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A STUDY ON RECRUITMENT AND SELECTION PROCESS

CONTENTS
CHAPTER CHAPTER 1 CHAPTER 2 CHAPTER 3 CHAPTER 4 TITLE INTRODUCTION RESEARCH METHODOLOGY ORGANIZATION PROFILE DATA ANALYSIS & INTERPRETATION CHAPTER 5 CHAPTER 6 SUMMARY OF FINDING CONCLUSION & RECOMMENDATION 74 71 40 PAGE NO. 5 24 32

ANNEXURE BIBLIOGRAPHY

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A STUDY ON RECRUITMENT AND SELECTION PROCESS LIST OF TABLES

SL. NO. 1 2 3 4 5 6 7 8 9 10 11 12 13

DISCRIPTIONS
Table showing source of recruitment of sales. Project, technical, HR, finance Table indicating appearance in selection process

PAGE NO. 41 47 49 51 53 55 57 59 61 63 65 67 69

Table showing efficacy of recruitment and selection policy Table showing the response to the necessity of present recruitment policy Satisfied with the present recruitment procedure

Opinion about the interview assessment form in selection process Do you think your organization has a well structured process for the recruitment and selection? Responses showing the fulfillment of present recruitment and selection process in finding the right talent at the right time. Table showing the responses about the ideal time gap between the interview and issue of offer Criteria for applying to the organization.

Features stressed upon while recruiting.

Opinion regarding recommend the company to another person for making his/her career Opinion about company’s present recruitment policy.

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A STUDY ON RECRUITMENT AND SELECTION PROCESS LIST OF GRAPHS

SL NO.

DISCRIPTIONS
Graph showing source of recruitment of sales

PAGE NO. 42 43 44 45 46 48 50 52 54 56 58 60

1a 1b 1c 1d 1e 2 3 4 5 6 7 8

graph showing source of recruitment of project

Graph showing source of recruitment of technical

Graph showing source of recruitment of HR

Graph showing source of recruitment of finance

Graph indicating appearance in selection process

Graph showing efficacy of recruitment and selection policy

Graph showing the response to the necessity of present recruitment policy Satisfied with the present recruitment procedure

Opinion about the interview assessment form in selection process.

Do you think your organization has a well structured process for the recruitment and selection? Responses showing the fulfillment of present recruitment and selection process in finding the right talent at the right time.

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9 10 11 12 13

Graph showing the responses about the ideal time gap between the interview and issue of offer Criteria for applying to the organization.

62 64 66 68 70

Features stressed upon while recruiting.

Opinion regarding recommend the company to another person for making his/her career Opinion about company’s present recruitment policy.

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CHAPTER-1 INTRODUCTION

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GENERAL INTRODUCTION
“Management is the art of getting things done through people” Mark Parker Follet.

The above quote implies management to be process of planning, organizing, leading and controlling all other organizational resources to achieve stated organizational goals, which in turn would help in bringing up the organizational effectiveness and attaining optimum profits. All the efforts of the organization could be achieved through employing the organizational elements.

Land Labour Capital

Until recently, human resources where not given prior importance. With the emergence of industrialization and mass production, the concept of human resource started to change. After further studies, it was understood that human resources was one of the most important elements, in fact the assets of the organization. It involves human elements in an organization that contribute their maximum efforts towards the attainment of the organizational goals. When the human elements are properly managed, the concept of Human Resource Management emerges, which is defined as the planning, compensation, integration, maintenance and separation of human resource to the end that individual, organizational and social objectives are accomplished.

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Human Resource Management and Its Evolution Human Resource Management (HRM), a relatively new term, emerged during the 1970’s. Coming to its evolution as a subject, it may be stated that concern for the welfare of worker’s in the management of the business enterprises has been in existence since ages. Experts of HRM in our country have tried to chronicle the growth of the subject only since the 1920’s. This was the period when state intervention to protect the interests of workers was felt necessary because of the difficult conditions which followed the First World War and the emergence of trade unions. The royal commission, 1931, recommended the appointment of labour welfare officer’s to deal with the selection of workers and to settle their grievances. The factories act, 1948, made appointment of the same compulsory in industrial establishments employing 500 or more workers each. In the course of time, two professional bodies, the Indian Institute of Personnel Management (IIPM) and the National Institute of Labour Management (NILM) were set up. After the Second World War and the political independence, the country witnessed increased awareness and expectations of workers. During the 1960’s, the personnel functions began to expand beyond the welfare aspect, with labour welfare, industrial relations and personnel administration integrating into the emerging profession called Personnel Management (PM). By the 1970’ s the professional values from a concern for welfare to a focus of efficiency. During the 1980’s new technologies were talked about. The two professional bodies, IIPM and NILM merged in 1980 to form the National Institute of Personnel Management (NIPM).

In 1990’s, the emphasis shifted to human values and productivity through people. Reflecting this trend, the American Society of Personnel
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Administration (APSA) was renamed as the society of Human Resource Management (SHRM). Hence, the subject of HRM has grown into a matured profession.

RECRUITMENT & SELECTION
Recruitment describes the process and various stages of searching for suitable candidates to fill vacancies in the workforce. Recruitment is identification of sources from where the personnel can be employed and motivating them to offer for the employment, selection is the choosing the most suitable personnel for the employment. Recruitment and selection can be simply defined as matching the skills a potential employee has to offer with the needs of the job for which he is required. This process has come a long way since the olden days. In the earlier days people used to stand outside the factory gates and they were selected as per he whims and fancies of the supervisor. But the bulk of work in those days was manual. Therefore that procedure worked. However over the years, the nature of jobs has undergone a lot of change. The jobs have gradually moved from a manual orientation to a skill orientation. Recruitment and Selection procedures have also changed accordingly in tune with the changing times. For an organization to flourish, the employees working for it should be skilled, highly talented and well balanced. Recruiting such people is the first challenge any organization faces.

