Sn.

no Topics Page no

1 certificate 1

2 Preface 2
3 Acknowledgement 3

4 Executive summary 4

5 - 46
INTRODUCTION
5 • About company
• Project overview
47 - 48
6 Literature review

Research Methodology
7 Types of Research
Data collection method 49 -55
Sampling Technique
Sample design
Sample Area

8 Data analysis and interpretation 56- 67

Conclusion 68 -70
9 Bibliography
 PREFACE

Human resource plays a key role in helping companies deal with a fast-changing business
environment and a greater demand for quality employees in the 21st century. Human resources
is the set of people who make up the workforce of an organization, business sector, industry, or
economy. A narrower concept is human capital, the knowledge and skills which the individuals
command. Similar terms include manpower, labor, personnel, associates or simply: people.
Successful recruitment methods include an analysis of the "job and the labour market conditions.
Recruitment is almost central to any management process and failure in recruitment can create
difficulties for any company including an adverse effect on its profitability and inappropriate
levels of staffing or skills. Inadequate recruitment can lead to labour shortages, or problems in
management decision making.
Recruitment is however not just a simple selection process but also requires management
decision making and extensive planning to employ the most suitable manpower. Competition
among business organizations for recruiting the best potential has increase focus on innovation,
and management decision making and the selectors aim to recruit only the best candidates who
would suit the corporate culture, ethics and climate specific to the organization.
The process of recruitment does not however end with application and selection of the right
people but involves maintaining and retaining the employees chosen. Despite a well-drawn plan
on recruitment and selection and involvement of qualified management team , recruitment
processes followed by companies can face significant obstacles in implementation. Theories of
HRM may provide insights on the best approaches to recruitment although companies will have
to use their in house management skills to apply generic theories within specific organizational
contexts.
 ACKNOWLEDGEMENT

I wish to express my sincere thanks to our respected HOD (MBA) Dr. Rubina Sajid ma’am
and I would like to thank with deep sense of gratitude to Dr. Shiv Raj Singh Sir, for their kind
support and encouragement in completion of the Project Report. Under their brilliant untiring
guidance I could complete the project being undertaken on the “ RECRUITMENT AND
SELECTION PROCESS “ successfully in time.
I would also like to thank the overwhelming support of all the people who gave mean
opportunity to learn and gain knowledge about the various aspects of the industry.
The success and final outcome of this project required a lot of guidance and assistance from
many people and I have got this all along work. Whatever I have done is only due to such
guidance and assistance and I would not forget to thank them.
They not only rendered timeout of their busy scheduled but also answered my queries without
hesitation.
Finally, I express my sincere thanks to my Parents, Friends and all the Staff of MBA department
for their valuable suggestions for completing this Project Report.

MAHIMA JAISWAL
EXECUTIVE SUMMARY

A project titled "Study on Recruitment and Selection of Converse Placement Pvt. Ltd. ” under
the guidance of Dr. Shiv Raj Singh Sir.
“Recruitment and Selection process” is a segment of human resource process; As such I have
selected this topic to make it clear. I have divided this report in some sub segments. As a young
intern in an organization like Converse Placement , I have tried my best to go through their
Recruitment and Selection process within little tenure of 2 months.
The success of an organization depends heavily on the people who work there. An organization
cannot progress and succeed without positive and creative contributions from people. Therefore,
in order to achieve the goals of the organization, it is necessary to hire people with the necessary
qualifications, skills and experience. In doing so, you need to follow to the current and future
requirements of your organization. Recruitment is a very important factor in increasing the
profitability or business development as recruitment helps in choosing the suitable candidates for
the available vacancies. The main purpose of doing this research is to understand the process of
recruitment and selection that takes place in an organization. This survey was conducted to
analyze recruiting and selected positions within the organization. There is introductions,
objectives, methodologies etc. deals with company profiles, industry profiles, capabilities of the
organization, its Vision , mission etc. The Human Resources department is responsible for the
activities related to recruitment, selection, etc. As the result of the study obtaining the result of
analysis and the report provides me excellent opportunity to correlate my theoretical learning
with the ground realities of the industry and the market. Then this report proceeds to
CONVERSE PLACEMENT analysis and interpretation.
After that I continue on to the my main focus of the report- “CONVERSE PLACEMENT
Recruitment and Selection Process” describing the different steps in it.
 Chapter- 1
INTRODUCTION
ABOUT CONVERSE PLACEMENT

Founded in 2007 by Bhaskar Bangia, Converse Placement Services is the pioneer of

organized recruitment services in India. Over the years, we have acted as preferred
recruitment partners to multinationals and leading Indian busi nesses to emerge as the
leading recruitment brand nationally.

Converse offers a unique approach to recruitment. Our focus has always been on Entry,
middle and senior management talent needs. We recruit across various industry segments
for multinational corporations as well as leading Indian business houses and in the past 8
years, we have helped shape the careers of over 20,000 professionals.

Our organization's network includes offices spread across 2 major Indian cities. We
operate through domain-specialist teams spread across the country, providing
customized recruitment solutions across major industry verticals.

