DETAILED STUDY OF THE PROCESS OF RECRUITMENT AND ANALYSING THE VARIOUS SOURCES OF RECRUITMENT AND SUGGESTING AN OPTION ONE

FOR INDIAMART (NOIDA)

EXECUTIVE SUMMARY

Adjusting the existing staff profile to the desired one is frequently a gradual process. As the older staff retires, new stall has to be recruited not only for replacement hut also to provide for any expansion in service. The recruitment effort should be a systematic one and could involve the announcement of job vacancies. Such announcement should dearly state the desired qualifications of the new stall, such as academic background, previous work experience, and so forth, and should dearly describe the recruitment process. Transparency in the recruitment process is important as this will set the standard far a new career at customs and curb the tendencies for favoritism and clientelism that often plague recruitment in the public sector! Public advertising of vacancies as well as participation in job fairs and visits to schools of higher learning are recommended to ensure that qualified people apply for the advertised job. The main objective of my research project is to study the Recruitment process of Indiamart Intermesh Limited, a leading Business to Business company in online promotion sector. The project has been divided into parts, part one included a detailed study of the process of recruitment and analyzing the various sources of recruitment and suggesting an optimum one.

ACKNOWLEDGEMENT

Successful completion of this thesis would not have been possible without the invaluable advice and assistance of many people.

I express my gratitude to IIPM, New Delhi for providing me an opportunity to work on this thesis as a part of the curriculum.

Also, I express my gratitude to Prof. Sumanta Sharma and Prof. Vijay Kumar Boddu for their kind cooperation. Throughout the course of this project he has provided continuous support. His extensive academic advice and comments also ensured the quality of the research.

CONTENTS

ABSTRACT....................................................................................................ii
CHAPTER 1

1. INTRODUCTION...........................................................................................1 2. LITERATURE REVIEW...............................................................................27 CHAPTER 2 1. RESEARCH METHODOLOGY...................................................................67 CHAPTER 3 1. SWOT ANALYSIS CHAPTER 4 1. DATA ANALYSIS & INTREPRETATION 5. FINDING & ANALYSIS ...............................................................................69 CHAPTER 5 6. CONCLUSION & RECOMMENDATION....................................................78 8. BIBLIOGRAPHY.........................................................................................81 9. APPENDIX-QUESTIONNAIRE...................................................................82

INTRODUCTION
Indiamart intermesh limited: IIL customers have always found an integrated business promotion solution more valuable than a simple web presence. Driven by this preference of our customers, we have built ourselves on the key pillars of smart people & smart solutions for business promotion. We have developed an integrated solution delivery framework which incorporates B2B marketplaces, internet technology and industry knowledge. IIL's first B2B marketplace - IndiaMART.com, marked the beginning of online presence of Indian businesses for a global exposure. We today serve our customers through a network of over 100 industry / product marketplaces, making us the largest network of integrated B2B marketplaces from India. They have always seen Internet as a business facilitator rather than a technology phenomenon. Our usage of internet technology has therefore been directed towards business promotion of our customers. Today, we cater to over 15,000 customers and make internet technology work for their business. The diversities of businesses make it imperative for us to custom-deliver our solutions. This presents a great challenge of accumulating & using industry knowledge to deliver high quality solutions. IIL has developed and established standards for solution delivery and is India's first organization of its kind to receive an ISO certification. TEAM IIL is poised to maximize the value delivered to our customers through continuous innovation and learning.

Vision and Mission:

Vision: IIL strive to become an integral part of every organizations business promotion plan. IIL envision providing complete business enhancement and promotion services to their clients. Mission: With firm belief in our vision and with complete dedication, Integrity & honesty, we endeavor to generate profitable returns for our customers through high quality business promotion services & solutions that enhance revenues and are cost effective at the same time Fact Sheet: IIL started its operations in 1996 and has stood its ground even in the toughest times. We had a profitable business even when other companies in this domain found it hard to sustain. Today, IIL operate from a 18,000 sq. ft. office in Noida (near Delhi), and have 24 branch offices spread all over the country. Our team includes over 850 professionals from diverse backgrounds, bound together to serve over 12,000 customers. Milestones: 2005-06: IndiaMART.com completed ten successful years (1996-2006) Crossed 10,000 clients mark Launched MDC, a four-page online catalog for clients Implemented corporate-wide WEBERP

Acquired new office at B-6, Sec 8, NOIDA. IIL's Indian Gifts Portal (IGP) team hit the charts with Rs. 1.3 crores

2004-05: Became the first ISO 9001:2000 company in its domain Launched an online payment gateway ABCPayments.com

2003-04: Launched Trust SEAL to bridge the trust gap in B2B trade Crossed 3000-clients mark Touched 26 million page views per month, generating more than 3 lakh business queries. 2002-03: Moved operations to state-of-the-art NOIDA development center Launched Online Hotel Reservation System Launched Exim.indiamart.com. Crossed 2 lakh business queries mark with 12 million page views.

2001-02: Declared as "the only profitable Indian Dotcom, with positive cash flows" by Business World - Cover Story: 14 May 2001 issue. Added to its service portfolio - Electronic Trade Offers, and Request for Quotation / Request for Proposal.

Recognized by CNBC India as one of the only profitable dotcoms in India based on report by McKinsey.

2000-01: Touched 5 mn page views/month Crossed 1000 clients mark Crossed 100,000 business queries/month Accomplished Online projects for HHEC, Jindal Organization, ModiCorp, Won Britannica (BIG) Award for Travel.indiamart.com New Branch Office in Chennai. Profits increased by 128% over last year

1999-2000: Accomplished 'Bharat On Line' - MTNL's online portal project Launched auto industry channel Opened branch office in Mumbai. Crossed Rs 1 crore revenue mark

Core Values at IIL: IIL's core values have helped IIL achieve its mission to bring measurable benefits to its customers. Responsibility:

Responsibility, not just of quality work but of continuous self-development, of our decisions and of our actions. This helps us think rationally and provides a sense of accountability to ourselves, our commitment to customers and to our colleagues.

Passion: Work at IIL involves constant innovation and creativity. It involves a continuous thought process to get tangible benefits to our customers, taking into account the uniqueness of their purpose. Passionate people with a determination to make the difference are the ones who make this possible. Team: "Together they can achieve the impossible" is their belief. Their success is a result of their team work. Experts from the field of management, marketing, IT, arts, content & various other disciplines work as a team on every project, every endeavor. Dedication, passion and teamwork are the true means to their mission fulfillment. Integrity: They realize the importance of the job & information they handle. They understand the responsibility that each member of their team has to shoulder and they do that with highest levels of trust, honesty and integrity - of purpose and action.

Performance Indicators: Growth in Clientele & Team Size

Growth in Revenue & Profits

Solutions Provided by Indiamart: The company offers highly efficient and cost-effective web-based business solutions. It has handled over 1,000 web-based business solutions projects for

Indian and overseas clients. It is a B2B (business-to-business) e-marketplace that acts as an interactive hub for Indian suppliers and global buyers. Clients: Cadila Pharmaceuticals Ltd. HHEC Hotel Ajanta, Mumbai Jindal Gas Jindal Steel ModiCorp MTNL Nirula's Panasonic

Industries Indiamart serve: Apparel & garments Agro / Food products Automobiles Ayurvedic / Herbal Business Services Chemical

Construction Electrical & Electronics Handicraft Home furnishing Industrial & Engg products Leather Medical & Pharma Plastic Stones Sports Travel

Recruitment Process at IIL: Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organisation. While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement, it is taking a long time for public service agencies in many jurisdictions to identify and implement new, effective hiring strategies. In some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia. Acquiring and retaining high-quality talent is critical to an organizations success. As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce long-term negative effects, among them high

training and development costs to minimize the incidence of poor performance and high turnover which, in turn, impact staff morale, the production of high quality goods and services and the retention of organizational memory. At worst, the organisation can fail to achieve its objectives thereby losing its competitive edge and its share of the market. Traditionally, Public Service organizations have had little need to worry about market share and increasing competition since they operate in a monopolistic environment. But in recent time, the emphasis on New Public Management/ Public Sector Management approaches has forced public organizations to pay closer attention to their service delivery as consumers have begun to expect and demand more for their tax dollars. No longer are citizens content to grumble about poorly-produced goods and services and the underqualified, untrained employees who provide them. As societies become more critical and litigious, public service organizations must seek all possible avenues for improving their output and providing the satisfaction their clients require and deserve. The provision of high-quality goods and services begins with the recruitment process. Recruitment is described as the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organisation can select each other in their own best short and long term interests. In other words, the recruitment process provides the organisation with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Successful recruitment begins with proper employment planning and forecasting. In this phase of the staffing process, an organisation formulates plans to fill or eliminate future job openings based on an analysis of future needs, the talent available within and outside of the organisation, and the current and anticipated resources that can be expended to attract and retain such talent. Also related to the success of a recruitment process are the strategies an organisation is prepared to employ in order to identify and select the best candidates for its developing pool of human resources. Organizations seeking recruits for base-level entry positions often require minimum qualifications and experience. These applicants are usually recent high school or university/

technical college graduates many of whom have not yet made clear decisions about future careers or are contemplating engaging in advanced academic activity. At the middle levels, senior administrative, technical and junior executive positions are often filled internally. The push for scarce, high-quality talent, often recruited from external sources, has usually been at the senior executive levels. Most organizations utilize both mechanisms to effect recruitment to all levels. In IIL successful recruitment involves the several processes of: development of a policy on recruitment and retention and the systems that give life to the policy; Needs assessment to determine the current and future human resource requirements of the IIL. If the activity is to be effective, the human resource requirements for each job category and functional division/unit of the IIL must be assessed and a priority assigned; identification, within and outside the IIL, of the potential human resource pool and the likely competition for the knowledge and skills resident within it; job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth; Assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience; Determination of the IILs ability to pay salaries and benefits within a defined period; Identification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws.

