Annexure-V- Cover Page for Academic Tasks

Course Code: HRM901 Course Title:Human resource management

Course Instructor:Dr. Rupesh Rajak

Academic Task No.: CA2 Academic Task Title:Live Project

Date of Allotment: 24/03/2020 Date of submission:30/03/2020

Student’s Roll no: A08 Student’s Reg. no:11610278

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specified at the time of assigning the task by the instructor)

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Introduction :
Recruitment is a process of identifying, screening, shortlisting and hiring potential
resource for filling up the vacant positions in an organization. It is a core function
of Human Resource Management. Recruitment is the process of choosing the right
person for the right position and at the right time. Recruitment also refers to the
process of attracting, selecting, and appointing potential candidates to meet the
organization’s resource requirements.
Recruitment process is a process of identifying the jobs vacancy, analyzing the job
requirements, reviewing applications, screening, shortlisting and selecting the right
candidate.
To increase the efficiency of hiring, it is recommended that the HR team of an
organization follows the five best practices. These five practices ensure successful
recruitment without any interruptions. In addition, these practices also ensure
consistency and compliance in the recruitment process.

Importance of Recruitment
Recruitment is one of the most fundamental activities of the HR team. If the
recruitment process is efficient, then
 The organization gets happier and more productive employees.
 Attrition rate reduces.
 It builds a good workplace environment with good employee relationships.
 It results in overall growth of the organization.
Here is a list that shows the purpose and importance of Recruitment in an
organization −
 It determines the current and future job requirement.
 It increases the pool of job at the minimal cost.
 It helps in increasing the success rate of selecting the right candidates.
 It meets the organization’s social and legal obligations with regards to the
work force.
 It helps in identifying the job applicants and selecting the appropriate
resources.
 It helps in increasing organizational effectives for a short and long term.
 It helps in evaluating the effectiveness of the various recruitment techniques.
 It attracts and encourages the applicants to apply for the vacancies in an
organization.
 It determines the present futures requirements of the organization and plan
according.
 It links the potential employees with the employers.
 It helps in increasing the success ratio of the selection process of prospective
candidates.
 It helps in creating a talent pool of prospective candidates.
Name of the position of an Organization :
1. Chief Executive Officer (CEO)
2. Operations Manager
3. Sales Manager
Recruitment Process for the Position :
1. Chief Executive Officer (CEO)
 Hiring a CEO is a big task. Finding the perfect candidate to lead a business
takes a lot of work and requires a thorough and robust recruitment process in order
to get it right. Whilst many organisations work with recruitment agencies to help
find candidates, a more prudent approach to ensure the best possible candidates are
found is to engage with a headhunter.
Standard recruiters gather ad response and search for actively looking candidates,
whereas headhunters conduct a much more detailed research process and
proactively search for the best performing CEOs who might not necessarily be
actively looking for a new role.
To hire the best candidate, it’s important to understand the key stages of the hiring
process and how this may differ from the typical recruitment process for less senior
roles.