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Recruitment and Selection lie at the heart of many of the organizational and managerial challenges. Since success of any organization depends on the achievement of corporate objectives, the right kind of manpower with high competitive sprit and dedication towards the organization is required. Such manpower is obtained only through right choice among available people. That is why recruitment is considered the most important function of the HR department. Being such a vital aspect, it is still treated as task that has got over as quickly as possible. But it is encouraging that this viewpoint is changing. Dynamic people who are not hesitant to take up challenges are the need of the hour. Despite relatively high unemployment in many countries, the costs of recruitment are significant. The operation of the selection systems must be cost-effective so that the time and money spent on its design and administration is justified by the quality of the candidates selected. Broadly, recruitment and selection and selection involve three stages: -

i. Defining requirements – analyzing the job in question, person specification
terms and conditions of employment.

ii. Attracting people to the job – Reviewing and evaluating alternative sources
of applicants advertisement placement agencies

iii. E-recruitment campus interviews and consultants. iv. Selection of right selection of right person for the job sifting applications
Interviewing, Employee Employment Testing, Assessing Offering Candidates, Assessment Centers, Of Referral, Employment, Preparing Contracts

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 Defining the requirements of the job:
This stage involves in identifying the activities involved in the job. This entails through he examinations of how, when, why, and whom the job is supposed to be done. Also the requirements for particular positions are set out in the form of job descriptions and person specifications.

These provide the basic information required drafting advertisements brief agencies or recruitment consultants and assessing candidates. A job or role profile listing competence, skill, educational and experience requirement produces the job criteria against which candidates will be assessed at the interview or by means of physiological tests. The number and categories of people required should be specified in the recruitment programmed. In addition to this the demand for replacements or for new jobs to be filled should be checked.

JOB DESCRIPTION:
Job description is one of the critical areas of the recruitment and selection process. It is the basis on which everything ranging from the advertisement to the final interview is carried out, job description sets out the basic details of the job, defining reporting relationships, the overall objective of the job, the main activities or tasks carried out and any other special requirements such as mobility, traveling, the terms and conditions for the job and must be continuously reviewed, keeping it in line with the changing business needs.

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PERSON SPECIFICATION:
Depending upon the job analysis and description the HR person has draw out the needs of the job. Once the needs of the job are determined, the skills needed by the employee for the job are defined. This is called job specification or person specification. Job specification defines the essential attributes needed for the terms of

PHYSICAL REQUIREMENTS OF THE JOB:
 Educational requirements of the job  General intelligence, Verbal and Numerical aptitude.  Other interests and hobbies.  Personality traits needed for the job.

 ATTRACTING PEOPLE TO THE JOB:
Attracting people is primarily a matter of identifying, evaluating and using the most appropriate sources of applicants. People have to be encouraged to apply for the job offer. For this the people have to be contacted or informed. This can be done through various means. They are: Advertisements, Consultants, Campus Recruitment and Employee referral

Analysis of recruitment strengths and weaknesses.
Analysis of recruitment strengths and weaknesses should cover the matters such as national or local reputation of the organization pay, employee benefits and working conditions, intrinsic interests of the job, security of employment, opportunities for education and training, career prospects and the location of the office plant.

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The study must have the more constructive aim of showing where the organization needs to improve as an employer, if it is to attract more or better candidates and to retain those selected. The aim of the study is to help to prepare a better image of the organization for use in advertisements, brochures or interviews. Sources of applicants/candidates.  First consideration in internal candidates and employee referrals Organizations prefer this source for the following reasons: • Internal recruitment can be used as a technique of motivation. • Morale of the employees can be improved. • Suitability of the internal candidates can be judged better than the external candidates. • Loyalty, commitment, a sense of belongingness, and security of present employees can be enhanced. • Cost of selection can be minimized. • Stability of employment can be ensured. • If there are no people available within the organization the main sources of candidates are

 Advertising Advertising is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspapers, bulletins etc is common. By means of advertisement contains brief statement of the nature of the jobs, type of people required, and procedure for applying for these jobs.

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 Outsourcing recruitment agencies Getting agencies or consultants to carry out the preliminary work of submitting suitable candidates or drawing up a shortlist. Though it costs money, it saves a lot of time.

 Educational and training establishments. Organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities, and colleges. This source is useful for selecting people to the posts of management. Trainees, technical supervisor, scientist and technicians. The organizations hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called for further interviews at specified dates. Selecting of the right person for the post: This is the most important step of recruitment and selection. The various involved here are:  Short listing of candidates: Majority of the companies’ shortlist on the basis of the application of the candidate. If the application is vague then it may be eliminated and the organization might miss out on a good candidate and the candidate a good offer. Some companies have their own forms the basic information required are personal details, educational history, and worked experience.

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Selection methods:  Interviews  References  Assessment centers  Psychological testing  Written Test and Group Discussion

THEORETICAL BACKGROUND OF THE STUDY
RECRUITMENT PROCESS AT IBM PVT. LTD. RECRUITMENT METHODOLOGY The information age has drastically changed the way companies recruit employees. The Internet makes huge numbers of job seekers available to any firm with access to the web. At the same time, companies increasingly rely on executive search firms to locate good candidates for important posts. But traditional recruitment methods – from word-of-mouth to newspaper advertisements still work best for the firms.

