SKILL LINKED IMMERSION PROJECT

PGDM-HR SEM - 2 MENTOR: PROF. VAZIRANI SKILL: RECRUITMENT SKILLS

Gieselle Pereira - 91 Ruchi Agarwal- 96

INTRODUCTION I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies. - Lawrence Bossidy, Former COO of GE

Recruitment is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to replace those who leave or are promoted in order to acquire new skills and promote organizational growth. Recruitment follows HR planning and goes hand in hand with selection process by which organizations evaluate the suitability of candidates. With successful recruiting to create a sizeable pool of candidates even the most accurate selection system is of little use. Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The next step is careful examination of the job and enumeration of skills, abilities and experience needed to perform the job successfully. Other steps follow: Creating an applicant pool using internal or external methods Evaluate candidates via selection Convince the candidate And finally make an offer

WHY RECRUITMENT SKILL???

"People are not your most important asset. The RIGHT people are." - Jim Collins

The purpose of Human Resource Management (HRM) is to hire, train and develop staff and where necessary to discipline or dismiss them. Companies have a policy of promoting its managers from within its existing workforce. This means the business must recruit people with the potential to grow. Recruitment is key function of all HR department. The strategy of recruiting people with the right skills and competencies helps the organization to carry out its aims and objectives. In order to keep these key skills in the organization to succeed in achieving various positions in the

organization it is necessary to learn recruitment skills and to understand the importance of contemporary recruitment and selection issues and their effect on organizations.

LITERATURE REVIEW Project on Recruitment and Selection at BHEL Project Synopsis The Recruitment and Selection process promotes successful hiring decisions that can truly impact the success of a department or faculty. The selection of a candidate with the right combination of education, work experience, attitude, and creativity will not only increase the quality and stability of the workforce, it will also play a large role in bringing management strategies and planning to fruition. For every organization it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure. The ideal recruitment programs is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered. Recruitment programs can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by under/over selling the organization or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups how to distinguish applicants who are qualified.

Research on Employee Recruitment: So Many Studies, So Many Remaining Question James A. Breaugh and Mary Starke1 Project Synopsis Over the last thirty years, the amount of research on recruitment topics has increased dramatically. Despite this increase, recent reviews of the recruitment literature often have had a somewhat pessimistic tone. Reviewers have concluded that they still do not know a great deal

about why recruitment activities have the effects they do. In particular, recent reviews have criticized many of the studies conducted for being poorly designed, narrow in focus, and not grounded in theory. They believe that many of these criticisms are legitimate. They also believe that, in order for future studies to result in a better understanding of the recruitment process, such studies need to be designed with an appreciation of the complexity of the recruitment process (i.e., the number of variables involved and the nature of their relationships). In this regard, they offer an organizing framework of the recruitment process. In introducing this framework, they draw upon theories from a variety of research domains and give considerable attention to process variables (e.g., aplicant attention, message credibility, applicant self-insight) that mediate the relationships between recruitment activities (e.g., recruiter behavior) and recruitment outcomes (e.g., the number of applications generated). Having introduced an organizing framework, they selectively review recruitment research, giving particular attention to the topics of recruitment sources, recruiters, and realistic job previews. This review makes apparent a number of important issues that recruitment research has yet to address

The role of Social Networking Sites in recruitment: Results of a quantitative study among German companies Project Synopsis A combination of the theoretical background and the findings of the survey lead to the conclusion that Social Networking Sites are an important and upcoming topic in German HR departments. Especially, the networking scope of the Social Networking Sites is the most predicting factor for effective recruitment, in particular for the target group orientation. Interestingly, recruitment costs are not affected by the qualities of Social Networking Sites. It can be assumed that HR departments cannot observe a cost reduction caused by the usage of Social Networking Sites because of the fact that they have recently started using them for recruitment. A cost reduction might be experienced on the long-term. In conclusion, HR departments enter a new terrain and gain their first experiences with Social Networking Sites in combination with recruitment. The outcomes indicate a trend to use the sites for recruitment and it became obvious this issue will gain importance in the future.

Recruitment and Selection the Great Neglected Topic-Cardiff and Oxford Universities Project Synopsis The purpose of this paper is to provide an overview of the literature on recruitment and selection and to link what these different bodies of research reveal in terms of the relationship between employee selection and different strands of education and training policy and practice. The intention of the paper is not to offer a comprehensive literature review, but to act as a catalyst for trying to understand recruitment and selection as a process, rather than as a series of atomised strategies; and also to begin to move thinking forward on this important but neglected topic. In particular, the aim is to learn how far recruitment and selection impinges and impacts on general education and training policy debates.