Documenting the IILs policy on recruitment, the criteria to be utilized, and all the steps in the recruiting process is as necessary in the seemingly informal setting of in house selection as it is when selection is made from external sources. Documentation satisfies the requirement of procedural transparency and leaves a trail that can easily be followed for audit and other purposes. Of special importance is documentation that is in conformity with Freedom of Information legislation (where such legislation exists), such as: criteria and procedures for the initial screening of applicants; criteria for generating long and short lists; criteria and procedures for the selection of interview panels; interview questions; interview scores and panellists comments; results of tests (where administered); results of reference checks.

Recruitment strategies and processes in IIL: In IIL recruitment may be conducted internally through the promotion and transfer of existing personnel or through referrals, by current staff members, of friends and family members. Where internal recruitment is the chosen method of filling vacancies, job openings can be advertised by job posting, that is, a strategy of placing notices on manual and electronic bulletin boards, in company newsletters and through office memoranda. Referrals are usually word-of-mouth advertisements that are a low-cost-per-hire way of recruiting. In IIL internal recruitment does not always produce the number or quality of personnel needed; in such an instance, the IIL needs to recruit from external sources, either by encouraging walk-in applicants; advertising vacancies in newspapers, magazines

and journals, and the visual and/or audio media; using employment agencies to head hunt; advertising on-line via the Internet; or through job fairs and the use of college recruitment. Public service agencies enjoy greater exposure to scrutiny than most private sector organizations; therefore, openness and transparency in recruitment and selection practices are crucial. The discussion that follows will identify some of the options available for attracting applicants to the public service job market and discuss strategies for managing the process. Posting Vacancies: As indicated earlier, job posting refers to the practice of publishing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes, such as criteria of knowledge, qualification, skill and experience. The purpose of posting vacancies is to bring to the attention of all interested persons (inside or out of the IIL) the jobs that are to be filled.

Before posting a vacancy, IILs management needs to decide whether:

it intends to retain the job in its present form and with its present title, remuneration and status;

selected attributes of the job, for example, skill or experience, will change; there are sufficient qualified, potential applicants serving in other positions within the IIL who may be potential candidates for that job;

the existing organizational policy on recruitment is still applicable (for example, whether referrals, by staff members, of friends and family are still an acceptable way of filling vacancies);

The IIL stands to benefit more, in the long-term, from recruiting applicants from external sources.

Also necessary is the availability of a functional human resource information system that supports recruitment. An effective, computerized system would: Flag imminent vacancies throughout the organisation to ensure that the recruitment process is timely; ensure that no candidates are lost but, instead, move through the process and are kept informed of their status; ensure that good candidates whose applications are pending are kept in touch to maintain their interest in the organisation; assist in analyzing hiring, transfer and exit trends and provide other data that are helpful in planning, evaluating and auditing the recruitment process; identify any adverse impacts of the recruitment process on vulnerable groups (for example minorities, especially where Equal Opportunity/Affirmative Action legislation exists);

For internal recruiting, control the internal job posting process, generate the notices, and then match internal applicant qualifications with job specifications;

Where jobs are not being posted, generate a list of qualified internal candidates.

IIL analyse the benefits and disadvantages of recruiting its personnel through internal or external sources and, where the latter is selected, whether formal or informal systems should be used.

Recruiting from internal sources: There are sound reasons for recruiting from sources within the IIL: The ability of the recruit is known so it is easy to assess potential for the next level. By contrast, assessments of external recruits are based on less reliable sources, such as references, and relatively brief encounters, such as interviews. Insiders know the organisation, its strengths and weaknesses, its culture and, most of all, its people. Promotions from within build motivation and a sense of commitment to the organization. Skilled and ambitious employees are more likely to become involved in developmental activities if they believe that these activities will lead to promotion. Internal recruitment is cheaper and quicker than advertising in various media and interviewing outsiders. Time spent in training and socialization is also reduced.

At the same time, several disadvantages exist: Sometimes it is difficult to find the right candidate within and IIL may settle for an employee who possesses a less than ideal mix of competencies. If the vacancies are being caused by rapid expansion of the IIL there may be an insufficient supply of qualified individuals above the entry level. This may result in people being promoted before they are ready, or not being allowed to stay in a position long enough to learn how to do the job well. Infighting, inbreeding, and a shortage of varied perspectives and interests may reduce organizational flexibility and growth, and resistance to change by those who have an interest in maintaining the status quo may present long term problems. In times of rapid growth and during transitions, the organisation may promote from within into managerial positions, regardless of the qualifications of incumbents. Transition activities and rapid organizational growth often mask managerial deficiencies; it is not until the growth rate slows that the deficiencies become apparent and, then, the organisation finds it difficult, if not impossible, to undo the damage. The resulting cost of remedial training can prove prohibitive. Recruiting from external sources: External recruiting methods can be grouped into two classes: informal and formal. Informal recruiting methods tap a smaller market than formal methods. These methods may include rehiring former employees and choosing from among those walk-in applicants whose unsolicited rsums had been retained on file. The use of referrals also constitutes an informal hiring method. Because they are relatively inexpensive to use and can be implemented quickly, informal recruiting methods are commonly used for hiring clerical and other base-level

recruits who are more likely than other groups to have submitted unsolicited applications. Former students who participated in internship programmes may also be easily and cheaply accessed. Formal methods of external recruiting entail searching the labour market more widely for candidates with no previous connection to the organisation. These methods have traditionally included newspaper/magazine/journal advertising, the use of employment agencies and executive search firms, and college recruitment. More often, now, job/career fairs and e-Recruiting are reaching the job seeker market. Posting vacancies externally through the various arms of the media5 or via employment agencies reaches a wider audience and may turn up a greater number of potential candidates from which the IIL can choose. At the same time, this method is relatively expensive and time-consuming as the IIL works through initial advertisements, short-listing, interviewing and the other processes that precede selection. Even then, there is no guarantee that the results will be satisfactory to the IIL, since the cost of advertising often limits the frequency and duration of the job posting, as well as the amount of information made available, thus making it difficult for a job seeker to accurately judge the worth of the position being offered. In addition, IIL may hire a candidate who fails to live up to the high potential displayed during the selection process. Recruiting firms/employment agencies are gaining in popularity, especially in the search for management level/executive talent. Recruiting via this medium is expensive, whether IIL uses a contingency firm or has one on retainer. Executive search firms tend to match candidates to jobs faster that IIL can, on their own, primarily because the recruiting firms/employment agencies possess larger databases of, and wider access to, persons (whom they may themselves have placed) and have a greater awareness of the location of competencies needed by the client agencies. Of course, it is possible to for an organisation to reduce the risks and high costs of recruitment by maintaining a small cadre of full-time, permanent employees and meeting an unexpected and temporary need for staff through the use of ad hoc and short-term contract workers who come to the position already trained. It is frequently said that the best jobs are not advertised; their availability is

communicated by word of mouth. Networking, therefore, continues to be a viable mechanism for recruiting, especially at the senior management level in certain industries. In many instances, networking is a strategy used by the recruitment firms/employment agencies.

Method of Recruitment: On-Line Applications/Recruiting on the Internet: Using the Internet is faster and cheaper than many traditional methods of recruiting. Jobs can be posted on Internet sites for a modest amount (less than in the print media), remain there for periods of thirty or sixty days or more - at no additional cost - and are available twenty-four hours a day. Candidates can view detailed information about the job and IIL and then respond electronically. Most homes and workplaces are now using computerized equipment for communication; the Internet is rapidly becoming the method of choice for accessing and sharing information. First-time job seekers are now more likely to search websites for job postings than to peruse newspapers, magazines and journals. The prevalence of advertising has made it easier. The Internet speeds up the hiring process in three basis stages: Faster posting of jobs: The wait for a suitable date and a prominent place in the print media is eliminated. The time lag that exists between the submission of information to the media house and its appearance in print disappears. On the internet, the advertisement appears immediately and can be kept alive for as long as the recruiter requires it. Faster applicant response:

Jobs posted on the Internet and requiring responses via the same medium receive responses on the same day.

Faster processing of rsums: An applicant sending a rsum electronically can immediately have the application processed, receive an acknowledgement, be screened electronically, and have details of the application and rsum dispatched to several managers at the same time. On-line recruiting also provides access to passive job seekers, that is, individuals who already have a job but would apply for what appears a better one that is advertised on the Internet. These job seekers may be of a better quality since they are not desperate for a job change as are the active job seekers who may be frustrated, disgruntled workers looking for a new position. IIL is likely to advertise on-line usually have a website that allows potential candidates to learn about the company before deciding whether to apply, thus lowering the incidence time-wasting through the submission of unsuitable applications. The website can be used as a tool to encourage potential job seekers to build an interest in joining the IIL. Job websites offer unlimited space which can be used, by management, to sell the organisation. The site can then be used, not only to post vacancies, but also to publicize the organisation. That will allow candidates to become more familiar with the company, know what skills the company is looking for and get to know about its culture. Most importantly, the system will provide a proper path to securing quick responses to job openings. On-line recruiting facilitates the decentralization of the hiring function by making it possible for other groups in the organisation to take responsibility for part of the function. Internet recruiting is not all positive, though; there are drawbacks for unwary users:

Some applicants still place great value on face-to-face interactions in the hiring process. Such applicants are likely to ignore jobs posted, impersonally, on-line.

