PREFACE

As a part of course requirement of my MBA program from IIPM we were asked to do a project of Recruitment and selection in any organization so as to give us exposure to practical management and to get us familiar with various activities taking place in the organizations. We got an opportunity to do our project on The Oberoi Group of Hotels. The project has been prepared to deliver as much information as we could gather from whatever limited resources we had. It is very important for every organization to recruit and select the right person at the right time for the right post. Our project is based on this important topic i.e., recruitment and selection. It deals with all the important steps, which are taken while recruiting and selecting a candidate. Internal organizational survey helped us in our project to find employees opinions suggestion, which can help in improvement in the recruitment and selection procedure.

ACKNOWLEDGEMENT
We would like to thank everyone who was involved in the completion of this report. We would specially like to thank Prof. Satish Kumar who has been a source of inspiration and a guide all throughout our project. The people at the Oberoi Group have been very supportive to us and thanks are due specially to Mr. Raj Sisodia (Human resource Manager , Udaivilas , Rajasthan) , Mr. Jay Rathore (General Manager , New Delhi) , Mr. Yuvraj Srivastava (Director Human Resources , The Oberoi) , Miss. Rachita Butan (Executive Trainer , New Delhi) and Maj. N.P.Singh ( Chief project manager and liasoning officer , Rajasthan).

Thank you very much!!!!!!!!

TABLE OF CONTENTS
Topics

PREFACE ACKNOWLEDGEMENT INTRODUCTION

Industry study Companys profile Detail about various departments IN

OBJECTIVES AND SIGNIFICANCE OF PROJECT LITERATURE REVIEW(RESEARCH UPTIL NOW THIS FIELD)

RECRUITMENT & SELECTION PROCEDURE ADOPTED IN OBEROI GROUP QUESTIONNAIRE RECOMMENDATIONS BIBLIOGRAPHY

 ANNEXURES

INTRODUCTION
The Hotel Industry A Hotel is defined as a place, which supplies boarding and lodging to travelers. The common law states that a hotel is a place where all who conduct themselves properly, and who being able and ready to pay for their entertainment are received, if there be accommodation for them, and who without any stipulated engagement as to the duration of their stay or as to the rate of compensation, are while there, supplied at a reasonable cost with their meals, lodging and such services as are necessarily incident to the use of the house as a temporary home.

SALIENT FEATURES
Productivity is based on personal ability factor.

Business fluctuates by the week /day /hour. Constant fluctuations in short term customer demand. Irregular job workflow for the workers. Subjectivity of standards due to concepts like hospitality, service, cleanliness. Complicated pay system-linked with range of skills. An in-built quality Vs speed dilemma. Unsociable hours- The Hotel never sleeps. A range of skills for each occupation, example chef (Chinese/ Continental). A set of skills specific to the industry, example chef, housekeeper.

The hotel industry is predicted to grow by leaps and bounds in the years ahead. There is a great need for professionally trained personnel at both operational and managerial levels. A hotel is a business entity that is made up of a large number of departments, each performing a specialized function. Each department employs professionally trained individuals, qualified to handle a particular functional area. Every department, therefore, requires a distinct skill set, specific to that particular function. For example, employees in the Food Production Department would require an entirely different skill set as compared to what is required by the Front Office staff. Managing training in hotels is, therefore, a complex and challenging task. Hotels, being a service industry, also require a high level of interaction between the guests and its employees. It is therefore, vital for hotels to recruit and train their employees in guest-handling skills, etiquette, communication skills, personal grooming, telephone manners, computer proficiency and allied skills. Employees are also required

to have a certain level of knowledge and awareness so as to ensure that quality service is provided to the guests. The whole concept of Impression Management is extremely important and relevant to the hotel industry. A great deal of emphasis is thus laid on Recruitment and Selection of candidates in this industry, so that when they interact with the guests, they come across as people with well-rounded and pleasing personalities.

ORGANIZATION PROFILE
The Oberoi Group
The Oberoi Group, founded in 1934 by Rai Bahadur M. S. Oberoi, owns or manages 35 hotels and luxury cruisers across seven countries. The group has two principle brands the deluxe Oberoi Hotels & Resorts and the first class Trident Hilton. The Group is also

engaged in flight catering, airport restaurants, travel and tour service, car rentals, project management, corporate air charters and luxury cruisers. Rai Bahadur Oberoi laid the foundation of the Oberoi Hotel by acquiring his first property The Clarks Hotel in shimla. In 1943, he acquired eight properties of the associated

hotels of India thus giving shape to the Oberoi Group of Hotels, Indias first hotel chain. On 26th May 1949, M. S. Oberoi floated The East India Hotels Ltd. a corporation which has grown into EIH Limited the flagship of the Oberoi Group. His son P. R. S. Oberoi played a key role in introducing new concepts in Indian Hospitality Industry. He took his fathers dream further by exporting Oberoi management expertise to Australia, Saudi Arabia, Egypt and Indonesia. Today they have 35 Oberoi Hotels in seven countries of the World. Oberoi Hotels and Resorts under the flagship of EIH Ltd is the second largest hotel chain in India. The group is one of the recipients of the numerous awards and accolades in the world of International travel and hospitality. Five Oberoi hotels are the members of the Leading Hotels of the World and the eight Oberoi Hotels are the members of the Leading Small Hotels of the World (these hotels are chosen for their extra-ordinary levels of guest comfort and services). Oberoi Hotels & Resorts are synonymous the world over for providing the right blend of service, luxury and quiet efficiency. Internationally recognized for all-round excellence and unparalleled levels of service, Oberoi Hotels & Resorts have received innumerable awards and accolades. A distinctive feature of The Groups hotels is their highly motivated and well-trained staff that provides the kind of attentive and sensitive service that is rare today. The Groups new luxury resorts have established a reputation for redefining the paradigm of luxury among leisure hotels around the world.

The Oberoi Group employs over 12,000 people worldwide.

Training is a particular

strength. Set up in 1966, The Oberoi School of Hotel Management, which is now known as The Oberoi Centre of Learning and Development (OCLD), is considered one of the best in Asia, providing high quality, professional training in hospitality management. The people development activities in their company take shape from the 'Corporate Training and Development Vision' of the Oberoi Group, which states: Oberoi Hotel is an organization where people are nurtured through continuous learning and skill improvement, and are respected, heard and encouraged to do their best. Oberoi is recognized as the best centre for training and developing its people. The Groups commitment to excellence, attention to detail and personalized service has ensured a loyal guest list and worldwide accolades in the hospitality industry. The Group is committed to employing the best environmental and ecological practices with technology, equipment and operational processes. In the same spirit, The Oberoi Group also supports philanthropic activities that range from education to assistance for the mentally and physically challenged. The Group is also a keen contributor to the conservation of nature and of cultural heritage. The Group has an international sales and marketing presence with sales offices in New York, London, Dubai, Singapore and several cities in India. Nine Oberoi Hotels & Resorts are members of The Leading Small Hotels of the World, a select association of international luxury hotels chosen for their extraordinary levels of guest comfort and service. Trident Hilton Hotels are superior first class international hotels with contemporary facilities offering quality and value. Friendly and efficient service in a warm and relaxed atmosphere makes Trident Hilton Hotels the ideal choice for both business and leisure

travelers. The Oberoi Group opened its first Trident Hotel in Chennai in 1988. In October 2003, it entered into a strategic alliance for the Trident Hotels with Hilton International Co. This alliance presently covers eight hotels with approximately 1900 rooms across India under the Trident Hilton brand. There are Trident Hilton Hotels in the following cities in India: Agra, Udaipur, Cochin, Jaipur, Bhubaneshwar, Chennai, Gurgaon (Delhi NCR) and Mumbai. The Group also operates Trident Hotels in the Saudi Arabian cities of Jeddah and Khamis Mashayt. The last few years have seen the debut of new luxury leisure hotels in India and abroad. In India, these hotels include The Oberoi Rajvils, Jaipur; The Oberoi Amarvils, Agra; Wildflower Hall, Shimla in the Himalayas; The Oberoi Vanyavils, Ranthambhore; The Oberoi Cecil, Shimla and The Oberoi Udaivils, Udaipur. Overseas, the new hotels include The Oberoi Lombok in Indonesia, The Oberoi, Mauritius and The Oberoi Sahl Hasheesh in Egypt.

