RECRUITMENT STRATEGY FOR PARLE-G

A Report Submitted to IIMT, Greater Noida as a partial fulfillment of

Full time Post Graduate Diploma in Human Resource Management
(2009-2011)

Submitted to: Submitted by:

Dr.D.K.Garg, Reena Devi
Chairman, ENR No- HRR 3043
IIMT, Gr. Noida Batch–
15th,PGD(HR)

Ishan Institute of Management and Technology

1A, Knowledge Park- I, Greater Noida, Distt. G. B. Nagar (U. P.)
Website: www.ishanfamily.com, Email: ishan_corporate@yahoo.com

1
 PREFACE
As a student of management, apart from theoretical studies we need to get a deeper insight
into the practical aspects of those theories by working as a part of organization during our
summer training. Training is a period in which a student can apply his theoretical knowledge
in practical field. Basically practical knowledge and theoretical knowledge have a very broad
difference. So this training has high importance as to know, how both the aspects are applied
together.

The study of management acquires most crucial position in the business administration. In
order to be successful, it is necessary to give priority to the management in an organization.
But it can’t be denied that the study of management would be more educational, materialistic
and even more interesting, if it is to be paired with the work in organization as an employee.

The training session helps to get details about the working process in the organization. It has
helped me to know about the organizational management and discipline, which has its own
importance. The training is going to be a lifelong experience.

Management in India is heading towards a better profession as compared to other professions.

The demand for professional managers is increasing day by day. To achieve profession
competence, manager ought to be fully occupied with theory and practical exposure of
management. A comprehensive understanding of the principle will increases their decision-
making ability and sharpens their tools for this purpose. During the curriculum of
management programmers a student has to attain a practical exposure of an organization on
live project in addition to his/her theoretical studies.

This report is about the practical training done at “PARLE-G PVT LTD” during the
curriculum of PGDHR from IIMT, Greater Noida.

human Resource Management is an approach to the management of people. It is the most

important asset an organization has and their effective management is the key to its success.
This success is most likely to be achieved if the personnel policies and procedures of the
enterprise are closely linked with and make a major contribution to the achievement of
corporate objectives and strategic plans. The corporate culture and the values, organizational
climate and managerial behaviour that emanate from that culture will exert a major influence
on the achievement of excellence. Human Resource Management is concerned with
integration getting all members of the organizations involved and working together with a
sense of common purpose.

Human Resource Management functions have undergone tremendous change over the past
20-30 years. Many years ago, large organizations looked to the personnel department, mostly
to manage the paper work around hiring and paying people. More recently, organizations
consider the Human Resource Departments as playing a major role in staffing, training and
helping to manage people so that people and the organization are performing at maximum
capability in a highly fulfilling manner.

The human resource management function includes a variety of activities which include
managing the approach to employee benefits and compensation, employees’ records and
personnel policies.

As training and development is one of the major functions of Human Resource Department,
every organization should give importance for meeting the requirements of ever challenging
needs of its employees in nurturing a work-life balance and achieving the corporation’s
mission

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In today’s sea-change world, improving business performance is a journey, not a destination.
A business performance rises and falls with the ebb and flow of human performance. HR
professionals search for ways to enhance the effectiveness of employees in their jobs and
prepare them for tomorrow.

Organizations and individuals should develop and progress simultaneously for their survival
and attainment of mutual progress. Every organization should consider employees as the most
precious asset, and it should aim to provide a conductive environment, a good working
condition, job satisfaction and career advancement so as to create a well knit team to meet the
challenges.

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 CERTIFICATE

TO WHOM IT MAY CONCERN

This is to certify that the project work done on “RECRUITMENT STRATEGY FOR
PARLE-G” submitted to Ishan Institute of Management and Technology, Greate r
Noida by Miss REENA DEVI in partial fulfilment of the requirement for PG Diploma
In Human Resource is a bonafide work carried out by her under my supervision and
guidance. This project report is the original one and has not been submitted anywhere
else for any other degree or diploma.

Date: Seal or Stamp of the guide Name of the guide:

Address:

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 ACKNOWLEDGEMENT

The satisfaction that accomplishes the successful completion of any work is when we
say thank you to the people who made it possible, whose constant encouragement and
guidance has been a source of inspiration throughout the course of the training.
At the outset, I would like to express sincere and deep felt thanks to the Management
of Human Resource Department, PARLE-G PVT LTD for providing me an
opportunity to undergo six weeks of training at BAHADURGARH, HARYANA.
I also express my deep senses of gratitude to my training guide Mr surendra kumar ,
(Human Resource Department) under whose expert guidance and immense co-
operation it could be possible to study and submit a project report “Recruitment
strategy for parle-g”.
I would like to dedicate this work to my revered institute IIMT, Greater Noida where
I am getting the shape of future business manager.

I express my sincere gratitude to honourable Dr. D.K. GARG (Chairman) of IIMT,

Greater Noida for their support and guidance on the ground of which I have acquired
a new field of knowledge.
I take opportunity to express my heartiest gratitude to my respective faculty lecturers,
parents and friends who have been constantly helping me in successful completion of
the project.

Date: REENA DEVI

ENR No. HRR 3043

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 DECLARATION

The summer training project on title “RECRUITMENT STRATEGY FOR

PARLE -G” under the guidance of Mr. Arun Divakar” is the original work done
by me. This is the property of the institute and use of this report without prior
permission of the Institute will be considered illegal and actionable.

Date: Signature:

REENA DEVI

ENR. No. HRR 3043

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 EXECUTIVE SUMMARY
Parle Biscuits Limited is a subsidiary of the Parle Products Limited, Mumbai, which is a
closely held company run by the Chauhans. Today Parle enjoys a 40% share of the total
biscuit market and 15% share of the total confectionery market in India.
Plants of Parle Biscuits Pvt Ltd are at:
Bahadurgarh (Haryana)
Neemrana (Rajasthan)
Rudrapur (Uttranchal)
Nasik
The plant also has a Auditorium and viewing gallery, which is used during the visits of the
school children. A retail shop at the plant provides Parle products at MRP rates. The total
turnover of Parle Biscuits Pvt Ltd is around 4000 crores.
All Parle products are manufactured under the most hygienic conditions. Great care is
exercised in the selection & quality control of raw materials; packaging materials & rigid
quality standards are ensured at every stage of the manufacturing process. Every batch of
biscuits & confectioneries are thoroughly checked by expert staff, using the most modern
equipment.
All these factories are located at strategic locations, to ensure a constant output & easy
distribution. Each factory has state-of-the-art machinery with automatic printing & packaging
facilities.
Parle-G has been a strong household name across India. The great
taste, high nutrition, and the international quality, makesParle-G a winner. No wonder, it's the
undisputed leader in the biscuit category for decades. Parle-G is consumed by people of all
ages, from the rich to the poor, living in cities & in villages. While some have it for breakfast,
for others it is a complete wholesome meal. For some it's the best accompaniment for chai,
while for some it's a way of getting charged whenever they are low on energy. Because of
this, Parle-G is the world's largest selling brand of biscuits.
Launched in the year 1939, it was one of the first brands of Parle
Products. It was called Parle Glucose Biscuits mainly to cue that it was a glucose biscuit. It
was manufactured at the Mumbai factory, Vile Parle and sold in units of half and quarter
pound packs.
Various HR TECHNIQUES ADOPTED AT PARLE….
5S ,KAIZENS ,SQC ,TQM ,POKA-YOKE

The company has effectively implemented the HR techniques in the plant.

The workers and employees are well aware of the concepts of these techniques.
The HACCP applied in the plant is working in its most effective manner.
The wastage in the plant is least and the production team and the workers try their level best
to reduce it even more.
The wastage of the biscuits that fall on the floor is minimized by the use of trays under the
machines.

Recruitment can be described as “the set of activities and processes used to legally obtain a
sufficient number of qualified people at the right place and time so that the people and the
organisation can select each other in their own best short and long term interests”.1 In other
words, the recruitment process provides the organisation with a pool of potentially qualified
job candidates from which judicious selection can be made to fill vacancies. Successful
recruitment begins with proper employment planning and forecasting. In this phase of the
staffing process, an organisation formulates plans to fill or eliminate future job openings
based on an analysis of future needs, the talent available within and outside of the
organisation, and the current and anticipated resources that can be expended to attract and
retain such talent.

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 Specifically, the purposes are to:

 To recruit the suitable candidate for the required position with the required skills.
 Motivate them every now and then so that stress can be eliminated.
 To sustain good performance of employees throughout their careers by exploiting their full
potential.
 To provide opportunities to executives to fulfil their career aspirations through various
activities such as “COLORS”.
 To ensure that the managerial resources of the organisation are utilised optimally.

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 TABLE OF CONTENTS
SL.NO CHAPTER PAGE NO.

1 PREFACE 2-3

2 CERTIFICATE 4

3 ACKNOWLEDGEMENT 5

4 DECLARATION 6

5 EXECUTIVE SUMMARY 7-11

6 OBJECTIVE 12

7 CHAPTER 1. INDUSTRY PROFILE 13

8 CHAPTER 1.1. BISUIT INDUSTRY IN INDIA 13-14

9 CHAPTER 1.2. BUISCUIT INDUSTRY 14-15

STATISTCS

10 CHAPTER 1.3. SWOT ANALYIS 15-16

11 CHAPTER 2 COMPANY PROFILE 17

12 CHAPTER 2.5. HISTORICAL BACKGROUND 17-20

13 CHAPTER 2.6. VISION/MISSION 20

14 CHAPTER 2.7. PARLE VS COMPETITORS 20-21

15 CHAPTER 2.8.PARLE PRODUCTS 21-23

16 CHAPTER 2.9. QUALITY COMMITMENT 23

17 CHAPTER 2.10 SCOPE IN PARLE-G 24-25

18 CHAPTER 3.. HR STRATEGY 26

19 CHAPTER 3.2. HR TECNIQUES- 26

20 CHAPTER 3.3. 5S 26

21 CHAPTER 3.4. TQM,KAIZEN 27-29

22 CHAPTER 3.5 SQC 30-33

23 CHAPTER 3.6. PAKA-YOKE, RECRUITMENT 34-40

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 FLOW CHART

24 CHAPTER 4.RECRUITMENT STRATEGY 40

25 CHAPTER 4.1 OBJECTIVE 40

26 CHAPTER 4.1. EQUAL OPPORTUNITY 40-44

27 CHAPTER 4.2. ESTIMATION OF MANPOWER 45

28 CHAPTER4.3 REQRUITMENT REQUEST FORM 46

29 CHAPTER 4.4. ROLES OF VARIOUS PLAYERS 46-47

IN RECRUITMENT

30 CHAPTER 5. JOB ANALYSIS AT PARLE -G 49

31 CHAPTER 5.1JOB DESCRIPTION 50

32 CHAPTER 5.2 PERSON SPECIFICATION 57

33 CHAPTER -6 SOURCES OF RECRUITMENT 63-66

34 CHAPTER 6.1. INTERNAL RECRUITMENT 66

35 CHAPTER 6.1.1 REFFERAL PROGRAMMES 66

36 CHAPTER 70
6.1.2PROMOTION,TRNSFERS,ROTATION

37 CHAPTER 6.2 EXTERNAL SOURCES 73

38 CHAPTER 6.2.1 ADVERTISING AGENCY 74-78

39 CHAPTER 6.2.2 CAMPUS RECRUITMENT 78-88

40 CHAPTER 6.2.3 JOB FAIRS 89-90

41 CHAPTER 6.2.4 CONSULTANT 90-93

42 CHAPTER 6.2.5 MEDIA 93-99

43 CHAPTER 7 SCREENING 99-101

44 CHAPTER 7.1 INTERVIEW 101-112

45 CHAPTER 7.2 REFREE REPORTS 112

46 CHAPTER 7.3 FAO ENTRANCE TEST 113-116

47 CHAPTER 7.4 PSYCHOMETRIC TEST 116-130

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48 CHAPTER 8 STRATEGY TO CONTROL COST 131-132
OF RECRUIMENT

49 CHAPTER 8.2 RECENT FINDINGS TO 132-138

INCREASE THE EFFECTIVENESS OF
RECRUITMENT

50 CHAPTER 8.3 BEST SELECTION PRACTICES 138-`140

51
9.SLA(SERVICE LEVEL AGREEMENT) 140-141
52
SLA IN PARLE-G 141-142
53
CHAPTER 10-JOINING 142
54
10.2 INDUCTION 142-145
55
10.3 LEADING MANAGING AND RETAINING 142-
EMPLOYEES
5 CHAPTER 11.BUDGET PREPARATION 153-154
6

5 CHAPTER.12 FINDINGS 155

7

5 CONCLUSION 156
8
5 SUGGESTIONS 157
9

6 LIMITATIONS 158
0

61 BIBLIOGRAPHY159

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OBJECTIVE OF THE STUDY
The main aim of my study was to formulate the recruitment strategy for parle-pvt ltd.first I
had to know the recruitment that is being in the process there in the company and then
acoordingly I had to modify that ,do alterations in that and frame a detailed recruitment
strategy which they can follow whenever they are about to make recruitment in the company.

 The objective of the study is to study about the

 Recrutiment processes of the company,how it is conducted in the company?

 To understand the various functions, practices and process, policies and its execution by the HR depart
the company.
 To critically examine the various functions and processes and give the recommendations accordingly.

 To know the organisational culture.

 To know about the different methods of selection

 To know how they are managing ang satisfying the contract employees which are
hired there for the production purpose as they are not from the organization,and
company had not directly contacted them during their selection for the job. So the
various motivational techniques also I had to study.

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 CHAPTET 1

INDUSTRY PROFILE
INTRODUCTION
Fast moving consumer goods (FMCG), are products that are sold quickly at relatively
low cost, have a quick turnover and get replaced within a year. Though the absolute
profit made on FMCG products is relatively small, they generally sell in large
quantities, so the cumulative profit on such products can be large. Examples of
FMCG generally include a wide range of frequently purchased consumer products
such as toiletries, soap, cosmetics, teeth cleaning products, shaving products and
detergent, as well as non durables such as glassware, light bulbs, batteries, paper
products and plastic goods. FMCG also includes pharmaceuticals, consumer
electronics, packaged food products and drinks, although these are often categorized
separately. Parle-g is also one of the few FMCG brands in the country, whose
customers straddle across income segments.

2 Biscuit Industry In India:

The world biscuit is derived from the French word meaning ‘twice cooked’. This
lengthy cooking, processing derived out biscuits so that they well before the days of
airtight containers. Today shops offer a vast range of well-flavored biscuits in eye-
catching packets but few can compete with the flavors, texture and aroma of the
freshly backed variety. Biscuit may be defined as a product based on cereals (more
than 60% of its weight) and contains less than 2.5 % moisture and has undergone
several processing such as mixing, dough development, Cutting etc. and finally
backed in an oven at a suitable temperature.

India Biscuits Industry is the largest among all the food industries and has a turnover
of around Rs.3000 Crores. India is known to be the second largest manufacturer of
biscuits, the first being USA. It is classified under two sectors: organized and
unorganized. Bread and biscuits are the major part of the bakery industry and covers
around 80 percent of the total bakery products in India. Biscuits stands at a higher
value and production level than bread. This belongs to the unorganized sector of the
bakery Industry and covers over 70% of the total production.

India Biscuits Industry came into limelight and started gaining a sound status in the
bakery industry in the later part of 20th century when the urbanized society called
for ready made food products at a tenable cost. Biscuits were assumed as sick-man's
diet in earlier days. Now, it has become one of the most loved fast food product for
every age group. Biscuits are easy to carry, tasty to eat, cholesterol free and
reasonable at cost. States that have the larger intake of biscuits are Maharashtra, West
Bengal, Andhra Pradesh, Karnataka, and Uttar Pradesh. Maharashtra and West
Bengal, the most industrially developed states, hold the maximum amount of
consumption of biscuits. Even, the rural sector consumes around 55 percent of the
biscuits in the bakery products.

13
The total production of bakery products have risen from 5.19 lakh tonnes in 1975 to
18.95 lakh tonnes in 1990. Biscuits contributes to over 33 percent of the total
production of bakery and above 79 percent of the biscuits are manufactured by the
small scale sector of bakery industry comprising both factory and non-factory units.

The production capacity of wafer biscuits is 60 MT and the cost is Rs.56,78,400 with
a motive power of 25 K.W. Indian biscuit industry has occupied around 55-60 percent
of the entire bakery production. Few years back, large scale bakery manufacturers like
cadbury, nestle, and brooke bond tried to trade in the biscuit industry but couldn't hit
the market because of the local companies that produced only biscuits.

The Federation of Biscuit Manufacturers of India (FBMI) has confirmed a bright

future of India Biscuits Industry. According to FBMI, a steady growth of 15 percent
per annum in the next 10 years will be achieved by the biscuit industry of India.
Besides, the export of biscuits will also surpass the target and hit the global market
successfully.

2.1 Biscuit industry statistics

1. Annual Growth:
The biscuit industry in India witnessed annual growth as below:-
2003-04 - 15%
2004-05 - 14%
2005-06 - 14%
2006-07 - 13%
2007-08 - 15%
2008-09 - 17%
(Aug – nov)-
While the growth rate has been stagnating during last 4 years, it has picked up
momentum during the 2008-09 and the first quarter of 2009-10 mainly on account
of exemption from Central Excise Duty on biscuits with MRP up to Rs.100/per
kg, as per Union Budget for 2008-09.
Indian Biscuit Manufacturers’ Association (IBMA), instrumental in obtaining
the excise duty exemption, estimates annual growth of around 20% in the year
2008-09. Growth in biscuit marketing has been achieved also due to improvement
in rural market penetration.

2. Annual Production:
The organized biscuit manufacturing industry‘s annual production figures are
given below:
(In Lakh Metric Tonnes)
2004-05 - 11.00
2005-06 - 12.54
2006-07 - 14.29
2007-08 - 16.14
2008-09 - 17.14
Segments : The organized and unorganized sectors of the biscuit industry is in the
proportion Of 60%:40% ratio.

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 EXPORTS of Biscuit is estimated to be around 15% of the annual production
during the year 2009-10.

IMPORTS of biscuits into India has not shown any significant growth during the
last two years and has not affected production/sales by the Indian Biscuit
industry .
3. Rural-urban penetration of Biscuit:
Urban Market :75% to 85%
Rural Market : 50% to 65%

Marketing : Wholesale and Retail marketing in the Biscuit industry is carried out
with a network of C & F Agencies (for States and specific
Districts),Dealers/Wholesalers and Retail shops.

HIKE IN COST OF PRDUCTION : Biscuit Industry especially the Small &

Medium Sector, consisting of around 150 units are facing erosion in their profitability
and competitive capability, due to :-
a) Steep hike in cost of production on account of increase in prices of major raw
materials, i.e. Wheat Flour Veg. Oil, Sugar, Milk, Packaging Materials, Fuel.
Wages,etc.Recent increase in prices of Petrol/Diesel in aug 2009 has further resulted n
cost push.
Detailed Comparative Chart showing adverse impact on Biscuit Industry is given
below:

4. HIKE IN PRICES OF RAW MATERIALS

S.NO Raw Martial aug 09 dec 09

1 Maida 12.23 12.00
2 Sugar 15.09 16.00
3 Parmoline Oil 52.99 57.00
4 S.M.P 122.00 127.00
5 Butter 118.94 130.00
6 Laminate 200.00 230.00
7 F.O 26.63 35.00
8 HM Bag 91.92 105.00
9 Carbon Box Per Kg 25.00 28.00

2.3 SWOT analysis of parle-g

THE STRENGTH OF PARLE BRAND

Over the years, Parle has grown to become a multi-million us Dollar Company. Many
of Parle products-biscuits or confectionaries, are market leaders in their category and
have won acclaim at the monde selection, since1971.

Today, Parle enjoys a 40% share of the total biscuit market and a15% share of the
total confectionary market, in India. The parle biscuit brand, such as Parle-G, Monaco

15
& krackjack and confectionary brands, such as, Melody, Poppins, Mango bite &
kismi, enjoy a strong imagery and appeal amongst consumers.

Be it a big city or a remote village of India, the Parle name symbolizes quality, health
& great taste. And yet, we know that constantly innvoting and catering to new tastes
have built this reputation. This can be seen by the success of new brands, such as hide
&seek, or the single twist wrapping of mango bite.
In this way, by concentrating on consumer tastes and preferences and emphasizing
Research & Development, the parle brand grows from strength to strength.

 ESTABLISHED BRAND NAME

 WIDESPREAD DISTRIBUTION NETORK
 FOCUS ON RURAL MARKETSUPERIOR TECHNOLOGY
 WORLD CLASS FACTORIES
 RESEARCH AND DEVELOPMENT DEPARTMENT

WEAKNESSES-

high overhead cost vis a vis competition from britania and priya gold

Opportunities
 Indian Biscuit Manufacturers’ Association (IBMA) estimates annual growth of around
20% in next couple of years. The $220 Billion food industry is expected to grow to
$300 Billion by 2015.
 Per capita consumption of Biscuits in the country is only 1.8 kg as compared to 2.5
kg to 5.5 kg in South East Asian countries and European countries, and 7.5 kg in USA.
 Growing demand of Sugar free cream crackers & diet biscuits
 Opportunity to further grown in Urban & Rural market; Current penetration levels
are:
 Urban Market : 75% to 85%
 Rural Market : 50% to 65%

Threats:
 Fluctuations in the prices of transportation costs & distribution cost due to high
wedges and oil prices
- Entry of ITC (having very good distribution channels) in to biscuit industry

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 CHAPTER -2

PARLE-G

Initially a small factory was set up in the suburbs of Mumbai city, to manufacture
sweets and toffees. The year was 1929 and the market was dominated by famous
international brands that were imported freely. Despite the odds and unequal
competition, this company called Parle Products, survived and succeeded, by adhering
to high quality and improvising from time to time.

A decade later, in 1939, Parle Products began manufacturing biscuits, in addition to

sweets and toffees. Having already established a reputation for quality, the Parle
brand name grew in strength with this diversification. Parle Glucose and Parle
Monaco were the first brands of biscuits to be introduced, which later went on to
become leading names for great taste and quality.

For around 75 years, Parle have been manufacturing quality biscuits and
confectionery products. Over the years Parle has grown to become a multi million-
dollar company with many of the products as market leaders in their category. The
recent introduction of Hide & Seek chocolate chip biscuits is a product of innovation
and caters to a new taste, being India’s first ever chocolate-chip biscuits.

All Parle products are manufactured under most hygienic conditions. Great care is
exercised in the selection and quality control of raw material and standards ensured at
every stage of the manufacturing process.
Parle Products has 4 manufacturing units for biscuits and confectionaries at Mumbai
Haryana, Rajasthan and Karnataka. It also has 14 manufacturing units for biscuits &
manufacturing units for confectioneries, on contract.

17
All these factories are located at strategic locations, so as to ensure a
constant output & easy distribution. Today, Parle enjoys a 40% share of the total
biscuit market and a 15% share of the total confectionary market, in India. The
marketing mix of Parle for this project has been studied from the point of view of
Parle biscuits; mainly Parle-G and Parle hide & seek.

PARLE G - THE EVOLUTION !!!

Parle-G has been a strong household name across India. The great
taste, high nutrition, and the international quality, makesParle-G a winner. No
wonder, it's the undisputed leader in the biscuit category for decades. Parle-G is
consumed by people of all ages, from the rich to the poor, living in cities & in
villages. While some have it for breakfast, for others it is a complete wholesome
meal. For some it's the best accompaniment for chai, while for some it's a way of
getting charged whenever they are low on energy. Because of this, Parle-G is the
world's largest selling brand of biscuits.

Launched in the year 1939, it was one of the first brands of Parle
Products. It was called Parle Glucose Biscuits mainly to cue that it was a glucose
biscuit. It was manufactured at the Mumbai factory, Vile Parle and sold in units of
half and quarter pound packs.

The incredible demand led Parle to introduce the brand in special

branded packs and in larger festive tin packs. By the year 1949, Parle
Glucose biscuits were available not just in Mumbai but also across the
state. It was also sold in parts of North India. The early 50s produced over 150 tones
of biscuits produced in the Mumbai factory. Looking at the success of Parle-G, a lot
of other me-too brands were introduced in the market. And these brands had names
that were similar to Parle Glucose Biscuits so that if not by anything else, the
consumer would err in picking the brand. This forced Parle to change the name from
Parle Glucose Biscuits to Parle-G. Regular customers would have noticed the number
of biscuits in a pack come down from 16 to 15 even as each biscuit became lighter,
but they seemed to understand the cost pressures on the firm. The gamble paid off:
Parle was able to sustain its volumes.

Strict cost control at every point in its supply chain also helped -- Parle entered into
forward contracts with suppliers, outsourced production, increased the number of
manufacturing locations to 60 and consolidated buying.

Raw material costs account for 60 per cent of the total costs in this segment and
packaging costs (plastic films) account for 20-25 per cent of this.

PRODUCTION HISTORY: -
The Company has started new plant in bhadurgarh. Construction of the plant was
started in 2000. This plant has a capacity of 480 tons per day and manpower of
647(CONTRACT BASED), 193 ROLE 65 STAFF contributed to the company
much and is surviving in Rajasthan.

18
Originally packed in the wax paper pack, today it is available in a contemporary,
premium BOPP pack with attractive side fins. The airtight pack helps to keep the
biscuits fresh and tastier for a longer period.

Parle-G was the only biscuit brand that was always in short supply. It
was heading towards becoming an all-time great brand of biscuit. Parle-G started
being advertised in the 80's. It was advertised mainly through press ads. The
communication spoke about the basic benefits of energy and nutrition. In 1989, Parle-
G released its Dadaji commercial, which went on to become one of the most popular
commercials for Parle-G. The commercial was run for a period of 6 years.

Parle-G grew bigger by the minute. Be it the packs sold, the areas
covered or the number of consumers. It became a part of the daily lives of many
Indians. It wasn't a biscuit any more. It had become anicon. The next level of
communication associated the brand with the positive values of life like honesty,
sharing and caring. In the year 1997, Parle-G sponsored the tele-serial of the Indian
superhero, Shaktimaan that went on to become a huge success. The personality of the
superhero matched the overall superb benefits of the brand. Parle extended this
association with Shaktimaan and gave away a lotof merchandise of Shaktimaan,
which was supported by POS and press communication.

The children just could not get enough of Parle-G and Shaktimaan.In the year 2002,
it was decided to bring the brand closer to the child t's a brand that has held its price
line at Rs 4 for 25 years now -- the price was last raised in 1994 by 25 paise. So, it's
not for nothing that Parle-G is the world's largest-selling biscuit by volumes. 

Not that the company didn't try to raise prices to offset the overall hike in costs. Three
years ago it did so, but quickly rolled it back after volumes fell sharply and consumers
wrote to lodge their protest.

We want to cater to the masses and have consciously tried not to increase the price.
Parle-G is available for Rs 50 a kg. There are very few food items that are available
for Rs 50-60 a kg," says Pravin Kulkarni, general manager (marketing), Parle
Products.
Parle is, of course, not doing it for charity. Soaring input prices meant it opted for
reducing the weight of the biscuit than increasing the price -- first from 100 gm to
92.5 gm in January 2008, and then to 88 gm in January this year -- in line with other
biscuit-makers and FMCG players.

Regular customers would have noticed the number of biscuits in a pack come down
from 16 to 15 even as each biscuit became lighter, but they seemed to understand the
cost pressures on the firm. The gamble paid off: Parle was able to sustain its volumes.

Strict cost control at every point in its supply chain also helped -- Parle entered into
forward contracts with suppliers, outsourced production, increased the number of
manufacturing locations to 60 and consolidated buying.
Raw material costs account for 60 per cent of the total costs in this segment and
packaging costs (plastic films) account for 20-25 per cent of this.

19
 PILLARS OF COMPANY SUCCESS:
1Appreciation through awards
2 Satisfaction survey
3 Zero defects
4 Coordination among employees
5 Kaizen &5s
6 Transparency in work
7 Trusts of each other
8 Involvement of all employees

VISION
The main vision of Parle-G to Concentrate on consumer tastes and preferences,
the Parle brand has grown from strength to strength ever since its inception. For
fulfilling its vision they do every batch of biscuits and confectioneries are thoroughly
checked by expert staff, using the most modern equipment hence ensuring the same
perfect quality across the nation and abroad.

MISSION
Hindustan Ki Taakat.”
For over 65 years, Parle G has been a part of the lives of every Indian.From the
snow capped mountains in the north to the sultry towns in the south, from frenetic
cities to laid back villages, Parle G has nourished, strengthened and delighted
millions. Various people have various reasons to consume it, some consume it for
the value it offers while others consume it for sheer taste, For some it is a meal
substitute for others it is a tasty healthy nourishing snack.

parle vs competitors
Although Britannia has more biscuit brands under its umbrella, has more in the urban
sector, it is Parle which steals the thunder. Thanks mainly to its leading brand, Parle
G, it retains, almost half the market share for biscuits in India. The Glucose brand that
enjoyed a monopoly in the market for decades surpassed the expectations of its
makers, in popularity. The brand recently achieved the distinction of being the highest
selling Glucose biscuit in the world.

Parle-G’s image as an affordable wholesome meal that could be used as a charger

when low on energy as well as a tasty accompaniment with chai helped it to
consolidate and retain its position as the number one biscuit brand for decades. Parle-
G enjoys a 69 percent share in the Glucose biscuit market, pegged at close to 2.7 lakh
tones a year. This is a sharp lead over closest competitor Britannia Tiger, which has a
24 percent market share. The original Glucose brand, Parle-G is on coupled with other
glucose brands such as Parle-G Magix and Parle-G Milk Shakti.

These brands contribute more than 50 percent to Parle Products Pvt. Ltd’s turnover.
The other brand in its stable are: Monaco, Krackjack, Marie, Hide n’ Seek,
Chesslings, Jeffs, Sixer and Fun Centre. Parle biscuits are even sold abroad in markets
such as the US, Australia, and the company is consolidating its position in places such
as Abu Dhabi, Africa, Dubai, South, America and Sri Lanka. Lately the biscuit market

20
has been seen buoyant growth. According to AC Nielsen Indian Retail Store Audit
Data of 2003, the biscuit industry in India grew by 11.7 percent last year, the highest
in the Rs. 47,800 crore FMGC sector. The biscuit market accounts for seven percent
of the FMGC market sales in India.

However, Parle’s leadership position is not going to be easy. Competition is hungry

for a larger share in the pie. Britannia is eyeing the Glucose brand and aims to
overtake Parle’s within three years’ time. Britannia will also outsource its production
and plans to invest Rs. 4 crore in the biscuit segment. It will launch a slew of products
around Tiger, its leading Glucose brand. The entry of big players in the field could
mean more competition for old hands in the game. Last year, Hindustan Lever Ltd
(HLL) entered the market with its Kissan Greedy Biskits in three flavours. It also tried
to re-launch modern as a Glucose brand. ITC’s food arm entered the market with its
Sunfeast range of biscuits with offerings in Glucose, Marie and cream segments. It
wants to complete keenly with Parle and Britannia.

A big threat to legitimate biscuit makers comes from the duplicate market. Counterfeit
biscuits are not only available cheap but they dent the brand equity of legitimate
brands.

Besides smaller players are also entering the fray. According to the union food
processing ministry the production of biscuits in the organized and unorganized
sectors is estimated at about 11 lakh tonnes. Only 35 percent of this is made by the
organized sector. Recent strides by such small players as Surya Foods, which makes
Priya Gold biscuits, are also unnerving existing players. They could prove to be
surprise future leaders. Competition has, of course, been trying to wean away
customers from Parle. Britannia relaunched its Glucose-D biscuit as Tiger in 1995 and
boasts of 17-18 per cent share, while ITC's Sunfeast glucose has captured 8-9 per
cent, according to industry sources.

Even Levers had forayed into this segment in 2003 and launched a glucose biscuit
branded as Modern, after it acquired the bakery business of Modern. There are strong
regional brands, including Priya Gold (west), Cremica (north) and Anmol (east).

But they still have their work cut out.

