A Project Report

On the Effectiveness of Search Methods

In

In the Partial fulfilment of the requirement of MBA programme under

the Faculty of Management Studies

Submitted By-
KUMARI SINGH

PROJECT REPORT
2020-2021
 DECLARATION

I, Kumari SWETA Singh, Student of III Semester (MBA), Narayana

Academy of Managerial Excellence, Jamuhar, Bihar declare that the project on
“Comparative study on the Effectiveness of Search Methods in a recruitment
consulting firm” is the result of my own efforts and it is based on data
collected and guidance given to me.

I have prepared it during my Summer Internship from 22 nd February 2021

and the project was completed on 8 th April 2021. This report is correct to best
of my knowledge and so far, has not been published anywhere else.

Kumari SWETA Singh

MBA 3rd Semester
Roll No. 19MBA061
 PREFACE

It is said that without theory, practice is blind and without practice theory
is meaningless.

Hence practical training has been made integral part of the management
education in India. The summer training programmes are designed to give a
manager the future of the corporate happenings and work culture.

It exposes the potential of the manager of the future to the actual tune of
the working environment present is dynamic organization.

Personnel management is that part of management concerned with the

people at work and with their relationships within the organization.

Training is the process of increasing the knowledge and skill for doing a
particular job. It is an organized procedure by which people learn knowledge
and skill for a definite purpose. The purpose of training is basically to bridge
the gap between job requirements and present competency of an employee.
 ACKNOWLEDGEMENT
This project has been a great learning experience for me & I would like to
express my sincere gratitude to all the people who guide me through the
project and without the valuable guidance and suggestions of these people
this project would not have been completely successful. I took the
opportunity to do my internship in a Business Advisory Firm ‘BARNWAL &
BARNWAL Co.’

I owe enormous intellectual debt towards my Company Mentor Mr.

SHAMBHU BARNWAL, C.E.O. & Faculty Mentor MR. NIKHIL NISHANT,
Professor, Narayana Academy of Managerial Excellence, Jamuhar, Bihar for
their continuous support & cooperation throughout my project without
which the present work would not have been possible.

I would like to thank all the respondents whom I interacted during my

project & all the employees for their cooperation without this I may not able
to complete it successfully.
 CONTENT

Chapter 1 Page
 Introduction 06-08
Chapter 2
 Literature Review 09-20
Chapter 3

 Historical Development of Recruitment & 21-27

Selection
Chapter 4 – Company Profile 28-31
 Digital Signature 32-35
 Trademark Registration 36-47
 ISO Certification 48-53
Chapter 5
 Research Methodology 54-59
 References 60
 Summary & Conclusion 61-62

CHAPTER 1
INTRODUCTION
Human resource is most valuable assets in the organization. Profitability
of the organization depends on its utilization. If their utilization is done
properly will make profit otherwise it will make loss. To procure right man at
right place in right time, some information regarding job and job doer is
highly essential. This information is obtained through job analysis, job
description and job specification. Without these recruitments will be
unsuccessful.

A well planned and well managed recruitment will result in high quality
applicants for the company. The recruitment process should inform qualified
individuals about employment opportunities, create a positive image of the
company, provide enough information of the jobs so that applicants can make
comparison with their qualifications and interests and generate enthusiasm
among the best candidates so that they will apply for vacant positions.

What distinguishes a successful company from unsuccessful one is the

quality of manpower. The role of management is to optimize the use of
resource available to it. The role of HR is to incorporate the planning and
control of manpower resource into the corporate level plans so that all
resources are used together in the best possible combination.

Managing people at work and control of human activities in employment

is a function that must be performed in all societies. It is essential in every
type of employment for every occupation and every type of employed
manpower. Manpower management is essential in government as well as
private employment under socialism or communication in small business and
in large.

Recruitment, as a human resource management function, is one of the

activities that impact most critically on the performance of an organization.
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.

Recruitment is a process which provides the organization 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 organization formulates plans to fill or eliminate future job openings
based on an analysis of future needs, the talent available within and outside
of the organization, and the current and anticipated resources that can be
expended to attract and retain such talent.

Selection is the process of picking individuals who have relevant

qualifications to fill jobs in an organization. The basic purpose is to choose the
individual who can most successfully perform the job from the pool of
qualified candidates.

SCOPE OF THE STUDY

1. The study is limited to the information given by the employees.

2. Meeting some of the top management associates in the senior cadre

was difficult.

3. The study has been limited due to time constraint.

4. The study is limited based on the rules and regulations of the

organizations.
 OBJECITIVES OF THE STUDY

To get right person at right place and in right time, the organization
should have the specific and clear policies and recruitment and selection
methods which are essential for the growth of the organization.

 To study the existing recruitment and selection process the

organization is using.
 To study various factors involved in recruitment and selection process.
 To study the methods and techniques used in recruitment and selection
process.
 To study and identify how the present process affect organizational
outcomes.
 To find employers and employees opinion about present process and
provide a suggestion for improvement.