IIL is overwhelmed by the volume of rsums posted on the Internet. This can, in fact, lengthen the short-listing process. If the screening process is not well done, the quantity of applications/rsums logged-on may be more of a hindrance to the process that an aid to selection.

Job seekers who demand confidentiality in the recruitment process may be reluctant to use the Internet as a job search mechanism.

For effectiveness in the use of the strategy of e-Recruiting, companies are advised to: use specialized Job Sites that cater to specific industries; thoroughly assess the service level provided by Job Sites to ensure that they maintain the level they claim to provide; enhance the Corporate Web Site as a tool to encourage potential job seekers to become interested in joining the company; take advantage of the fact that Internet job advertisements have no space limitations so recruiters can use longer job descriptions to fully describe the company, job requirements and working conditions offered; use valid Search Engines that will sort candidates effectively, but will not discriminate against any persons or groups; Create attention-grabbing newspaper advertisements that prompt people to visit the companys website. They will then see all vacancies that are advertised; encourage employees to e-mail job advertisements to friends;

Design and implement a successful e-Recruitment strategy.

College Recruitment: College recruiting sending an employers representatives to college campuses to prescreen applicants and create an applicant pool from that colleges graduating class is an important source of management trainees, promo table candidates, and professional and technical employees.9 To get the best out of this hiring strategy, IIL and its career opportunities must be made to stand out. Human resource professionals in IIL are aware that few college students and potential graduates know where their careers will take them over the next fifteen to twenty years. Therefore many of the criteria used by students to select the first job may be quite arbitrary. IIL that will succeed, then, is one can show how the work it offers meets students needs for skill enhancement, rewarding opportunities, personal satisfaction, flexibility and compensation. College recruitment offers an opportunity for recruiters to select the potential employees with the personal, technical and professional competencies they require in their organisation. The personal competencies identified may include, inter alia, a positive work ethic, strong interpersonal skills, leadership capacity and an ability to function well in a work team. The opportunity to discuss a students current strengths and potential future value to an organisation cannot be replicated in any other setting. Two major advantages of this strategy are the cost (which is higher than word-of-mouth recruiting but lower than advertising in the media or using an employment agency), and the convenience (since many candidates can be interviewed in a short time in the same location with space and administrative support provided by the college itself). Unfortunately, suitable candidates become available only at certain times of the year, which may not always suit the needs of the hiring organisation. Another major disadvantage of college recruiting is the lack of experience and the inflated expectations of new

graduates and the cost of hiring graduates for entry-level positions that may not require a college degree.

To make college recruiting effective, the recruiting organisation must first determine how many and which schools should be targeted. It may prove costeffective to do intensive recruiting in a few, carefully-selected institutions, establishing a presence and building the IILs reputation among students and faculty. Timely and frequent dissemination of literature, the offer of internships and the award of prizes for academic and/or social prowess help to advertise the organisation as a preferred place of employment. Subsequent invitations to the IILs offices, made to students identified as potential employees, may serve to solidify the firms image. Public Service organizations are usually unable to compete financially with their Private Sector counterparts and are therefore less likely to pay competitive salaries. However, most public service agencies provide their employees with a wealth and range of experiences that are available nowhere else. It is for that reason that many college graduates use the Public Service as an employer of first resort to gain the experiences that will make them marketable in the short term. The strategies discussed above may not work as smoothly for public service recruiters, since the laws that govern their organizations recruitment practices may be more stringent than those that apply in private sector companies. There may also be questions about the legality of the on-line application form. If this strategy were to be employed, public service recruiters must first decide on the criteria that should guide the process. The Public Service is seldom immediately seen as an attractive employer, mainly because salaries are uncompetitive. Except for those students who have a commitment to public service, the top ten percent of college graduates will select the Private Sector as

the employer of choice, partly because of the prestige value but primarily because of the remuneration package and because the recruiters may have been more successful in marketing their company. Therefore, it is understood that many of the graduates who enter the Public Service will stay for a short time and either return to school or proceed to another sector once they have acquired the requisite skills and experience that make them marketable. Recruitment and retention strategies in the IIL must, therefore, reflect this reality and efforts made to get the most out of college graduates before they move on; conversely, the organisation may need to plan to recruit those students whose academic records suggest that they will remain in an organisation that pays less. Retention strategies will focus on ensuring opportunities for intense training and development for skill enhancement and personal satisfaction. College recruitment also offers opportunities for internships. These programmes may provide the organizations with quality employees at low cost per hire. Some interns are hired at low cost (perhaps minimum wage) and are offered work experience. Interns are able to hone business skills, check out potential employers, and learn more about employers likes and dislikes before making final career choices. Some of the better interns are recruited after graduation. College recruitment is relatively expensive and time consuming for the recruiting company. The process involves screening the candidate, that is, determining whether he/she is worthy of further consideration and marketing the company as a preferred place of employment. An alternate strategy for college recruitment is the career planning workshop. These activities are usually (but not exclusively) associated with adolescent school leavers. They do not immediately produce ready candidates for the job market but provide the opportunity for IIL to present itself as an employer worthy of consideration. Co-ordinators of career planning workshops co-opt professionals and organizations to present career options to potential school

leavers in a controlled setting so as to lay out the range of possibilities to young job seekers. Career planning workshops are used mainly as information-giving tools which the school leaver can use to make informed career choices. IIL use the workshops as a base for internships. Job fairs: The concept of a job fair is to bring those interested in finding a job into those companies who are searching for applicants. Job fairs are open fora at which employers can exhibit the best their companies have to offer so that job seekers can make informed choices. They are considered one of the most effective ways for job seekers to land jobs. At the job fair, employers have a large pool of candidates on which to draw, while job seekers have the opportunity to shop around for dozens sometimes hundreds of employers, all in one place. Notwithstanding the fact that the atmosphere at the fair is more relaxed than at an interview, employers are still on the look out for qualified, potential employees who have interest, dedication and initiative. Maintaining fairness/equity in the recruitment process: It is often difficult to ensure and maintain fairness/equity in the recruitment process although, in every jurisdiction, there are laws that protect individuals and vulnerable groups from the negative impact of discriminatory practices. Where necessary, systems, detailed procedures and processes exist or must be established to minimize discrimination. Each country designates/identifies a group or groups for special notice; women, visible minorities and the disabled are usual targets. The Government of India, in articulating its Employment Equity Act and Regulations, identified four designated groups as employment equity targets: women, Aboriginal people, members of visible minority groups, persons with disabilities. In the legislation, managers responsibilities for employment equity are stated as:

Ensuring effective overall performance and continuous progress of the employment equity goals within the operation;

Achieving, fostering and maintaining a representative workforce; Showing leadership in employment equity and demonstrating commitment to it by ensuring that discrimination and stereotyping are not tolerated; and

Informing and educating employees in the organisation about employment equity and diversity.

Check List: The criteria on which INDIAMART checks candidate skills while taking the interview: - This is done by the HR in the first round of the interview. PARAMETERS FIRST IMPRESSION: Do you like the way he greets you COMMUNICATION: How well can he communicate his idea to you. CONVINCING ABILITY: Can he argue for along time to convince you, without hurting your feelings. ATTITUDE: Willing to learn, accept mistakes with smile. AGGRESIVENESS: Does he push well so that u cannot just say no to him. EXCELLENT GOOD AVG POOR

ABILITY to get along with people ASPIRTIONS: What does he want to become& how strongly does he want it. OBSERVATION: How well does he know about INDIAMART. MANNER& APPERANCE: Does he appear sound innocent trustworthy JOB STABILITY GENERAL INTELEGENCE: Presence of mind RESPONSIBILITY: Has he overtook any initiative &got it done on his own LEADERSHIPSKILL: Is he capable of taking his own decisions TIME MANAGEMENT: Will he able to manage his time towards different set of activities. EMOTIONAL MATURITY: Whether he is emotionally mature or not. TARGET APPROACH: Does he have planed approach towards target/works.

JOB SUITABILITY: suitable is he for the job.

How

LITERATURE REVIEW
Recruitment: Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the organization. Potential recruits should he subjected to stringent back ground investigations performed by trained investigators who might interview neighbors associates and previous employers. Checks of policies records should he performed, as well as credit and hank account checks to assess the extent and sources of income. Entry requirements would include testing for the specific skills and aptitudes. Human resources management staff in customs could undertake these tacks in house or could turn to recruitment professionals. New recruits should be advised that a career in customs involves rotation to enhance multifunctional and to avoid the development of potentially unsavory relationships with the local trading community. New recruits with no prior experience in customs related work should undergo intense training and testing to prepare those lots their new assignments.