The Oberois Group Vision

We see an organization which aims at leadership in the hospitality industry by understanding its guests, and designing and delivering products and services which enable it to exceed their expectations. We will always demonstrate care for our

customers through anticipation of their needs, attention to detail, distinctive excellence, warmth and concern. We see a lean, responsive organization where decision making is encouraged at each level and which accepts change. It is committed and responsive to its guests and other stakeholders. We see a multi-skilled workforce, which consists of team players who have pride of ownership, translating organization vision into reality. We see an organization where people are nurtured through permanent learning and skill improvement, and are respected, heard and encourages doing their best. Oberoi is recognized as best practice for training and developing its people.

We see a multinational organization which has been exposed to different culture, problems and situations and can use its experiences to enrich the local employees whether in India or Overseas.

We see the world dotted with the hotels of the Oberoi Group, in strategic commercial and resort locations.

We see user friendly technology enhancing value for our customers and helping our personnel by making information more accessible.

We see an organization which is conscious of its role in the community social needs and insuring employment from within the local community

We see an organization which is committed to the environment using natural products and recycling items, thus ensuring proper use of diminishing resources.

The Oberois Group Mission

Our Guests We are committed to meeting and exceeding the expectations of our guests through our unremitting dedication to every aspect of service. Our People We are committed to the growth, development and welfare of our people upon whom we rely to make this happen. Our Distinctiveness Together, we shall continue the Oberoi tradition of pioneering in the hospitality industry, striving for unsurpassed excellence in high-potential locations all the way from the Middle East to Asia-Pacific. Our Shareholders As a result, we will create extraordinary value for our stakeholders.

The Oberoi Dharma

As members of the Oberoi Organization they are committed to display through their behavior and actions the following conduct, which applies to all aspects of their business. Conduct which is of the highest ethical standards intellectual, financial and moral and reflects the highest levels of courtesy and consideration to others. Conduct which builds and maintains teamwork, with mutual trust as the basis of all working relationships. Conduct which puts the customer first, the Company second and the self last. Conduct which exemplifies care for the customer through anticipation of need, attention to detail, excellence, aesthetics and style and respect for privacy, along with warmth and concern. Conduct which demonstrates two-way communication, accepting constructive debate and dissent whilst acting fearlessly with conviction. Conduct which demonstrates that people are our key asset, through respect for every employee, and leading from the front regarding performance achievements as well as individual development. Conduct which at all times safeguards the safety, security, health and environment of customers, employees and the assets of the company.

Conduct which eschews the short-term quick fix for the long-term establishment of healthy precedent. for the long-term establishment of healthy precedent.

The Oberoi People Philosophy

Organizational Structure and Manning Organization structure will be lean with a minimum number of levels and with clear individual reporting and accountability. Recruitment and Selection At entry level of the organization we select people of the highest quality and with the highest potential to advance our business. Performance Appraisal To inculcate a culture of personal growth and organizational excellence based on the principles of performance based results Learning and Development They aim for world-class managerial and technical excellence using continuous learning and development to support the business and encourage growth within. Career Development

They provide careers, not merely jobs, to their people, through developing them in ways where organizational needs are matched with personal strengths and potential Succession Planning Their focus on development of people will reflect in their international character and ensure that they have the right number of employees with the appropriate skills in the right place at the right time. Transfers Transfers, National or International will be based on organizational needs and career development requirements of the individuals.

Compensation Their compensation philosophy enable them to recruit and retain the best and most highly motivated talent and will encourage the highest level of performance amongst their employees through result based reward and recognition and be related to the companys overall business performance. Employees relations To create and preserve an open and harmonious environment in which employees at all levels will want to give off their very best delivering world class service at the highest level of productivity. Retention Retention of talent is a key management responsibility as is separation of those whose performance is consistently below par or who breach the accepted ethical standards and rules of conduct.

Strategy and Thrust Area Oberoi group, one of the Asias hospitality enterprise, exemplifies the quest for excellence in the world of hospitality. With relentless commitment to quality, consistent dedication to guest satisfaction and unparalleled standards of service, the group has emerged as an international benchmark in hospitality services, the group has been a pioneer in setting standards and believes in quality rather than volume. The oberoi hotels are synonymous the world over for

providing right blend of service, luxury and efficiency. Training & Development is a key component of the corporate vision. A distinctive

feature of Oberoi hotels is highly motivated and well trained staff that provides the kind of attentive and sensitive service that is rare today.

Organization Structure
The organization has a lean structure with decision making authority at each level. The decision making is divided between responsibility levels (RL). A responsibility level is a band of positions. RL1 RL2 RL3 RL4 RL5 RL6 RL7 RL8 Vice Chairman and Managing Director Corporate Directors General Managers Managers Assistant Managers Executives Supervisors Staff members

Corporate Governance
Mr. P. R. S. Oberoi Mr. S. S. Mukherji Mr. Vikram Oberoi Mr. Arjun Oberoi Independent Directors Mr. S. K. Dasgupta Mr. Anil Nehru Mr. Rajan Raheja Chairman and Chief Executive

Vice Chairman & Managing Director Deputy Managing Director (Operations)

Deputy Managing Director (Development)

Mr. Christopher Reeves

Departments in a Hotel
The various departments in a Hotel is subdivided into two broad categories: Operations Department Support Department Operation department is necessary for the business activity of the hotel and for dealing with all needs and requirements of guests. This department includes activities of Front Office Staff, Housekeeping, Food & Beverages and Engineering & Laundry departments. Support departments are those which contains the additional specialist expertise which is an essential back up to any five star hotel. This department includes services of

Accounts personnel, Finance Personnel, Material handling personnel and Human Resource personnel. The functions of the departments included in the Operational Activities:Front Staff Personal Interaction with the Visitors and Guests Telephone bookings, reservations & cancellations Handling queries of visitors and guests Taking care of check-in and check-out Entering the data into the data warehouse about the customers and their preferences and tastes so that if they turn in again, everything is taken care of in advance.

Housekeeping Shift Management Energy conversation Taking care of the ambience of the room Guest handling and emergency handling Gate pass system It is the most important area for guest satisfaction because these people come in contact with the guests on a daily basis and even more than twice in a day. Food & Beverages Food menu Various styles of salads Specialty dishes Maintaining Hygiene, Health and Safety International Beverages Various Languages

Business Segments

Rollout Chronology

THEORIES
The only thing constant in life is change The HR revolution as it is called, words like selection strategy and resource dynamics have crept into the HR vocabulary. Traditionally business and consequently human resource policies and organizational structures grew to reflect and self fulfil each other. However the present scenario is highly evolved and different from traditional thinking. Today the business has changed and so has the rationale behind attracting, selecting, rewarding and retaining trends.

Recruitment And Selection Employees well selected and well placed would not only contribute to the efficient running of the orgnaisation but also offer significant potential for future replacement.