PARLE PRODUCTS
A number of products prepared at various units of Parle are as follows:-

Biscuits Variety:

21
Parle–G
Monaco
Krackjack
Mayfair
Cheeselings
Hide & Seek
Fun Centre
Marie Choice
Nimkin
Milk Shakti
Parle-G-Magix-Choco
Monaco-Jeera
Kreams

Confectionary Varieties
Kismi toffee Kismi bar
Melody Chintoo bar
Mango bite Funtoosh
Poppins Role mint
Orangee Kachha Mango bite
Xhale Golga

RAW MATERIALS REQUIRED USED IN MANUFACTURE OF PARLE-G:

1.Maida (Wheat Flour)
1. Sugar
2. Fat
3. Skimmed Milk Powder (SMP)
4. Inverted Sugar Syrup
5. Water
6. Sodium Bicarbonate
7. Ammonium Bicarbonate
8. Salt
9. Parle Flavor Mix
10. Citric Acid

FLOW SHEET FOR PARLE-G PRODUCTION

RECEIVING OF RAW MATERIALS

Not O.K

22
 QUALITY CHECK REJECTED

Found O.K.

STORE

MAIDA DUMPING

SIFTING

SUGAR (GRINDED) MIXING FAT

MOULDING

BAKING

COOLING

PACKAGING

DISPATCHING

THE QUALITY COMMITMENT

Parle products have one factory at Mumbai that manufactures biscuits &
confectioneries while another factory at Bahadurghar, in Haryana manufactures
biscuits. Apart from this, Parle has manufacturing facilities at neemarana, in
Rajasthan & Bangalore in Karnataka. The factories at Bahadurghar & neemrana are
the largest such manufacturing facilities in India. Parle Products also has
manufacturing units for biscuits & 5 for confectioneries, on contract.

All these factories are located at strategic location, so as to ensure a constant out put
& easy distribution. Each factory has state of the art machinery with automatic
printing & packing facilities. All parle products are manufactured under the most
hygienic condition. Grate care is exercised in the selection & quality control of row
materials; packing materials & rigid quality standards are ensured at every stage of
manufacturing process. Every batch of biscuits & confectioneries are thoroughly
checked by expert staff, using the most modern equipment.

23
 Parle saysabout quality that “In today’s knowledge driven business scenario, People
are perceived as the most valuable assets of an organization and the optimum
utilization of the skill, knowledge, attitude, they posses, are directly instrumental to
the growth of any organization.”

Therefore, while recruiting a candidate for any role, position, level, function, it should
always be ensured that there is no compromise in the quality of people, we hire.

THE MARKETING STRENGTH

The extensive distribution network, built over the years, is a major strength of parle
products. Parle biscuits & sweets are available to consumers, even in the most remote
palaces and in the smallest of villages with a population of just 500.

Parle has nearly 1,500 wholesalers, catering 4, 25,000 retail outlets directly or
indirectly. A two hundred strong dedicated field force services these wholesalers &
retailers. Additionally, there are 31 depots and C&F agent supping goods to the wide
distribution network.

The Parle marketing philosophy emphasizes catering to the masses. We constantly

endeavor at designing products that provide nutrition & fun to the common man. Most
parle offerings are in the low and mid range price segments. This is based on our
cultivated understanding of the Indian consumer psyche. The value for money
positioning helps generate large sales volumes for the products.

However, Parle products also manufacture a variety of premium product for the up
market, urban consumers. And in this way, caters a range of products to a variety of
consumers.

SCOPE IN PARLE-G
Direct Employment: The unit provides ample opportunities of employment and an
average of 647 contract employees 192 role based employees are being throughout the
year including Permanent & Contract Workers, officers and Managers out of which
maximum employees are from the local area.
In-direct Employment: The unit also proves indirect
employment like in a year an average 2500 trips of trucks are being used to dispatch
its finished product to Rajasthan & Other states & bring raw material to the factory.
Raw material is being purchased from local Traders like yadav Sugar, Rice Flakes,
Empty Bottles etc., thus providing indirect employment to local Farmers & Traders.

The unit purchases its raw material like Crown; Carton from other local industries in
the state & from the industries of neighboring states which also employees may
people thus provides indirect employment to those employed persons too.
Because of the good quality Beer in the unit the demand of its beer is from many
states which increase the state earnings in from of Export fee / Duty to the state. The
unit so far in the year 2009-10 has exported 6680412 BL Beer to other states.

Apart from state revenues the unit is providing employment to educated un-employed
persons, and provides revenue to other departments of the state like Sales Tax,
Electricity, Pollution Control Board etc.

24
the current financial year 2009-10 the state revenues from the unit are likely to touch
400 lacs. The Excise department has posted an AEO, LDC & a fourth Class employee
in the unit and the wage expenses of these staff employees is around 3 lacs per annum
which is around 0.75% of unit revenue to the state.

• 135 kms. from Regional Office Delhi

• Industrial Park Promoted by the Govt.
• Other Neighbours in the Park are :
• Sab Miller
• Ginni International
• Haryana Sheet Glass
• Tary Plus
• Nissin Break
• Mount Trading.

 
OBJECTIVES
A To serve the national interest in the parle biscuits and related sectors in accordance
and Consistent with government polices.
B To earn a reasonable rate of interest on investment.
C To maximize utilization of the existing facilities in order to improve efficiency and
Increase productivity.
D To work towards the achievement of self-sufficiency in the field
E To achieve higher growth through integration increase merger and acquisition by
Diversification new business opportunities.

working culture

Parle has a very open work culture. Our work atmosphere is comfortable and relaxed
that helps increase productivity and efficiency.
Group lunches and outstation team-building exercises that augment inter-personal
relations and mutual understanding are part of our work culture.
We organise discussion forums and training programs on stress management and
employee well being. Yoga trainings, health check-up camps and workshops on
healthy lifestyle are regular events in Pa

25
. CHAPTER-3

HUMAN RESOURCE STRATEGY

1Restricting of marketing division along business lines to focus on distinct products
service
2 Comprehensive reward management systems introduced to motive employees to
achieve higher performance level.
3 Leadership mirroring survey conducted across the organization for senior
management level.
4Out bound experimental learning cross – functional team building. Long duration
sills – up gradation training for promote officers introduced.

HR TECHNIQUES ADOPTED AT PARLE….

 5S
 KAIZENS
 SQC
 TQM
 POKA-YOKE

1.“5 S” WORK PLACE MANAGEMENT: AN INTRODUCTION

Being a food product manufacturing unit, good house keeping and hygiene practices
are therefore of paramount importance in the industry. So Parle uses the concept of “5
S” in the industry to keep the place clean and organized. ”5 S” is an Japanese concept
for work placement management.
“5 S” includes the following:

1-S: SEIRI:
Organization or re-organization is to sort out unnecessary items in the work place and
apply stratification management to discard them e.g. Things not belonging to that area
must be removed. Similarly if repairing is required in any item separate it and get it
repaired

.2-S: SEITON:
Neatness: Put things in a proper way. Every thing should have a place and everything
should be in its place

3-S: SEISO:
Cleaning: The work place must neat and clean. There must be no dust on the floor,
desk. The objects on the table must be in an organized manner.

4-S: SEIKETSU:
Standardisation: Here we set standards or develop systems to be followed in the
workplace. These standards can be thought of by brain storming and small group
discussins.

26
5-S: SHITSUKE:
Discipline: This means whatever system is developed till now must be followed
strictly with no pitfalls.

TQM
Total Quality Management (TQM) is a business management strategy aimed at
embedding awareness of quality in all organizational processes.
Total: Involving the entire organization, supply chain, and/or product life cycle
Quality: With its usual definitions, with all its complexities Management: The
system of managing with steps like Plan, Organize, Control, Lead Staff,
provisioning and organizing

KAIZEN

Kaizen (Japanese for "improvement" or "change for the better") is a philosophy or

practices that focus upon continuous improvement of processes in manufacturing,
engineering, supporting business processes, and management. It has been applied in
healthcare, government, banking, and many other industries. When used in the
business sense and applied to the workplace, kaizen refers to activities that
continually improve all functions, and involves all employees from the CEO to the
assembly line workers. It also applies to processes, such as purchasing and logistics,
that cross organizational boundaries into the supply chain. By improving standardized
activities and processes, kaizen aims to eliminate waste . Kaizen was first
implemented in several Japanese businesses after the Second World War, influenced
in part by American business and quality management teachers who visited the
country. It has since spread throughout the world.

27
 Kaizen is a daily activity, the purpose of which goes beyond simple productivity
improvement. It is also a process that, when done correctly, humanizes the workplace,
eliminates overly hard work ("muri"), and teaches people how to perform experiments
on their work using the scientific method and how to learn to spot and eliminate waste
in business processes. In all, the process suggests a humanized approach to workers
and to increasing productivity: "The idea is to nurture the company's human resources
as much as it is to praise and encourage participation in kaizen activities." Successful
implementation requires "the participation of workers in the improvement."

People at all levels of an organization can participate in kaizen, from the CEO down,
as well as external stakeholders when applicable. The format for kaizen can be
individual, suggestion system, small group, or large group. At Toyota, it is usually a
local improvement within a workstation or local area and involves a small group in
improving their own work environment and productivity. This group is often guided
through the kaizen process by a line supervisor; sometimes this is the line supervisor's
key role. Kaizen on a broad, cross-departmental scale in companies, generates total
quality management, and frees human efforts through improving productivity using
machines and computing power.

While kaizen usually delivers small improvements, the culture of continual aligned
small improvements and standardization yields large results in the form of compound
productivity improvement. This philosophy differs from the "command and control"
improvement programs of the mid-twentieth century. Kaizen methodology includes
making changes and monitoring results, then adjusting. Large-scale pre-planning and
extensive project scheduling are replaced by smaller experiments, which can be
rapidly adapted as new improvements are suggested.

In modern usage, a focused kaizen that is designed to address a particular issue over
the course of a week is referred to as a "kaizen blitz" or "kaizen event". These are
limited in scope, and issues that arise from them are typically used in later
blitzesKaizen means "improvement". Kaizen strategy calls for never-ending efforts
for improvement involving everyone in the organization – managers and workers
alike. 

Kaizen and Management

Management has two major components:
1. maintenance, and
2. improvement.
The objective of the maintenance function is to maintain current technological,
managerial, and operating standards. The improvement function is aimed at improving
current standards.
Under the maintenance function, the management first establishes policies, rules,
directives and standard operating procedures (SOPs) and then work towards ensuring
that everybody follows SOP. The latter is achieved through a combination of discipline
and human resource development measures.

Under the improvement function, management works continuously towards revising

the current standards, once they have been mastered, and establishing higher ones.
Improvement can be broken down between innovation and Kaizen. Innovation involves
a drastic improvement in the existing process and requires large investments. Kaizen

28
signifies small improvements as a result of coordinated continuous efforts by all
employees.
Implementation of Kaizen Strategy in parle-g
One of the most difficult aspects of introducing and implementing Kaizen strategy is
assuring its continuity.
When a company introduces something new, such as total quality management (TQM),
it experiences some initial success, but soon such success disappear like fireworks on
summer night and after a while nothing is left, and management keeps looking for a
new flavor of the month.
This if because the company lacks the most important conditions for the successful
introduction and implementation of Kaizen strategy..

Process-Oriented Thinking vs. Result-Oriented Thinking

Kaizen concentrates at improving the process rather than at achieving certain results.
Such managerial attitudes and process thinking make a major difference in how an
organization masters change and achieves improvements.

The cycle of kaizen activity can be defined as:

Standardize an operation
Measure the standardized operation (find cycle time and amount of in-process
inventory)
Gauge measurements against requirements
Innovate to meet requirements and increase productivity
Standardize the new, improved operations
Continue cycle ad infinitum
This is also known as the Shewhart cycle, Deming cycle, or PDCA.
.. Key elements of kaizen are quality, effort, involvement of all employees,
willingness to change, and communication.

The five main elements of kaizen

Teamwork- in isolation ,productivity will naver improve ,peohple should work in
teams that they can share their skills,competencies.
Personal discipline –if one works in discipline then he can better concentrate
better on the work.
Improved morale- morale should always be higher,thinking should be positive to
cooperate with the stress of load.
Quality circles

29
 Suggestions for improvement

Quick and Easy Kaizen

Quick and Easy Kaizen  (or Mini-Kaizen) is aimed at increasing productivity, quality,
and worker satisfaction, all from a very grassroots level. Every company employee is
encouraged to come up with ideas – however small – that could improve his/her
particular job activity, job environment or any company process for that matter. The
employees are also encouraged to implement their ideas as small changes can be done
by the worker him or herself with very little investment of time.

Quick and easy Kaizen helps eliminate or reduce wastes, promotes personal growth of
employees and the company, provides guidance for employees, and serves as a
barometer of leadership. Each kaizen may be small, but the cumulative effect is
tremendous.

Statistical quality control (SQC)

It is the term used to describe the set of statistical tools used by quality professionals.
Statistical quality control can be divided into three broad categories:
Descriptive statistics are used to describe quality characteristics and relationships.
Included are statistics such as the mean, standard deviation, the range, and a measure
of the distribution of data.

Statistical process control (SPC) involves inspecting a random sample of the output
from a process and deciding whether the process is producing products with
characteristics that fall within a predetermined range. SPC answers the question of
whether the process is functioning properly or not.

Acceptance sampling is the process of randomly inspecting a sample of goods and

deciding whether to accept the entire lot based on the results. Acceptance sampling
determines whether a batch of goods should be accepted or rejected. The tools in each
of these categories provide different types of information for use in analyzing quality.
Descriptive statistics are used to describe certain quality characteristics, such as the
central tendency and variability of observed data. Although descriptions of certain
characteristics are helpful, they are not enough to help us evaluate whether
there is a problem with quality. Acceptance sampling can help us do this.

Acceptance sampling helps us decide whether desirable quality has been achieved for
a batch of products, and whether to accept or reject the items produced. Although this
information is helpful in making the quality acceptance decision after the product has
been produced, it does not help us identify and catch a quality problem during the
production process. For this we need tools in the statistical process control (SPC)
category. All three of these statistical quality control categories are helpful in
measuring and evaluating the quality of products or services. However, statistical
process control (SPC) tools are used most frequently because they identify quality
problems during the production process. For this reason, we will devote most of the
chapter to this category of tools. The quality control tools we will be learning about
do not only measure the value of a quality characteristic.

30
 They also help us identify a change or variation in some quality characteristic of the
product or process. We will first see what types of variation we can observe when
measuring quality. Then we will be able to identify specific tools used for measuring
this variation.

SQC AND PARLE-G

If one look at packets of namkeen placed at a grocery store, he will notice that no
two Packets are filled to exactly the same level. Some are filled slightly higher and
some slightly lower. Similarly, if we look at blueberry muffins in a bakery, you will
notice that some are slightly larger than others and some have more blueberries than
others. These types of differences are completely normal. No two products are exactly
alike because of slight differences in materials, workers, machines, tools, and other
factors. These are called common, or random, causes of variation. Common causes
of variation are based on random causes that we cannot identify. These types of
variation are unavoidable and are due to slight differences in processing. An
important task in quality control is to find out the range of natural random variation in
a process.
For example, if the packet of namkeen may have 1 kg of namkeen, we may
determine that the amount of natural variation in that packet is between .8 and 1.2 kg.
If this were the case, we would monitor the production process to make sure that the
amount stays within this range. If production goes out of this range—packets are
found to contain on average 1 kg — this would lead us to believe that there is a
problem with the process because the variation is greater than the natural random
variation.

The second type of variation that can be observed involves variations where the
causes can be precisely identified and eliminated. These are called assignable causes
of variation. Examples of this type of variation are poor quality in raw materials, an
employee who needs more training, or a machine in need of repair. In each of these
examples the problem can be identified and corrected. Also, if the problem is allowed
to persist, it will continue to create a problem in the quality of the product. In the
example
of the namkeen packet filled with 1.2 kg of namkeen would signal a problem. The
machine may need to be readjusted. This would be an assignable cause of variation.
We can assign the variation to a particular cause (machine needs to be readjusted) and
we can correct the problem (readjust the machine).

31
So far we have discussed ways of monitoring the production process to ensure that it
is in a state of control and that there are no assignable causes of variation. A critical
aspect of statistical quality control is evaluating the ability of a production process to
meet or exceed preset specifications. This is called process capability. To understand
exactly what this means, let’s look more closely at the term specification. Product
specifications often called tolerances, are preset ranges of acceptable quality
characteristics, such as product dimensions. For a product to be considered
acceptable, its characteristics must fall withi this preset range. Otherwise, the product
is not acceptable. Product specifications, or tolerance limits, are usually established by
design engineers or product design specialists.
For example, the specifications for the width of a machine part may be specified as
15 inches _.3. This means that the width of the part should be 15 inches, though it is
acceptable if it falls within the limits of 14.7 inches and 15.3 inches. Similarly, for
soft drink , the average bottle fill may be 16 ounces with tolerances of _.2 ounces.
Although the bottles should be filled with 16 ounces of liquid, the amount can be as
low as 15.8 or as high as 16.2 ounces. Specifications for a product are preset on the
basis how the product is going to be used or what customer expectations are.
As we have learned, any production process has a certain amount of natural variation
associated with it. To be capable of producing an acceptable product, the process
variation cannot exceed the preset specifications. Process capability thus involves
evaluating process variability relative to preset product specifications in order to
determine whether the process is capable of producing an acceptable product. In this
section we will learn how to measure process capability.

Where to Inspect
Since we cannot inspect every aspect of a process all the time, another important
decision is to decide where to inspect. Some areas are less critical than others.
Following are some points that are typically considered most important for inspection.

Inbound Materials Materials that are coming into a facility from a supplier or
distribution center should be inspected before they enter the production process. It is
important to check the quality of materials before labor is added to it. For example, it
would be wasteful for a seafood restaurant not to inspect the quality of incoming
lobsters only to later discover that its lobster bisque is bad. Another reason for
checking inbound materials is to check the quality of sources of supply. Consistently
poor quality in materials from a particular supplier indicates a problem that needs to
be addressed.

Finished Products Products that have been completed and are ready for shipment
to customers should also be inspected. This is the last point at which the product is in
the production facility. The quality of the product represents the company’s overall
quality. The final quality level is what will be experienced by the customer, and an
inspection at this point is necessary to ensure high quality in such aspects as fitness
for use, packaging, and presentation.

Prior to Costly Processing During the production process it makes sense to check
quality before performing a costly process on the product. If quality is poor at that
point and the product will ultimately be discarded, adding a costly process will simply

32
lead to waste. For example, in the production of leather armchairs in a furniture
factory, chair frames should be inspected for cracks before the leather covering is
added. Otherwise, if the frame is defective the cost of the leather upholstery and
workmanship may be wasted.

It is easy to see how operations managers can use the tools of SQC to monitor product
and process quality. However, you may not readily see how these statisticaltechniques
affect other functions of the organization. In fact, SQC tools require input from other
functions, influence their success, and are actually used by other organizational
functions in designing and evaluating their tasks.

SQC IN VARIOUS DAPARTMENTS OF COMPANY

Marketing plays a critical role in setting up product and service quality standards. It
is up to marketing to provide information on current and future quality standards
required by customers and those being offered by competitors. Operations managers
can incorporate this information into product and process design. Consultation with
marketing managers is essential to ensure that quality standards are being met. At the
same time, meeting quality standards is essential to the marketing department, since
sales of products are dependent on the standards being met.

Finance is an integral part of the statistical quality control process, because it is

responsible for placing financial values on SQC efforts. For example, the finance
evaluates the dollar costs of defects, measures financial improvements that result from
tightening of quality standards, and is actively involved in approving investments in
quality improvement efforts.

Human resources becomes even more important with the implementation of TQM
and SQC methods, as the role of workers changes. To understand and utilize SQC
tools, workers need ongoing training and the ability to work in teams, take pride in
their work, and assume higher levels of responsibility. The human resources
department is responsible for hiring workers with the right skills and setting proper
compensation levels.

Information systems is a function that makes much of the information needed for
SQC accessible to all who need it. Information systems managers need to work
closely with other functions during the implementation of SQC so that they
understand exactly what types of information are needed and in what form. As we
have seen, SQC tools are dependent on information, and it is up to information
systems managers to make that information available.
As a company develops ways of using TQM and SQC tools, information systems
managers must be part of this ongoing evolution to ensure that the company’s
information needs are being met.
All functions need to work closely together in the implementation of statistical
process control.
Everyone benefits from this collaborative relationship: operations is able to produce
the right product efficiently; marketing has the exact product customers are looking
for; and finance can boast of an improved financial picture for the organization. SQC
also affects various organizational functions through its direct application in
evaluating quality performance in all areas of the organization. SQC tools are not used

33
only to monitor the production process and ensure that the product being produced is
within specifications.
As we have seen in the Motorola Six Sigma example, these tools can be used to
monitor both quality levels and defects in accounting procedures, financial record
keeping, sales and marketing, office administration, and other functions. Having high
quality standards in operations does not guarantee high quality in the organization as a
whole. The same stringent standards and quality evaluation procedures should be used
in setting standards and evaluating the performance of all organizational functions.

POKA-YOKE

Poke Yoke is a Japanese technique which means mistake proof system. “Yokeru”
means to avoid and “Poka” means inadvertent errors. Poka Yoke methods are simple
concept for achieving this goal.

Employee Welfare action:

 UNIFORM, - 2 PAIRS OF UNIFORM,1 PAIR SHOES,& 1 PAIR
SWEETER,
 TRANSPORTATION – FOR ASSOCIATES AND TRANSPORT
CHARGES FOR THOSE WHO ARE NOT AVAILING COMPANY
TRANSPORT AT 5RS/DAYS,
 CANTEEN FOOD &TEA 3RS/DAYS,
 MEDICAL EXAMINATION- UNDER ESIC,
 SPORTS – DAILY CRICKTE MATCH,
BIRTHDAY GIFT, DEEWALI SWEETS & G

34
 CHAPTER-4

RECRUITMENT STRATEGY

INTRODUCTION
Recruitment, as a human resource management function, is one of the activities that
impact most critically on the performance of an organisation. While it is understood
and accepted that poor recruitment decisions continue to affect organisational
performance and limit goal achievement, it is taking a long time for public service
agencies in many jurisdictions to identify and implement new, effective hiring
strategies. In some areas, existing laws inhibit change; in others, the inhibiting factor
is managerial inertia.

This project discusses the strategY that organisations can and do employ to ensure
the existence of the best possible pool of qualified applicants from which they can fill
vacancies as and when required. Acquiring and retaining high-quality talent is critical
to an organisation’s success. As the job market becomes increasingly competitive and
the available skills grow more diverse, recruiters need to be more selective in their
choices, since poor recruiting decisions can produce long-term negative effects,
among them high training and development costs to minimise the incidence of poor
performance and high turnover which, in turn, impact staff morale, the production of
high quality goods and services and the retention of organisational memory. At worst,
the organisation can fail to achieve its objectives thereby losing its competitive edge
and its share of the market.

Traditionally, Public Service organisations have had little need to worry about market
share and increasing competition since they operate in a monopolistic environment.
But in recent time, the emphasis on New Public Management/ Public Sector
Management approaches has forced public organisations to pay closer attention to
their service delivery as consumers have begun to expect and demand more for their
tax dollars. No longer are citizens content to grumble about poorly-produced goods
and services and the underqualified, untrained employees who provide them. As
societies become more critical and litigious, public service organisations must seek all
possible avenues for improving their output and providing the satisfaction their clients
require and deserve. The provision of high-quality goods and services begins with the
recruitment process.
Recruitment is described as “the set of activities and processes used to legally obtain
a sufficient number of qualified people at the right place and time so that the people
and the organisation can select each other in their own best short and long term
interests”.1 In other words, the recruitment process provides the organisation with a
pool of potentially qualified job candidates from which judicious selection can be
made to fill vacancies. Successful recruitment begins with proper employment

35
planning and forecasting. In this phase of the staffing process, an organisation
formulates plans to fill or eliminate future job openings based on an analysis of future
needs, the talent available within and outside of the organisation, and the current and
anticipated resources that can be expended to attract and retain such talent. IT refers
to the process of attracting, screening, and selecting qualified people for a job at an
organization or firm. For some components of the recruitment process, mid- and
large-size organizations often retain professional recruiters or outsource some of the
process to recruitment agencies.

The recruitment industry has five main types of agencies: employment agencies,
recruitment websites and job search engines, "headhunters" for executive and
professional recruitment, niche agencies which specialize in a particular area of
staffing and in-house recruitment. The stages in recruitment include sourcing
candidates by advertising or other methods, and screening and selecting potential
candidates using tests or interviews.Contents

Also related to the success of a recruitment process are the strategies an organisation
is prepared to employ in order to identify and select the best candidates for its
developing pool of human resources. Organisations seeking recruits for base-level
entry positions often require minimum qualifications and experience. These applicants
are usually recent high school or university/ technical college graduates many of
whom have not yet made clear decisions about future careers or are contemplating
engaging in advanced academic activity. At the middle levels, senior administrative,
technical and junior executive positions are often filled internally. The push for
scarce, high-quality talent, often recruited from external sources, has usually been at
the senior executive levels. Most organisations utilise both mechanisms to effect
recruitment to all levels.
The recruiter
A range of people within an organisation may be called upon to act as recruiters (i.e.,
to answer telephone enquiries, conduct interviews, etc.). A recruiter can have a signifi
cant impact on job applicants, particularly their interest in a position and their
intention to accept a job offer. The supervisor for the position and coworkers are
likely to be the most effective recruiters as they will be viewed as trustworthy and
credible sources of information about a position and the organization. There is also
evidence to indicate that friendly and informative recruiters are associated with firmer
intentions to accept job offers.
An experienced recruiter who is familiar with
the organization can also be an important source of realistic and accurate information
for candidates (i.e., providing a realistic job preview). Emphasizing the positive
aspects of a position is important in order to attract desired candidates. However, an
unrealistically optimistic job description may create problems in the longer term if a
new employee’s expectations are not met.

Evaluation of recruitment strategy

Periodically evaluating the effectiveness of your recruitment strategy, such as the type
of sources used for recruiting, can be a useful activity. For instance, a cost-benefi t
analysis can be done in terms of the number of applicants referred, interviewed,
selected, and hired. Comparing the effectiveness of applicants hired from various
sources in terms of job performance and absenteeism is also helpful.

36
Employment Branding
It should be emphasized today that the 21st century belongs to human resources and
to organizational capabilities. In order to attract talent, an organization needs to
differentiate themselves from others. employment branding gets the company the
talent it seek” . The Business Development Bank of Canada (BDC) states that one of
the most important issues in attracting talent today is to market your company . BDC
consultant Bill Guest states, “Potential employees want to know that they will be
working for an organization that has a good reputation. This reputation or culture is
very important to potential talent and true
“branding ensures high motivation and helps align employees’ vision and values”
with those of the organization . As an organization, the people of an organisation
know their market and have a clear vision on how to provide services or products to
that market. Consider how our organization is representing itself in the community.
What is its public presence? What is the public perception? Then do what you can to
clarify, unify and promote that message. In the future, you will likely have to have an
employment marketing vision or employment brand for attracting new talent.
Creating awareness of the organization is another important step in attracting the best
people .

Recruitment Process: FLOW CHART

Phase – I: Pre-Selection

Functional MRF Approving

‘or’ & Authority
Approval
Regional Head

CV Sources
 Internal CV database
 Hiring Consultants
Search
Job Description  e-Recruitment portals
HR
&  News paper Advertisement
Candidate Profile  Internal Reference
(Education, competencies,  Personal Networks
Attitude etc)  Market Intelligence

CV Bank

37
 Phase – II: Selection

CVs not short-listed go to

Initial HR CV Database
Screening (For Future use)

Short-listed CVs
Called for Personal Short-listed CVs
Interviews Tel. Interviews
(Local candidates) (Outstation candidates)

HR co-ordinates to organize the interviews

Preliminary Interviews
(As per the Selection approving Matrix)

Short-listed candidates

Final Interview
(As per the Selection Approving Matrix)

De-briefing & final decision

(Interviewers discuss amongst themselves & with
HR to take a final selection decision)

Phase – III: Post-Selection

38
 Salary proposal
(Approved Authority to prepare it
keeping in mind the Internal
Equity)

Approved authority does Salary Negotiation &

Extends the offer
Offer NOT
Offer Accepted Accepted
HR closes it & sends HR works out the modified
out the offer offer, if possible within
letter the band, and tries to
pursue & seals the offer

HR informs the concerned Functional

Heads & the Regional Heads about the
probable DOJ

HR does the necessary Reference checks & get

the details documented in specified format

Recruitment Cycle Time:

To bring in more dynamism and effectiveness in the recruitment process, HR follows
a specific project deadline of 30days (from the day it had received the approved
Manpower Requisition) to hire a new employee.
The process specific schedule break-up is mentioned below –

Phase Activities Time frame

Role Identification, JD, competency mapping & CV
I 12ays
Sourcing

Initial HR screening / short-listing 2 days

Organizing the Preliminary Interviews 4 days

II
Organizing the Final Interviews 4 days
De-briefing sessions to take the final decisions 2 days
Preparing the Salary Proposal, Negotiate with the
III 6 days
selected candidates & offer closure

39
 CHAPTER-4

RECRUITMENT STRATEGY for parle-g

 By the 30th april of every year manpower plans are prepared ,net requirement
of each department for the year is derived (skill + category wise) by the
HOD’s ,RSM’s BH’s.These future plans are then approved by the MD of the
company.

OBJECTIVE:
a-Recruit qualified, knowledgeable, motivated, engaged and flexible employees.
b- Recruit employees who are likely to be able to fill various parallel and vertical
positions within the organization.

c- Retain employees longer, reduce employee turnover rates, and limit the need for
recruitment activities.

d- Reduce the cost per hire and total cost of recruitment activities in the organization

e.To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time,
f.Also to thrive a strong Employer Branding to attract the best talents available in
the Industry

Equal opportunities

Parle is committed to being an equal opportunities employer which values its staff and
others who come into contact with it, irrespective of gender, marital status,
sexuality, race, ethnic or national origin, colour, gender reassignment, political or
religious belief, disability or age.

In any of our recruitment and selection procedures, we must ensure that there is no
discrimination, either direct or indirect.
Every worker has rights and obligations under various legislated acts. Key legislation
relevant to recruitment practices involves equal opportunity and anti-discrimination in
employment and ensure that recruitment practices are not influenced by any irrelevant
features of the candidate such as age, gender, physical impairment, marital status,
medical record, nationality, cultural background, religion, sexual preference, social
origin, or trade union activity.
Recruitment practices should be based on a candidate’s knowledge, skills and abilities
relevant to those specifically required for the duties of the position. Such practices
should be free from discrimination adhering to legislation) and patronage (such as
employing friends or “jobs for the boys”).
UNDER THE MICROSCOPE

40
To ensure fair treatment:

• Prospective applicants must be given equal and reasonable access to adequate

information about the job and its requirements; and about the selection process;
• Applicants must be considered equally on merit at each stage of the selection
process
• Selection must be based on relevant criteria applied consistently to all the candidates
Equality of opportunity must apply throughout the process;

• Job opportunities are known about and publicised by various means as appropriate
to the post and resources available -internal advertisements, press and agency
advertisements.
• Selection is fair and objective at each stage -we continuously monitor and compare
our equal opportunities statistics to ensure we have a diverse workforce and seek
improvements.

• Those appointed have the necessary skills and competencies for the job –
competencies are detailed in advertisements, job descriptions, and interview
assessment forms.
Descrimination should be avided.
Descrimination in a recruitment process can of following types:

1. Direct Discrimination
This occurs when there is:
less favourable treatment in comparison to another person of a different group; or
less favourable treatment on the basis of a characteristic or presumed characteristic
that is associated with the group the person comes from.
Example:
Not recommending applicants for a position because they are either perceived to be
too young or too old. This is an unreasonable because a persons age is not a
determinant of their ability.

Indirect Discrimination
This occurs when there is a policy, rule or ‘way of doing things’ that might appear on
the surface to be fair or neutral, but which has an unequal effect on certain groups of
people. Indirect discrimination is unlawful when the rule or requirement is
unreasonable.
Example:

1.An agency makes a rule that to be eligible for an promotion to an executive

position, an applicant must have had at least five years’ experience in a similar job.
younger applicants may had the skills, knowledge and capacity required to perform
the job, but not the stated length of experience. this may be indirect discrimination on
the ground of age.
selection panel organises to hold all interviews prior to 8:30am or after 5pm in order
to suit their business. However this indirectly discriminates against applicants who
have reasonable family responsibilities which result in them being unavailable at
these times.