The Effect of E-recruitment On the Recruitment Process: Evidence from Case Studies of Three Danish MNCs-Anna B. Holm, Aarhus University, Denmark Project Synopsis The aim of this research was to determine whether the introduction of e-recruitment has an impact on the process and underlying tasks, subtasks and activities of recruitment. Three large organizations with well-established e-recruitment practices were included in the study. The case studies were conducted in Denmark in 2008-2009 using qualitative research methods. The findings indicate that e-recruitment had a noticeable effect on the overall recruitment process in the studied organizations. The investigation revealed changes in the sequence, divisibility and repetitiveness of a number of tasks and subtasks. The new process design supported by information and communications technologies was identified and is presented in the paper. This process allowed recruiters in the study to perform recruitment tasks more efficiently. However, practitioners should be aware of the increasing demands of the quality of online communication with applicants, and with it the electronic communication skills of recruitment professionals.

METHODOLOGY SELECTED PROCESS

Meeting with Mentor and understanding overview of what is to be accomplished in the project. Reading Research Papers and articles -Tube videos on recruitment and interviews

DAY ONE: (25th Feb 2013) Meeting with Mr. Sriram S. Padmanabhan Managing Director-Fructus Consultants. Mr. Sriram was courteous enough to come on campus and address us on the topic of recruitment. He has a rich experience across industries and functions, his last stint being with Mahindra and Mahindra as Head HR. He currently runs his own consultancy called Fructus Consultants that looks after Seior level leadership roles hiring. BREIFING:

a consultant works

Industry, Function and Level of Hiring. Under Employment

Poaching Passive Job seeker tabbing.

Process of tracking passive job seekers

ETHICS: client before entering into deal with competitor

Meeting with Mr. Sandeep Bhalwal Campus Head-TCS BPO Understanding how campus recruitment of BPOs/ KPOs and IT firms take place. Two levels of hiring: Entry Level and Senior Level

Process: Pre-campus : PR Skills (Contacting campuses both registered and unregistered) On Campus: Co-ordination and Maximum in minimum time frame Post Campus: Engaging students through different channels Types of tests used for aptitude check: BPO : Common test KPO: On lines with CAT IT: Technical For MBA recruitment college must be accredited with TCS which includes: College must be minimum five years old Sending team on campus to check for parameter fulfillment

Accreditation categories A, B, C, D (Depending on entry marks accepted, infrastructure, curriculum etc) Pre- Determined Competencies.

SOURCE MIX IT : 70% Campus BPO: 30% Campus KPO: 7-8% Campus No salary differentiation.

Day 2 and 3

Meeting with Miss Priya Fernandes IDBI BANK, Fort.

IDBI Bank Ltd. is a Universal Bank with its operations driven by core Banking IT platform. The Bank offers personalized banking and financial solutions to its clients in the retail and corporate banking through its large network of Branches and ATMs, spread across India. As on March 31, 2012, the Bank had a network of 973 Branches and 1542 ATMs. The Bank's total business, during Fy 2011-12, reached Rs. 3,91,651 Crore, Balance sheet reached Rs. 2,90,837 Crore while it earned a net profit of Rs. 2032 Crore (up by 23.15 %). Recruitment at IDBI: IDBI Bank Ltd is a Public Sector Bank and recruitments in the Bank are strictly through open competition and are always advertised in prominent newspapers and the "The Employment News" as well as displayed on the Bank's website. The bank has not hired the services of any agency or individual to recruit personnel on its behalf or collect any money/commission/charges for training etc. Every level within the organization has a standard and structured process of recruitment which is followed traditionally in line with the norms of the functioning of the public sector. The procedure involves: Advertisement by the bank in leading news papers. Application form issue Collection of application forms Banking entrance exam in various centers across countries Shortlist for personal interview Final call letter This procedure is followed at the entry level as well as for employees within the organization seeking growth. The series of exams are conducted at various levels for further promotions. Special quotas are applicable for scheduled caste and scheduled tribe people and also for minority groups. In case of death of an employee during his tenure at the bank, a privilege of passing on an opening for a job with the bank is provided to any one of his immediate family member. Based on the qualification and age of this member the cadre or level of the job is allocated. Conclusion:

Overall the structure of the recruitment process for the public sector banks are very structured and follow one singular pattern. There are certain glitches like the sole shortlisting on basis of a common exam for limited amount of available positions, quotas, lack of communication skills etc.