Through employee referral and internal databank: In the recent years as the annual cost of recruitment is escalating a novel way of recruiting through employee referrals are coming into existence such methods of recruitment are widely followed in service industry. Under this the vacancies are listed for internal circulation. The employees are encouraged to recommend candidates for the positions. By this process
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company may get benefited by rich databank. The schemes often compensate the employee some incentives on every selected candidate. While this method is not cost effective the newly inducted employees will have referees as their mentors. This will bring in a lot of discipline and bonding among the employees. The other source of recruitment is through internal databank, in which the resumes are banked through everyday E-mail, personally handling over, received through post and external references etc.

RECRUITMENT THROUGH PLACEMENT AGENCIES: The executives search industry has grown rapidly in recent years, thanks to our booming economy and the resulting labor shortage. Large cooperators make up most of the search firm business. But small companies, which lack the resources or recruiting expertise of larger competitors, stand to gain even more by hiring a search firm. THROUGH ADVERTISEMENTS: Advertising is an effective medium when, • The number of candidates required is high • The candidate profile is homogeneous and • The target group is widespread Depending on the situation and requirement the advertisement can be given in local regional, nationwide media. The advertisement is released for either walk-in-interview or formally structured recruitment drives. The advertising whether done inside or outside the organization contains the accurate information about the job, the reward and the competencies. Advertisements through inexpensive in a trade publication or classified pages draw qualified candidates to the door.
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INTERNAL ADVERTISEMENT: This is used when the job can be filled with people who meet the requirement and who already present in the organization. ON CAMPUS RECRUITMENTS: Educational institutions provide an excellent source of potential employees for entry-levels positions in the organizations especially for recruitment management trainees or officer apprentices. The company conducts preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities, and colleges. The candidates found suitable are called for further interviews.

Selection Process at IBM Pvt. Ltd
The purpose of selection process is to choose a person who will perform successfully in the job, and perform better than all other applicants. DEFINE MANPOWER NORMS: Manpower norms are defines to meet the corporate objectives in annual business plans. This is done by highly competent and mature professionals by a process of aligning and mapping the resource requirement vis-à-vis business goals. The human resource planning and estimation is there by drawn upon by specifying levels and chore skill profiles. While fixing the norms, the following have to be taken into account: • Projected business, trends and assumptions • Numerical and qualitative gaps in current resources versus feature forecasts • Anticipated redundancies due to changes in product, delivery mechanism or service • Outsourcing opportunities
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• Projected attrition and promotion rates as per industry benchmarks • Data from benchmarking activities for productivity efficiency • Lean support organization • Redeployment/Retooling of existing personnel The above planned requirements are met broadly by working out strategies on researching, development (training), career management (succession planning, role enhancement) etc. In addition to approved annual manpower norms, requirement for sources will arise through unplanned exits and new unplanned businesses. While defining the manpower norms the key aspects are kept in mind such as a) Maximizing coverage of the requirements of the organization b) Ensuring the best quality and
c) Time minimizing and cost

RECEIVING MANPOWER REQUISITION: Upon receiving manpower requisition for an existing vacancy, careful consideration is given whether or not it needs to be filled or if the duties can be distributed amongst existing employees. Then determine whether recruiting a new member or staff will fill the vacancy. If vacancy needs to be filled then the duties should be reviewed to determine if the requirements have changed. A decision will require to be made about whether the post should be filled on fixed term or permanent basis. Fixed term contracts should be used only in particular circumstances, which are outlined in the policy on use of Fixed term contracts. It is the company’s policy to advertise all posts either internally or externally. There are circumstances in which this is not necessary. e.g. redeployment I redundancy situations, employment of students during vacations, use of temporary agency staff. Advice regarding appropriate advertising can be obtained from the personnel department.
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Identifying the profiles from the database: An updated recruitment database is to be maintained. Based on the approved manpower requisitions received the positions will be sourced through the sourcing avenues as mentioned earlier. Once the applications are received they have to be screened based on the job profiles and the sets decided for the positions. However broadly the following guidelines are to be followed while screening and identifying the profile from the database.

1. Age: - the age norm is mentioned in the manpower requisition form is to be
checked first. This will help in organization’s vision for career plan of each position. Hence age norms should be strictly adhered to.

2. Qualifications: - qualifications required should exactly be matched.
Diluting the required qualifications means diluting the quality in standards.

a. Professional qualification: - candidates who possess professional
qualification have to given priority.

b. Part time vis- a- vis full time qualifications: - As a rule all the candidates
should completed their education on full time basis. The norms can be relaxed only in case of professional; qualification.

3. Experience: - the experience of the candidate being screened should be
divided into relevant and non- relevant categories.

