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CHAPTER: 1 Aspirationz Management Pvt.

(INTERNSHIP)

 1.1 HISTORY

Established in 2012, Aspirationz is an executive search firm specializing in middle and senior
management profile. Our Team carries rich experience and have a proven track record in sectors
such as IT, ITES, Banking & Finance, Courier & Logistics, KPO, FMCG, etc.

 1.2 COMPANY INFORMATION

Aspirationz is a privately owned and managed by two young professionals.
1) Asif Sayed
2) Shoeb Khan

Integrity, Transparency and Enhancing Client Satisfaction are the guiding business principles in
all the transactions.
Aspirationz shall continue to maximize value creation for its clients, employees in a sustainable
manner.

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 1.3 WORKING AT ASPIRATIONZ

Aspirationz provides an excellent platform for ambitious people with the right capacities to make
considerable career progress within a short period of time.
Aspirationz offers you space and time to determine the speed and direction of your career
development yourself.
You can grow into a versatile HR, Administrator or into a Business Unit Manager.

 1.4 SOURCES OF RECRUITMENT:

Are as follows, they are categories in two sub class:
 INTERNAL SOURCES:
 EXTERNAL SOURCES:

 INTERNAL SOURCES
Internal sources are used by this organization such as present employees, former employees,
employee referrals, previous applicant for recruitment purpose. These internal sources are
used but very rarely whereas external sources are used frequently.

 EXTERNAL SOURCES
Advertisement:-
Advertisement used by the organization for recruitment purpose:-
 Job Posting
 Mass Mailing
 Bulk Messages
 Job Portals
 Social Networking Sites

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 1.5 SELECTION PROCESS:

Main things taken into consideration while selecting the candidate are:-
 Basic qualification
 Presentation Skills
 Communication Skills
 Confidence

 Management Profile:

Aspirationz Team is a group of enterprising, self-motivated, dynamic & qualified professionals

working towards a common goal "client satisfaction". Aspirationz Management Pvt” team
comprises of MBAs, Graduates from reputed institutes. Average age of Employee is 32 years.

 Vision:

To provide HR Solutions of International standards through value added services.

To establish our company amongst the LARGEST players in all departments of our core
competency.

 Mission:

To provide innovative, professional and personalized services to the Corporate World through
HR Solutions.
To maintain Quality Management System with an objective to achieve the desired quality in
every activity.
To increase the numbers of Clients.
To increase Aspirationz Management Pvt Direct Manpower Strength to 50.
To establish our new Area Offices at Pune & Navi Mumbai.
To ensure review and improvements in areas like Employee Compensation, Satisfaction, Soft
Skill Training, Welfare Measures, HR practices & Overall Employee Growth within the
Organization. To practice quality improvement process and achieve a significant improvement in
business results.

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Commitment:

We at Aspirationz Management Pvt are committed to provide high-end consultancy services to

our esteemed clients in terms of Temp Staffing, Recruitment & KPO.
We focus our commitment by contributing to our society in terms of providing jobs to potential
job seekers in the market, generating awareness and providing customized solutions to Corporate
Houses.

 1.6 Learning Objective:

 Why was this organization selected?

 This organization was selected because I had to complete my Internship Program for the
year 2016- 2017.
 Also Human Resource is a field where I would be interested to work in after my
Graduation.
 While working with Aspirationz, I got to know different kinds of people, interact with
them.
 I even got to know my potential.
 When you are a part of human resource you interact with mainly 3 set of people.

1) Clients - (Direct Customers)

 CONVERGYS
 MINACS (ADITYA BIRLA)
 SITEL INDIA
 TECH MAHINDRA
 WIPRO
 SERCO

3) Management - (Your seniors)

4) Candidates - (Indirect Customers)

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 About the work culture?

 Main domain or the income generation section for the organization was Human
Resource.
 Located in one of the Prime Locations in Mumbai
 IJMIMA Towers, 5th Floor, Office No.530, Mind space.

 1000 sq. feet including the second floor which was Sufficient to work for 15 people
which was the total strength of Aspirationz.
 Also it had enough space to accommodate more than 20 Candidates if there was a bulk
hiring scheduled after discussing with the Clients.

 1.7 Recruitment Procedure at Aspirationz in short:-

1) Collect data:
I.e. Candidate Information from various Sources.
Source:-
 Times Job
 Shine.com
 Naukri.com
Paid data collected from partners.
References from current candidates.

2) Research and Development:

In our R&D phase we put our efforts to search for the right competency levels on the parameters
of Skill, Experience, Stability and Performance.
By ranking the candidates on these parameters we select and share the quality candidates with
our clients.

3) Preliminary Screening & Interview:

With the selection of candidatures we are engaged in preliminary screening where we assess
them on Key Result Areas (KRA’s),
Compensation Package, Job Title, Job Location and other details. Our team of consultants
personally conducts their interviews to assess the candidate competency.

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4) Client Interview:
After the initial screening and validation we refer the candidate for the client interview where the
client can directly assess the capability and potential of the candidate.

5) Formal Reference Check:

With the positive feedback from the client, we make a formal reference check about the
candidate regarding his Education details,
Work Experience and other basic details.

6) Closure:
The last phase of the process is the negotiation and the handholding phase where we negotiate
for the salary package, joining date and offer letter.
Also, we continue to maintain our relationship with both our client and selected candidate to
ensure smooth integration of the candidate in the organization.

 What type of organization?

 It is an organization held mainly for its recruitment and selection business for their client
companies, apart from that they also have their publishing house.
 Wherein book publications are done.
 They are into every aspect of recruitment may it be BPOs, KPOs, Hotel Industries,
Aviation, Publishing or whatsoever.

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 1.8 HIERARCHY OF THE ORGANIZATION

(AT ASPIRATIONZ)

Asif & Shoeb

Managing
Director

Himangi Aman
HR Manager HR Manager

Payal Kaynath Melvin

Sr Executive HR Sr Executive HR Sr Executive HR

Pooja
Executive HR

There were more than 15 employees along with me in my organization.

14 subordinates and 7 seniors, wherein the seniors helped me and directed me in understanding
the organization.
It was very productive that, I got to learn about the main domain in HR i.e. Recruitment and
Selection Processes.
As theoretical knowledge wasn’t sufficient, I could even learn more and more about the market
the kind of work culture.
The work culture was casual, there was no restriction on clothes, and timing was feasible
enough, I mostly did recruitment understood people and their requirement.