Converse is proud of its long standing relationships in the industry and the fact that 75%
of its revenue comes from its existing clients, which is a testimonial of happy clients.

Core Value
At Converse, we believe that our success is best reflected through your success.

Above everything else, we value:

• Partnership - We act as an extension of our client’s office and work closely to

provide you with decisive and dedicated support. We understand what matters to you the
most and deliver accordingly.
• Integrity - In a demanding business with high expectations and standards, we honestly
represent our clients to candidates and our candidates to clients. We do not promise what
we cannot deliver.
• Confidentiality - We accord the highest respect to information that we have been
entrusted with.
PROJECT OVERVIEW

Rigorous sourcing was undertaken to understand the recruitment process. Candidates were
interviewed and then potential candidates were shortlisted. During the tenure of the project, I
learnt to put the candidates under assessment tests and took the initial rounds of interview. Job
Portals used by me for the recruitment of candidates through MONSTER, SHINE, TIMES and
NAUKRI.COM.
The whole process of recruitment from a recruitment firm like CONVERSE is a very exhausting
one. It is detail oriented in nature. The reason why every employee gets motivated to do the job
is because of the knowledge that at that particular moment that particular recruiter was
responsible for giving job to these candidates. To generate employment is one thing put to recruit
the right kind of workforce for a job is another thing. It not only needs the basic understanding
of the client company’s need to fill the position in a period of time but it also requires the
recruiter to be sensitive of the needs of the candidate to find the right job for himself. All this
needs a great profundity of intellect. During my tenure at CONVERSE PLACEMENT , I learnt
to work as professional. The one thing that got profoundly clear is that text books do not help in
the actual corporate world. There are unwritten policies and standard operating procedures that
each employee has to abide to. No matter what, profit maximization is the core purpose of the
existence of every business. Meeting targets on your level dedicatedly is your contribution to the
revenue generation of the company.
CONCEPTUAL DISCUSSION -
HRM is the process of managing people in organizations in a structured and thorough manner.
This covers the fields of staffing (hiring people), retention of people, pay and perks setting and
management, performance management, change management and taking care of exits from the
company to round off the activities. This is the traditional definition of HRM which leads some
experts to define it as a modern version of the Personnel Management function that was used
earlier.
We have chosen the term “art and science” as HRM is both the art of managing people by
recourse to creative and innovative approaches; it is a science as well because of the precision
and rigorous application of theory that is required.
Human Resource Development (HRD) means to develop available manpower through
suitable methods such as training, promotions, transfers and opportunities for career
development. HRD programs create a team of well-trained, efficient and capable managers and
subordinates. Such team constitutes an important asset of an enterprise. One organisation is
different from another mainly because of the people (employees) working there in. According to
Peter F. Drucker, "The prosperity, if not the survival of any business depends on the performance
of its managers of tomorrow." The human resource should be nurtured and used for the benefit of
the organisation.

Objective of HR

• To obtain the number and quality of employees that can be selected in order to help the
organization to achieve its goals and objectives.

• Recruitment helps to create a pool of prospective employees for the organization so that
the management can select the right candidate for the right job from this pool.

• Recruitment acts as a link between the employers and the job seekers and ensures the
placement of right candidate at the right place at the right time.

• Recruitment serves as the first step in fulfilling the needs of organizations for a
competitive, motivated and flexible human resource that can help achieve its
objective .

The recruitment process exists as the organization hire new people, who are aligned with the
expectations and they can fit into the organization quickly.
Uses of Human Resource Management in an organization:-

Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization. It can also be performed by line managers.

❖ Human Resource Management is the organizational function that deals with issues related to
people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication
administration, and training.

❖ HRM is also a strategic and comprehensive approach to managing people and the workplace
culture and environment. Effective HRM enables employees to contribute effectively and
productively to the overall company direction and the accomplishment of the organization's
goals and objectives.

❖ Human Resource Management is moving away from traditional personnel, administration,

and transactional roles, which are increasingly outsourced. HRM is now expected to add
value to the strategic utilization of employees and that employee programs impact the
business in measurable ways. The new role of HRM involves strategic direction and HRM
metrics and measurements to demonstrate value.

❖ The Human Resource Management (HRM) function includes a variety of activities, and key
among them is responsibility for human resources -- for deciding what staffing needs you
have and whether to use independent contractors or hire employees to fill these needs,
recruiting and training the best employees, ensuring they are high performers, dealing with
performance issues, and ensuring your personnel and management practices conform to
various regulations. Activities also include managing your approach to employee benefits
and compensation, employee records and personnel policies. Usually small businesses (for-
profit or non-profit) have to carry out these activities themselves because they can't yet afford
part- or full-time help. However, they should always ensure that employees have -- and are
aware of personnel policies which conform to current regulations. These policies are often in
the form of employee manuals, which all employees have.