Recruitment is concerned with both engaging the required number of people, and measuring their quality. It is not only a matter of satisfying a companys needs; it is also an activity which influences the shape of the companys future. It is a process that not only helps to select and fill a vacancy physically, mentally, and temperamentally but also helps to develop an employee into a desirable employee. Selection process searches persons with potential who would grow in the organisation. The organisational practices in selection in India vary considerably. The private and public sector organisations differ in their selection practices. Selection for public sector undertakings is governed by the principles laid down in 1961 (Prasad, 1973) and are operationalised by Public Enterprises Selection Board, Union Public Service Commission, National Institute of Bank Management, Subordinate Services Commission, etc. The process of selection begins with the understanding and definition of the job to be performed by those involved in selection. These are then converted into job specifications (qualifications) which are made public. Job opportunities should be

publicized in such a way that they enable the organisation to draw upon prospective candidates from a wide cross- section of the society. Systematic and planned selection helps the organisation to derive the following advantages. 1. It helps to generate only relevant applicants through a self- selection process on the part of the potential applicants. It thus saves time and money. 2. Careful selection is functional in choosing highly motivated employees and thus develop a culture of a committed way of work life. Pareek and Rao (1981) suggest that through proper selection of new entrants it is possible to build a desirable culture and desirable norms in the organisation. Once such a culture is established it also influence the new entrants orientation.

3. Proper selection also ensure high degree of satisfaction among the employees by letting them know that their capabilities are being properly utilised and that they are now wasting their time and talent. This feeling is likely to raise the morale of the employees and may result in higher levels of commitment and productivity. 4. It ensure supply of the right type of personnel in a short duration of time. 5. In any selection there are chances of selecting a wrong person and also chances of losing a right person. Both are equally costly to the orgnaisation. Systematic selection ensures minimisation of such errors: Error of omission Error of commission

6. It helps build the image of the organisaiton. It ensures purely objective, merit- related selection and hence establishes an image of impartiality. This attracts more qualified and better candidates tot he organisation. 7. Systematic selection is a tremendous blessing for human resources information systems. It provides a useful data bank for personnel audit and research, and potential for upward mobility in the organisation. The process of Selection consists of three stages:- Recruitment, Screening and Selection

Recruitment The first stage in selection is to make the vacancies known to a large number of people and the opportunities that the organisation offers. The process of attracting people to apply is called recruitment. Recruitment is also defined as a process of searching for prospective employees and stimulating them to apply for jobs. It is different from

selection which begins after recruitment has ended. While recruitment, is a process of attracting people selection is a process of choosing a few among those who have been attracted. The need for recruitment may arise our of the following situations. 1. Vacancies due to transfer, promotion, retirement, termination, permanent disability, or death. 2. Creation of vacancies due to expansion, diversification, growth, or job re-specification. Recruitment is done by using a number of methods. 1. Employment Agencies There are a number of private employment agencies like Ferguson Associates, ABC Consultants, SB Billimoria, who register for employment and can furnish a list of suitable candidates when sought by employers from their data bank. Generally, these agencies, these agencies also recruit on behalf of the organisation without necessarily disclosing the identity of the organisation. They go as far as short listing the candidates for organisation but the final decision is taken by the representatives of the organisation. 1. In terms of cost this might turn out to be cheaper than the organisations doing it themselves. The time and manhours saved by the company executives in processing and short-listing the candidates could perhaps be utilised elsewhere by the organistaion. 2. Up to a certain point the organisations identity remains unknown. On the other hand, there is always the risk of losing out in screening some person whom the representatives of the orgnaisation would have liked to meet.

2. Advertisement It is the most widely used method for generating applications. Its reach is very wide. Different mass media could be used to make people aware of the opportunities. There are special journals and magazines that cater to different market segments and putting an advertisement in them may generate a large number of relevant applications. However, in preparing and advertisement, lot of care has to be taken to ensure that some self-selection among applicants takes place. In other words, only qualified people should think of responding to advertisements. A good advertisement has to be specific and clear cut in what it is looking for. Subramuniam and Devi (1984) studied 496 advertisements published in the Hindu during 1981. Public sector enterprise inserted as many as 125 out of 496 advertisements.

Their results revealed that public sector enterprises provided better job descriptions, job specifications, compensation details, qualifications, age and selection procedures as compared to private sector enterprises. A good, carefully worded advertisement can also help in building the image of the organisation. 3. Campus Recruitment While campus recruitment is a common phenomenon in the West, in India it has made its mark rather recently. Many organisations send their representatives every year to national institutes of higher learning like Indian Institutes of Management Indian

Institutes of Technology and similar others. I In fact many institutes have regular placement offices which not only send out the profiles of graduating students, but also help the visiting company representatives in administrative details. The organisations

have definite advantages throug campus recruitment. First, the cost is low; second, they can arrnage interviews at short notice,; third, they can meet the teaching faculty; fourth, it gives them an opportunity to sell the organisation to a large student body who would be graduating later, as well as establish a goodwill through presentations and distribution of company material. One of the drawbacks of campus recruitment for employing organisations is that they interview candidates who have similar experience and education.

4. Deputation Deputation refers to sending an employee to another orgnaisation for a short duration of two to three years. Deputation is a pretty common method of recruitment in the public sector organisations and government agencies in India. It also take place in the private sector when an employee is sent to another unit of the same group for some time. However, deputation in Indian context is generally, seen with reference to public sector organisations and government agencies. Deputation is useful because it provides ready expertise and the organisation does not have to incur the initial cost of induction and training. Since the deputation period is generally limited to two to three years, it is often a handicap.

5. Professional Association Very often, for certain professional and technical positions it may be useful to go to professional associations (e.g. All India Management Association). An application routed through these associations would, perhaps, be better in terms of qualification as some of

these association themselves do a preliminary screening. In India, this is not a very common practice and those few that do provide this kind of service have not been able to generate a large number of applications. 6. Word of Mouth Sometimes it may be more economic, both in terms of time and money, to pass the word around about the possible opening. This could be done either through individual employees or unions. It often serves the purpose of keeping the union involved in recruitment and ensuring industrial harmony. 7. Casual Applications Often the organisation receives self- solicited applications seeking suitable opportunities. Many organizations I keep a live file of such casual unsolicited applications and whenever a befitting position opens, invite them to apply through formal channel. One major problem with this method is that such people apply to a number of organizations, and when they are needed by the organisation, either they are absorbed by other organizations or are not interested in the position.

8. Raiding Raiding is a technical term used when employees working elsewhere are attracted to joint organisations. The organisations are always on the lookout for qualified professionals, and are willing to offer them a better deal if they make the switch. There are always some employees who are professionally very competent, but dissatisfied

with something or the other in the organisation. They form the easy group to attract. The other group is formed of those who are equally competent but are quite satisfied with their present position. To attract them, the organisation has to offer a very

lucrative package of perquisites. Whatever may be the means used to attract, often it is seen as an unethical practice and not openly talked about.

PERSONNEL/ HUMAN RESOURCE MANAGEMENT MODEL Economic Labor Markets Laws and Labour Unions Forces Regulations EXTERNAL INFLUENCES PERSNNEL/HUMAN RESOURCE ACTIVITES Support Activities Analyzing Individuals and jobs Assessing Outcomes Human Planning Resource INDIVIDUALS
Ability Motivation

PERSONNEL / HUMAN RESOURCE OUTCOMES

Attraction Performance Retention Attendance

JOBS Requirement Rewards

Functional Activities External Staffing Internal Staffing and Development Compensation Labour Relations Work Environment

Satisfaction Other

THE TWO FACE OF SEARCHING AND SCREENING

Organisation

Individual

Activate search

Activate search

Communicate job openings and attributes

Applicant 600

Make inquiries and apply

Screen opportunities

Screen applicants
Continued interest

Continued interest

Reject

Reject

Potential hires

Closed internal Recruitment System

Under a closed internal recruitment system, employees are not made aware of job vacancies. The only people made aware of promotion or transfer opportunities are those who oversee placement in the human resource department, line managers with vacancies, and contacted employees. The way a vacancy is typically filled under a closed system is shown on the next page.