SELECTION TESTS: Many large use a testing process as a part of their selection of new staff. Tests are used for a number of reasons. Firstly, they may be time efficient in terms of ranking the quality of large numbers of applicants. Also they assess
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all applications on a similar set of performance objectives. At the bottom line, they may sort out some applicants who are well below the standards required by that particular employer for that particular position. They are also used to measure job- related capacities and therefore minimize inappropriate staff selection. Most of the employers using tests are recruiting large number of employees and will have large number of applicants. Some small employers may contract agencies to conduct the testing for them if they do not have the facility to administer the tests themselves. RESUMES: Resumes provide a systematic record of information. Resumes are used as a device foe preliminary screening of the candidates; the information such as qualification, age, personal profile and the work experience of the candidate is obtained from the resumes. Where a degree of choice exists, information provided by the resumes can matched against the job specification, and the resumes are sorted into three categories ‘probable’, ‘possible’. ‘Unsuitable’. The probable and possible candidates are short – listed for the other rounds of selection process. REFEREE REPORTS: Value of references as a selection tool is questionable Referees are nominated by the candidates and therefore could be expected to write in their favor, highlighting strengths and glossing over weaknesses. The exercise often becomes one of “reading between the lines”. The advent of freedom of information legislation additionally makes referees more cautious in providing unfavorable information. However, occasionally a referee may take a comment that alerts the selection committee to an issue that should be explored an interview.

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STRUCTURED REFEREE REPORTS There is evidence that structured references in which the referee is asked to comment on the candidate’s abilities for each of the selection criteria is more useful than an open reference. Alternatively one may wish to ring referees. Phone calls can reveal more candid information. When a candidate is short-listed for interview, it can be useful to ask the candidate to ensure their referee completes the reference quickly. This will minimize the possibility that the selection processes held up waiting for referee reports. No more than two referee reports should be sought for each short-listed candidate. INTERVIEWS: Interviews remain the most popular method of assessment for selection. Although more and more employers are using other methods as well. One likely to get a job without being interviewed as part of selection process. Interviews give both candidate and employer a chance to meet face to face. Broadly speaking, there are 3 types of interview: • Competency based interviews • Biographical interviews • Situational interviews COMPETENCY BASED INTERVIEWS Focus on particular areas of competence, which are important to job. Are clearly related to the job in question. The questions will relate to particular abilities or styles. e.g. “tell me about a time when you had to meet a tight deadline. Hoe did you cope? What was the outcome?”
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Candidates need to come up with lot of examples of situations, from the work experience, leisure activities or home life. Biographical interviews The most traditional format Focus on the kind of information the candidate might put on a curriculum vita, e.g.  Work experience  Educational background  Leisure interests  Circumstances (e.g. the kind of working hours/conditions you manage)  Health  Aspirations  Previous job responsibilities The link between the questions and the job, candidate is applying for may not be apparent.

Situational interviews Questions are asked to imagine the candidate in a given hypothetical situation and asked what the candidate would do. The situations may be taken directly from the job in question or may be more general. Interviewing process Interviewing is a two way communications process where the employee and employer interact.
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During the process of interview, the interviewer will probably takes notes as the interviewing goes along. Candidates will be usually given opportunity to ask questions at the end. Organizing Interviews: While organizing interviews ensure communicating with the candidates is complete in all respects-Date, Venue, Time, how to reach the venue, travel eligibility, time frame and the likely time span by which the process would be fully complete. Conducting Interviews: The Interview panel member must be reminded a day before the interview. When the candidate arrives at the venue instead of communicating an impersonal ‘wait’ message through the receptionist the candidate should be personally met and pleasantries must be exchanged. Before the candidates arrive check for their personal history form and ensure that the interview assessment forms are complete in all respects. Discuss, decide and record the next steps.

COMPENSATION FITMENT Compensation is probably on the most critical and sensitive areas in recruitment it should be handled with a lot of care and prudence. The following points may be kept in mind while doing the same.

1. Documentary proof of the perspective employees current salary should be
examined I detail and its authenticity to be checked.

2. Internal benchmarks should be set so as to avoid severe anomalies and
disparities in fixing up compensation.

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Such benchmarks should be fixed for all levels along the lines of qualifications, relevant years of experience, current role and responsibilities and performance factors.

3. Sometimes it may be possible that employees may be taken from a single
company in such cases no major deviation to be made either in cadre or compensation while doing the fitment. While discussing the compensation we often encounter the issues like compensating to ensure he joins the company. DECISION OF SELECTION AND ISSUE OF OFFER The decision of selection is made on the basis of interview panel’s inputs, technical overviews, reference checks and verification of credentials. Once the compensation and fitment process is finalized the offer of appointment should be issued.

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CHAPTER 2

RESEARCH METHODOLOGY

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OBJECTIVES OF THE STUDY
The objective of study was to learn about the different types of recruiting and selection process and how it works. The survey has conducted out of the Managers and the study was extended to the following departments:  Finance  Sales  Projects  IT  HR The objective as mainly The study the method adopted by the organization for recruitment.  To study the selection process for the middle level managers.

SCOPE OF THE STUDY
The study covers various aspects of recruitment and selection such as sources of recruitment, selection process and types of selection tests at IBM Pvt. Ltd.

STATEMENT OF PROBLEM
The project work has been carried out for IBM Pvt. Ltd., Bangalore. It aims at recruitment and selection process of the organization. The project has been conducted to find out how the recruitment and selection process is done. A survey has been conducted to find that employees are satisfied or not with there present system. Through this survey a report has been generated about the recruitment and selection process towards the organization.