CHAPTER 2
LITERATURE REVIEW
2.0 Introduction
This chapter deals with the assessment of literatures which relate to the
topic the recruitment and selection practices of organization. Several literatures
would be selected and relevant areas would be reviewed and evaluated. This
chapter provides information about aspect of previous works which relate to this
study. In view of this, a number of presentations culled from various sources are
under review here.
2.1 The Concept of Recruitment and Selection
According to Costello (2006) 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 organization can
select each other in their own best short- and long-term interests.
 In other words, the recruitment process provides the organization 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 organization
formulates plans to fill or eliminate future job openings based on an analysis of
future needs, the talent available within and outside of the organization, and the
current and anticipated resources that can be expanded to attract and retain such
talent.
2.2 Recruitment and Selection Process and Development of the Organization
Recruitment and selection form a core part of the central activities
underlying human resource management: namely, the acquisition, development
and reward of workers. It frequently forms an important part of the work of
human resource managers – or designated specialists within work organizations.
However, and importantly, recruitment and selection decisions are often for
good reason taken by non-specialists, by the line managers. There is, therefore,
an important sense in which it is the responsibility of all managers, and where
human resource departments exist, it may be that HR managers play more of a
supporting advisory role to those people who will supervise or in other ways
work with the new employee.
Recruitment and selection also have an important role to play in ensuring
worker performance and positive organizational outcomes. It is often claimed
that selection of workers occurs not just to replace departing employees or add
to a workforce but rather aims to put in place workers who can perform at a high
level and demonstrate commitment (Dessler, 2000).
Recruitment and selection are a topical area. While it has always had the
capacity to form a key part of the process of managing and leading people as a
routine part of organizational life, it is suggested here that recruitment and
selection has become ever more important as organizations increasingly regard
their workforce as a source of competitive advantage. Of course, not all
employers engage with this proposition even at the rhetorical level. However,
there is evidence of increased interest in the utilization of employee selection
methods which are valid, reliable and fair.
Businesses have developed human resource information systems that
support: (i) recruitment, selection, and hiring, (ii) job placement, (iii)
performance appraisals, (iv) employee benefits analysis, (v) training and
development, and (vi) health, safety, and security. The first few activities of
human resource management are recruiting and selecting which deal with the
actions concerned, and the recruiting is also less frequently alerted in human
resource information system recently. Besides, e-recruitment on the web being
the current trend for the recruitment and selection processes can further
distinguish many activities of the processes. Dessler (2000) lists the essence of
these in the following; build a pool of candidates for the job, have the applicants
fill out application forms, utilize various selection techniques to identify viable
job candidates, send one or more viable job candidates to their supervisor, have
the candidate(s) go through selection interviews, and determine to which
candidate(s) an offer should be made.
2.2.1 The Process of Recruitment
Odiorne (1984) indicated that the quality of new recruits depends upon an
organization's recruitment practices, and that the relative effectiveness of the
selection phase is inherently dependent upon the calibre of candidates attracted.
Indeed Smith et al. (1989) argue that the more effectively the recruitment stage is
carried out, the less important the actual selection process becomes. When an
organization makes the decision to fill an existing vacancy through recruitment,
the first stage in the process involves conducting a comprehensive job analysis.
This may already have been conducted through the human resource planning
process, particularly where recruitment is a relatively frequent occurrence. Once
a job analysis has been conducted, the organization has a clear indication of the
particular requirements of the job, where that job fits into the overall
organization structure, and can then begin the process of recruitment to attract
suitable candidates for the particular vacancy.
 According to Odiorne, (1984) one result of effective recruitment and
selection is reduced labour turnover and good employee morale. Recruiting
ineffectively is costly, since poor recruits may perform badly and/or leave their
employment, thus requiring further recruitment. In a cross-national study of
recruitment practices, suggests that, in reality, recruitment practices involve little
or no attempt to validate practices. Personnel managers tend to rely on feedback
from line managers and probationary periods and disciplinary procedures to
weed out mistakes. Firms with high quit rates live with them and tend to build
them into their recruitment practices and they do not analyse the constitution of
their labour turnover.
2.2.2 The Selection Decision
While the calibre of candidate is determined by the value of the
recruitment process, the selection decision remains a difficult one. Gould, (1984)
argues that most mistakes are caused by the fact that managers generally give
little thought to the critical nature of the decisions.
Employers are surprised and disappointed when an appointment fails, and often
the person appointed is blamed rather than recognizing the weaknesses in the
process and methodology, even the soundest of techniques and best practice (in
selection) contain scope for error. Some of this is due to the methods themselves,
but the main source is the frailty of the human decision makers.
Selection tools available to organizations can be characterised along a continuum
that ranges from the more traditional methods of interviews, application forms
and references, through to the more sophisticated techniques that encapsulate
biographical data, aptitude tests, assessment centres, work samples,
psychological testing, and so forth. Each method of selection has its advantages
and disadvantages and comparing their rival claims involves comparing each
method's merit and psychometric properties. The degree to which a selection
technique is perceived as effective and perhaps sophisticated is determined by
its reliability and validity. In a comparison of personnel selection practices in
seven European countries explored the utilization of a range of established
selection methods. They reported a general trend towards structured interviews
in all countries and, while the general validity and acceptability of methods such
as work samples, group exercises and assessment centres were widely
recognized, reported usage of these methods was infrequent (Miyake, 2002).
2.3 Recruiting Sources/Methods
Researchers face many decisions when selecting recruitment methods.
Issues to consider include the type of sample (random or convenience), cost,
ease, participant time demands (e.g., total time, days of week, and time of day),
and efficiency (e.g., staff hours per recruited participant).
Researchers have a number of methods from which to choose, including
advertising, direct mail, and telephone. Advertising can be used both to
publicize a study and to recruit participants.
Recruitment via advertising has the advantages of low cost and
convenience, but the samples are non-random and often highly motivated, and
youth may be especially hard to reach this way.
Recruitment via mail is also low in cost and convenient, but youth are
difficult to reach by mail and return rates tend to be low. An added problem
with mail requests or surveys is that one can never be certain who completed the
request/survey (Armstrong, 1991). Institutions or events (such as medical
offices, schools, community sports organizations, health fairs, community
events, and churches) often are used as a setting for recruitment. Schools present
a promising avenue for the recruitment and assessment of youth. Their primary
advantage is that they house a large number of children in one place and present
a captive audience, although parental consent usually is still required. However,
recruitment of participants from schools may meet resistance from school
administrations for political or practical reasons.
Additionally, recruitment at schools may not achieve the goal of sample
representativeness as student characteristics vary between different types of
schools (e.g., private vs. public) and between schools in different
neighbourhoods. Recruitment at schools may not be appropriate in studies
having a family or neighbourhood context, requiring a greater dispersal of
participants from a larger area, or focusing on data collection in the home. Door-
to-door recruitment is another option. For large studies, this recruitment method
can be costly in terms of staff time and travel expenses, and it is difficult to
assure that recruiters randomly sample homes. Despite these concerns, door-to-
door recruitment may be a necessary recruitment strategy for certain potential
participants (e.g., those who do not have a residential phone) (French, 1982).
Telephone recruitment has an important advantage over these methods in
that it can be used, in a fairly straightforward way, to randomly select
respondents from the larger population. The telephone provides a relatively
low-cost, effective means of contacting many households, as is often required for
large-scale etiological research, and of making a quick determination of
eligibility and willingness to participate in the study. Disadvantages of the
telephone method include its limitation to households with telephones, the
problems of missing or changed phone numbers, challenges presented by
technology (such as answering machines or caller ID) that complicate the ability
to reach people, and relatively easy refusal or termination of the conversation by
unwilling respondents. Perhaps the largest problem with telephone contact
methods involve rates of non-response. Kaplan and Norton (2004) found that the
number of people who refused to provide screening information tended to be
higher by telephone than in person. However, refusals over the telephone tend
to be less likely than with mailed surveys (Kelly, 2006). It should be noted that
telephone methods can be used not only for recruitment, but also for data
collection. Recent advances in telephone survey methodology have made
telephone recruitment and surveying an increasingly attractive option in many
research fields (Kaplan & Norton, 2004).
2.4 Challenges of Recruitment and Selection
According to Kaplan and Norton, (2004) a common problem in
recruitment and selection is poor HR planning. Rigorous HR planning translates
business strategies into specific HRM policies and practices. This is particularly
so with recruitment and selection policies and practices. The key goal of HR
