INTRODUCTION: Human Resource is a basic need of any work to be done.

Human resources are a term used to describe the individuals who comprise the workforce of an organization. The use of the term 'human resources' by organizations to describe the workforce capacity available to devote to the achievement of its strategies has drawn upon concepts developed in Organizational Psychology. According to ARTHUR LEWIS: There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in human behaviors The Term Paper is all about Recruitment and Selection Process that is an important part of any organization. Recruitment highlights each applicants skills, talents and experience. Their selection involves developing a list of qualified candidates, defining a selection strategy, identifying qualified candidates, thoroughly evaluating qualified candidates and selecting the most qualified candidate. Recruitment forms a major part of an organization's overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short to medium-term. The case is all about Recruitment and Selection. It is about how a company recruit and select their employees. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective these initiatives need to include how and when to source the best recruits internally or externally. Selection may be defined as the process by which the organization chooses from among the applicants, those people whom they feel would best meet the job requirement, considering current environmental condition. The objective is to study the recruitment and selection procedure that should be followed, and to study the various sources of recruitment. CASE:
M is the recruiter for Company XYZ. Ms company is one of the leading and most innovative organizations in the retail consumer goods industry. The Vice of Marketing (the hiring manager) of the organization just received notice that her Director of Marketing for a glove accessories product line will be leaving at the end of July, 2009.As the recruiter, it will be your responsibility to work with the hiring manager to identify a diverse candidate pool and find a great Marketing Director.

To start the recruitment project, M needs to develop a recruiting strategy, as well as, a selection strategy that will facilitate a smooth and successful process. In the process, M needs to develop

strong selection tools to evaluate all potential candidates. This would include, but would not be limited to, interviews, reference checks and/or tests.

Once established a process, M needs to execute her recruiting strategy. It will be very important to find someone who has solid experience within retail consumer goods or other consumer product industries.

As part of the recruiting project, Ms manager (the Director of Human Resources) gave a job description that will aid in finding the best people. The manager has also scheduled M to meet with the hiring manager to discuss recruitment and selection plan to fill the open board positions. For that meeting, M needs to come prepared to communicate and discuss the hiring process and timeline.

2nd You are the recruiter for Company ABC. Your company is one of the leading and most innovative organizations in the retail consumer goods industry. The Vice of Marketing (the hiring manager) of the organization just received notice that her Director of Marketing for a glove accessories product line will be leaving at the end of July, 2009.

As the recruiter, it will be your responsibility to work with the hiring manager to identify a diverse candidate pool and find a great Marketing Director. You will need to act fast because it will be critical to replace the position before the beginning of the current incumbent leaves.

To start your recruitment project, you will need to develop a recruiting strategy, as well as, a selection strategy that will facilitate a smooth and successful process. In your process, you will need to develop strong selection tools to evaluate all potential candidates. This would include, but would not be limited to, interviews, reference checks and/or tests.

Once you have established a process, you will need to execute your recruiting strategy. It will be very important to find someone who has solid experience within retail consumer goods or other consumer product industries.

As part of the recruiting project, your manager (the Director of Human Resources) has given you a job description that will aid you in finding the best people. She has also scheduled you to meet with the hiring manager to discuss your recruitment and selection plan to fill the open board positions. For that meeting, you need to come prepared to communicate and discuss the hiring process and timeline. The Director of Product Development and product development team are relying on you to find them a new leader who will have an impact on the organization! Instructions:

Review job description at www.generatorgroup.net. Under Careers in the keyword(s) window you will enter 1952 and the Marketing Director job description should appear. It is understandable that you will not be knowledgeable about this field and industry. It is your approach, your thinking and your ability to be creative that will be the most important part of this project.

Define and outline the hiring process which you will communicate and use during the recruitment process. For example, how will you move candidates who meet the qualifications through the hiring process?

Develop a recruiting strategy that will outline your recruiting method and the recruitment sources used to identify and recruit prospective candidates. Think about targeted companies, agencies, professional associations, Internet, etc.

Develop a selection tool with a minimum of five interview questions that will help you screen potential candidates. It is recommended you should a combination of the different types of interview questions (i.e. behavioral).