HRM is widening with every passing day. It covers but is not limited to HR planning, hiring
(recruitment and selection), training and development, payroll management.
FUNCTIONAL AREA OF HR

• Human resource auditing

• Human resource strategic planning
• Human resource planning
• Manpower panning
• Recruitment / selection
• Induction
• Orientation
• Training
• Management development
• Compensation development
• Performance appraisals
• Performance management
• Career planning / development
• Coaching
• Counseling’s
• Staff amenities planning
• Event management
• Succession planning
• Talent management
• Safety management
• Staff communication
• Reward
RECRUITMENT

The art of choosing men is not nearly as difficult as the art of enabling
those one has chosen to attain their full worth”.

Definition:-
Recruitment refers to the overall process of identifying, sourcing, screening, shortlisting, and
interviewing candidates for jobs (either permanent or temporary) within an organization.
Recruitment can also refer to the processes involved in choosing individuals for unpaid roles.

Recruitment is the process of recruiting potential personnel to fill up the

existing requirement of the organization. It is the process of discovering
potential applicants for actual or anticipated job vacancies. Recruitment
involves encouraging individuals with the needed skills to make applications
for employment with the firm.

2 Basic Philosophies of Recruitment –

There are basically two philosophies of recruitment:

(i) Traditional:
The traditional philosophy is to get as many people as possible to apply for the job. As a result of
this, a large number of seekers apply for the job, which makes the final selection process difficult
and can result in the selection of wrong candidates. Wrong selection can, in turn, lead to
employee dissatisfaction and high turnover in the long run.

(ii) Realistic:
In realistic philosophy, the needs of the organization are matched with the needs of the
applicants, which enhances the effectiveness of the recruitment process. In realistic approach, the
employees who are recruited will stay in the organization for a longer period of time and will
perform at a higher level of effectiveness.
Need of recruitment-

It makes possible to choose the right person in the right time at the right
place. It also makes it possible to acquire the number and type of people
necessary to ensure the continued operation of the organization.

• Planned needs: -
Such needs arise from changes in the organization
policies.

• Anticipated needs: -
It refers to those movements in personnel which
an organization can predict by studying trends in internal or external
need.

• Unexpected needs: -
Such need arises due to illness, death and resignation.
Recruitment follows HR planning and goes hand in hand with selection
process by which organizations evaluate the suitability of candidates. With
successful recruiting to create a sizeable pool of candidates, even the most
accurate selection system is of little use.

Recruiting begins when a vacancy occurs and the recruiter receives

authorization to fill it. The next step is careful examination of the job and
enumeration of skills, abilities and experience needed to perform the job
successfully. Other steps follow:

❖ Creating an applicant pool using internal or external methods

❖ Evaluate candidates via selection

❖ Convince the candidate

❖ And finally make an offer

Scope:

The scope of Recruitment is very wide and it consists of a variety of operations. Resources are
considered as most important asset to any organisation. Hence , hiring right resources is the most
important aspect of Recruitment. Every company has its own pattern of recruitment as per their
recruitment policies and procedures.
The scope of Recruitment and Selection includes the following operations:

• Dealing with the excess or shortage of resources

• Preparing the Recruitment policy for different categories of employees
• Analyzing the Recruitment policies , processes and procedures of the organisation
• Identifying the areas, where there could be a scope of improvement
• Streamlining the hiring process with suitable recommendations
• Choosing the best suitable process of Recruitment for effective hiring of resources.

Factors Effecting Recruitment:

All organization whether small or large they engaged in recruitment activities, though not with
same extent. This differs with
❖ Size of organization.

❖ Working conditions, salaries and benefit packages provided by the organization.

❖ The employment condition of the community in which the organization is located.

❖ The rate of growth of the organization

❖ The organization's ability to find and retain talented individuals of outstanding

achievement.
❖ Recruiting policy

❖ Temporary and part-time employees

❖ Recruitment of local citizens

❖ Engagement of the company in HRP.

❖ Cost of recruitment.

❖ Supply and Demand factors

❖ Unemployment Rate

❖ Labour - market conditions

❖ Political and legal consideration

❖ Social factors

❖ Economic factor

❖ Technological factor

❖ Image of organization

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes and needs are:

1.Determines the Present & Future Requirements

The recruitment process assists a company in evaluating its present and future
staffing requirements. It conducts a methodical examination of company
operations to determine the right number of recruits necessary.

2. Prevents Disruption of Business Activities

The process of recruitment ensures that the daily activities of your

organisation are carried out seamlessly. It provides businesses with all
necessary human resources regularly for various job positions. The
recruitment process selects individuals from a variety of backgrounds to
meet the organisations needs.
3. Increases Success Rate of Hiring

This approach is effective in stimulating the success percentage of the

company’s selecting process. It analyzes all the job applications to
minimise the frequency of unqualified and exaggerating candidates.
Only qualified employee’s applications are advanced to the next stage
of the recruitment process.

4. Expands Talent Pool

The goal of recruitment is to create a wide pool of qualified candidates

from which one has to choose the most qualified individual for the job.
This approach draws big groups of individuals and encourages them to
apply for open opportunities in a company.

