TRAINING REPORT

ON

“RECRUITMENT AND SELECTION”

(ACCENTURE)
Submitted in the partial fulfillment of
Requirement of the award of the degree
Bachelor of Business Administration
(Industry integrated)

Affiliated to

MaharshiDayanand University, Rohtak

Session- 2018 – 2021

Submitted to: Submitted by:

Mrs. BHAWANA KHARBANDA SHUBHAM SATI

BBA(GEN) 5th SEM

MDU ROHTAK Reg No. - 191130365

D.A.V INSTITUTE OF MANAGEMENT

NH-3, NIT, FARIDABAD

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 ACKNOWLEDGEMENT

To begin with I would like to offer my sincere thanks to all the

employee of ACCENTURE under whose guidance and enlightening

pathfinder navigation, I have completed this project. In particular I would

like to thanks all my colleagues at my job place for their co-operation

and contribution. I am very thankful to Mr. HARISH VERMA , DAV

Institute of Management, faculty guide, my Training Officer incharge, and

other staff members, colleagues and friends for their encouragement,

support, guidance and for undergoing management training and preparing

the training report.

SHUBHAM SATI

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 TABLE OF CONTENT

S. No. PARTICULARS PAGE NO.

INTRODUCTION 4
 EXECUTIVE SUMMARY
 OBJECTIVES OF THE STUDY
CH – 1  INTRODUCTION TO THE INDUSTRY
 RESEARCH METHODOLOGY
 LIMITATIONS OF THE STUDY

18

CH - 2 COMPANY PROFILE

21

CH - 3 LITERATURE REVIEW

51

CH - 4 ANALYSIS AND INTERPRETATION

59
FINDINGS
CH - 5  CONCLUSION
 SUGGESTIONS AND
RECOMMENDATIONS
62
ANNEXURES
CH - 6  BIBLIOGRAPHY
 QUESTIONAIRE

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 CHAPTER – 1

INTRODUCTION

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 EXECUTIVE SUMMARY

The human resource is the most important assets of an organization. In order to achieve
the goals of an organization, organization need employees with requisite skills,
qualifications and experience. To fulfill this need of organization we use a process called
recruitment and on the basis of our recruitment finally we select the best candidate for the
organization.

The main objective of the study is - Knowledge enhancement about the recruitment &
selection process.

I also put some of my suggestion that they will help “ACCENTURE” To move a step
forward to being the very best.

TheACCENTURE.is a HR consultancy firm, which basically recruits candidates through

various job portals.

The company recruits candidates’ mainly for Engineering, Banking and Insurance sectors.

Research Methodology includes all the methods through which this report has been
prepared.

Data Analysis includes the analysis related to the recruitment & selection process.

To achieve the objective of this project Questionnaire filled by the working procedure of
the people in the organization. I have prepared this questionnaire in order to gather
maximum information to study the knowledge & ideas of people regarding recruitment &
selection.

Lastly, Bibliography includes all sites through which, I have taken help for preparing this
report.

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 OBJECTIVES OF THE STUDY

The first and most important step towards success is the feeling that we can succeed.
Through this report I want to highlight the importance HR managers/consultants in the
organization:

 To learn about the recruitment process

 To analyze the need of HR personnel in the development of organization

 How to give specification for a job

 To search proper candidate for proper job requirement

 To satisfy the need of both candidate and organization

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 INTRODUCTION TO INDUSTRY

Consulting is a term with which many organizations describe the combination of

traditionally administrative personnel functions with performance management,
Employee Relations and resource planning. The field draws upon concepts developed in
Industrial/Organizational Psychology. Human resources has at least two related
interpretations depending on context. The original usage derives from political economy
and economics, where it was traditionally called labor, one of four factors of production.
The more common usage within corporations and businesses refers to the individuals
within the firm, and to the portion of the firm's organization that deals with hiring, firing,
training, and other personnel issues. This article addresses both definitions.

Recruitment Industry Information

Often trainee recruitment consultants are asked to prepare a presentation on the

recruitment industry and the economic factors that influence it.  We thought it would be
helpful to pull together some facts for you.  On the links page in our About Us section
there are other useful websites about the recruitment and resourcing profession too.  But
come back to us!  The recruitment industry is changing all the time so please don't
hesitate to ring/email us for specific information and we will try and point you in the right
direction.

Size of the Recruitment Industry

 In the most recent published survey by the REC Industry Research Unit in
association with the Recruitment Finance Division of Lloyds TSB Commercial
Finance and Recruitment Consultant magazine, key findings from the survey
reveal..

 Overall turnover for temporary/contract staff rose to £23,158 billion and turnover
for permanent staff rose to £3,541 billion. This represents another strong

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 performance following on from the 6.4 per cent increase to £21.6 billion the
previous year.
 Staff employed in the recruitment industry rose from 97,674 to 101,286 – an
increase of 3.6%.

In the period covered in the report – April 2006 to March 2007 – the overall turnover
from both permanent and temporary/contract recruitment rocketed to this all-time high of
£26.673 billion compared to £24.838 billion in the previous year. The 7.4 per cent growth
it represents is the highest increase ever since the report was first compiled in 2001/02.

The survey estimates that the recruitment industry places 1.377 million temporary and
contract workers every week. This is an increase on last year but does not reach the peak
of 1.516 million recorded in 2003/04.

Of these temporary placements, 22 per cent were in industrial and blue collar posts, 18
per cent were secretarial/clerical and technical/engineering represented 11 per cent.

Offsetting this was the record level in the number of permanent placements, which
increased a huge 11.5 per cent to a new record level of 787,280. The turnover from
permanent business for the same period rose by 7.3 per cent to just over £3.5 billion,
which represented 13.2 per cent of total industry turnover.

There has also been a significant turn in the number of staff employed in the industry.
With recruiters slimming down the non-sales areas of their operations, the 2005/06 survey
results indicated a 1.6 per cent decrease in the overall headcount to 97,674.

But the 2006/07 surveys highlight a 3.6 per cent increase to 101,286 staff. Included in this
figure is the number of consultants who work solely on permanent business, which has
increased dramatically at the expense of those consultants in temporary/contract work.

Average branch sales from permanent business increased slightly over the period to now
stand at £232,132 with the biggest gains being made by small multiples with two to nine
branches and single operators.

"This is evidenced by the increased number of temporary placements in

Banking/Engineering which can be linked to compliance projects such as MiFID, whilst

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the 5 per cent increase in demand for technical/engineering temporary workers reflects
major works such as Heathrow Terminal 5 and the new international terminal at St
Pancreas.