Various Key Stages of Hiring the Best CEO

Identifying the Need
The process of hiring a CEO starts with identifying the need. It’s important to
understand exactly what the business needs from their CEO. This includes skills,
experience, job history, connections, personality, and a range of other factors.
Starting the recruitment process without taking the time to fully identify the needs
of the organization can result in the wrong person being hired.
As part of this, it’s also vital to identify the key stakeholders within the
organization who will play an important role in the recruitment process. Which
stakeholders will be involved at which stage? Which ones will be undertaking the
interviewing and crucially, which one(s) will make the ultimate decision on who to
appoint? This will help any external headhunter ensure they keep the relevant
people informed along the way as well as booking out time in the relevant people’s
diaries for interviews.
Conducting Research
Once the need has been established, the next step is determining where to search.
This involves a detailed research process whereby the headhunter pinpoints which
sectors to target, identifies specific target businesses, and decides how the search is
going to be conducted. Without a solid research phase, the search process will be
unfocused, could end up taking a lot longer than expected and is unlikely to
identify all of the suitable candidates.
Approaching Candidates
After deciding who to target, the candidates need to be approached. Having the
correct approach is absolutely vital in getting candidates’ attention and should
consist of key questions and criteria, as well as the main selling points of the
opportunity.
This latter point is often underestimated, and it must be remembered that recruiting
for any role is a two-way process. The candidate must be right for the organization,
but the organization must also be right for the candidate. As a result, understanding
the appeal of the organization and the opportunity at hand is key to capturing the
attention of the best candidates. The top-performing CEOs will receive offers on a
regular basis, so organizations need to stand out and offer an exciting opportunity
that no other business can.
This can be a lengthy and time-consuming process at a senior level involving
multiple calls and meetings to get the best candidates on the hook, but this is where
the expertise of headhunters is vital.
Screening Candidates and Establishing a Shortlist
After candidates have been approached, it’s important to conduct a screening
process in order to confirm and ensure that they’re the right quality and have all the
right skills. This will help narrow down a lengthy list of candidates to a shortlist of
the strongest prospects by identifying which ones have the right experience and are
likely to fit with the culture of the organization.
The CEO screening process will vary depending on the recruiting organization, but
due to the importance of a CEO position, there is an in-depth due diligence
exercise undertaken at both this stage and once the preferred candidate has been
chosen.
Detailed press and social media searches are performed to ensure they have not had
any negative coverage and they have no history which might bring the recruiting
organization into disrepute. In addition, where possible and subject to
confidentiality, references are acquired on a 360 basis – so the candidate’s boss,
subordinates and any non-executive directors they may have worked with.
There will also be an initial screening interview undertaken face-to-face by the
headhunter to get a better impression of the candidate and compile the strongest
possible shortlist.
In addition, a detailed psychometric and personality profile will be undertaken at
this stage. These assessments play a significant role in ensuring the candidate will
have the right cultural fit and leadership qualities for the organization. All top
headhunting firms will include full psychometric profiling as a standard part of
their process.
Conducting Final Interviews
Once candidates are shortlisted, the final stage interview will take place. Due to the
business-critical nature of the CEO role, it’s vital to have a stringent set of
competency-based questions that will enable a candidate to provide clear examples
of their skill set. This will also allow the hiring organization to easily compare and
score candidates.
Once a preferred candidate has been identified, further due diligence is undertaken.
With the candidate’s consent, a full identity check and director search is performed
which will include checking for any form of criminal record, as well as past and
present directorships to ascertain any disqualifications. A detailed credit check to
ensure they don’t have any bankruptcies or financial issues is completed in
addition to confirming they have achieved any relevant qualifications.
Making the Decision
When the final interview stage is completed, it’s time to decide who the best
candidate is and make an appropriate offer. It’s crucial to ensure all the relevant
people are involved and providing as much input as possible to ensure the right
person is hired. All stakeholders must be confident in the candidate’s suitability for
the CEO role. Final references will also be taken once the candidate has accepted
the offer.
2. Operations Manager
 This individual is the leader for the operation and has overall responsibility for the
financial success of the business. The operations manager handles external
relations with lenders, community leaders and vendors. Frequently, this individual
also is in charge of either production or marketing for the business. This person
will set in motion the vision, strategic plan and goals for the business.
 During the hiring process, a human resources manager will use the following
steps to determine the best possible fit for the job:
 Review job applications.
 Receive resume.
 Test candidates.
 Interview selected candidates.
 Choose candidates based on pre-determined selection criteria.
 Perform background and reference checks
 Send selected candidates for a medical check-up.

3. Sales Manager
Create job description: Seems simple but in many small businesses job
descriptions are based on who is hired instead of hiring to the job needed to be
done.
Develop a Sales Profile Template: Sales success at other companies or
industries is not necessarily a sure fire indicator a person will be successful with
yours. A quality full person assessment that is geared toward sales is worth it’s
weight in gold. Creating a template that is geared toward your company culture
and position takes personality assessments to the next level.
Create an advertisement for position: Be specific, share compensation
range and don’t by shy about your companies desirable qualities. Good people
are looking for good places to work not just any job or pay scale. Sure money
is important but the environment will attract good people more than you are
aware of.
Use your employees to search: Make sure all employees get a copy of
job description and allow them to search. Paying a spiff is not a bad idea. I
suggest half on hire and half after 90 days.
Receive resumes: (don’t interview until you are done receiving resumes).
Review resumes to eliminate obvious mismatches
Conduct phone interviews: Always a good call to get a sense of person
before going face to face. This is also a time you can answer any question marks
you found on their resumes.
 Schedule interviews: (hopefully 4-8 candidates)
Prepare interview questions: If you want to make a good impression be
prepared. You should have a set a questions you will ask each candidate as well
as specific questions for each based on their resume.
Conduct interviews: If you are team oriented involve teammates in interview
process. Make sure they understand legalities and coach them on areas you
want them to focus on.
Sales Profiles: Ask finalist (2-4) to complete a Sales Profile you will compare
to your template created in step 2. Review profiles and prepare questions and
strategy for your final interviews: The Sales Profile will also furnish questions
for you to ask during your interview process.
Conduct final interviews: Give candidates information on how they will be
contacted when interview complete.
Make selection and draft an offer letter: The offer letter explains when they
would start, compensation and benefit details.
Call candidate and make verbal offer: If they accept have them come in
next day to sign offer letter and get things rolling. Contact all those interviewed
and inform them of your decision.