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CHAPTER: 2 RECRUITMENT

 2.1 INTRODUCTION

People are integral part of any organization today. No organization can run without its human
resources. In today’s highly complex and competitive situation, choice of right person at the
right place has far reaching implications for an organization’s functioning. Employee well
selected and well placed would not only contribute to the efficient running of the
organization but offer significant potential for future replacement. This hiring is an important
function. The process of hiring begins with human resource planning (HRP) which helps to
determine the number and type of people on organization needs. Job analysis and job design
enables to specify the task and duties of hobs and qualification expected from prospective job
HRP, job analysis, hob design helps to identify the kind of people required in an organization
and hence hiring. It should be noted that hiring is an ongoing process and not confined to
formative stages of an organization. Employees leave the organization in search of greener
pastures, some retire and some die in the saddle. More importantly an enterprises grows,
diversifies, take over the other units all necessitating hiring of new men and women. In fact
the hiring function stops only when the organization ceases to exist.
Hiring involves two board activities:-
i) Recruitment:
ii) Selection:

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 RECRUITMENT:-

The word ‘recruitment’ has many meaning and plays an important role. Employees leave the
organization in search of greener pastures- some retire some die in saddle. The most important
thing is that enterprise grows, diversifies, and takes over other units-all necessitating hiring of
new men and women. In fact recruitment functions stop only when the organization ceases to
exist. To understand recruitment in simple terms it is understood as process of searching for
obtaining applications of job from among from whom the right people can be selected. To define
recruitment we can define it formally as it is a process of finding and attracting capable
applicants for employment. The process begins when new recruit are sought and ends when their
application are submitted. The result is a pool of applicants from which new employees are
selected. Theoretically, recruitment process is said to end with receipt of application in practice
the activity extends to the screening applicants as to eliminate those who are not qualified for
job.

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 2.2 PURPOSE AND IMPORTANCE:-

The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes are to:
1. Determine the present and future requirement of the organization in conjunction with its
personnel planning and job analysis activities;
2. Increase the job pool of job candidates at minimum cost;
3. Help increase the success rate of the selection process by reducing the number visibly under
qualified or job application;
4. Help reduce the probability that job applicants, once recruited selected, will leave the
organization only after a short period of time;
5. Meet the organizations legal and social obligation regarding the composition of its workforce;
6. Being identifying and preparing potential job applicants who will be appropriate candidates;
7. Increase organization individual effectiveness in the short term and long term;
8. Evaluate the effectiveness of various recruiting technique and sources for all types of job
applicants.
9. The purpose of recruitment is to attract a wide selection candidates to fill a job vacancy.
10. From this group, candidates can narrowed down according to skills, qualifications and job
specifications.
11. Recruitment in an organization precedes selection.
12. Recruitment expedites the process of selection.
13. It helps in creating a wide pool of prospective employees and select the right candidate for
the right jobs from this pool.

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 2.3 FACTORS AFFECTING RECRUITMENT

There are a number of factors that affect recruitment. These are broadly classified into
Two categories:
1. Internal factors:
2. External factors:

 INTERNAL FACTORS:-
The internal factors also called as “endogenous factors” are the factors within the organization
that affect recruiting personnel in the organization.
Some of these are:-

 Size of the organization:

The size of the organization affects the recruitment process. Larger organization finds
recruitment less problematic than organization with smaller in size.

 Recruiting policy:
The recruitment policy of the organization i.e. recruiting from internal sources and external
sources also affect the recruitment process. Generally, recruitment through internal sources is
preferred, because own employees know the organization and they can well fit in to the
organization culture.

 Image of the organization:

Image of the organization is another factor having its influence on the recruitment process of the
organization. Good image of the organization earned by the number of overt and covert action by
management helps attract potential and complete candidates. Managerial actions like good public
relations, rendering public service like building roads, public parks, hospitals and schools help
earn image or goodwill for organization. That is why chip companies attract the larger numbers
of application.

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 Image of the job:

Better remuneration and working conditions are considered the characteristics of good image of
a job. Besides, promotion and carrier development policies of organization also attract potential
candidates.

 EXTERNAL FACTORS:-
Like internal factors, there are some factors external to organization, which have their influence
on recruitment process. Some of these are given below:-

 Demographic factors:
As demographics factors are intimately related to human beings, i.e. employees, these have
profound influence on recruitment process. Demographic factors include age, sex, Literacy,
economics status etc.

 Labor market:
Labor market condition I.e. supply and demand of labor is of particular importance in affecting
recruitment process. E.g. if the demand for specific skill is high relative to its supply is more than
for particular skill, recruitment will be relatively easier.

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 Unemployment situation:
The rate of unemployment is yet another external factor its influence on the recruitment process.
When the employment rate in an area is high, the recruitment process tends to simpler. The
reason is not difficult to seek. The number of application is expectedly very high which makes
easier to attract the best-qualified applications. The reserve is also true. With low rate of
unemployment, recruiting process tend to become difficult

 Labor laws:
There are several labor laws and regulations passed by the central and state governments that
govern different type of employment. These cover working condition, compensation, retirement
benefits, safety and health of employee in industrial undertakings.
The child Labor Act, 1986; for example prohibits employment of children in certain
employments.
Similarly several other acts such as the Employment Exchange Act,1958; The Apprentice Act,
1961; the Factory Act,1948; and The Mines Act, 1952 deal with recruitment.

 Legal consideration:
Another external factor is legal consideration with regard to employment reservation of jobs for
schedule tribes, and other backward class (OBC) is the popular examples of such legal
consideration. The supreme court of India has given its verdict in favor of 50 per cent of jobs and
seats. This is so in case admission in the educational institutions also.

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 2.4 INTERNAL SOURCES:-

 Present employees:
Promotions and transfer from among the present employees can be good sources of
recruitment. Promotion implies upgrading of an employee to a higher position carrying
higher status, pay and responsibilities. Promotion from among the present employees is
advantageous because the employees promoted are well acquainted with the organization
culture, they get motivated and it is cheaper also. Promotion from among the person
employees also reduces the requirement of job training. However, the disadvantage lies in
limiting the choice of the few people and denying hiring of outsiders who may be better
qualified and skilled. Furthermore, promotion from among present employees also results in
inbreeding, which creates frustration among those not promoted. Transfer refers to shifting
an employee from one job to another without any change in the position/post, status and
responsibilities. The need for transfer is felt to provide employees a broader and carried base,
which is considered necessary for promotion. Job rotation involves transfer of employees
from one job to another job on the lateral basis.

 Former employees:
Former employees are another source of applicant for vacancies to be filled up in the
organization. Retired or retrenched employees may be interested to e come back the company
to work on the part time basis. Similarly, some former employees who had left the
organization for any reason, any come back to work. This source has the advantages of hiring
people whose performance is already known to the organization.

 Employee referrals:
This is yet another internal source of recruitment. The existing employees refer to the family
members, friends and relatives to the company potential candidates for the vacancies to be
filled up in the organization

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. This source serves as the most effective methods of recruiting people in the organizations
because refer to those potential candidates who meet the company requirement known to
them from their own experience. The referred individuals are expected to be similar in type
in the of race and sex, for example, to those who are already working in the organization

 Previous applicant:
This is considered as internal source in the sense that applications from the potential
candidates are already lying with organization. Sometimes the organization contacts though
mail or messengers these applicants to fill up the vacancies particularly for unskilled or
semiskilled jobs
.
Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of its
advantage and disadvantage the same are spelled out as follows

 EVALUATION OF INTERNAL SOURCES:

 ADVANTAGES:

The advantages of the internal source of recruitment include the following:

 Familiarity with own employees:

The organization has more knowledge and familiarity with the strengths and weaknesses of
its own employees than of strange on unknown outsiders.