If successful, they should undergo a prohibition period before being confirmed as conscious staff. Such probationary periods often last a full year, during which the employee can be terminated for unsatisfactory performance or disciplinary problems without the complex recourse to appeals and administrative tribunals Following this probationary period and satisfactory performance evaluation, the trainees should be confirmed; Relying on transparent performance criteria aids supervisors and enhances the transparency of the recruitment process. Most customs organizations traditionally rely on the recruitment of young candidates who are then schooled in the best practices of the customs service through combination of academic and on the job training. However, modern customs practices require staff to possess expertise that cannot easily be attained through training within the customs service. Expertise in IT and accounting which are increasingly required to perform post clearance audits, are only two examples. Recruitment procedures and compensation scales nerd to be sufficient In attract staff with these skills, When qualified applicants are not available, it is possible at times to sidestep these civil service restrictions by offering attractive consultant. This practice has its downside though. As it could easily demoralize customs staff in general and could present the problem of staff continuity in specialized assignments. The recruitment industry has four main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews. Traditional Agency: Also known as a employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment

consultants then work to match their pool of candidates to their clients' open positions. Suitable candidates are short-listed and put forward for an interview with potential employers on a temporary ("temp") or permanent ("perm") basis. Compensation to agencies takes several forms, the most popular:

A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% based and calculated of the candidates first-year base salary - though fees as low as 12.5% can be found online), which usually has some form of guarantee (3090 days standard), should the candidate fail to perform and is terminated within a set period of time (refundable fully or prorated)

An advance payment that serves as a retainer, also paid by the company, non-refundable paid in full depending on outcome and success (eg. 30% up front, 30% in 90 days and the remainder once a search is completed). This form of compensation is generally reserved for high level executive search/headhunters

Hourly Compensation for temporary workers and projects. A prenegotiated hourly fee, in which the agency is paid and pays the applicant as a consultant for services as a third party. Many contracts allow a consultant to transition to a full-time status upon completion of a certain number of hours with or without a conversion fee.

Headhunters: A "headhunter" is industry term for a third-party recruiter who seeks out candidates, often when normal recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have preexisting industry experience and contacts. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may

prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, and maintain large databases, purchase company directories or candidate lists, and cold call prospective recruits. In-House Recruitment: Larger employers tend to undertake their own in-house recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate internal employee referrals, work with external associations, trade groups and/or focus on campus graduate recruitment. While job postings are common, networking is by far the most significant approach when reaching out to fill positions. Alternatively a large

employer may choose to outsource all or some of their recruitment process (recruitment process outsourcing).

Passive Candidate Research Firms / Sourcing Firms: These firms provide competitive passive candidate intelligence to support company's recruiting efforts. Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a per hour fee or by candidate lead. Many times this uncovers names that cannot be found with other methods and will allow internal recruiters the ability to focus their efforts solely on recruiting. Process: Job Analysis: The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting recruitment with an accurate job analysis and job description insures the recruitment effort starts off on a proper track for success. Sourcing: Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad

newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for socalled passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened. Screening and selection: Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through rsums, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeric, and literacy, through psychological tests or employment testing. In some countries, employers are legally mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an Applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric testing On boarding: "On boarding" is a term which describes the introduction or "induction" process. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. On boarding is included in the recruitment process for retention purposes. Many companies have on boarding campaigns in hopes to retain top talent that is new to the company, campaigns may last anywhere from 1 week to 6 months. Internet Recruitment / Websites: Such sites have two main features: job boards and a rsum/curriculum vitae (CV) database. Job boards allow member companies to post job vacancies.

Alternatively, candidates can upload a rsum to be included in searches by member companies. Fees are charged for job postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Websites capture candidate details and then pool them in client accessed candidate management interfaces (also online). Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to eenable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, co-workers, customers or others might see their resumes. Job search engines: The emergence of meta-search engines, allow job-seekers to search across multiple websites. Some of these new search engines index and list the advertisements of traditional job boards. These sites tend to aim for providing a "one-stop shop" for job-seekers. However, there are many other job search engines which index pages solely from employers' websites, choosing to bypass traditional job boards entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites.

Objectives of Recruitment: Recruitment is an important part of an organizations human resource planning and their competitive strength. Competent human resources at the right positions in the organisation are a vital resource and can be a core competency or a strategic advantage for it. The objective of the recruitment process is to obtain the number and quality of employees that can be selected in order to help the organisation to achieve its goals and objectives. With the same objective, recruitment helps to create a pool of prospective employees for the organisation so that the management can select the right candidate for the right job from this pool. Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time. Using and following the right recruitment processes can facilitate the selection of the best candidates for the organisation. In this is competitive global world and increasing flexibility in the labour market, recruitment is becoming more and more important in every business. Therefore, recruitment serves as the first step in fulfilling the needs of organizations for a competitive, motivated and flexible human resource that can help achieve its objectives. Here at Naukrihub, they attempt to provide a detailed insight into the concept of recruitments, recruitment process and its sources, recent trends in recruitment, recruitment strategies and the scenario in the industry along with the career options for recruiters. Source of Recruitment: Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organisation itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of

recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of the recruitment. Sources of Recruitment

Advantage and disadvantage of Sources

Some Internal Sources of Recruitments are given below: Transfers: The employees are transferred from one department to another according to their efficiency and experience. Promotions: The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. Others are Upgrading and Demotion of present employees according to their performance. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures.

The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.

External sources of recruitment: Press Advertisements: Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach. Educational Institutes: Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment. Placement Agencies: Several private consultancy firms perform

recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing. Employment Exchanges: Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. Labour Contractors: Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for construction jobs. Unsolicited Applicants: Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organisation.

Employee Referrals / Recommendations: Many organizations have structured system where the current employees of the organisation can refer their friends and relatives for some position in their organisation. Also, the office bearers of trade unions are often aware of the suitability of candidates. Recruitment Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.

Recruitment at Factory Gate: Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.

Recruiters for schools across the country are making use of both historically successful and newer sources to fill current vacancies for SLPs and to identify potential employees for the future. These sources include: University programs Ads in local and national newspapers Networking with current staff and student teachers Recruitment agencies National, state, and local speech-language-hearing associations Job fairs Online links among all rural, urban, and suburban schools in given districts and via special Successful Recruitment:

Thinking about companys need: Before embarking on the recruitment process it is vital to put some thought into what their needs are and the best way to meet them. This should involve considering a number of questions with colleagues in their team, their line manager or Faculty Personnel Manager: If this is a new role, what are the main job purpose and objectives, responsibilities and tasks and what sort of experience skills and attributes will they be looking for? If this is an existing role, are there any changes that need to be made to the tasks and responsibilities to ensure the job will be fully effective? Rather than recruiting a new person, are there opportunities for developing the skills and experience, or redesigning the jobs of, existing staff? Are there people in companys department or related departments who are at risk of redundancy and seeking redeployment who may be potentially suitable for the role? If so then they will need to be considered for the role prior to advertising. If this is not a full time, permanent contract post, what type of contract of employment or work pattern is likely to be most appropriate? Information on the different types of contract that can be used can be found at Describing the job and the person: Further particulars: New or existing jobs will need to have been described in detail using a Job Description Template in order to have their grade confirmed through job evaluation or role profile matching. Research and Teaching roles will also have

been placed on the appropriate academic career pathway and profile level. This information forms the basis of the further particulars for the vacancy, for which templates and guidance are available at As explained in the template guidance, this document is essentially job evaluation/role-profiling matching information, adapted for the recruitment process. The further particulars are central to the whole recruitment and selection process because they: provide the key elements and messages that you include in the job advert; identify the key selection criteria (particularly the person specification) that they will use throughout the selection process; Enable candidates to decide whether they are attracted to the job, are likely to be suitable and therefore, ultimately, whether they wish to apply. The template will help them to provide candidates with a fully comprehensive and easy-to follow description of the vacancy. Presentation and content are crucial, as candidates will make assumptions about the role, their department and the University based on the quality and quantity of information provided. Organization will need to include the following in the further particulars: job description including grade, hours, salary range etc. and responsibilities and tasks; person specification the qualifications, skills, knowledge and experience that will form the basis of their selection criteria; Background information on the area of work, the department and the University. Selection Criteria:

The qualifications, skills, knowledge and experience that you include in the person specification form the basis of the selection criteria used throughout the selection process for: self-selection by candidates - people can make an informed choice as to whether they are suitable; short-listing - paper-based assessment of how well candidates meet the selection criteria; devising tests, presentations and interview questions - matching these with specific elements of their selection criteria so they can rate people against them; Deciding on the best person for the job - bringing together the evidence from the selection process to determine who best meets the selection process. Developing appropriate selection criteria, often referred to as the person specification, is a crucial part of the recruitment and selection process. Here are some tips on things to think about in deciding on their selection criteria: What is essential to the job from day one and what is desirable (but could be realistically gained through experience, training or further qualifications in the role)? Paint a realistic picture of the experience, qualifications and skills they are looking for. Do not set such impossibly high standards that they reduce their chances of finding anyone suitable. Don't simply list the attributes of the previous or existing post-holder consider whether the job evolved or changed since they last recruited. Specify the experience they are looking for in relation to:

any job-specific processes; equipment or machinery; planning and organising skills; communication skills; flexibility or multi-tasking skills. Make sure they use statements that are objective, realistic and justifiable and do not inadvertently rule people out who may be suitable;

Make sure the wording is clear and unambiguous e.g. "a degree or equivalent in a relevant subject" rather than "a degree";

Specify the nature, quality, context and quantity of each type of experience or skill so that it can be used as an effective measure, e.g., "strong aptitude for computer based work and extensive experience of using a wide range of office PC packages in a deadline driven environment" rather than "IT skills".