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REVIEW OF THE LITERATURE

BOOKS Referred  Principles of Management -- KOONTZ O’ DONNELL  Personal Management -- C.B. MAMORIA  Human Resource Management -- K.A. ASWATHAPPA

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RESEARCH METHODOLOGY OF THE STUDY
Research design A central part of research activity is to develop an affective research strategy or design. Methodology involves the most suitable method of investigations. The research design constitutes the blue print for the collection, measurement and analysis of data. It aids the researcher in the allocation or his limited recourses by posing crucial choices. Types of research Research designs may be broadly classified as exploratory or conclusive.
a. Exploratory Research: Exploratory research is to provide insights into,

and an understanding of the problem confronting the research. Exploratory research is used in cases when you must define the problems more precisely, identify relevant courses of action, or gain additional insights before an approach can be develop.
b. Conclusive Research: Conclusive research is typically more formal

and structured than exploratory research. It is based on large, representative samples and the data obtained are subjected to quantitative analysis. The findings from this research are considered to be conclusive in nature in that they are used as input into managerial decision making. Conclusive research designs may be either descriptive or causal.

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SAMPLING METHOD
Sampling: It is the process of learning the population on the basis of sample drawn from it. Thus the sampling technique instead of every unit of the universe only a part of the universe is studied and the conclusion near drawn the basis for the entire units. A sample is a sub-set of population units. Methods of Sampling: The various types of sampling can be grouped under two broad heads: Probability sampling and non-probability sampling. Probability sampling method:

a. Simple or unrestricted random sampling: Simple random sampling
refers to that sampling technique in which each and every unit or the population has an equal opportunity of being selected in the sample.

b. Stratified sampling: Stratified sampling is one of the random methods
which by using the available information concerning the population, attempts to design a more efficient sample than obtain by the simple random procedure.

c. Systematic sampling: It is formed by selecting one unit at random and
then selecting additional units at evenly interval until the sample has been formed. This method is popularly used in those cases where a complete list of the population from which sample is to be drawn is available.

d. Multi-stage or cluster sampling: Under this method the random selection
is made of primary, intermediate and final units from a given population or stratum.

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NON-PROBABILITY SAMPLING METHODS:
a. Judgment sampling: In this method of sampling the choice of sample
items depends exclusively in the judgment of the investigator.

b. Convenience sampling: It is obtained by selecting convenient population
units .The methods of continence sampling are also called as the chunk a Chunk refers to that fraction of the population being investigated which is selected neither by probability nor by judgment but by convenience.

c. Quota sampling: It is a type of judgment sampling and is perhaps the
most commonly used sampling techniques in non-probability category.

DATA COLLECTION TOOL
The data collection tool used for the study is a set of questionnaires. The Study aims at collecting dates from HR managers, marketing Managers, Executives etc. All the information gathered are interpreted in meaningful statements.

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OVERVIEW OF THE REPORT
Overview of the report means the summery of the project. It may be defined as brief contents of this project work. The overview of different chapters is: 1. The first chapter of report gives information on general introduction of the industry and the theoretical background, which is bases for any research study, provides theory to back up the study. 2. The second chapter deals with the overall methodology that has been adopted to carry out the research work that includes research design, sample plan, sources of data and data collection instrument. It also provides the statement of the problem for which study has been undertaken. Objective of the study, scopes of the study expected contribution front the study and applicability and significance of the report undertaken. 3. The third chapter profile of the organization tell about origin of the organization, trend of growth and development, present status of the organization like current financial position of the organization, Different functional department and the organization structure of the Tyco Fire & Security has also been highlighted. 4. In the fourth chapter the primary data collected from the respondent has been classified and tabulated. The same has been analyzed by making the use of various statistical techniques. 5. In the last chapter conclusion has been drawn based on the analysis and interpretation of the study and recommendation to the company by the researcher have been given based on the respondents’ opinion and conclusion.

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LIMITATIONS OF THE STUDY
The three months long project was limited to the premises of Bangalore.
 The study is limited to only IBM software Pvt. Ltd., Bangalore.

 Some employees were not ready to answer certain particular questions because they fear that this would affect the relationship with the organization.

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CHAPTER 3 COMPANY PROFILE

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About company

- Dedication to every client’s success. - Innovation that matters – for our company and for the world. - Trust and personal responsibility in all relationships. IBM is a global technology and innovation company that stands for progress. With operations in over 170 countries, IBMers around the world invent and integrate hardware, software and services to help forward-thinking enterprises, institutions and people everywhere succeed in building a smarter planet. IBM has been present in India since 1992. The diversity and breadth of the entire IBM portfolio of research, consulting, solutions, services, systems and software, uniquely distinguishes IBM India from other companies in the industry.IBM India's solutions and services span all major industries including financial services, healthcare, government, automotive, telecommunications and education, among others. As a trusted partner with wide-ranging service capabilities, IBM helps clients transform and succeed in challenging circumstances. IBM has been expanding its footprint in India - and has a presence in over 200 cities and towns across the country - either directly or through its strong business partner network. IBM India has clearly established itself as one of the leaders in the Indian Information Technology (IT) Industry - and continues to transform itself to align with global markets and geographies to grow this leadership position. Widely recognized as an employer of choice, IBM holds numerous awards for its industry-leading employment practices and policies.
Our technologies

BM semiconductor technologies are designed to raise the bar on performance, power efficiency, integration and reliability for products that are becoming increasingly intelligent, interconnected and instrumented. Seize emerging opportunities and start building these smarter products today. IBM is ready to help at every level, with:



Sustained process technology leadership enhanced by collaborative innovation
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• •

A comprehensive suite of custom silicon solutions Advanced semiconductor technology for the mobile internet — and beyond

History: The company which became IBM was founded in 1896 as

the Tabulating Machine Company by Herman Hollerith, in Broome County, New York (Endicott, New York or Binghamton, New York), where IBM still maintains very limited operations. It was incorporated as Computing Tabulating Recording Corporation on June 16, 1911, and was listed on the New York Stock Exchange in 1916 by George Winthrop Fairchild. CTR's Canadian and later South American subsidiary was named International Business Machines in 1917, and the whole company took this name in 1924 when Thomas J. Watson took control of it.
IBM logo history Logo Years

1924–1946

1947–1956

1956–1972

1972–present

Since November 1910, a Hollerith subsidiary existed in Germany, the DEHOMAG (Deutsche Hollerith-Maschinen GmbH), founded as a license holder from the Tabulating Machine Company. In 1922, the renamed CTR took over 90% of DEHOMAG, which was in license debt due to the German inflation 1914-1923. In 1949 DEHOMAG finally took the name IBM Germany.