planning is to get the right number of people with the right skills, experience
and competencies in the right jobs at the right time at the right cost. Detailed and
robust recruitment and selection policies, such as recruitment and selection
procedures, assessing criteria, talents auditing and processing the information
about the labour market are important in recruiting and deploying appropriate
employees at the right time. Past research shows that the competency level of
HR managers has a major influence on recruitment and selection and
experienced HR experts within the HR department will not only shorten
vacancy duration, but also improve the quality of the applicants. Moreover,
effective recruitment and selection is possible only if there is a dedicated and
competent HR team (Kaplan and Norton, 2004) In the strategy implementation
phase, the extent of recruitment and selection strategic integration can be gauged
through four distinctive indicators. These indicators are: the timely supply of an
adequately qualified workforce, effective job analysis and descriptions, effective
selection, and the involvement of line managers in the recruitment and selection
practices. A key source of uncertainty in the business strategy implementation is
whether there is a timely supply of adequate qualified people, and to a great
extent this uncertainty involves the quality of employees. For instance, a firm
might decide to leverage a different human capital pool in terms of skills and
education level than its rival firms as a competitive strategy even within the
same industry to develop specific capabilities or to develop a HR process
advantage. An organization can successfully eliminate this uncertainty if its
recruitment and selection policies and practices are strategically integrated with
business (Whitmell Associates, 2004).
A range of methods, such as application forms, interviews, formal tests,
references, assessment centres and official transcripts are used by firms in the
selection process. A firm needs to choose a method that is most appropriate to
the job positions. HR experts generally drive the staffing process and the
purpose of the staffing is to fulfil the requirements of business, and the skill
levels presented by each new recruit is likely to be judged better if the line
managers are involved in the recruitment and selection process. (Dess and Jason,
2001) suggest that in business strategy implementation the involvement of line
managers in the entire staffing process (i.e., drafting of job descriptions, setting
selection criteria and being on the panel of recruitment) is vital for ensuring
recruitment and selection to meet business needs. In other words, the line
managers are the owner of the recruitment and selection process along with HR
playing a facilitator role.
In recruitment and selection practice the construction of formalized
selection frameworks and norms of acceptable discrimination may be seen as an
attempt to enable managers to navigate between efficiency, control and social
justice. In their advice on how to achieve the perfect fit of person, organization
and job, they argue that selecting on the basis of managerial opinion is ‘utterly
unscientific and unreliable and that managers are ‘liable to be turned this way
and that by the most inconsequential of considerations’. In place of this
unsatisfactory state of affairs, these authors propose that physiognomy and the
physical self-provide the key to ‘unlocking the inner secrets’ of the individual
seeking employment, and therefore should inform the selection process.
Managers are advised to assess nose, forehead, chin, habitual facial
expression, digestion, skin texture, and elasticity of muscle as found in Blackford
and Newcomb, 1914 early people management textbook. The underlying
philosophy of this process is that everything about man indicates his character
and as much information as possible should be collected to inform a decision -
their list also includes religious belief and marital status.
2.5 The Changing Context of Recruitment and Selection Decisions
Much of the recent literature on personnel management has emphasized
the necessity for the recruitment and selection of employees who are committed
to the goals of the organization.
Recent waves of organizational restructuring have dramatically changed
and, in many cases, destroyed existing employment relationships. As traditional
autocratic structures flatten and organizations utilize multidisciplinary teams to
remain competitive, the need for strategic and transparent systems becomes
paramount (Bingley et al, 2004).
Bingley et al, (2004) suggested that, increasingly, many organizations are
being transformed from structures that are built on functions and jobs, to those
where focused, self-directed work teams, made up of empowered individuals
with diverse backgrounds, are replacing traditional specialized workers. Cran,
(1995) highlighted that firms need adaptable people who can adjust to rapidly
changing customer needs and operational structures, while Burton (2001) argues
that employees, and the way they work, comprise the crucial difference between
successful and unsuccessful organizations. He argues that as technology
increases and product life cycles shorten, the major source of competitive
advantage will be the individual worker. Delery and Doty, (1996) further
developed this view of the prevailing business environment and reiterated that:
with the sweeping changes in today's business climate and the rise of re-
engineering to meet the needs of organizations in the area of downsizing or cost
diminution, (search) firms must be equipped to recruit individuals who can
operate in a non-structured or “virtual” organization.
Even in today's technically advanced business environment, the human
factor will always be instrumental to the success of an organization.
Furthermore, Drucker, (1999) indicates that, as companies downsize, “delayer”
and try to boost productivity with fewer people, those that remain are being
asked to assume more tasks, roles and responsibilities. He proposes that, as this
trend continues, companies will be asking fewer employees to know more, do
more, change more and interact more and thus interest is increasingly focused
on identifying the recruiting sources that are most likely to yield high quality
employees and the selection methods that best predict future job performance.
Arguments such as these have led to suggestions that the critical organizational
concern today is the hiring or promoting of the best qualified people while still
meeting all regulatory requirements.
2.6 Recruitment and Selection Practices and Performance
Recruitment, as a human resource management function, is one of the
activities that impact most critically on the performance of an organization.
While it is understood and accepted that poor recruitment decisions continue to
affect organizational performance and limit goal achievement, it is best that
much effort is put in the recruitment and selection practices (Randall, 1987).
 Recruitment and selection also has an important role to play in ensuring
worker performance and positive organizational outcomes. It is often claimed
that selection of workers occurs not just to replace departing employees or add
to a workforce but rather aims to put in place workers who can perform at a high
level and demonstrate commitment (Ballantyne, 2009).
Recruitment and selection play a pivotally important role in shaping an
organization’s effectiveness and performance, if work organizations are able to
acquire workers who already possess relevant knowledge, skills and aptitudes
and are also able to make an accurate prediction regarding their future abilities,
recruiting and selecting staff in an effective manner can both avoid undesirable
costs for example those associated with high staff turnover, poor performance
and dissatisfied customers and engender a mutually beneficial employment
relationship characterized, wherever possible, by high commitment on both
sides.
Pilbeam and Corbridge, (2006) provide a useful overview of potential positive
and negative aspects noting that: ‘The recruitment and selection of employees is
fundamental to the functioning of an organization, and there are compelling
reasons for getting it right. Inappropriate selection decisions reduce
organizational effectiveness, invalidate reward and development strategies, are
frequently unfair on the individual recruit and can be distressing for managers
who have to deal with unsuitable employees.’
Recruiting and selection is very important for the survival of every
organization but that does not end there, new recruits need to be developed and
appraised from time to time in order for them to be abreast with new trends and
challenges. When employees are developed it help increase their performance
and help sustain the growth of organizations.
2.7 Human Resource Development
Companies can only succeed in the long-term if they recruit and motivate
people who are able to respond to and shape the challenges of the future. These
are the individuals with the capacity to create competitive advantage from the
opportunities presented by changing markets, with the desire to learn from
customers, consumers, suppliers and colleagues, and who possess the ability
to build and influence long-lasting and effective partnerships (Walker, 1990).
The recruitment of new employees helps to demonstrate a company’s
aspirations, highlighting the skills and attitudes to which it attaches the highest
priority. The choice also provides a major opportunity to communicate the
values and successes of the organization – to explain why the company offers the
most attractive place for a person to develop their career. Yet this competition for
top talent is nothing new; and if the challenge for HR managers is to spot the
best people and win their favour (Walker, 1990).
A well-prepared and motivated workforce is possibly the most important
of the three intangible assets to support an organization’s value creating
processes. According to Peter Drucker “The most valuable asset of a 20th
century company was its production equipment. The most valuable asset of a
21st century institution will be its knowledge workers and their productivity
(Drucker, 1999). A great deal exists in the literature about the provision of staff
development and training as investment for organizations. Staff development
and staff training are parts of the bigger concept of human resource
development (HRD). Training is just one possible way to organize and
implement learning processes in organizations and not always the most effective
one.
HRD encompasses the broad set of activities that improve the
performance of the individual and teams, hence the organization. Training and
development have come to be viewed as lifelong activity, rather than the front
end acquisition of qualifications. As a result, the focus of concern has shifted
from what the trainer does, to what the learner requires. The ultimate aim of the
training and development process has been characterized as the creation of the
learning organization, constantly reviewing its mistakes and successes and
adapting its activities appropriately.
The issues of workforce demographics, desirable characteristics of the
workforce and the obstacles to achieving the workforce which is well prepared,
motivated and strategically ready in today’s libraries, are key elements to be
considered when discussing human resource development.