 Better use of the talent:

The policy of internal recruitment also provides an opportunity to the organization to make a
better use of talents internally available and to develop them further and further.

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 Economical recruitment:
In case of internal recruitment, the organization does not need to spend much money, time
and effort to locate and attract the potential candidates. Thus, internal recruitment proves to
be economical, or say, inexpensive.

 Improves morale:
This method makes employees sure that they would be preferred over the outsiders as and
when they filled up in the organization vacancies.

 A motivator:
The promotion through internal recruitment serves as a source of motivation for the employees
to improve their carrier and income. The employees feel that organization feel that organization
is a place where they can build up their life-long career.

 DISADVANTAGES:

The main drawback associated with the internal recruitment is as follows:

 Limited choice:
Internal recruitment limits its choice to the talents available within the organization. Thus, it
denies the tapping of talents available in the vast labor market outside the organization.
Moreover, internal recruitment serves as a means for “inbreeding”, which is never healthy for
the future organizations.

 Discourage competition:
In this system, the internal candidates are protected from competition by not giving
opportunity to otherwise competent candidates from outside the organization. This in turn,
develops a tendency among the employees to take the promotion without showing extra
performance.

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 Stagnation of skills:
With the feeling that internal candidates will surely get promoted, their skill in the
Long run may become stagnant or obsolete. If so, productivity and sufficiency of
Organization in turn, decreases.

 Creates conflicts:
Conflicts and controversies surface among the internal candidates, whether or not they
deserve promotion.

 2.5 EXTERNAL SOURCES:-

External sources of recruitment lie outside the organization. These outnumber internal
sources. The main ones are listed as follows:

 Employment exchanges:
The national commission labor (1969) observed in its report that in the pre-independence era,
the main source of labor war rural areas surrounding the industries. Immediately after
independence, national employment services were established to bring employer and job
seeker together. In response to it, the compulsory notification of vacancies act of 1959
(Commonly called employment exchange act) was instituted which become operative in
1960.the main functions of these employment exchanges with the branches in most cities are
registration of job seeker and tier placement in the notified vacancies. It is obligatory for
employer to inform about the outcome of selection within 15 days to the employment
exchange. Employment exchange is particularly useful in recruiting blue-collar, white- collar
and technical workers.

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 Employment agencies:
In addition to the government agencies, there are number of private agencies that register
candidates for employment and furnish a list of suitable candidates from the data bank as and
when sought by the prospective employer. Generally, these agencies select personnel for
supervisory and the higher levels. The main function of these agencies is to invite application
and short-list the suitable candidates for the organization
Of course, the representative of the organization takes the final decision on selection. The
employer organizations derive several advantages through this source. The time saved in this
method can be better utilized
Elsewhere by the organization. As the organizational identity remains unknown to the job
speakers, it, thus, avoid receiving letters and attempts to influence.

 Advertisement:
This method of recruitment can be used for jobs like clerical, technical, and managerial. The
higher the position in the organization, the more specialized the skills or the shorter the
supply of that resources in the labor market, the more widely dispersed the advertisement are
likely to be. For instance, the search for a top executive might include advertisements in a
national daily like the Hindu. Some employers/companies advertise their post by giving them
post box number of the name of some recruiting agency. This is done to particular keep own
identity secret to avoid unnecessary correspondence with the applicants.
However the disadvantage of these blind advertisement, i.e., post box number is that the
potential job seekers are the hesitant without unknowing the image of the organization, on
the one hand, and the bad image/ reputation that the blind advertisement have received
because of the organizations that placed such advertisements without position lying vacant
just to know supply of labor/ workers in the labor market, on the other. While preparing
advertisement, a lot of care has to be taken to make it clear and to the point.

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It must ensure that some self-selection among applicant take place and only qualified
applicant responds the advertisement copy should be prepared by using a four-point guide
called AIDA . The letters in the acronym denote that advertisement should attract Attention,
gain Interest, arouse a Desire and result in action
However, not many organizations mention complete detail about job positions in
there advertisement. What happened is that ambiguously worded and broad-based
advertisements may generate a lot irrelevant application, which would, by necessity,
increasing the cost of processing them.

 Professional Associations:
Very often, recruitment for certain professional and technical positions is made through
professionals association also called ‘Headhunters’. Institute of Engineers, All India
Management Association, etc., provide placement service to the members. The
professional associations prepare either list of jobseekers or publish or sponsor journal
or magazines containing advertisements for their member. It is particularly useful for
attracting highly skilled and professional personnel. However, in India, this is not a
very common practice and those few provide such kind service have not been able to
generating a large number of application.
Campus Recruitment.
This is another source of recruitment. Though campus recruitment is a common
phenomenon particularly in the American organizations, it has made rather recently. Of
late, some organizations such as HLL, HCL, L&T, Citibank, Cadbury ANZ Grind
lays, etc., in India have started visiting educational and training institute/ campuses for
recruitment purposes. Many Institutes have regular placement cells / offices to serve liaison
between the employer and the students. Tezpur Central University has one Deputy Director
(Training and Placement) for purpose of campus recruitment and placement.

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The method of campus recruitment offers certain advantages to the employer organizations.
First, the most of the candidates are available at one place; second, the interviews are
arranged at short notice; third, the teaching is also met; fourth, it gives them
opportunity to sell the organization to a large students body who would be graduating
subsequently. The disadvantages of this of recruitment are that organizations have to
limit their selection to only “entry’’ positions and they interview the candidates who
have similar education and experience, if at all.

 Deputation:
Another source of recruitment is deputation I.e., sending an employees to another
organization for the short duration of two to three years. This method of recruitment is
practice in a pretty manner, in the Government department and public sector organization
does not have to incurred the initial cast of induction and training.
However, the disadvantages of this of deputation is that deputation period of two/three
year is not enough for the deputed employee to provide employee to prove his/her mettle,
on the one hand, and develop commitment with organization to become part of it, on the
other.

 Word-of-mouth:
Some organizations in India also practice the “word-of-mouth’’ method of recruitment. In this
method , the word is passed around the vacancies or opening in the organization. Another
from of word-of-mouth method of “employee-pinching’’ i.e., the employee working
In another organization is offered by the rival organization. This method is economic, in
terms of both time and money. Some of the organization maintain a file applications and
sent a bio-data by a job seeker. These serve as a very handy as when there is vacancy in the
organization. The advantage of this method is no cost involved in recruitment. However, the
disadvantages of this method of recruitment are non- availability of the candidates when
needed choice of candidates is restricted to a too small number

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 Raiding or Poaching:
This is another sources of recruitment whereby the rival firm by offering terms and
conditions, try to attract qualified employees to join the. This raiding is a common feature in
the Indian organizations.
For instance, service executive of HMT left to join Titan Watch Company, so also exodus of
pilot from Indian Airlines to join the private air taxi operator. In fact, raiding has become
challenge for the human resource manager.
Besides these, walk - ins, contractors, radio and television, acquisitions and merger, etc., art
some other sources of recruitment used by organization.