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In 2001, author Edwin Black released evidence contending that IBM played an integral administrative part in the systematic genocide and operated by the company’s subsidiary, Deutsche Hollerith Maschinen GmbH (Dehomag).IBM responded that it had no control over its subsidiaries after the Nazis took control of them and has released any documents that existed on the subject from company archives to assist research and historical scholarship. IBM has an important history of acquisitions and spin-offs. Among the famous ones, German SAP was founded in 1972 by five former IBM engineers. Chinese Lenovo became world-famous after acquiring IBM's Thinkpad business in 2005. of the European Jewish community from 1939 to 1944,] leasing punched card equipment and support services to the Third Reich. These "Hollerith machines" were allegedly sold Corporate culture: Big Blue is a nickname for IBM. There are several theories explaining the origin of the name. One theory, substantiated by people who worked for IBM at the time, is that IBM field representatives coined the term in the 1960s, referring to the color of the mainframes IBM installed in the 1960s and early 1970s. "True Blue" was a term used to describe a loyal IBM customer, and business writers later picked up the term. Another theory suggests that Big Blue simply refers to the Company's logo. A third theory suggests that Big Blue refers to a former company dress code that required many IBM employees to wear only white shirts and many wore blue suits. In any event, IBM keyboards, typewriters, and some other manufactured devices have played on the "Big Blue" concept, using the color for enter keys and carriage returns. IBM has also used blue logos since 1947, making blue the defining color of the company's corporate design, which might be another, more plausible reason for the term.

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Business:

IBM has often been described as having a sales-centric or sales-oriented business culture. Traditionally, many IBM executives and general managers are chosen from the sales force. The current CEO, Samuel J. Palmisano, for example, joined the company as a salesman and, unusually for CEOs of major corporations, has no MBA or post-graduate qualification. Middle and top management are often enlisted to give direct support to salespeople when pitching sales to important customers.
Present value of the company:

In 2003, IBM embarked on an ambitious project to rewrite company values. Using its Jam technology, the company hosted Internet-based online discussions on key business issues with 50,000 employees over 3 days. The discussions were analyzed by sophisticated text analysis software (eClassifier) to mine online comments for themes. As a result of the 2003 Jam, the company values were updated to reflect three modern business, marketplace and employee views: "Dedication to every client's success", "Innovation that matters - for our company and for the world", "Trust and personal responsibility in all relationships". In 2004, another Jam was conducted during which 52,000 employees exchanged best practices for 72 hours. They focused on finding actionable ideas to support implementation of the values previously identified. A new post-Jam Ratings event was developed to allow IBMers to select key ideas that support the values. The board of directors cited this Jam when awarding Palmisano a pay rise in the spring of 2005. IBM launched another Jam session called Innovation Jam 2008. This jam began on October 5 at 6:00 p.m. US EDT and continued for 72 hours through October 8. Unlike past jams, Innovation Jam 2008 involved wide participation from hundreds of IBM's clients, business partners and academics from around the world as well as thousands of IBM's own employees

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Functional departments:

Today, living up to the ideals of the visionaries of the company, the management includes dedicated professionals, who bring with them a considerable amount of expertise and experience in the software industry.
Organizational structure:

The company has a three tier Organisation structure.

• Head Office,

• Regional head office, and



Branches.

The Head office hosts various functional departments that are instrumental in policy formulations and monitoring of performances of the regions and branches. The company26 Regional Offices exercise immediate supervision and control over the branches under their jurisdiction.

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Products Semiconductor design and manufacturing

Virtually all console gaming systems of the latest generation use microprocessors developed by IBM. The Xbox 360 contains a PowerPC tri-core processor, which was designed and produced by IBM in less than 24 months. Sony's PlayStation 3 features the Cell BE microprocessor designed jointly by IBM, Toshiba, and Sony. Nintendo's seventh-generation console, Wii, features an IBM chip codenamed Broadway. The older Nintendo GameCube utilizes the Gekko processor, also designed by IBM. In May 2002, IBM and Butterfly.net, Inc. announced the Butterfly Grid, a commercial grid for the online video gaming market. In March 2006, IBM announced separate agreements with Hoplon Infotainment, Online Game Services Incorporated (OGSI), and Render Rocket to provide ondemand content management and blade server computing resources
Open Client Offering:

IBM announced it will launch its new software, called "Open Client Offering" which is to run on Linux, Microsoft Windows and Apple's Mac OS X. The company states that its new product allows businesses to offer employees a choice of using the same software on Windows and its alternatives. This means that "Open Client Offering" is to cut costs of managing whether to use Linux or Apple relative to Windows. There will be no necessity for companies to pay Microsoft for its licenses for operating systems since the operating systems will no longer rely on software which is Windows-based. One alternative to Microsoft's office document formats is the Open Document Format software, whose development IBM supports. It is going to be used for several tasks like: word processing, presentations, along with collaboration with Lotus Notes, instant messaging and blog tools as well as an Internet Explorer competitor – the Mozilla Firefox web browser. IBM plans to install Open Client on 5% of its desktop PCs. The Linux offering has been made
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available as the IBM Client for Smart Work product on the Ubuntu and Red Hat Enterprise Linux platforms

UC2: Unified Communications and Collaboration

UC2 (Unified Communications and Collaboration) is an IBM and Cisco Systems joint project based on Eclipse and OSGi. It will offer the numerous Eclipse application developers a unified platform for an easier work environment. The software based on UC2 platform will provide major enterprises with easyto-use communication solutions, such as the Lotus based Sametime. In the future the Sametime users will benefit from such additional functions as clickto-call and voice mailing.
IBM Redbooks

Redbooks are publicly available online books about best practices with IBM products. They describe the products features, field experience and dos and don'ts, while leaving aside marketing buzz. Available formats are Redbooks, Redpapers and Redpieces.
Internal programs

Extreme Blue is a company initiative that uses experienced IBM engineers, talented interns, and business managers to develop high-value technology. The project is designed to analyze emerging business needs and the technologies that can solve them. These projects mostly involve rapid-prototyping of highprofile software and hardware projects. In May 2007, IBM unveiled Project Big Green, a re-direction of $1 billion per year across its businesses to increase energy efficiency. On November 2008, IBM’s CEO, Sam Palmisano, during a speech at the Council on Foreign Relations, outlined a new agenda for building a Smarter Planet. In addition, an official company blog exists. Smarter Planet @ IBM

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CHAPTER 4 DATA ANALYSIS AND INTERPRETATION

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ANALYSIS AND INTERPRETATION
1. Table showing source of recruitment

Responses

Sales

Technical

Projects

HR

Finance

Res Employee referral Consultants Advertisements Others Total Inference 3 20 2 0 25

% of Res 12 80 8 0 100

Res 4 11 0 0 15

% of Res. 27 73 0 0 100

Res 12 16 1 1 30

% of Res 40 54 3 3 100

Res 1 8 0 1 10

% of Res 10 80 0 10 100

Res 4 15 0 1 20

% of Res 20 75 0 5 100

Maximum of the sales projects and HR came to know through consultants whereas the technical employees have known through the existing employees.

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SALES

8%

0%

12%

80%

Employee referral Consultants

Advertisements

Others

Source: Table 1(a)

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1. (b) Graph showing source of recruitment

PROJECTS

3%

3%

40%

54%

Employee referral Consultants

Advertisements

Others

Source Table 1(b):

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TECHNICAL

0% 27%

73%

Employee referral Consultants

Advertisements

Others

Source: Table 1(c)

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1. (d) Graph showing source of recruitment

HR

0%

10%

10%

80%

Employee referral Consultants

Advertisements

Others

Source: Table 1(d)

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1. (e) Graph showing source of recruitment

FINANCE

0%

5%

20%

75%

Employee referral

Consultants

Advertisements

Others

Source: Table 1(e)

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Table indicating appearance in selection process

Responses Yes No Total

No. Of Respondents. 100 0 100

% Of Respondents 100 0 100

Inference Maximum employees have gone through selection process and test before recruiting.

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2 Graph indicating appearance in selection process

0%

100%

Yes

No

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Table showing efficacy of recruitment and selection policy

Responses Very effective Moderately effective Not effective Total

No. Of respondents 54 32 14 100

% Of respondents 54 32 14 100

Inference The table shows that 54% of the employees have the opinion about the company’s recruitment policy as very effective, 32% have moderately effective opinion and 14% have negative opinion.

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3 Graph showing efficacy of recruitment and selection policy

14%

54% 32%

Very effective

Moderately effective

Not effective

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2. Table showing the response to the necessity of present recruitment policy

Responses Yes No Total

No. Of respondents 100 0 100

% Of respondents 100 0 100

Inference

The table shows that all the employees says that the present recruitment policy is necessary for the company

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4 Graph showing the response to the necessity of present recruitment policy

0%

100%

Yes

No

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3. Satisfied with the present recruitment procedure

Responses Highly satisfied Satisfied Not satisfied Total

No. Of respondents 10 75 15 100

% Of respondents 10 75 15 100

Inference The table shows that 75% of the employees are satisfied with the present recruitment procedure.

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5. Satisfied with the present recruitment procedure

15%

10%

75%

Highly satisfied

Satisfied

Not satisfied

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4. Opinion about the interview assessment form in selection process.

Responses Yes No Total

No. Of respondents 92 8 100

% Of respondents 92 8 100

Inference The table shows that 92% of the employees say that interview assessment form is useful in the selection process.

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6, Opinion about the interview assessment form in selection process.

8%

92%

Yes

No

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5. Do you think your organization has a well structured process for the recruitment and selection?

Responses Fully agree Agree Disagree Total

No. Of respondents 10 78 12 100

% Of respondents 10 78 12 100

Inference From the above table it can be observed that majority of the respondents felt that a well-structured recruitment and selection process has been followed at the company and 12% of the employees have negative opinion.

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7. Do you think your organization has a well structured process for the recruitment and selection?

12%

10%

78%

Fully agree

Agree

Disagree

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6. Responses showing the fulfillment of present recruitment and selection process in finding the right talent at the right time.