41
The importance of fairness

The employer has the legal responsibility to ensure that no unlawful discrimination
occurs in the recruitment and selection process on the grounds of sex, race, disability,
age, sexual orientation, and religion or belief. Equality of opportunity is an integral
part of the recruitment and selection process, and to this end employers may offer
training and encouragement to any under-represented groups. Examples include pre-
application assistance for those who do not have English as their first language, or
management development training for women where they are under-represented in
management grades Job advertisements may also state that the employer encourages
applications from those groups that are under- represented in the organisation.

Employees and their representatives will also have an interest in fair, non-
discriminatory recruitment and selection policies, and they should be fully consulted
when new procedures are introduced or existing procedures reviewed. The Sex
Discrimination Act 1975, the Race Relations Act 1976, the Employment Equality
Regulations (covering sexual orientation, religion or belief, and age) and the
Disability Discrimination Act 1995 set out the legal requirements for employers.
Organizations should be aware that the provisions of the Disability Discriminatio
Act 1995 not only make it unlawful to discriminate against disabled individuals
without justifiable reason but also require employers to make reasonable adjustments
to the workplace or working arrangements.

RECRUIT FROM DIVERSE BACKGROUND

Another strategy is to consider persons from other career paths with similar
competencies,
. Employers need to think creatively about the competencies or transferable skill sets
necessary for the job, and think beyond their industry specific box. Consider
interviewing someone from a different industry background, seek common skill sets
or common competencies, and explore how that diversity can be mutually beneficial
for your organizational culture.
Diversity should also go beyond industry. By recruiting from all age groups, the
organization of the future could see a five decade spread between employees. The
needs and desires of the younger twenty something talent will be quite different than
the needs of the septuagenarian, and employers will need to adapt. Additionally
diversity must move beyond being a purely intellectual exercise to becoming an
inherent component of organizational values . Diversity for a growing number of
organizations will require talent with differing ethnicity, sexual orientation,
physical abilities, age and gender.

The organisations with an inclusive organizational culture will attract and retain the
much needed talent for the future. The younger talent according to want work to be
fun and to interact with other young people. these young adults may not be “a
predictable source labour as they engage in an endless round of working, going back
to school, and traveling” Generations calls this group of young talent “Millennials”
and describes them as “sociable, optimistic, talented, well-educated, collaborative,
open minded, influential and achievement oriented. Currently this generation is

42
heavily marketed to. organizations look at attracting this M/E generation from other
provinces rather than looking to immigration as a way to solve labour shortages.
companies need to learn lessons from professional sports and take steps such as
offering five-year contracts with agreed severance packages and signing bonuses.
employers should design recruitment programs and management systems based on the
values and needs held by.

􀂃 Work with positive people

􀂃 Be challenged
􀂃 Be treated respectfully
􀂃 Learn new knowledge and skills
􀂃 Work in friendly environments
􀂃 Have flexible schedules
􀂃 Be paid well
􀂃 Be coached and mentored, not micromanaged

These PEOPLE are the talent currently living in our community and attending our
schools. With adequate training, apprenticeship or mentorship they could help
mitigate a skilled worker shortage. The wants of older talent from a job are similar to
those of their children, the Millennials, but many are more concerned about “leaving a
legacy and doing meaningful work than the status of their job title. “Every 7 seconds
another Boomer turns 50” and for the most part they are very concerned about health
and wellness . In a University of Windsor research project on 50+ employees and
retirees, Armstrong-Stassen identified seven ways to attract this talent.

1. Provide more part-time work arrangements, seasonal options

2. Provide training to upgrade current skills and to acquire new skills
3. Provide opportunities to be promoted or transferred
4. Provide management training on how to utilize and manage 50+ employees
5. Create mentoring roles or special projects for 50+ employees
6. Provide phase-in retirement arrangements, opportunities to reduce work time
7. Provide contract, temporary or consultation opportunities
not be enough younger people to fill the void when the baby boomers start to retire .

How fairness/equity can be maintained in the recruitment process:

It is often difficult to ensure and maintain fairness/equity in the recruitment process

although, in every jurisdiction, there are laws that protect individuals and vulnerable
groups from the negative impact of discriminatory practices. Where necessary,
systems, detailed procedures and processes exist or must be established to minimise
discrimination.
-The usual format of job fairs is to have several companies set up information stations
at an expo, with at least one representative of the company present to provide
information. The fairs usually have a common theme or are specific to a certain field
or area of interest. Interested individuals browse through the information provided by
each company and then decide whichcompany, if any, they would like to apply to.
They have the opportunity to talk with a current employee of specific companies to
learn more about the employment experience.
-Each country designates/identifies a group or groups for special notice; women,
visible minorities and the disabled are usual targets.

43
In the legislation, managers’ responsibilities for employment equity are stated as:
• Ensuring effective overall performance and continuous progress of the
employment equity goals within the operation;
• Achieving, fostering and maintaining a representative workforce;
• Showing leadership in employment equity and demonstrating commitment to it by
ensuring that discrimination and stereotyping are not tolerated; and Informing and
educating employees in the organisation about employment equity
and diversity. Government , in ensuring that there were no infringements
against individuals rights, issued general guidelines on workplace diversity, some of
which related to recruitment:
• Integrate workplace diversity with the agency’s goals and business.
• Reflect agency workplace diversity objectives in workplace agreements and
certified agreements.
integrate workplace diversity principles into human resources policies and
practices.
• Include implementation of workplace diversity objectives in the corporate plan,
business plan and client service charters.
• Ensure information about employment opportunities is available in accessible
formats.
• Review recruitment and selection processes to ensure that current and potential
employees are not discriminated against.
• Gather information on demographics.
,
Legal mandate
The recruitment, selection and placement of personnel is done in terms of
the legal framework applicable to the organisation which are engaged in providing
services or products to the public,
The following Acts make certain types of discrimination unlawful in employment
therefore, also cover the total selection process from advertising to appointment:
 Equal Opportunity Act, 1984
 Sex Discrimination Act, 1984
 Racial Discrimination Act, 1975
 Disability Discrimination Act 1992
Human Rights and Equal Opportunity Commission Act 1986 •
Human Rights Legislation and Equal Opportunity Commission Act (1986)
• Equal Employment Opportunity for Women in the Workplace Act (1999)
• The Disability Discrimination Act (1992).

Management of the selection process according to the regulatory framework

ensures accountability. Thus all applicants who qualify are given an
opportunity to compete for appointment, while serving officials may compete
for promotion or transfer.

Initiating Recruitment –
Recruitment is always initiated by Departmental Head for all positions. The initiator
shall send the manpower requisition form to HRD and discuss with HR Head on
possible sources. Any difference in job specifications compared to that in database
would also be discussed. HRD and the Department Head would agree on methods and

44
end dates for recruitment depending on the urgency. The department has the option
of keeping a vacancy in abeyance.

. I. Estimating the number and class of manpower required for

present and immediate future needs.

The first stage in the procedure is concerned with the question of what resources are
needed, i.e. the demand. Details of requirements will emerge from the compilation
and regular revision of the human resource plan. In practice, job vacancies may occur
when an organization or work unit is set up ab initio, when there is expansion, when
any reorganization takes place through changes of policy, technology, location,
mergers, acquisitions, demergers or, most commonly, when employees leave the
organization and need to be replaced. Because of the subtle changes that are
continuously taking place in work organizations, the existence and nature of job
vacancies should not be accepted without question. Sound human resource planning
and job analysis, regularly and systematically reviewed, should ensure that this does
not happen.

one of the most important roles the HR function can perform is to ensure there is a
review of the need for skills and to discuss with line managers how work is being
organized efficiently. Labour turnover offers the chance of changing structure,
analysing work processes, perhaps to decide that there is no vacancy, or that the
competences required are different from those of the previous employee. It is helpful
to think in terms of capability and the competences necessary for successful
performance, rather than the ‘job’ as having an existence. Increasingly, organizations
consider employing people with contracts that depart from full-time, normal working
hours. This allows the organization to access new labour markets. These include short
term, part time, job-sharing, working from home, term-time working, annualized
hours, compressed work hours, twilight shifts and callout contracts among a variety of
working time available. At the same time franchise operations and subcontracting
arrangements provide opportunities for work to be carried out without the employer
bearing the costs and risks of traditional recruitment and employment methods.
Sourcing

The requirements are carefully estimated because any negligence would result in
either overstaffing or understaffing.
The estimation of the number of employees required for each category/cadre or work
level depends on the following factors
 New show rooms /Installed machinery
 Employee turnover in a particular section/department
 Superannuation
 Promotion
 Transfers
 Degree of automation
 Introduction of new processes

Preconditions for Recruitment

45
 On receiving the requirement HRD would assess availability of internal
candidates either on its own or on the advice of the Department. As this would not
be fresh search, this process should not take more than a day. However, if there
are possibilities, which need to be discussed with other departments, it may take
more time.
Database Search - HRD would also simultaneously search the candidates’
database for a possible match. If found the details may be given to the department.
This should take less than a day.

Roles of various players in recruitment.

Recruitment involves a combined effort of various people within the organisation.
Their responsibilities and contributions are being listed out below.

1. CEO
 Approve Manpower Requirements.
 Approve changes in to recruitment policy.
 Approve budgets for recruitment.
 Decide on thrust areas in HR management and recruitment at a
corporate level.
 Interview candidates for selection for Managers and above level
positions.
 Approve exceptional cases of compensation.
 Encourage policies that help restrict recruitment to entry level or
specialised positions.

2. HR Head (ED-HR through GM-HR)

 Coordinate preparation of annual manpower by various functions and
consolidate for discussion and approval from CEO.
 Prepare and present recruitment related trends, projections and issues -
requirements, turnover, company ageing, efficiency of recruitment
methods etc
 Prepare annual budgets for recruitment and get them approved.
 Maintain up-to-date manpower status showing sanctions, vacancies by
function, level etc.
 Suggest changes to recruitment policies, programs in the light of
feedback and problems.
 Highlight HR implications of various business decisions and plans and
suggest courses of action.
 Highlight gaps and anomalies in job specs across levels and functions
 Monitor and assess continuously the recruitment pull of the company
and suggest courses of action.
 Interview candidates for selection.
 Monitor costs of recruitment and keep them within budgets.
 Push gradually for a decentralised approach to recruitment while
keeping basic controls.
 Negotiate compensation with the selected candidates.
 Present the company positively by briefing all interview candidates
about the company, its culture and its plans.
 Ensure that candidate is clear about job terms and company offerings
and is not given any untenable promises.

46
  Maintain up-to-date directory of external agencies - consultants, ad
agencies, printers, media agents etc.
 Ensure a reliable system to communicate with candidates on the status
of their candidature.
 Monitor recruitment expenditure under heads such as media, agencies,
and travel, stay etc.
 Maintain up-to-date and flexible database of industry norms on salary,
benefits, job specifications etc.

3. Business Heads / Functional Heads

 Maintain a comprehensive and flexible candidate database sorted in
many ways.
 Assist HR head prepare consolidated annual manpower plan and
budgets for recruitment.
 Discuss with HR issues such major people intake, abnormal turnover
etc
 Discuss with HR job specifications, profile up gradations.
 Monitor performance of recent recruits.
 Monitor recruitment speed and help decrease cycle time.
 Interview candidates.
 Assess in interviews candidates functional competence and
compatibility.
 Help HR in implementing policies and decisions on recruitment.
 Help HR in coordinating internal placements.
 Conduct preliminary or final salary negotiation within agreed range.
 Ensure that candidate is clear about job terms and company offerings
and is not given any untenable promises.
4. HR. coordinators.
 Do first level shortlist and coordinate with functions head for a final
list.
 Coordinate interview dates among candidates, panel members, place
etc.
 Ensure professional conduct of interviews - accurate and clear
information (to candidates, panel members, admin staff) promptness,
no waiting, assessment records, follow-up communication.
 Conduct a reference check on candidates prior to employment.
 Ensure candidates have a clear understanding of offer terms.
 Have clear agreement of terms with external agencies on services.
 Release payment to external agencies as per agreed terms.

1.MANPOWER NEED ASSESSMENT

Analysis of Need
As a post becomes vacant the manager should review the post and consider:
 Have the duties and responsibilities of the post altered significantly?
 Is there a need to fill the vacancy at this time?
 Is the grade of the post appropriate?
 Have any changes in organisational structure affected the post?

47
  Is the post suitable for jobshare, reduced hours, flexible working?
 What are the budgetary implications of filling the post?
 Can the duties be reorganised amongst the remaining team?
 For shortterm temporary vacancies the manager should also consider
the use of secondment, undertaking higher duties and acting–up
opportunities and referring to the temporary register.

Immediate Need
Departments may maintain a register of suitably qualified relief/supply workers to
provide emergency cover for specific posts. Such workers should be subject to
recruitment and selection process prior to being entered onto such a register. Such
workers should not work in a relief/supply capacity for more than 4 weeks at a time.
Although their details may remain on the register for future use. Should the immediate
need become longer term, the vacancy should be filled by normal recruitment and
selection mechanisms. Where the recruitment and selection exercise is likely to take
longer than four weeks managers may select a relief/supply worker to be awarded a
temporary contract for the duration of the recruitment and selection process.
Vacancy is known in two situations (generally):

1. An employee leaves and there is a vacancy created

2. Business Growth

2.NEW POSTS

In order to create a new post the following steps must be taken:

2.1 The need for the post must be identified by the line manager and supported by the
relevant Director
2.2 A job description and person specification must be prepared by the line manager
prior to the post being advertised
2.4 The post must be formally graded.
2.4 The funding for the post, including the full costs of the post must be identified by
the line manager. In so doing the need to contain management costs within
prescribed limits must be considered.

3. VACANT Post
When an existing post becomes vacant the following steps will be taken:
3.1 The need for the continuation of the post must be determined by the line manager.
In so doing the following issues will be considered:
3.1.1 addressing turnover in the post and the reasons for it
3.1.2 when an employee resigns, an EXIT interview will be undertaken to ascertain
the factors which influenced the decision with a view to taking any necessary
steps to prevent others leaving for the same reasons
3.1.3 if recruitment is difficult in certain jobs or skill sets, consideration may need to
be given to re-designing the job or to introducing more flexible working
arrangements e.g. job sharing, part-time, flexitime etc..
3.1.4 any changes in the nature of the work, the patterns of work, or the methods of
working will be subject to existing local arrangements.
3.2 If it is determined the post should continue the decision to fill the vacancy should
be supported by the relevant Director.

48
3.3 The job description and person specification must be amended by the line
manager

CHAPTER-5

JOB ANALYSIS
As soon as a position becomes vacant, it is important that the Supervisor/Manager
take the opportunity to review the job and person specification. In order to make
effective staff selection, it is necessary to have a current, accurate description of the
job and an understanding of how it relates to other jobs in the organisation. That is,
the job’s principal functions and its accountabilities: “Why, how and what is done?”
”.
A vacancy provides the opportunity to reconsider the duties of the position and to
update the Job Specification in line with current organisational demands and practices
(ie what do you need the job to achieve?). Such a review involves an analysis of the
job that may result in a revised job and person specification. Because of the
importance of both of these documents in the selection process, particular attention
should be paid to the job analysis.
Where a job and person specification is being created, or has been reviewed and there
has been a change in reporting or organisational structure, new responsibilities or
increased work value added to the position, remuneration level advice must be sought
from Human Resources to ensure that the position is set at the correct level. If you are
unsure of whether a revised job and person specification requires this action to be
taken, contact HR for advice.
The proper start to a recruitment effort is to
perform a job analysis, to document the actual or intended requirement of the job to
be performed. This information is captured in a job description and provides the
recruitment effort with the boundaries and objectives of the search. Oftentimes a
company will have job descriptions that represent a historical collection of tasks
performed in the past. These job descriptions need to be reviewed or updated prior to
a recruitment effort to reflect present day requirements. Starting a recruitment with an
accurate job analysis and job description insures the recruitment effort starts off on a
proper track for success
Job Analysis allows those involved in the recruitment and selection for a position to
begin a ‘competency analysis’ to determine which criteria, or ‘competencies’, are
necessary for success in the position. The information that is collected during the job
analysis stage helps in getting a clear picture of the role both technically and
behaviourally.
The technical information is collected through a process of interviewing key people
associated with the role.
The behavioural information is collected via a questionnaire in which a range of
employees who work closely with the role, such as a supervisor, co-worker/content

49
expert, and/or first report, rate the position on a number of criteria. It may be
necessary for Employee Relations to interview those involved in collecting the
information in order to ‘fine-tune’ the information. Job Analysis determines which
criteria, or ‘dimensions’, are necessary for success in the position. These dimensions
are then ranked in order of importance to ensure that the selection procedure is
focused on only the most important dimensions during the recruitment and selection
process. The information collected from the job analysis then helps in the
development of the position description, interview guide, and final selection stage
activities.
􀂃 Position Evaluation
positions are evaluated under classification points in the certified agreements. Where
the position being recruited for is an Alternative Employment Arrangement position it
will need to be evaluated by an appropriate method. This will be organised by ER and
is performed to ensure that the remuneration for the role is in line with market levels.
New evaluations are generally only required when position description is changed by
more than 15%.

Realistic job previews

A realistic job preview involves providing candidates with an accurate and complete
representation of the tasks and responsibilities of the job. It presents the pros and cons
of the job to potential candidates.

Realistic job previews may contain information such as:

• A description of a typical day on the job
Aspects of the job that have been rewarding for others
• Aspects of the job that have been diffi cult for others
• Opportunities for advancement and professional development
• Remuneration and benefits
• Unique requirements: travel, physical demands, shift work, overtime.

Providing a realistic preview is likely to have a range of benefits including:

• Improved job satisfaction
• Increased job performance
• Reduced voluntary turnover, particularly for complex jobs
• Enhanced communication through honesty and openness
• Reduced risk of burnout due to unrealistic expectations.

Realistic previews for a job applicant are of most benefi t when they:
• Are presented early in the recruitment process
• Contain only moderate amounts of negative information
• Are presented verbally.

JOB DESCRIPTIONS
A job description is a key document in the recruitment process, and must be finalised
prior to taking any other steps. It must include:
 the job title (which must be gender neutral)
 the location of the job
 grade or salary scale of the post
 the line manager to whom the postholder is responsible
 any posts reporting to the postholder

50
  main purpose of the job
 main duties and responsibilities
 any special working conditions (e.g. evening or weekend work)

Items that should be included in job descriptions are:

 A note that indicates that, as duties and responsibilities change, the job
description will be reviewed and amended in consultation with the
postholder
 An indication that the postholder will carry out any other duties as are within
the broad scope and purpose of the job as requested by the line manager or
MC.

JOB DESCRIPTION FORMAT

POSITION: Director of Recruitment

DIVISION: Human Resources
ORGANIZATION: Company PARLE-G
LOCATION: BHADURGARH
DATE: Month ABC/01
Approval Signatures:
Incumbent Director

RESPONSIBILITIES:
The position is accountable for planning, organizing and management of recruitment and
compensation services for CompanyPARLE-G

ORGANIZATION STRUCTURE:
The Director reports to the Vice President of Human Resources.
There are 12 full time positions reporting to this position:
3 Senior Recruiters: Ensure ABC has qualified staff for successful operations and that
positions
are correctly classified and negotiated with respective bargaining agents.
3 Senior Compensation & Benefits Consultants: Administers the compensation and
benefit
plans.
1 Systems and Research Analyst: Implements and supports Human Resources related
information technology and systems administration
2 Assistants: Provide administrative support to the Senior Recruiters and Compensation
Consultants.
3 Secretaries: Provide clerical services for the department.
NATURE OF WORK AND JOB SCALE:
Major Functions:
Develop, implement and evaluate compensation and recruitment programs and
services.
Provide leadership to ensure programs and services are successfully delivered through
subordinate staff.
Establishes operating and capital budgets and controls expenditures.
Hire, discipline, develop and terminate staff.
Perform annual performance evaluations of staff.

Challenges:
Develop and implement services where little precedence exists.
Provide on-going services without proper payroll and information systems.

51
Provide services in a unionized setting.
Design, implement and maintain the Aboriginal Employment Plan.
Standardize compensation packages
Develop policies in the assigned areas of responsibility.
Develop a Classification Strategy which takes into account the needs and financial
constraints of the organization and bargained classifications.
Extreme time pressures to develop strategies and programs which impact heavily upon
the organization.
Work with Information Systems to develop and implement HR Information Systems and
Software.
Motivate human resources staff faced with heavy workloads and tight timelines.
The position has significant freedom to act with little or no supervision and the Vice
President
provides the general policies/guidelines that guide the actions of the incumbent.

SPECIFIC RESPONSIBILITIES:
Provide comprehensive corporate recruitment, employment, compensation and benefit
plan programs and services.
Develop, implement and evaluate policies, programs and services.
Hire, evaluate, develop and discipline and/or terminates staff.
Develop policies and procedures for employment, recruitment and compensation.
Ensure programs and services meet the needs of the organization.
Plan programs and services within budgetary constraints.
Provide the direction and development of staff to ensure program delivery.
Work with Information Systems to develop and implement HR Information Systems and
Software.

WORKING CONDITIONS:
The position does not require physical effort. This position is not subject to Occupational
Health and Safety Risks.
The position requires considerable concentration and creativity. It is subject to stress
caused
by a changing environment, diversity in the organization, tight deadlines and workload.

QUALIFICATIONS:
University Degree with a major in Human Resource Management.
7+ years experience in Human Resource Management at the management level.
Ability to lead, motivate and develop staff.
Knowledge of human resource programs and systems.
Able to lead change processes.
Excellent verbal and written communications skills.
Ability to build a team environment and use participatory decision-making.

JD OF A HUMAN RESOURCE EXECUTIVE

HUMAN RESOURCE EXECUTIVE

Provides HR administrative functions in the areas of recruitment, training and

development, people and performance management, social welfare as well as
updating and maintenance of HR records

Responsibilities:
Recruitment Coordinates, negotiates and liaises with employment and
advertising agents on service fee, advertisement recruitment and interview

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 schedules
• Conducts interviews up to Senior Executive levels. Arranges interviews for
management levels. Prepares Letter of Offer to selected candidates and Letter
of Rejection to unsuccessful candidates
 Occasionally sources for free lance designers within short notice and places
them appropriately
 Conducts exit interview
 Training, Conducts orientation program to new employees
 Coordinates and liaises with external Consultants on employees’ training
needs and arranges training schedules for employees
 Evaluates the effectiveness of the respective training programs by obtaining
feedback from employees Welfare
 Attends to employees’ grievances and complaints; provides guidance if
necessary
• Provides feedback to the management to enhance a better and cordial
working environment.
• Organizes corporate events such as company’s dinner, corporate trip, family
day etc HR Administration
 Reviews, updates and maintains proper filing of insurance policy, HR
handbook, company doctors’ list, performance appraisal form and training
schedules
Assists Accountant in planning and preparing annual headcount report and
updating the organization chart
 •Reviews compensation and benefits up to junior designer level
• May need to draft agreement/contract to overseas and local freelancers
Human Resource Management
 Involves in yearly manpower planning and expansion
 Takes charge of HR consultancy projects by appointing HR Consultants for
specific HR projects and coordinates with department heads and HR
Consultants on respective projects
 Conducts interview for management level
 Assists in drafting out Annual Letter and Promotion Letter
 Administers the HR procedures are adhered to
.Handles monthly payroll and yearly IR8A forms for employees
• Manages and appraises subordinates’ performance and their career advancement
• Proposes year-end salary increment to MD


Requirements:
• Degree/Diploma in Human Resources Management, Business
Administration or equivalent
•At least 3 to 5 years’ relevant experience

•Proficient in HR matter

•Able to communicate well with all levels of people

•Good writing skills

• Diplomatic

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
Discreet

2. MANAGER OF FINANCE

POSITION: Manager of Finance

 DIVISION: Human Resources
 ORGANIZATION:PARLE-G
 LOCATION: BHADURGARH
 DATE: Month ABC/01
 Approval Signatures:
 Incumbent Director

RESPONSIBILITIES:
 Responsible for providing efficient, timely and accurate financial services for all
ABC
departments. Supervises, directs and audits the financial operations of the
Accounting
 Department in order to ensure information is efficiently and accurately processed.
Ensures the department prepares timely and accurate financial and statistical
information. Assists with annual strategic planning and business plan
development.

ORGANIZATION STRUCTURE:
 The Manager of Finance reports to the Director of Finance.
 There are six (6) positions reporting to the Manager of Finance:
 Accounts Payable Accountant
 Prepares timely and accurate financial information by reconciling the general
ledger and audits
 Accounts Payable documents.
 Accounts Receivable Accountant
 Prepares timely and accurate financial information by reconciling the general
ledger and audits
 Accounts Receivable documents.
 Treasury Accountant
 Responsible for managing cash flow, investing funds, disbursing funds, preparing
bank reconciliations and reconciling revenues on a monthly basis.
 Accounting Clerks
Performs accounts receivable and payable related functions, including
maintaining sub-ledgers and general ledger accounts.

NATURE OF WORK AND JOB SCALE:

 The Finance department provides services in a complex and multidisciplinary

organization to. As the environment is constantly changing, the division is under
considerable strain with regard to the consolidation of financial information and
the financial accounting systems, policies and procedures require additional
standardization.
 The Manager of Finance has a wide scope of authority and accountability. The
broad scope of responsibility ranges from diverse external contacts to a direct
working relationship with all levels of management within PARLE.

o Major Functions:

54
 Plans, directs and coordinates Accounts Payable, Accounts Receivable and
Treasury.
 Evaluates the financial accounting processes in order to increase operational
efficiency,
 enhance internal controls and provide improved information to management.
 Ensures that high standards of internal control are maintained through regular
reconciliation of general ledger and bank accounts, journal entry reviews, and
proper auditing of computer data.
 Helps to design, implement and maintain the financial reporting system, which
includes
 Accounts Payable, Accounts Receivable and Cash Management.
 Helps the Director to develop accounting policies and procedures in accordance
with Generally Accepted Accounting Principles (GAAP).
 Accurately prepares various monthly financial reports for internal and external
distribution.
 incumbent collects, reviews, and analyzes financial and statistical information.
 Develops and implements financial strategies and policies.
 Prepares and documents the year-end audit and provides assistance to auditors.
 Provides financial management skill development for all levels of staff in all
departments.
 Serves as the key resource for all levels of management regarding the
department’s revenues and expenditures.
 Reviews internal controls, operating trends, business practices, and provides
recommendations to departments in these areas.

 Helps maintain a positive and efficient workplace by providing comprehensive

financial services and information to all levels of ABC.
 Excellent communication skills are necessary to communicate and discuss
changes to policies and procedures, the implications of such changes, and the
resulting impact on workloads.
 Selects, orientates, directs, evaluates, motivates and disciplines staff. Determines
schedules
and deadlines.
 Maintains working knowledge of all collective agreements and human resource
policies and
procedures.
 Coordinates the activities of finance staff for special projects.
 Ensures supplier invoices are paid in a timely manner.
 Directs and maintains a client and non-client billing process and an effective
collection process.

 Major Challenges:
 Expected to meet strict deadlines and respond to frequent requests for financial
information in an extremely short time frame. Evaluating, planning and prioritizing
workloads with constant deadlines are a continuous demand.
 Must continually build, support and meet the expectations of a diverse customer
base, including manages, staff and suppliers.
 Strategic and/or long-range planning is a major challenge given the rapid pace of
change at
 PARLE , particularly during downsizing and restructuring.
 Must adhere to sound and ethical business practices in an extremely political
environment.
 Many requests cannot be solved using a pre-determined and/or structured
process that is
 currently in place. The Manager must evaluate the request and determine the
appropriate
 course of action.

55
 Developing and nurturing a healthy cost-conscious attitude that would result in a
more efficient and effective use of resources throughout PARLE.

Freedom to Act:
 The position has been delegated a wide latitude of responsibility.
 The Manager has the freedom to act and implement appropriate courses of
action. All efforts
 are focused on achieving the overall goals and objectives of PARLE.
 The Manager has the freedom to plan, act and make decisions within the job
parameters.
 This position operates under Generally Accepted Accounting Principles (GAAP).

Contacts:
 The Manager has frequent contact with all levels of management and legal
counsel.
 The Manager has frequent contacts with clients, insurance agencies, collection
agencies,
 suppliers, external auditors and financial institutions
 The Manager works with external consultants on projects that are significant to
the financial
 situation of PARLE.
 The Manager has contact with the IRS for rulings regarding the enter governemtn
legislation.
 The position has contact with State ABC Finance Department for state tax
rulings.

 SPECIFIC RESPONSIBILITIES:
 Plans, coordinates and directs Accounts Payable and Accounts Receivable,
and Treasury Management.
 Ensures that ABC assets are safeguarded by applying internal controls,
reviewing
 accounting reports, identifying and reporting variances, and initiating corrective
action.
 Ensures staff are fully trained and supervised.
 Contributes to a positive corporate image by conducting oneself in a
professional
 manner with all levels of staff as well as external organizations and
individualsImproves PARLE’s efficiency by reviewing financial procedures and
work processes.
 Develops and improves financial policies that help to improve the timeliness
and quality
 of information.
 Facilitates two-way communication among all managers regarding financial
issues.
  follow all governmental laws/regulations with respect to taxes.

 WORKING CONDITIONS:
 Little physical exertion and involves a normal office environment.
 Sitting for long periods of time in front of a computer is common. Results in
repetitive strain on
 the neck and back. Travel requirements are low/infrequent.
 Requires continual mental concentration and attention to details. Errors are
difficult to detect
 and can have significant impacts on the optimal use of PARLE resources.
Extended periods of
 focus and attention and computer use are frequently required.

56
  Strict deadlines must always be met and deadline induced mental stress is
frequent. Frequent
 interruptions to workflow are common. The Manager is required to adjust work
hours and work
 duties as required in order to meet deadlines.
 The changing and complex environment and limited resources require leadership
skills that
 alleviate employee distress and maintain a quality service. This contributes to the
stress placed
 on the incumbent.
 The Manager is often required to make quick accurate day-to-day decisions
based only on precedent and/or experience.

 Information concerning the job can be obtained from a variety of sources

including:
 from someone directly in charge of the work, such as a Supervisor, Branch
Manager, or the Director concerned;
 from personal knowledge or observation of the job being done;
 from current or former job incumbents; and
 from existing staff in the work area.

PERSON SPECIFICATION

Person Specification
The person specification is of crucial importance and informs the selection decision.
The person specification details the skills, experience, abilities and expertise that are
required to do the job. It should be drawn up after the job description and, with the
job description, should inform the content of the advert. The person specification
should be specific, related to the job, and not unnecessarily restrictive - for example
only qualifications strictly needed to do the job should be specified.

The person specification must form part of the further particulars of a vacancy along
with the job description in order that applicants have a full picture of what the job
entails. The person specification enables potential applicants to make an informed
decision about whether to apply and those who do apply, to give sufficient relevant
detail of their skills and experience in their application. The person specification
forms the basis of the selection decision and enables the selection panel to ensure
objectivity It is the organisation’s practice to seek the successful candidate's consent
for it to seek two written references and to ask for documentary proof of
qualifications. Any offer of employment will be conditional on both of these being
satisfactory to the organisation.

Essential criteria are those qualities which are necessary for performance of
the job at a satisfactory level from the first day in the job. They represent a
minimum standard and an applicant lacking an essential criterion will not be
appointed to a vacancy. The over specification of essential criteria can lead
to the unfair exclusion of good applicants.

Desirable criteria are those which would enable an applicant to perform the
job more effectively. The setting of criteria covering personal qualities and
circumstances must be justifiable in terms of the requirements of the post

57
and be applied to all applicants.

format for person specification

Job Title: Campaigner

Department: Campaigns
E = ESSENTIAL, D = DESIRABLE for applicants to meet relevant standard
SELECTION CRITERIA
CRITERIA STANDARD E/D MEASURED BY

Work At least 2 years' experience of E Application form

experienc working or volunteering
e within a campaigning
organisation.

  Experience of working with E Application form/Interview

volunteers

  Experience of carrying out E Application form/Interview

research

  Experience of lobbying and/or D Application form/Interview

working with MPs/civil
servants/local authorities.

  Experience of organising and E Interview/Test

prioritising a demanding
workload

  Experience of setting up events E Application form/Interview

and meetings

Knowledge Knowledge of political E Application form/Interview

processes

  Knowledge of environmental/ D Application form/Interview

conservation issues

Skills Ability to produce accurate E Application form/Test

work to tight deadlines
under pressure

  Ability to communicate clearly E Application form/

in writing and orally to Interview/Test
committees and small
meetings

  Word processing skills/ability E Application form/Test/

to be self-sufficient in Interview
terms of administration

58
  Ability to draft campaign E Application form/Test
literature

Attitude Commitment to An E Application form/Interview

Organisation's aims

Knowledge can be derived in a number of ways, for example through education,

training, or experience.