CHAPTER 3
Historical Development of Recruitment & Selection
In the earliest stages of an intervention, recruitment decisions often get
made on the basis of who is standing in the right place at the right time with the
right look on his/her face. As the situation matures, we have to think more
carefully about picking the right people for longer-term roles including middle
and senior management. The integrity of the recruitment and selection process
helps to ensure sustainability by building a strong and balanced team,
demonstrating the Organization’s neutrality, promoting its good name and
serving as an example for partners. You may find that one of the first roles you
need to fulfil is a HR administrator to help achieve these goals.
Here are the major stages in this cycle:
A. Defining the Requirement- Decide what vacancy you have. If you need
to fill a new role quickly you might find it helpful to adapt one of the
models provided here:
 Task analysis: Draw up a detailed list of tasks that the person will
have to do. This helps in determining the qualities and
qualifications genuinely required for the job.
 Job description: produce an outline of the broad responsibilities
(rather than detailed tasks) involved in the job.
  Person specification: decide what skills, experience, qualifications
and attributes someone will need to do the job as defined in the task
analysis and job description.
B. Attracting applications- Your file of previous applicants can be a good
place to start.
 Advertising: phrase your announcement in a way that makes clear
what the job involves and the type of person needed. Avoid any
stipulations, which could be seen as discriminatory e.g. applying an
age restriction, which is not necessary. You can display a notice
internally and/or at your gate, in the local newspaper or with a
message on the local radio station.
 Application Form: a well-designed form can elicit information
about the person's ability and willingness to do the job. Do not ask
for irrelevant information. Make it clear on the form that applicants
should consider the points in the job description and person
description when applying. Allow enough space on the form for
applicants' answers, and indicate whether continuation sheets can
be used. State clearly on the form the closing date for applications.
For senior positions a supporting letter or CV may also be required;
if this is the case indicate the kind of information sought.
 Background information: provide applicants with clear, up-to-date
and accurate information about the organization, its work, its
priorities and the job. Clearly indicate the closing date for
applications and the short listing and interview dates.
C. Selection- Select your candidate. Be objective and unbiased. Choose the
person who best fits your person specification.
 Short listing: assess applications on the basis of the person specification
(standard forms can be very helpful at this stage). Guard against bias and
discrimination - ensure that you select for interview those who match the
specifications, regardless of age, sex, race etc, and that the specifications
are not themselves discriminatory.
 Interviews: Interview your short-listed candidates. Remember that your
job is not only to assess the best candidate for the job, but also to create a
great impression of your organization. The amount and quality of the
information that you establish will be largely due to the effectiveness of
your questions. Use open questions (e.g. tell me about...how you...why did
you...talk me through... are do) and probe from the general to the specific.
Avoid any questions, which could be considered discriminatory eg: asking
only female candidates who looks after their young children. If you think
such a question is relevant - ask it of all candidates who have children.
D. Candidate assessments- The interview will provide you with some
information but check it out before offering a job. Ways in which you
could do this include:
 Ask the candidate to show you examples of previous work, do a
presentation, a case study, some tests or full assessment. Tests can be done
before the interview or after the interview. It depends on the number of
candidates being interviewed and the type of job.
 Taking up references: You must have the specific permission of the
applicant to do so, particularly if you wish to contact their current
employer. If you need them quickly, try phoning.
E. Making a Job Offer- If you think you have found the right candidate,
it’s time to make the job-offer. For your successful candidate:
 Prepare and send the appropriate documentation
 Make up the employee's personnel file; and
 Arrange the induction plan.
F. Induction- Help your new recruit to settle in quickly and become
productive as soon as possible.