Do not include age-related criteria in job and person specifications, selection criteria and advert wording. Avoid words like "young", "recently qualified" and "mature", as these could potentially be seen to be discriminatory to older or younger workers and therefore in breach of the Employment Equality (Age) Regulations.

Only specify a required length of experience if it is justifiably necessary. Using such a requirement, particularly where it is for a lengthy period, could potentially be seen to be discriminatory against both younger workers and women who have taken career breaks when having children. As a general rule of thumb avoid using length of experience criteria over 5 years. Focus on what type of experience they are looking for rather than

an arbitrary figure for how long the person has being doing it, which is unlikely to be a good indicator of performance in any case. For instance, "Significant experience of providing a service in a busy, customer-focused environment" rather than "Three years customer service experience".

Agreeing the grade: Job family and grade: The University introduced a new grading structure on 1st August 2007. All job roles are allocated a grade through the job evaluation or role profile matching process outlined below. Each job role is also placed in one of the following four job families: Research and Teaching (For most job roles previously in the academic, research and related staff categories); Professional and Administrative Services (For most job roles previously in the academic-related and secretarial and clerical staff categories); Technical Services (For most job roles previously in the technical staff category); Operational Services (For most job roles previously in the craft, manual and senior domestic and supervisory staff categories). The only job roles not included in the new grading structure are clinical academic job roles. Considering any redeployment candidates:

Having established the further particulars and grading for the role, the next step is to consider whether anyone within your department or Faculty/ Division is "at risk of redundancy (i.e. because they are coming to the end of a fixed term contract that is not being extended due to a lack of funding, through a restructuring exercise or otherwise). If they are looking for a redeployment opportunity, and if they may be suitable for the vacancy, this could be a quick way to fill your vacancy with a suitable candidate without having to advertise. This entails following a 'local' process before submitting the vacancy to Personnel Services for wider advertising. Your department and Faculty/ Division will have a system for quickly identifying and considering any redeployment candidates. Fuller guidance on the procedure to follow in considering redeployment candidates can be found Your at Faculty www.bristol.ac.uk/personnel/recruitment/redeployment.html. Personnel Manager can also provide advice on this process. Deciding on appropriate selection methods and whom to involve: The selection process should be carefully planned and a key element will be to decide on the most appropriate selection methods to use for their vacancy. Further information on selection methods can be found. One early decision you will need to make is whom to include on their selection panel and who will Chair the panel. The panel should be a small but representative group of relevant stakeholders who know the job and its requirements well, e.g. the line manager, a colleague from a customer, user or partner department. Ideally they would be looking at between two and four people with a gender balance. There are more specific requirements for selection panels (known as appointment committees) for the following appointments: Lecturer, Senior Lecturer, Reader (Pathway One), Chair and their clinical equivalents, Professional and Administrative Grade J and above. For details see the checklist at www.bris.ac.uk/personnel/recruitment. All of the panel members should have been on the University's Successful Recruitment and Selection training course.

Exceptionally, where an individual is identified as a key panel member and is not able to attend the course in time for the selection process, they make take part subject to the Chair taking responsibility for ensuring that they are briefed and competent to play an active and effective role. If a member of the panel has a family or non-work related social connection with any of the candidates invited for interview, they should declare this to the Chair of the selection panel at the earliest opportunity before the interviews take place. The Chair will then need to make a judgment as to whether the individual should remain part of the process or be replaced. Normal academic or professional contact, which may involve a degree of social contact, would not normally be a reason for excluding someone from the process. Timescales and costs: When planning the recruitment and selection process it is important to establish realistic timescales for the different stages. There is often a temptation or pressure to complete the process in the shortest possible time so that you can have the new person in place. This can be counter-productive if timescales are too tight or unrealistic. If the vacancy is being placed in any external media then the relevant advertising deadlines will be a constraint that you will have to work with. Other issues to think about are availability of your panel members, whether any holiday periods fall within your proposed timescale and whether there are any preferred times for the new recruit to commence employment. As a general rule of thumb, think of the following as a guide to minimum timescales for the different stages. It is also worth building in extra time to cover for slippage. Timescales will be longer for academic and senior administrative vacancies and information can be found in the checklists at www.bristol.ac.uk/personnel/recruitment.

Personnel Services centrally fund advertising costs in the majority of cases and also pay reasonable interview and relocation expenses. Therefore the main departmental outlay is in management and administrative time, with some small potential costs relating to room bookings, refreshments etc. In some cases, research grants will cover costs relating to the recruitment of research staff and the grant proposal may require an estimated figure for recruitment costs to be provided. Planning how to advertise: Advertising Policy: Generally it is University policy to advertise vacancies widely to ensure the strongest possible field of candidates and ensure that there is fair and open competition. As a minimum this means placing the vacancy on the University of Bristol website and listing it in the Current Vacancies Bulletin. Unless requested otherwise or where a vacancy is restricted to internal candidates only, Personnel Services will automatically promote vacancies through the Jobs.ac.uk website and the Jobcentre network. Best practice is that vacancies should be open for 23 weeks to give potential applicants time to apply and to help ensure a good field of candidates; one week is the absolute minimum period to advertise. There is a

legal duty for any vacancy to which the University wishes to appoint a migrant worker to have been advertised for at least 2 weeks in order to meet the Resident Labour Market Test4 of the points based immigration system. Research vacancies are also promoted through a range of web sites as part of the ongoing centrally funded Finding the Answers on-line campaign5 and do not generally need to be promoted in any additional advertising media. Support vacancies (Administrative/ Professional Services, Operational Services and Technical Services) are promoted through a range of web sites as part of an on-going centrally funded on-line campaign. In most cases, promotion in additional media will not be necessary. The value of using any additional web or print media 7 to increase your pool of candidates and target the right sort of candidates for their jobs should be carefully thought through; if they wish to discuss media choices, the Recruitment Team will be happy to advise during the planning stage. The central recruitment budget held by Personnel Services may, where appropriate and agreed with the Recruitment Manager, fund promotion through one of the following additional media: Print media - newspaper, journal etc; Combined print and web media - e.g. a newspaper or journal and its online version; Web site - including potential additional exposure through job of the week buttons and banners, e-mail alerts etc. The Government has set up a number of welfare to work initiatives aimed at matching motivated and skilled people who are currently not in employment to employers and jobs. Tapping into this resource can potentially be an effective (and no-cost) way of finding suitable candidates. Internal only advertising:

Vacancies in the following categories are restricted to internal candidates only in the first instance when submitted through BORIS to Personnel Services: Technical Services Job Family Grade F and above; Professional and Administrative Services Job Family Grades F, G and H. It is only in the following circumstances that a vacancy would not need to be submitted to Personnel Services for advertising: Where there are staff in the recruiting department or Faculty/Division who are at risk of redundancy and seeking redeployment; If the vacancy has come about as part of a restructuring exercise, in which case the selection process would normally be restricted to people within the department; Where there is a named person on a research grant,5 selected for objective and defensible reasons, the person can be appointed to a research vacancy without advertising. Networking and informal contacts: Remember to also promote their vacancy through any relevant professional, subject related or work-based networks e.g. newsletters, web sites, vacancy lists, e-mail alerts, meeting and conferences etc. Informal and word-of-mouth promotion to targeted groups is an effective and no-cost way of widening their pool of suitable candidates. Using recruitment agencies and consultants: The University's general policy is to advertise vacancies rather than use agencies or consultants, except for temporary staffing needs. This is because the University has its own established, professional and efficient infrastructure for recruitment, which ensures the strongest possible field of candidates, fair and open competition and that costs are minimized. In exceptional circumstances it

may sometimes be appropriate to use an agency or consultant, for instance where the vacancy is highly specialized and it is reasonably anticipated that it will be hard to find a suitable candidate through advertising. This option should only be followed after consultation with the University's Recruitment Manager and will generally be in tandem with the vacancy being advertised on the University's web site. How the agency or consultant fee will be paid for will need to be decided on a case-by case basis. Putting the advert together: They will need to draft a concise but informative job advert. Key points to consider when doing this include the following: Capture the main elements and attractions of the job and the type of person they are looking for in a punchy and appealing way. Try to do this in 50-100 words based on the information you have already compiled in the further particulars Keep words, sentences and paragraphs short and clear. Make sure the job title will be meaningful outside the University. Try to picture the sort of person you want to attract. What would they already know about the University and the job? What do they need to know? Emphasize the most interesting elements of the role and don't labour the obvious Ensure that they do not use any potentially discriminatory language, terms or criteria.

They may wish to contact the Personnel Services Recruitment Team during the planning stage for advice and guidance on how best to advertise their vacancy and how to put their advert together.

Selection: Deciding on the most appropriate selection methods: A well-planned and structured interview process is an adequate way of helping them to select the most appropriate candidate. However, it is more effective if used alongside other selection methods. Whichever selection methods are used, it is important to ensure that: The methods chosen are appropriate to the job and will provide added value in assessing the best candidate. For example, it would not be appropriate or useful to ask candidates for a more junior clerical role to give a presentation. The panel are clear as to how the method used relates back to the selection criteria and how performance will be assessed; The selection process is clearly defined to all the candidates in advance and consistently applied to all. Remember that using a range of selection methods will increase the level of forward planning involved and will often require someone from outside the selection panel to coordinate the exercises during the day.