5. Cost-Effective

It focuses on minimizing total costs and time spent on finding suitable

employees. Recruitment is a well-organized and methodical approach
in which a large number of people are given a detailed description of a
job opening. A good job description attracts a large number of people at
a lower cost.
6. Improves the Credibility of the Organisation

A business organisation’s reputation is bolstered by a strong

recruitment process. It assesses the validity of job openings and reflects
the professionalism and authenticity of the company. The adoption of a
good application method by a company organisation will aid in
increasing the trust of job applicants. This, in turn, attracts the attention
of highly qualified applicants for your company.

THEORIES AND POLICIES OF RECRUITMENT AND SELECTION

Theories:
1. Objective theory
1) Assumes applicants use a very rational method for making decisions
2) Thus, the more information you can give them (e.g. salaries, benefits, working
condition, etc), the better applicants weight these factors to arrive at a relative
“desirability” index.

2. Subjective theory
1) Assumes applicants are not rational, but respond to social or psychological needs (e.g.
security, achievement, affiliation)
2) Thus, play to these needs by highlighting job security or opportunities for promotion
or collegiality of work group, etc.

3. Critical Contact theory

1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior,
e.g. (promptness, warmth, follow-up calls, sincerity, etc.)
2) Research indicates that more recruiter contact enhances acceptance of offer, also
experienced recruiter (e.g. middle-aged) more successful than young or inexperienced
recruiter - may be especially important when recruiting ethnic minorities, women, etc.
Policies:
Recruitment policy of any organization is derived from the personnel policy of the same
organization. However, recruitment policy by itself should take into consideration the
government’s reservation policy, policy regarding sons of soil, etc., personnel policies of other
organizations regarding merit, internal sources, social responsibility in absorbing minority
sections, women, etc.

Specific issues which may be addressed in Recruitment Policy:

• The recruitment policy must be non- biased policy.

• Clear cut guidelines to be followed for recruitment, selection and induction i.e.
Hiring Policy.
• All stakeholders must have defined responsibilities following recruitment policy and
procedure.
• Stress should be on recruiting the right talent as mentioned under recruitment and
selection policy.
• Entire recruitment selection and induction must be based purely on merit.
• Focus should also be on selection of candidates whose value aligns with that of
organisation.
• Clear guideline on approval flow at the time of selection process.
• Proper alignment of manpower at the time of selection process.
• Clarity on recruitment of temporary employees, consultant etc.
• Clear job description.
• Clarity on terms and conditions of employment as per recruitment policy and
procedure.
• To follow recruitment policy in a way that is being given as employment policy
examples and recruitment policy examples.
INDUCEMENTS TO RECRUITMENT

Inducement occurs when an employee, who has given up secure employment due to reliance of
assurances of job security from a prospective employer, is dismissed within a short time after
working with the new employer.
Inducement is a factor that should be considered when an employee was terminated by an
employer, after that same employer encouraged or enticed the employee to quit a previous job to
come work for that employer.
Organizational inducements are all the positive features and benefits offered by an organization
that serves to attract job applicants to the organization. Three inducements need specific mention
here, they are:-

• Compensation : Starting salaries, frequency of pay increases, incentives and fringe

benefits can all serve as inducements to potential employees.

• Career Opportunities : These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the company
takes care of employee career aspirations serves as a powerful inducements to potential
employees.

• Image or Reputation : Factors that affect an organisations reputation include its general
treatment of employees, the nature and quality of its products and services and its
participation in worthwhile social endeavors.

CONSTRAINTS
Constraints on the recruiting efforts are the hindrances faced during the recruitment process. ...
The recruiting organization's mode of communication may not be an appropriate one. Some of
the brilliant applicants may feel that the vacancy is not in line with their current expectation or
their talent.
• Reputation of the Enterprise:-

The image of the enterprise in the community largely influences recruitment process. A

person may not be interested to apply for a job in an enterprise whose goodwill is not good.

• Poor image:
If the image of the firm is perceived to be low( due to factors like operation in the
declining industry, poor quality products, nepotism etc.), the likelihood of attracting large
number of qualified applicants is reduced.

• Unattractive jobs:
If the job to be filled is not very attractive, most prospective candidates may turn indifferent and
may not even apply. This is especially true of job that is boring, anxiety producing, devoid of
career growth opportunities and generally not reward performance in a proper way ( ex jobs in
post office and railways).

• Government policy:
Government policies often come in the way of recruitment as per the rules of company or on the
basis of merit and seniority. Policies like reservations (scheduled castes, scheduled tribe etc)
have to be observed.

• Conservative internal policies:

Firms which go for internal recruitments or where labour unions are very active, face hindrances
in recruitment and selection planning.