CLOSED INTERNAL RECRUITMENT SYSTEM

Manager notifies human resources of vacancy

Human resources searches filed for candidates

List of candidates given by human resources to manager

Position filled by manager

Open internal recruitment system

Under an open internal recruitment system, employees are made aware of job vacancies. Usually this is accomplished by a job posting and bidding system. An open system gives employees a chance to measure their qualifications against those required for advancement. It helps minimize the possibility of supervisors selecting only their favourite employees for promotion or transfer. Hidden talent s often uncovered.

OPEN INTERNAL RECRUITMENT SYSTEM

Manager notifies human resources of vacancy

Human resource posts job opening

Human resources receives bids from interested applicants

Human resources screens candidates

List of candidates given by human resources to managers

Manager interviews candidates

Manager fills position

An open system may, however, create unwanted competition among employees for limited advancement opportunities. It is a very lengthy and time- consuming process to screen all candidates and provide them with feedback. Employee morale may be decreased among those who are not advanced.

Targeted system of internal recruitment

Under a targeted system, both open and closed steps are followed at the same time. Jobs are posted, and the human resources department conducts a search outside the job posting system. Both systems are used to cast as wide a net as possible. The large applicant pool is then narrowed down by KSAOs. Seniority eligibility, demographics, and availability of applicants.

A targeted system has three advantages; a thorough search is conducted, people have equal opportunity to apply for postings, and hidden talent is uncovered. SCREENING
In the overall process of selection, screening comes after the recruitment is complete. Screening is a process of reducing the number of applicants to a few who have better chances of selection than those screened out. Screening is generally done on two counts- eligibility and suitability. Eligibility is to see if the applicants fulfil the minimum qualifications stipulated n the recruitment announcement. Those who do not qualify are straight away eliminated

from the selection. It is difficult to decide on the criteria suitability. One can choose only those with a high percentage of marks, but that is not always a guarantee for good performance. A judgement has to be made looking at the job specifications. In general, those distant from job specifications are screened out in the first round itself. Screening can be done by using a variety of methods. Some of these method are discussed below: 1. Preliminary applications

On the basis of minimum information in a preliminary or self- prepared application, screening could be done. Only those who qualify at this stage are sent a comprehensive application blank. If this facility is not available, then the information provided in the comprehensive application blank itself becomes the basis for screening.

2. Tests of Deselection Many organisations in India are now using psychological tests to deselect a number of applicants. If the number of applicants is large, higher cut- off scores are set to reduce the number to a manageable size. These are generally tests of intelligence and

environmental awareness. In many academic institutions, banks, etc., this is a common practice. The cut- off point is determined by a general formula of a number of vacancies multiplied by four. The idea is to get four times the number of vacancies, call them for interviews, group discussions, or any other subsequent methods of selection. Research has shown that 1:4 ratio for selection gives enough margin for choice. Although this ratio is not always strictly adhered to , it is a common practice. 3. Screening interviews Another method of screening is to have a short duration interview with all the

candidates and then decide who should be asked for a comprehensive interview at a late date. This is a good technique, provided the number is not large. Many companies in campus interviews use this technique. While screening does help to reduce large numbers to manageable proportions, it also has the possibility of losing some applicants who could have performed well in the

subsequent selection. With more clear understanding of job description, however, this risk could be reduced

SELECTION
Managing Recruitment and Selection System

ATTRACT

ENGAGE

TRANSACT

SATISFY

RETAIN

Selection is choosing a few from those who applied. Some selection are: 1. Application Banks This is one of the most common methods used for collecting information from the

applicants. The general purpose of application blanks, according to Athreya (1968), is to secure desired factual information from an applicant in a form convenient for evaluating the applicants qualifications. Purpose of Applications Blanks: Lipsett, Rodgers and Kenter (1964) have identified three purposes of application blanks: preliminary screening, aid in interview, and a selection device in its own right. A wider application shows that the application blank serves the following purpose. 1. The provide the candidates first formal introduction to the company. Prior to receiving the application, the company knows nothing about him/her. 2. They generate data in uniform formats and hence make it easy to make cross

comparison of the applicants. 3. They generate data that can serve as abasis to initiate a dialogue in the interview. This may be true for both preliminary and final interviews. Areas that need to be further explored are identified on the basis of blank also provide leads for subsequent interviews. 4. Data in the application blank can be used for purpose of analysis and research in personnel. In addition, some minimum data on employees selected have to be stored for subsequent use. 5. Since the major part of the application blank is structured, the responses could be pre-coded for computersation. This is particularly useful when a large number of

applications are generated and there are time and resource constraints.

6. Often application blanks require the applicants to provide information in an unstructured way (i.e. anything else you would like to mention or state in your own handwriting why you wish to be considered for this post, etc.). This gives a very useful clue to the organising and presentation abilities of the applicant. 7. Sometimes the application blanks are designed with weightages assigned to various items in the applicants blanks based on past experience. These are called weighted application blanks. Contents of application blanks: Though the information sought in applicant blanks may vary according to the level of the position and the organisation, most application blanks seem to contain the following kinds of information. 1. Personal data- name, date and place of birth, address sex and other identification marks. 2. Marital data- whether married, number of children, whether spouse is working, education of the spouse and children, other dependents, etc. 3. Physical dataheight, weight, general health condition, whether physically

handicapped, etc. 4. Educational data- various levels of formal education, years, marks obtained, distinctions, subjects taken, merit awards, scholarships, etc. 5. Employment data- past experience, years, position, company, salary, promotions,

professional courses attended, nature of duties, reasons for leaving previous jobs, membership of professional bodies and associations. 6. Extra academic data- sports and games, NSS, NCC, level of efficiency achieved in extra academic activities, prizes, hobbies and interest, pastime activities etc.

7. References- names of two or more people who can credentials by way of the suitability of the candidate to the announced position. Generally, they are ex-employees or ex-teachers, and the references consists of a freefloating letter.

2. Interview Interview is, perhaps, one of the most widely used method of selection. A survey by Spriegeland James (1958) conducted on 236 firms in USA in 1930 and a second survey by the same authors conducted on 852 firms in 1957 showed that 94 per cent and 99 per cent organisations, respectively, used interview as a method of selection. Unfortunately we do not seem to find a similar survey in the Indian context, but if one talks to the representatives of ten organisations, chances are that nine out of ten would be using interview as a method of selection. Interview is one of the few situation where a candidate comes face-to-face with the

representatives of the organisation. It is, thus, seen as an interaction between the interviewer and the applicant and a situation in which both participate. Tharp (1983) explains the rationale of the interview process when he says, Only through the interview process can a manager gather sufficient data to be able to predict whether a candidate will be successful in the position for which he or she is being considered.