 EVALUATION OF EXTERNAL SOURCES:

External sources are mixed of advantages and disadvantages

 ADVANTAGES:-

 Open process:

Being a more open process, it is likely to attract a large number of applicants/application. The, in
turn, widens it option of selection.

 Availability of Talented Candidates:

With the large pool of applicants, it becomes possible for organization to have talented
candidates from the outside. Thus, it introduces new blood in the organization.

 Opportunity to Select the Best Candidate:

With the large pool of applicants, selection process becomes competitive. This increases
prospects for selection the best candidates.

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 Provides healthy competition:

As the external members are supposed to be more trained and efficient. With such a background,
they work with the positive attitude and greater vigor. This helps create healthy competition and
conductive work environment in the organization.

 DISADVANTAGES:
However, the external sources of recruitment suffer from certain disadvantages too, these are:

 Expensive and time consuming:

This method of recruitment is both expensive and time consuming. There is no guarantee that
organization will get good and suitable candidates.

 Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiar with tasks, job nature
and the international scenario of the organization.

 Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discourages them to do the hard work.
This, in turn, boils down to decreasing productivity of the organization.

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 2.6 PHILOSOPHIES OF RECRUITMENT

The traditional philosophy of recruiting has been to get as many people to apply for
a job as possible. A large number of jobseekers waiting in queues would make the
final selection difficult, often resulting in wrong selection. Job dissatisfaction and
employee turnover are the consequence of this. A persuasive agreement can be made that
matching the needs of the organization to the needs of the applicants will enhance the
effectiveness of the recruitment process. The result will be a workforce which is likely to stay
with the organization longer and performs at a higher level of effectiveness. Two approaches
are available to bring about match. They are:

 Realistic Job Preview (RJP):

 Job Compatibility Questionnaire (JCQ):

 Realistic Job Previews (RPJ):

Realistic job preview provides complete job related information , both positive and
negative, to the applicants. The information provided will help job seekers to evaluate
the compatibility among the jobs and their personal ends before hiring decisions are
made. RJPs can result in self selection process- job applicant can decide where to
attend the interviews and tests for final selection or withdraw them the initial stage.
Research on realistic recruiting shows a lower rate of employee turnover in case of
employee recruited through RJPs, particularly for more complex jobs and higher level
of job satisfaction and performance, at the initial stage of employment. RJPs are
more beneficial for organization hiring at entry level, when there are unemployment.
Otherwise the approach may increase the cost of recruiting by increase the average
time it takes to fill each job.

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 Job Compatibility Questionnaire (JCQ):

The job compatibility questionnaire was developed to determine whether applicant
preferences for work match the characteristics of the job. The JCQ is designed to
collect the information on aspect of a job, which has bearing on employee
performance, absenteeism, and turnover and job satisfaction.
The underlying assumption of the JQC is that greater the compatibility between an
the jobseeker, the greater the profitability of employee effectiveness and longer the
tenure.
The JCQ is a 400- item instrument that measure job factors, which are related to
performance, satisfaction, turnover and absenteeism. Items cover the following job
factors: task requirement, physical environment, customer characteristics, peer
characteristics, leader characteristics, compensation preference, task variety, job
autonomy, physical demands, and work schedule.

 1.7 RECRUIMENT PROCESS

As stated earlier, recruitment is the process of location, identifying, and attracting capable
applications for jobs available in an organization. Accordingly, the recruitment process
comprises the following five steps:

 Recruitment planning;

 Strategy Development;

 Searching;

 Screening;

 Evaluation and Control.

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 Recruitment Planning:-
The first involved in the recruitment process is planning. Hire, planning involves to draft a
comprehensive job specification for the vacant position, outline its major and minor
responsibilities; the skills, experience and qualifications needed; grade and level of pay;
starting date; whether temporary or permanent; and mention of special condition, if
any, attached to the job to be filled.

 Strategy Development:-
Once it is known how many with what qualification of candidates are required, the
next step involved in this regard is to device a suitable strategy for recruitment the
candidates in the organization. The strategic considerations to be considered may include
issues like whether to prepare the required candidates themselves or hire it from
outside, what type of recruitment method to be used, what geographical area be
considered, for searching the candidates, which source of recruitment to be practiced,
and what sequence of activities to be followed in recruiting candidates in the
organization.

 Searching:-
This step involves attracting job seeders to the organization. There are broadly two sources
used to attract candidates. These are:
 Internal Sources

 External Sources.

 Screening:-
Through some view screening as the starting point of selection, we have considered it
as an integral part of recruitment. The reason being the selection process starts only
after the application have been screened and short listed.
Let it be exemplified with an example. In the Universities, application is invited for filling
the post of Professors. Application received in respond to invitation, i.e. advertisement are
screened and short listed on the basis of eligibility and suitability.

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Then, only the screened applicant are invited for seminar presentation and personal
interview. The selection process starts from here, i.e., seminar presentation or interview. Job
specification is invaluable n screening.
Applications are screened against the qualification, knowledge, skills, abilities, interest and
experience mentioned in the job specification. Those who do not qualify are straightway
eliminated from the selection process. The techniques used for screening candidates are vary
depending on the source of supply and method used for recruiting. Preliminary applications,
de-selections tests and screening interviews are common techniques used for screening the
candidates.

 Evaluation and control:-

Given the considerable involved in the recruitment process, its evaluation and control is,
therefore, imperative. The costs generally incurred in a recruitment process include:
 Salary of recruiters;
 Cost of time spent for preparing job analysis, advertisement, etc;
 Administrative expenses;
 Cost of outsourcing or overtime while vacancies remain unfilled;
 Cost incurred in recruiting unsuitable candidates.

In view of above, it is necessary for a prudent employed to try answering certain questions like:
 Whether the recruitment methods are appropriate and valid?
 Whether the recruitment process followed in the organization is effective at all or
not?

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 2.8 METHODS OF RECRUITMENT

Recruitment methods refer to the means by which an organization reaches to the potential
job seeker. It is important to mention that the recruitment methods are different from the
resources of recruitment. The major line of distinction between the two is that while the
former is the means of establishing links with the prospective candidates, the latter is
location where the prospective employees are available. Dunn and Stephen have broadly
classified methods of recruitment into three categories. These are;

 Direct Method;

 Indirect Method;

 Third Party Method.

Brief descriptions of these are follows:

 Direct Method:
In this method, the representatives of the organizations are sent to the potential candidates
in the educational and training institutes. They establish contacts with the candidates seeking
jobs. Person pursuing management, engineering, medical, etc. programmers are mostly
picked up the manner.
Sometimes, some employer firm establishes with professors and solicits information about
student with excellent academic records. Sending the recruiter to the conventions,
seminars, setting up exhibits at fairs and using mobile office to go to the desired
centers are some other methods used establish direct contact with the job seekers.