 For some jobs a particular qualification(s) may be essential, while for others
no single qualification may be appropriate and a particular type of experience
may be just as relevant as a formal qualification. Where qualifications are
deemed essential these should reflect the minimum requirements necessary to
carry out the job to an acceptable standard.

 The type of experience required of applicants should be specified. Simply

specifying a set number of years experience may be contrary to age
discrimination legislation and should be avoided. It is preferable to describe
the type of skills and knowledge that a person would be expected to have
accumulated over such a period and would be able to demonstrate.
Required abilities should be expressed in terms of the standards required, not
just in terms of the task to be undertaken, and should be as specific as
possible. For example, avoid statements such as ‘Ability to write reports’;
instead, indicate the expected standard, such as ‘Ability to write detailed
financial reports that encompass departmental budgeting, annual variances,
and forecasting’.
Great care must be taken if physical requirements are specified. The Disability
Discrimination Act requires employers to make reasonable adjustments to jobs
to make them suitable for people with a disability. It is therefore important that
any physical requirement is stated in terms of the job that needs to be done.
For example a job may require that the appointee ‘must be able to travel to a
number of different locations’. In this instance, it will be necessary to consider
if an ability to drive is required, or whether or not reasonable adjustments can
be made for non-drivers.

5. Recruitment Request– Finance/HR Authorisation Form

Completion of this document is intended to ensure that all staff recruitment is either
covered by the existing approved budget / latest outturn numbers, or for any
additional staff, it is approved by the Finance Director. It enables the appointing
Department to gain appropriate authorisation from senior management to enable the
recruitment process to start. Incomplete forms will have to be returned to the
originating Department for completion, possibly resulting in a delay.
For all appointments the Recruitment Request Form must be signed by Department
Director.
Upon receipt of a fully completed and authorised recruitment form, the HR
Department will take appropriate action to advertise the relevant position within 14
day.

59
Requisition Form to be used when calling for applicants in Employment
Exchanges for recruitment to Vacancies.

1. Office/.Department and address

2. Name and designation demanding officer with telephone No.
3. Name and designation of the officer with telephone No
to whom applicants should report
4. Date, time and place of interview
5. (a) Designation of the post(s) to be filled
(b) Scale of pay allowance
(c) Place of work
6. (a) Number of posts to be filled
(i) Reserved for Scheduled Castes
(ii) Reserved for Scheduled Tribe
(iii) Reserved for ex-service personnel priority/
Reserved for ex-service personnel non-priority
(iv) Reserved for other categories such as disabled
Ex-servicemen/physically handicapped persons.
priority
(v) Unreserved
Non-priority
(b) Duration of Vacancies
Permanent Temporary
Less than 3
months
Between 3
months and
one year
Likely to continue
beyond one year
(c) Probable date by which the vacancy will be filled
7. Qualification required (including age limits):
a. Priority candidates (i) Essential…..
(ii) Desirable….
b. Non-priority candidates (i) Essential…..
(ii) Desirable….
8. Whether willing to wait and consider applicants
from other exchange area, in case local applicants are not available
9. Any other information considered relevant
Certified that while placing this demand, the instructions connected with the orders on
communal representation as
also reservation of vacancies for priority categories of applicants ex-service personnel
etc. in the services have been
strictly followed with due regard to the roster required to be maintained in accordance
with these orders.
Signature of Head of Office
Date:

60
 To
The Employment Officer
Employment Exchange.

6.. VACANCY AND WORKFORCE CONTROL PROCEDURE

6.1 Introduction

This procedure must be used to seek approval to fill a post on either a temporary or
permanent basis, to extend a fixed term contract, to cover maternity leave/long
term sickness absence, to request project work/consultancy and to carry out an
upgrading.
6.2 Process
6.2.1 When the line manager determines that a post should be filled or cover is
required, he/she should complete the relevant sections of a suggested form,
6.2.2 He/she should append the job description and person specification.
6.2.3 The form should then be countersigned by the relevant Director and forwarded
to the Human Resources Department.
6.2.4 When approval is granted for acting-up or secondment arrangements in any
particular department or function, these opportunities should be offered to staff
with the appropriate experience in the first instance. The procedure for filling
approved vacancies follows.

VACANCY AND WORKFORCE CONTROL FORM

Please complete this form by following the instructions and ticking as appropriate
in the boxes provided.
ACTION – Line Manager completes sections A,B,C,D and E attaches job
description and person specification and signs at foot of section E

Line Manager

B CHANGE REQUEST (Please tick as appropriate)

1. Fill a new post
2. Fill a vacant post on a permanent basis
3. Fill a vacant post on a temporary basis or consider secondment
4. Fill a vacant post on an agency basis
5. Cover a vacant post on an agency basis and fill it on a permanent basis

6. Extend a fixed term contract

7. Cover unpaid maternity leave
8. Cover long term sickness/absence
9. Appoint for project work/consultancy
10. Acting up
11. Regrade a post

If you require the services of an agency employee please complete the details
at the end of this form.

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 C FUNDING IMPLICATION (must be completed)
Current funding Funding implications of filling the post
position

Signed______________________________________
Date________________

D POST DETAILS
1. Post title
2. Present or previous postholder
3. Grade
4. Salary (plus on costs)
5. Main duties
6. Hours per week
7. If new post, permanent post or regrading give effective date:
Otherwise give dates of cover or temporary period involved:
From To

E CASE FOR CHANGE REQUEST (please put forward a brief statement of case
to support the request)

Signed______________________________________
Date______________________________
(Line Manager)
ACTION – Line Manager passes to Director

62
 CHAPTER -6

SOURCES OF RECRUITMENT

1. There are three sources of recruitment

Internal Recruitment
 Promotion or movement across Units / Departments
 Databank of applications maintained by Corporate HRD.

External Recruitment
 Advertisement in one or two newspapers having wide circulation.
 Placement agencies / Head hunters.
 Campus recruitment from educational / professional institutes
 (mainly for entry level positions).
 Employee Referral Recruitment: The employees would refer the
 candidates for recruitment

 The nature and seniority of position, urgency of recruitment, costs involved,

sensitivity etc. would form the criterion to choose the appropriate source,
which would be decided by HR Department.

INTERNAL SOURCES
This refers to the filling of job vacancies from within the business - where existing
employees are selected rather than employing someone from outside.A business
might decide that it already has the right people with the right skills to do the job,
particularly if its training and development programme has been effective.
As a conscious focus of the organization to nurture high potential talents by providing
them suitable career growth opportunities within the organization, efforts would
always be made to fill in specific vacancies from it’s existing human resource pool.

The entire process would be done through Internal Job Posting (IJP) and
communication including the job profile, candidate profile, eligibility (who can
apply), application deadline etc. would be made available by HR It is a recruitment
which takes place within the concern or organization. Internal sources of recruitment
are readily available to an organization. Internal sources are primarily three –
Transfers, promotions and Re-employment of ex-employees. Re-employment of ex-
employees is one of the internal sources of recruitment in which employees can be
invited and appointed to fill vacancies in the concern. There are situations when ex-
employees provide unsolicited applications also.

63
Internal recruitment may lead to increase in employee’s productivity as their
motivation level increases. It also saves time, money and efforts. But a drawback of
internal recruitment is that it refrains the organization from new blood. Also, not all
the manpower requirements can be met through internal recruitment. Hiring from
outside has to be done.

Employees possessing necessary skills, knowledge, and experience matching with

those required for the job may apply through the appropriate communication channels
as prescribed in the IJP.

On receiving the requirement HRD would assess availability of internal candidates

either on its own or on the advice of the Department. As this would not be fresh
search, this process should not take more than a day. However, if there are
possibilities, which need to be discussed with other departments, it may take more
time.
Database Search - HRD would also simultaneously search the candidates’ database
for a possible match. If found the details may be given to the department. This should
take less than a day.

1.Refferal programmes:
At this time when the labor markets are facing severe shortage of skilled

64
 manpower and when companies experiment with wide range of recruitment
models (job portals, newspaper ads, direct hiring, recruitment agencies) to fill their
vacant positions with quality talent and combat attrition, ‘Employee Referrals’ is
the new buzz that is catching up too fast.
The concept is not novel though, however, of late it has increasingly become the
favorite option for every other organization for hiring best talent. In most
companies 30 to 40 per cent (or even more) of the new hires come through the
channels of internal referrals, i.e., those candidates recommended by the
company’s own employees. The HR managers assert that employee referrals give
them the best results and are highly cost effective.

The employee referral system is the preferred source of recruitment . today An

increasing number of companies are planning to increase their intakes through
employee referrals between 48 percent to 60 percent. Employees are encouraged to
hunt for talent and they are being suitably rewarded if their referred candidate is
inducted. Candidates hired through referrals stay longer and assimilate faster than
those recruited through other methods, including through the Internet and
headhunters. Furthermore, the referral programme saves 60 percent to 70 percent of
the recruitment cost as it does not involve the cost of engaging head hunters or
placing advertisements.

How refferal programmes are batter than other sources:

1.Quality candidates
Organisations believe that candidates selected through the referral system stand high
on quality and perform better as they are in an organisation which includes their
friends and known colleagues. By referring a good candidate an employee reinstates
the faith and pride which he has in the company. Chances are that a candidate referred
by an employee is most likely to be finally selected.
Employees refer a prospective candidate only when they are happy with their own
organisation. For us the first phase of screening is already over as they refer
candidates whom they are confident are likely to perform well. Employees also
acquaint the referred candidates about our work culture and by the time they come to
us for selection, they know the aims and goals of our company.”

It has been observed that referred employees stay longer with the organisation as they
are in a friendly environment. The referral system has been able to significantly check
the attrition rate in our organisation.” The referrers also supply quality candidates who
are expected to perform better. This is because they want to make an impact on the
organization by showing their commitment to the organization. Moreover, the
candidates referred are well versed with information about the company’s culture and
goals as provided by their friends. They are informed, well in advance, about the
company’s work environment and expectations.

2.Cost savingg
Recruiting candidates through the referral system leads to huge savings for companies
who spend large amounts on advertisements and placement agencies. The monetary
incentive depends on the post for which the candidate is selected. The cost of hiring a
referral candidate works out to be 60 percent to 70 percent cheaper than that of going

65
through an external agency and recruitment advertisement. IT help in cutting costs
which are associated with hiring. Companies work on reducing the average cost per
hire. Recruiting candidates through the referral system results in huge savings as large
amounts on advertisements and placement agencies costs are saved. Companies reveal
that the cost of hiring a referral candidate works out to be 60 percent to 70 percent
cheaper than that of going through an external agency and recruitment advertisement.
Recruiting through referral programs help in finding the right person with right skills
and that too at a nominal cost. It is the most cheapest but effective mode of
recruitment. It also help foster a stronger commitment with employees.

3.Faster recruitment cycles

Referred candidates have a shorter recruitment cycle than candidates recruited
through other modes (either directly or through a placement agent).. Most referred
candidates are likely to take up an offer from a company where he has a known
colleagues rather than joining an unknown organisation.An employee can strongly
convince a candidate into joining an organisation and that really eases our job.

4.Need for incentives

Employee referral schemes are very popular. There are monetary and intangible
benefits for employees in case the referred candidate is finally selected.we should
award employees with cash awards of Rs 10,000 and Rs 20,000 if the referred
candidate gets selected in the interview. In an employee referral scheme ‘Each one
bring one’.
. Employee referral schemes are open to all employees in the organisation. Regular
requirements are posted on the intranet and posters are stuck on notice boards so that
employees are aware of the different positions vacant in the organisation.
To ensure a successful referral system it is important to suitably award those
employees who are bringing suitable candidates to the organisation. This is a strong
motivating factor. An efficient referral system depends upon an efficient internal
system. It needs to be looked into how efficiently the HR department processes the
resumes of the referred candidates and how much the employees are benefiting from
the referral system.

6.Here to stay
Most IT organisations are either planning to increase the intake of candidates through
their employee referral schemes or making an effort to maintain the percentage of
candidates selected through this mode. Considered as a win-win situation for all— the
organisation, the employee and the new inductee—the employee referral system is
certainly here to stay.

Employee Advantage

The referral programs are made tempting by the employers so that employees are
motivated enough to refer their known ones to their organization. The companies,
now-a-days, are giving up huge rewards to the employees who bring in candidates,
specially for hard-to-fill positions, and award them when the candidate is inducted.
The rewards range from cash bonuses to gift coupons and even luxury items. For
instance, Adobe India runs a referral scheme where all employees who have
successfully referred a candidate are eligible for a lucky draw where they can win a
luxury car.

66
Companies are encouraging their employees to refer candidates whom they know. It
also helps in team-building, as it gives employees a reason to feel that they are
contributing to the growth of the company.

.Organisations need diversity

While most organisations prefer the referral system, a few also feel the need to
maintain heterogeneity in their workforce—to ensure diversity within their
organisation.Sometimes referred candidates are from the same background and the
same institute as existing employees like to refer candidates from their ex-institution
or company. This brings in a lot of uniformity. To overcome this we have to recruit
people even from outside to bring in heterogeneity and diversity in our workforce,
which is productive for the company as a whole.” Besides this, there are certain skill
sets, which an organisation likes to acquire directly and not through referral schemes.
An organisation wanting to have the best of breed candidates would like to poach for
them from top organisations, which sometimes becomes difficult through the referral
system.

What goes wrong

Hiring potential recruits through referrals seems to be most advantageous than other
options, however, there are always flips sides to it. Hiring through referrals might
encourage nepotism and other concerns.

Enticed by lucrative bonuses, employees may recommend candidates left, right and
centre. It is also believed that this process has diminishing returns to scale for rather
than referring quality candidates, employees refer tom, dick and harries. Tempted by
the referring incentives, employee recommend candidates who even are unknown to
them. Statistics also reveal that most of the employees refer candidates only to help
the person instead of helping the company or to fetch themselves the incentives and
cash bonuses.

One of the concerns that needs to be given a serious thought is where referrers are yet
to realize that they are accountable for the quality of recommendations they make. A
bad recommendation from them affects their goodwill and commitment towards the
organization.
Some argue that referrals give encouragement to Groupism. Organizations should
ensure that favoritism does not happen and it does not act as a roadblock in
recruitment process. It is also seen that employees refer candidates with same
backgrounds as theirs which results in building up of a uniform workforce and
reduces diversity.
Guidelines for a successful Employee Referral Programme (ERP)
 For any referral programme to be successful it is important for the senior
management to be committed for the same. ERPs must be clearly
communicated from top-down to make it clear that it’s everyone’s job to
actively search for talent.

 Involve and reward employees: All employees whose referred candidates get
selected need to be suitably rewarded and encouraged. This will motivate them

67
 to refer qualitative and productive candidates, which in turn would help the
organisation to grow.

 High importance to resumes: Pay special, fast track treatment to resumes

referred by employees. Employee-referred candidates should be called
quickly.

 Let employees track progress: Rather than bombard the recruiter with calls
and e-mails to see if a friend has been hired, employees should check the
status of referred candidates themselves. Along the same lines, send
employees e-mails to let them know how their referred candidate is advancing
in the hiring process.

Make it easy to refer: Employees should be able to look at available openings

and ‘push’ them out to their friends with the click of a mouse.

Promote constantly: Weekly ‘hot job’ e-mails combined with e-mails announcing the
list of employees who have referred successfully are great ways to keep the ERP
momentum strong. Motivate staff with company-wide, congratulatory e-mails from
the CEO about those who took the time to make referrals. Posters on the refrigerator
and in the bathrooms work well too.
Pay it fast: When an employee is entitled to a finder’s fee, pay it on time. Don’t
force employees to follow up on fees that they have earned.

Promotion-
the eligible candidates are promoted to the next post.generally higher positions are filled
by the promotions as the existing candidate know the work environment better that
employee know the resposibilities,duties,skill required for the post .promotion is the
method which enhances enthiciasm,energy of the employees as they know if they will
show their talent ,skills in the work ,then they would be rewardeed in the form of
promotion.this form of recruitment is published in the organisation through staff
meetings.thare it is discussed with everybody like representatives of the departments
managers,directors.who collectively reach to a common consesus about the eligible
person for the vacant post.Ttraining would be given to the candidate.People crave for the
promotion not only because of salary increament but today everybody wants to lead,to be
respected as a leader .they crave to be a leader and increse the subordinate numbers.

Rotation –in rotation the vacant positions are filled through the candidate who are
present in some other designation requiring the same skills .in this the wont be needing
the training and it it would prove to be a better source of change .the employee would
enjoy the new position and work.it reduses stress level and boredom .if a person continues
to work in the same environment for a continous and longer period of time then it may
lead to the reduction of his interest that will affect his performance.rotation should be
done from time to time in the organisation .this process also helpa in learning new skills
which will make the employee a multifacet peson who has the ability to handle the task
and perform the responsibility in the absense of that employee.
For example –if a sales executive is tranfered to the marketing department then he will
learn the marketing skills too which will enhance his skills and remove the boredom
of the same work. Thus notice for the same would be desplayed on the notice board
to invite the applicant.

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: Notice
One executive of the sales department is
Maintain a pre-screened applicant
required to be pool transferred at the
Organizations can delay hiring until staff
marketing vacancies Interested
department. reach crisis proportions. They
then initiate a recruitmentemployees
process thatgive their names to new
is designed to bring the employees on board
as soon as possible. The unfortunate
marketing result eligible
dapartemnt is hiring employees who meet the
candidates
minimum requirements, but nothing more .
would be selected by marketing manager.
Have a pool of pre-screened,
For moreinterviewed applicants
details contact marketing always available to be called for
manager
interview with the hiring supervisor. When using this approach, it’s important to
minimize the amount of time between the initial interview and the second interview to
prevent top-quality applicants from being hired elsewhere.
Human Resources will need to do continuous recruiting and screening, even when
there are no current vacancies.

Re-employment of ex-employees - Re-employment of ex-employees is one of

the internal sources of recruitment in which employees can be invited and appointed
to fill vacancies in the concern. There are situations when ex-employees provide
unsolicited applications also.

PROCESS OF COODUCTING INTERNAL RECRUITMENT:-

Internal vacancies are usually advertised within the business via a variety of media:

Onboarding-
Onboarding" is a term which describes the process of helping new employees become
productive members of an organization. A well-planned introduction helps new
employees become fully operational quickly and is often integrated with a new
company and environment. Onboarding is included in the recruitment process for
retention purposes. Many companies have onboarding campaigns in hopes to retain
top talent that is new to the company, campaigns may last anywhere .

- Staff notice boards - notice boards are such places in any organisation or
institution,which are surely looked upon at least once in a day by an employee and the
content written on it is discussed in the groups thus if vacancies are displayed in the
notice boards then they would come in the notice of entire organisation and they can
think of any of the above options if possible for them. Staff notice boards are
generaaly not applicable for the middle or managerial level jobs rather they are
proved to be a good sorce of recruitment in cae of lower level of executive level jobs.

Notice
2 posts in the finance department are
available a a vacancy.all the employees are
notified here to refer 2 candidates .in case
- the reffered candidates are selected ,the
employee would get necessary benefits.
Qualification-B.com
WORK EXPERIENCE-1-2 years
For more details kindly contact surendra kumar
(finance manager)

69
keep and sift again through previous applications:=a database is maintained
of all the prevous applixations and whenevr the need is felt these peole are also
contacted.

Intranets-companies generally have wi-fi service or intranet to communicate within

the sphere of organisation .nowadays this is the most in use method in the current
senerio of internet .today people opt for internet better for the job offers than any
other option

- In-house magazines / newsletters (for example, Emap, a major publishing

business) have a weekly staff magazine devoted solely to advertising jobs within the
organisation-some organisation also have their own magazines which are published in
a month,a weak or on daily basis..these newsletters or magazines contains all the
events ,news related to the organization

- Staff meetings- if vacancy is there or company is planning to open any more plant
or diversify its business ,want to add any more dapartments .then these are discussed
directly in a staff meeting.where we can have repreentatives of different dapartments
who can suggest the best method of recruitment,suggest any references or any other
options likely to be pondered upon.

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 next
level. By contrast, assessments of external recruits are based on less reliable
sources, such as references, and relatively brief encounters, such as interviews.
 insiders” know the organisation, its strengths and weaknesses, its culture and,
most of all, its people.
 Promotions from within build motivation and a sense of commitment to the
organisation. Skilled and ambitious employees are more likely to become
involved in developmental activities if they believe that these activities will
lead to promotion.
 Internal recruitment is cheaper and quicker than advertising in various media
and interviewing “outsiders”. Time spent in training and socialisation is also
reduced.

Gives existing employees greater opportunity to advance their careers in the

business
 May help to retain staff who might otherwise leave
 Requires a short induction training period
 Employer should know more about the internal candidate's
abilities (= a reduced risk of selecting an inappropriate
candidate)

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 Usually quicker and less expensive than recruiting from outside

71
HOW INTERNAL RECRUITMENT PROCESS CAN BE MADE MORE
EFFECTIVE
Challenge
HR department can improve their internal recruitment processes by professionally
sourcing talent. Since recruiting can be very time-consuming, especially when
erformed by a small team, recruitment firms can help relieve some of the stress faced
by the HR department. .A company specializing in risk management encountered an
internal recruitment problem when they chose to split into two separate companies.
Due to the desire to improve their internal recruitment process, as well as the need to
fill positions, the company need a recruitment firm with diverse capabilities to help
72
alleviate the company's situation.By finding a recruitment firm with talent acro ss
many areas, the company can refine their internal recruitment process and fill vacant
positions, resulting in significant savings of money and time.

Strategy
The company chose to collaborate with HRworks to fill their available positions.
HRworks' recruiters had experience in many areas that would benefit the company:
Finance, IT, Customer Service, Operations, etc. In addition, HRworks' flexibility and
scalability would allow for quick adjustment to the company's business needs.

HRworks used a broad recruitment strategy that included networking with candidates
through several different facets. Not only did HRworks' recruiters engage in
significant Internet mining, but the recruiters also reevaluated the company's ATS to
ensure that all candidates who had previously applied for positions were reconsidered
if eligible.

 
EXTERNAL SOURCES OF RECRUITMENT
External recruiting methods can be grouped into two classes: informal and formal.
Informal recruiting methods tap a smaller market than formal methods. These
methods may include rehiring former employees and choosing from among those
“walk-in” applicants whose unsolicited résumés had been retained on file. The use of
referrals also constitutes an informal hiring method.
Because they are relatively inexpensive
to use and can be implemented quickly, informal recruiting methods are commonly
used for hiring clerical and other base-level recruits who are more likely than other
groups to havesubmitted unsolicited applications. Former students who participated in
internship programmes may also be easily and cheaply accessed.

Formal methods of external recruiting entail searching the labour market more
widely for candidates with no previous connection to the organisation. These methods
have traditionally included newspaper/magazine/journal advertising, the use of
employment agencies and executive search firms, and college recruitment. More
often, now, job/career fairs and e-Recruiting are reaching the job seeker market.
Posting vacancies externally through the various arms of the media5 or via
employment agencies reaches a wider audience and may turn up a greater number of
potential candidates from which the organisation can choose.
At the same time, this method is relatively expensive and time-consuming as the
organisation works through initial Running advertisements in newspapers, periodicals
and journals will continue to be an important way to reach potential candidates. Less
popular is the use of the audio and visual media. advertisements, short-listing,
interviewing and the other processes that precede selection.
Even then, there is no guarantee that the results will be satisfactory to the
organisation, since the cost of advertising often limits the frequency and duration of
the job posting, as well as the amount of information made available, thus making it
difficult for a job seeker to accurately judge the worth of the position being offered.
In addition, the organisation may hire a
candidate who fails to live up to the high potential displayed during the selection
process.

73
POSTING VACANCIES
As indicated earlier, job posting refers to the practice of publicising an open job to
employees (often by literally posting it on bulletin boards) and listing its attributes,
such as criteria of knowledge, qualification, skill and experience. 2 The purpose of
posting vacancies is to bring to the attention of all interested persons (inside or out of
the organisation) the jobs that are to be filled.

Before posting a vacancy, management needs to decide whether:

 it intends to retain the job in its present form and with its present title,
remuneration and status;
 selected attributes of the job, for example, skill or experience, will change;
 there are sufficient qualified, potential applicants serving in other positions
within the organisation who may be potential candidates for that job;
 the existing organisational policy on recruitment is still applicable (for
example, whether referrals, by staff members, of friends and family are still an
acceptable way of filling vacancies);
 the organisations stands to benefit more, in the long-term, from recruiting
applicants from external sources.

Attracting Talent
Attracting talent is more difficult today. A recent Manpower employer survey
indicates that employer have to become more aggressive and more creative in of their
recruitment techniques because they are not finding all the people they
need.Interestingly, talented employees “understand their value on the street and are
prepared to walk if their needs aren’t met.
Successful recruitment may well depend on becoming familiar with the needs of
employees,then following through to meet those needs, and finally making it known
that your organization is a good place to work. The core needs for most of us are “to
do meaningful or intellectually stimulating work, in a pleasant environment where
efforts are recognized, while allowing time for a life”. How then does an employer
articulate a need for talent that resonates with the need.

In line with the approved manpower plan, the HRD Department would
initiate the recruitment process., if there is a possibility of the position being
filled with internal candidates, the same would be suggested by the HR
department(in consultation with the Functional & Departmental Head.

Employment at Factory Level – This a source of external recruitment in which

the applications for vacancies are presented on bulletin boards outside the Factory or
at the Gate. This kind of recruitment is applicable generally where factory workers are
to be appointed. There are people who keep on soliciting jobs from one place to
another. These applicants are called as unsolicited applicants. These types of workers
apply on their own for their job. For this kind of recruitment workers have a tendency
to shift from one factory to another and therefore they are called as “badly” workers.

.Advertisement agency

74
Advertising agencies for recruitment offer expertise and time saving assistance to
companies seeking qualified employees. Human resources departments are frequently
busy, and may not be up to the task of hiring one or more new individuals in a
competitive labor market. A recruitment ad agency has an established network and
database of professionals, expertise in the industry, and is recognized in the
advertising community.

Ad agencies for recruitment pricing and costs vary with each firm. Most agencies
charge a fixed fee based on a percentage of the recruit's salary. The specific
percentage is based on the job position and region. Agencies typically charge a 10 to
20 percent fee, but recruitment advertising fees can be as high as 30 percent of an
employee's first year salary. Consider the following when researching recruitment
advertising agencies.

1. Research the reputation, pricing and success rate of recruitment advertising

companies.
2. Compare and contrast cost and service. Make certain the benefits outweigh the
costs.
3. Be aware of hidden costs and fees.

Action steps:
1.Weigh the benefits and costs of ad agencies that specialize
recruiting
Ad agencies write the ad copy for the job notice, handle inquiries, screen prospective
employees and conduct interviews. After the interviews, the agency selects two to four top
candidates. You choose the candidate and the ad agency makes an offer. A 10 to 15 percent
commission charge is standard
For example, a $40,000 annual package will cost your company about $6,000.
For example BNET analyzes recruitment costs and offers pricing and statistical data.

.2. Research hidden costs and fees charged by recruitment

advertising companies
Travel expenses, teleconferencing charges and candidate testing are a few of the possible
hidden costs an agency may charge. Look for a recruitment ad agency that assure potential
clients that there are no hidden fees. Some offer flat rates. It is also standard to charge a
percentage of the hire's salary plus advertising fees. Be wary of agencies that charge other
fees.

3.Look into the background, cost and success rate of recruiting ad

agencies
Be certain that the recruitment advertising agency you hire has a reputation for acquiring
quality employees. Ask to see a success rate. A bad hire can cost businesses money. Some
agencies guarantee to replace an undesirable recruit free of charge. Gather information about
recruiting ad agencies, what they cost and how they operate. For example ,  AXXIS
Advertising specializes in recruitment advertising. AXXIS has discounts, special
offers and promises to be cost effective. Savings are commonly 10 to 20 percent at
AXXIS, with a definite annual savings of about 3 to 20 percent each year.

Reasons behind hiring ad agencies:

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Advertising is a highly complex business. It requires multifaceted expertise and
experience. It involves objectivity. It involves objectivity. It involves huge
investments and many other things. So the is the reason why small business SEO
agency hire ad agencies.
Expertise and experience an advertising agency brings together people with the
required expertise and experience of the various sub-disciplines of advertising. So we
have copywriters, visualizes, researchers, photographers, directors, planners and
people who get business and deal with clients working in ad agencies.
All these people have both expertise and
varied experience in their respective sub fields.
An agency molds all these people into a team and gives them a highly conductive
work atmosphere. The agency makes the best use of their talents and experience to
deliver rapidly, efficiently and in greater depth than a company or organization could
do on its own.

An ad agency acquires experience by working with a variety of clients and in a

variety of market situations. Also the varied background of its employees provide a
much broader perceptive. Advertising agencies are highly professional. Objectivity is
a major virtue of ad agencies. They operate in a strange way.
What gets them business is their reputation. And reputation is built up by their
professionalism and objectivity.

If an organization hires some people to do it's advertising, they cannot be objective all
the time. They have to work under a lot of constraints. However, ad agencies being
outside intermediaries can be objective. They offer independent and detached
viewpoint and suggestions based on objective analysis.
If a small business SEO Agency wants to hire people to do advertising, it cannot
provide them work all through the year. Also most experts in the field of advertising
like directors, musicians, web designers, photographers charge huge amount and
managing all talents required to produce advertising campaigns is not an easy thing.
About 98 percent of small business website the world over hire ad agencies is proof
enough about the cost effectiveness of the agencies.
Also the kind of consistent, powerful and compelling advertising that can be created
by using the expertise, experience, objectivity and professionalism of ad agencies
cannot be measured economically.
Some advertising agencies specialize in
particular types of advertising like financial, or recruitment ads etc. Some agencies
confine their service to a single medium like television, radio, outdoors and so on.
While there is no standardization in term of size and range of service offered,
agencies also differ in organizational structure, attitude, and orientation. Some
agencies are market-oriented and are focused on sale figures. Such agencies do not
bother much about creativity. Some other agencies are creativity-focused and come up
with entertaining and award winning advertisements. Most agencies, however, try to
combine both market-orientation and creativity.

Traditional agency

Also known as employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agency’s books. Recruitment consultants then

76
work to match their pool of candidates to their clients' open positions. Suitable
candidates are short-listed and put forward for an interview with potential employers
on a contract or direct basis.

Compensation to agencies take several forms, the most popular are:

A contingency fee paid by the company when a recommended candidate accepts a job
with the client company (typically 20%-30% based and calculated on the candidates
first-year base salary – though fees as low as 12.5% can be found online[1], which
usually has some form of guarantee (30–90 days standard), should the candidate fail
to perform and is terminated within a set period of time (refundable fully or prorated)
An advance payment that serves as a retainer, also paid by the company, non-
refundable paid in full depending on outcome and success (eg. 30% up front, 30% in
90 days and the remainder once a search is completed). This form of compensation is
generally reserved for high level executive search/headhunters
Hourly Compensation for temporary workers and projects. A pre-negotiated hourly
fee, in which the agency is paid and pays the applicant as a consultant for services as a
third party. Many contracts allow a consultant to transition to a full-time status upon
completion of a certain number of hours with or without a conversion fee.

Examples of POPULAR ad agencies

SMART
TAXI
OMNICOM GROUP
WPP GROUP
GROUP
PUBLISIS

.e-RECRUITING OR ONLINE RECRUITING

Online recruitment, also known as e-recruitment, is the use of technology to attract
candidates and aid the recruitment process.

the growth of online recruitment has increased in recent years. Almost two-thirds of
respondees to our Recruitment, retention and turnover 2009 survey describe
themselves as using e-recruitment.

Eighty-four percent of respondents have made greater use e-mail applications in the
last three years. Over seven in ten organisations also say they are advertising jobs on
their corporate websites and using online applications. Currently, online testing (used
as part of the selection process in some way by a quarter of respondees) is less
prevalent, although this is also growing.