"Large scale projects such as Cross Rail and the Olympic Games in 2012 will continue to
fuel the recruitment industry's future growth. Recent financial market turbulence has not
been fully played out and will create opportunities as well as challenges over the next
year."

 Salary and Benefits in Recruitment

The REC has published the full results from its 2009 Annual Salary & Benefits Survey.
The annual report, produced in association with leading accountants SafferyChampness
and Recruiter magazine, paints a picture of an industry with high levels of employee
satisfaction, competitive remuneration packages and increasing professionalism; in short
an ideal career destination for any bright, committed candidate seeking a demanding but
rewarding career.

This year, the survey focused on five key sectors for the industry namely
Education/Teaching, Hospitality/Catering, and Construction. Technical/Engineering and
Driving. 

The survey reported that employees within recruitment also receive competitive benefits
packages and are given good opportunities for professional development from their
employer.  Not surprisingly, job satisfaction levels are strong at 78 per cent suggesting
that high average staff attrition rates (31 per cent) relate more to the structural nature of
the job rather than malcontent.

Commenting on the findings, ParveenSrivastav, REC's Director of Research noted:  "This

year's results show that working in recruitment has become an attractive option for many
seeking a career in a successful, vibrant and increasingly self-confident industry. 
Recruiters these days are increasingly well qualified with over a third holding a degree
and a further one in ten holding a post-graduate qualification.   

"As in other areas of the economy, the war for talent in recruitment is very real at the
moment and intensifying all the time.  The demand for high quality recruitment

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consultants is huge and I hope that these findings will encourage candidates into the
industry from other areas of the economy."

The objective of Human Resources is to maximize the return on investment from the
organization's human capital and minimize financial risk. It is the responsibility of human
resource managers to conduct these activities in an effective, legal, fair, and consistent
manner. Human resource management serves these key functions:

Recruitment Strategy Planning

Hiring Processes (recruitment)

Selection

Training and Development

Performance Evaluation and Management

Promotions

Redundancy

Industrial and Employee Relations

Record keeping of all personal data.

Compensation, pensions, bonuses etc in liaison with Payroll

Confidential advice to internal 'customers' in relation to problems at work.

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Career development

 1Agency types
o 1.1Traditional Agency
o 1.2Headhunters
o 1.3In-House Recruitment
o 1.4Passive Candidate Research Firms / Sourcing Firms
 2Process
o 2.1Sourcing
o 2.2Screening and selection
o 2.3On boarding

 3Internet Recruitment / Websites

o 3.1Job search engines

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 Agency Types

The recruitment industry has four main types of agencies. Their recruiters aim to channel
candidates into the hiring organizations application process. As a general rule, the
companies, not the candidates, pay the agencies.

Traditional Agency

Also known as a employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agency’s books. Recruitment consultants then
work to match their pool of candidates to their clients' open positions. Suitable candidates
are short-listed and put forward for an interview with potential employers on a temporary
("temp") or permanent ("perm") basis.

Compensation to agencies takes several forms, the most popular:

 A contingency fee paid by the company when a recommended candidate accepts a

job with the client company (typically 20%-30% based and calculated of the
candidates first-year base salary), which usually has some form of guarantee (30-
90 days standard), should the candidate fail to perform and is terminated within a
set period of time (refundable fully or prorated)
 An advance payment that serves as a retainer, also paid by the company, non-
refundable paid in full depending on outcome and success (eg. 30% up front, 30%
in 90 days and the remainder once a search is completed). This form of
compensation is generally reserved for high level executive search/headhunters
 Hourly Compensation for temporary workers and projects. A pre-negotiated
hourly fee, in which the agency is paid and pays the applicant as a consultant for
services as a third party. Many contracts allow a consultant to transition to a full-
time status upon completion of a certain number of hours with or without a
conversion fee.

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 HEADHUNTERS

A "headhunter" is industry term for a third-party recruiter who seeks out candidates, often
when normal recruitment efforts have failed. Headhunters are generally considered more
aggressive than in-house recruiters or may have preexisting industry experience and
contacts. They may use advanced sales techniques, such as initially posing as clients to
gather employee contacts, as well as visiting candidate offices. They may also purchase
expensive lists of names and job titles, but more often will generate their own lists. They
may prepare a candidate for the interview, help negotiate the salary, and conduct closure
to the search. They are frequently members in good standing of industry trade groups and
associations. Headhunters will often attend trade shows and other meetings nationally or
even internationally that may be attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidate’s annual compensation). Due to
their higher costs, headhunters are usually employed to fill senior management and
executive level roles. Headhunters are also used to recruit very specialized individuals;
for example, in some fields, such as emerging scientific research areas, there may only be
a handful of top-level professionals who are active in the field. In this case, since there are
so few qualified candidates, it makes more sense to directly recruit them one-by-one,
rather than advertise internationally for candidates. While in-house recruiters tend to
attract candidates for specific jobs, headhunters will both attract candidates and actively
seek them out as well.

In-House Recruitment

Larger employers tend to undertake their own in-house recruitment, using their human
resources department. In addition to coordinating with the agencies mentioned above, in-
house recruiters may advertise job vacancies on their own websites, coordinate internal
employee referrals, and work with external associations, trade groups and/or focus on

13
campus graduate recruitment. Alternatively a large employer may choose to outsource all
or some of their recruitment process (recruitment process outsourcing).

Passive Candidate Research Firms / Sourcing Firms

These firms provide competitive passive candidate intelligence to support company's

recruiting efforts. Normally they will generate varying degrees of candidate information
from those people currently engaged in the position a company is looking to fill. These
firms usually charge a per hour fee or by candidate lead. Many times this uncovers names
that cannot be found with other methods and will allow internal recruiters the ability to
focus their efforts solely on recruiting.

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RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem.

Scientifically .In it, we study the various steps that are generally adapted by a researcher
in studying his research problem along with logic behind them.

Research design:
In a stratified random sample, the population is first divided into relatively internally
homogeneous groups, or strata , from which random samples are drawn .This
stratification results in a greater representative ness.

Data collection

Primary Secondary

Primary data collection

Questionnaire consists of a number of questions printed in a definite order on a form. It is

free from the bias of the interviewer.
Questionnaire: This device is appropriate for this project as this project emphasizes on the
working procedure of the people in the organization, moreover it is free from the bias of
the interviewer as answers are in respondent’s own words.
Respondents have adequate time to give well thought answers. Respondents, who are not
easily approachable, can also be reach conveniently. Large samples can be made use of
and thus the results can be made more reliable and dependable.