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 Indirect Method:
Indirect methods include advertisements in the newspaper, on the radio and television,
in professional journals, technical magazines, etc. this method is useful when organization
does not find suitable candidates to be promoted to fill up the higher posts.
When the organization want to reach out a vast territory, and when organization wants to fill up
scientific, professional and technical posts. The experience suggests that the higher the
position to be filled up in the organization, or the skill sought by the sophisticated one, the
more widely dispersed advertisement is likely to be used to reach too many suitable
candidates. Sometimes, many organizations go for what referred to as blind
advertisement in which only Box No. is given and the identity of the organization is
not disclosed. However, organizations with regional or national repute do not usually use
blind advertisements for obvious reasons.
While placing an advertisement to reach to the potential candidates, the following
three points need to borne in mind:
o To visualize the type of the applicant one is trying recruit;
o To write out a list of the advantages the job will offer;
o To decide where to run the advertisement, i.e., newspaper with local,
o State, nation-wide and international reach or circulation.

 Third Party Method:

These include the use of private employment agencies, management consultants,
professional bodies per associations, employee referral or recommendation, voluntary
organization, trade banks, labor contractors, etc., to establish contact with the job seekers.
Now, a question arises; which particular method is to be used to recruit employee in the
organization? The answer to it is that it will depend on the policy of the particular firm, the
position of the labor supply, the government regulations in this regard and agreements
with labor organizations. Notwithstanding, the best recruitment method is to look first
within the organization.

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 2.9 EFFECTIVENESS OF RECRUITMENT PROGRAM

Though there has so far not been evolved any formula such that makes recruitment program
necessitates having certain attributes such as:

A well – defined recruitment policy.

A proper organizational structure.

A well - laid down procedure for locating potential jobseekers.

A suitable method and technique for tapping and utilizing these candidates

A continuous assessment of effectiveness of recruitment program and incorporation of

suitable modifications from time to improve the effectiveness of the program.
An ethically sound fool-proof telling an applicant all about the job and its position, the
firm to enable the candidate to judiciously decide whether or not to apply and join the firm, if
selected.

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CHAPTER : 3 SELECTION

 3.1 MEANING AND DEFINATION:

Selection is the process of picking individuals (out of the pool of job applicants)
with requisite qualifications and competence to fill jobs in the organization. A formal
definition of Selection is:-

“ It is the process of differentiating between applicants in order to

identify (and here) those with a greater likelihood of success in a job.’’

Recruitment and selection are the two crucial in the HR process and are often used
interchangeably. There I, however, a fine distinction between the two steps. While recruitment
refers to the process of identifying and encouraging prospective employees to apply for jobs,
selection is concerned with picking the right candidates from the pool of applicants.
Recruitment is said to be positive in its approach as it seeks to attract as many candidates as
possible. Selection, on the other hand, is negative in its application in as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right candidates.

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 3.2 ROLE OF SELECTION

The role of selection in an organization’s effectiveness is crucial for at least, two reasons;
first, work performance depends on individuals. The best way to improve performance is to hire
people who have the competence and the willingness to work. Arguing from the employee’s
viewpoint, poor or inappropriate choice can be demoralizing to the individual concerned (who
finds himself or herself in the wrong job) and de-motivating to the rest of the workforce.
Effective selection, therefore, assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks about volumes of the
selection. Costs of wrong selection are greater.

 3.3 STEPS IN SELECTION PROCESS

STEP 1:
Preliminary Interview:
It is the initial stage of interview which is done by the organization to know about the candidate
information.
STEP 2:
Selection tests:
Whether this candidate must be selected or no, and if should be selected for what purpose.
STEP 3:
Employment interview:
The second stage of interview after the initial stage. For the final check.
STEP 4:
Reference and Background check:
The past re check of the previous job and documentation.
STEP 5:
Medical test:
This test is necessary for specific job to know about the employee’s health.
STEP 6:
Job Offer:
The final appointment letter is given along with the offer letter.

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 3.4 ORGANISATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned manner in
many organizations. In some companies, each department screened and hired its own employees.
Many managers insisted upon selecting their own people because they were sure no one else
could choose employee for them as efficiently as they themselves could. Not anymore. Selection
is now centralized and is handled by the human resources department.
Ideally, a selection process involves mutual decision-making. The organization decides
whether or not to make a job offer and how attractive the offer should be. The candidate decides
whether or not organization and the fob offer fit his or her needs and goal. In reality, the
selection process is highly one-side.
When the job market is extremely right, several candidates will be applying for a position,
and the organization will use a series of screening devices to hire the candidates it feels is
most suitable. When there is a shortage of qualified workers, or when the candidate is a
highly qualified executive or professional who is being sought after by several
organizations, the organizations will have to sweeten its offer and come to a quicker decision.

 3.5 NEW METHOD OF SELECTION

In recent years, HR specialists have found out new methods of selection. These approaches
are deemed to the alternatives to the traditional methods of selection.
Two intersecting alternatives are participative selection and employee leasing. Participative
selection that subordinates participates in the selection of their co-workers and supervisors. The
idea is that such participation will improve quality, increase support for the selected supervisors
and co-workers, and improve employee morale. In employee leasing, the client company leases
employees from a third part, not on a temporary basis, but rather ate leased as full-time, long-
term help.

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An interesting feature of this method is that the client company need not perform such
personnel activities as hiring, compensation or record keeping. The advantages of employee
Leasing are significant. The client is relived from many administrative burdens, as well as the
need to employ specialized personnel employees. Further, employees not recruited by one
client are sent to another client company for employment.

 3.6 SELECTION IN INDIA

Conditions of labor market largely determine the selection process. As is well known, we
have a strange paradox in our country. There is large-scale unemployment juxtaposed with
shortage of skilled labor. ‘No Vacancy’ boards are seen along with ‘wanted…’ hung on factory
gates everywhere’.
Unemployment prevails among people who are unemployable-individuals who have
acquires university degrees but do not possess any specific skills. Matriculates, B.A.’s, B.Com’s
and B.Sc.’s fall into this category. All the evils associated with selection –corruption, favoritism
and influence- are found in hiring these people. Selection is obviously, not systematic and times
bizarre too.
Selection practices in hiring skilled and managerial personnel are fairly well defined and
systematically practiced. Particularly in hiring managerial personnel and executives, a lot of
professionalism has come in, thanks to the realization that these individual are difficult to
come by and no effort is too excess to attract them. Specialist agencies to available whose
services are retained for hiring technical and managerial personnel. Merit and not favorite,
objectivity and subjectivity will be the criteria for such selections.

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 3.7 SELTION PROCESS FLOWCHART:

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CHAPTER: 4 CASE STUDIES

 4.1 INTER GOLD (INDIA) LIMITED MAN POWER PLANNING

1. The organization manpower is a process of forecasting future recruitment.

2. Development action plans to meet them.
3. Monitoring performance against the plan.
4. A forecast of the capabilities required on a given data in the near future in the light
of the business plans.
5. An inventory of the existing human resources.
6. An analysis of the internal environment and the external scenario and their influence
that are envisaged during the inverting period.
7. A summary of the kinds of action required achieving the desired capabilities.
8. A comprehensive plan to implement these actions.
9. A monitoring schedule and system for ensuring proper progress.

