectations of the
organization. Most candidates who interview will also appreciate the involvement of senior
members of the organization because they feel their contributions will be recognized.

Best practice guidelines for recruitment and selection

Best practice guidelines for recruitment and selection
Recruiting and selecting the most appropriate person for the job is a complex task which requires trained
staff who are aware of antidiscrimination laws and guidelines.
These guidelines will help you to implement a consistent method of recruitment and encourage
applications from the widest possible pool.
Following are some best practice guidelines for developing selection criteria, advertising, short listing,
application forms, testing, interviewing, referee reports, making the decision, and medical examinations for
recruiting and selecting the most appropriate person for the job.

Developing selection criteria

Ensure job specification is up-to-date and consistent with requirements of the job.

Formulate selection criteria which are consistent with the job specifications: (ie, only includes
skills, experiences, etc that are required on a regular basis to carry out the duties of the position).

Distinguish between essential criteria (those that the person must satisfy to be able to do the job)
and desirable criteria (those that will help to do the job).

Assess whether formal qualifications (academic, trade, etc) are essential to the performance of the
job.

Ensure length of experience, age required, etc are essential and justifiable, for performance of the
job and not set arbitrarily or based on stereotypes.

Ensure there are no unnecessarily restrictive English language qualifications on jobs that do not
require them.

Be specific for instance, does communications skills refer to talking on the phone to customers,
writing reports for management, instructing technical operators, inter-cultural skills or teamwork.

Determine how criteria will be assessed: interview, referees report, work record, testing, etc.

Advertising

Consider benefits to the organisation of a multi-skilled workforce, by advertising all positions

internally and externally.

Determine strategies for reaching the widest pool of applicants possible (eg, use of ethnic media,
informal networks, community groups, and organisations, industry groups, trade journals).

Ensure the information in the ad matches the selection criteria.

Do not use stereotyped or discriminatory language or discriminatory requirements (Salesman,

Age 30-45 years).

If used, ensure recruitment consultants are fully briefed on your requirements and have a good
understanding of equal opportunity and anti-discrimination principles.

Include the name of a contact person in the advertisement and ensure they have information
(presented in a clear and consistent way) prepared about the position.

Short listing

Cull (short list) applicants on essential qualifications first, then on desirable qualifications,
prioritising criteria and determining method first.

Seek more information if necessary. The aim is to find the best person for the job.

Be consistent. Document decisions made and the reasons for them.

Application forms

Ensure language and experience are relevant to the performance of the job.

Do not include any invasive or irrelevant questions.

Ensure strict confidentiality.

Testing

Tests match the essential requirements of the job.

Check that tests are up-to-date and relevant.

Check for any bias or indirect discrimination (eg, a test for potential trades apprentices which
examine prior knowledge of the trade, rather than aptitude).

Interviewing

Allow applicants to demonstrate what they can offer the organisation, not to simply confirm
expectations or to see how applicants perform under pressure.

Check if there is a need for any specific arrangements (eg, physical access, interpreters, etc).

Have questions prepared in advance.

Ensure consistency and fairness in questioning.

Focus on the real needs of the job. Dont make assumptions or stereotype individuals.

The selection committee is entitled to ask applicants whether they can fulfil the requirements of
the job (eg, travel, work overtime, perform the physical functions) but such questions must be asked of all
applicants.

It is appropriate to ask people with disabilities whether they require any adjustments to perform the
job.

Allow the interviewee time to make their point. Allow silence. Rephrase or clarify if necessary.

Dont make assumptions about a persons ability to do the job based on physical characteristics.

Do not ask invasive and irrelevant questions (eg, Do you intend to have a family?). If necessary
rephrase to gain the essential information you require and ask of all applicants (eg, Can you commit
yourself to the organisation for two years?).

Keep records of questions and answers.

Referee reports

Applicant provides list of referees, or is able to comment on choice of referees (eg, supervisors
report).

Be consistent in use of referees. Ideally use a standard referee reporting form which matches the
selection criteria.

Making the decision

Focus on the selection criteria.

Rank applicants according to performance against essential and desirable qualifications.

Assess all information; application form, interview, referees reports, tests, etc.

Record decisions made and reasons for them.

If requested, provide constructive feedback to unsuccessful applicants on their performance

against the selection criteria.

Medical examinations

It is appropriate to have employees medically examined if potential health risks could be high for
employees with particular health problems (eg, jobs which involve heavy lifting for people with spinal injury
or disease).