Develop reference check questions that will help the hiring manager learn how to best manage the person should they be hired.

The assignment is due at the beginning of class on May 18, 2009. All documents must be typed, doublespaced, 12-point font, free from grammatical/typographical errors and no longer than two pages. Additionally, please include your name, date, and class in the upper left.

EARLY PRACTICES:

People have always needed to find others for employment, but the field of recruitment and selection is a relatively modern development. The development of standardized tests such as IQ led gradually to the modern field of human resources (HR) recruitment. Early History The U.S. Army in World War I practiced some early methods of selection, using the IQ test to place recruits in specific positions. This use of a standardized test to rank individuals became adopted by many companies. Legislative Effects Legislation passed during the middle of the 20th century restricted certain hiring practices. Equal opportunity legislation and the expansion of protected classes slowly made previous questions illegal. According to the Department of Labor, current interview practices must be structured to respect these protected classes. Modern Day Selection Modern day selection techniques revolve around finding the applicant most suitable for the position. According to "Recruitment and Selection", 94 percent of companies use behavioral interviews to rank their applicants. These questions select applicants with the best skills for the position.

History of Recruitment There are lots of jobs to fill; not enough candidates, and many are poorly qualified; arcane laws around hiring; and fierce competition for talent. Sound familiar? You could be a recruiter for the Roman army in the 4th century B.C. In the collections of the British Museum, there is a decree signed by Julius Caesar in 55 B.C., promising a reward of 300 sestertii to any soldier who brought another to join the Roman army. This is the first known example of an employee-referral program. And, its a generous one at that: The amount represented a third of a soldiers annual pay. It reflected how serious the Romans were about finding soldiers. They had the first known recruiters and faced many of the same challenges we have today.

Keeping this huge organization staffed up was no small task, since wars were common, turnover was high, and there was a constant need for soldiers and other personnel. In addition to soldiers, the army needed engineers, medical staff, surveyors, carpenters, veterinaries, hunters, and armorers, even soothsayers. As a consequence, the Romans created many of the practices we have today to get the best talent.

Finding soldiers was no easy task, as the Romans had high standards, were saddled with many arcane requirements in hiring, and had plenty of competition for talent. Anyone joining the army had to be a Roman citizen; capable of marching 18 miles while wearing the full uniform, armor, and weapons; and carry 60 pounds of supplies. Despite good pay and bonuses, the somewhat hazardous work environment meant that people did not flock to the army. So, sourcers traveled the length and breadth of the Empire to find suitable candidates. But laws imposed by the Roman Senate made this task more complicated. A citizen could not just be hired into any position. Roman society was divided into five classes that determined where one could work in the army. The most wealthy, the first class, were the most heavily armed and were equipped with helmets and armor. They carried spears and swords. The lower classes bore lesser armament and weaponry; the fifth class carried no armor at all and was solely armed with slings. Needless to say, they didnt see much action and their accomplishments were not the stuff of legends. They did perform the vital service of digging latrines, but that didnt usually lead to being covered in glory. Something else maybe, but definitely not glory. METHODOLOGY: Recruitment and selection are the 2 key steps for hiring employees. Of these, recruitment and selection are typically the most challenging for employers. The keys to finding the right candidates at the right time and hiring them are being strategic and thinking about the organization's future. Recruitment Recruitment is the process of attracting prospective employees and stimulating them for applying job in an organization. Recruitment is the process of hiring the right kinds of candidates on the right job. Two Methods of Recruitment There are various methods of recruitment but for the sake of simplicity, they have been categorized under two broad headings. 1. External Recruitment Methods It refers to the practice of recruiting a candidate from the talent pool outside the recruiting organization. Press advertisements Educational institutes Placement agencies/outsourcing Employment exchanges Labor contractors Unsolicited applicants Employee referrals Recruitment at factory gate

2. Internal Recruitment Methods It refers to the practice of filling in vacancies in the organization from within the existing pool of the employees. Transfer Promotions Upgrading Demotion Retired employees Retrenched employees Dependents and relatives of decreased employees

Benefits and Importance of Recruitment: (1).Helps to create a talent pool of potential candidates for the benefits of the organization. (2).To increases the pool of job seeking candidates at minimum cost. (3).It helps to increase the success rate of selection process by decreasing the no of visits qualified or over qualified job applicants. (4).Helps in identifying and preparing potential job applicants who will be the appropriate candidature for the job. (5).Finally it helps in increasing organization and individual effectiveness of various recruiting techniques and for all the types of job applicants.