FORECAST OF FUTURE RECRUITMENT

This procedure establishes the organization objectives to be achieved by way of manpower

planning. The new techniques, new product lines and / or new facility which are implemented as
part of the organization expiation plans to project the recruitment of manpower intake for these
targets. When these project the requirements are identified, considerations to be given to internal
and external sources to make the ultimate objectives realistic and attainable. The time frame
should cover between 2-5 years. The HOD prepares a ‘Staff Demand Forest’ taking into
consideration the organization projected growth vies –a- vies the exciting departmental strength.
This will be forwarded to the P&A Department for future analysis.

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Recommendations for Human Resources Objectives are made by the members of the top
Management, (GM & Above), who will from the decision making group to authorized
manpower requirement and related action plan and formulate the manpower budget.
The P&A department is intimated of the selection decision by the MD/DMD. The P/A
Department prior to issue of letter of appointment is carried out checking of references if
required. The selected candidates are given ‘Letter of Offer ‘ as per (Annexure-9) by GM (P&A)
,which the candidates has to acknowledge as token of his acceptance of appointment.
The P&A Department prepares the letter of appointment. For senior management cadre
appointee (of level DGM & above), the letter of appointment is signed by the MD/DMD. GM
(P&A) will sign letter of appointment for other levels. The letter of employment contents date of
joining, designation, and Compensation package including allowable perquisites. Inter office
memos are used for communicating important. Recruitment related issues with other
departments.
The P&A Department is intimated of the selection decision by the MD/DMD. The P/A
Department prior to issue of letter of appointment is carried out checking of references if
required. The selected candidates are given ‘Letter of Offer’ as per (Annexure-9) by GM (P&A),
which the candidate has to acknowledge as token of his acceptance of appointment.

1. INVENTORY OF CURRENT RESOURCES:

This component establishes the basis for future actions in the plan. The inventory will cover
the number and type of person required with identified job positions and will take into
consideration the educational background, work experience and age group. Most of the inventory
data should be available in the existing personal files.

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2. ANALYSIS OF INTERNAL AND EXTERNAL INFLUENCE:

The future requirement and current resources should be established before future actions are
determined. Internal and external factor, which may influence the plan most, are to be identified
and analyzed.
This includes, eminent retirement, transfers and promotions and terminations and other
charges that effect the current personal population. On this basis, taking into consideration the
pervious trend, the P&A Department prepares a Manpower turnover statement.
Anticipation changes in the external environment that affects the business any internal change of
direction in the business itself.

3. (MOST) CORPORATE MISSION, OBJECTIVES, STRATEGIES

TACTICE :

Recruitment corporations have started linking their mission, objectives, strategies and tactics
(MOST) to the functions of recruitment and selection. The economic liberalizations and
consequent competition through quality and service necessitated the companies to search for and
attract competent human resources.
Corporation focusing on new business development will have to seek interregnal abilities,
companies planning to withdraw from diversification, must look for pragmatists and companies
chasing growth alliances should employ people comfortable in different cultural backgrounds.
Above all companies must hire for the future anticipation jobs that may not be in existence yet
recruitment managers must focus for attitudes and approaches that fit the corporate goals and
culture.

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4. RECRUITMENT POLICY

Recruitment policy of any organization is derived from the personal policy of the same
organization. In other words the former is a part of the latter. However, recruitment policy by
itself should take into considerations the government reservation policy, policy regarding sons of
soil etc., personal policies of other organization regarding merit, internal sources, social
responsibilities in absorbing minority sections, women etc.
Recruitment policy is like enriching the organization’s human resources serving the commodity
by absorbing the weaker sections and disadvantaged people the society, motivation the
employees through internal promotions, improving the employee’s loyalty to the organization by
absorbing the retrenched or laid-off employee or dependents of present former employees etc.
The following factors should be taken into consideration in formulating recruitment policy they
are:-
 Government policies.
 Personal policies of other completion organizations.
 Organization’s personal policies
 Recruitment sources
 Recruitment needs
 Recruitment cost
 Selection criteria and preference etc.

5. IMPLEMENTATION PLAN:

Analysis of staff demand forecast vise-a-vise manpower turnover ratio determine the additional
manpower requirement for the projected plan period within frameworks of the comprehensive
plan the line functionaries is responsible for the amendment to meet operating requirements.

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The plan is segmented with identified responsibilities the steps to be taken for achieving the goal
in the required time. This should include succession planning for personal to move from their
present positions to the desired positions in the period of
Time. P&A department has the major responsibility for co-ordination of the business. Copies of
the sanctioned manpower strength and manpower budget will be available with the various
Hoods and the P&A department. Implementation of the manpower plan entails a variety of
control measures to ensure compliance by all sections of the organization. The control measures
include the requisite system enveloping either number and quality if new incumbents or internal
transfer. Department’s feedback is at specified time period on the progress of implementation.

6. RECRUITMENT AND SELECTION:

The identification of manpower requirements for any particular department will be carried out by
the respective H.O.D. the manpower requisition from will be duly filled in and signed by the
concerned HOD and forwarded to the P&A department duly sectioned and authorized. On
receipt of the manpower requisition from, the P&A department will ensure that the vacancy is
failed.
The head of the indenting department in co-ordination with the P&A department will decide the
mode of recruitment.
In case the internal resources of the organization are to be utilized. An internal search will be
carried out within the organization. If suitable candidates are identified, the management may
resort to promotion/transfer/re-development/re-allocation to fill the existing vacancy.
In the event of no suitable candidates being located from within the organization an external
search may be undertaken via the under mentioned sources.
The in-house data bank, in which the forced applications of potentially good candidates are
maintained, may be scanned.
The service of a management consultancy service/recruitment agency may be utilized for
location the right candidate an advertisement may be inserted in the newspapers.

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Other means like campus recruitment for junior level requirement and head hunting for senior
level requirements may be restarted to.
When advertisement is placed in the newspaper, the advertisement draft is prepared by the HOD
and is forwarded to the director (P&A) for his approval.
The concerned department head screens applications received and a shortlist of candidates to bed
called for interview is prepared. A similar shortlist is also being prepared in the case of
recruitment from sources other than that of newspaper advertisement. Accordingly call letters for
interview are prepared after discussion with interview panel member on suitable date and time
and dispatched to the short listed candidates. Application blank is sent along-with the cell letter
to ensure completeness of information obtained.
Also, a level of uniformity is maintained regarding the amount of information available on each
applicant and this assists in comprehensive assessment by the interview panel. An interview
schedule giving name of candidate, position applied for and interview date and time is forwarded
to the reception and the interview panel member on the day of interview the same list is
forwarded to the security, two working days in advance, for arrangement of SEEPZ gate passes.
The P&A department will make necessary arrangement for the reimbursement of travel expenses
to the out station candidates, wherever application.