Primary data Questionnaire

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Secondary data collection-

Reference books, Internet, journals, reports, records statistics and other sources of
published information.

Internet

Books
Secondary data
Brochure

Newspaper

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 LIMITATIONS OF THE STUDY

 Time is the real factor, which affects the study i.e. the time duration of eight
weeks for the project work, is very short span of time to conduct effective study.

 Some departments are remaining untouched to this exercise. Hence it does not
bring complete picture of organization’s competence level.

 Employees need, expectation and behavior vary from one person to another.
During survey some employees show keen interest in topic and give their views
and on the other hand some employees don’t show any interest and help
wholeheartedly in my survey.

 Scarcity of needful printed documents on the topic.

 All the employees and officers were found very busy in their working hours.

 Many a times my guide and others executives were not available in their seats
because they were busy in their allied work so as a researcher I have to visit many
a times to meet them and discuss on my topic.

 The questionnaire being objective type could not have provided much opportunity
for employees to give much ideas and suggestions.

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CHAPTER - 2

COMPANY

PROFILE

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COMPANY PROFILE

ACCENTURE

The team behind ACCENTUREconsultancy services has a total HR and Service industry
experience of more than a decade. As we said it's the team, which makes your corporate
entity a success story. We at ACCENTUREcan help you build the team you have been
looking for, from the front end associates of your organization to the top line executives
who can formulate and implement the winning strategies.

When we look closely at the leading organizations of the globe-PUNJ

LLOYED,L&T(LARSEN AND TUBRO),TECHNIP,BECHTEL,TVS, VIPUL, INDIAN
OIL, HDFC SALES, NET LIFE, AXIS BANK, INDUSTRIAL BANK it is the team,
which made the difference. And that is where we would like to assist you.

One could argue that the HR field dates back to the first working arrangements between
master craftspeople and their apprentices. Before the industrial Revolution, working
arrangements involved close relationships between mentors and apprentices dedicated to
learning a particular trade. Apprentices were often required to live in the shop or home of
the master craftsperson. If an apprentice was injured or sick, the master's family was
responsible for restoring the young worker's health and welfare. Master and apprentice
shared in good times and bad, in profit and in loss.

The usefulness of this age-old relationship came to an abrupt end with the advent of the
Industrial Age. In one powerful stroke, the notion of work moved from guilds and home
shops to steam-driven factories. The introduction of the assembly line brought a need for
low-skilled employees capable of performing repetitive tasks. Management philosophy at
the turn of the century was epitomized by Henry Ford, who often wondered why workers
brought their heads to work when all he really needed was their hands and feet.

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Assembly line production required that large numbers of people come together for work,
but these workers were interchangeable and, to some extent, expendable, because few
skills were required for most factory jobs. Employers' attentions focused on consumer
demands, the speed at which new machines produced goods and the processes that drove
production -- concerns that were sometimes placed well ahead of the needs of employees.

ACCENTURE deals with these companies:

TheACCENTURE.dealswith various companies of engineering, banking as well as

insurance sector. The company’s we deal in are as follows: -

 PUNJ LLOYED,

 L&T(LARSEN AND TUBRO),

 METLIFE INDIA,

 TECHNIP,

 JCB,

 BECHTEL,

 TVS,

 VIPUL,

 INDIAN OIL,

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 HDFC SALES,

CHAPTER - 3

LITERATURE
REVIEW

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 LITERATURE REVIEW

RECRUITMENT

Recruitment is the process of locating and encouraging potential applicants to apply for
existing or anticipated job openings. It is actually a linking function, joining together
those with jobs to fill and those seeking jobs. Recruitment, logically, aims at

1) Attracting a large number of qualified applicants who are ready to take up the job if it’s
offered and

2) Offering enough information for unqualified persons to self-select themselves out

(For Example: The recruitment ad of a foreign bank may invite applications from
chartered accountants who have cleared the CA examination in the first attempt only)

Edwin B Flippo

Defined recruitment as “process of searching for prospective employees and

stimulating them to apply for jobs in the organization.

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 Objectives of Recruitment

1. To attract people with multi-dimensional skills and experiences that suits the present
and future organizational strategies.

2. To induct outsiders with a new perspective to lead the company.

3.To infuse fresh blood at all levels of the organization.

4. To develop an organizational culture that attracts competent people to the company.

5. To search or head hunt people whose skills fit the company’s values.

6. To devise methodologies for assessing psychological traits,

7. To seek out non-conventional development grounds of talent,

8. To search for talent globally and not just within the company.

9. To design entry pay that competes on quality but not on quantum,

10. To anticipate and find people for positions that does not exist yet.

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RECRUITMENT:

Matchingthe Need of Applicants and Organizations

Organization need for high Potential applicants need for

Quality employees Internal Applicants suitable job

Sub-systems of Recruitment

The recruitment consists of the following sub-functions:

1. Finding out and developing the sources where the required number and kind of
employees will be available.

2. Developing suitable techniques to attract the desirable candidates.

3. Employing the techniques to attract candidates.

4. Stimulating as many candidates as possible and asking them to apply for jobs
irrespective of number of candidates required.

Management is responsible for producing the human resource plan, senior management
for supporting it. Implementation is likely to be most effective if it carries the support of

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the workforce, normally achieved through consultation with trade union or other
employee representatives.

Producing a human resource plan involves:

 forecasting staffing requirements against business objectives

 assessing the available supply of people to meet those requirements
 Matching available supply against forecast demand.

Management has to attract more candidates in order to increase selection ratio (i.e.
number of applications per one job vacancy) in order to select the most suitable
candidates out of the total candidates. Recruitment is positive as it aims at increasing the
number of applicants and selection is somewhat negative as it selects the suitable
candidates in which process the unsuitable are automatically eliminated. Though, the
function of recruitment seems to be easy, a number of factors make performance of
recruitment a complex one.

Economic Environment

Social Environment

Technological Environment
Factors Affecting Recruitment

Political Environment

Legal
Environment

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Economic Environment:

Economic conditions quietly influence the recruitment process in all organizations.

Liberalization, Privatization and Globalization (LPG era) have contributed to the growing
demand for management graduates possessing fund-raising,riskmanagement,and
marketing skills initially. Companies have to resort to extensive advertising (newspaper,
campus hiring,searchfirms,employee referrals etc) for recruiting people with requisite
skills. However by late 90s,the rules of the game changed dramatically. Recession in
sectors such as software,automobiles,pharmaceuticalsetc.,has forced companies to cut
down recruitment costs drastically by resorting to less expensive media advertising only.
In early 2000,once again, created great demand for people having engineering, research
design skills.Recruiters,notsurprisingly,are back in the arena in a big way, exploiting the
opportunities through various means.