• Trade Union Requirements:

In some cases, agreements with trade union may also act as constraints to employ persons from
outside. An understanding with the union to fill up certain percentage of posts through it will
restrict the choice of management.
RECRUITMENT- Relationship with other activities

RECRUITMENT STRATEGIES
A recruiting strategy is a plan of action to help you successfully identify, attract and hire the best
candidates for your open roles. These are basic starting points that can help you recruit the job
seekers you are looking for. They range from basic methods, like posting on job boards, to more
advanced strategies, such as leveraging Indeed Hire, using a traditional recruiting agency or
creating an employee referral program. You can implement recruiting strategies at every step in
the hiring process.
1. Treat candidates like customers
2. Use social media
3. Implement an employee referral program
4. Create compelling job descriptions
5. Make use of sponsored jobs to stand out
6. Check resumes posted online
7. Consider past candidates
8. Claim your Company Page
9. Attend industry-related meetups
10. Include peers in the interview process
SOURCES OF RECRUITMENT:

Internal Sources:

1. Promotions
This is a method of filling vacancies from internal resources of the company to
achieve optimum utilization of a staff member's skills and talents. Transfer is the permanent
lateral movement of an employee from one position to another position in the same or another
job class assigned to usually same salary range. Promotion, on the other hand is the permanent
movement of a staff member from a position in one job class to a position in another job class of
increased responsibility or complexity of duties and in a higher salary range.

2. . Internal Job Posting

Job Posting is an arrangement in which a firm internally posts a list of open positions (with their
descriptions and requirements) so that the existing employees who wish to move
to different functional areas may apply. It helps the qualified employees working
in the organization to scale new heights, instead of looking for better perspectives outside. It
also helps organization to retain its experienced and promising employees.
3 Employee Referrals

It is a recruitment method in which the current employees are encouraged and rewarded for
introducing suitable recruits from among the people they know. The logic behind employee
referral is that “it takes one to know one”.

External Sources –
Sources of recruiting the required number of personnel from outside the organization are called
external sources of recruitment.

Following are the different sources of external recruitment:

I. Direct recruitment- Under the direct Recruitment a notice is placed on the notice board of
the enterprise specifying the details of the job available.

II. Casual callers- Many reputed business organizations keep a data base of unsolicited
applicants in their office. This list can be used for recruitment.

III. Advertisement- Advertisement in newspaper is generally used when a wider choice is

required. It is the most widely used external source of recruitment.

IV. Employment exchange- Employment exchanges run privately and by government

regarded as a good source of Recruitment for both unskilled and skilled workers. Employment
exchanges help to match personnel demand and supply by serving as link between job seekers
and employers.
V. Campus recruitment- Recruitment made from various educational institutions of repute
is known as campus recruitment. It has become one of the main sources of external source of
recruitment in modern days.

VI. Placement agencies and management consultants- Placement agencies provide a

nationwide service in matching personnel demand and supply by charging fee from both sides.
Management consultancy firms recruit technical, professional and managerial personnel for the
middle and top level executive placements.

VII. Recommendations of employees- Candidates introduced by existing employees, or

their friends and relatives is also a good external source of recruitment.
VIII. Labour contractors- Labour contractors provide the required number of unskilled
workers at short notice which seems to be a good source of recruitment at some circumstances.

IX. Advertising on television- The practice of advertising of-vacant posts over Television
is gaining more importance now a day.

X. Web publishing- Over the internet, certain websites specifically designed and dedicated
for the purpose of providing information about both job-seekers and job-providers, turned to be a
good source of recruitment in modern days.

Merits and Demerits of ‘Recruiting people from ‘within’

Merits Merits Demerits Demerits

1) Economical: The cost of 1) Limited Choice: The

recruiting internal candidates is organization is forced to select
minimal. No expenses are incurred on candidates from a limited pool. It
advertising. may have to sacrifice quality and
settle down for less qualified
2) Suitable: The organization can
candidates
pick the right candidates having the
requisite skills. The candidate can 2) Inbreeding: It discourages entry
choose a right vacancy where their for talented people, available outside
talents can be fully utilized. an organization. Existing employees
may fail to behave in innovative
3) Reliable: The organization has ways and inject necessary
the knowledge about suitability of a dynamism to enterprise activities.
candidate for a position. ‘Known 2)

devils are better than unknown angels. 3) 3) Inefficiency: Promotions

based on length of service rather
4) Satisfying: A policy of preferring than merit, may prove to be a
people from within offers regular blessing for inefficient candidate.
promotional avenues for employees. It They do not work hard and prove
motivates them to work hard and earn their worth.
promotions. They will work with 4)

5) 4) Bone of contention:
loyalty commitment and enthusiasm.
Recruitment from within may
lead to infighting among
employees aspiring for limited,
higher level positions in an
organization. As years roll by, the
race for premium positions may
end up in a bitter race.
MERITS AND DEMERITS OF EXTERNAL SOURCES OF
RECRUITMENT

Merit Demerits

Wide Choice: The organization has the Expenses: Hiring costs could go
Freedom to select the candidates from a large pool. up substantially. Tapping multifarious
Persons with requisite qualifications could be sources of recruitment is not an easy
picked up. task either.

Infection of fresh blood: People with special Time consuming: It takes time
skills and knowledge could be hired to to advertise, screen, to test and test
stir up the existing employees and pave and to select suitable employees.
the way for innovative ways of working. Where suitable ones are not available,
the process has to be repeated.