7. THE INTERVIEW PANEL:

The interview panel comprises of the head of the concerned department, another member of the
same department and a senior level manager from the P&A department additionally, it is left to
the discretion of the director(P&A) to strengthen the board with more member depending on the
circumstances. Every member of the interview panel has to fill in the interview rating from
them:-
GM/AGM DIRECTOR (P&A) GGD MD/Dy.MD
Manager GM of Dept. &Director (P&A) &Group G.M.Dy.MD
Dy. Managers/ Assistant Manager Dept. Head Manger/GGD/Director (P&A)/GM of
Department. Dy.MD.

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Executives/officers Dept. Manger/Dept. G.M.Dy. Managers (pers.) GM (P&A)

Supervisor/workers Asst. Manager of Dept. Dy. Manager (pers.)

8. THE INTERVIEW PROCESS AND APPOINTMENT:

Subsequent to the interview, the members of the interview panel prepare a shortlist of candidates,
long with rating order. The P&A department will forward the names of short listed candidates to
the DMD/Director P&A) for his perusal. The DMD of director (P&A) after discussion and
consultation with the interview panel member will select suitable candidates.
In case of senior personal (Managers &above) a future interview may be arranged with the
MD/DMD for the final selection.
The P&A Department prepares the letter of appointment. For senior management cadre
appointee (of level DGM &above) the letter of appointment for other levels. The letter of
employment date of joining, designation, and Compensation package including allowable
perquisites. Inter office memos are used for communicating important.
Recruitment related issues with other departments.

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 4.2 : INTERNATIONAL MANPOWER RESOURCE:

International Manpower Resource (IMR) was established in 1990 at New Delhi, India to provide
a channel for the organized outflow of Indian manpower to the Middle East. The sudden upsurge
in the economic activity of that region through discovery of oil and subsequent development of
commerce and industry gave further boost to the IMR philosophy. They realized that despite the
numerous recruitment agencies in India, there was a need for professionally managed
recruitment agency and that the need was urgent. It is this very concern that brought IMR into
existence.
Since the foundation of the company their essential ingredient of overall philosophy has been to
strive for excellence and become the primary providers of competitive, efficient and reliable
resources solutions. The high regard in which they are today bears testimony to the measure of
success, they have been able to achieve.
A crucial element of their philosophy has been to establish trust and authenticity amongst their
clients and amongst the people that make up their database. Thus their motto” Service to Clients
and concern for people”.
The Recruitment specialist, as they are known, is the results of their continued strive for
excellence by the providing the highest quality of their clients at the right time, with the right
people and at a competitive price, a specialty for which they are internationally renowned.
IMR Pvt Ltd is a New Delhi, India is an organization backed by three decades of result driven
recruitment expertise in off shore manpower recruitment solutions.
When it comes to outsourced staffing requisites, none other can render customized solutions like
we can .this explains why the world is leading corporations have turned to us, time and again, for
their skilled , qualified and experienced personnel requirements.
Motivated by an unfaltering commitment towards our client’s satiations and lead by the finest
recruitment professionals driven to excel, we are the undisputed industry pioneers in recruitment.

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RECRUITMENT AND SELECTION PROCEDURE

1. UNDERSTANDING THE CLIENT’S NEEDS

They study client’s recruitment and discuss the details with client’s representative’s to obtain a
complete understanding of client’s needs, desire their executive may even visit client for formal
discussion. They work closely with their customer, to clearly understand how their business
relationship with them can grow.
After this they ask client to submit documents like agency agreement, demand letter of attorney,
employee service agreement etc. to provide client a prompt service.

2. EVALUATION OF PERSONNEL

Their executive team takes over from here. They refers to their exciting network and receive
immediate feedback on the availability of the required personnel. They make special effort to
keep their data bank updated and duly supplement it periodically. In order to widen their choice
or to locate persons to meet client’s precise specification, they may also advertise in the media or
if necessary, resort to headhunt.

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They scrutinize the resumes/CV received and shortlist the candidates based on merit and then
invite them for an interview. They carry out an in-depth analysis of the job specification and
match the candidates to meet the employer-employee equation, to avoid any disappointment due
to a mismatch. The final short-listed resume/CVs are dispatched to the employer for his final
selection.

3. THE SELECTION OPTION

To make the final selections they offer the following options for consideration by the client.
1. The entire selection procedure is left to IMR, where a team of Professional /experts will
take on the responsibility of providing client the best work force as per client’s job
specifications.
2. In case the principal employer wishes to carry out the selection through his team of
experts, they welcome the client’s team to visit their office in New Delhi (India). They
shall provide all assistance in carrying out trade test/interview. All associated amenities
are provided by IMR.

4. MEDICAL CHECKUP

They retain the services of the best hospitals and clinics in India, which are accredited by Dept.
of Labor and from the Embassies to conduct medical examination of all the personnel intending
to work abroad. Examination includes HIV/AIDS Test (This test is compulsory) Blood Test,
Chest X-Ray, Urine & S tool Test, or any other kind of examination that might be specially
requested by client.

5. FOLLOW UP
With each new assignment, their workers have to work with unfamiliar people, new procedures,
and changing routines. It is their responsibility to ensure that the transition goes as smoothly as
possible. This makes far more confident and better-prepared workers.

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They follow up with selected candidates for pre-departure formalities, so that they can proceed to
work promptly. Their medicals checkup, processing of travel documents, they take immigration
formalities and air tickets.

6. FEEDBACK FROM CLIENT

They keep in contact with the client even later getting a feedback from the client and
endeavoring to improve their system to give even better service to the client.

7. IMR GUARANTEE
They assure all their client that personnel through them are the best available, medically fit and
free from any infection diseases. They offer a replacement, free of cost, within the probationary
period of three months in case a Candidate is found medically unfit, professionally incompetent
or otherwise unsuitable. IMR will bear the expenses (Vise cost And Air Ticket) in sending such
candidates back to their home country.

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 4.3 : LARSEN & TOURBO

RECRUITMENT AND SELECTION PROCESS IN L&T:

The recruitment and selection procedure followed by LARSEN & TOUBRO is as follows
(Some steps may be interchanged in order, depending on the situation):

1. A Need Assessment is carried out as to how many people are / will be required and at
what level(s). These would normally include Management Trainees or other recruits at
middle or senior levels. This stage is referred to as manpower planning (MPP).

2. A Talent Acquisition Request form (TAR) is filled in case of any openings, based on
which the Job Profile and other details are laid out. This is filled by the H.R head of the
respective operating division which has to be approved by the business head.

3. On the basis of the nature of job and present employee inventory, skills, the HR
Department decides whether to go for Internal Recruitment or External Recruitment.

4. In case of Internal Recruitment, a Job Posting is made on the notice boards of the
company for the employees to make applications.

5. Also they have an internal employee scheme known as AMANTRAN wherein the
employee working in the company recommends an outsider for the required post.

6. The company also goes for PCO i.e. POLICY FOR CAREER OFFER wherein an
employee from one department can apply for another position in another department with
the consent of the local HR consultant.

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7. In case of External Recruitment, the sources for applicants would include consultants,
media such as newspapers, online applications through L&T website and third party
recruitment which include APEX consultants, RSS money and associates etc.