The key drivers for e-recruitment identified in the survey among those making use of
technology were reducing recruitment costs (cited by 71%), broadening the selection
pool (60%) and increasing the speed of time to hire (47%). Over a third of respondees
believed it brought greater flexibility and ease for candidates, and over a quarter
believed it strengthened the employer brand. However the survey revealed some
concerns that e-recruitment could increase the number of unsuitable applicants and
that it could act as a barrier to recruiting older workers. Such sites have two main
features: job boards and a résumé/curriculum vitae (CV) database. Job boards allow
member companies to post job vacancies. Alternatively, candidates can upload a

77
résumé to be included in searches by member companies. Fees are charged for job
postings and access to search resumes. Since the late 1990s, the recruitment website
has evolved to encompass end-to-end recruitment. Websites capture candidate details
and then pool them in client accessed candidate management interfaces (also online).
Key players in this sector provide e-recruitment software and services to
organizations of all sizes and within numerous industry sectors, who want to e-enable
entirely or partly their recruitment process in order to improve business performance.

The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal
amount of administration. Online recruitment websites can be very helpful to find
candidates that are very actively looking for work and post their resumes online, but
they will not attract the "passive" candidates who might respond favorably to an
opportunity that is presented to them through other means. Also, some candidates who
are actively looking to change jobs are hesitant to put their resumes on the job boards,
for fear that their current companies, co-workers, customers or others might see their
resumes.
Many different organisations use online recruitment as a cost-effective method of
recruiting new staff. It is popular among job-seekers - latest figures from the British
Market Research Bureau show that using the Internet is the favoured job-hunting
method for one in four UK adults, with the most likely job hunter to be 33 years old
with 11 years experience, according to the National Online Recruitment Audience
Survey Job search engines

The emergence of meta-search engines, allow job-seekers to search across multiple

websites. Some of these new search engines index and list the advertisements of
traditional job boards. These sites tend to aim for providing a "one-stop shop" for job-
seekers. However, there are many other job search engines which index pages solely
from employers' websites, choosing to bypass traditional job boards entirely. These
vertical search engines allow job-seekers to find new positions that may not be
advertised on traditional job boards, and online recruitment websites.
.
1 It is important to remember when designing a recruitment campaign that online
job hunting is not the first choice for all. The online software provided by those
who specialize in online recruitment helps organizations attract, test, recruit,
employ and retain quality staff with a minimal amount of administration. Online
recruitment websites can be very helpful to find candidates that are very actively
looking for work and post their resumes online, but they will not attract the
"passive" candidates who might respond favorably to an opportunity that is
presented to them through other means.
2 Also, some candidates who are actively looking to change jobs are hesitant to put
their resumes on the job boards, for fear that their current companies, co-workers,
customers or others might see their resumes.

ADVERTISING VACANCIES:

HRD shall arrange to get the advertisement designed, composed and checked for
release. This should take less than a week. Keeping the department informed, HRD
would release the ad for publication in journals decided upon. HRD would have on
roll specialised agents for ad release in various publications to ensure getting the best

78
 rates. While releasing ads HRD may include similar positions even if vacancies do not
exist but are foreseen. Advertisements for the same position would not be released
within six months.
Advertisements would include items such as job specs, candidate specs, company
information, contact information etc. Advertisements would be designed by a creative
agency and HRD coordinate with them ensuring completeness and correctness of the
ad including correct representation of corporate name, logo and symbols

Vacancies can be posted in different manners on internet.

a.OWN WEBSITE
The amount an organisation invests in its online recruiting (from custom designed
sites to basic information pages) will depend on organisation's ‘e-strategy', resources
available and competitor activity. The basic option is to provide a list of vacancies
and contact details. A more in-depth approach would involve a dedicated web site
area that gives details of vacancies, person specifications, benefits and the application
process egg complete online application forms. Large organisations may have areas
for specific types of employee's egg graduates, technical specialists or have a search
facility for candidates to view all vacancies.

Job areas are often signposted directly from an organisation's home page so that more
general browsers can access them too. An intranet may also be used to host vacancies
for internal staff to access.
organisations can take a ‘partnership' approach, working closely with recruitment
consultancies and specialised web agencies who manage the online process for
them as they don't have the necessary skills in-house.

WE may have areas for specific types of employee's egg graduates, technical
specialists or have a search facility for candidates to view all vacancies.
Job areas are often signposted directly from an organisation's home page so that more
general browsers can access them too. An intranet may also be used to host vacancies
for internal staff to access.
 take a ‘partnership' approach, working closely with recruitment consultancies and
specialised web agencies who manage the online process for them as they don't have
the necessary skills in-house.

FOR EXAMPLE ,,parle has its own website and displays opening time to time on that
website.here job postings can be done without any sort of cost or fees.job openings
are published both on intranet and internet i.e to the insiders as well as outsiders.

79
 current openings in parle pvt ltd
Department: Engineering
Designation:Draftsman
Location:Mumbai
Desired Profile:
1. Education Education: Diploma / Engineer holder.
2. Target oriented, hard working, responsible and sincere and excellent
communication skills.
3. Experience:  4 - 5 Years
4. Location: Mumbai
5. Compensation: Salary is not a constraint
Job Description:
6. The candidate should be a qualified draftsman fully familiar with latest
version of AutoCAD and related softwares.
7. He/She should be very familiar with preparation of layouts, equipments
drawing, instrumentation diagram, bill of material and knowledge of design of
machineries will be added advantage.
8. In addition, he/she will be required to keep all soft and hard copies of the
drawing and technical documents in safe custody.
9.
Contact Person: Mr. Abhijit Pawar (pawaram@parle.biz)

Traditional recruitment advertiser:

 Ad Club, a full-service leader in social recruiting and traditional recruitment
advertising
 The other two big players, Careerbuilder and Hotjobs,
 Monster.com
 Google ad words
 Naukari.com

1.Executive - Recruitment ( For FRESHERS) - South Delhi / Gurgaon (0-2 yrs.)

Parle-g (mumbai)
Example of job postings at naukari.com
The job involves - Understanding of Requirement for HR Talent - Sourcing / headhunting the
profiles for the external clients. - Scheduling of Interview. - salary Negotiation - Handling
Joining

SMS APPLY SIUW4 to 5607055 to apply to this

View & Apply   |   Similar Jobs
job*

2.Mba freshers (0-5 yrs.)

Parle-g (bhadurgarh)
We are looking for talented freshers (0-2)in MBA marketing, MBA finance and MBA HR
,Candidates should have excellent communication skills.

View & Apply   |   Similar

SMS APPLY T39M4 to 5607055 to apply to this job*
Jobs

80
 Job Board Aggregators:or commercial jog boards

These are large databanks of vacancies. These may be based on advertising in

newspapers and trade magazines, employment agencies, specific organisation
vacancies and many other sources. They often have questionnaires or tests for
applicants to improve their job-hunting skills to act as an incentive for them to return.

Placing recruitment ads on sites like Indeed.com, Simplyhired.com will garner

good results and they’re free.

Example:

Joiner wanted.

Good pay (if we have enough spare cash at the end of the
week). Must be able to cope with a workshop full of
embittered employees (Arsenal supporters) who
have given up on a bunch of limp managers who
would sooner blame others for the misfortunes of
the company rather than their own nepotism. (PS the
boss's son runs the workshop!)

Optimization is another great traffic generating technique that a company’s career site
needs.  A properly optimized site allows the search engines to include your company in
the organic results listing.  If a job-seeker searches for “accounting jobs Houston” – all
properly optimized sites for that search term will come up in the results field.  Most ATS
systems don’t account for optimization, this can be overcome by enlisting the help of an
SEO (search engine optimization)

Cutting job board costs and reaching applicants directly will save employers hundreds
of thousand of dollars a year.  Proper online presence will also increase brand
awareness and protect a company’s reputation.  As online recruiting continues to
evolve one thing is certain, it’s here to stay; those who capture it effectively will have
the advantage.

b. SOCIAL NETWORKING SITES

Using sites like LinkedIn, Twitter and Facebook provide a great way for recruiters
to get in touch with prospective employees, former workers and others who might
assist in finding quality applicants.  Companies can use these sites for free and if
set-up effectively, social media can be a great tool in the recruiting arsenal.
Also, more and more applicants are searching within social site databases for leads and
company information.   From the job-seekers point of view, they can quickly find
information about a company’s culture, possible employee connections and if they’re
lucky ask the hiring recruiter questions. 
These are all options traditional job boards don’t offer – a big plus for social recruiting.
Today Pricing for the Monster Social Recruiting Solution:  $12,000.00 for set-up.  If you
just want the Monster job feed – $1500.00 per site.  Additional social media ads can be
purchased for $650.00 per 1 million impressions.

81
 Ad Club’s Social Recruiting Package price: No Set-up charge – $399 per month.

Example of ads found on facebook

Online recruitment has the potential to:

 speed up the recruitment cycle and streamline administration
 allow organisations to make use of IT systems to manage vacancies more effectively
and co-ordinate recruitment processes
 reduce recruitment costs
 reach a wide pool of applicants
 make internal vacancies widely known across multiple sites and separate divisions
 provide the image of an up-to-date organisation, reinforcing employer branding and
giving an indication of organisation culture
 offer access to vacancies 24 hours a day, 7 days a week reaching a global audience
 be a cost effective way to build a talent bank for future vacancies
 help handle high volume job applications in a consistent way
 provide more tailored information to the post and organisation e.g. case histories of
the ‘day in the life' or self-assessment questionnaire or quiz to assess fit with role
TIME PERIOD
THESE ADS WHICH ARE PLACED ONLINE SHOULD BE PRESENT THERE FOR 1 MONTH
CONTINOUSLY WITHOUT SPECIFYING ANY SPECIAL DAY IN THE ANICIPATION OF AN
OPENING.

For effectiveness in the use of the strategy of e-Recruiting, following ponts are to
be considered:

 use specialised Job Sites that cater to specific industries;

 thoroughly assess the service level provided by Job Sites to ensure that they
maintain the level they claim to provide;
enhance the Corporate Web Site as a tool to encourage potential job seekers to
become interested in joining the company;
 take advantage of the fact that Internet job advertisements have no space
limitations so recruiters can use longer job descriptions to fully describe the
company, job requirements and working conditions offered;

82
  use valid Search Engines that will sort candidates effectively, but will not
discriminate against any persons or groups;
 create attention-grabbing newspaper advertisements that prompt people to visit
the company’s website. They will then see all vacancies that are advertised;
 encourage employees to e-mail job advertisements to friends;
 design and implement a successful e-Recruitment strategy.

Niche recruiters-
More and more we[who?] are seeing the emergence of specialized firms which only
staff for a very narrow specialty. Because of their focus, these firms can very often
produce superior results due to their ability to channel all of their resources into
networking for a very specific skill set.

This specialization in staffing allows them to offer more jobs for their specific
demographic which in turn attracts more specialized candidates from that specific
demographic over time building large proprietary databases. These Niche firms
tend to be more focused on building ongoing relationships with their candidates as is
very common the same candidates are placed many times throughout their careers.

Head hunters
headhunter are industry term for a third-party recruiter who seeks out candidates,
often when normal recruitment efforts have failed. Headhunters are generally
considered more aggressive than in-house recruiters or may have preexisting industry
experience and contacts. They may use advanced sales techniques, such as initially
posing as clients to gather employee contacts, as well as visiting candidate offices.
They may also purchase expensive lists of names and job titles, but more often will
generate their own lists.
They may prepare a candidate for the interview, help negotiate the salary, and
conduct closure to the search. They are frequently members in good standing of
industry trade groups and associations. Headhunters will often attend trade shows and
other meetings nationally or even internationally that may be attended by potential
candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidate’s annual compensation). Due
to their higher costs, headhunters are usually employed to fill senior management and
executive level roles. Headhunters are also used to recruit very specialized
individuals; for example, in some fields, such as emerging scientific research areas,
there may only be a handful of top-level professionals who are active in the field. In
this case, since there are so few qualified candidates, it makes more sense to directly
recruit them one-by-one, rather than advertise internationally for candidates.
While in-house recruiters tend to attract
candidates for specific jobs, headhunters will both attract candidates and actively
seek them out as well. To do so, they may network, cultivate relationships with
various companies, maintain large databases, purchase company directories or
candidate lists, and cold call prospective recruits.
It is re commended to use a head-hunter (recruitment consultant who keeps a book on
capable people and who buys them lunch from time to time for a confidential chat that

83
"may be beneficial to your future"). Be careful in 18 months time the head-hunter may be
ringing up that recruit you secured via their services to persuade them that another job
move may be profitable.

Passive candidate research firms

These firms are the new hybrid firms in the recruitment world able to combine the
research aspects (discovering passive candidates) of recruiting and combine them with
the ability to make hires for their clients. These firms provide competitive passive
candidate intelligence to support company's recruiting efforts.
Normally they will generate varying degrees of candidate information from those
people currently engaged in the position a company is looking to fill. These firms
usually charge a per hour fee or by candidate lead. Many times this uncovers names
that cannot be found with other methods and will allow internal recruiters the ability
to focus their efforts solely on recruiting.

COLLEGE RECRUITMENT
College recruiting – sending an employer’s representatives to college campuses to
prescreen applicants and create an applicant pool from that college’s graduating class
– is an important source of management trainees, promotable [entry-level] candidates,
84
and professional and technical employees. To get the best out of this hiring strategy,
Human resource professionals are aware that few college students and potential
graduates know where their careers will take them over the next fifteen to twenty
years. Therefore many of the criteria used by students to select the first job may be
quite arbitrary. The organisation that will succeed, then, is one can show how the
work it offers meets students’ needs for skill enhancement, rewarding opportunities,
personal satisfaction, flexibility and compensation.

College recruitment offers an opportunity for recruiters to select the potential

employees with the personal, technical and professional competencies they require in
their organisation. The personal competencies identified may include, inter alia, a
positive work ethic, strong interpersonal skills, leadership capacity and an ability to
function well in a work team. The opportunity to discuss a student’s current strengths
and potential future value to an organisation cannot be replicated in any other setting.

Two major advantages of this strategy are the cost (which is higher than word-of-
mouth recruiting but lower than advertising in the media or using an employment
agency), and the convenience (since many candidates can be interviewed in a short
time in the same location with space and administrative support provided by the
college itself). Unfortunately, suitable candidates become available only at certain
times of the year, which may not always suit the needs of the hiring organisation.
Another major disadvantage of college recruiting is the lack of experience and the
inflated expectations 1of new graduates and the cost of hiring graduates for entry-level
positions that may not require a college degree.

Process of college recruitment:

campus recruitment refers to the system where various companies come to the
college CAMPUS to recruit bright – new faces to work for them. Students who are
keen to turn professionals as soon as they finish their studies have various
opportunities knocking at their doors. Campus recruitment provides a platform for the
organizations  to meet the aspirants and separate the wheat from the chaff.They pick
up the intelligent, committed youth who have the requisite enthusiasm and zeal to
prove themselves. These students thus get training and acquire skills immediately
after college. They should make the most of this opportunity to enter the job market as
entry otherwise becomes difficult.

For the purpose of recruitment, companies visit Engineering Colleges & Institutions
offering MCA/MBA. In order to find the right candidates, organizations employ
various selection procedures. With the growth of industries, the need for talented
young people who can work for long hours has grown. So organizations do not
confine themselves to certain selected institutes only, instead they spread their net far
& wide.

Internship:-every year company must go for internship programmes. this will help
students or freshers know the working culture of the organization..at least 10 to 12
colleges ,school or universities should be selected every year for this program.thi can
prove to be a very effective method of recruitment if we provide the tudents stiphend
for the internship. this will further encourage the outsiders to join internship.

85
To arrange internship,first of all we must thourly analyze its cost-benefit aspect.if
stiphand is being provided to the students we must ensure that we are taking enough
work out of them or utilysing their potential.we can treat them as a employee of the
company and judge their performance on the basis of that.all the generated
information and details of the students should be kept tored as a data bank to use it
later as need arises. Enter into partenership with certain good institutes.again there
would be no need of induction or much training to such students as they are already
familiar with every aspact of the organization.

Campus recruitment: make partenership with some institutions all over the
country,,expose them with the organization time to time,,arrange seminars,workshops
or other programmes there in the institute..at the end of session recruit these freshers
for the entry level jobs.

To make college recruiting effective, the recruiting organisation must first determine
how many and which schools should be targeted. It may prove cost-effective to do
intensive recruiting in a few, carefully-selected institutions, establishing a presence
and building the organisation’s reputation among students and faculty. Timely and
frequent dissemination of literature, the offer of internships and the award of prizes
for academic and/or social prowess help to advertise the organisation as a preferred
place of employment. Subsequent invitations to the organisation’s offices, made to
students identified as potential employees, may serve to solidify the firm’s image.

-Collaborate with university deans and professors to help generate student interest in
the field. -Develop stipend program partially covering college tuition and other
expenses of college students who agree to work for the human service agency for
specified period of time.

Campus Placement form

Date:

Name of the Company :

__________________________________________________
Website :
__________________________________________________
Company Profile :
__________________________________________________

JOB PROFILE
Job Designation :
__________________________________________________
Job Description :
__________________________________________________

86
 __________________________________________________

__________________________________________________
Place of Posting :
__________________________________________________

Degree/Discipline of students Required

Programme Branch/Specialization No. of Vacancies

B. Tech
B. Des
M. Tech
M. Sc.
Ph. D.

Pay package Details*

Programme Basic HRA Others Gross Take-Home Cost to

Co.
B. Tech
B. Des
M. Tech
M. Sc.
Ph. D.
* Please provide a detailed breakup of Salary/Perks
as an attachment

Accommodation Provided : Yes/No.

Bond or Service Contract : Yes/No
If yes (for how long) : _______________

SELECTION PROCEDURE
Preferred dates for Recruitment
1. ________________ (No. of Executives visiting the campus: (_____________)
2. ________________

METHOD
Shortlist from Resumes : Yes/No

87
CPI (minimum) : ______________ (e.g.: 6 and above)
Pre Placement Talk : Yes/No, (If yes, equipment required for PPT: OHP
/LCD/Laptop)
Aptitude Test : Yes/No Duration (if
any) :__________________
Group Discussion : Yes/No
Personal Interview : Yes/No No. of Rounds :
__________________
No. of rooms needed for conducting the interviews/Group Discussion : -
__________________
Will you declare selection result immediately after the campus interview: Yes/No
(If no, when will the results be declared):
_________________________________________
Tentative Joining Date :
_________________________________________

Signature :
__________________
Name :
__________________
Designation : __________________

CONTACT INFORMATION
Contact Person :
_______________________________________________
Email :
_______________________________________________
Contact Address : -
_______________________________________________
_______________________________________________
Phones :
_______________________________________________
Fax : _______________________________________________

Kindly enclose company literature such as Annual Report, House Journal, Product Catalogue etc., for
students` references in the placement office

Please ensure that the completed form along with the detailed breakup of salary/perks is sent
to the following address at the earliest:

88
 India Email :

Job fairs
The concept of a job fair is to bring those interested in finding a job into those
companies
who are searching for applicants. Job fairs are open fora at which employers can
exhibit the best their companies have to offer so that job seekers can make informed
choices. They are considered one of the most effective ways for job seekers to land
jobs.
At the job fair, employers have a large pool of candidates on which to draw, while job
seekers have the opportunity to shop around for dozens – sometimes hundreds – of
employers, all in one place.
Notwithstanding the fact that the atmosphere at the fair is more relaxed than at an
interview, employers are still on the look out for qualified, potential employees who
have
interest, dedication and initiative.

Big Leap Job Fairs

The Big Leap Job Fair is a unique platform that helps showcase your organization to
prospective employees thereby strengthening your brand image in the recruitment
market. In addition it brings down your cost per hire as you can interview candidates
in person and hire for several positions on the spot.

In the last 3 years, Timesjobs.com has organized over 600 Job Fairs across the
country, which have succeeded in attracting in excess of 20,00,000 walk-ins &
2,50,000 'on-the-spot' job offers.

WHY SHOULD ONE CHOOSE JOB FAIR AS A RECRUITMENT SOURCE

this option of recruitment Build and strengthen brand image of the company in
the recruitment market: Each fair is backed by a b targeted media campaign on
Timesjobs.com, all Times of India group publications (The Times of India, Times
Ascent, The Economic Times, Navbharat Times), Radio, the Internet via targeted
mailers in addition to other media such as banners, fliers etc.

Hire quickly yet cost effectively: The large number of walk-ins at Job Fairs provide
a quick and cost effective way for hiring talent for various job openings on the spot.

Build your resume bank for future requirements: Job Fairs provide a great
opportunity to collect resumes of candidates across various specializations and
experience levels.

Networking: Job Fairs provide a great opportunity to network with recruiters as well
as HR managers from other companies. Job Fairs provide a great opportunity to
network with recruiters as well as HR managers from other companies.

89
A Typical Job Fair and How It Works:

Typically a Job Fair is a two day event, organized usually over a weekend.

The pre-event publicity starts about 10 days in advance and is geared towards
maximizing candidate participation as well as providing brand visibility to
participating corporates.
On the days of the fair, candidates that walk-in, first register at the registration des
and then go on to visit the stalls of companies they are interested in.
Participating companies are free to complete the selection process at the fair itself
, though some prefer to do just a basic screening at the job fair and complete the
process subsequently.
The Job Fair gets editorial coverage in various Times Group publications.

Types of Job Fairs

Jumbo Fair: The largest job fair in terms of the sheer number of recruiters and
jobseekers that participate. It is organised in metro cities such as Delhi, Mumbai,
Hyderabad etc. Close to a hundred recruiters across industries participate in this
fair, which also has a special section to showcase institutes offering career
enhancement courses. This offers the perfect opportunity for brand building, mass
recruitment and building your database.

Big Leap Diversity: A fair, in which, recruiters from various different industries
participate to recruit talent across functional areas and experience levels.

Big Leap Industry Specific Job Fairs: These fairs are specific to a particular
industry. Example: IT Fair, Retail Fair, BPO Fair, Hospitality Fair etc.

Big Leap Domain Specific Job Fairs: These are skill specific job fairs. Example:
Java Fair, Unix Fair, Testing Fair etc.

Big Leap Campus Job Fair: This type of job fair offers the perfect opportunity to
recruit final year students from the college where the fair is organised.

Reverse Job Fair: This type of job fair is organised in a college campus and offers
the perfect opportunity to hire talented freshers from that college as well as other
neighbouring colleges. Timesjobs offers a value-add in these fairs by pre-testing
interested jobseekers. This helps you save time, as you need to meet only the
qualifying candidates.

Exclusive Job Fair: A job fair, which is completely customised to the recruitment
requirements of a specific client. You can focus all your energies on hiring the
right talent while the Timesjobs team manages the event from start to finish.

90
Calendar for Upcoming Job Fairs in South India:-

  Dates   Location Fair Type

  17th & 18th July 2010 Bangalore Upper Crest Exclusive Job Fair

  24th & 25th July 2010 Chennai Upper Crest Exclusive Job Fair
^  Go to Top ^

Calendar for Upcoming Job Fairs in West India:

  Dates   Location Fair Type

  17th & 18th July 2010 Pune Upper Crest Exclusive Job Fair

MEDia
PRINT MEDIA (NEWSPAPER)

local newspaper- we should prefer local newspapers (only) for part time jobs where we
are not intended to spend a lot in advertising or hiring and also part time doers can be a
lacalite only.
In a manufacturing unit workers are hired on contract basis and these are those employees
who doesn’t require much qualification,skills ,and who are those who can stay nearby.
example-
name of paper- rohtak daily
type of ad-classified
days of placing the ad- Saturday to Monday every weak

Job at parle factory

Parle –g(bhadurgarh) is going to start a new plant of
biscuits in the upcoming months. Employees are
required on contract basis .
Qualification-min.10+2 degree
Work ex-1-2 years in a production unit
For more details.contact-9752354467/65

91
 Days on which the ad would appaear in the paper- all days till the vacancy
get filled
rate- Rs.150 -200/  sq cm
Color - Rs.170 -230/  sq cm

National mewspaper- for the permanent,middle level,managerial level

jobs,recruitment ads are given in national newspapers for the specified days of
the weak.

Name of the paper=Times of india

Days on which ads would appear-Monday,Wednesday,Friday

Budget- BW - Rs.60 /  sq cm

Color - Rs.90 /  sq cm

HR Manager   ( 2 - 5 yrs.)

Parle-ltd
 ( Noida/Greater Noida, Delhi/NCR )
Reporting directly to the CEO Recruitment , selection, training
of personnel Performance appraisal Job Analysis Devising
ways for adequate compensation Defining parameters /
benchmarks for rewarding employees ... view details

Admin Officer/ Admin Executive   ( 1 - 2 yrs.)

Parle-ltd
 ( Haridwar, Chennai, Bengaluru / Bangalore, Ahmedabad,
Coimbatore, Kolkata, Hyderabad/Secunderabad, Rudrapur,
Delhi, Ludhiana )
Must Have experience in handling General Administration in
large set up. Overall responsible for Generl Administration,
House keeping, Office Administration. and Security
Supervision. Liasioning with regulatory... view details

Magazine or journal advertising:-

there are various busines magazines which publish the job postings.like
outlook,business weak etc.
Magazines can be a local one and a national one too.today its not the time when peole
look for the vacanciies in the newspapers only,magazines are now in trend .people
prefer magazines.when we want to publish the vacancy for lower level or contract

92
basis or executive level then ads are given in local magazines otherwise for
managerial jobs national or international magazines are preffered.
 Business India.
 Business Today.
 Chartered Accountant
 Competition Affairs.
 Competition Master.
 Competition Refresher.

Example-
Parle pvt ltd.
Insider sale representative--this may be the perfect
opportunity for you! Our Inside Sales Representatives
prospect and consult ... track record of sales
achievement * Knowledge of the recruitment
adverting industry and cold calling experience...

Response to the advertisement

Job applications to parle are made via our on-line application form, but where it is not
possible for applicants to apply on-line, HR Services will send out recruitment packs
to job applicants within 4 working days.

Job applicants can access the following via recruitment website:

Recruitment packs will include:

 an application form and equality and diversity monitoring form

 the job description and person specification
 background information about the post and school/service
 Equality and Diversity Policy
 information about the benefits of working at parle

All job applicants are required to complete our application form and equal
opportunities monitoring form.  Applicants are advised in the forms that the data will
be stored on HR Services’ confidential database and that it is used anonymously for
statistical reports.  Applicants may also submit a curriculum vitae in addition to the
application form. 

For some posts may also request applicants to send in a sample of their work, e.g. a
copy of a recent publication.  After the interviews have been held these should be
returned to the applicant either by HR Services.

93
Some applicants may be unable to complete an application form, for example, a
candidate with a disability, in which case applications in alternative formats will be
acceptable

Hiring consultants:
For certain positions, consultants may be asked to furnish leads by HRD. A
recruitment consultant is responsible for attracting candidates and matching them to
temporary or permanent positions jobs with client companies. The jobs may vary
from entry-level roles to directors and executives.

Recruitment consultants work with client companies, building relationships in

order to gain a better understanding of their recruitment needs and requirements. They
attract candidates by drafting advertising copy for use in a wide range of media, as
well as by networking, headhunting and through referrals. They screen candidates,
interview them, do background checks, and finally match candidates to their clients.

Consultants also provide advice to both clients and candidates on salary levels,
training requirements and career opportunities.
These may be for positions that have got no response from the ads or positions that
are too urgent or not urgent at all. Company would prefer dealing with consultants
who take regular assignments and have been successful in the past. All the consultants
are expected to have a clear contract with the company on the terms of service.
Company may take in a consultant on the advice of a departmental head provided
their terms are similar to the regular consultants. HRD would coordinate contracting
placement consultants for assisting in employment.

Considering the large volume of recruitments to be done within a small span of

time, it is necessary to identify and engage Professional hiring consultants to help
HR to source quality candidates for middle & senior level positions.

Process of hiring consultant

HR would identify the Consultants in all the regions, based on their current client’s
distribution, database size, past performance records & industry feedback.
Regional heads at branch/regional level can also identify a Consultant and the details
need to be sent to HR for further discussion & approval.
HR will negotiate the Terms & Conditions with all the identified consultants and will
get a one-time approval (from the Director) before rolling out the formal agreement
with them.
C.Brief to the consultants would include

 The job specs such as designation, department, location; approximate salary may or may not
be given
 The candidate specs such as qualifications, years of experience, industry worked, age,
language etc
 The company profile, plans, department the job is placed etc
 Other items such as probable interview location, reimbursements, contact person etc

94
  Consultants would be asked to shortlist candidates on the basis of the specs, check with the
candidates their interest, assess salary match and then forward the bio data to the company.
. C.Quality Expectations from the Hiring Consultants:
 Minimum Turn-around time (TAT): Once a requirement is placed, the
consultant should forward at least 6 CVs within the next 72 hrs.
 Strong Conversion Rate (6:4:2): Out of the 6 CVs forwarded by a
consultant, 4 have to be short-listed (after initial screening by HR) and
at least 2 of them have to be selected.
An Annual Evaluation of the services provided by the existing consultants across the
country would be done to create a list of preferred consultants, who would be treated
as priority CV sources for critical positions in future.

Realistic Job Previews (RJP):

Realistic Job Previews are designed to prevent applicants from taking jobs that they
have little knowledge of, or are not suited to perform. A RJP is a recruiting tool
designed to reduce “early” turnover by communicating both the desirable and the
undesirable aspects of a job before applicants accept a job offer. RJPs can be in the
form of videos, oral presentations, job-shadowing opportunities, and pamphlets or
brochures.
This strategy is framed to fill the gap or vacancy that is creted by Unwanted turnover
among new workers who did not understand their job when they were hired

Keeping Jobs Filled-

sometimes organisations carry a large number of vacancies relative to the number of
filled positions. There are many reasons – bureaucratic approval processes, heavy
workloads preventing hiring managers from having the time to go through the
selection process, and failure to anticipate vacancies. It is critically important to keep
positions filled. Vacant positions increase the workload of all employees and add to
the stress of already stressful jobs. Hire employees in anticipation of vacancies that
are projected to come across. The companies have significantly reduced their
vacancy rates by recruiting and hiring new recruits so there is a ready pool of trained
workers to step into vacancies as they arise.

Word of Mouth-
If current employees are happy in their jobs, they become one of the best sources of
recruitment. Some human service agencies are so well regarded as a “great place to
work” that they turn away quality applicants.
 Even if employees are not actively referring vacancies to friends and
acquaintances, their positive “word of mouth” about the agency is a powerful
recruitment source.
Great frontline supervisors in organizations that engage and value employees are
critical to being considered a “great place to work.”

Internships-
Interns sometimes are paid a stipend, but in most instances interns are fulfilling an
academic requirement of the college or university. Although supervisors and/or
casework staff must spend time supervising and training interns, the potential payoff
is having a “known” applicant who is familiar with agency operations.

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POACHING/RAIDING
Buying talent” (rather than developing it) is the latest mantra being followed by the
organizations today. Poaching means employing a competent and experienced person
already working with another reputed company in the same or different industry; the
organization might be a competitor in the industry. A company can attract talent from
another firm by offering attractive pay packages and other terms and conditions,
better than the current employer of the candidate. But it is seen as an unethical
practice and not openly talked about. Indian software and the retail sector are the
sectors facing the most severe brunt of poaching today. It has become a challenge for
human resource managers to face and tackle poaching, as it weakens the competitive
strength of the firm.


OUTSOURCING
In India, the HR processes are being outsourced from more than a decade now. A
company may draw required personnel from outsourcing firms. The outsourcing firms
help the organization by the initial screening of the candidates according to the needs
of the organization and creating a suitable pool of talent for the final selection by the
organization. Outsourcing firms develop their human resource pool by employing
people for them and make available personnel to various companies as per their
needs. In turn, the outsourcing firms or the intermediaries charge the organizations for
their services.


Advantages of outsourcing recruitment:
Traditionally, recruitment is seen as the cost incurring process in an organization. HR
outsourcing helps the HR professionals of the organizations to concentrate on the
strategic functions and processes of human resource management rather than wasting
their efforts, time and money on the routine work
.Outsourcing the recruitment processes helps to cut the recruitment costs to 20 % and
also provide economies of scale to the large sized organizations.
The major advantages of outsourcing recruitment performance management are:
Outsourcing is beneficial for both the corporate organizations that use the
outsourcing services as well as the consultancies that provide the service to the
corporate. Apart from increasing their revenues, outsourcing Process provides
business opportunities to the service providers, enhancing the skill set of the service
providers and exposure to the different corporate experiences thereby increasing their
expertise.

The advantages accruing to the corporate are:

1. Turning the management's focus to strategic level processes of HRM

2. Accessibility to the expertise of the service providers

3. Freedom from red tape and adhering to strict rules and regulations

4. Optimal resource utilization

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5. Structured and fair performance management.