Social Environment:

Major social changes in the past two decades have caused organizations to place
increased emphasis on recruitment.Modern employees look for a satisfying career in
place of “just a job”. If the opportunities for career growth are missing in an organization,
theydonot hesitate to leave and go in search of greener pastures outside. If the
organization is not aware of-and is insensitive to – prevailing social values and norms, the
recruitment efforts could go back off the track.

Technological Environment :

New technologies create new jobs. The existing jobs undergo a rapid change. As a result,
sometimes applicants with unusual combinations of skills and knowledge must be found.
After liberalization program several old jobs have disappeared. At the same time, there is
chronic shortage of people with requisite skills and knowledge especially in the fields of
software,telecommunication,insuranceetc.In such a scenario, companies have to step up
their recruitment efforts to compete successfully for the small number of suitable
candidates available in the market.

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Political Environment:

In the late 80s,’equal employment opportunity’ had become a major slogan in corporate
circles.Companies realized that employment needs must be defined in terms of ability to
perform the job, not in terms of race, color ,sex or national origin. Phrases such as “only
men need apply”and “age 25-35 group preferred” no longer appeared in the advertisement
for job vacancies. Factors such as influence of unions, recommendations of friends and
relatives of management also play an important role in influencing recruitment policies
followed by a firm.

Legal Environment:

The different legislative policies governing child labor,night shift work,bonded

labor,contract labor,reservation, ‘sons of soil’ have brought the legal environment to be a
major item to be looked into carefully by all companies intending to recruit people for
various positions.

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SOURCES OF RECRUITMENT :

Sources of Recruitment

Internal Sources External Sources

Internal Sources :

Persons who are already working in an organization constitutes the internal sources.Ex –
Retrenched employees, retired employees,dependent of deceased employees.

External Sources:

External sources lie outside an organization.Ex – Employees working in another

organization,Job aspirants registered with employment exchanges, Students from
educational institutions, Referred candidates, Unsolicited applicants/walk ins

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 METHODS OF RECRUITMENT:

Methods of Recruitment

Internal Methods Direct Methods Indirect Methods Third Party Methods

INTERNAL METHODS

Promotions &Transfers

Internal Methods
Employee Referrals

Job Posting

1) Promotion&Transfer:

Promotion involves movement of an employee from a lower level position to a

higher level accompanied by changes in duties, responsibilities, status and value.
Transfer involves lateral movement within the same grade, from one job to
another by change in duties and working conditions,etc but not unnecessarily
salary. This method certainly allows people greater scope to experiment with their

29
 careers, kindly ambitions and motivating them to take a shot at something they
might otherwise never has considered..

2) Jobposting:

In this method, the organization publicizes job openings on bulletin boards,

electronic media and similar outlets.The advantage of this method is that it offers
a chance to highly qualified applicants working within the company to look for
growth opportunities within the company without looking for greener pastures
outside.

3) EmployeeReferrals:

Employee Referrals means using personal contact to locate job opportunities. It is a

recommendation from a current employee regarding a job applicant. The logic behind
this is that “it takes one to know one”.

DIRECT METHODS

Direct Methods Campus Recruitment

Campus Recruitment:
It is a method of recruiting by visiting and participating in college campuses and their
placement centers.
Advantage of this method include:
The placement centers helps locate applicants and provides resumes to organizations;
applicants can be prescreened; applicants will not have to be lured away from a current
job and lower salary expectations. On the negative front, this method means hiring people

30
 with little or no work experience. The organizations will have to offer some kinds of
training to the applicants, almost immediately after hiring.

INDIRECT METHODS

Indirect Methods Advertising

Advertising:

These include advertisement in newspaper;trade,professional and technical journals; radio

and television; etc.This method is appropriate when a) the organization intends to reach a
large target group and b) the organization wants a fairly good number of talented people –
who are geographically
Spread out.The variety of advertisement available to a company is Newspapers
ads,television and radio ads.

THIRD PARTY METHODS

Private Search Firms

Third Party Methods

Internet Recruiting

Unsolicited Applicant/Walk-in

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1) Private Employment Search Firms :

A Search firm is a private employment agency that maintains computerized lists of

qualified applicants and supplies these to employers willing to hire people from the list of
a fee. Private search firms have many plus points to their credit. They have many contacts
and are especially good at contacting qualified, currently employed candidates who are
not actively looking to change jobs. They can keep the firm’s name confidential till the
deal is struck. They can advertise vacancies on their own pre-screen hundreds of
applicants and identify the right candidates in a highly professional way. On the negative
side, the fees charged by search firms could be very high.

2) EmploymentExchanges:

As a statutory requirement, companies are also expected to notify(wherever the

Employment Exchanges Act,1959,applies) their vacancies through the respective
Employment Exchanges, created all over India for helping unemployed youth, displaced
persons ex- military personnel, physically handicapped etc.
As per the Act, all employers are supposed to notify the vacancies arising in their
establishments from time to time – with certain exemptions – to the prescribed
employment exchanges before they are filled.

3) Gate Hiring and Contractors:

Gate Hiring (where job seekers, generally blue collar employees, present themselves at
the factory gate and offer their services on a daily basis),hiring through contractors,
recruiting through word - of – mouth publicity are still in use – despite the many
possibilities for their misuse – in the small scale sector in India.

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4) Unsolicited Applicants/Walk-ins:

Companies generally receive unsolicited applications from job seekers at various points
of time. Such applications are generally kept in a data bank and whenever a suitable
vacancy arises, that would intimate the candidate to apply through a formal channel. One
important problem with this method is that the job seekers generally apply to a number of
organizations and when they are actually needed by the organization,either they are
already employed in other organizations or simply not interested in the position.

5) Internet Recruiting:
In recent years most companies has developed their own website a list job openings on it.
The website offers a fast, convenient and cost effective means for job applicants to submit
their resumes through the Internet. There are a variety of websites available where
applicants can submit their resumes and potential employers can check for qualified
applicants. Some websites are -: www.jobsahead.com, www.headhunters.com,
www.naukri.com, www.monsterindia.com, www.timesjobs.com.

The Recruitment Process

A vacancy presents an opportunity to consider restructuring, or to reassess the

requirements of the job. This assessment is valid whether it is to fill an existing job or a
new one. Ask questions such as:

 has the function changed?

 have work patterns, new technology or new products altered the job?

 are there any changes anticipated which will require different, more flexible skills
from the jobholder?