27th Feb 2013 Meeting with Mrs. Jannet AVP-HR(IB)-J.P Morgan In contrary to IDBI, J.P Morgan is a private sector bank and does not have retail banking operations in India. It operates only in areas of investment banking, private banking, sales and trading, treasury service, asset management and other advisory functions. Reason being the license to set up a branch in India lapses within a year, and the cost of capital and property expenditure does not follow with their business strategy. The tough competition of public sector banks in India is also one of the main reason for it not setting up a branch in India. The only foreign banks in India that have successfully set up retail banking include Standard Chartered and HSBC. Recruitment in J.P Morgan: Maximum operations of the bank in India deal with back office functions for which basic skills needed include computer literacy, basic domain knowledge and communication skills. Hence at entry level J.P recruits freshers. This is mainly because the skills needed are available a limited costs. For this level the first preference is given to employee referral schemes i.e current employees refer their friends as and when the job opening is posted on the intra net. Second preference is given to job portals and walk-ins. Minimal campus placements at entry level. Attrition rate at entry level that is team member level is the highest and the HR team faces upto 30 resignations on an average. This is mainly due to the flexi work hours and high work pressure. The HR team consists of 30 people handling about 1500 employee. Therefore to tackle with this attrition the process of walk-ins and online portals is constantly kept running to ensure immediate replacement is provided. Training costs are one of the highest in J.P

Morgan .The process for recruitment at entry level includes one HR round followed by two rounds of PI by the respective line manager. The cycle of recruitment is approximately that of 75 to 90 days. At the senior level lateral recruitment is followed where ever year promotions are announced purely based on candidates performance in the process. The managerial level recruitment is looked after by vendors which deal directly with the internal HR team. Though there is no detailed and structured recruitment process, private banks our helping out the economy majorly with employment. Freshers are given good exposure to the corporate without having any prior work experience. Also there is no examination system followed atleast at entry level which promotes employment further.

DAY 4 Meeting with Mrs. Ramilla Kotian-Administrative Officer LIC of India Life insurance in India made its debut well over 100 years ago. In our country, which is one of the most populated in the world, the prominence of insurance is not as widely understood, as it ought to be. It is a government organisation and falls under the public sector category. The recruitment procedure carried out is in lines with any other PSU with the following procedures Advertisement in newspaper Filling of application form and submission Collection of forms and shortlist for competitive examination Competitive examination Personal Interview Special quotas for minority, handicap and SC/ST categories are followed. External Recruitment in LIC for entry levels have now been restricted and only internal recruitment takes place. This involves giving fellowship exams for further promotions. Apart from the central Human resource team which operates from its head quarters called Yogakshema each branch has a dedicated department called OS where the salary and benefits of every employee of the branch is handled.

Each branch has a rotational system i.e an employee will be transferred within the branch in various departments. This ensures a 360 degree work knowledge.

Challenges:

prefer applying to a PSU

LEARNINGS AND FINDINGS Managing Recruitment and Selection is key to successfully manage any organization. The cost of getting recruitment and selection processes wrong can be very high.

The difference between recruitment and selection. Learning why recruitment and selection are important. Identify 4 criteria for evaluating selection methods.

Recruitment is a fast paced, pressurized environment and typically skills required include: Approach to work Determined, resilient and driven Positive and flexible attitude Proactive Ambitious Self motivated & hard working Able to handle stress. Competitive Dynamic and energetic Focused Target oriented Ability to take feedback Strong presentation Communication skills

Learnings

Understanding of person and profile fit. Convince people about the job profile and to sell the job to the prospective candidate; Following up with the candidates during the entire selection process; Learned to convince candidates about the offer rolled out and making them accept the offer through effective communication; Learning about salary fitments.

Communicating with the corporate; Performance appraisals, its various types, implications and significance; Handling queries received from various quarters; Managing HR department in the absence of HR manager; The major challenges faced by the HR in recruitment are: Adaptability to globalization Lack of motivation Process analysis Recruitment strategies; Recruitment Scenario in Indian Industry. 4 P's of Recruitment

Product What positions are you trying to fill? What do you have to offer to potential candidates? Who else is trying to hire similar candidates and how can you gain a competitive advantage? Price How much are you willing to pay top quality candidates (e.g., salary and benefits, other costs associated with the hiring process)? Is this more or less than your competition? Person What is your target market? Who are you trying to hire? What competencies are needed for the jobs you have to fill? Are these competencies valid? What does the ideal candidate look like? Promotion Where can your ideal candidates be found? How will you let these candidates know about your job openings and encourage them to apply? What resources can you use to generate a diverse candidate pool? Recruitment: Return on Investment (ROI) Recruitment return on investment (ROI) understands and compares the elements, costs and risks of a recruitment related project to the expected benefits, for example; recruitment technology, recruitment centre implementation or process re-engineering. Recruitment ROI can assist in building a business case for the organization's decision makers to evaluate the benefits and estimated return on the investment to upgrade an organization's recruitment function.