A face-to-face interview has several advantages which are not otherwise available. 1. To an organisation it may provide a situation to verify certain information given in the application blank. 2. There are certain areas where information can be sought only through interview. For example. How does one evaluate the motivation and commitment. Or hopes and aspirations. 3. In an interview setting the applicant also gets an opportunity to explain certain things which he may not like to put on paper. Additionally, he can seek information on the organisation, its future plans, his own growth prospects in the organization so as to help him take a well informed decision. 4. Interview, provides an opportunity of two-way interaction facilitating the gathering of complete information to take meaningful decisions. 5. Interview provides an overall picture of the applicant which comes as piecemeal when other methods are used. A well conducted interview that puts the applicant at case and provides an environment where the applicant can talk freely about himself, helps generate information applicant as a whole. There are different methods of interviewing applicants. These methods vary according to the purpose of interview and the nature of position for which the applicants are interviewed. 3. Business Games For positions where decision-making is the most important components, some that would provide useful insight into the personality of the

techniques are developed to assess the decision- making ability of the applicants. These are called business games. Applicants for supervisory or managerial positions are put in

a simulated exercise of actual decision- making. A problem is provided to them along with all the necessary information and constraints. The applicant is asked to make a decision and the quality of this decision is judged by how well the applicant has processed the information provided to him. One example of business games is the inbasket techniques. IN-basket technique for selecting managers was developed by Lopez (1966). It consists of providing the applicant with background material on the organisation such as its

history, orgnaisation structure, operating procedurs, roles, financial data, targets, and past achievement, etc. It helps to set the applicant in a more of less realistic situation. Along with this information a set of problems are provided. In basket is like an in-treay in an office where the incoming papers are placed. The problems contained in the inand

tray by way of memos, letters, and reports are related to each other in some way

are also related to a master plan. The idea is that the decision taken should be in consonance with the overall reality of the orgnaisaition and should not be an isolated case (Jaffee, 1971_. Once the exercise is over the applicants judgement and performance is evaluated. The applicant explains the decisions that he took and why he took those decisions. It is a powerful technique for selection, particularly for the managerial cadre and provide insight into the applicants abilities and behaviour. However, the development of such an exercise is time consuming. Often the exercise may not be taken seriously by the participants; hence the behaviour may not be very spontaneous. In the Indian context this excise is quite often practised but as part of interview. Here the interviewer may provide a situation to the applicant and ask him to indicate what he would do and why. However, as an independent selection tool its use has been nominal.

4. Group Discussion Another frequently used technique for the selection of supervisory and management

staff and particularly for management trainees in India is known as leaderless group discussion or just group discussion. Before the individual, face-to-face, interview takes place a group of applicants ranging from six to ten are either provided a company situation or a topic on which they are allowed some times to discuss among themselves. The discussion is preceded by a preparation time which provides an opportunity to the applicants to think of the subject matter and evolve strategy of making their contribution. Group discussion are generally unstructured. There are no predetermined expectations of who will perform what role seen is how the group takes its shape, what is this shape, and who has contributed most to this. Depending upon the job expectation a variety of things could be examined. Generally, the quality of content, its delivery time

management, interpersonal competence, and behaviour in the group are assessed. The assessment is done by more than one person who are also members of the interview panel. These assessments are done independently. Since the assess are also members of the interview panel, it provides them an opportunity to follow up certain points during the face-to-face interview. This method is extremely useful as its generates some very useful data on the behaviour, personality, and leadership qualities in the group . It is time saving as six to ten applicants can be observed simultaneously. However, the assessors have to be careful because vocal applicants with better schooling may score better because of their delivery. Hence emphasis should be placed on content and general behaviour. 6. Physical Examination

This, as a method of selection, is most useful where physical strength is most important or where physically handicapped are employed. Other than providing a sound, hygienic environment and legally protecting the organisation, there does not seem to be any other reason why physical examination should be undertaken.

SELECTION DECISION Calhoon (1967) defines selection as a two-way decision making process in which both the organisation and the applicant match talent with requirements of the job. While we may not be so much concerned with the decision-making process of the applicant, a closer look has to be taken to see how and why an organisation takes the final selection decision.Monappa and Saiyadain (1979) have identified four methods of taking selection decision when multiple methods are involved. 1. Multiple Hurdle As the name suggests the decision is sequentially taken. Each method of selection is sequenced as a scale of importance and in each case a minimum performance is predetermined. All the methods of selection are hurdles that have to be crossed till the applicant competes the last hurdle. An applicant must score above the minimum score in the first hurdle before he goes to the second. Similarly, he must get the minimum score before he goes to the third and so on till he has crossed all the hurdles. One significant advantage of this technique is that at every stage the number of applicants is reduced. In other worlds, there is a progressive reduction in the number of applicants and this also reduces the cost of selection. However, it has the danger of losing some capable applicants on earlier hurdles because either the cut-off on these

hurdles was arbitrarily set or due to psychological factors the applicants could not perform well. 2. Profile matching This method has elements of multiple hurdles because first, a profile of a successful employee has to be developed. The technique to develop such a profile is the same as identifying the cut-off score. Once the cut-0off score of the average successful

employee is ready this can be used against fresh applicants to see who comes closest to the profile. The most important point in this technique of taking selection decision is the proximity with the ideal profile. A is the ideal profile on a variety of selection methods, B and C are the profiles of two applicants. The proximity in case of B and C with A is calculated by s using the statistical technique of correlation of coefficient. If we calculate the coefficient, we will find a higher relationship between A and B than A and C, although the profile of C happens to be on much higher levels than the ideal profile. In terms of decision B would be the most suited applicant than C despite the fact B has scored less on interview and application rating when compared to the ideal. C scored better on all counts and yet would not be selected. The logic is simple. A successful employee does not have to be the one who has done exceptionally well on all the selection than another. Hence, his contribution may be good to begin with but may not sustain long. This is true of all high fliers in the organisation. They soon start believing that every rule, instruction, policy, etc. is designed to frustrate them and hence lose motivation.

Application Rating Score

Test Score

Group Discussion

Interview Score

3. Multiple cut off The multiple cut off technique the applicant has to score above the ideal on all the

methods of selection. Unless an applicant scores above the ideal on all the components of selection he cannot be considered for selection. The major problem of this technique is that a simple addition of all the scores above the ideal does not help in ranking the applicants. One may score better than the other on a given segment and yet it is possible to get the same total as the other because of variations elsewhere. Sometimes this problem is solved by giving weightages to each segment, multiplying weightages with the raw scores for each segment, and then

adding them to get a single total. To some extent this takes care of the intersegment variations. However, developing weightages for each segment is a time consuming exercise and requires a number of statistical exercises in advance. 4. Multiple Regression An efficient way of taking care of the problem discussed in multiple cut- off is to use multiple regression model which has a built-in facility of taking into consideration the relative contribution of all the segments. Readymade computer packages are already

available and all one needs to do is to feed the selection data in the computer. This technique assumes that each score on the selection method is linearly related to the performance score and that selection scores have compensatory power. In other words, high score in one makes up for the low score in the other. This technique mathematically very elegant but unfortunately is not practised quite often in selection. An Ideal Selection Program An ideal selection program is one that effectively links people requirements into the goals of the firm as shown below:People Requirements Self Directed Flexible Multi skilled Creative Team oriented Goals of a Firm Reward creativity Retain talent Pay at market Internally equitable Manage poor performance Encourage growth is

Internal equity is a measure of how an organization values each of its jobs in relation to one another. Once an employee has been selected for a particular position in a firm, he/she must be made aware of exactly what his/her job entails and how will he/she be rewarded.

An illustration of such a process can be as follows:What does the job do

How much is the job worth

Review benefit eligibility

Determine pay, salary range

Determine bonus

Appraise performances

eligibility

Reward through merit, bonus

These are usually based on the going rate for a job. The quality of external comparison is critical. Not all position exist in all organisation thus determining job worth is difficult. Pay levels can jump substantially due to labour shortages. A job market value does not always reflect internal equity.