SEARCH & SELECTION

 Introduction
The search and selection process is the foundation for all future
employee relations activities. As such, a considerable amount of employee
 resources is rightfully spent on working on screening committees and in
hiring employees. This document has been developed to assist hiring
supervisors, committee members and others in defining
effective search and selection processes, thereby maximizing the efforts to
identifying and attracting the best candidates.
 Planning
As will become evident in further review of this document,
planning is an essential component to nearly every step of the search and
selection process. We must plan the way the position can meet the needs
of the department while appropriately using available resources, plan a
recruitment strategy, and plan a screening strategy and, finally, a selection
strategy.
1. Needs assessment
The first step in any process is to determine the goals that you would
like to accomplish. In Search and Selection, this process usually takes one
of two forms:
A) An addition to staff
In the event that the job is new and has not been graded before, it will
be necessary for the supervisor to complete the Position Analysis
Questionnaire, which will identify the job responsibilities and
competencies required, as well as aid in establishing the appropriate
salary grade for the position.
B) A replacement of staff
The time when a current employee vacates an existing position can be
an optimal time to review the organization and determine if a reallocation
of position responsibilities is appropriate. Often, a juggling of
responsibilities within a unit can create promotional opportunities, new
skills, job enrichment and could better match the remaining incumbents
skills with the skills required for the position.
 Identification of minimum requirements and preferred qualities
 During the posting and recruitment process, the college identifies
and announces minimum requirements for fulfilling the responsibilities of
the position as well as those qualities which the supervisor believes will
lead to further success in the position.
 Development of Screening Materials
Once the position requirements and preferred qualities are
identified, it should be easy for the supervisor to identify the screening
questions. Since the committee should only be asking questions which
related to the decision of who to forward to the supervisor in the next step
of the process, the only topics the committee needs to address are those
which have been identified by the supervisor as being either preferred or
necessary qualities (as defined in the Notice of Vacancy).
The three parts to the screening process,
a) Paper review
b) Interviews with the candidates
c) Interviews with each, respective candidates’ references
 The interviews with the candidates
As addressed previously, the interview questions should cover
specific areas of concern. In the previous section, sample interview
questions are offered for the hiring supervisor in developing the interview
questionnaire. Similar to developing the rating scale in the paper review
process, the supervisor will assign maximum point values to each
question, based on their relative importance to other criteria being
reviewed.
Qualities that could fall into this category include:
o ability to adapt to change
o ability to display a positive outlook
o ability to follow instructions
 Development of Recruitment strategy
Even though s/he is not part of the screening process, the hiring
supervisor steers the search by developing the recruitment criteria, the
 position requirements and preferred qualities, the rating scales and
interview questions. The recruitment strategy is the stage where the hiring
supervisor determines, with assistance from Human Resources, the timing
for the search as well as the way that the position vacancy will
be communicated.