The Recruitment Process

Identify vacancy

Prepare job description and person specificatio n

Advertising the vacancy

Managing Responce

Shortlisting

Arrange Interviews

Conducting interview and decision making

Selection: Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. Selection is much more than just choosing the best candidate. It is an attempt to strike a happy balance between what the applicant can and wants to do and what the organization requires.

Importance of Selection Selecting the right employees is important for three main reasons: performance, costs and legal obligations. 1. Performance: At first, our own performance depends in part of our own subordinates. Employees with right skills will do a better job for any company and for the owner. Employees without these requisite skills or who are abrasive would not perform effectively and the company performance will suffer to a great extent. So there is a time to screen out undesirables and to choose the better and perfect candidate that can effectively contribute to company success. 2. Cost: Second, it is important because it is costly to recruit and hire employees so cost-benefit ratio have to be considered while hiring of employees in order to avoid any unnecessary wastage of money and the valuable resources .The total cost of hiring a manager could easily be 10 times as high as once one add search fees, interviewing time, reference checking, and travel and moving expenses. 3. Legal Obligations: Thirdly it is important because of the two legal implications of incompetent hiring. Firstly equal employment law requires nondiscriminatory selection procedures for selected groups. Secondly, courts will find the employer liable when employees with criminal records or other problems use access to customers homes to commit crimes. Lawyers call hiring workers with such backgrounds, without proper safeguards, negligent hiring. So the negligent hiring highlights the need to think through what the job human requirements are. So in order to avoid the concept of negligent hiring, it is necessary to make a systematic effort in order to gain relevant information about the applicant and verify all the documentation.

The Process of Selection:

Job Analysis Recruitment Application Form Written Examination Preliminary Interview Test Medical Examination Reference Check Line Managers Decision

(1) Reception (2) Screening Interview (3) Application Blank (4) Selection Tests (5) Selection Interview (6) Medical Examination (7) Reference Checks (8) Hiring Decisions Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the Applicant proceeds to the next.

Assessment Centre

An important tool in selectionprocess for assessing aptitude and performance; applied to a group of participants by trained assessors using various aptitude diagnostic processes in order to obtain information about applicants' abilities or development potential.

Selection Methods 1. Interviews - all types Interviews can take many forms and styles. The type of interviewing recommended throughout the University is Criteria-Based Behavioural Interviewing. This type of interviewing is based around the criteria identified in the person specification the essential and desirable criteria. It is therefore really important to prepare a good person specification right at the start of the recruitment process. It is also important to identify how each of the criteria will be assessed. Some items in the criteria e.g. a qualification, can be assessed by reference to the application form, these can be called the hard or factual criteria and can usually be assessed on the application form or c.v.

Other criteria, e.g. interpersonal skills, which can be called soft criteria can only be assessed through an interview. By clearly identifying your criteria on the person specification and how you intend to assess each of these, you will ensure that you are:

thoroughly checking each candidate against the right criteria able to plan the whole process to include any tests etc fairly applying the criteria to each candidate able to discriminate fairly between candidates not missing an important aspect of the requirements

The interview will tend to concentrate therefore on the soft criteria, though you will also be checking to make sure the candidate does possess the hard data they have claimed in their application. The interview will follow a structure and should be planned and prepared in advance. For more information on interviewing, you should really attend the training course. A few general tips on interviewing are included below: Purpose of an Interview: 1. Does candidate meet person specification knowledge, skills, experience, personal qualities, behaviours? 2. Does candidate know enough to decide this is right job and organisation for them? (so they stay) 3. Good impression of University? (even if not successful) General principles of Criteria-Based Behavioural Interviews 1. Recruit for attitude, train for skills 2. Best indicator of future behaviour is past behaviour 3. Evidence-based approach 4. Based on thorough person specification 5. Relaxed but not informal format 6. Candidate stretched not stressed