33
Answers to these questions should help to clarify the actual requirements of the job and
how it fits into the rest of the organization or department. Exit interviews, or consultation
with the current job-holder and colleagues may well produce good ideas about useful
changes.

Writing a good job description or job specification helps in the process of analyzing the
needs of the job.

Job Description /Job Specification:

This should detail the purpose, tasks and responsibilities of the job. A good job
description should include:

 Main purpose of the job - try to describe this in one sentence

 Main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining',
'calculating', instead of vaguer terms like 'dealing with', 'in charge of'

 Scope of the job - expanding on the main tasks and the importance of the job. Job
importance can be indicated by giving information such as the number of people
to be supervised, the degree of precision required and the value of any materials
and equipment used.

A good job description is useful for all jobs. It can help with induction and training. It
provides the basis for drawing up a person specification - a profile of the skills and
aptitudes considered essential and desirable in the job-holder. It enables prospective
applicants to assess themselves for the job and provides a benchmark for judging
achievements.

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Persons Specification

Drawing up the person specification allows the organization to profile the ideal person to
fill the job. It is very important that the skills, aptitudes and knowledge included in the
specification are related precisely to the needs of the job; if they are inflated beyond those
necessary for effective job performance, the risk is that someone will be employed on the
basis of false hopes and aspirations, and both the employer and employee will end up
disappointed in each other.

Another good reason not to set unnecessary requirements is to avoid any possibility of
discrimination against particular groups of potential applicants. The very process of
writing a job and person specification should help the employer to develop and
implement a policy of equal opportunity in the recruitment and selection of employees.

Factors to consider when drawing up the specification include:

 skills, knowledge, aptitudes directly related to the job

 the type of experience necessary
 the competencies necessary
 education and training but only so far as is necessary for satisfactory job
performance, unless the person is being recruited on the basis of future potential
(eg. graduate trainees), when a higher level of education may be specifiedany
criteria relating to personal qualities or circumstances which must be essential and
directly related to the job, and must be applied equally to all groups irrespective of
age, sex, race, age, nationality, creed, disability, membership or non-membership
of a trade union. To do otherwise is potentially discriminatory.

35
Application forms

Application forms can help the recruitment process by providing necessary and relevant
information about the applicant and their skills. The design of the form needs to be
realistic and straightforward, appropriate to the level of the job.

Using application forms has the following advantages:

 Comparing like with like is easier. CVs can be time-consuming and may not
provide the information required

 they provide the basis for an initial sift(filter), and then for the interview

 the standard of completion can be a guide to the candidate's suitability, if

writing and presentation skills are essential to the job; however, be aware of
the possibility of disability discrimination

 They provide a record of qualifications, abilities and experience as stated by

the applicant.

Care also needs to be taken over some less positive aspects of application forms:

 There is a temptation to use application forms to try to extract too much

information, eg. motives, values and personality characteristics. The form should
concentrate on the experience, knowledge and competencies needed for the job.

 Some people may dislike filling in forms and so be put off applying for the job.
Some very experienced people may find the form inadequate, whilst those with
little in the way of qualifications or experience may be intimidated by large empty
spaces on the form

36
  Application forms add another stage, and therefore more time, to the recruitment
process. Some candidates may be lost if they can obtain work elsewhere more
quickly

 Application forms may inadvertently be discriminatory. For instance, to require a

form to be filled out 'in your own handwriting', where written English is not
relevant to the job, may discriminate against those for whom English is not their
first language, or who may not have well-developed literacy skills.

Any information such as title (marital status), ethnic origin or date of birth requested for
monitoring purposes (eg for compliance with the legal requirements and codes of practice
on race, sex, disability and age discrimination) should be clearly shown to be for this
purpose only, and should be on a separate sheet or tear-off section. Such information need
only be provided on a voluntary basis. Medical information should also be obtained
separately and kept separate from the application form.

Complexity of the Function of Recruitment

Performing the function of recruitment i.e. increasing the selection ratio is not as easy as
it seems to be. This is because of the hurdles created by the internal factors and external
factors which influence an organization. The first activity of recruitment i.e. searching for
prospective employees is affected by many factors like

1. Organizational policy regarding filling up of certain percentage of vacancies by

internal candidates.

2. Local candidates (sons of soil).

3. Influence of trade unions;

4. Government regulations regarding reservations of certain number of vacancies to

candidates based on community/region/ caste/ sex.

37
The other activity of recruitment is consequently affected by the Internal factors
such as:

1. Working conditions;

2. Promotional opportunities;

3. Salary levels, type and extent of benefits;

4. Other personnel policies and practices;

5. Image of the organization;

6. Ability and skill of the management to stimulate the candidates.

It is also affected by External factors like:

1. Personnel policies working conditions, salary, benefits, employee relations etc.

2. Career opportunities in other organizations;

3.Government regulations.

SELECTION

To select means to choose. 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.

38
 Steps in Selection Process

Hiring Decision Step 8

Reference Checks Step 7

Medical Examination Step 6

Selection Interview Step 5

Selection Tests Step 4

Application Blank Step 3

Screening Interview Step 2

Reception Step 1

Selecting the best candidate

Whatever form the applications take, there may be a need to sift them before moving on
to the interview stage. Such a sift serves to match the applicants as closely as possible to
the job and person specification and to produce a shortlist of people to interview. To
avoid any possibility of bias, such sifting should be undertaken by two or more people,
and it should involve the direct line manager/supervisor as well as personnel. The sifting
stage can also help the organization by providing feedback on the advertising process and
the suitability of the application form. It can also identify people who might be useful
elsewhere in the organization. If references or medicals are to be taken up before the
invitation to interview stage, it should be made clear on the application form/information
pack sent to the applicant.

If your organization believes that pre-employment health screening is necessary, you

must make sure it is carried out in a non-discriminatory way:  for instance, do not single

39
out disabled people for medical assessment. If a report from any individual's doctor is
sought, then the individual must give permission, and they have the right to see the report
(Access to Medical Reports Act 1988).

The candidates who best match the specifications may then be invited for interview. The
invitation letter should tell candidates that they should advise the organization in advance
if any particular arrangements need to be made to accommodate them on arrival or during
the interview; for instance, ramp access or lighting levels. The invitation letter should also
clearly state whether the organization will pay the candidate's reasonable travel expenses
for the interview.