8. After receiving applications, they are first short listed on the basis of their Resumes
.Depending on the post, the candidates may be required to go through different Tests.

9. At junior level, (individuals with an experience of 1-2 yrs.) different tests like general
aptitude test, attitude tests etc. are conducted. The interview is then conducted, by the
Recruitment Manager and Jr. HR Manager.

10. The second interview may be conducted, again depending on the post, normally by the
HR Head, the Head of the concerned functional department. In case of senior level
positions, the senior managers from L&T are present.

11. Candidates for the senior post have to give a psychometric test which is self-designed by
the company itself. This test checks on the functional knowledge, communication skills,
interpersonal skills, commercial skills of the candidates.

12. These candidates are then taken to assessment centers where they play business games.
Also the candidates are required to prepare on a topic within 45mins and present it for a
1/2 hour in front of the panel. L&T has in-house assessment centers which are designed
by SHL.

13. After the Interviews, the applicants are sent Regret / Offer letters, depending on whether
they are selected or not.

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14. Once the candidate accepts the Job Offer, the salary is negotiated and they are asked for 2
reference letters. The respective HR heads speaks to the 2 people regarding the overall
performance of the applicant.

15. A compulsory Medical Examination is done for every single candidate before he is given
the appointment letter. This is done so as to ensure that the employee will not face any
health problems during the course of his service.

16. The Appointment Letter is given.

OVERVIEW:
Larsen & Toubro is a major technology, engineering, construction, manufacturing and
financial services conglomerate, with global operations. L&T addresses critical needs in
key sectors - Hydrocarbon, Infrastructure, Power, Process Industries and Defence - for
customers in over 30 countries around the world.
L&T is engaged in core, high impact sectors of the economy and our integrated
capabilities span the entire spectrum of ‘design to deliver’. With over 7 decades of a
strong, customer focused approach and a continuous quest for world-class quality, we
have unmatched expertise across Technology, Engineering, Construction, Infrastructure
Projects and Manufacturing, and maintain a leadership in all our major lines of business.
Every aspect of L&T's businesses is characterized by professionalism and high standards
of corporate governance. Sustainability is embedded into our long-term strategy for
growth.
The Company’s manufacturing footprint extends across eight countries in addition to
India. L&T has several international offices and a supply chain that extends around the
globe.

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COMPANIES PROFILE:

Pre - independence: A company was founded in Bombay (MUMBAI) in 1938 (British India) by
two Danish engineers, HENNING HOLCK – LARSEN and SOREN KRISTIAN
TOUBRO. The company began as the representative of Danish manufacturers of daily
equipment. However, with the start of Second World War in 1939 and the resulting restriction on
imports, the partners started a small workshop to undertake jobs and provide service facilities.

Germany’s invasion of Denmark in 1940 stopped supplies of Danish products. The war time
need to repair and refit ships offered L&T an opportunity, and to the formation of a new
company, Hilda Ltd., to handle these operations. L&T also started to repair and fabricate ships
signaling the expansion of the company.

COMPANIES ESTABLISHMENT DETAILS:

Companies Name Larsen & Toubro Limited

Founder(s) Soren Kristian Toubro(Founder)

or Key People Henning Holck - Larsen (Founder)
K. Venkataramanan (CEO&MD)
A.M.Naik (Executive Chairman)
Founded on 1938

Industry Conglomerate

NUMBER OF 84,027 (Mar 2014)

EMPLOYEES

Head Quarter L&T House Ballard Estate ,

Mumbai, Maharashtra, India.

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INTERVIEW RESPONSE FORM:

(To be filled for all Managerial and other key positions by the interviewer)
Kindly spare a couple of minutes to fill the information asked below. This would help us in
improving the speed as well as the quality of hiring.

1) What is the status of the candidate a) Shortlisted for the next round?
b) Final selection
c) Waitlisted
d) Rejected

2) Please list the main reasons why the candidate is shortlisted/waitlisted/rejected

1)
2)
3)

3) - Current Salary (monthly Take home):

- Expectations:

4) Any other comments:

Name of the Interviewer: Date:

Signature:

Thank You,
HR Department.

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CONCLUSION

Recruitment and selection are getting very much importance these days in the organization. It is
very critical thing to evaluate the human resources.
It is a systematic procedure that involves many activities. The process includes the step like HR
planning attracting applicant and screening them. It is very important activity as it provides right
people in right place at right time. It is not an easy task as organization’s future is depends on
this activity. If suitable employees are selected which are beneficial to the organization it is at
safe side but if decision goes wrong it can be dangerous to the organization.
So it is an activity for which HR department gets very much importance along with recruitment
and selection HR gets importance into the compensation structure. Wherein the compensation is
given as per the hierarchy of the employee the qualification, seniority, position holds a lot of
importance in the deciding the pay structure.
And hence, it is so important to have an HR department in the organization. Recruitment and
Selection procedure and its policies changes from organization to organization.
In addition HR department is under increasing pressure to produce measureable results and to
justify the organizations budget.
Human resource management aims at obtaining capable people for achieving the objectives of
the organization and for ensuring effective utilization of their services. As the success of any
organization largely depends on the quality of its human resources and the extent to which they
are motivated, human resource management acquires special significance in an organization.
Human resource policy, practices and procedures constitute human resource management. Goal
directed policy, well accepted practices and well-designed procedures contribute to the
successful execution of the vital and critical human resource function. Of them human resource
practices play a significant role in shaping, influencing and enhancing the morale, motivation,
capability, commitment and ultimately performance of the employees.

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In short human resource management relates to the total set of knowledge, skills and attitudes
that firms need to compete. It involves concern for and action taken in the management of
people. It deals with issues like recruitment and selection, training and development, wage and
salary administration, performance appraisal etc. Such actions may be bound together by the
creation of an HRM philosophy.
The strategic HR role focuses on aligning HR practices with business strategy. The HR
professional is expected to be a strategic partner contributing to the success of business plans,
which to a great extent depends on HR policies pertaining to recruitment, training, and
rewarding. Therefore attracting, training, motivating and retaining are the critical success factors
of the industry.

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BIBLIOGRAPHY

Bibliography:

Human Resource Management

-Manmohan Joshi

Human Resources: A Practical Guide

-Gemma Reucroft, Tim Scott

Managing the Human Resource in the 21st century

-Zorlu Senyucel

Recruitment and Selection

-Diane Arthur

Recruitment and selection at Larsen and Turbo

-Nancy Rao

Hiring for attitude: A Revolutionary Approach for Recruitment and Selection

-Murphy.

Webliography:

https://www.facebook.com/aspirationzindia/

http://www.jagranjosh.com/

http://www.managementparadise.com/

http://business.linkedin.com

http://www.sheffield.ac.uk

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http://books.google.com.

http://www.elsevier.com

www.larsentoubro.com

E-books:

www.booksboon.com

www.citehr.com

books.google.com

www.hrguide.com

www.aspirationz.com

Journals:

Companies Journals- Aspirationz Management

Management journal

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