SIGNIFICANCE OF THE PROJECT

In the changed economic scenario, the prospects of gaining and maintaining a competitive advantage is extremely essential for organizations to survive. This can only be achieved if the organization works as an integrated unit and has a sound recruitment and selection procedure. The employees are the most valuable assist of any organisation so utmost care should be taken to develop a sound recruitment and selection process in orders to attract, engage, satisfy and retain employees. Thus the study of recruitment and selection is of extreme importance as it aims at gaining meaningful insights into the organisations policies and identifying the gaps that may exist in the current system.

As it has been rightly said Todays Recruit is Tomorrows Industrial Relation Problem.

METHODOLOGY
Preparing a list of information needed

Frame questionnaire

Collect Information Primary Secondary

Convert information into data and graph

Analysis and interpretation

Primary Data Collection This was done by means of a questionnaire which was designed and administered to HR Managers and employees at Oberoi Hotel.. Personal Interview was also conducted on a one to one basis to find out the policies and procedures regarding recruitment and selection at Oberoi Hotel.

Secondary Data Collection This involved extensive research of Oberoi Hotel databases. Finally collected information from the latest books and journals on HR available has been used and specially Gary Dessler.

LIMITATIONS OF THE STUDY Time is the biggest constraint. But all efforts have been made to get all the

relevant information required for this study. There may be biases on the part of the Hotel Managers and Staff while

providing the information. This will not directly affect the study but will have some impact on the conclusions. Some of the respondents may not be willing to provide information on their

Hotels but this information will be collected from the selected Hotels website.

FINDINGS & ANALYSIS

THE HOTEL INDUSTRY IN INDIA EMERGING TRENDS
The Indian hotel industry is poised for a quantum leap in the coming years. It is growing and expanding at an incredibly fast pace. Liberalization of the economy has led to the market being flooded by a number of global players, who consider India a major tourist and business destination. The current scenario is a far cry from the times when just three domestic players ITC Welcomgroup, East India Hotels and Indian Hotels Ltd. dominated the scene. With international hotel chains like Marriott, Hyatt, Le Meridien, Hilton, the Carlson group (which has under its umbrella Regent Hotels, Radisson Hotels, TGI Friday, Country Inns and Suites), Nikko etc. setting up shop in India, the competition has never been as stiff and the pressure to perform never been as intense. Apart from this major growth and expansion, the industry itself is in a state of flux. The onrush of information technology has touched everyone, the hotel industry being no

exception. Web-based services are fast becoming the order of the day in the industry. Most hotels are going online, either through launching a portal of their own or through a travel portal connected to a global reservation system (GRS). The Internet is slated to be the medium of the future, owing to its speed and connectivity-both extremely important for a service industry like hotels. It also promises reduced costs, efficient operations and higher profits. According to experts, the online hotel market is expected to grow by leaps and bounds in the near future. Another relatively new concept in the hoteliering business in India is the sprouting up of reverse auction sites like RazorFinish.com on the Net. Since hotel rooms fall in the category of perishable products, hotels want to sell off before the last date on the principle of some- return -is-better-than-none. Under this arrangement, customers can key in their choice of hotels, kind of room, location, price etc. and the sites electronically relays this information to the chosen hotels, who then anonymously bid and try to match the offer.

The immense potential of a new market segment, previously ignored by most hotel majors has been recognized off late. The needs of the emerging Indian middle class traveler, who is looking for first-class facilities and services at a comfortable price are now being catered to by most hotel chains with the launch of mid-tier hotels like Fortune Park Hotels (ITC Hotels Ltd.), Country Inns and Suites (Carlson Group). Besides targeting metros, hotel majors are now also looking to tap the potential of smaller urban and suburban cities like Ahmedabad, Indore, Jaipur, Gurgaon etc. With Marriott setting up its 178-room apartment hotel in Mumbai lately the first of its kind in India and the fourth Marriott apartment hotel in the world, the Indian hotel

industry has been introduced to a new concept in hoteliering. The concept of executive apartments is itself fairly new. The first Marriott Executive apartment was commissioned at Budapest in 1997, the second at Hong Kong in 1998, the third at Prague in the Czech Republic in Feb,2000 followed by the Executive Apartments (better known as The Lakeside Chalet) at Mumbai. The apartment hotels are designed to meet the needs of corporate travelers planning a long-term stay. These apartments, which range in size from 500-1000 sq. feet come with fully equipped kitchens and seek to combine the amenities of a hotel with the feel of home. They are attached to adjoining business hotels so that guest at the apartments can avail all the additional facilities at the business hotels. With hotels vying with each other to woo customers and constantly increasing the width of their offering- exotic cuisine, exciting packages, fantastic facilities, quality service, the consumer never had it better. Increasing competition has led to hotel majors realizing that unless a high degree of professionalism is displayed and stringent standards are maintained in every aspect of their functioning, they may well be out of the rat race soon.

APPOINTMENTS 1. Recruitment forms the first stage in the process, which continues with selection and ceases with the placement of the candidate. It Concerns with the persons of attracting qualified and competent personnel for different job

2. Whenever any vacancy occurs, at Hotel for the placement for RM level or above is through Qualified internal resources. The placement in level 1 to 6 (below the RM level) is through advertisement or sometimes through consultancy. 3. Prior to external recruitment scanning is done for internal talent in consultation with HR Personnel. External souring will be done in case the Management fails to source the candidate internally. The responsibility for recruitment of employees in the

management cadre will be that of corporate HR, with subsequent approval of the Business Head. 4. Suitability for the position and meritocracy will be the only criteria in the selection process. 5. The process after selecting the candidate is:a) Forms to be sent to Corporate HR and all the details in Forms are sent to chairman b) Letter of offer is released within 10 days. c) Letter is handed over to HRD d) Letter of offer is signed by the new employee. e) Subsequent to recruitment the above, the letter of probation is released. 6. Letter of appointment is issued by the chairman/ Managing Director subject to medical examination. Individuals will be entitled to reimbursement of fares, professional packing changes and freight expenses (limits as mentioned in section. ' Transfer and Disturbance Expanses') for reporting to their initial place of posting, in case they joint at some other location. 7. Joining report is sent to (FC/CS) accounts Department, Personal file.

PROBATION & CONFIRMATION 1. Individual appointed in level (1 to 6) will undergo a period of probation of six months. 2. There would be no probation period for individuals, joining after 1st April' 2005 at Managerial level & above. 3. On completion of probation period, an appraisal of performance will be conducted for considering confirmation in the services of the company. It is the responsibility of the Manager conducting the confirmation appraisal to ensure the same. The Confirmation Appraisal Form should be routed through the Vice President/General Manager of the Unit 4. Letter of confirmation is issued by the chairman. A copy signed by the individual is sent to the (FL/CS) and are to the HRD that it keeps with itself for maintaining personal records. 5. The confirmation appraisal form should be routed through GM of the Department. Extension of probation, if any, will require clearance from the Vice-President. The

Manager conducting the appraisal will communicate the reasons for extension of probation in the Confirmation Appraisal Form. Once agreed upon by the authorized

body, it will be communicated in writing by Corporate HR to the individual concerned. APPRAISAL & INCREMENTS 1. The Company From Time To Time administer exercises that help it to assess the performance of individuals, this exercise is developed and designed so as to allow a formal forum for discussing performance of an individual and provide feedback to improve the same and allow for enhancing the career of the individual.