The Decision

In some companies there will be a personnel or human resource specialist who will
undertake most of the sifting and short listing. It is very important that the line
manager/supervisor for the job also be involved, both at the job and person specification
stage and at the interview stage. The final selection will thus normally be a joint decision,
except in those very small companies where only a line manager/supervisor is available to
do the recruitment of staff. Gaining the commitment of the immediate manager/supervisor
by involving them in the selection process can be vital to ensuring that the new employee
is settled successfully into the organization. It may be useful both for the candidates to see
the environment in which they would be working, and, if they are to be part of a team, for
the current team members to meet the candidate.

There is a variety of methods available to help in the selection process - including

interviews, tests (practical or psychometric), assessment centers, role plays and team
exercises, to name a few. Usually a range of methods will be used by the organization
depending on the type of job to be filled, the skills of the recruiter and the budget for
recruitment.

40
 Selection Techniques

Interview:

Most jobs are filled through interviews. The interview has two main purposes - to find out
if the candidate is suitable for the job, and to give the candidate information about the job
and the organization. Every candidate should be offered the same opportunities to give
the best presentation of themselves, to demonstrate their suitability and to ask questions
of the interviewer.

A structured interview designed to discover all relevant information and assess the
competencies of the applicant is an efficient method of focusing on the match between
job and candidate. It also means that there is a consistent form to the interviews,
particularly important if there are a number of candidates to be seen.

Unstructured interviews are very poor for recruiting the right person. The structured
interview is most likely to be effective in obtaining specific information against a set of
clearly defined criteria. However, not every manager is skilled at interviewing, and may
not be able to judge efficiently the applicant's skills and competencies. Ideally all
interviewers should receive training, including the equal opportunities aspects of
recruitment and the relevant legislation.

Interviews need not be formal. The length and style of the interview will relate to the job
and the organization. Some vacancies may call for a formal interview panel, some for a
less formal, one-to-one interview. The interviewer(s) should consider the job and the
candidates when deciding on the nature of the interview.

The interviewer should prepare by:

41
  reading the application form, job and person specifications to identify areas which
need further exploration or clarification

 planning the questions. In some interviews it is appropriate to ask only one or two
questions to encourage the candidate to talk at length on certain subjects. In others
it may be better to ask a series of short questions on several different areas.

If there is more than one interviewer, different people can cover different topics,
e.g. job

 Knowledge, training, qualifications. Do not ask for personal information or views

irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are
you planning to have children in the next few years?'

 Being ready for the candidates' questions, and trying to anticipate what additional
information they may seek.

Conducting the interview

Conduct the interview in an environment that will allow candidates to give of their best.
Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s),
and show them cloakroom facilities, etc.

If possible, let the candidate have a brief tour of the place of work. This is particularly
useful in the case of people new to the job market (school-leavers, returning men and
women), who may have little or no experience of what to expect in a workplace. It may
also prove valuable in offering an additional opportunity to assess the candidate's
interaction with possible colleagues.

Consider whether any adjustments need to be made to accommodate an interviewee who

has indicated a disability on the application form - it is easy to overlook simple
adjustments that may be reasonable to make:

 candidates with hearing impairment may not only need to be able to clearly see
the interviewer as they are talking, but may need communication support if they
are not to be placed at a disadvantage

42
  is there an alternative to steps for access to the building? Can the interview take
place elsewhere, where access might be easier for someone with a physical
disability?

It is common that both interviewer and candidate are nervous. Thorough preparation will
help both of you. Be careful not to fill silences by talking too much - the aim of the
interview is to draw information from the candidate to decide if they would suit the job.
The candidate should do most of the talking.

Nevertheless, the interviewer will want to encourage candidates to relax and give of their
best in what is, after all, a somewhat unnatural setting. It is important to keep the
conversation flowing, and the introductions and initial 'scene-setting' can help all parties
settle to the interview.

Practical Tests

If the job involves practical skills, it may be appropriate to test for ability before or at the
time of interview. This is generally acceptable for manual and word processing skills, but
less useful for clerical and administrative posts. Telephone skills are increasingly in
demand, and candidates for telesales/call centre work will almost invariably be asked to
undertake a practical test. Any tests must, however, be free of bias and related to the
necessary requirements of the job. Consideration in giving any tests must include the
objectives of such a test, the efficiency of the method selected, the numbers of candidates
(and vacancies), the costs and benefits of such a method.

Psychometric and psychological tests including biodata

There are numerous tests commercially available which can assist in measuring aspects of
personality and intelligence such as reasoning, problem solving, decision making,
interpersonal skills and confidence. Although many large organizations have used them
for a number of years, they are not widely used, and some tests are considered
controversial - for instance, those that assess personality. Any organization considering
the use of psychometric or psychological tests should refer to the guides available, and
make sure they have the need, skills and resources necessary.

43
Tests should never be used in isolation, or as the sole selection technique. Where a
decision is made solely on the automatic processing of personal data, an applicant may
require, under the Data Protection Act 1998, that the organization reconsiders any
rejection or make a new decision on another basis.

Bio-data (short for biographical data), is a questionnaire format with multiple choice
answers. The questions are of a biographical nature and answers are scored according to
the scoring key developed by the employer. In general bio-data is successfully used only
by really large employers, who have a large throughput of applicants. Use of bio-data,
like other tests, needs careful control to avoid any possibility of discrimination or
invasion of privacy.

Think carefully before using any test - is it actually necessary for the requirements of the
job? Is the test relevant to the person/job specification? What is the company policy about
using tests, storing results and giving feedback to the candidate? Marking criteria must be
objective, and the record sheets should be retained in accordance with the Data Protection
legislation.

Assessment centers Role plays & Team exercises

Assessment centers are often used by large organizations making senior management or
'fast-stream' graduate appointments. Exercises, sole and group, may take place over a few
days, normally in a residential setting. The individual may also be required to make
presentations and to take part in role-plays or team events.

Making Decision

Decide whom to employ as soon as possible after the interview/test/assessment. Use of a

structured scoring system helps here, particularly one that is based on the applicants'
competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and
'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to
oneself in the candidate). Structured scoring allows the organization to weight some
elements or competencies if desired and to compare a candidate's score with the job

44
specification 'ideal' score - although care must be taken when considering the results that
a high overall score doesn't mask a low score in a crucial area.

Write up notes immediately after the interview - recording relevant answers and detail.
This is not only for the decision-making process but also to provide feedback to the
candidate if requested. Bear in mind the provisions of the Data Protection Act 1998,
which will enable the candidate to ask to see interview notes where they form part of a
'set' of information about the candidate - for instance, the application form, references
received and so on, or the full personnel file if the candidate is already working for the
organization. Be aware also that your reasons for appointing or not appointing a particular
candidate may be challenged under discrimination legislation.