6. A satisfied and, hence, highly productive employees

1. Value creation, operational flexibility and competitive advantage .

Therefore outsourcing helps both the organizations and the consultancies to grow and
erform better.

Employment Exchanges

– There are certain Employment exchanges which are run by government. Most of
the government undertakings and concerns employ people through such exchanges.
Now-a-days recruitment in government agencies has become compulsory through
employment exchange.

Labour Contractors
These are the specialist people who supply manpower to the Factory or
Manufacturing plants. Through these contractors, workers are appointed on contract
basis, i.e. for a particular time period. Under conditions when these contractors leave
the organization, such people who are appointed have to also leave the concern.

UNSOLICITED APPLICANTS

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 Many job seekers visit the office of well-known companies on their own. Such callers
are considered nuisance to the daily work routine of the enterprise. But can help in
creating the talent pool or the database of the probable candidates for the organisation.

Why external recruitment is preferred over internal

recruitment:-

Sometimes it is difficult to find the “right” candidate within and the organization
may settle for an employee who possesses a less than ideal mix of
competencies.

 If the vacancies are being caused by rapid expansion of the organisation there
may be an insufficient supply of qualified individuals above the entry level.
This may result in people being promoted before they are ready, or not being allowed
to stay in a position long enough to learn how to do the job well.but when we hiring
outsidersiders thenthis becomes a responsibility of our organisation to formally train
and develop the candidate so that he or she adjusts well with the job and perform well
.
Infighting, inbreeding, and a shortage of varied perspectives and interests may
reduce organisational flexibility and growth, and resistance to change by those
who have an interest in maintaining the status quo may present long term
problems.

 In times of rapid growth and during transitions, the organisation may promote
from within into managerial positions, regardless of the qualifications of
incumbents.
Transition activities and rapid organisational growth often mask
managerial deficiencies; it is not until the growth rate slows that the
deficiencies become apparent and, then, the organisation finds it difficult, if
not impossible, to undo the damage. The resulting cost of remedial training
can prove prohibitive.

.
CHAPTER-7

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DESIGNING THE SELECTION PROCESS
There still tends to be a perception amongst many employees that the interview is the
only selection tool used to fill vacant positions. However, the interview can be an
ineffective selection tool if used in isolation especially if it is not structured. In
addition to using a structured interview, the selection panel should also consider the
merit of using other selection tools in order to improve the reliability and validity of
their selection decision. These include the use of alternative selection techniques and
referee reports.

Processing Applications
Staff must be aware that when dealing with enquiries about vacancies it is unlawful to
state or imply that applications from one gender or from a particular racial group, age
group, sexual orientation or religion/belief would be preferred, and to do so may lead
to a complaint of unlawful discrimination.

Care must also be taken that all applicants are treated in the same way, for example
with regard to invitations to visit the department, informal meetings to discuss the
vacancy, and provision of information. However, it is acceptable to respond to
requests from individual candidates who demonstrate initiative in their preparation.

The confidentiality of applications must be respected by all of those involved in the

selection process

Preliminary screening of candidates

Short-listing the Candidates – HR officer / Coordinator would do the first stage short
listing of applications. First stage short listing usually is done mechanically by
matching the specifications rigidly and rejecting all candidates who do not qualify.
All applications short-listed at the first stage first stage would be entered in the
Candidates database maintained by HRD

1 Candidates must be screened in terms of the threshold requirements of the

post.
After the advertisement has closed, a transparent and accountable process has to be
followed which must be correct, reasonable and fair. The equity of all candidates must
be ensured with due regard to all applicable legislation. Canvassing, favouritism,
nepotism or similar practices are under no circumstances allowed. Any person with
any personal / vested interest in the process must declare such interest beforehand and
recuse her- or himsel from the process. Only relevant, objective and verified
information, including
that contained in CVs and other documents accompanying the application, may be
taken into account during the screening process.

.2 Standard procedures for compiling a short list.

.2.1 At least 50% of the members of the Selection Panel must be involved in
compiling the short list of candidates. The Head of Department and the Executing
Authority must finally accept the short list.

.2.2 A short list is compiled on the basis of an uniform methodology. During the
process strong emphasis is placed on the information supplied in a candidate's

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 curriculum vitae and in the application form, as measured against the advertised
requirements. There are a variety of techniques available, but it should be ensured
that equit prevails at all times. Moreover, the constitutional rights of individuals
have to be taken into account.

2.3 Applications of persons who do not meet the threshold requirements need not be
considered further. However, such applications must also be listed, and the
reason(s) recorded why the candidate in question was not considered. (Should the
candidate request it, these reason(s) must be supplied to her/him in writing.). Short
lists should preferably be compiled according to a “grid” comprising the key
requirements, competencies and performance areas (as advertised). These areas
should focus on the managerial demands, functional skills and key performance
areas inherent in the relevant post, as well as the employment equity targets of the
department. Weighting of the total points scored may, as a transversal guideline,
be considered .

HR Head or the Functional Head would do the second stage short listing. At this
stage applicants with most potential would be selected. HRD may also select some
applications for consideration to other posts currently vacant or likely to arise in
future.

Shortlisting Matrix(format)
Personal Abilities/Aptitudes/Skills
Interpersonal skills to effectively relate to a wide range of client groups, in particular-
clients who may present as angry or in crisis.-
Ability to work under limited supervision and to take the initiative in managing
workload.-

Ability to deal with confidential matters with tact and discretion.-

Experience-
Experience in providing services to a wide range of client groups.-

Knowledge-
Knowledge of word processing and data base facilities-
Knowledge of effective telephone and reception techniques.-

Desirable Characteristics
Experience-
Experience in data base management.-
Knowledge-
Knowledge of equal opportunity principles and practices.-

Educational/Vocational Qualifications
Post secondary studies in human services or related field.-

Guidelines for Successful Shortlisting

The selection panel should only seek the facts that are essential in deciding whether
the person should be interviewed that is, using the qualities that are outlined in the
Criteria for Selection document. The criteria that are evaluated at the early stage of

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the process are technical criteria such as qualifications, relevant skills and experience
related to the principal accountabilities. Selection panel members need to be aware of
anti-discrimination and equal employment opportunity legislation during the
shortlisting process..

The most important rule is to maintain objectivity. Personal attitudes, preferences or

prejudices should not influence your judgement. For this reason, employees with a
close personal friend or family member applying for a position will not be part of the
selection process.
Specifically, applicants who do not meet the technical criteria are not interviewed. If a
large number of applications meet the criteria, then a telephone interview may be used
to screen out applicants on the basis of how well they match up to the technical
criteria.
To ensure that only information that is relevant to the recruitment and selection
process is considered, aspreadsheet that will assist the shortlisting process has been
developed and can be obtained from Employee Relations. It contains a scoring system
that must be used when evaluating candidates. It is displayed below:

1 = no fit with criteria/ dimension

2 = low fit with criteria/ dimension
3 = acceptable fit with criteria/ dimension
4 = strong fit with criteria/ dimension
5 = exceptional fit with criteria/ dimension
This scale is used throughout the entire process. This means that there is consistency
at each stage of the process; shortlisting, interview and Final Selection Stage. This
allows the following to occur:
􀂃 People involved in the recruitment process such as Selection Advisors and selection
panel members understand
and can apply the rating system more easily,
􀂃 The results from each stage of the process can be more easily compared,
􀂃 Selection Panel members can give more accurate feedback to candidates.

DECIDING ON THE PROCESS

Once the shortlisting process has been completed, the selection panel needs to
determine the process by which the shortlisted applicants will be assessed. This may
involve the identification of alternative selection techniques in addition to the
application, interview process and referee checks. The panel also needs to determine
the weighting which will be given to each part of the process in order to provide an
objective framework for their decision making.
The weighting should be decided in light of the requirements of the position. For
example, if a position requires significant data entry skills, then the weighting given
to a ‘test’ which covers skills such as attention to detail and typing speed needs to
reflect this.
In addition the panel may wish to create a matrix which highlights which parts of the
process are providing them with information about each of the criteria in the person
specification. This may make the decision-making process easier once all the
information has been gathered.

Interview
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 HRD would coordinate with concerned function in setting the interview panel, dates
and the location. The interview panel would typically involve managers from
concerned function and HRD. It may involve CEO for senior level recruitment and
specialists from outside for certain positions.

Interview Etiquette
The company executives would do their best to extend the following basic courtesies
to all candidates seeking employment with the company
 Clear information to candidate about date, time and place of the interview
 Reasonable time for the candidate to appear for the interview
 Agreeing to genuine requests with strong reasons for postponing interviews
 Travel directions to outstation candidates
 Starting interviews promptly minimizing the waiting time
 Instruction to people in reception about candidate’s arrival
 Information to candidates if there is any delay
 Setting a decent place for conducting the interview
 Avoiding interruptions during the interview
 Putting the candidate at ease, unless it is a consciously decided stress interview
 Introducing the panel members to the candidate
 Allowing the candidate to express self reasonably well
 Not making sarcastic comments
 Not making value judgments
 Giving a chance to the candidate to ask questions
 Letting the candidate know the next step in the process
 Explain the administrative formalities such as travel claim etc
 Feedback to candidate about yes-no-hold decisions

Interviewing Competence
The company expects every member who sits in the panel to continuously improve
their competence as interviewers. While the competence may come with
experience, it often requires a conscious effort on the part of the interviewer. The
following are some of the skills possessed by successful interviewers.

 Ability to put a person at ease, drawing him out to express himself; interviewer
needs to make polite talk, be aware of one’s own body language and control it, if
required;

 Ability to switch questioning style from closed to open and back; closed questions
are effective for quick factual responses and with long-winded speakers; open
questions are best for assessing thinking abilities, communication skills and
opinions;

 Ability to probe the candidate to get in-depth responses and pinpoint evasive
communicators
 Ability to communicate a lot by saying little; giving more airtime to candidates
than oneself

 Ability to spot contradictions and read between the lines coupled with the patience
not to jump to conclusions

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
 Ability to read non-verbal communication including, eye contact, paralanguage,
posture, shift in tone or rate of speech, involuntary hand movements, facial
expressions etc to understand candidate’s moods, feelings and emotions; this
needs to coupled with an understanding of the limitations of non-verbal
communication
 Ability to frame neutral, non-leading questions
 Ability to understand the psychological implications of the stories and statements
made by the candidate, the things emphasised and the things ignored etc
 Ability to test functional knowledge by asking questions that would stretch the
candidate’s thinking
 Reasonable level of self-awareness to understand own blind spots, biases and
weaknesses.
 Ability to rephrase questions or statements and summarise long responses

Apart from using these skills, an interviewer also needs to understand the styles of
other fellow interviewers and act in complete tandem with them. Lot of efforts would
be needed in establishing total communication with others, which alone would ensure
consensus and consequently a good collective judgment.

All positions of Manager and above Related Functional Head, HR Head,

in all functions; CEO.
Executives ED-BU/Function, Related Functional
Head and HR Head.
Assistants & Others Concerned Departmental/ Functional
head, HR Representative

Level INTERVIEW PANEL

Preliminary Interview Final Interview
MM-1 and above at HO  Head of HR  GP
 Corp. Functional Head  GMD
RSM\Branch  Head of HR
Heads\ASM-Regions  Head of HR  GP
 Corp. Functional Head  GMD
 Head Sales  Head of HR

JM-3 and JM-2  Departmental Head(Not  GP

below the level of MM-2)  Corp Functional Head
 HR Manager\Head of HR  Head of HR
 Any other HOD
 RSM\ASM  Head of Sales

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Sales Executives  HR Rep.  HR Rep
JM-1  Departmental Head  Corp Functional Head
 HR Manager\Head of HR  Head of HR
 Any other HOD

Stages of interview

 The preliminary interview would be a detailed interview on the applicant’s

experience and knowledge of the technical aspects of the job and will be done
by the Preliminary Interview Panel in the Interview Assessment Sheet (HR-
RSP-04

 The candidates short listed for final interview would be required to undergo a
written test to asses their basic aptitude in terms of analysis and
comprehension and emotional quotient, as per the following matrix.

Grades Nature of test

Level MM-1 and below up to JM-1 Psychometric test
Management Trainees Reasoning Skills Any of one

Numerical Skills
Eng language test
Level MM-2 and above PRISM
MAO-B Any of one

FIRO-B

INTERVIEW CALL

Once the panel is setup and the dates are finalised, HRD would call the candidates for
interview either through a letter or an e-mail or phone. Candidate would be informed
of the date, place, time of the interview and the eligible reimbursements. HRD would
decide on interview location in consultation with panel members and considering the
cost and convenience. Candidates applying through consultants would be intimated
through the concerned consultant. If many candidates are called on the same day, their
timing would be staggered to minimise the waiting time.

Candidates’ eligibilities

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Company would reimburse the travel expenses to the candidates coming for interview
on par with what they would be eligible if selected. As special cases, senior level
candidates (for the position of Manager or above) from outstation may be put in a
hotel if interview extends to the next day. Candidate needs to submit a claim along
with supporting for getting the expenses reimbursed. Company would insist on
supporting from the candidates and exceptions would have to be authorised by HR
Head.

Main Interview
The main interview would normally in two or three parts with panelists in a rough
order of seniority meeting the candidates successively. Candidates would be short
listed at the end of every part with only cleared candidates meeting the senior panel
members.
HR Head or his nominee would be present in all interviews to ensure full
communication among panelists and to aid the panelists in administrative formalities
such as recording interviewer’s comments and decisions. The interview record form
(Exhibit) would be filled up after every interview for recording and filing purposes.
Yes-No-Hold decisions should be clearly marked in the form.

every interview should necessarily cover the following aspects:

 Candidate’s education and family background,
 Reason for seeking change,
 Position aspiring for and long term career goals,
 Functional competence – practical and conceptual matters relating to
concerned function,
 Managerial competence in areas such as communication, decisiveness,
clear thoughts,
 Intangibles such as life’s values, leadership, human orientation,
 Examples of major achievements,
 Gaps in career, if any,
 Leisure time interests,
 Computer literacy,
 Disabilities, if any,
 Reason for choosing our company,
 locational preferences,
 Salary expectations etc

INTERVIEW QUESTIONS

Situational questions
Situational questions ask candidates about hypothetical scenarios that may be
encountered in the job and how they would respond in that situation. The questions
directly tap into the work related experience and problem-solving style of the
candidate.

For example, situational interview questions may include:

• Your case load has increased to the point of being unmanageable - how would you
address this?

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• What would you do if a client did not attend an appointment?
• You are the team leader and two team members have had an argument with one
another about the way the work tasks should be assigned. How would you handle
this?
• If you disagreed with the work practices of a coworker or team member, how would
you deal with this situation?
• A client arrives to a session intoxicated. How would you manage this?
• A client complains to you that another staff member has acted inappropriately. What
would you do?
• During a counselling session, it becomes apparent that a client has problems to
manage that are beyond your skill level (e.g., mental health issues or abuse). How
would you handle this?

Experience-based questions
Experience-based questions focus on specifi c examples of the candidate’s prior work
experiences and their responses to past situations that are relevant to the job in
question. One advantage of experience-based questions is the opportunity to tap into
actual behaviour anfeelings rather than hypothetical ones.

Examples of experience-based questions include:

• Please describe a situation where you had to deal with an aggressive client and
outline how
you dealt with this. What were some of the strengths and weaknesses in your
approach?
• Can you give an example of when you had to manage a complex project and
describe the strategies you used to do this?

Developing criteria to assess candidates’ responses

To effectively distinguish between candidates, it is recommended that structured
questions are accompanied by a pre-determined scoring key. The scoring key should
contain examples of excellent, good, average, and unsatisfactory answers against
which candidates’ answers can be compared.

Advantages of pre-determined scoring criteria include:

• Reduced reliance on interviewers’ memory or written notes
• Increased clarity regarding the criteria against which candidates are assessed (i.e.,
what is a “good” answer?)
• Consistency of assessment across candidates and between interviewers (if a panel is
used).

Post Interview Formalities

Candidates selected by an interview panel may go for the next interview or may be
considered for appointment. The panel of the final interview would record the
comments and discuss briefly with HRD regarding appointment, designation, salary
etc. All interviewers need to ensure that no promise of any kind is given to the
candidate regarding appointment or salary or benefits are made to the candidate
before a final decision is taken. HRD would inform the candidate accordingly and set
time for salary negotiation. The reimbursement of travel expenses would also be done.
For frontline or junior staff recruited, the Business Head would perform these
functions and inform HRD in the corporate office.

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ALTERNATIVE SELECTION TECHNIQUES
The interview is certainly the most commonly used selection technique . However, it
can be an ineffective selection tool if used in isolation.

For example, the interview is a communication process whereby the interviewee

learns more about the job and the organisation and begins to develop some realistic
expectations about both. In order to obtain the services of reliable people (eg those in
short supply) it may be necessary to “sell” the job and the organisation to the
applicant. This is most often done through the interview. If an applicant is rejected, an
important public relations function is performed by the interviewer, for it is important
that the rejected applicant have a favourable impression of the organisation.

As a selection device, the interview serves two major functions: firstly, to fill
information gaps in other selection devices (eg incomplete or questionable application
information) and secondly, to assess those factors which can only be measured in a
face-to-face situation (ie certain kinds of verbal fluency, language usage, interpersonal
skills and sociability). This information is often used to indirectly determine whether
or not the applicant is likely to ‘fit in’ and get along with others in the organisation.

The advantage in using alternative

selection techniques is that they actually measure job skills, rather than asking a
question about job skills, the answer to which the panel must then interpret. This
interpretation can involve much hidden discrimination.

SOME EXAMPLES:
a. developing an ‘in-basket exercise’ where an applicant must prioritise tasks and
decide
what action, if any, is necessary;
b.asking an applicant to provide a written report on a topic;
c.asking an applicant to conduct a verbal presentation;
d. asking an applicant for a gardening job to demonstrate an ability to identify plants;
typing speed and accuracy test, etc.
The advantage in using alternative selection techniques is that they actually measure
job skills, rather than asking a question about job skills, the answer to which the panel
must then interpret. In summary, they must be
 Relevant;
 Valid;
 Reliable;
 Easy to administer; and
 Adding value.

DETAILED EXAMPLE
IN-BASKET
In this exercise each participant is told that they are the new person appointed to the
vacant position. They are then required to process the ‘papers’ (eg letters, telephone
messages, notes and memos) that have ‘collected’ in the person’s in-tray. The person
participating in the exercise is given appropriate background information concerning
the organisation involved so that they can be reasonably expected to deal with each
situation effectively.

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 As part of the process, the participants might be expected to write letters, prepare
agendas, make notes and telephone calls as required.
In an in-basket simulation, participants might be evaluated on:
 planning abilities;
 organisational abilities;
 written communication;
 oral communication;
 decision making; and/or
 delegation skills.

REFEREE REPORTS
Reports of people’s previous work are important in helping a selection panel make its
decision. However, like the interview, they are not as useful and accurate as is often
thought if conducted inappropriately. This is because they rely on a subjective
judgement. The person being asked for an opinion may be poor at judging people,
biased, unwilling to reveal the truth or unable to understand your particular needs.

GUIDELINES
The following are some guidelines one should adhere to when seeking referee
reports:

 Obtain reports from current or recent supervisor(s). They have had the best chance of
observing the person but may still not be able to comment on all the relevant aspects.

 It is appropriate for selection panel members to act as a referee for applicants. This
often occurs when the immediate supervisor/manager is on a selection panel
considering an applicant who has been ‘acting’ in the position over a period of time.

 Before you contact the referee, prepare a set of questions based on the person
specification items. This ensures your enquiries are relevant to the job. Obviously you
may need to ask follow-up questions as well, but these should always be appropriate
for the job.

Written reports are likely to be very guarded and carefully worded to avoid conflict,
as it is more likely these will be made available to the applicant. Contact at lease two
people either those nominated by the applicant or otherwise identified. If the latter
course is followed it is advisable to let the applicant know.

 The same panellist should not seek reports from all referees of a particular
applicant.
 phone link-up where all panellists can hear the responses is the most effective
way of gaining referee information.
 Do not rush the referee. Make sure both of you have time to give suitable
consideration to the matter.
 Seek evidence via examples of how the person responded in specific situations
which are relevant to perform the duties of the position.
 It is not necessary to go to referees for all applicants, however, you should
contact two referees per person and decisions about this should be consistent
and equitable.

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 HOW TO COLLECT REFEREE REPORTS
 Applicants are informed (either during the interview or later) if you intend to
contact referees.

 One panel member does not collect all referee reports for any one applicant.

 Panel members agree beforehand on the questions to be asked of referees.

 Structure improves relevance of information collected.

 Referees are only requested to report on the extent to which the applicant

meets the job and person specification. Generalisations are inappropriate.

 Reports are obtained from at least two referees, either orally or in writing.
 One of the referees is a current or recent supervisor.

 Accurate notes are taken, by reading them back to the referee or sending
the referee a written transcript of the report.

 Referees are informed that the applicant will be notified of the report given
and have no objection.

 Applicants are informed if you intend to contact other than nominated

referees.
 Unfavourable referee reports that cannot be confirmed from at least one
other source are rejected.
 Under no circumstances is an external applicant’s current employer to be
approached without the formal authorisation of the applicant.

ACCESS TO REPORTS
Applicants have a right to know why they were not selected. If non-selection was
based on an adverse work report then the person is entitled to know what was said.
HR can provide advice in relation to any additional information requested by an
unsuccessful applicant.

DECISION MAKING
The decision making process requires the selection panel to analyse and evaluate all
sources of information used in the selection process, ie application, interview,
alternative selection technique(s) and referee reports. This needs to be undertaken in
accordance with the weighting agreed to at the beginning of the process.

IMPROVING THE DECISION MAKING PROCESS

Individual panel members, as well as the selection panel as a whole, can improve their
decision making skills by deliberately collecting information in a structured and
systematic manner, and then thoroughly evaluating this information against a

109
predetermined set of criteria and standards. In this way, they should be able to reduce
the common decision making faults outlined later.
The panel should adopt the following approach, known as consensual decision
making. Consensus in group decisions is reached when members have an opportunity
to discuss and explore applicants and come to some tentative working agreement in
the selection of the best applicant.

Steps toward consensus in the decision making process are:

1. each person independently decides an order of merit on the basis of all selected
information (it is a good idea to document this on a whiteboard or paper);

2. each panel member then explains his or her decision as logically as possible, using
evidence or back up opinions. Good communication skills are required
throughout, eg listening and clarifying for understanding;
3.
3. panel members should not try to agree automatically with the most vocal or
forceful panel member. Any initial agreement should be viewed as open to change,
and discussed to make sure that people have arrived at similar conclusions for the
same basic reasons or for complementary reasons;

4. differences of opinion can be seen as both natural and helpful, rather than a
hindrance in decision making. Generally, the more ideas expressed, the greater will be
the likelihood of conflict, but this should also lead to more thorough consideration of
all information.

5. members should avoid arguing in order to win as individuals. What is ‘right’ is the
collective judgement of the group as a whole.
6. panel members should not change their minds just to avoid conflict and to reach
agreement and harmony, but should thoroughly discuss the reasons for the
disagreement.
If an impasse occurs, the panel should look for the most acceptable alternative for
both parties.
This process enables a panel to be in a position to make a final ‘group’ decision as to
individual assessments, comparative assessments, and a final order of merit before
final documentation
is prepared.

THINGS TO BE AVOIDED:
A selection decision should be reached only after all information has been collected,
and then only after full consideration of each applicant’s claims relative to the job.
Unfortunately, selection panels or individual panel members often simplify this task
and fall into one or several of the following traps:

HALO EFFECT
Some interviewers rely on global impressions of applicants rather than carefully
assessing and comparing information on individual criteria. The ‘Halo’ effect occurs
when the interviewer, having been impressed favourably by one attribute of an
applicant, allows her/his judgement of the applicant’s other attributes to be swamped,

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and assigns correspondingly high ratings. These impressions could be based on the
applicant’s appearance, educational, economic, ethnic or geographic background to
name a few.
Interviewers are likely to distort other information and refute objections raised by
fellow panel members so as to uphold their global impression. A good selector, by
contrast, would be open-minded and would seek information from as many sources as
possible before making assessments of an applicant’s character or abilities.
The ‘horns’ effect is the same as the ‘halo’ effect except that it occurs where an
unfavourable characteristic creates a generally low opinion of the applicant.

STEREOTYPING
The term stereotype refers to the tendency to categorise or label people. It reflects a
standardised mental picture that represents an over-simplified opinion. Stereotyping
may attribute favourable or unfavourable traits to the person being interviewed.
However, because each individual is unique, the person will generally be quite
different from the stereotype.

EMPHASIS ON NEGATIVE INFORMATION

Many researchers have found that negative information carries more weight
with interviewers than positive, and that the interview often tends toward a search for
negative information.

SEQUENCE EFFECTS
Sequence effects are noticeable if a selection panel makes different assessments
according to the order in which applicants are interviewed. It has, for instance, been
found that if interviewers evaluate a candidate who is just average (according to their
criteria) after evaluating several unfavourable candidates the average person will be
evaluated more favourably than should be the case. When any one set of applicants is
not reinterviewed this effect is hard to detect, but it may be present all the same.

OVER-EMPHASIS ON THE INTERVIEW

Many selection panels try to gain information on all criteria during interviews. It has
been shown, however, that few personal abilities are reliably and validly assessable at
interview, and that some information such as applicants’ efficiency and standard of
work can only be assessed by other methods (eg work samples, referees, etc).

RUSHED FINAL DECISION

Selection panels often fail to fully consider all information obtained, and instead make
a hasty decision on the basis of impressions. Alternatively, the majority vote prevails,
with some panel members changing their minds or having to accept a decision about
which they still have serious doubts.

Post Interview STEPS

Candidates selected by an interview panel may go for the next interview or may be
considered for appointment. The panel of the final interview would record the
comments and discuss briefly with HRD regarding appointment, designation, salary
etc. All interviewers need to ensure that no promise of any kind is given to the
candidate regarding appointment or salary or benefits are made to the candidate
before a final decision is taken. HRD would inform the candidate accordingly and set
time for salary negotiation. The reimbursement of travel expenses would also be done.

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For frontline or junior staff recruited, the Business Head would perform these
functions and inform HRD in the corporate office.

Salary Negotiations
The company would initiate salary negotiations only after satisfying the suitability of
the candidate. Although some information would have been collected in the earlier
stages regarding salary, no promises would have been made.

HRD would negotiate salary with the individual keeping in mind, salaries of
comparable existing employees, salary band for the level of the candidate, current
salary of the candidate and candidate’s expectations. HRD would finalise the salary if
it is acceptable to the candidate and above his current salary and it is 10% of
comparable employee. Any exception would be discussed with the next appropriate
level and the concerned Functional/ Business Head.

No member of the company should make any promise to the candidate solely with the
intention of increasing the attraction of the offer. Only the terms, which are agreed
upon or sanctioned by the appropriate authority, should be discussed with the
candidate. Any violation would be a serious lapse on the part of the employee
concerned, as it damages Company’s credibility.
In discussions with the candidates, company usually quotes the gross salary, which
includes all monetary elements including reimbursement limits but does not include
retrial benefits like PF, gratuity etc and also indirect benefits such as insurance or cash
values of job and level based perks such as car, phone, computer etc. However, during
negotiation candidate shall be explained all his eligibilities, direct or indirect,
monetary or otherwise. Along with the salary the date of joining would also be
discussed and agreed to.

On verbal acceptance of the offer, the candidate would be given an offer letter by
appropriate authority indicating the position, gross salary, place of joining and
acceptable date of joining. The department concerned would also be informed. The
candidate would be asked to confirm acceptance of the offer.

Selection Tests

We encourage the use of selection tests as being very helpful aids in assessing the
suitability of candidates for posts.  They need to be objective and relevant to the
appropriate criteria in the person specification.

For example, for some administrative jobs, a word-processing, spreadsheet, ‘in-tray’

or other skills test may be useful (e.g. drafting correspondence, a prioritizing exercise
or devising a simple spreadsheet).  The school or service concerned should prepare
the test materials.  HR Services can advise on their preparation.  HR Services will also
provide schools and services with IT skills testing software for them to use with
candidates for administrative vacancies.

The tests should normally be held in the school or service concerned and there should
be a member of its staff on hand to monitor the candidates and to offer appropriate
advice and guidance.

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For academic posts, shortlisted candidates may be asked to make a presentation to
prospective colleagues prior to their interview .  HR Services will mention the
arrangements for that in the letter to candidates inviting them for interview. 

Arrangements for presentations or tests are made by the school or service concerned
which also pays for any expenses incurred (accommodation, travel and subsistence). 

All tests/presentations will, however, culminate in a formal interview.

FAO ENTRANCE TEST ON RECRUITMENT (ETOR - Levels B

and C)

ENGLISH

Attached are abbreviated versions of the four test components, which form the written
part of the Entrance Test on Recruitment (ETOR). It is hoped that these will assist
you in preparing for the test and also, to a certain extent, to evaluate your
language level in English before sitting the actual test.

Part-1

Language test (sample)

1. ……………………………………… about the Organisation?

A. Asked any questions B. Were any questions C. Any questions be
anyone asked asked

We walked………………the entrance of the library.

4.
A. as far as B. until C. till to

3. What time………………………yesterday?
A. you arrived B. arrived you C. did you arrive

4. ………………….his carelessness our work was ruine

A. Result of B. Since C. Because of

5. It is time …………………… to the meeting.

A. go B. for go C. to go

6. Mr. Smith …………………..there because of the interesting work.

A. is enjoying B. enjoys C. enjoys it

7. Do you understand……………………………..?

A. what he means B. what he is meaning C. what means he

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8. My…………………….. is from 12.30 to 1.30.
A. hour lunch B. lunch hour C. lunch’s hour

9. “Which of your two colleagues is here? ” “…………………………….”

A. Neither of them is B. None of them is C. No-one is

10. He solved the problem…………………………two minutes.

A. at

FAO ENTRANCE TEST ON RECRUITMENT – ENGLISH

PART II - VOCABULARY

1. This report……………part of a study on the fishing industry.

A. shares B. owns C. intends D. forms

2. We…………….neither water nor food, but we do need medical supplies.

A. lack B. spill C. risk D. treat

3. It usually takes more than just a few weeks to really…………………down

in a new job.

A. arrange B. contain C. settle D. follow

4. We have so little money that we cannot even…………….to employ a typist.

A. afford B. provide C. permit D. depend

5. It is time …………………… to the meeting.

A. go B. for go C. to go

6. Mr. Smith …………………..there because of the interesting work.

A. is enjoying B. enjoys C. enjoys it

7. Even when wheat or rice is ……………………well, rats find ways of

reaching it.

A. drawn B. stored C. heaped D. mended

8. Until about 1960 its growth was fairly…………………, but then it began to
grow by large jumps.

A. straight B. equal C. steady D. firm

9. His interest in the work ……………….. from his desire always to learn.

A. leads B. extends C. springs D. produces

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10. They cannot……………………the food to feed any more mouths.

A. Apply B. shape C. arrange D. stretch

FAO ENTRANCE TEST ON RECRUITMENT – ENGLISH

PART III - GAP-FILLING

.Fill each gap in the following passage with ONE word:

It rained heavily last winter and (1)……………………..little streams near our

house burst (2)……………………banks and the fields all round were soon full

of (3) …………………… Luckily, the water did not reach any of the houses

(4) ……………………..our village, (5) ………………………it carried away our

beautiful wooden bridge. We are building a new (6)……………………….now,

but it will never be the same.

When we moved to that small market town in the north of the country, we had (1)
…………………….…to live. Thus, our first priority was to look (2)
……………………some kind of dwelling. The ideal situation (3)
…………………….have been a nice three-bedroom house with a garden but it
was not quite as simple and straightforward (4)…………………….. that!
Having booked into a small (5) ……………………for thefirst night, we set out to
find a reputable estate agency. Friends (6)……………………..already
recommended the name of one (7)………………………us, and so we decided to
try there first. 8)
showed us up to the first (9) ………………………. Nailed on the door in front of (10)
……………………..was a shining brass name-plate. Someone had obviously (11)
……………………a long time polishing it ! We (12) ………………………..the bell and a young lady
asked us (13)…………….