The Medical Examiner should have the job specifications so any recommendation made relates
specifically to the job.

Ensure only information relevant to the position is sought and avoid invasions of privacy irrelevant to
the job requirements.

Selection Committee and Medical Examiner to be aware of technical equipment and other reasonable
adjustment provisions for people with disabilities.

Where there is concern about ability to perform a job, the Medical Examiner should seek expert advice
and assessment from vocational specialists in disability organisations.

Ensure strict confidentiality.

Applicants to be advised of results.

tips for recruiting and hiring candidates who will become a successful employee.

Hire for Todays Need and Tomorrows Vision

Remember that youre hiring for the future. While a new employee has to make economic sense for todays
tasks, the best hires are people who position you to profit as your business moves into the future. New
people should provide the skills you need in the future, not just match the job demands you see today. Be
clear about your strategic direction for the future, and then hire the talent to help you achieve it.

Understand the Job

Finding the right people to hire is much easier when you first analyse the job you want to fill. Ask yourself
what kinds of people do the best in this job? If youre lucky enough to have a top performer already in the
job, learn from them.

Observe their behaviour, ask them questions and talk with their peers to get a clear understanding what
characteristics make them effective in their job. This kind of job analysis drives your selection standardsdo
a good job at this first step and the rest of the hiring process will be faster, easier and yield a better match.

Be Legal
The Equal Employment Opportunity Commission (EEOC) is the federal agency responsible for enforcing
Title VII (Civil Rights Act), Title I, Title V (Americans with Disabilities), Equal Pay Act, and the Age
Discrimination in Employment Act. If an interviewee feels he has been denied a job because of
discrimination, he can file a lawsuit with the EEOC.

If the claimant ultimately wins the lawsuit, remedies may include, among other things, compensatory
damages, back wages, reinstatement and possibly punitive damages. Make sure your hiring process is
legal. (For more information see the EEOC web site.

Build a Standardised Hiring Process and Use It

Dont count on your conversational skills to choose between candidates. At a basic level, your standardised
hiring process should include criteria-based screening of an adequate number of candidates, a background
check, standardised assessments and structured interviews.

Many assessment and interview tools are available, all of which will provide much more reliable results than
the traditional interview. The more important the position, the more rigorous the hiring process should be.

Hiring Top Talent Means More Profit

The right person will make contributions to your companys productivity and profitability that far exceed
salary cost. But the wrong person can cost you plenty.

A Bad Decision is Worse Than You Think

According to the Harvard Business Review, 80 percent of turnover is caused by bad hiring decisions. These
are costly mistakes. The U.S. Department of Labour calculates that it costs one-third of a new hires annual
salary to replace him. These figures include money spent on recruitment, selection and training plus costs
due to decreased productivity as other employees fill in to take up the slack.

But these numbers dont reflect the intangible damages an exiting employee can have such as lost
customers and low employee morale across the rest of the organisation and turnover costs climb even
higher as you move up the organisation: mid- and upperlevel managers can cost over twice their annual
salary to replace.

Interviewing Doesnt Work

Traditional interviews dont help you select top talent. In fact, a large study conducted by John and Rhonda
Hunter at the University of Michigan on the predictors of job performance found that a typical job interview
increased the likelihood of choosing the best candidate by less than 2 percent.

Worse, the traditional job interview is a highly subjective process. Interviewers often have a range of biases
that dramatically affect their perceptions of individual job candidates. Despite the best of intentions,
interviewers and supervisors have an unconscious tendency to favour people who are similar to themselves.

An interview-only hiring process can create teams that get along reasonably well - but lack the blend of skills
needed to excel in business together.

The Most Neglected Aspect of Hiring

Job analysis is the most neglected aspect of hiring. Performed correctly, a job analysis provides a list of the
personal attributes required to work effectively in the role. This list of attributes is identified first by breaking
down a person's job into logical parts.

Next, each job task is analysed according to the knowledge, skills, abilities and attitudes required to perform
the job correctly. Once a business knows what the position requires, the hiring process is faster and more
effective because job candidates are evaluated on a common set of criteria. When you know exactly what
talents are requiredyou know what to look for and what to test for.

Matching People to Jobs

Once a business understands what the job demands, there are several tools that help identify the right
people for the job. Candidate screening, personality and skill assessments, performance-based interviews
and behavioural based interviews all help identify top candidates.