Inform all the applicants of the outcome as soon as possible, whether successful or
unsuccessful. Keep in touch if the decision is delayed.

Try to give positive feedback to unsuccessful candidates on any aspects they could
reasonably improve for future success. It is sensible to maintain a favorable view of the
organization among the applicants - there may be future job vacancies for which they
would be suitable and for which you would wish them to apply. Failure to get one job
does not necessarily mean unsuitability for other jobs with the organization. You may
want to keep CVs or applications on file for future matching. Also bear in mind that
applicants and their families may be your customers as well as potential employees, so it
makes business sense to treat them fairly and courteously.

References and checking

State on the application form when any references will be sought, and do not approach a
current employer unless the candidate has given express permission. If references are
sought, they will be most effective if you include a job description with the request, with
structured, relevant questions that will enable you to gain accurate further information
about the candidate's abilities. Do not ask for personal information or for conjecture about
the applicant. Remember too that completing a reference takes time and proper
consideration, so only seek such references if you believe they are necessary and

45
appropriate. A simple form confirming dates of employment, capacity and particular
skills may be satisfactory.

The holding of particular qualifications, training or licenses may be important to the job,
and it is reasonable to ask candidates for proof. If checks on such qualifications are to be
made, it is good employment practice to make sure the applicant knows, and that copies
of any relevant documents will be held on their personnel file.

The timing of reference and qualification checks is variable. It is often the case that
references are taken up at shortlist or offer stage, and the candidate may be asked to bring
documentary evidence of qualifications to the interview. Job offers are sometimes made
'subject to satisfactory references being received', but this is not advisable. The referee
may simply fail to provide any kind of reference. There is no legal requirement to do so.

Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is
withdrawn on those grounds, the organization could face legal action by the applicant.
The organization needs a policy of what to do in

Circumstances such as the non-supply of a reference - an initial 'probationary' period

might be an acceptable way of proceeding.

RECRUITMENT IS DISTINCT FROM EMPLOYMENT AND

SELECTION

Once the required number and kind of human resources are determined, the management
has to find the places where required human resources are or will be available and also
find the means of attracting them towards the organization before selecting suitable
candidates for jobs. All this process is generally known as recruitment.

Some people use the term ‘recruitment’ for employment. These two are not one and the
same. Recruitment is only one of the steps in the entire employment process. Some others
use the term recruitment for selection. These two terms are not one and the same either.

46
Technically speaking the function of recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and attracting
them to apply for jobs in an organization, whereas the selection is the process of finding
out the most suitable candidate to the job out of the candidates attracted. Formal
definition of recruitment would give clear cut idea about the function of recruitment.

Recruitment vsemployment: Building Employer Brand Equity

Recruitment is the process of searching for prospective employees and stimulating them
to apply for jobs in the organization & Selection is the process of picking individuals who
have relevant qualifications to fill jobs in an organization

In these days of a full-blown talent war, building your company’s brand image as an
employer is extremely crucial. But companies often give very little importance to what
seem to be inconsequential issues to their top managers who are usually completely
focused only on the top line and the bottom line at the exclusion of other crucial issues.
This article takes a look at some common mistakes.

A joke despite being a joke can help us focus on a very significant issue that can make or
mar a company’s brand equity in the talent market. Provided by a management friend, let
me share it with you:

Once upon a time a highly successful Human Resources manager met with an accident
and died. Her soul arrived in heaven where she was received at the gates by St Peters.

“Welcome to Heaven,” he said. “Before you get settled in though, we have a small
problem. You see, strangely enough, we’ve never once had a Human Resources Manager
make it this far and we’re not really sure what to do with you.”

“No problem, just let me in,” said the woman.

“Well, I’d like to, but I have higher orders. What we’re going to do
is let you have a day in Hell and a day in Heaven and then you can choose whichever one
you want to spend an eternity in.”

“Actually, I think I’ve made up my mind, I prefer to stay in Heaven,” said the woman.

47
“Sorry, we have rules…

And with that St Peters put the executive in an elevator and it went down-down-down to
hell.

The doors opened and she found herself stepping out onto the putting green of a beautiful
golf course. In the distance was a country club and standing in front of her were all her
friends – fellow executives that she had worked with and they were well dressed in
evening gowns and cheering for her. They ran up and kissed her on both cheeks and they
talked about old times. They played an excellent round of golf and at night went to the
country club where she enjoyed an excellent steak and lobster dinner.

She met the Devil who was actually a really nice guy (kind of cute) and she had a great
time telling jokes and dancing. She was having such a good time that before she knew it,
it was time to leave. Everybody shook her hand and waved goodbye as she got on the
elevator.

The elevator went up-up-up and opened back up at the gates of heaven and found St
Peters waiting for her.

“Now it’s time to spend a day in heaven,” he said. So she spent the next 24 hours
lounging around on clouds and playing the harp and singing. She had a great time and
before she knew it her 24 hours were up and St Peters came and got her.

“So, you’ve spent a day in hell and you’ve spent a day in heaven. Now you must choose
your eternity.” The woman paused for a second and then replied, ‘Well, I never thought
I’d say this, I mean, Heaven has been really great and all, but I think I had a better time in
Hell.”

So St Peters escorted her to the elevator and again she went

down-down-down back to Hell. When the doors of the elevator opened she found herself
standing in a desolate wasteland covered in garbage and filth. She saw her friends we
redressed in rags and were picking up the garbage and putting it in sacks.

The Devil came up to her and put his arm around her.

48
“I don’t understand,” stammered the woman, “yesterday I was here and there was a golf
course and a country club and we ate lobster and we danced and had a great time. Now all
there is a wasteland of garbage and all my friends look miserable.”

The Devil looked at her smiled and said “Yesterday we were recruiting you, today you’re
an employee.”

The moral of the story: never make the mistake of giving a bloated and rosy picture of
your company while recruiting. Let the prospective new recruit know exactly what is in
store for him or her in terms of working conditions, leave rules, any fine print in the
compensation package or employee contract document, canteen and refreshment
facilities, appearance policies if any, any other standard rules or procedures that may be
specific to your particular industry especially in case the new recruit is coming from
another industry, etc.

In short, try to give the new recruit as much of a complete idea as possible about the new
organization that she/he is joining. It is also often a good idea to take the new recruit
around the office to show her/him the exact workplace where she will be assigned – the
particular cubicle or office area where she will sit and the colleagues she will have around
her. Many companies abroad do this as a standard policy to ensure that the employee can
feel comfortable and be productive right from the day she/he joins.