We explained what we (14) …………………… and she showed us numerous photographs of

properties on the (15)…………..... It (16) ……………………us some time to choo with a (18)
………………………..that was within our range, but we eventually made up our (19)
……………………… The following day we viewed the property and (20)…………………… in
love with it at once! However, we thought we (21)…………… later (22) ………………………
We examined the wooden roof structure, making sure

there was (23)…………………..dry rot in the beams, we checked the wiring and the drainage
system, and only when we were sure that the house was sound (24)………………

we finalise things and (5)………………………..the contract.

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Psychometric testing(MYERS BRIGGERS TEST)

Psychometric testing is a tool used mainly in the recruitment process. It is

recognized as an efficient way to gain insight into a person’s personality and
psychological thinking. It can help develop team spirit in the workplace and assess
an individual’s priorities.

Psychometric testing is usually an office-based procedure, although the test itself

can be conducted anywhere. Many are processed online using software
applications. The test should only take around 15 minutes to complete, although
depending on the depth of the test, it may take longer. There are tests to assess
sales capability, management styles and social personality traits.

Psychometric testing can be used in the development or selection process in business.

A number of businesses around the world use psychometric testing on new or
potential employees. The results of psychometric testing give management an idea of
how the employee will fit in with company ideals and policies. Once the test has been
completed, it takes approximately 5-10 seconds to produce the results.

The results of psychometric testing are usually issued in booklet form or sent by
email and printed. Psychometric testing uses in-depth psychological profiles to assess
personality and intellectual levels. Different test companies use different theoretical
approaches to testing, such as the psychometric approach, the psychodynamic
approach, the social learning approach and the humanist approach.

Psychometric testing usually falls into three specific categories. Ability testing
measures a person’s potential to learn new skills or to cope with the pressures of a
specific job. Aptitude testing is also job related, but focuses on specific job areas and
how the test taker would perform in a defined role. Personality testing covers how a
person acts in the workplace in relation to different personality types. It can determine
how the test taker would deal with someone of the direct opposite personality type,
and suggest to management how to get the best results from someone with a certain
personality type.

Psychometric testing covers a wide range of skills and implementations. There are
special team building weekends at which people are assessed within role playing and
social events. Testing can also be used for such applications as mentoring individuals
or setting workers up with a “life coach” to guide them through work-related issues
and how to handle them.

With psychometric testing, there is no pass or fail. Different test companies have
their own methods of testing. Usually, there are multiple sets of questions relating to
personality type, how the test taker would handle aspects of work and home life, what
his or her goals are for the future and his or her strengths and weaknesses. If the test
taker is truthful, then results should be fairly accurate.

As with any form of testing, psychometric testing is open to abuse. People may
answer what they think their employer would like to hear rather than the truth. If you
are considering psychometric testing, you should always make sure that tests are
carried out by qualified occupational psychologists, as some companies have been

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known to conduct psychometric tests without any form of psychological input
whatsoever. You should also ask if the company is certified or accredited by any
national or state board of psychologists. Reputable companies will have no hesitation
in offering these very hard to come by credentials

(SAMPLE)

1. You like to be engaged in an active and fast-paced job

YES   NO
2. You enjoy having a wide circle of acquaintances
YES   NO
3. You feel involved when watching TV soaps
YES   NO
4. You are usually the first to react to a sudden event:
the telephone ringing or unexpected question
YES   NO
5. You are more interested in a general idea than in the details of its realization
YES   NO
6. You tend to be unbiased even if this might endanger
your good relations with people
YES   NO
7. Strict observance of the established rules is likely to prevent a good outcome
YES   NO
8. It's difficult to get you excited
YES   NO
9. It is in your nature to assume responsibility
YES   NO
10. You often think about humankind and its destiny
YES   NO
11. You believe the best decision is one that can be easily changed
YES   NO
12. Objective criticism is always useful in any activity
YES   NO
13. You prefer to act immediately rather than speculate
about various options
YES   NO
14. You trust reason rather than feelings
YES   NO
15. You are inclined to rely more on improvisation
than on careful planning
YES   NO

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 16. You spend your leisure time actively socializing
with a group of people, attending parties, shopping, etc.
YES   NO
17. You usually plan your actions in advance
YES   NO
18. Your actions are frequently influenced by emotions
YES   NO
19. You are a person somewhat reserved and distant in communication
YES   NO
20. You know how to put every minute of your
time to good purpose
YES   NO
21. You readily help people while asking nothing in return
YES   NO
22. You often contemplate about the complexity of life
YES   NO
23. After prolonged socializing you feel you need
to get away and be alone
YES   NO
24. You often do jobs in a hurry
YES   NO
25. You easily see the general principle behind
specific occurrences
YES   NO
26. You frequently and easily express your feelings and emotions
YES   NO
27. You find it difficult to speak loudly
YES   NO
28. You get bored if you have to read theoretical books
YES   NO
29. You tend to sympathize with other people
YES   NO
30. You value justice higher than mercy
YES   NO
31. You rapidly get involved in social life
at a new workplace
YES   NO
32. The more people with whom you speak, the better you feel
YES   NO

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 33. You tend to rely on your experience rather than
on theoretical alternatives
YES   NO
34. You like to keep a check on how things
are progressing
YES   NO
35. You easily empathize with the concerns of other people
YES   NO
36. Often you prefer to read a book than go to a party
YES   NO
37. You enjoy being at the center of events in which
other people are directly involved
YES   NO
38. You are more inclined to experiment than
to follow familiar approaches
YES   NO
39. You avoid being bound by obligations
YES   NO
40. You are strongly touched by the stories about people's troubles
YES   NO
41. Deadlines seem to you to be of relative, rather than absolute, importance
YES   NO
42. You prefer to isolate yourself from outside noises
YES   NO
43. It's essential for you to try things with your own hands
YES   NO
44. You think that almost everything can be analyzed
YES   NO
45. You do your best to complete a task on time
YES   NO
46. You take pleasure in putting things in order
YES   NO
47. You feel at ease in a crowd
YES   NO
48. You have good control over your desires and temptations
YES   NO
49. You easily understand new theoretical principles
YES   NO
50. The process of searching for solution is more
important to you than the solution itself
YES   NO

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 51. You usually place yourself nearer to the side
than in the center of the room
YES   NO
52. When solving a problem you would rather follow
a familiar approach than seek a new one
YES   NO
53. You try to stand firmly by your principles
YES   NO
54. A thirst for adventure is close to your heart
YES   NO
55. You prefer meeting in small groups to interaction
with lots of people
YES   NO
56. When considering a situation you pay more attention to
the current situation and less to a possible sequence of events
YES   NO
57. You consider the scientific approach to be the best
YES   NO
58. You find it difficult to talk about your feelings
YES   NO
59. You often spend time thinking of how things
could be improved
YES   NO
60. Your decisions are based more on the feelings
of a moment than on the careful planning
YES   NO
61. You prefer to spend your leisure time alone
or relaxing in a tranquil family atmosphere
YES   NO
62. You feel more comfortable sticking to
conventional ways
YES   NO
63. You are easily affected by strong emotions
YES   NO
64. You are always looking for opportunities
YES   NO
65. Your desk, workbench etc. is usually neat and orderly
YES   NO
66. As a rule, current preoccupations worry
you more than your future plans
YES   NO

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 67. You get pleasure from solitary walks
YES   NO
68. It is easy for you to communicate in social situations
YES   NO
69. You are consistent in your habits
YES   NO
70. You willingly involve yourself in matters
which engage your sympathies
YES   NO
71. You easily perceive various ways
in which events could develop
YES   NO

Score It!

Myers brigers type indicarors is the most widely used personality assessment
instument in the world. It is a tet that asks people how they usually acts or feels in a
particular situation.on the basis of their answres individuals are classified as
extroverted(E) or intriverted(I),SENSING OR intuitive (S OR N),thinking or feeling
(T OR F) and judging or perpercieving (j orP).

THESE TERMS ARE DEFINED AS FOLLOWS .

EXTROVERT OR INTROVERT-extroverted individuals are ongoing,socialable
and assertive.introverts are quite shy.se reason and logic to handle problems

Sensing versus intuitive-sensing types are practical and prefer routine and order.they
focus on details .intuitives rely on unconscios process and look at the big picture.

Thinking versus feeling –versuuse reason and logic to handle problems .feeling types
rely on their personal values and emotions.

judging versus percieving-judging types want control and prefer their world to be
ordered and strusrured .percieving ttpes are flexible and spontaneous.

Closing the interview

􀂃 Taper the interview to a close

􀂃 Determine that the applicant is still interested in the position and confirm when
they may be able to commence (without indicating their success or otherwise)

􀂃 Discuss employee benefits in regards to working for Stanwell. eg. , remuneration,

salary sacrifice etc, etc.

􀂃 Sell’ the organization and the job to the candidate – this can be accomplished by
sharing all relevant information such as:
− Job title and description,

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− A detailed explanation of the duties and responsibilities,
− Consider outlining a typical day or week,
− Reporting Relationships,
− Provide an organisational chart,
− Amount of travel required,
− Amount of overtime and weekend work required,

􀂃 Opportunities to display education, skills, experience and enthusiasm for the new
job.

􀂃 Check understanding. It is usually more appropriate for the last interviewer who
meets with the candidate to check for understanding. Checking for understanding is a
natural process at this point.
The interviewer comes across as wanting to be sure that the candidate has ‘a good fix
on the job’. This is also seen as a way for the interviewer to find what information
‘holes’ about the job exist so he or she can fill them in.
􀂃 Your responsibilities don’t end after the last interview. Candidates are naturally
curious about their chances of employment. It’s only fair to tell candidates when to
expect a hiring decision and whom to call if they have any questions. Keep candidates
informed of their status in the hiring process or of delays in the hiring decision. Your
efforts to follow up let them know the importance of the decision and convey a
professional, caring image.

􀂃 Close the interview in a friendly, courteous and decisive manner

􀂃 Duplicate the greeting procedure – escorting to reception, etc.

􀂃 Your actions after the interview leave a lasting impression with candidates. Failing
to follow up can be costly. Not only will the positive image you developed during the
first two phases be tainted but, candidates you planned to hire might seek employment
with other organisations.

Solidify the positive impression you established in the interview by:

􀂃 Providing candidates with timely updates of their status in the selection process
(within 5 to 10 working days of the last interview).
􀂃 Contacting candidates in writing about the hiring decision.
􀂃 Letting candidates know of delays in the hiring decision.
􀂃 Reimbursing candidates promptly for travel costs

  Job References

Because of research showing the unreliable nature of job references, it is our policy to
use them only to confirm the decision of a selection panel.  For this reason care needs
to be taken in the interpretation of references and the weighting given to them, as they
can be subjective, or sometimes vague or unhelpful. 

Job references are confidential and are only given by HR Services to the Chair of the
selection panel.  The Chair is required to keep references confidential until after the
selection panel has made its initial conclusion.  The references can then be used to

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confirm a decision.  Until that point the Chair has privileged access to references
because there may be issues which arise from them which the Chair will want to
discuss with the candidate(s) and it is the Chair’s sole responsibility to do so.  In so
doing the Chair will be mindful that the references are confidential under the Data
Protection Act and that the prior permission of the referee will need to be sought if
specific mention is to be made of issues referred to in the reference.

HR Services will take up references before interview, except where a candidate has
ticked the 'No' box on the application form (but in such cases references will be taken
up after interview if the selection panel wishes to appoint the candidate).  HR Services
will write to the referees, enclosing a copy of the job description and person
specification. 

: Reference check is MUST for all recruitments across the country and HR should
always ensure that Reference check is done before extending the offer to a
selected candidate.
Candidates selected after rounds of tests/Interviews would be asked to provide the
names & contact details of at least 3 persons as his/her Professional References,
and
HR would contact these references and the comments & remarks of the referees
would be documented and preserved for future records.

HR in some of the critical cases may also carry out an Independent Reference
Check through the respective Placement consultants (who sourced the CV of the
concerned candidate), who would check with at least 2 referees (one each from 2
different organizations) whom the concerned candidate had worked with in the past.

Guidelines for Reference Check

Information collected via reference checks allows to:
 er selection measures (such as the interview);
 serve as a basis for predicting future job performance; and
 uncover background information that may not have been provided by
applicants or identified by other
 selection procedures (for example, an instance where the applicant may have
breached company policies)

What information can be collected via a reference check?

Four types of information can be solicited through reference checking:

 employment and educational background data,
 appraisal of an applicant’s character and personality,
 details of an applicant’s job performance abilities, and
 willingness of the referee to rehire an applicant

In a reference check do not ask about the applicant’s:

 sexual orientation
 trade union activity
 social origin
 marital status
 parental status

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  religion
 political belief or activity
 disabilities
 illnesses or worker’s compensation history

 Do inquire about:
 􀂃 previous job tasks
 􀂃 job performance
attendance records
and other job-related issues

Who should conduct a reference check?

The person chosen to carry out the reference check will depend on the information
being sought. For example if it were behavioural information that needed to be
checked then the selection panel or Employee Relations person on that particular
selection panel would perform the reference check. Reference takers must also have
the skills to collect information by telephone when interviewing reference givers.
Reference takers must be prepared to formulate questions and record responses
systematically. They must also be able to take an objective approach to information
collection.

Guidelines for conducting reference checks

When conducting a reference check you should adhere to the following:

Ensure you obtain permission from applicants to contact referees.
Ensure reference data addresses characteristics of the applicant that are necessary for
successful job performance (e.g. knowledge, skills and abilities that relate to the job).
Emphasis should be given to those characteristics that distinguish effective from
ineffective performance. Use dimensional and situational questions to solicit this
information. You may want to use the same questions used in the interview guide to
verify any examples you have collected.

Guidelines for asking dimensional and situational questions are found below.

- Tailor the Reference Check template to include questions that are specific to the job.
-If a job applicant provides references but reference information cannot be obtained
ask the applicant for additional references. (In a final selection decision consider
assessing quality of reference information obtained)
- Check all resume and interview information to ensure there is consistency with the
information obtained from the reference check. In particular, focus on educational
background (e.g. schools attended, degrees earned) and previous employment records
(e.g. dates of employment, job titles, duties performed). Gaps in information reported
are red flags and signal a need for special attention as this may indicate an applicant’s
integrity.
- Use negative information from a reference check with caution. Before excluding an
application based on negative information: -
− Verify its accuracy with other sources
− Be sure that disqualification on the basis of the information will distinguish between
those who will fail and

124
those who will succeed on the job, and
- Ensure that information that qualifies or disqualifies one person, qualifies or
disqualifies all. Note that references are likely to be more useful in predicting
employee success when:
- completed by an applicant’s previous immediate supervisor,
- the reference giver on the previous job has had adequate time to observe the
applicant, -the old and new jobs are similar in content.
Areas to Be Covered Before Beginning Questioning
- Before you begin questioning a referee, be sure to do the following:
- Give the referee your name and position.
􀂃 Give the name of the candidate being checked and explain the purpose of the call.
- Ask the referee if this is a convenient time to talk.
- Determine whether this person is able to evaluate the candidate’s capabilities
sufficiently to serve as a reference. Did he or she supervise (interact with) the
candidate? If yes then, for how long? When exactly?
- Offer the referee the chance to get a file or other information on the candidate
􀂃-Emphasise that the phone call is strictly confidential.

Selection
Before issuing an offer for appointment a formal approval of Managing Director will
be obtained on the Interview Summary Sheet .
Company is likely to have experienced improvements in business and employee
outcomes than organizations with ineffective selection systems . Organizations with
effective selection systems can better identify and hire employees with the right skills
and motivations to succeed in the positions, as well as in the organization. When
employees are successful in their jobs, the organization benefits through increased
productivity and higher quality products and services. In addition, when the “right”
employees are hired initially, they are more likely to be satisfied and remain with the
company. Thus, by using a good selection system to hire qualified employees,
organizations can reduce turnover, increase employee retention, and ultimately
improve critical business outcomes.

The professional standards of industrial psychologists require that any selection

system be based on a job analysis to ensure that the selection criteria are job-related.
The requirements for a selection system are knowledge, skills, ability, and other
characteristics, known as . law also recognizes bona fide occupational qualifications
(BFOQs), which are requirements for a job which would be discriminatory were they
not necessary

The goal of personnel selection, as all business processes, is to ensure an adequate

return on investment. In the case of selection, this entails assurances that the
productivity of the new hires produce more value than the costs of recruiting,
selecting, and training them. Within industrial psychology, the area of utility analysis
specifically addresses this issue.

Several screening methods exist that may be used in personnel selection. Examples
include the use of minimum or desired qualifications, resume/application review,
scored biodata instruments, oral interviews, work performance measures (e.g., writing
samples), and tests (cognitive ability, personality, job knowledge). Development and

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implementation of such screening methods is sometimes done by human resources
departments; larger organizations hire consultants or firms that specialize in
developing personnel selection systems.

Selection can be conceptualized in terms of either choosing the right candidate

orejecting the wrong candidate, or a combination of both so, selection process
assumes rightly that, there is more number of candidates rather the candidates actually
selected where the candidates are made available through recruitment process. ,
selection is the process of choosing the most suitable person out of all the participants.
In this process relevant information about the candidate is collected through series of
steps so as to evaluate their suitability of the job to be filled. On the other hand
selection is a process of accessing the candidates by various means and making the
choice followed by an offer of employment..

Therefore, in simple terms selection is a process in employment function which

starts immediately upon receipt of resumes and application letters, the major concern
being reviewing resumes for basic qualifications. A job seeker who does not meet the
desired qualifications is not an applicant and should not be considered. It is a process
which should be based on job related qualification including but not limited to:
required or preferred education, experience, and knowledge, skills and abilities as
identified in the job description.
Qualification must be bonafide
occupational qualification. A applicant who is hired must meet the desired
qualification listed in the job description. In this regard, selection is a process of
matching the qualification of applicant with the job requirements, it is a process of
weeding out unsuitable candidates and finally identifies the most suitable
candidate.

CONDITIONS FOR SELECTION PROCESS

The basic idea in selection process is to solicit maximum possible information about
the candidates to ascertain the suitability for employment, and give the fact that, there
are factors which affect the seeking of such information.
Firstly, various steps involved in the selection process depend on the type of
personnel to be selected, for example more information to be required for the
selection of managerial personnel as compared to subordinate workers.

Secondly, selection process depends upon the sources of recruitment and the method
that is adopted for making contact with prospective candidate. For example, in case of
advertisement, selection process is more comprehensive and time consuming, where
as in case of campus recruitment, the process is shortened and may be completed in a
day.

Thirdly, selection process depends upon the number of candidates that are available
for selection. If a number is large enough there is a need for creating various filtering
points and reducing the number of candidates at such successive points. However,
where the number of applicants is small, lesser number of filtering points are required.

126
Fourthly, organizations selection policy also determines the ways to be involved in
selection process. For example, in Tanzania context, there are various organization
which conduct selection test for employment positions, while government ministry go
through interview only.

Post Selection Formalities

The candidate is given an offer of employment after selection subject to his joining by
the agreed date. The company usually allows two weeks for positions below
Managers and up to one month for others. In exceptional cases, a candidate may be
allowed an extension for joining if the concerned Functional Head and HR Head
agree. The offer becomes void after the specified date if the candidate does not join.

During the period after offer and before joining, HRD would coordinate with the
concerned function and Administration for required arrangements.

Compensation Fixation
The compensation to be offered to the selected candidate will be worked out after
taking into consideration the following aspects:
 Qualifications, age and experience etc.
 The existing compensation level for similar positions in our company.
 Market value of the job
 Difficulty of getting suitable candidates
 Candidate’s expectations
 Time period until the next salary review
 Potential of the candidate to rise to higher positions.
The HR Department would handle fixation of compensation levels for all positions.
To help decide the same, salary data of the existing equivalent positions in the
organization would be compiled beforehand .

Issue of Letter of Intent

 The employment offer would be made to the suitable candidate from

Corporate HR Department by sending him a Letter of Intent in the
prescribed format.
 It will state that the LOI is conditional and the prospective candidate is
required to undergo and clear a medical check-up at a medical centre
approved by the company before joining duties with the company.

Issue of Appointment Letter

 The Appointment Letter of MM-3 and above would be signed by the Group
President. For all other positions the appointment letter will be signed by the
HR Head within 2 days of joining.
The appointment letter would be prepared in duplicate. The candidate would
sign one (duplicate) copy & the same will go into the personal file.

Rejected candidates

127
  Applications of rejected candidates considered suitable for vacancies in the
future will be retained in the in-house manpower data bank at the corporate
office.
Candidate’s reimbursement.

 Company would reimburse the travel expenses including the local

conveyance to the candidates coming for interview on par with what
they would be eligible if selected.

 Fare will be provided to the candidate from the place/city where the
candidate stays to the place/city where selection process is held.

 As special cases, senior level candidates (for the position of Sr.

Manager or above) from outstation may be put in a hotel if interview
extends to the next day. Candidate needs to submit a claim along with
supporting for getting the expenses reimbursed.

Company would insist on supporting from the candidates and exceptions would have
to be authorised by HR Head

Exit Interview
An exit interview is typically a meeting between at least one representative from a
company's human resources (HR) department and a departing employee. (The
departing employee usually has voluntarily resigned vs. getting laid off or fired.)
The HR rep might ask the employee questions while taking notes, ask the
employee to complete a questionnaire, or both.

Purpose of Exit Interview

Human resources departments conduct exit interviews (also called exit surveys) to
gather data for improving working conditions and retaining employees. However,
a hidden purpose is to help employers avoid costly litigation down the road,
caused by "disgruntled" employees. In other words, your comments and the notes
an HR rep takes during your exit interview might be used against you in court,
should you decide to sue your former employer.

Exit Interview Questions - Samples

.What is your primary reason for leaving?

 Did anything trigger your decision to leave?

 What was most satisfying about your job?
 What was least satisfying about your job?
 What would you change about your job?
 Did your job duties turn out to be as you expected?

128
  Did you receive enough training to do your job effectively?
 Did you receive adequate support to do your job?
 Did you receive sufficient feedback about your performance between merit
reviews?
 Were you satisfied with this company's merit review process?
 Did this company help you to fulfill your career goals?
 Do you have any tips to help us find your replacement?
 What would you improve to make our workplace better?
 Were you happy with your pay, benefits and other incentives?
 What was the quality of the supervision you received?

Exit Interview(format)

Employee Name Termination Date

Employee ID # Eligible for Rehire [ ]

Yes [ ] No

Job Title Job Code

Reason for Termination

Voluntary Involuntary

[ ] Another Position [ ] Attendance

[ ] Personal Reasons [ ] Violation of
Company Policy
[ ] Relocation [ ] Lay Off
[ ] Retirement [ ] Reorganization
[ ] Return to School [ ] Position Eliminated
[ ] Other [ ] Other

Employee Comments:

129
Interviewer Comments:

Employee’s Signature Date

Interviewer’s Signature Date

3/2000
Questionnaire

1. What are your primary reasons for leaving?

2. What did you find most satisfying about your job?

3. What did you find most frustrating about your job?

4. Were there any company policies or procedures that made your work more difficult?

5. Would you consider returning to this company in the future?

6. Would you recommend this company to a friend as a good place to work?

CHAPTER -8

130
1.STRATEGY TO CONTROL COST OF RECRUITMENT
Companies are not leaving any stone unturned and thereby are spending a lot on
resources in the process for getting the huge talent requirements and to get the best of
the lot. Recruitment costs are becoming increasingly heavy on the pockets and there is
a dire need for them to look for something cheap without compromising on the quality
of recruits. And with the rise in costs, they are growing more cautious about
recruitment expenditure. There is an age old adage ˜Give and Take or ˜you gain some,
you lose some. And this adage seems to be put in practice by many companies.
Organizations are using a host of innovative and at the same time, run-of-the-mill
methods to hire employees. But in order to be effective and innovative, the
compromise has been settled on the high costs. The hiring costs have shot up
manifolds and companies have started to get affected in their P&L accounts. The
average recruitment cost per employee can range anywhere between Rs 50,000 to
60lakhs, depending on the position.

So how should a company hire fresh talent?

 They usually have a host of methods ranging from internal movements where
the company advertisers the position within the organization. This method is
considered to be very cost effective as the employee is already a cultural fit
and the talent stays within the organization. They also advertise in the
mainstream press though it is usually as it includes not only the advertising
cost but also the cost of processing, screening and interviewing the candidates.

 Many other companies have on-campus and off-campus initiatives for hiring
fresh graduates. They also use an optimum channel mix strategy for hiring
experienced people. The channels of hiring would include in-house technical
recruiters using portals and own network, employee referral program,
placement consultants etc.

Recruitment costs are taking up a major part of the annual budgets of the
organizations and are engaging a lot of resources. Companies are working in
the direction of reducing these costs so as to save on the costs and allocate
funds towards strategic project.
The best way to minimize recruitment cost is to
make sure the role of consultancy agencies is reduced to the minimum.
Recruitment agencies are the best forms of cost effective hiring as one can
outsource the employee to a specialist firm and only pay on successful
completion of the assignment.

 Companies are working on reducing the average cost per hire by relying on
employee referrals, innovative recruiting mechanisms and reducing the
reliance on head-hunters.

131
  The average cost per hire is approximately
Rs 30,000-40,000. To recruit the best talent along with a faster turnaround
time companies are creating a planning schedule for all critical positions and
identify people (insiders) for such positions which impact business. In some
cases organizations maintain a three great candidate ratio for each position and
relevant database. Such initiatives can reduce Recruiting costs.

 Companies have devised actions plans which suit their needs best and at the
same time cut the recruitment costs without compromising on the quality.
Most of the recruitment at senior levels is done through contacts. Recruit
through employee referral scheme has become a Right feature which helps us
in getting the right person for the right job at a very nominal cost spent on
recruiting.


 Internal referral is the most effective and cheapest mode of recruitment.
Employees are encouraged to refer people for different positions. It ensures to
attract the best talent and also gives an empowering signal to employees about
their engagement within the company.
 One of the most cost effective modes of recruitment is the daily walk-in
interviews that conducted at company offices. This way, recruiters will be able
to capture the profiles of a significant number of potential candidates that help
the recruitment process. Walk-ins are undoubtedly the best and inexpensive
mode of hiring, and it has proved effective in volume hiring opine many HR
managers.
–

2.RECENT FINDINGS TO INCREASE THE

EFFECTIVENESS OF RECRUITMENT PROCESS

132
1:When filling a mid- or senior-leve leadership position its better for
the organisation to hire an external candidate than an internal
candidate.
a.external candidates should be selected more often than internal candidates. External
candidates sometimes bring skills that cannot be found within the organization’s
current workforce.

b. In organizations filling a greater number of positions, the percentage of mid- and

senior-level positions filled by internal candidates increases Those organizations
filling more positions (i.e., larger organizations) might have a better chance of finding
qualified candidates within their current workforce. Additionally, larger organizations
might be more likely to have well-defined succession management systems to prepare
internal candidates for promotion.

c.over the next two years, most organizations will increase the amount of money they
will spend on recruitment and selection. When adjusting for normal increases due to
cost inflation, 31 percent of organizations plan to increase spending for recruitment
and 22 percent for selection.
• Almost half the respondents (46 percent) indicated that it is easier to recruit people
today compared to one year ago. Less than one quarter (22 percent) feel that
recruiting has become more difficult.

133
 45%

40%

35%

30%

25%
Column
20% 1

15%

10%

5%

0%
1 to 5 to 10 11 to 50 101 to 200 201 to 500 500 to 1000
Percentage of Leadership Positions Filled by Internal Candidates

2.In the next year, organizations are likely to change their approach to
recruitment. Selection practices are not likely to change.
• Overall, organizations perceive their approach to recruitment (mean = 6.9) and
selection (mean = 6.6) to be only moderately effective. Ratings were made using a 10-
point scale (1 being not at all effective; 10 being extremely effective

change recruitment approach in next 2 years

not sure yes no

26%
36%

39%

134
 change selection approach in next 2 years

32%

42% not sure

yes
no

26%

above figures show that about one-third (39 percent) of the organizations in our
sample plan to significantly change their current approach to recruitment. They were
much less likely to change their approach to selection (26 percent).

3.Most organizations plan to increase the money spent on both

recruiting and selecting candidates.
 On average, 33 percent of organizations’ HR budget is allocated specifically
to recruitment and 18 percent is allocated specifically to selection.

 Over the next two years, most organizations will increase the amount of
money they will spend on recruitment and selection. When adjusting for
normal increases due to cost inflation, 31 percent of organizations plan to
increase spending for recruitment and 22 percent for selection.

 Almost half the respondents (46 percent) indicated that it is easier to

recruit people today compared to one year ago. Less than one quarter (22
percent) feel that recruiting has become more difficult.

4.Applicant testing and assessment are not widely used in

organizations.
 Less than 30 percent of organizations reported extensive use any testing or
assessment method in the selection process.
 On average, the majority of respondent organizations do not use any form of
assessment or testing. Only three practices were used by more than 50 percent
of
 the respondents:
 Performance/Work sample tests (for example, writing a computer program
under structured testing
 conditions) are used by 58 percent of organizations.

135
  Knowledge tests (tests that measure job-specific knowledge) are used by 56
percent of organizations.
Ability tests (mental, clerical, mechanical, physical, or technical) are used by 52
percent of organization

5.In the future, organizations will make much greater use of

behavior-based interviewing.
Nearly 40 percent of organizations plan to use behavior-based interviews more
frequently in the future.
Although most of the surveyed organizations currently use behavior-based interviews
to some extent, many plan to use them more frequently in the future. This type of
structured interview is applicable to most positions and can be used to validly predict
future behavior in competencies critical to success on the job.
In addition, this type of interview can have a positive affect on candidates’ attitudes
toward an organization. It has been found consistently that the more job-related
questions candidates are asked during the interview, the more they are attracted to an
organization . And behavior-based interviews focus on behaviors that are relevant to
the target job. Thus, this interviewing technique not only predicts future performance,
but is also well received by applicants

6.Technology will play a greater role in resume screening and

interviewing selection methods.

In the next three years, nearly half of the organizations surveyed will increase their
use of computerized resume screening. New technology allows thousands of resumes
to be screened in a fraction of the time it takes to screen them manually.
Organizations can now receive, store, and review resumes via the computer.
Large resume databases can be maintained, and qualified candidates can be identified
for specified positions with minimal time and effort. that 28 percent more
organizations will use computerized resume screening in the next three years.
Additionally, 12 percent will make greater use of computer-assisted interviewing.
Computerized selection systems can be used to administer tests and manage data from
interviews or other selection tools, thereby streamlining and standardizing the process
for collecting information. reference checks and applications tell us much about job
candidates, testing methods can add significant value to the selection process. In the
next three years, many organizations will increase their use of knowledge tests (22
percent), performance/work sample tests (17 percent), ability tests (14 percent), and
motivational fit inventories (13 percent).
Using standardized measures of skills,
abilities, or knowledge can significantly reduce the candidate pool and eliminate those
without the minimum qualifications for the job.
Work sample tests and assessments are designed to provide candidates with activities
that are representative of job tasks. Candidates generally accept these tools as face
valid and appropriate for selection. Work sample tests and assessments also give
candidates a realistic job preview and can help them determine if the job is right for
them.

The Figure showing the Future Use of Interview-Based Selection

Practices

136
 integrity test

drug test

biographic data

personality tests

assessment
East
ability test

situational interview

knowledge testing

refernce checks

behacvior based interview

-15 -10 -5 0 5 10 15 20 25

137
3.Best Selection practices
Respondent organizations were asked to rate the effectiveness of their selection
strategy using a 10- point scale (1 being not at all effective; 10 being extremely
effective). Then we correlated system effectiveness with use of the various selection
practices. The selection practices with significant correlations to overall system
effectiveness can be considered best practices overall.

Practice 1: Behavior-Based Interviews Organizations with highly effective selection

systems reported using behavior-based interviews more often than those with less-
effective systems. Behaviorbased interviews enhance the effectiveness of the selection
process by:
Focusing on job-related behaviors.
Obtaining accurate behavioral data.
Using past behavior to predict future behavior.

Practice 2: Motivational Fit Inventories During the selection process, many

organizations focus only on assessing the skills necessary to perform the job.
However, skill is only one factor related to job performance. Job motivation and
organizational fit also must be taken into consideration .
A candidate might have all the skills necessary to perform the job tasks, but not be
motivated by the factors associated with the particular job or by the company’s values
and way of doing things. Thus, assessment of these motivations can help identify
candidates who not only have the “can do” aspect of the job, but also have the “will

Practice 3: Computerized Resume Screening As mentioned previously, computerized

resume screening greatly reduces the time HR professionals must spend sifting
through nonstandardized resumes. Now, HR can gather resume data in a standard,
computerized format or use special software to scan and process resumes. Large
banks of applicant data ensure that when new jobs arise, the database can be easily
searched for potential matches.