Motivational force: It helps in motivating De-motivating: Existing

internal employees to work hard and compete employees who have put in
with external candidates while seeking career considerable service may resist the
growth. Such a competitive atmosphere would process of filling up vacancies
help an employee to work to the best of his from outside. The feeling that their
abilities. services have not been recognized by
the organization, forces then to work
with less enthusiasm and motivation.
Long term benefits: Talented people could Uncertainty: There is no guarntee
join the ranks, new ideas could find meaningful that the organization, ultimately will be
expression, a competitive atmosphere would able to hire the services of suitable
compel people to give out their best and earn candidates. It may end up hiring
rewards, etc. someone who does not fit and who may
not be able to adjust in the new setup

Advantages of Internal Sources:

1. Improves morale:
When an employee from inside the organization is given the higher post, it helps in increasing
the morale of all employees. Generally every employee expects promotion to a higher post
carrying more status and pay (if he fulfills the other requirements).

2. No Error in Selection:
When an employee is selected from inside, there is a least possibility of errors in selection since
every company maintains complete record of its employees and can judge them in a better
manner.

3. Promotes Loyalty:
It promotes loyalty among the employees as they feel secured on account of chances of
advancement.
4. Economy in Training Costs:
The existing employees are fully aware of the operating procedures and policies of the
organization. The existing employees require little training and it brings economy in training
costs.

5. Self-Development:
It encourages self-development among the employees as they can look forward to occupy higher
posts.

Advantages of External Sources:

1.Availability of Suitable Persons:

Internal sources, sometimes, may not be able to supply suitable persons from within. External
sources do give a wide choice to the management. A large number of applicants may be willing
to join the organization. They will also be suitable as per the requirements of skill, training and
education.

2. Brings New Ideas:

The selection of persons from outside sources will have the benefit of new ideas. The persons
having experience in other concerns will be able to suggest new things and methods. This will
keep the organization in a competitive position.

3. Economical:
This method of recruitment can prove to be economical because new employees are already
trained and experienced and do not require much training for the jobs.

RECRUITMENT PROCESS: THE ‘HEART’ OF HUMAN RESOURCES

MANAGEMENT
RECRUITMENT PROCESS

• Step 1: Identify the hiring needs. What are your existing hiring needs? ...
• Step 2: Prepare job descriptions. ...
• Step 3: Devise your recruitment strategy. ...
• Step 4: Screen and shortlist candidates. ...
• Step 5: Interview Process. ...
• Step 6: Make the offer. ...
• Step 7: Employee Onboarding
Steps Of Recruitment Process Can Be Done By Two Ways:
• Recruitment for Fresher:
1. Written/aptitude
2. Group Discussion
3. Technical Interviews
4. HR Interviews

• Recruitment process for higher post:

1. Psychometric Test
2. Business Game
3. HR interviews

DEVELOP AN EFFECTIVE RECRUITMENT STRATEGY EVALUATION OF

SOURCES OF RECRUITMENT

Time-lapse data : They show the time lag between the dates of requisition for manpower
supply from a department to the actual date of filling the vacancies in that department. For
example, a company's past experience may indicate that the average number of days from
application to interview is 10, from interview to offer is 7, from offer to acceptance is 10 and
from acceptance to report for work is 15. Therefore, if the company starts the recruitment and
selection process now, it would require 42 days before the new employee joins its ranks. Armed
with this information, the length of the time needed for alternative sources of recruitment can be
ascertained - before pinning hopes on a particular source that meets the recruitment objectives of
the company.

Yield ratios : These ratios indicate the number of leads/ contacts needed to generate a given
number of hires at a point at time. For example, if a company needs 10 management trainees in
the next six months, it has to monitor past yield ratios in order to find out the number of
candidates to be contacted for this purpose. On the basis of past experience, to continue the same
example, the company finds that to hire 10 trainees, it has to extend 20 offers. If the interview-to-
offer ratio is 3:2, then 30 interviews must be conducted. If the invitees to interview ratio is 4:3
then, as many as 40 candidates must be invited. Lastly, if contacts or leads needed to identify
suitable trainees to invite are in 5:1 ratio, then 200 contacts are made.

Surveys and studies : Surveys may also be conducted to find out the suitability of a
particular source for certain positions. For example, as pointed out previously, employee referral
has emerged as a popular way of hiring people in the Information Technology industry in recent
times in India. Correlation studies could also be carried out to find out the relationship between
different sources of recruitment and factors of success on the job. In addition to these, data on
employee turnover, grievances, and disciplinary action would also throw light on the relative
strengths of a particular source of recruitment for different organizational positions. Before
finally identifying the sources of recruitment, the human resource managers must also look into
the cost or hiring a candidate. The cost per hire can be found out by dividing the recruitment cost
by the number of candidates hired.