RECRUITMENT METRICS
Recruitment can be an expensive and time-consuming endeavour,
and understanding the value of the results means knowing whether or not
the time and money are being used effectively. A few common
recruitment metrics:
 New Hire Quality:
Three to six months after hire, the hiring manager should complete
an evaluation of the new employee that compares expectations prior to
recruiting with the actual performance of the employee. Facets of quality
to be evaluated include knowledge and skills, performance, experience,
motivation, multitasking abilities, learning curve, customer compatibility,
and organization compatibility.
 Recruiting Cost Ratio:
The RCR is used to determine average HR spending on recruiting
activities in relation to the starting compensation of new hires (positions
filled) that result from staffing activities.This metric calculates the Total
Recruiting Costs (both internal and external) and divides it by the Total
Compensation Recruited (the sum of the base annual compensation of the
positions filled through recruitment).
 Recruiting Efficiency:
Closely related to RCR is the metric for Recruiting Efficiency.
Recruiting Efficiency gives a percentage in relation to complete efficiency,
which is considered to be 100%.

Figure 1: HR Recruiting & Selection Process Chart

 CHAPTER 4
COMPANY PROFILE

BARNWAL & BARNWAL Co. is a leading firm India providing

comprehensive business advisory services to start new business as well as micro,
small and medium enterprises. Whether you are planning to start a business,
have just started your business, or already have an old but unprofitable business,
we can provide you realistic, feasible and affordable business advisory service
based on your business domain, target customer, product type and market
value, top competitors, manpower, marketing strategy and several other factors.

Whether your aim is to turn your business into a profitable business, or you
want it to take to a new height, we can be one of your trusted partners providing
useful services ranging from digital marketing, software development, creating
marketing strategy, ensuring stringent product quality or whatever support you
need.

Being India's one of the prominent brands providing business advisory

service, we can literally change the graph trend of your business by analysing
your current business status, spotting out the underlying issues, finding
opportunities and finally implementing the possible solutions.

 Leadership and Management Skill

Get full control on your business to organize the processes and boost up the
productivity of your team. Hire our experts to learn leadership and management
skill is that you need to streamline the business processes and increase
profitability.

 Employee Management

A business cannot withstand the competition of the market without having

an efficient team of workforce. Whether its issue finding workers for your
factory, skilled employees for your office, training your team with a new
technology or machine, or improving workmanship, we can provide you
complete support to upscale your business.

 Systems & Processes

As a business grows, it becomes tougher to keep the departments organized.

So, after a certain stage, it demands developing realistic system and process
which to streamline the various activities so that you can improve productivity
and reduce manhour wastage. Get in touch with our experts to create compact
and feasible system and process development.

 Branding

Establishing your business as a brand is a highly important to get return in

long term. With a vivid brand image, you can get handsome sales even when
you aren't involved in active sales and marketing. Let's have a discussion on
how to give your business a prominent brand identity.

 Marketing

A business grows steadily when you can create new markets for your
products and services. However, entering a new marketplace pushing through
other existing brands can be a tough game. We can help you making it simpler
though our proven tactics.

 Sales

Sales is the ultimate target of any business that will keep your business in
profit. However, it's a part where you can't get the desired success if you don't
have fool proof strategy and proper implementation of planning. Get our
expert's advice to rectify the issues in your plan and boost your sale.

 Customer Service

A sale isn't closed until you get a good feedback from your customer. So, it's
extremely valuable to contact your customer, know if they have any complaints,
solve that and get their satisfying review. With years of experience, we know
how to make it happen successfully. Get an appointment and let's discuss on
this.

 Funding Sources

Without enough capital, no business person can executive their plans. Several
businesses get vanished every year just because of insufficient fund. We can help
these businesses getting the fund source - the lifeblood, and run it successfully.
Contact us for easy funding of your business.

 Accounts

Improper accounting is not only dangerous for your business, but also can
lead you to government penalties and extremely bad consequences. Hire our
experts to get professional quality support and guidance on your business
accounting.

 Management

Managing all the departments of a business can be one of the biggest

challenges which can increase your overhead, affect workmanship and
productivity. We have years of experience creating solid management plan that
works. Hire us to get advice on management skill development service.

 Knowledge Build-up

Let it be customer psychology, a new technology, support service, customer

handing or anything else, your in-depth knowledge can help you survive in
every adverse situation. Hire our services to educate your team with any type of
requirement of knowledge build-up.

Values they hold –

a. Integrity:

They believe in being straight, honest and fair with their clients, their people
and their suppliers.

b. Dedication:

More attention; more commitment; more energy. They always strive to

achieve the highest standards in everything they do.

c. Curiosity:
 They’re always curious. They listen. Because they believe that the only way to
generate new ideas is to have an open mind. They are never satisfied with the
status quo as there is always a better way.

d. Innovation:

It lies at the heart of everything they do. And they use it judiciously to
respond to the consumers changing needs. They are always searching for an
outstanding business building idea.

e. Rapidity:

They believe that today time is more valuable than money. And their
approach to business stands testament to this belief. Rapid decision making and
flexibility go hand in hand when it comes to advertising industry.

PP-PI Configuration Steps

Nice Classification of goods & services-
The International (Nice) Classification of Goods and Services is a system
for the purposes of the registration of marks was established by an Agreement
concluded at the Nice Diplomatic Conference, on June 15, 1957, and was revised
at Stockholm, in 1967, and at Geneva, in 1977. India acceded to the Nice
Agreement on September 7, 2019 and accordingly the current version of the Nice
Classification is used by the Indian trademark office for the purpose of
classification of goods and services while examining a trademark application in
India.