7. Probing questions not personal 8. Do not reveal personal views Good Interviews should: 1. Be friendly 2. Stretch the candidate 3. Make the candidate work/think hard 4. Should cover a lot of ground 5. Really test the candidates skills 6. Be very thorough 7. Be 80% to 90% of candidate talking Common Issues of Poor Interviews: 1. Interviewers talked too much 50% or more 2. Interviewers read out their questions 3. Questions long and complex 4. Interviewers did not probe 5. Candidates not given an opportunity to expand answers 6. Interview finished too quickly (before scheduled to finish) 7. Interviewer did not make much eye contact 8. Interviewer shuffling papers (obviously has not read cv prior to interview) Hints and Tips Dos 1. Prepare room for candidates comfort eg light, heat 2. Prepare yourself e.g. read c.v.s again 3. Prepare questions in advance 4. Use a prepared opening

5. Use pauses and silence 6. Open questions to start 7. Try to move smoothly from topic to topic 8. Ask one question at a time 9. Avoid jargon 10. Try to look interested! 11. Maintain eye contact 12. Keep notes to minimum but regular 13. Offer candidate the opportunity to ask questions Hints and Tips Donts 1. Dont accept glib answers make sure you probe. If they say they are good at something, how do they know? What evidence can they give you that this is true? 2. Dont do most of the talking you only collect evidence when the candidate is talking 3. Dont react violently to anything said, e.g. suddenly write a reply down when you have not taken any other notes 4. Dont criticize or argue, or deliberately provoke the candidate this style of interviewing relies on a good rapport to relax the candidate so that you can see them as they really are. Upset the rapport and they will not behave in their normal way 5. Lose eye contact with the candidate get colleagues to take notes from your questions so that you can keep the rapport A Typical Interview Plan 1. Introduction 2. Broad questions - gain sufficient understanding of experience and background 3. Criteria-based questions from Person Specification 4. Follow up probing questions - not scripted but from candidates responses 5. Each panel member to have assigned criteria

6. Chair to mop up if not enough searching questions 7. Candidates ask questions 8. Sell job, University, rewards and terms and conditions 9. Close Using the Interview Assessment Grids 1. Not just bureaucracy 2. Use as a tool to help discussion/decision 3. Complete the person criteria before you set questions and before the interview at short listing stage 4. Set your standards for each of the key person criteria (eg good communication skills) before you interview. Every person specification has communication skills as an important criteria but what does it mean in your job is it passing simple information to single enquirers, explaining complex information to groups of people, or persuading and influencing government departments to change their policies? 5. Share this understanding with the panel 6. Each panel member should assess each candidate separately and then in plenary 7. Remember, you should be looking for a body of positive and contrary evidence for any criteria, not relying on a single piece of evidence At the end of every interview: Did it go well, did you give the candidate every opportunity to state their case? 1. What was the opening like? 2. How was my rapport and body language with the candidate 3. What did I learn from their body language? 4. Did the questions work, were they clear and unambiguous? 5. Did we probe well? 6. Did we get the evidence we needed?

7. Were all the criteria covered? 8. What was the close like, were the next steps clear? 2. Presentations Presentations can be used in a variety of ways depending on how they relate to the job description and the normal working practices expected of the post. Example 1: for a post which is required to respond to a committee or the public in a very short timescale given a few facts, candidates could be asked to simply arrive early to the interview, be quickly briefed and given half an hour to prepare a 5 minute presentation, and deliver it orally with no supports. Example 2 : However, if the job requires a person to take time to prepare and deliver lectures of say 45 minutes, they would normally have time to prepare properly, so it would be unreasonable to give them the same task as the one above. They should receive the topic well in advance and have time beforehand to prepare their delivery. In assessing presentations, it is important to have the decided on the criteria against which each candidate will be marked. These could include criteria which will also be assessed at interview, but may take on a particular aspect e.g. communications skills could be assessed in the interview but will be mainly looking at how the person communicates with the panel and gets their points across, as well as how they interact with the members of the panel. In a lecture style presentation, the candidates communications skills to a large group will be assessed, which is much more formal delivery. Other criteria can be assessed in the presentation ability to assimilate information quickly could be included in Example 1 but not in 2. Strategic perspective skills might be included if the topic allows it. Judgement and self confidence could also be assessed through a presentation. For the panel of interviewers, it is important that they attend all the presentations if possible. If others are involved in assessing e.g. an audience for a lecture presentation, then the audience should be allowed to provide their views to the panel to make the process worthwhile. This may be done by asking the audience to email to one person on the panel, giving the audience a framework for their comments. This may not mean specifying all the criteria to them but perhaps asking them to comment on tone, delivery, content, suitability, interest, enthusiasm etc. Finally, the panel should be prepared to give feedback on candidates presentations. 3. Tests