DIFFICULTIES IN RECRUIT PROCOCESS

• Talent Acquisition
• Retention of Employees
• Expensive
• Time Constraint
• Budget
• Managing Low attrition rate

• Lack of qualified candidates

• . Expanding candidate reach

• Attracting the right job candidates

• Choosing the right candidate

CHALLENGES IN RECRUITMENT AND SELECTION

• Talent Shortage
• Attrition rate
• Remoteness of job
• Reservations and government policies
 SELECTION

Selection is the process of choosing the most suitable person out of all the applicants. It is
the process of matching qualifications of applicants with the job requirement.

Effective selection can be done only when there is effective matching. By selecting best
candidate for the required job, the organisation will get quality performance of employees.

Moreover, organisation will face less of absenteeism and employee turnover problems. By
selecting right candidate for the required job, organisation will also save time and money. Proper
screening of candidates takes place during selection procedure. All the potential candidates who
apply for the given job are tested.

The selection of a candidate with the right combination of education, work experience, attitude,
and creativity will not only increase the quality and stability of the workforce, it will also play a
large role in bringing management strategies and planning to fruition.
The size of the labour market, the image of the company, the place of posting, the nature of job,
the compensation package and a host of other factors influence the manner of aspirants are likely
to respond to the recruiting efforts of the company. Through the process of recruitment the
company tries to locate prospective employees and encourages them to apply for vacancies at
various levels. Recruiting, thus, provides a pool of applicants for selection. To select means
to choose. Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who
can most successfully perform the job from the pool of qualified candidates.

Purpose:
The purpose of selection is to pick up the most suitable candidate who would
meet the requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about the
applicants in terms of age, qualifications, skills, experience, etc. the needs of the job
are matched with the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable
applicants through successive stages of selection process
Features of selection
Selection is choosing the best out of the recruited persons.
It is a negative process
It reduces absenteeism and labour turnover
It helps in increasing the efficiency and productivity
It helps in building up of a stable workforce

FACTORS AFFECTING SELECTION

• External environment
Supply and demand of specific skill
Unemployment rate
Legal and political considerations
Company’s Image
• Internal environment
Company’s policy
HRP
Cost of hiring
SELECTION PROCESS

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the
applicant proceeds to the next one. The time and emphasis place on each step will definitely vary
from one organisation to another and indeed, from job to job within the same organisation. The
sequence of steps may also vary from job to job and organisation to organisation. For example
some organisations may give more importance to testing while others give more
emphasis to
interviews and reference checks. Similarly a single brief selection interview might be enough for
applicants for lower level positions, while applicants for managerial jobs might be interviewed
by a number of people.

1. Reception : A company is known by the people it employs. In order to attract people with
talents, skills and experience a company has to create a favourable impression on the applicants’
right from the stage of reception. Whoever meets the applicant initially should be tactful and able
to extend help in a friendly and courteous way. Employment possibilities must be
presented honestly and clearly. If no jobs are available at that point of time, the applicant may
be asked to call back the personnel department after some time.
2. Preliminary Interview: It is the second step in selection. Initial screening is done in this
step and all the undesirable applicants are weeded out. This interview is generally conducted by
lower level executives. It is a very important step as it shifts out all the unqualified, not desirable
applicants and the HR man-ager can then concentrate on the other applicants without wasting
time. The candidates are generally told about job specifications and the skills required for it. This
process screens the most obvious misfits.

3. Application Blank or Form: It is one of the most common methods used to collect
information on the various aspects of the applicants’ academic, social, demographic, work
related background and references. It is a brief history sheet of employee’s background, usually
containing the following things:
Personal Data { address, age, sex, telephone number }
Marital Data
Educational Data
Employment Experience
Extra-curricular Activities
References and Recommendations

4. Selection Test : Selection tests or the employment tests are conducted to assess
intelligence, abilities, and personality trait. A test is a standardized, objective measure of
a person’s behavior , performance or attitude. It is standardized because the way the tests is
carried out, the environment in which the test is administered and the way the individual scores
are calculated- are uniformly applied. It is objective in that it tries to measure individual
differences in a scientific way giving very little room for individual bias and interpretation. Some
of them are
Intelligence Tests
Aptitude Test
Personality Test
Simulation Tests
Achievement Tests
Polygraph (Lie - Detector) tests
Intelligence Tests:
These tests in general measure intelligence quotient of a candidate. In detail these tests measure
capacity for comprehension, reasoning, word fluency, verbal comprehension, numbers, memory
and space. Other factors such as digit spans — both forward and backward, information known,
comprehension, vocabulary, picture arrangement and object assembly.
Though these tests are accepted as useful ones, they are criticized against deprived sections of
the community. Further, it is also criticized that these tests may prove to be too dull as a selection
device. Intelligence tests include- sample learning, ability, the adaptability tests.

Aptitude Tests:
They test an individual’s capacity to learn a particular skill. There are mainly two types of
aptitude tests. Cogni-tive tests which measure intellectual, mental aptitudes. The second one is
called motor tests which check the hand – eye coor-dination of employees.