2. The appraisal exercise is an annual exercise. And based on the findings through these exercises the individual will be given increments. 3. The reward system in Hotel is based on meritocracy. 4. This exercise is developed and designed so as to allow a formal forum for discussing performance of an individual and provide feedback to improve the same and allow for enhancing the career of the individual in Hotel. RULES: 1) Increments are done after the fitment into the new grade. 2) For every individual an appraisal form is filled separately, by the department head/ immediate boss. 3) The appraisee is assesed on personality traits/ Performance (but the overall objective is never constant). 4) In case the head of the Branch summits the resignation, he has to complete Appraisals of all the individuals under his charge. 5) The appraisal report should be sent to the Personnel department (HR/ Corporate office) through the Department Head with view/closing comments.

STEP
A revolutionary program started by the Oberoi group wherein they recruit students from the 12th class and make them a part of SYSTEMATIC TRAINING AND EDUCATION PROGRAM. Under this they provide them with education as well as training and then they are shifted to OCLD or OCER for further training and after that they join as hotel

executives. This approach is really very beneficial for the students as it gives them a career right after school and they do not waste time.

SURVEY RESULTS
Minimum age required of a candidate at the time of recruitment

0% 20%

12%

68%

Minimum age of 27 ------- 68% Minimum age of 25 --------12% Minimum age of 20 -------- 0%

 Less than 20 ---------------- 20%

Mode of appointment in the organization

0%

20%

80%

External -------------- 20% Internal --------------80% Deputation ------------0%

Whether the vacancies are properly organized

4% 20%

76%

Yes

76%

Cant say

4%

No

20%

Better source for fulfilling the short-term requirement

12% external 16% internal

72% both

How frequently the organization have recruitment programme?

20% every year 0% every 2-3 year 12% no fix time 68% as per requirement

Is it is necessary to change the present way of recruiting new employees ?

14% yes

76% no

Are any benchmarking exercises conducted for recruitment and selection process ?

8% to some extent

0% yes

92% no

Methods are used for recruitment process

50 40 30 20 10 0 1 2 3 4

Through newspaper ----------- 28% Campus placement ------------12% Placement agencies ------------ 44% Through references ------------- 16%

Are the employees satisfied with the present way of recruitment process?

16% dissatisfied

84% satisfied

KEY FINDING Findings about how the recruitment process is working in practice at Oberois New Delhi 1) The minimum age of a candidate required at the time of recruitment is 27 if he/she is applying for the post of a Manager, but in case the candidate is applying for the position of Assistant, Trainee then the minimum age required is 20 years. 2) Maximum people in the organization say that the vacancies are properly organized for the top level employees but for the lower level employees it is not the case. 3) The employees think that the better source for fulfilling the short-term requirement can be both external sources as well as internal sources. 4) Most of the employees say that it is not necessary to change the present way of recruiting new employees though some improvement can be done. Employees are very much satisfied with the present way of recruitment process. 5) Maximum recruitment is done through the placement agencies like HRM search, Tacit India, Accuris Consultants, etc. Recruitment is also done through newspaper, through references, and campus placements are also done.

RECOMMENDATION AND SUGGESTION

Employee recommends for his/her friend/relative directky to the HR person. Here

no commission is given which leads to less involvement of employees, as they dont get any monetary benefits from company. The employees should be given commission in return which in turn acts as a motivating tool for them (employee referral). Psychometric tests should be conducted. A psychometric test is a way of assessing Psychometric

a persons ability or personality in a measured and structured way.

tests provide useful information about how effective the candidate might typically act and perform in the job. E-recruitiment can be a solution for the outstation candidates. E-recruiting involves

screening candidates electronically, directing potential hires to a special website for

online

skill

assessment,

interviewing

candidates

via

videoconferencing.

The

organization can benefit immensely through speed enhancement and extended worldwide candidate reach which the internet offers. The interview of the candidates takes a long time which is actually troublesome

and wastage of time for both the employees and the candidate. The second round of interview can be conducted on the same day to save time and trouble. At the time of campus recruitment the students can go through a one hour written

test pertaining to their subject. This test will give the interviewer a clear picture of the knowledge and skills the student have, so that the interviewer can decide whether the student can appear for the interview or not. This method can save time.

CONCLUSIONS
The training served as a platform to know practical applicability of Human

Resource Functions. Learnt the art of effective communication. Overall the training was a platform to develop personal, professional and academic

skills in relatively short period. We managed to build a lot of new contacts which may be useful in the future.

The Oberoi group is running on its service and the way it is providing service to

people hence human resources play a very important role.

BIBLIOGRAPHY
Organizational Behaviour Stephen Robbins Garry Dessler Udai Pareek , T.V. Rao. Human Resources Designing and Managing Human Resource Systems The Economic Times

The Oberoi Training Journal

APPENDICES QUESTIONNAIRE TO MISS RACHITA BUTAN (EXECUTIVE TRAINER) Name:___________________________________________ Designation:______________________________________ Age:_____________________________________________

Q. At what levels does your Hotel recruit people? _________________________________________________ Q. Which medium does your Hotel employ to recruit people? How receptive are you to an e-mail application? _________________________________________________ Q. What personal characteristics do you look for in your employee? _________________________________________________ Q. What is Hotel's selection procedure? _________________________________________________ Q. What kind of growth opportunities does your Hotel provide to its employees. _________________________________________________ Q. What importance is given to training? _________________________________________________ Q. What kind of appraisal system is used what is it aimed at? _________________________________________________ Q. What does your Hotel do to retain today's highly mobile employees? _________________________________________________

Q. What innovative HR practices your Hotel Employ that make it different from the rest? _________________________________________________

THANK YOU

QUESTIONNAIRE ( DIRECTOR HR) 1.

SUBMITTED

TO

MR.

YUVRAJ

SRIVASTAVA

What is the minimum age required of a candidate at the time

of recruitment ? a) 27 2. b) 25 c)20 d) less than 20

What is your mode of appointment in the organization ? b) external c) deputation

a) internal 3.

Do you think that the vacancies are properly organized for the

organization ? a) Yes 4. b) No c) Cant say

Which source do you think is better one for fulfilling the short-

term requirement ? a) internal 5. b) external c) both

How frequently do you have recruitment programme in the

organization? a) Every year c) no fix time 6. b)Every 2-3 years d) as per requirement

Do you think that it is necessary to change the present way of

recruiting new employees ?

a) Yes 7.

b) No

If yes then why? ...

Are any benchmarking exercises conducted for recruitment

and selection process ? a) Yes required 8. Which methods are used for recruitment process ? (b) No c) To some extent d)Not

9.

Are the employees satisfied with the present way of

recruitment process? a) satisfied 10. b) dissatisfied If no then why?

Any other comment or suggestion from your side.

QUESTIONNAIRE SUBMITTED TO MR. RAJ SISODIYA ( MANAGER HR)

What are the aspects of life at The Oberoi that have the greatest impact on the newcomers each year? The meaning of the word 'professionalism'.

The Oberoi is a place where you are groomed personally and professionally to become an effective executive with the Group. There is a lot of individual attention. The teaching-learning process is very interactive. Regular, planned professional experience in the hotels provides a context for the ready comprehension of the principles and concepts. " Theory is not learned unless it can be applied

I am a commerce student, in my final year at university. If I get into The Oberoi, will I be able to keep up with the people who have already completed three years at a hotel school?

It might reassure you to know that many top managers in the Oberoi Group are graduates with degrees in other fields. We can't pretend that things are easy for graduates: they have a steep hill to climb, but nothing worthwhile is easy. The management, some of whom are graduates themselves, appreciate the challenges that will face you, and have planned each module so you can build your technical skills and knowledge step-by-step. It does not seem fair that graduates are considered for OCLD. Why is the commitment made by students from other hotel schools not recognized ? For the Kitchen Management (KM) programme, we only recruit people who have a passion for food and who have spent some years developing their technical skills and knowledge. It would be impossible for a non-hotel graduate to have reached the level where we start the KM programme. However, there is no reason why college graduates should not compete for places in Guest Service Management (GSM) and Housekeeping Management (HM). The OCLD system is effective for people from all kinds of backgrounds.