Short-listing:

Short-listing is the vital first stage in the selection process. Measuring how candidates match up to their selection criteria at this stage is crucial to enable them to objectively assess which of the candidates they wish to consider further in the next part of the selection process, generally the interview stage. Careful short-listing is particularly important when they have a large number of applicants. Ideally, everyone who is part of the selection panel should be involved in the short-listing process either together or independently. However, if this is not practicable, at least two members of the interview/final assessment panel should be involved. There are two types of internal applicants who must be short-listed if they meet the essential criteria for the vacancy (in both cases this will be clearly indicated by a covering letter from Personnel Services): Staff formally at risk of redundancy - in line with the University's Redeployment of Staff policy. Staffs who have been 'red circled' in their current role - in line with the University's guaranteed interviews for red-circled staff policy. Here are some tips to help them use their selection criteria effectively and fairly in the short listing process: Decide which of the selection criteria included in the further particulars they can practically use when reviewing the written applications. They may decide to focus on the essential criteria initially. It is useful to give each criterion a value and to weight it according to its importance. Then they can score each candidate against each criterion and come up with an objective rank order. A simple matrix can be useful for recording this process.

If they use a criterion based on how well each candidate has completed their application make sure the assessment is not based on arbitrary factors such as standard of hand-writing.

Base their assessment on the evidence that the candidate has provided and try not to make assumptions to 'fill in the gaps'. If they haven't demonstrated that they have a particular skill or experience then don't assume they have.

If they have a large number of applicants who appear to meet the essential criteria then use their desirable criteria to try to identify those who are most suitable. They may wish initially to draw up a 'long-list' of those who meet the essential criteria first and then identify those to call for interview from this group.

Use the guidance on the short-listing record when considering any overseas nationals who have recorded on their application form that they would require permission to work in the UK to take up the job. Such candidates should be considered alongside the other applicants in the first instance. Its also important to remember that the resident population of the United Kingdom contains a range of ethnic and national groups and there are also a wide range of people from outside the UK who are eligible to work here. If there are sufficient applicants who are both currently entitled to work in the UK and meet the criteria for the vacancy, it may be appropriate not to shortlist an overseas national who does not currently have permission to work in the UK. In most cases it will only be academic and research vacancies, or those that require specialist skills and qualifications, for which the University would be able to obtain a certificate of sponsorship for a migrant worker.

If they have candidates with qualifications from outside the UK, the NARIC website containing comprehensive information on how international qualifications compare

Ideally they should be looking to short-list no more than about seven candidates (four to six is probably the optimum number).

Identify reserve candidates in case people drop out. Ensure that they can objectively justify the cut-off point between those they short-list and those you do not.

The Chair-person of your selection panel should be the final arbiter if there is disagreement on whom to short-list.

The short-listing record can then be used to formally record those whom they have short-listed and reasons for not short-listing the other applicants (using the codes on the record form). And remember, individuals can potentially appeal against a decision not to be short-listed so make sure their decisions are fair, objective and properly recorded. They may have heard about some employers using social networking sites to 'check' candidates out before proceeding to shortlist or offer employment. They are strongly advised not to enter into this practice: social networking sites often contain highly personal information which, taken out of context, should form no part in the selection process for employment; not least because this practice may lead to allegations of discrimination, as such sites will often identify the person's age, sexual orientation, marital status etc.

Setting up and preparing for the interview: The first key element of a well-structured and successful interview process is preparation. Remember that it is not just the candidates who are being selected it is important that you make a good impression on them too. A professional and well-organised selection process can go long way towards ensuring this. Panel Preparation:

Preparation for the interview should include the following: Deciding on the areas of questioning based on their selection criteria and how best to word their questions to elicit the most useful information from the candidate.

Ensuring all members of the panel are familiar with, and have copies of, the applications of those being interviewed and the job description/ person specification in advance. It is also worth ensuring that you are familiar in general terms with the relevant terms and conditions of employment and employee benefits.

Developing an interview plan and ensuring that all member of the panel are familiar and comfortable with their role. This should be structured to include introductions and preliminaries, the questions to be asked, running order and who is asking what.

Identifying how the selection criteria are to be scored and weighted when assessing each candidate, and ensuring that each panel member has a Candidate Interview Assessment form annotated with the scores and weightings for each criteria.

Interview logistics: It is important to identify someone who can take responsibility for organising the following in a professional manner: Finding an appropriate location and ensuring it is set up properly on the day; Developing an interview schedule with realistic timings including a 5-10 minute break between each candidate. This should also include any other selection methods that will be taking place; Copying application forms etc for panel members;

Inviting the candidates in writing, confirming full details of what the selection process will involve. This should also include details of any other selection methods that will form part of the process. You can use the example invite letter template;

Ensuring reasonable interview expenses incurred by the candidates are paid for from the central Personnel Services budget and the interview expenses form should be included with the invitation;

Chasing confirmation of attendance from candidates; Taking up references for all candidates whom they invite for interview;

The interview setting: This is mostly common sense but easy to overlook nevertheless. When choosing a venue and setting the room up: Try to eliminate distractions - ensure any telephones are diverted, avoid busy places with lots of people walking by or talking within earshot; Place an "interviews in progress" sign on the door; Think about whether you want to avoid physical barriers such as a desk between them and the interviewee to encourage a more relaxed discussion. If they are more comfortable with a table to rest on, even having a round rather than a square table can help to put candidates at ease. Issues that may arise at the preparation for interview stage FAQ: Can I invite candidates from overseas? If a candidate is being invited from abroad, they will usually incur significant travel and accommodation costs (such costs are met from the central recruitment budget held by Personnel Services). In such cases authorization to invite the individual(s)

must be obtained from their Faculty Dean or Head of Division in advance. As an alternative a video-conference link for the interview may be a feasible and cost-effective alternative. What if a candidate cant make the date/time? If someone you invite for interview can't make the date or time set, although you are not necessarily obliged to re-arrange their time or date, it is recommended that you at you at least consider whether you can accommodate their needs. If the candidate is unable to attend due to child-care responsibilities, a disability issue or even a religious holiday then they may be potentially discriminating if you do not take this into account. If the reason is a holiday or other commitment, then they will need to make a pragmatic decision as to whether re-arranging is feasible. What if I know one of the candidates? If a member of the panel has a family or non-work related social connection with any of the candidates invited for interview, they should declare this to the Chair of the selection panel at the earliest opportunity before the interviews take place. The Chair will then need to make a judgment as to whether the individual should remain part of the process or be replaced. Normal academic or professional contact, which may involve a degree of social contact, would not normally be a reason for excluding someone from the process. The structured interview: An interview is only an effective indicator of who is the best candidate if it is well structured. Following the advice outlined below will enable they to structure and carry out their interviews effectively. Aim for: A constructive conversation that leaves the candidate feeling they have been able to perform at their best and give them the information you need.

Not: An over-formalized 'grilling' that leaves the candidate feeling that they didn't get their points across and that leaves them with an incomplete picture of the candidate's suitability. The first key element of a well-structured and successful interview process is preparation. Opening the interview: Opening the interview in a clear, relaxed and open way is important for a number of reasons: It gives candidates information about what to expect; It helps nervous candidates to settle down and relax; It gives them a chance to start building a rapport with the candidate; It provides a professional image of them and the organisation; It sets the tone for the rest of the interview and encourages the candidate to talk openly about themselves. A good way to do this is to start with the following: Welcome the candidate, thank them for coming, show them to their seat etc; Ask a straight-forward question whilst they settle in to help put them at ease, e.g. 'how was their journey? Introduce their self and other panel members - keep this brief; Outline how the interview will progress. Explain approximate length, who will be asking questions, that there will be opportunity for the candidate to

ask any questions they have at the end and that the panel will be taking notes during the interview. They may wish to provide a brief description of the job at this stage to set the scene, perhaps particularly for more senior roles. Alternatively, they can check whether the candidate understands the role when they have the opportunity to ask questions at the end. Asking the right questions: Having prepared your interview plan they will have a set of standard questions. This is the framework to ensure that they cover the same ground with all the candidates and can objectively assess the information they provide against the selection criteria. However, they do not want either a stilted exchange or to come out of the interview with missing information. So also remember to: Probe with follow-up questions - see the active listening section below; Link the previous answer and your next questions together so that the conversation flows; Pick up on aspects from individual applications that are unclear e.g. an unexplained break in employment, clarification of a qualification etc; Check with other panel members whether there are any final follow-up questions at the end of the planned areas of questioning. Active listening: Listening effectively is just as important as asking the right questions. And showing that they are listening will encourage the candidate to be more open and relaxed. Here are some general points to help them do this effectively:

Non-verbal prompts - Head nodding, smiling, maintaining eye contact without staring and other appropriate body language can all show that they are listening and help the conversation to flow.

Silence is ok - Allow the candidate a few seconds to think about and then answer their question. If they have not understood or cannot answer the question they will generally let they know, so resist the temptation to jump straight in if the answer is not immediate.

Keep an open mind - Listen to the whole answer and avoid making assumptions based on the initial reply.