Challenges in recruitment for Chief Executive Officer (CEO) :

5 Challenges of Hiring a New CEO
 You Don't Know Where to Start. If you have never hired a CEO before, the
task can be quite daunting.
 You Don't Know What You're Looking For.
 You Haven't Decided Between Visionary and Manager.
 You're Too Close to the Issue.
 You Don't Have Time for the Transition.

Challenges in recruitment for Operations Manager :

challenges HR professionals face and how to overcome them
  Attracting the right candidates.
 Engaging qualified candidates.
 Hiring fast.
 Using data-driven recruitment.
 Building a strong employer brand.
 Ensuring a good candidate experience.
 Creating an efficient recruiting process.

Challenges in recruitment for Operations Manager :

Most common and severe challenges that an Inside Sales Manager comes across:
 Hiring & Recruiting Right People.
 Training, Development & Coaching.
 Retaining Talent.
 Enabling Tools & Technologies.
 Compensating Employees.
 Finding Quality Leads.
 Longer Operations Cycles.

Training Need Assessment :

“Training Needs Assessment” (TNA) is the method of determining if a training
need exists and, if it does, what training is required to fill the gap. TNA seeks to
identify accurately the levels of the present situation in the target surveys,
interview, observation, secondary data and/or workshop. The gap between the
present status and desired status may indicate problems that in turn can be
translated into a training need.
Training Needs=(Desired Capability–Current Capability of the Participants)
Training can reduce, if not eliminate, the gap, by equipping the participants with
knowledge and skills and by encouraging them to build and enhance their
capabilities. The data on the present status are vital to the evaluation or impact
survey in the latter part of the training cycle. These shall serve as the baseline data.
The following are some techniques for acquiring such data. These may be applied
independently or in combination.
Assessments can be conducted at any time but are often done after hiring, during
performance reviews, when performance improvement is needed, for career
development plans, for succession planning, or when changes in an organization
also involve making necessary changes to employees' jobs. It is beneficial to
perform these assessments periodically to determine the training needs of an
organization, employees' knowledge and skills, and also training program
effectiveness.
Step 1: Identify the Problems and Need
A training assessment is the first step to any successful training program and is
also a critical aspect of succession planning. Conducting this analysis allows an
organization to focus its efforts on areas of training that are necessary for
employees to successfully carry out the organization's goals, make optimum use of
the company's training dollars and motivate employees by contributing to their
career development. The person conducting the training needs assessment must
clearly understand the overall organization and department goals and priorities, so
he or she can properly assess the training options and identify which training
opportunities will contribute most to the overall success of employees, the business
units and the organization as a whole.
Essentially, why is the organization conducting a training needs assessment? What
is the end result that the employee, manager or executive team is trying to
accomplish? Will training contribute to this accomplishment? Sometimes training
is not the answer. There may be other organizational issues that would be best
addressed through another means—for example, through job analysis, goal
clarification, reorganizing or realigning a department, or employee engagement.
Step 2: Perform a Gap Analysis
Performing a gap analysis involves assessing the current state of a department's or
employee's performance or skills and comparing this to the desired level. The
difference between the existing state and the desired state is the gap. There are
many different methods for conducting a gap analysis. The method for identifying
the gap will depend on the organization and the situation. Depending on the
situation, it may be helpful to use one or more gap analysis methods. Some gap
analysis assessment tools are the following:
 HR records. HR records can include accident and safety reports, job
descriptions, job competencies, exit interviews, performance evaluations and
other company records such as production, sales and cost records. For
example, if a department has a dramatic increase in workplace accidents,
then it would be important to review accident reports as part of the gap
analysis prior to conducting safety training.
 Individual interviews. Individual interviews may be conducted with
employees, supervisors, senior managers and even sometimes
clients/customers or outside vendors. If an organization is providing safety
training, talking with the employees who not only had the accidents but also
witnessed the accidents would be advisable. In addition, talking to
employees who have never had accidents could be useful in creating a