If someone is already working for one of the hotels in the Oberoi Group and applies for OCLD, it seems only fair that he should get preferential treatment because of my prior commitment to the company. Everyone walks into OCLD on his or her own merits. However, the selection process we use for internal candidates does differ from what we use for other candidates. Since they have already been found suitable for employment, there is no need for them to repeat the same preliminary rounds of OCER. Each year, a qualifying examination for internal candidates will be held at the same date and time at every hotel in the company. If the internal candidates are able to qualify, they will be able to compete directly with external candidates during the semi-final and final rounds, with the same chance as everyone else: no more, no less. We are looking for people who fit a certain profile. Working in our company, or any other company for that matter, might help improve one's experience, brush up one's image, or become more mature, but a fresh IHM or college graduate could still take precedence if his or her profile is closer to our ideal.

If an employee is not working in the operational departments, can he still apply as an internal candidate at the OCLD ? Sure. We have associates at OCLD who have worked in HR, in sales, even the gift shop. The main challenge is that you will still need to pass the National Qualifying Examination, which includes 50 questions with a bias on one of the technical specialisations: F&B, Front Office, Housekeeping or Kitchen. If you have absolutely no background in hotels, you may be better discussing an application as a private candidate with your training manager. If you do have a hotel background, then choose your favourite speciality and hit the books!

What are the evaluation systems at The Oberoi ? We take evaluations and appraisals seriously. You will get feedback on your performance, your attitudes and behaviour, all the time. We will encourage you to appraise yourself, to be willing to listen to feedback from fellow associates and from mentors and supervisors when you are on professional experience. During the orientation programme at the beginning, you will be given a copy of our Standard Regulations, which will explain the evaluation system, clarify what you have to do with the best possible results, and describe the penalties for poor performance.

I work for another hotel group. Will I be at any disadvantage if I apply? It is not our practice to 'poach' from other companies. Whilst they may be competitors in some senses, in other ways they are our collaborators and colleagues. However, if you have decided to leave your current employer, we would be pleased to consider you for Oberoi on his or her own merits. We welcome candidates from many different kinds of background.

If I don't make it through The Oberoi, will I be able to try again next year? The doors never close. Some people come back a second or third time, and eventually get accepted. On the other hand, some people come back again and again, but never make it. Paradoxically, this might be the best thing that could happen. If they do not fit the profile, they would be unhappy at the job.

If I fail to get into The Oberoi, will I be at a disadvantage next year? First, if you don't get selected, you should not see this as a 'failure'. The chances are that you did not make any mistakes. It is just that we are looking for square pegs to fit square holes in our company. You might be an excellent round peg, but we are only looking for square pegs. If you pretend to be something you are not, you would simply become an uncomfortable round peg in a square hole. On the other hand, you might almost fit our ideal profile. You might almost be a square peg; just not quite square enough. In time, you might have acquired more experience, more focus, more confidence, and have become perfectly square. So you would definitely not be at any disadvantage. Of course, you could also still be a round peg - a brilliant fit for some other company, but still not what we are looking for in an Oberoi Executive. What is the compensation structure like? The only answer we can give is that we 'benchmark against the best'. The cost of living in various cities is quite different, and these differences have to be reflected in the pay. If we quote a take-home pay for one city, it might not be the same for another city. So rather than setting up incorrect expectations, let's just say that our pay and benefit packages are highly competitive. What are the fees at your internal school OCLD?

Since you are asking this question, it shows that you don't understand what OCLD is about. It is not a graduate college. It is not a finishing school. It is simply a unit of the Oberoi Group that manages the development and grooming of young people who have the potential to become executives with our company. There are no fees. They pay nothing. We pay them a monthly stipend.

Is there a bond at OCLD? We do not have a bond in the sense you mean. Taking only the stipend over two years, our investment in you is already over two lakhs of rupees. The total investment is about four times that. We are investing in our future by investing in your future. We expect a return on our investment, and so should you. Please do not accept a place at OCLD unless you are serious about your future as an executive with our company. Sometimes people need to move on at a certain point in their careers, but you should not start out with that intention. The only bond we have is a moral obligation between you and your conscience. If you join OCLD, it should only be because you are serious about becoming an executive with the Oberoi Group, and are willing to provide us with a dividend on our investment with your loyalty, commitment and contribution.

What are the possibilities of getting a transfer to another hotel? The Oberoi Group is keen to retain high performers and facilitate their career development. Once you have shown your value, and if your circumstances are such that relocation is the only alternative, we will do everything we can to help. We may be able to hold a position in another hotel, and arrange a transfer for you. At executive level, transfers become a certainty, rather than a possibility. After two years or so, it is normal to be transferred to another hotel in a different position.

On what basis are candidates eliminated or chosen from Self Introduction Round? We look for people with good verbal and listening skills, confident body language, and the ability to interact with the rest of the group. People who say nothing or who cannot assert themselves, will not be able to show their potential, and so will not be chosen.

What are you looking for in the trade test? Let us take the kitchen trade test as an example. We are not going to ask you to do anything advanced or showy. We just want to see if you know your basics. Can you work safely, cleanly and neatly? Are your skills of using knives, tools and equipment acceptable? Do you know the basic methods of cookery? Can you sequence your work so that everything is ready for presentation at the right time? You cannot really do much to prepare or revise, except maybe to practice. If you have what it takes, you will be able to do what is asked of you.

Why is OCLD seen as being so difficult and stressful? Why are people so afraid of OCLD that they do not even appear for the selection? Why is OCLD considered to be so 'out of reach'? We are sorry to hear that people are afraid of OCLD, but we also understand that some people instinctively know they are not ready for the challenge. We want to recruit the brightest and the best. Some people realise they are not the best. They may not have worked hard enough. They may not have the confidence or competence they need to become an Oberoi executive. We make no apology if some people think OCLD is out of their reach. Every year, we see thousands of candidates for only 24 places on each of our three courses. To help us identify the best out of so many good people means that we have to use increasingly challenging selection procedures. Some people may perceive that process as being difficult and stressful, but the people we are looking for will take it all in their stride. To some people, what they hear about life at OCLD might also sound difficult and stressful. Again, we make no apology. Nothing worth having is easy. Our associates are already self-motivated and ambitious. We only provide a supportive environment within which they can stretch themselves, challenge themselves to reach ever-higher standards, and be the

best they can be. That can sometimes appear difficult and stressful to outsiders. Our associates gladly accept the pressure because they know that they are being groomed for a great future with the Oberoi Group. Is it true that employees have to lose their own personality and character to become 'carbon copies' of the Oberoi profile? We select our associates because they have great personalities and strong characters. It would be foolish to destroy the very qualities we prize. Talk to any two executives in our company, and you will see that their personalities, styles and interests are quite different. However, all Oberoi executives do have a few things in common. When we are at work, we are very serious about our guests, our company, our jobs, our grooming and our exemplary standards of behavior. We share the Oberoi Mission, Vision and Dharma. We are proud to be a part of the Oberoi Group, and are comfortable with its culture. We are obsessed with quality. We continually try to exceed the expectations of our guests: we want to 'wow' them. We strive to improve the standards of our products and services every day. The company would never ask us to sacrifice those qualities that make us individuals, so rest assured that outside of our working lives, we also have a Life! _____________________________________________________________________________