It is possible that when defining the person specification criteria that some criteria prove hard to assess either through the application form or c.v., or via the interview. For example, if some IT skills are needed for the posts, such as Access database skills, how will you know that the candidates meet the standard that you are expecting in the job? A candidate can tell you or write down that they have these skills, and even describe how they use the system, but it is hard to be sure. If this is an important part of the role, it may be worth using a test. In this case, the recruitment advisor could assist you in developing a test to be used as part of the shortlisting process, perhaps to reduce a field of 12 candidates to 4 or 5 for interviews. There are also tests e.g. numerical reasoning, verbal reasoning, critical thinking, manual dexterity which can be bought off the shelf. We do not currently stock these but can access and deliver them on your behalf. 4. Psychometric tests These are particularly useful if you want to assess candidates for managerial or senior appointments or candidates for appointments where there is a special need for the post - such as strong relationship building skills. These types of test are especially good at assisting with assessing how candidates are likely to behave, for example, towards a manager, towards their peers, and towards their subordinates. They will often provide a profile which should be discussed with the candidate to check validity, as they are self perception questionnaires. Candidates should also be given feedback on the profile. The profile should be a part of the assessment, contributing perhaps up to 10% towards the final decision. They should be used carefully as they need to be used in the right way by properly trained assessors. If you have any questions regarding this page, please contact your HR/Recruitment Adviser

CONCLUSION:

The recruitment and selection are the important things to build a good workforce in the working environment of the company . The company sources of recruitment are very effective. The main source of internal recruitment is employee referral as rewards are provided to employee to encourage this kind of recruitment. It is one of the most reliable source of hiring the new employees Recruitment is a never ending process in the organization. Selecting the qualified and skilled candidate is the main motto of the organization .The excellent pattern of interview is followed in

case of selection process. Even though an HR manager has many challenges to face in order to ensure that the human resource department contributes to the bottom-line and emerges as a strategic partner in the business, it is Talent acquisition, that is the key determining factor in how well a Human resource department contributes towards the achievement of the overall objective of the organization and therefore is a daunting task for any HR manager

REASERCH METHODOLOGY In everyday life human being has to face many problems viz. social, economical, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out. Research was carried out at AVIVA LIFE INSURANCE Pvt .Ltd to find out the Recruitment and selection process.

DATA COLLECTION: Primary Data: Primary data was collected through survey method by distributing questionnaires to branch manager and other sales manager. The questionnaires were carefully designed by taking into account the parameters of my study. Secondary Data: Data was collected from books, magazines, web sites, going through the records of the organisation, etc. It is the data which has been collected by individual or someone else for the purpose of other than those of our particular research study. Or in other words we can say that secondary data is the data used previously for the analysis and the results are undertaken for the next process. Selection Methods Once the applicant pool has been narrowed and candidates have been assessed, it's time to make a selection decision. Remember to think long-term. Is the applicant qualified for the present job as well as future positions? Look for a candidate with solid experience and new ideas and a fresh perspective. Weigh his or her willingness to learn. Also, no matter the industry, market conditions inevitably will change; select someone who not only can adapt, but also can flourish under those conditions. Don't discount candidates who are making career changes. For example, someone with five years of corporate-sector experience can bring a strategic view to a nonprofit organization, while someone from a nonprofit who has made the most with limited resources can bring a fresh approach to a corporation. Be sure to consider other needs such as diversity, and to follow the guidelines of the Equal Employment Opportunity Commission.