Probe and follow-up - Verbal prompts can encourage the interviewee to continue talking if they have not fully answered theyr question e.g. "Go on", "Tell them more about x", "What do mean by y" etc.

Think ahead and link questions - Although they will have a list of questions in an order, the candidate may well answer or begin to answer one of their later questions at an earlier stage. If this happens don't be afraid to re-jig their order (although they need to avoid confusing fellow panellists!) or, alternatively, proceed but remember to link back to what the candidate said earlier when they come to the question.

Confirm their understanding - If they need to check that they have correctly understood an important point, paraphrase or restate what they have heard so the candidate can confirm or elaborate where necessary.

Guide the flow of the conversation - If the discussion is drifting away from their areas of questioning, bring it back on track using probing and follow-up questions or by summarizing. But try to avoid interrupting or talking over the candidate.

Taking notes:

Taking notes whilst listening can be a tricky skill (if they share the load of notetaking with fellow panel-members this can make life easier), but it is a good idea for a number of reasons: It shows the candidate that they are being listened to and taken seriously (but let them know from the outset that you will be taking notes); Their notes will be invaluable at the end of each interview and especially at the end of the day when it can be hard to remember who said what. Such an 'aide-memoire' can help avoid subjective ness or inaccuracies creeping into their decision-making; In the event that they are asked to provide feedback to unsuccessful candidates or even to defend a decision, their notes can similarly be an invaluable source of evidence to help they do this accurately. But remember to ensure they are factual and objective, as the Data Protection Act covers any written records and a candidate could request to see a copy. They may find it helpful to draw up a simple 'pro-forma' beforehand to assist them with taking notes during the interview. For instance, a typed copy of the set questions with enough space between each to record responses can be duplicated for each candidate. The main obstacles to successful recruitment often are: People know little about their particular organization or the people involved. Many will not be sure what contribution they are able to make, what they believe they add to the board team, and what they can reasonably expect from others involved. Those without board experience may feel intimidated by the mere idea of becoming a board member

People may have experience on other boards but it may not be not good experience. Perhaps they have attended too many unfocused board meetings or have joined a board only to discover the organization had some internal conflicts. Some candidates will not have the time; perhaps they are already heavily committed to another community organization or are at a stage in their life when career and/or family commitments are heavy. Some people may say they do not have the time when one of the other factors is really standing in the way of them saying yes. A successful recruitment effort depends on there being a reasonable organizational foundation in place. The organizations work in the community must be valued and generally understood beyond the present board and staff group. The existing board must also be willing to devote some time, inside and outside of meetings, leading the board recruitment process; it really should not be a staff job. The board meetings need to be relatively well run and well attended. In other words, it is important that there already is at least a small core of committed board members. Ten ideas for successful recruitment: 1. Invest in making organization more visible in the community: Treat recruitment effort as an opportunity to promote the importance of what your organization does or the difference it makes in peoples lives. The benefits of being on your board will include the opportunity it provides for someone to contribute to his/her community. Look at invitations to make presentations about your organization as board prospecting opportunities. Ensure that they have some marketing materials, a brochure and a web site that informs and promotes your organization in the community.

Pay attention to the work of building and maintaining relationships. For example, schedule conversations with their funders and other stakeholders when they do not expect it, not just when they are looking for money or have something specific to report. 2. Make your board and its job more visible: When they talk about their organization include their board in the picture. Use their newsletter to communicate externally what their company is currently working on. Put board recruitment advertisements in their newsletter or in other community publications. List their members on their web site, perhaps including their board member job description. Involve the chairperson or other board members in meetings that the executive director would otherwise attend alone. Produce and distribute to their stakeholders a modest annual report, one that includes a report from the board. 3. Be clear about the role of the board, what they expect of board members and what they should expect of the organization: Develop a board members job description which includes a realistic estimate of the time commitment expected of volunteer board members. Have clear job descriptions for the board chair and other officers. Create a code of conduct for board members to guide behaviour inside and outside of meetings Establish a policy outlining the normal term for board members.

Indicate an expectation that board members should, with increasing experience, assume more responsibility (e.g., chair, vice chair, secretary) but with time limits attached to these positions. No one is likely to aspire to these important roles if they are likely to be stuck with them indefinitely. Communicate what new board members can expect in terms of orientation, mentoring, meeting notices and reports. 4. Know what they are looking for in new board members: Discuss what kinds of additions would make for a stronger and more dynamic board from an external (membership or stakeholder) and internal (board and staff) perspective. Pay attention to moving towards greater diversity in age, gender, race, constituencies, backgrounds and experience. You will certainly want people who share the core values of the organization, but not necessarily people who will have the same take on things as the majority. Avoid the tendency to recruit board members just like yourselves. Be very careful about recruiting people for their administrative or management skills (an accountant as treasurer, an HR person for the personnel committee) rather than their community knowledge and commitment to your mission. 5. Do not hide current challenges: Tell prospective board members, and those helping you identify candidates, about the challenges the organization faces, financial and otherwise, not just its past accomplishments and strengths. Give them some sense of your history, what the organization has been through and what it is going through.

Speak to them about the strategic issues for the organization and the organizations long and short term objectives.

6. Look far and wide for company candidates: Assume that there are lots of people interested in the work of their organization that is not known to them. Look to those parts or elements of the community that are not presently represented on the board. Do not exclude anyone they are interested in from being on the list. Recruit with a three year perspective. Approach people you want even if they suspect they are not interested now - they could be interested next year or perhaps the year after that. 7. Recruit with style: Develop a recruitment package containing the mission of organization, a short history and description of what they do, a board members job description, the list of current board members and the executive summary of their strategic plan. Know before they approach them what it is about the person the board wants and their organization needs. Try a three-step approach: ask if they would consider serving, if they can give them a recruitment package and then follow-up in a week. If they say no, ask if they would mind if they asked them again next year. Contact prospects initially by paying them a visit, making a telephone call, or sending an e-mail

Invite prospective board members to a board meeting. Consider a formal application and interview process to underscore the importance of the decision for both the board and the candidate. 8. Make recruitment a team building effort: Make recruitment part of every board members job even if they give the detailed work to a committee. Set recruitment goals and time lines. Celebrate successes. Evaluate companys approach. 9. Prepare new members to participate: Give new members a board manual (by-laws, policies, minutes and other resources). Have an orientation session to review your governance practices. Have an existing board member meet with each new member as a mentor. Tour the facilities or offices and meet the staff. 10. Focus on recruitment regularly: Put board recruitment on the agenda throughout the year at least quarterly. Set up a standing board recruitment committee. Maintain a board prospects list. Keep several copies of your board recruitment package on hand.

RESEARCH METHODOLOGY

A primary role of quantitative research is to test hunches or hypotheses. These suggest that qualitative approach is a soft research approach in which collected data cannot be meaningfully quantified and more importantly in this approach non-structured research is conducted. But so far as quantitative research approach is concerned, through this approach structured research is conducted with approaching larger respondents and the collected data can be meaningfully quantified. Research data can be collected either in the form of secondary or primary or both. Secondary Data usually factual information can be obtained through secondary data that has already been collected from other sources and is readily available from those sources. The definition and characteristics of secondary data presented above suggest us that secondary data are data that have already been collected for purpose other than the problem in hand. Before detailing as how and what secondary data were collected in this research, in would be worth to examine the advantages and disadvantages of such data. Secondary data are easily accessible, relatively inexpensive, and quickly obtained. Some secondary data are available on topics where it would not be feasible for a firm to collect primary data. Although it is rare for secondary data to provide all the answers to a non-routine research problem, such data can be useful in a variety of ways. Primary data is collected for the specific purpose of addressing the problem at hand. The collection of primary data involves various steps. Thus obtaining primary data can be expensive and time consuming. These suggest that primary data are those data that are collected for the particular purpose of research in hand. The disadvantage of collecting primary data is that it is lengthy and resource and time consuming process, but the advantage of primary data is that they are first hand information and comparatively more reliable. A researcher originates primary data for the specific purpose of addressing the problem at hand. The collection of primary data involves all six

steps of the marketing research process. Obtaining primary data can be expensive and time consuming. Size of Sample: 100. Tools used to collect data: Primary Data Questionnaire Personal interview Secondary Data: 1. Newspapers and Journals 2. Online reference

Statistical Method Used: Pie chart Column diagram

SWOT ANALYSIS

Our professionals have hands on experience in conducting accurate SWOT analysis which enables our clients to be well prepared for the project. SWOT analysis we conduct includes the political, economic, legal, social, environmental and cultural influences the project might churn out. The experience and expertise of our professionals enables them to conduct the analysis as per the industrial standards and to come up with accurate results.

FINDING AND ANALYSIS

Types of back out: Lets look at what stages of the recruitment process a back out can possibly happen. Candidate backing out before the interview Candidate backing out after interview Candidate backing out after accepting the offer Candidate backing out before joining Candidate backing out just after joining

Interpretation: 1. Working period in the organization

W orkin Period in th org ization g e an
50 % 45 % 40 % 35 % 30 % 25 % 20 % 15 % 10 % 5% 0% 45%

30% 20%

5%

Less th 2 an Years

2 to less th 4 an Years

4 to less th 6 an Years

M ore th 6 an Years

The above mentioned graph shows that 45% respondents are working in the organization from 2 years to less than 4 years and 5% respondents working in the organization more than 6 years.