There are 45 classes in the Nice classification out of which, classes 1 to 34

categorize goods or products and classes 35 to 45 categorizes services. The Nice
classification provides a broad heading called “Class Header” which gives a
clear explanation as to the type of goods or services that are covered under each
class. The list of classes and the respective headings for registration of trademark
is given below.

Goods:

Class 1: Chemicals for use in industry, science and photography, as well as in

agriculture, horticulture and forestry; unprocessed artificial resins, unprocessed
plastics; fire extinguishing and fire prevention compositions; tempering and
soldering preparations; substances for tanning animal skins and hides; adhesives
for use in industry; putties and other paste fillers; compost, manures, fertilizers;
biological preparations for use in industry and science.

Class 2: Paints, varnishes, lacquers; preservatives against rust and against

deterioration of wood; colorants, dyes; inks for printing, marking and engraving;
raw natural resins; metals in foil and powder form for use in painting,
decorating, printing and art.

Class 3: Non-medicated cosmetics and toiletry preparations; non-medicated

dentifrices; perfumery, essential oils; bleaching preparations and other
substances for laundry use; cleaning, polishing, scouring and abrasive
preparations.

Class 4: Industrial oils and greases, wax; lubricants; dust absorbing, wetting and
binding compositions; fuels and illuminates; candles and wicks for lighting.

Class 5: Pharmaceuticals, medical and veterinary preparations; sanitary

preparations for medical purposes; dietetic food and substances adapted for
medical or veterinary use, food for babies; dietary supplements for human
beings and animals; plasters, materials for dressings; material for stopping teeth,
dental wax; disinfectants; preparations for destroying vermin; fungicides,
herbicides.

Class 6: Common metals and their alloys, ores; metal materials for building and
construction; transportable buildings of metal; non-electric cables and wires of
common metal; small items of metal hardware; metal containers for storage or
transport; safes.

Class 7: Machines, machine tools, power-operated tools; motors and engines,

except for land vehicles; machine coupling and transmission components, except
for land vehicles; agricultural implements, other than hand-operated hand tools;
incubators for eggs; automatic vending machines.

Class 8: Hand tools and implements, hand-operated; cutlery; side arms, except
firearms; razors.

Class 9: Scientific, research, navigation, surveying, photographic,

cinematographic, audio-visual, optical, weighing, measuring, signalling,
detecting, testing, inspecting, life-saving and teaching apparatus and
instruments; apparatus and instruments for conducting, switching,
transforming, accumulating, regulating or controlling the distribution or use of
electricity; apparatus and instruments for recording, transmitting, reproducing
or processing sound, images or data; recorded and downloadable media,
computer software, blank digital or analogue recording and storage media;
mechanisms for coin-operated apparatus; cash registers, calculating devices;
computers and computer peripheral devices; diving suits, divers’ masks, ear
plugs for divers, nose clips for divers and swimmers, gloves for divers,
breathing apparatus for underwater swimming; fire-extinguishing apparatus.

Class 10: Surgical, medical, dental and veterinary apparatus and instruments;
artificial limbs, eyes and teeth; orthopaedic articles; suture materials; therapeutic
and assistive devices adapted for persons with disabilities; massage apparatus;
apparatus, devices and articles for nursing infants; sexual activity apparatus,
devices and articles.

Class 11: Apparatus and installations for lighting, heating, cooling, steam
generating, cooking, drying, ventilating, water supply and sanitary purposes.

Class 12: Vehicles; apparatus for locomotion by land, air or water.

Class 13: Firearms; ammunition and projectiles; explosives; fireworks.

Class 14: Precious metals and their alloys; jewellery, precious and semi-precious
stones; horological and chronometric instruments.

Class 15: Musical instruments; music stands and stands for musical instruments;
conductors’ batons.

Class 16: Paper and cardboard; printed matter; bookbinding material;

photographs; stationery and office requisites, except furniture; adhesives for
stationery or household purposes; drawing materials and materials for artists;
paintbrushes; instructional and teaching materials; plastic sheets, films and bags
for wrapping and packaging; printers’ type, printing blocks.

Class 17: Unprocessed and semi-processed rubber, gutta-percha, gum, asbestos,

mica and substitutes for all these materials; plastics and resins in extruded form
for use in manufacture; packing, stopping and insulating materials; flexible
pipes, tubes and hoses, not of metal.

Class 18: Leather and imitations of leather; animal skins and hides; luggage and
carrying bags; umbrellas and parasols; walking sticks; whips, harness and
saddlery; collars, leashes and clothing for animals.

Class 19: Materials, not of metal, for building and construction; rigid pipes, not
of metal, for building; asphalt, pitch, tar and bitumen; transportable buildings,
not of metal; monuments, not of metal.

Class 20: Furniture, mirrors, picture frames; containers, not of metal, for storage
or transport; unworked or semi-worked bone, horn, whalebone or mother-of-
pearl; shells; meerschaum; yellow amber.
Class 21: Household or kitchen utensils and containers; cookware and tableware,
except forks, knives and spoons; combs and sponges; brushes, except
paintbrushes; brush-making materials; articles for cleaning purposes; unworked
or semi-worked glass, except building glass; glassware, porcelain and
earthenware.

Class 22: Ropes and string; nets; tents and tarpaulins; awnings of textile or
synthetic materials; sails; sacks for the transport and storage of materials in bulk;
padding, cushioning and stuffing materials, except of paper, cardboard, rubber
or plastics; raw fibrous textile materials and substitutes therefor.