Practice 4: Training/Experience Evaluations The premise underlying training and

experience (T&E) evaluations is that they assess job-relevant abilities, skills, and
motivations. It is assumed that individuals who have successfully performed
jobrelevant tasks requiring these skills and abilities in the past will also be successful
in performing similar tasks in the future.
T&E evaluations can be used as a screening device for positions in which previous
experience and training are necessary for job performance. Organizations can use a
welldeveloped T&E evaluations to set minimum qualifications for essential job tasks
and skills that are predictive of job performance.

Selection Practices and Outcomes

Selection practices might also be linked to organizational success. Survey participants
were asked to estimate whether their organization got better, worse, or stayed the
same on six key organizational outcomes over the past year (i.e., financial
performance, quality of products and services, productivity, customer satisfaction,
employee satisfaction, and retention of quality employees). Based on these indices,
we tested to see f effectiveness of the selection system was related to organizations’
performance in the past year.

138
Selection system effectiveness is significantly correlated to
organizational outcomes.
Analyses revealed that more organizations with highly effective selection systems
were significantly more likely to have experienced improvements in business and
employee outcomes than organizations with ineffective selection systems .
Organizations with effective selection systems can better identify and hire employees
with the right skills and motivations to succeed in the positions, as well as in the
organization.
When employees are successful in their
jobs, the organization benefits through increased productivity and higher quality
products and services. In addition, when the “right” employees are hired initially, they
are more likely to be satisfied and remain with the company. Thus, by using a good
selection system to hire qualified employees. organizations can reduce turnover,
increase employee retention, and ultimately improve critical business outcomes.
While recruitment and selection processes
remain an important aspect of Human Resources Management, the overall
effectiveness would depend on the other core processes of HRM such as training and
development, performance management and reward and punishment. Managers need
to pay constant attention to all these for making true the cliché ' people are the
greatest assets of an organisation.'

8
7 7.2
6.9 6.7 6.8 6.9
7
6
5
4
3
2 poorly performing Column1
organisations
1
0
l y y
cia vit lit on on on
n ti a cti cti nti
fin
a uc qu fs a fs a te
od ti ati re
pr sa es
er ye
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cu em

139
 CHAPTER-9

SERVICE LEVEL AGREEMENT

A service level agreement (frequently abbreviated as SLA) is a part of a service
contract where the level of service is formally defined. In practice, the term SLA is
sometimes used to refer to the contracted delivery time (of the products /service) or
performance. A service level agreement (SLA) is a negotiated agreement between two
parties where one is the customer and the other is the service provider. This can be a
legally binding formal or informal "contract" (see internal department relationships).
Contracts between the service provider and other third parties are often (incorrectly)
called SLAs — as the level of service has been set by the (principal) customer, there
can be no "agreement" between third parties (these agreements are simply a
"contract"). Operating Level Agreements or OLA(s), however, may be used by
internal groups to support SLA(s).

The SLA records a common understanding about services, priorities, responsibilities,

guarantees, and warranties. Each area of service scope should have the "level of
service" defined. The SLA may specify the levels of availability, serviceability,
performance, operation, or other attributes of the service, such as billing. The "level of
service" can also be specified as "target" and "minimum," which allows customers to
be informed what to expect (the minimum), whilst providing a measurable (average)
target value that shows the level of organization performance. In some contracts,
penalties may be agreed upon in the case of non-compliance of the SLA (but see
"internal" customers below). It is important to note that the "agreement" relates to the
services the customer receives, and not how the service provider delivers that service.

Service-level agreements are, by their nature, "output" based — the result of the
service as received by the customer is the subject of the "agreement." The (expert)
service provider can demonstrate their value by organizing themselves with ingenuity,
capability, and knowledge to deliver the service required, perhaps in an innovative
way. Organizations can also specify the way the service is to be delivered, through a
specification (a service-level specification) and using subordinate "objectives" other
than those related to the level of service.
This type of agreement is known as an "input" SLA. This latter type of requirement is
becoming obsolete as organizations become more demanding and shift the delivery
methodology risk on to the service provider..
SLAs are also defined at different levels such as:

 Customer Based SLA: An Agreement with an individual customer group,

covering all the services they use. e.g. An SLA between a supplier and
Finance Dept. of a large organization for the services such as finance system,
payroll system, billing system, procurement/ purchase system etc.

140
  Service Based SLA: An agreement for all the customer using the services
being delivered by the service provider e.g. A car service station offers a
routine service to all the customers and offeres certain maintanance as a part
of offer with the universsal charging.

o There are chances of difficulties arising in this type of SLA as level of
he se rvices being offered may vary for different customers (e.g. Head
office staff may use highspeed LAN connections while local offfices
may have to use a lower speed leased line)
o
 Multilevel SLA: The SLA is split into the different levels, each addressing
different set of customers for the same services, in the same SLA.
 Corporate Level SLA: Covering all the generic service level management
(Often abbrovated as SLM) issues appropriate to every customer throughout
the organization. These issues are likely to be less volatile and so updates
(SLA reviews) are less frequently required.

 Customer Level SLA: covering all SLM issues relevant to the perticular
customer group, regardless of the services being used.

 Service Level SLA: covering all SLM issues relevant to the specific services,
in relation to this specific Customer group.

In Cloud Computing
Any SLA management strategy considers two well-differentiated phases: the
negotiation of the contract and the monitoring of its fulfilment in real-time. Thus,
SLA Management encompasses the SLA contract definition (basic schema with
the QoS (quality of service) parameters), SLA negotiation, SLA monitoring, and
SLA enforcement, according to defined policies.

The main point is to build a new layer upon the grid, cloud, or SOA middleware
able to create a negotiation mechanism between providers and consumers of
services..

Outsourcing
Outsourcing involves the transfer of responsibility from an organization to a supplier.
The management of this new arrangement is through a contract that may include a
Service Level Agreement (SLA). The contract may involve financial penalties and the
right to terminate if SLAs are consistently missed. Setting, tracking, and managing
SLAs is an important part of Outsourcing Relationship Management (ORM)
discipline.
SLA IN PARLE-G:
 The products sold to the customer should be without any sort of adulteration
that can harm the consumer.
 Any contract signed between a party and the company must be fullfilled on
time and it should contain exacly those products which were agrred upon.
 Monthly tips are given to the employees
 Timely bonuses are given to the employees

141
  Equality is shown in every decision

CHAPTER10

Joining.
1. Responsibilities of HR / Accts Department.

. a person in the HR department is designated for doing the formalities regarding

recruitment & joining liaisoning.

2. Communication.
Communication.
At Corporate office:
HRD will be responsible for internal communication about the joining of any recruit
through Email /or through notice.

3. Forms to be filled by the new recruit.

recruit.

The new recruit has to fill the following forms, which are available with the HR
department in the Corporate Office.

1. Personal Data Form.

2. Joining Report.
3. Nomination & Declaration form----for Employees’ Provident Funds &
Family Pension Scheme. .
4. Payment of Gratuity Rules----Nomination for Gratuity. .
5. Employees’ State Insurance Corporation. (Declaration form).
6. Group Mediclaim Insurance policy proposal form
* In case of the regions, it is the responsibility of the designated person for
recruitments at Retail Outlets to get the above forms filled & sends it to HRD.
7. Confidentiality Agreement

Documents to be submitted by the new recruit.

HRD shall make sure that the photocopies of the following documents are
submitted by the new recruit & they should be verified with the original
documents.

 Age proof certificate.

 Qualifying degree certificate.
o (* In case where the recruitment of a candidate is done subjected to
passing in the qualifying degree, then the copy of the same should be
submitted within 6 months from the date of joining).
joining).
 Three passport size photographs.
photographs.
 Two post card size photographs.
 Previous Company’s relieving letter.

142
.Induction programme
Induction is the final stage of the recruitment process. Once the successful candidate
has accepted the offer of employment and a start date has been agreed the HR
Head /Head of Department is responsible for preparing an induction programme
for the new employee.

2.The Induction Programme

 Induction takes time and an employee should not be overloaded with

too much information on his/her first day of their employment. The
detail of the induction programme will vary according to a number of
factors such as previous Company experience, previous experience of
the duties of the post, position within the department etc. However, it
is important that all new employees are given support and assistance
during the first few weeks of their employment.

 An induction training of one week is organised for the new recruits at

the level of managers & above that they can get familiarised with the
functions, businesses processes & people of the organization.

 Functional induction is conducted in the concerned departments where

the new recruit will undergo detailed 15 days induction in his functions
depending upon the nature of his job.

3.New employees will need to know:

 Practicalities: location of toilets and other facilities, working hours,

meal breaks, dress code;
 About the job: content, duties, reporting structures;
 The wider context: the company, policies and procedures.
Part of the induction process may include the new employee being assigned to a
mentor.

In circumstances where an existing employee is appointed to a post in a different

department it is important that an induction programme is developed focusing
on the new post and Department.

4.Induction Checklist

On the first day of his/her employment or as soon as possible thereafter the new
employee should complete the Induction Checklist and Staff Introductions
Checklist in conjunction with his/her line manager. The completed Checklists
should be retained within the employing Department.

INDUCTION TRACKING SHEET

To be used by the Inductee
DEPARTMENT OF <NAME OF DEPARTMENT> - INTRODUCTIONS
CHECKLIST

143
LINE NAME/POSITION OF STAFF MEMBER LINE MANAGER
MANAGE
R

Please mark Please mark staff

(with a members to
cross) whom the new
those staff recruit (with a
members it tick) has been
is valuable introduced
for the
new
employee
to meet

All Staff in the immediate Work Area

Head of Department

CEO

Head of immediate section

HR In charge

Stores, Technical and other administrative staff (as

appropriate)

Heads of other Sections (as appropriate)

Departmental Staff (as appropriate)

Staff in other departments with whom the post holder

will work or liaise

NAME OF EMPLOYEE: JOB

TIT
LE:

SIGNATURE: DATE:

NAME OF MANAGER:

SIGNATURE: DATE:

INDUCTION TRACKING SHEET

144
To be used by the Inductee

Both this checklist and the attached Staff Introductions checklist should be signed as
appropriate and returned to the line manager as soon as all parts of the induction
have been completed.

Induction Schedule /Induction Manual

Company address & Telephone No sheet

Key Day to Day Contacts -list

Intercom numbers List
Writing pad / Pen

 Received an offer letter /Appointment order from the

HR Office.
 Received an Induction Kit
 Received a tour of the Department and major offices
and been introduced to key members of staff.
 Visited the HR Department and arranged swipe card
access to the Department/Unit.
 Location of nearest:
 Toilets
 Drinking water
 Pigeonholes and mail collection points
 Photocopier

 Company’s History
 Vision
 Mission’s
 Values & Beliefs
 Store Addresses
 Group Companies
 Employee Related Policies
 Leave Policies
 On Duty Updation
 Permissions
 Office hours
 Attendance
 Salary Disbursements
 Loan and Advances

145
Once you have completed all the above sections, and read the supporting
information please complete the following and return the signed form to your
line manager. Thank you.

NAME OF EMPLOYEE JOB TITLE:

SIGNATURE: DATE:

NAME OF LINE MANAGER:

SIGNATURE: DATE:

5.Probation Period

All employees are subject to a probation period, the length of which is six months.
During an employee's probation period it is important that regular reviews are
scheduled to provide the new employee with sufficient support to help him/her settle
in quickly and to address any issues as they arise.

Further guidance on the induction procedure is available with HR Department

6.things to be provided to the new recruit.

recruit.

Stationery like Stapler, Punching Machine, Calculator and other small items like
eraser, scale, sharpener, etc. will be provided to the corporate staffs only once by the
company to the employee which will be done at the time of his joining and the same
(except the eraser, scale, sharpener etc.) will be taken back at the time of his transfer
to other departments / areas / regions / or at the time of leaving the company.

7. Email Allocation

The new recruit who is selected for the post of executive & above will get an email Id.
This shall be done by the IT Department on request from the HR Department.

8. Visiting card requisition.

For this purpose, the new recruit(only Managers and above) could give requisition to
the HR department.

3. Leading/Managing and Retaining Talent

“Happy employees are better equipped to handle workplace relationships, stress and
change” The Gallup survey emphasizes that supervisors are crucial to how engaged an
employee is within the organization. If the supervisor relationship is positive, the
engagement increases as do the positive interactions with other coworkers .
Consequently, if the talent is unhappy at work, it is likely due to a poor working

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relationship with a leader/manager and not the company. “Leadership is a serving
relationship with others that inspires their growth and makes the world a better
place” . Leading an organization in this millennium can potentially involve four
distinct generations and the leadership style needed for a 22-year-old employee may
be significantly different than that of a 62-year-old. However, there are four core
behaviours that characterize the best leader/managers:

• Believing in employees: creating a stimulating work environment through instilling

a high
sense of purpose, effectively using talents and knowledge while allowing a degree of
autonomy.when employee will feel that they are trusted member of the organisation
then they wills how their capability ,skills as they would consider themselves as part
of the organisation.

• Helping employees achieve balance: recognition on the part of both leaders and
talent for the need to strike a balance between their lives at work and outside work
• Developing career plans with employees: Coaching/mentoring or assisting an
individual to discover their talents, skills, assets, preferences, motivations and
professional goals
• Adapting to differences: acknowledging the unique contributions each individual
brings to the organization and adapting policies, schedules and work procedures to the
diverse needs of the individual.

What motivates Millennial/Echo talent following strategies are identified:

• You be the leader. Organisations are looking for leaders with honesty and integrity.
It’s not that they don’t want to be leaders themselves, but they would like some great
role models first.
• Challenge me. Employees want learning opportunities. They want to be assigned to
projects they can learn from. So that they can apply their skills ,knowledge in their
own way. Which they generally avoid to share .

• Let me work with friends. Employees say they want to work with people they click
with and they like being friends with co-workers. Employers who provide for the
social aspects of work will find those efforts rewarded. Today everybody wants some
social environment to work in social environment.nobody entertains isolation.they
need help as they understand that nobody is perfact.

• Let’s have fun. A little humor, a bit of silliness will make your work environment
more attractive.witout proper fun arrangements employee will feel stressed and they
wont be able to coope with that stress and concentrate on their work.so some
parties,contests should be arranged time to time to make them relaxed.

• Respect me. Treat our ideas respectfully, even though we haven’t been around a
long time.gone are the days when employee used to be treated as slaves,machines,but
today organisations have understood their importance and they are now considered as
human resource on whom the success of organisation depends.

• Be flexible. The busiest generation ever isn’t going to give up its activities just
because of a job. A rigid schedule is a surefire way to lose your employees, 50+

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workers find the following important in influencing their decision to remain in the
workforce :

 Flexible work options

 Training and development activities, access to new technology

 Management training, or opportunities to mentor others

 Job design practices, challenging and meaningful tasks or roles

 Recognition and respect, showing appreciation for a job well done

 Performance evaluations with useful feedback

 Compensation, offering incentives for continued employment, improving

benefits and organizations pension plan

 Pre-retirement and post-retirement options, callback arrangements and

providing phased-in retirements

it is emphasized that leadership “must be dispersed throughout the organization” and

that individuals given the opportunity to exercise leadership within their spheres of
influence
Leading the organizations of the future requires leaders who see leadership as the role
of coach/mentor and chief inspiration officer rather than a job title or position. These
leaders lead in relationship with all organizational talent, which inspires them to
contribute to and develop within the organization.

Developing Talent
There are two ways to increase the talent in an organization - hire new talent from
outside or develop talent from within. As highlighted earlier, attracting talent,
especially without a strategy, may provide a significant challenge for many
organizations. However, as Ulrich indicates, successful organizations “engage in
systematic succession planning to ensure a seamless transition” 2009 study indicated
that only 29% of family-run small and medium sized business and 39% of non-family
businesses have a succession plan.
Often, succession planning refers to owners passing on a family business to family
members, but succession can also refer to grooming employees for vital positions in
the organization. As highlighted in the section above, a core behaviour for
leader/managers is developing career plans with employees.
This coaching/mentoring or assisting an individual to discover their talents, skills,
assets, preferences, motivations and professional goals is key to successful business
succession. What then should an organizational leader do to develop talent as
successors for vital
positions?

• Plan ahead: Planning well ahead will afford you the opportunity to coach/mentor
successors into future positions.

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• Determine who has the desire, competence and vision necessary for the
position(s):
Take time to identify the strengths each candidate possesses and orient training
toward
those strengths.
• Develop plans with the potential successor(s): Co-create the career plan with the
individual(s) providing the opportunity to manage their career.
• Develop successor(s) for the position: Provide the time, training, coaching and
resources
for the candidate to effectively acquire the new skills, tasks necessary.
• Establish a timeline for specific events: Create a realistic and achievable career plan
with goals, opportunities for feedback and increased levels of responsibility as
appropriate.

Some leader/managers may feel intimidated by the skills and talent of potential
successors, and thus may hesitate to afford greater responsibilities to those individuals
for fear they may be out performed. Consider the financial and organizational cost of
losing this talent if not fully engaged. The cost of employee turnover can be
financially significant. “Studies have shown that it can cost up to 18 months’ salary to
lose and replace a manager or professional and up to six months’ salary to lose and
replace an hourly worker” (Staff Turnover, 2006).
According to a good employee can cost three times his salary to replace. Every time
people leave it just puts you back and the cost of replacing someone is hugeTherefore,
it is vital that organizational leaders adapt and strive to foster an environment that
invests in developing talent from within because it contributes financially as well as
culturally to the organization.

Creating a Learning Organization

Canadian organizations are under-investing in employee training and development
according to a Conference Board of Canada study . This study indicates, “Improving
organizational performance is more about changing attitudes, organizational will and
strategy than about spending money . Fostering a learning culture compensates
organizations through “greater retention of talent, employee satisfaction, quality of
products and service, productivity and profitability . The study recommends four
pillars of a learning organization:

• Vision – In learning organizations, leaders communicate a clear vision of the

organizations strategic direction and business goals and ensure that learning is part of
that vision.

• Culture - The work environment of learning organizations supports risk-taking and

experimentation, encourages employees to challenge the status quo, and recognizes
that informal learning takes place all the time.

• Learning dynamics - Decision-making is decentralized, and employees are allowed

t “learn by doing.” A partnership between managers and staff is evident.

• Knowledge management/infrastructure - Learning organizations ensure that

important knowledge is captured and made available to those who need and use it.

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These learning organizations can ensure the transfer of knowledge from one
generation to the next though mentoring.

Mentoring
Mentoring is one low cost means of transferring skills, knowledge, culture and vision
while supporting a learning organization. in order to build a stronger knowledge base
throughout the company. In this program, mentors with developed leadership skills,
professional experience, and organizational knowledge meet one on- one with less
experienced employees at all levels of the organization for an average of one hour a
month .
The advantages of a mentoring program are more than low-cost training as
highlighted by the following. It Breaks down “silos” throughout the organization and
increases communication Enhances career development and growth, and improves
employee satisfaction Fosters a culture where employees help others Improves
integration of new employees
How mentors helps in the development of organization :

 Enables mentors to keep a pulse on the organization through regular

communication
with more junior employees
 Gives mentors a break from daily operations
 The Conference Board report provides some tips when organizing a
mentorship program which most organizations could implement:
􀂃 Keep it simple and accessible: provide all employees with access to the
program and
 make the process easy to follow
􀂃 Formalize the partnership: through a written agreement to identify the
frequency and length of meetings, and the goals of each participant
􀂃 Build a solid pool of mentors: before launching the program, so mentees
have a wide selection of potential partners
 􀂃 Ensure senior executives are active participants: encourage leaders and
executives at the vice president level or higher have mentoring partners
 􀂃 Generate and sustain interest in the program: with effective
communication
 􀂃 Link: mentoring to human resources processes

Mentoring alone may not meet all the training or educational outcomes necessary for
the successful transition of talent to the next level of responsibility or tasks.
Therefore, it is important that employers along with the employee recognize and
develop a mutually agreeable training strategy.
Training may include e-learning, formal in class training or hiring contract trainers,
all of which require a cost to employers as well as employees. Negotiating the tuition
costs or tuition reimbursement and responsibilities such as time off, leave
arrangements, reduced work responsibilities, along with access to technology or space
must be agreed upon.
Employees could explore financing options with the organization such as cost sharing,
interest free loan agreements, or access provincial student loans, scholarships,
bursaries loan programs. Developing a clear mutually agreeable strategy can reduce
confusion and potential problems that may arise during the training period.

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Rewarding Talent
What motivates your talent to stick around? Surprisingly, it’s not always pay,
pensions and benefits. organizations that “offer non-monetary incentives, such as
training, career counseling, mentoring and other such tools, give staffers reason to
stick around”. operations have a “progressive, open door management style and
unusual perks including a company managed cottage in eastern Ontario that
employees can use for free” equally among employees and the company hosts parties,
social events and if they meet an annual target they go on a luxury vacation

Organizations that are unable to provide financial incentives and vacations may
consider in kind options such as providing job-sharing options, flexible work
schedules, seasonal employment options, personal days (on top of regular paid
vacation time), in house training or mentoring. Employers with younger employees
may consider preschool or daycare subsidy, maternity leave top-ups, pilates, yoga or
message treatments.
A simple but sincere “thank you” as recognition and respect for the contribution
employees have made to the organization can often have a profound and long-term
effect.

AUTHORITY FOR VARIOUS RECRUITMENT RELATED DECISIONS

Issue Decision By Remarks

Sanctioning a new permanent CEO Business Head to propose
position and HR Head to advise
Filling up a position already
sanctioned -
a)Assistant to Manager Head HR / Prior information to CEO

b) Non Supervisory Staff Prior information to CEO

FH Heads/
Head P&A
Filling in Temporary positions by Dept. Heads With HR Head's concurrence
casual employees
Making permanent any temporary/ Head HR Dept. Head to propose
casual staff through BH; HR Head to
concur
Mode of recruitment HR Head BH to be informed
Contract with Recruitment HR Head Within existing norms; Head
consultants HR's approval for
exceptions
Selection of media HR Head With consultation of BH
Brief to consultants; ad copy and HR Head If within existing norms;
specs exceptions with
consultation with BH
Payment release to Consultants, HR Head If within norms; exceptions
Agencies by HR Head
Short listing of candidates - First HR In charge As per specs given
Stage

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Final stage HR & BH
Call Candidates for Interview HR In charge As per shortlist

Calling adhoc/ walk-in candidates HR Head HR Head to be consulted for

outstation and Manager
level candidates
Interview Time & Place HR Head In consultation with
interview panel
Travel reimbursement release HR. Head If within norms and
eligibilities; exceptions to
be approved by HR head
Selecting a candidate or placing in Interview Panel In consultation with HR
&waitlist Head Nominee!
Salary Fixation (of range) Panel Head of In consultation with HR
final interview Nominee; to be within
10% of equivalent
internal employee;
exceptions to be taken to
a higher level
Salary negotiation HR Nominee or If within agreed range;
Panel Head in discuss with higher level
the absence of any exceptions
HR nominee
Offer letter to candidate HR Head As per terms agreed and
specified in final
interview sheet
Campus Recruitment
Institutes to visit HR Head With prior consultations
involving ED-HR/CEO

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 CHAPTER11

BUDGET PREPARATION(SAMPLE)

SAMPLE RECRUITMENT BUDGET WORKSHEET

Recruitment Budget Worksheet

Date: / /
Recruitment Period: / /
through / /
Estimated Total Recruitment Budget for Period: $ .

A. PROMOTION/PUBLICITY

1. Promotional Materials
a. Talent fee (i.e. graphic artist, photographer, writer, video) $
b. Printing (display ads, brochure, flyer, duplication) $
c. Materials (stationary, envelopes) $
d. Total Materials: $

2. Advertising (list each journal or other media used)

a. $
b. $
c. $
d. $
Total Advertising: $

3. Professional Recruitment Assistance (recruitment firms, candidate sourcing

services, etc.) a.$
b.$
c.$
Total Recruitment Professional Assistance: $

4. Direct Marketing
a. Mailing lists $
b. Postage $
c. $
Total Direct Marketing: $
TOTAL PROMOTION AND PUBLICITY BUDGET $

B. CANDIDATE SCREENING EXPENSES

1. Phone Interviews (20-30 minutes per call or about two hours per candidate)
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a. Out-of-state candidates $
b. In-state candidates $
c. $ Total phone interviews: $

2. Reference Checks
a. Phone interviews (15 minutes per call) $
b. $ Total Reference Checks: $

TOTAL CANDIDATE SCREENING BUDGET $

C. SITE VISIT AND PERSONAL INTERVIEWS

1. Candidates and spouses

a. Airfare $

b. Ground transportation $

c. Lodging $

d. Meals $

TOTAL SITE VISIT/PERSONAL INTERVIEWS BUDGET $

D. PERSONNEL

1.Current Personnel
a. Time away from primary duties $
b. Bonus pay for extra duties $
c. $ Total Current Personnel: $

2.Temporary Personnel
a. Hired local recruitment coordinator $
b. Interim management until new CEO is recruited $
c. $ Total Temporary Personnel: $

TOTAL PERSONNEL BUDGET $

E. OTHER COSTS

1. $ stationary
2. $ transportation
TOTAL OTHER COSTS $

TOTAL RECRUITMENT BUDGETS $

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 CHAPTER 12

FINDINGS

Findings refer to the task of drawing inferences from the collected facts. It is the observed
facts during the whole study period. It refers to the complete analysis the work done
during the period. Findings can be called up as the summary of the complete work done.

1.for the middle level and management level,external recruitment is prefferd,and for the
executive level internal recruitment is prefferd - In organizations filling a greater number
of positions, the percentage of mid- and senior-level positions filled by internal
candidates increases Those organizations filling more positions (i.e., larger organizations)
might have a better chance of finding qualified candidates within their current workforce.

2.Over the next two years, most organizations will increase the amount of money they will
spend on recruitment and selection. When adjusting for normal increases due to cost
inflation, 31 percent of organizations plan to increase spending for recruitment and 22
percent for selection.

 HR department focus.  HR departments have 25% more impact on the performance of the business t
competencies of the HR professionals.  In previous years, we encouraged building the talent of individual HR professiona
we need to make sure that HR departments work well as a function.  It is not enough to have talented HR people; we need
HR departments.  The old adage “I like my HR person; I hate my HR department” may be out of date.

CONCLUSION

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Recruitment is described as “the set of activities and processes used to legally obtain a
sufficient number of qualified people at the right place and time so that the people and the
organisation can select each other in their own best short and long term interests”. 1 In
other words, the recruitment process provides the organisation with a pool of potentially
qualified job candidates from which judicious selection can be made to fill vacancies.
Successful recruitment begins with proper employment planning and forecasting. In this
phase of the staffing process, an organisation formulates plans to fill or eliminate future
job openings based on an analysis of future needs, the talent available within and outside
of the organisation, and the current and anticipated resources that can be expended to
attract and retain such talent.
Also related to the success of a recruitment process are the strategies an organisation is
prepared to employ in order to identify and select the best candidates for its developing
pool of human resources. Organisations seeking recruits for base-level entry positions
often require minimum qualifications and experience. These applicants are usually recent
high school or university/ technical college graduates many of whom have not yet made
clear decisions about future careers or are contemplating engaging in advanced academic
activity.

After the study on this topic I can now conclude that to run a company an to reach its
objectives and goals a company need proper recruitment process and to ensure the
effectiveness of recruitment process a company nees a weel framed and properly established
recruitment strategy.which contains the whole of guidelines as to how to conduct the
recruitment in the company.
I learnt a lot about strategy formulation and a lot related to the recruitment during this training
period.as I tried to unveil all the sections related to recruitment to to reach to my satisfaction
level in completing the project.

SUGGESTIONS AND RECOMMENDATIONS

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As in every study there are certain unavoidable limitations, which create hindrance to the
study. So in order to remove those limitations such that if any further study is done less
number of constraints comes in the way, suggestions are required. Recommendations and
suggestions are important part of the project work where the researcher gives solution to the
problem which he has faced during the research work. These are just a way to make the study
or the research more effective and flawless. My suggestions are following:
Suggestions
 The company should focus more over the application of the Kaizens. - One of the
most difficult aspects of introducing and implementing Kaizen strategy is assuring
its continuity. Is being introduced in the companiy’s hr policies but its not
implemented fully.even many employees are still unaware of kaizen and its
application.

 The drop down belt at the Krackjack biscuit must be replaced by the straight belt
as used in Monaco since it costs least wastage.-its being noticed that the drop down
which is being used in the production of krack jack lead to more wastage of
ingredients.thus its suggested that it should also be replaced by a straight belt as is
used by monako plant.

 3) The company may also use the other HR techniques so as to make more
effective production like Andon, Six thinking Hats, etc –parle should not depend
only on the 5 hr tecniques it is using now it should go beyond them and try to
introduce them in the company.

 4) The power cuts that affect a lot to the production and results in wastage must be
controlled. Since one power cut of 3-5 seconds wastes at least 10-15 packs of
biscuits.electricity facility should be improved at the plant .there should be proper
arrangements of continous electricity to stop the extra wastages.

 Another cause of wastage is machinery breakdown. So regular checks on the

machines must be adopted. –a very general case at the parle factory is machine
breakdown which hinders the production process and disturbs the continuity of
production.

 6) Some kaizen like cuts in the conveyor belt at Krackjack machine to assure the
safety requirements of the ope

proper communication between all the business units:

An essential of every Company is that all the business units are coordinated in some or the
way and there is some kind of communication between them. There are many Business Units
in the Company and all the members of the respective Business Unit should not feel isolated
at all and therefore communications are needed. There is a programme called ‘ Meet us at
Four’ wherein the respective Business Units can communicate with
senioperson, who maybe a CEO etc. But, here also communication between the Business
Units is les

LIMITATIONS

157
In any achievement of the goal there are always certain drawbacks or certain things that
hinder to a successful functioning of a work. Achievement of a desired goal always gives
certain problems to face. In this long term study, I also faced certain limitations .The
limitations were as follows:
1. Time was the major constraint in our research works. –I had to recruitment strategy
.strategy formulation always takes time in understanding the current processes being
adopted at the company and then doing modifications in that to get it improved.Due
to lack of time, it was not possible to include each and every aspect of HR.

2. Busy schedule-at the parle factory each and every person was so much involved in
their work that nobody had time to discuss anything properly. they could not sit and
d iscuss with me the way to make the strategy.

3. Whenever I wanted to interact with the trainees to have the feedback, whether they
liked the programme or not. What problem they faced. There was always
unwillingness on their side to respond to us. They didn’t want to contribute time to
us. So lack of interest to respond was one of the major problems.

4. Management also sometime created certain problems for us in the study. Sometimes
higher official refused to give certain current and updated information, which
hindered me to know completely about any particular section.

5. .some informations are always kept confedential even they did not allow the trainees
to go through those set of information.

6. After analysing the various programmes followed here, I was unable to observe the
outcome at their respective workplace.

BIBLIOGRAPHY
A. Book:

158
 Author: Aswathappa K.

 Title: Human Resource Management

 Place of Publication: New Delhi, Tata McGraw-Hill Publishing

Company Limited.

Year of Publication: 2008

Number of Pages referred from: 142-149, 151-156,

1) Author: . C.B Gupta

Title: Human resource management
Place of Publication: Sultan Chand and Sons
Year of Publication: 2007
Number of pages referred from: 9.1-9.10, 10.1-10.10

INTERNET

1) Name of Website: WWW.CITEMANHR.COM

Article Name: HR POLICY

.Date of the Site Visited: 19th May,2010

2) Name of Website:

http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN021814.pdf

Article Name: Recruitment Strategies

Name of Author: Margaret A. Richardson

Date of the Site Visited: 5th June,2010.

WORD OF THANKS

159
I take the opportunity to pay hearty regards to Dr. D. K. GARG (Chairman), Mr. M.
K. VERMA (Dean) for lending me their kind support for completion of my project.
I thank all those who directly or indirectly supported me morally, financially and
through providing knowledge by which I could complete my project.

Last but not the least I am thankful to the management of PARLE PVT LTD. and
especially to my guide Mr. SURENDRA KUMAR whose cooperation and guidance
was a milestone in the completion of my project. He had taken his own time in order
to explain to me regarding my topic, namely, “recruitment strategy for parle-g”.

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