training program that includes a standard of safe practices. If the accidents
involved equipment, it may be beneficial to talk to the vendor that
manufactured or serviced the equipment. The information gathered can
identify the gaps that an organization needs to address. A company and its
employees can benefit from new training opportunities as a result of the
training needs assessment.
 Focus groups. Unlike individual interviews, using focus groups involves
simultaneously questioning a number of individuals about training needs.
Best results occur with a department or group of employees who have
similar training needs. The participants brainstorm about all the training
needs they can think of and write them on a flip chart. Then each person is
provided perhaps five dots or sticky notes (employers should provide the
number of dots or sticky notes that will work best for the organization). Each
individual places his or her dots or sticky notes on the training ideas he or
she believes are the most important. An individual could choose to place one
dot on five different items, or all five on one training item.
 Surveys, questionnaires and self-assessments. Surveys generally use a
standardized format and can be done in writing, electronically or by phone.
Depending on the situation, it may be helpful to conduct surveys with
employees as well as with customers. When conducting a customer service
training needs assessment, employers should ask employees what would
help them provide better customer service. Employers should also obtain
opinions from customers about their experiences with employees.
  Observations. Sources for observation include a supervisor's direct
observation and input, on-the-job simulations of work settings, and written
work samples.
Step 3: Assess Training Options
The gap analysis generates a list of training options and needs. Now the list can be
assessed based on the goals and priorities of the organization, both currently and in
the future.
A scale of 1 to 3 could be used with number 1 being critical, 2 being important and
3 being not important at all. Here are factors to consider when determining if
training is a viable option.
 Solution to a problem. For example, an employee has a performance
problem that has clearly been identified as a training issue. The employee is
provided with additional on-the-job training in which he or she successfully
acquires the needed skills. As a result, the company would have a fully
competent employee who is also meeting the required performance
standards.
 Cost. Cost of training is a significant factor that needs to be weighed in
terms of importance. Depending on the situation, the organization may be
willing to invest a significant amount in one training but not in the others
listed due to organizational priorities and finances. Here is the formula to
calculate the total cost of training:
Number of Employees Trained x Cost of Training = Total Cost of Training
 Return on investment. Return on investment (ROI) is a calculation
showing the value of expenditures related to training and development. It
can also be used to show how long it will take for these activities to pay for
themselves and to provide a return on investment to the organization.
 Legal compliance. If any of the training needs from the gap analysis are
required legally (i.e., by federal, state or industry laws) or to maintain
employees' licenses or certifications, then these trainings would be a high
priority.
 Time. Sometimes the amount of time involved to build the capacity within
the organization will affect its operational needs as it can interfere with the
employees' ability to complete other job duties. In this case, it may be more
beneficial to hire the talent from outside the organization or outsource the
 task to fill in the skills gaps. In other cases, like succession planning, the
organization can afford a long-term commitment to building the capacity
from within.
 Remaining competitive. Perhaps there exists minimal
knowledge/competencies in a new product or service that is negatively
affecting company revenue. The employer can provide the needed training to
its employees so that the new product or service generates or exceeds the
desired revenue. In this situation, the company benefits from the increase in
revenue, therefore outweighing the cost of training.
After all the training needs/options have been assessed, the HR professional will
have a list of training priorities for individual employees, departments or the
organization as a whole.
Step 4: Report Training Needs and Recommend Training Plans
The next step is to report the findings from the training needs assessment, and
make recommendations for short- and long-term training plans and budgets,
starting with the most critical priorities from the training option list. If there is a
timeline for any of the trainings, such as a deadline to satisfy training obligations
for legal compliance purposes, then they should be budgeted and scheduled
accordingly. The report should include a summary of why and how the assessment
was completed, the methods used and people involved, and the training
recommendations with a general timeline.