Class 23: Yarns and threads for textile use.

Class 24: Textiles and substitutes for textiles; household linen; curtains of textile
or plastic.

Class 25: Clothing, footwear, headwear.

Class 26: Lace, braid and embroidery, and haberdashery ribbons and bows;
buttons, hooks and eyes, pins and needles; artificial flowers; hair decorations;
false hair.

Class 27: Carpets, rugs, mats and matting, linoleum and other materials for
covering existing floors; wall hangings, not of textile.

Class 28: Games, toys and playthings; video game apparatus; gymnastic and
sporting articles; decorations for Christmas trees.

Class 29: Meat, fish, poultry and game; meat extracts; preserved, frozen, dried
and cooked fruits and vegetables; jellies, jams, compotes; eggs; milk, cheese,
butter, yogurt and other milk products; oils and fats for food.

QUESTIONNAIRE
1. Identify the source from where you came to know about the job?

a) Advertisement b) Consultant c) Personal reference d) Campus

e) E- recruitment f) Others

2. Are you satisfied with the recruitment process by which you are selected?

a) Yes b) No

3. What are the sources for recruitment and selection?

a) Internal b) External c) Both

4. How was the approach of management during the recruitment?

a) Serious & Positive

b) Casual
c) Negative

5. What impression/ image you were having of Barnwal & Barnwal Co.
before getting Recruitment?

a) Satisfactory
b) Average
c) Unsatisfactory

6. Are you satisfied with salary package?

a) Satisfied
b) Good
c) Average
d) Unsatisfied
7. Are you satisfied with your current job?

a) Yes b) No

8. Since how many years have you been working with this organisation?

a) 0-5 years
b) 5-10 years
c) 10 to 15 years
d) More than 15 years

9. Is the organisation doing timeliness recruitment and selection process.

a) Yes b) No

10. How would you rate the HR department’s performance in recruitment and
Selection?

a) Poor
b) Adequate
c) Excellent

11. Do you think organisation looks for experienced employees in selection

Process?

a) Yes b) No

12. Which is the most important quality the organization looks for in a candidate?

a) Knowledge
b) Past Experience
c) Optimistic Nature
d) Discipline
e) Team work ability
f) Other
 P a g e | 37

13. Do you think organization is using satisfactory methods of interview?

a) Yes b) No

14. Is the resume screening and shortlisting method used by the organization is
satisfactory?

a) Yes b) No

15. How do you rate the selection policy of the organization?

a) Good
b) Average
c) Poor

16. Which method should be used for recruitment?

a) Structured
b) unstructured
c) problem question
d) case study question
e) others
 P a g e | 38

REFERENCES

1. Kapse, A. S., Patil, V. S., &Patil, N. V. (2012). Erecruitment. International

Journal of Engineering and Advanced Technology, 1(4), 82-86.

2. Gopalia, A. (2012). Effectiveness of online recruitment and selection process:

a case of Tesco. World Applied Sciences Journal, 20(8), 1152-1158.

3. Dr.S.Kamalasaravanan, A Study on the Effectiveness of Job Portal and

Networking Sites Recruitment IJEMR – January 2019 - Vol 9 Issue 01 - Online -
ISSN 2249–2585 Print – ISSN 2249-8672

4. Sultana, N., & Sultana, N. (2017). Analyzing the Effectiveness of Online

Recruitment: A Case Study on Recruiters of Bangladesh. Asian Business
Review, 7(2), 10- 84

5. Kumar, N., &Garg, P. (2010). Impact of online recruitment on recruitment

performance. Asian journal of management research, 1(1), 327-336.

6. Mindia, P. M., &Hoque, M. K. (2018). Effects of e-recruitment and internet

on recruitment process: an empirical study on multinational companies of
Bangladesh. International Journal of Scientific Research and Management
(IJSRM), 6(01).

7. Alateyah, S. S. E-recruitment and its effect on firm performance: the

mediating role of HRM capabilities in the context of Saudi Arabia.

8. Saha, S. (2018). Impact of Online recruitment on recruitment. International

Journal of Education and Research, 6(4).

9. P. SIVASANKARI, (2018) E – Recruitment (Online Recruitment) IOSR

Journal of Humanities and Social Science (IOSR-JHSS) Volume 23, Issue 6,
Ver. 3 (June. 2018) PP 32-33 e-ISSN: 2279-0837, p-ISSN: 2279-0845.
 P a g e | 39

10. Shahila, M. D., &Vijayalakshmi, M. R. (2013). E-recruitment challenges.

International Journal of Social Science and Interdisciplinary Research IJSSIR,
2(5), 118-12.

SUMMARY & CONCLUSION

Summary:

The ideal recruitment effort will attract a large number of qualified

applicants who will take the job if it is offered. It should also provide
information so that unqualified applicants can self-selected themselves out of
the job candidacy; i.e. a good recruiting program should attract the qualified
and not unqualified candidates. If the right person is selected, he is valuable
asset to the organization and if faulty selection is made the employee will
become a liability to the organization.

Therefore, it deserves great care and concern to formulate and

implement recruitment strategies and sourcing process, with a foresight
towards higher organizational achievement.

The sole purpose of the project was to study the sourcing process vis-à-
vis to entry level openings and to recommend changes in current process to
make sourcing more cost effectiveness.

Conclusion:

I. The companies follow a standard policy to recruit employees

II. The existing recruitment policy is adequate to recruit various types of
personnel but modern methods of recruitment and selection should be
adopted to be more effective.
III. The present recruitment policy is flexible enough as it has undergone
several changes from time to time to suit the requirements of the
management.
 P a g e | 40

IV. In the companies, both internal & external sources of recruitment are
used.