You will be surprised to find out how much of an impact that such an approach can have
on both the attrition and retention rates as well as on your company’s brand equity as an
employer.

Ultimately, HR is all about human relations. Never neglect that in all your work,
especially when recruiting – usually a time when you as a HR manager will get the best
opportunity to make the first impression as an employer on a new employee.

Importance of Good Recruitment & Selection

Recruiting people who are wrong for the organization can lead to increased labor
turnover, increased costs for the organization, and lowering of morale in the existing
workforce. Such people are likely to be discontented, unlikely to give of their best, and
end up leaving voluntarily or involuntarily when their unsuitability becomes evident.

49
They will not offer the flexibility and commitment that many organizations seek.
Managers and supervisors will have to spend extra time on further recruitment exercises,
when what is needed in the first place is a systematic process to assess the role to be
filled, and the type of skills and abilities needed to fill it.

Most recruitment systems will be simple, with stages that can be followed as a routine
whenever there is a vacancy to be filled, and which can be monitored and adapted in the
light of experience.

This booklet describes the main features of such systems, and other
related issues. Systems should be:

 efficient - cost effective in methods and sources

 effective - producing enough suitable candidates without excess and ensuring the
identification of the best fitted for the job and the organization
 fair - ensuring that right through the process decisions are made on merit alone.

To achieve the objective of this project I have drawn an analysis, which is based on two
grounds. Firstly my analysis is based on the face-to-face discussions and secondary data
available through the Questionnaire filled by the working procedure of the people in the
organization. I have prepared this questionnaire in order to gather maximum information
to study the knowledge & ideas of people regarding recruitment & selection.

50
 CHAPTER - 4

DATA
ANALYSIS

51
 ANALYSIS AND INTERPRETATION

1) Is Recruitment a mere vacancy – filling function?

Yes No
20% 80%

20%

80%

OBSERVATIONS:
It is observed that 20% it is mere vacancy- filling function & 80% it is not.
YES – 20%
NO – 80%

2) According to you what kind of function the recruitment is?

52
 Simple Little bit complex Complex
5% 30% 65%

5%
30%

65%

OBSERVATIONS:
It is observed that 5% recruitment function is simple,30% little bit complex
& 65% complex.

SIMPLE– 5%
LITTLE BIT COMPLEX– 30%
COMPLEX – 65%

53
3) Is true to say that recruitment matches the needs of applicants
&organizations?

YES NO
100% 0%

100%

OBSERVATIONS:
It is observed that 100% it matches the needs of applicants
&organizations.
YES – 100%
NO – 0%

54
4) Does recruitment provides a satisfying career in place of “Just a
Job”?

Yes No Some extent Large extent

50% 0% 20% 30%

30%

50%
20%

OBSERVATIONS:
YES – 50%
NO – 0%
SOME EXTENT – 20%
LARGE EXTENT- 30%

5) The recruitment through employee referrals method is right?

55
 Yes No Some extent Large extent
20% 20% 40% 20%

20% 20%

20%
40%

OBSERVATIONS:

YES – 20%
NO – 20%
SOME EXTENT – 40%
LARGE EXTENT- 20%

6) What do you think to be recruited equally means to be selected?

56
 YES NO
0% 100%

100%

OBSERVATIONS:
It is observed that recruitment doesn’t mean selection.
YES – 0%
NO – 100%

7) According to you Selection Process is?

57
 Simple Series of hurdle Series of steps
10% 20% 70%

10%
20%

70%

OBSERVATIONS:
It is observed that selection process is 10% simple, 20% series of hurdle&
70% series of steps.
SIMPLE – 10%
SERIES OF HURDLE – 20%
SERIES OF STEPS – 70%

58
CHAPTER - 5

CONCLUSION

59
CONCLUSION

 It was found that recruitment is not just to fill a position of an organization.

 Recruitment is very complex function. It is not as simple as people think about it.

 It 100% matches the needs of applicants & of organization

 Recruitment helps in providing satisfying career in place of “Just a Job”.

 There are various methods of recruitment and employee referral is one of them but
people are not satisfied from it up to large extent as it may create partiality,
biasness.

 Recruitment is totally different from selection. It is not necessary that if anyone is

recruited then he is selected for that position.

 Selection process is series of steps. It comprises various steps.

 The most reliable & valid tests for selections on the basis of performance.

 Selection of an individual through a consultant’s recruitment is a win-win

situation for both organizations& the selected one.

 Good recruitment and selection affects the organization. Good recruitment can
decrease labor turnover, decrease costs for the organization, and increase morale
in the existing workforce.

60
 RECOMMENDATIONS & SUGGESTIONS

As we know that nothing is perfect in itself, it always needs something every time. So
from the above discussion, there are some suggestions and recommendations that are to
be made during recruitment & selection process. So following are the some
recommendations that should be done.

These are:

 The candidate who is recruited should be offered enough information regarding

his position & his all curiosities should be cleared.

 If campus recruiting is used then HR Department should ensure that recruiters are
knowledgeable concerning the jobs that are to be filled.

 The recruiter must be professionally trained.

 During selection interview, stress interview and time taking interviews should be
used.

 Panel interview is the best among all selection interviewed and it should be used.

 Biasness should be avoided during selection.

61
ANNEXERIES
 QUESTIONNAIRE

1) Is Recruitment a mere vacancy – filling function?

a)Yes b) No

2) According to you what kind of function the recruitment is?

a)Simple
b) Little bit complex

c) Complex
3)Is is true to say that recruitment matches the needs of applicants
&organizations?
A) Yes
B) No

4) Does recruitment provides a satisfying career in place of “Just a Job”?

A) Yes
b) No
C) To some extent
D) to large extent

5) The recruitment through employee referrals method is right?

A) Yes
b) No
c) Some extent
D) Large extent
6) What do you think to be recruited equally means to be selected?
A) Yes
b) No

7) According to you Selection is

A) Simple & Straight method
B) A series of hurdles
C) A series of steps

8) The most reliable & valid tests for selection are

a)Attitude test
b) Intelligence test
c) Personality test
d) Performance test

9) Do you think that selection of an individual through a consultant’s

recruitment is a win-win situation for both organizations& the selected
one?
A) Yes
B) No
 BIBLIOGRAPHY

 HR reports

 Indian Management

 HR Magazines

 Economic Times

 Times of India

 www.google.com

www.hrcite.com