Responses Fully agree Agree Disagree Total

No. Of respondents 25 55 20 100

% Of respondents 25 55 20 100

Inference Most of the employees are agreed with the present recruitment selection process to find the right talent.

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8. Responses showing the fulfillment of present recruitment and selection process in finding the right talent at the right time.

20%

25%

55%

Fully agree

Agree

Disagree

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7. Table showing the responses about the ideal time gap between the interview and issue of offer.

Responses 15 days 30 days 45 days 60 days Total

No. Of respondents 85 10 5 0 100

% Of respondents 85 10 5 0 100

Inference The study showed that the time gap between the issue of offer and the interview is 15 days.

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9. Graph showing the responses about the ideal time gap between the

interview and issue of offer.

10%

5%

0%

85%

15 days

30 days

45 days

60 days

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10. Criteria for applying to the organization.

Responses Company reputation Company culture Attractive perks Career development Total

No. Of respondents 65 0 10 25 100

% Of respondents 65 0 10 25 100

Inference Maximum number of employees from all the department have focused more on the company reputation and career development then attractive perks and company culture.

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10. Criteria for applying to the organization.

25%

10% 0%

65%

Company reputation

Company culture

Attractive perks

Career development

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11. Features stressed upon while recruiting.

Responses Attitude of the candidate Compatibility of the candidate

No. Of respondents 70 4 20 4 2

% Of respondents 70 4 20 4 2 100

Total

100

Inference All the departments stress on the attitude of the candidate and his/her functional knowledge whereas the HR department focused more on attitude of the candidate.

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11. Features stressed upon while recruiting.

4% 20%

2%

4% 70%

Attitude of the candidate His/Her assessing style

Compatibility of the candidate His/Her smartness and Wit

Functional knowledge of the candidate

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12. Opinion regarding recommend the company to another person for making
his/her career

Responses Highly recommended Recommended

No. Of respondents 5 80 15 0

% Of respondents 5 80 15 0 100

Total

100

Inference Most of the employees of all the departments do recommend the company for making the career.

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12. Opinion regarding recommend the company to another person for making his/her career

15%

0%

5%

80%

Highly recommended

Recommended

Least recommended

Do not recommend

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13. Opinion about company’s present recruitment policy.

Responses Good Very good

No. Of respondents 94 4 2 0

% Of respondents 94 4 2 0 0 0 100

Fair Excellent Total

0 0 100

Inference The overall opinion about the company is good according to all the employees.

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13. Opinion about company’s present recruitment policy.

0% 0% 4% 2% 0%

94%

Good

Very good

Bad

Average

Fair

Excellent

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CHAPTER 5 SUMMARY OF FINDINGS

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FINDINGS
1. All the employees are satisfied with the recruiting process that is followed
in the organization.

2. Maximum number of employees has come to know through consultants
and few have come through other resources.

3. Maximum number of employees from all the departments has focused
more on the company reputation and career development.

4. All the employees have been through a panel interview before they were
recruited.

5. Most of the employees of the all the department do recommend the
company for making their career.

6. From overall point of view, the company is good according to all the
employees.

7. Through e-recruitment is the most effective modern technique of
recruitment it is not used for the recruitment purpose;

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CONTRIBUTION OF THE STUDY
Depth knowledge about the importance and procedures of recruitment and selection process

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CHAPTER 6

CONCLUSION AND SUGGESTION

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CONCLUSIONS AND SUGGESTIONS

CONCLUSION The study of recruitment and selection policies of IBM Pvt. Ltd shows that a definite procedure is being followed to ensure the best in the field.  Overall employees are satisfied with the recruitment process that is followed in the organization.  There is not much difference in the opinions among the employees of various departments regarding the aspects of the interviewing process, the interviewer and their interaction during the interview, which is highly satisfactory.  The employees of all the departments have assigned highest priority to company reputation and then the opportunity for advancement (career growth).  The company had been following the panel interview method, which can be cumbersome to the recruitment process.  There is wide acceptance that the functional knowledge of the candidate is very important secondly the attitude of the candidate and then compatibility of the candidate, assessing style and lastly smartness and wit of the candidate

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SUGGESTIONS  Since technological advancements are dominating in building up recruitment strategies, there is a need for utilizing modern techniques such as E-recruitment or online which consume less time for both and are also cost-effective.  Advertisements is the major mode of recruitment, therefore the advertisement should have a clear briefing about job description/profile so that the candidates can understand the requirements of the company and it should also be specific from the company’s point of view about its won requirements.  Other methods of recruitment process like psychometric and written tests ands e-recruitment can be opted apart from panel interviews, which are usually employed.  Psychometric testing has already been proved to be a vital component in choosing the best candidate in modern day recruitment practices. For a more effective recruitment, psychometric testing can be implemented in the selection process.  Campus recruitments are the best source of fresh talent. HR department should develop and maintain the database of institutions for fresh recruits.  It is also seen that the time gap between the interview and issue of offer is more, it is required that the candidate must be informed about the interview status.

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ANNEXURE

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Questionnaire 1. Name 2. Sex.
3. Occupation: employed / searching job / pursuing graduation.

4.

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BIBLIOGRAPHY

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1. Principles of Management
KOONTZ O’ DONNELL C.B. MAMORIA K.A. ASWATHAPPA IAIN MAITLAND

2. Personal Management 3. Human Resource Management 4. Recruiting, how to do it

WEBSITE REFERENCES: www.smarthiring.com www.tycofire&security.com www.google.com

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