2. Trend Analysis: On The basis of their Source of recruitment From this analysis we will get to know about the source which had maximum number of back outs

Source of Recruitment Ads/Job sites, 13% Employee Referrals, 13%

Direct, 41%

Counsultants, 33%

The Source of recruitments that had maximum number of back outs is Direct with 41 % followed by consultants which is 33 %. Advertisements and Employee Referrals are 13 % each.

3. Types of candidates
Types of Candidates

Local Candidates, 45% Out station Candidates, 55%

4. Analysis based on the reasons given by the candidates for back out This analysis is based on the responses received after speaking to people who backed out during the last financial Year. The following Reasons were identified after analyzing the responses collected from respondents. Reason for Backout: The percentages have been calculated from the total number of people contacted.

Reason for backout Lengthy Interview, 10% Delay in feedback, 23%

Others, 27%

Brand issues, 13%

Better Offer, 27%

This pie chart depicts that the maximum number of people are backing out as they have better offers in hand, followed by 23 % who backed out due to delay in giving feedback. 13 % of them backed out as they were not happy to get associated with a Growing brand. Lengthy Interview process contributed t 10% of the back outs and the remaining 27 % had other reasons to back out. Most common reasons for back outs: Varied reasons can be attributed as to why a candidate back out, below are some of the common ones Have in hand several offers and will decide on the one best offer Developing cold feet at the last moment before submitting his/her resignation letter HR/Line Manager convinced him/her to stay back Was given a very good counter offer by employer so decided to stay back

Not serious about leaving current job, and attending interviews just because the opportunity was presented to him/her.

Learnt of the project which was not to his liking/preference/expectation and is not keen on joining

The final offer not up to his/her expectation Did not agree with some of the clause(s) in the offer letter/appointment letter

His/her friends/contacts gave negative feedback about the organization so decided not to join

Required joining time not reasonable See what offer he/she can get from the market to negotiate a better salary with existing employer Selection process took too long and has already accepted another offer

b) On the basis of their area of Stay: This analysis would help in knowing that from which region maximum number of people is backing out as there could be a possibility that outstation candidates are more prone to backing out. Repercussions & affects of backing out: Recruitment is an expensive activity. Every time a candidate backs out the recruitment process has to be initiated all over again. Good amount of time and effort is wasted to find a new replacement and projects can and do get delayed and all these translates to revenue lost But most important of all is the lost of clients trust. This is non tangible and will have long term adverse affect vis--vis client vendor relationship.

5. The satisfaction of the candidates with the explanation of job profile provided by them
Satisfaction level of candidates with job profile
6 5 4 3 2 1 0 1 15% 40% 20% 18% 7% 2 3 4 5

The 15% respondents are extremely satisfied with explanation of job profile but 7% respondents are extremely dissatisfied with explanation of job profile. 6. The preference of selecting candidates
Selection of candidates on the basis
35% 30% 25% 20% 15% 10% 5% 0% 31% 25% 29%

10% 5%

Educational Qualification

The above mentioned graph show that 31% respondents selecting the candidates on the basis of experience and 25% respondents selecting the candidates on the basis of education qualification.

Professional Qualification

Experience

Gender

Age

7. Motivate and attract the candidate

Motivate and attract the candidate
30% 25% 20% 15% 10% 5% 0% 27% 25% 17% 10% 12% 9%

P ro fi le

a ci li ti e s

a ti o n

P ro fi l

a la

D e si g

n y

According to 27% respondents they motivate and attract the candidates by salary. 8. Percentage of Backout
Percentage of backou t
40% 35% 30% 25% 20% 15% 10% 5% 0% 8% 30% 35% 27%

C o m

0-5%

Jo

6-10%

11-20%

M ore than 20%

9. the most important area for the improvement to minimize the back-out of the candidates.

o ca

ti o n

ry

Area for improvements

35% 30% 25% 20% 15% 10% 5% 0% 30% 26% 20% 24%

Initial Counseling

Company Profile Description

Breakup of Salary

Job Profile Description

According to the 30% respondents initial counseling is the most important area for improvement to minimize the back-out of the candidates.

CONCLUSION & RECOMMENDATION

In todays rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people. Recruitment management system is the comprehensive tool to manage the entire recruitment processes of an organisation. It is one of the technological tools facilitated by the information management systems to the HR of organizations. Just like performance management, payroll and other systems, Recruitment management system helps to contour the recruitment processes and effectively managing the ROI on recruitment.

It is important to be in control when it comes to recruiter-candidate relationship. To achieve that it is important that you conduct a thorough pre-qualifying. Get all the low-down about his background and aspiration, et al. Be it on the phone or in person spent as much time as you can and dig for

information what motivates him to look for a change, professional and personal reasons, what are his expectations in terms of money and roles, etc. They may do this with a direct approach or with great subtlety. Which

approach they resort to will depend on each individual or their level of seniority they need. Always insist on obtaining either verbally and/or in writing his/her response and commitment to the job offer.

To make the right judgment. Do not hesitate to ask them if they have discussed with his/her

family members about this plan to look for a job change. Especially for those who are married, please confirm with them if they have consulted their other half. If any of his/her words, expressions, actions gives you a sense of

doubt and concern, then drop him/her and move on. It is better to drop him/her now than later have a back out in your hand. Pay close attention while talking to him/her and listen for those

tones and expressed/unexpressed concerns and look for those signs that might indicate his intentions. Constantly update him/her on the process and try keeping-in-touch

a frequent basis.

Have a set of questionnaire that you can run through with him/her

before proceeding to qualify him - questionnaire that will test his seriousness and sincerity to look for a change. Some of the more counter measures that organizations can apply. These

fall under defensive and offensive tactics. Try and get inside your candidates mind, understand his needs

and his aspiration. Pro-actively try to coverall areas that you possibly think will be al likely point of concern (reason for a back out) for him at a later stage and addressed them immediately. employee in important decisions; invite him to key events, meetings

and even get-togethers much before he comes on board. They introduce the employee to his prospective team. They start sending him mails and business related information regularly. In other words, they start occupying his mind. They make him feel special

and never let him think back on his decision. Most have nowadays even begun announcing to the media. Life altering offer: Organizations making very strategically important

hiring decisions do not want to take even the most slender chance. They want it signed, sealed and delivered. Not only is their process savvy. Their offer has the power to alter the life of the prospective employee. When you do that, you de risk the hiring process so significantly. You are

capable of taking the employee completely out of the race and eliminate even the most remote form of competition. On the other hand, when you leave a bit of after-taste in closing the deal, there is always a risk that the employee can look beyond you. Make it snappy: Nothing succeeds like speed. When the organization

does its homework and then takes the leap of faith with lightning speed, the

employee has very little time to think. Sometimes the length of the process tends to increase the anxiety for the employee, forcing him to reconsider his decision. In the days to come, it is will be hard to find good people and harder still to

secure their commitment to join. It can be most frustrating to say the least. You will need to adopt a combination of defensive and offensive tactics to win the game. But before you get there, you will need to certainly decipher the psychology of prospective employees. Knowing what makes candidates accept or reject job offers would help organizations take appropriate measures to increase the joining rate, just as digging into the matter got Ike more than just the knowledge of why Maggie ran away from commitment.

BIBLIOGRAPHY

Human Resource Management Stephen Robbins Recruitment & Selection Dessler High Performance news letter publication Planning and Managing Human Resources: Strategic Planning for Human Resources Management -

http://www.Kohler.com http://kohler.net/ www.resource.businesscoholics.com www.intermesh.net

APPENDIX
QUESTIONNAIRE
Name___________________ Designation___________________ Contact No.______________ Gender_______________________

Should you wish to continue?

o o
1.

Yes (Continue) No (Terminate) Please tell me for how many years you have been working in this organization? (a) Less than 2 years (c) 4 to less than 6 years (b) 2 to less than 4 years (d) More than 6 years

2.

Please tell me the source of recruitment in your organization. (a) Ads/Jobs Sites (c) Consultants (b) Employee Referrals (d) Direct

3.

Please tell me about the types of candidates for recruitment and selection. (a) Outstation Candidates (b) Local Candidates

4.

Please tell about the reason for Backout in your organization. (a) Lengthy interview (b) Delay in feedback

(c) Better offer (e) Others 5.

(d) Brand issues

Please rate the satisfaction of the candidates with the explanation of job profile provided by you on the scale of 1 to 5 where 1 means extremely dissatisfied and 5 mean extremely satisfied. 5 4 3 2 1 Extremely Satisfied

Extremely Dissatisfied 6.

Please tell me the preference of selecting candidates for the following factors. (a) Experience (c) Gender (b) Age (d) Educational Qualification

(e) Professional Qualification 7. Please tell me how do you motivate and attract the candidate for the jobs. Select from the following (a) Company Profile (c) Salary (e) Designation 8. (b) Job Profile (d) Facilities (f) Location

Please tell me the percentage of back-out in the typical selection process for a job as per best of your knowledge? (a) 0-5% (c) 11-20% (b) 6-10% (d) More than 20%

9.

Please tell me which area do you think more important for the improvement to minimize the back-out of the candidates? (a) Initial Counseling (c) Breakup of Salary (b) Company Profile Description (d) Job Profile Description

10.

Please provide your suggestions on improving recruitment and selection in your organization. ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ___________________________________________________________

Thanks for your co-operation. I am assuring you that your information will be kept confidential and solely used in this research study only.