Personality Tests:
These tests aim at measuring the basic make-up or characteristics of an individual. They assess
his/her introversion motivation, emotional reactions, emotional matu-rity, stability, mood, value
system, ability to adjust, interpersonal relations, self-image, self- confidence, ambition, tact,
optimism, decisiveness, sociability, objectivity, patience, fear, distrust, suspicion, judgement,
dominance, impulsiveness, integrity, stability and so on. Industrial psychologists usually
emphasise the ‘big five’ personality dimensions as they apply to personnel testing.

Simulation Tests:
Simulation tests are used to assess how you would react to situations you can encounter while
working and how you would solve problems. They are one of the most used psychometric tests
because the employer gets a good insight into your attitudes, ability to solve problems, and how
you handle real-life situations.

Achievement Tests:
These tests are conducted when applicants claim to know something as these tests are concerned
with what one has accomplished. These tests are more useful to measure the value of specific
achievement when an organisation wishes to employ experienced candidates.
These tests are classified into:
(a) Job knowledge test, and
(b) Work sample test

(a) Job Knowledge Test:

Under this test a candidate is tested in the knowledge of a particular job. For example, if junior
lecturer applies for the job of a senior lecturer in commerce, he may be tested in job knowledge
where he is asked questions about Accountancy Principles, Banking, Law, Business
Management, etc.

(b) Work Sample Test:

Under this test a portion of the actual work is given to the candidate as a test and the candidate is
asked to do it. If a candidate applies for a post of lecturer in Management he may be asked to
deliver a lecture on Management Information System as work sample test.
Thus, the candidate’s achievement in his career is tested regarding his knowledge about the job
and actual work experience.

Polygraph Test
A polygraph, popularly referred to as a lie detector test, is a device or procedure that measures
and records several physiological indicators such as blood pressure, pulse, respiration, and skin
conductivity while a person is asked and answers a series of questions to detect untrue
statements.

Why would you use them? Employers need to ensure that people who are being hired for jobs
with critical security implications are telling the truth about their backgrounds.
 Standards for Selection Tests

The employee selection process usually entails notification or advertising, reviewing, screening,
interviewing, testing then selecting the best available candidate.

• Reliability:
Test scores should not vary widely under repeated conditions. If a test is administered to the
same individual repeatedly, he should get approximately identical score. Reliability is the
confidence that an indicator will measure the same thing every time.

• Validity:
Validity is the extent to which an instrument measures what it intends to measure. In a typing test
validity measures a typist’s speed and accuracy. To determine whether it really measures the
speed and accuracy of a typist is to demonstrate its validity. The question if determining the
validity of a selection test, thus, has a lot to do with later performance on the job.

• Qualified People:
Test require a high level of professional skills in their administration and interpretation.
Professional technicians are needed for skilled judgmental interpretations of test scores.

• Preparation:
A test should be well prepared. It should be easy to understand and simple to administer.

• Suitability:
A test must fit the nature of the group on which it is applied. A written test comprising difficult
words would be fruitless when it is administered on less educated workers.

• Usefulness:
Exclusive reliance on any single test should be avoided, since the results in such a case are
likely to be criticized. To be useful, it is always better to use a battery of test.

• Standardization:
Norms for finalizing test scores should be established. There must be prescribed methods and
procedures for administering the test and for scoring or interpreting it.

5. Selection Interview: Interview serves as a means of checking the information given in the
application forms and the tests results. It also provides an opportunity to the candidates to
enquire about the job during interview. Managers get an opportunity to take a decision about
their suitability for employment. Selection interview should be conducted in an atmosphere
which is free from disturbance, noise and interruption. Interview should be conducted in great
depth to judge the suitability of the candidates.

Interview gives the recruiter an opportunity to:

(a) Assess subjective aspects of the candidate.
(b) Know about his enthusiasm and intelligence.
(c) Ask questions which were not a part of his application.
(d) Obtain as much information from him as possible about his economic, social and cultural
background.
(e) Give facts about the policies, procedures, culture of the company so that he feels good about
joining it.

Types of Interview
Several types of interviews are commonly used depending on the nature and importance of the
position to be filled within an organization.
• In a non-directive interview the recruiter asks questions as they come to mind. There is
no specific format to be followed.
 • In a patterned interview, the employer follows a pre-determined sequence of questions.
Here the interviewee is given a special form containing questions regarding his technical
competence, personality traits, attitudes, motivation, etc.

• In a structured or situational interview, there are fixed job related questions

that are presented to each applicant.

• In a panel interview several interviewers question and seek answers from one applicant.
The panel members can ask new and incisive questions based on their
expertise and experience and elicit deeper and more meaningful expertise from
candidates.

• In Stress Interview deliberate attempt to create tension and pressure to observe how an
applicant responds under stress and strain. Interviewer puts the candidate by putting him
under stress and strain by interrupting the applicant from answering, criticizing his
opinion, asking questions in rapid succession and keeping silent for unduly long period of
time etc. This kind of interview is conducted just to find out how a candidate behaves in
stressful situation.

6. Physical and Medical Examination: After the selection decision and before the job
offer is made, the candidate is required to under go a physical fitness test. A job offer is often
contingent upon the candidate being declared fit after the physical examination.

7. Reference Checks : Once the interview and medical examination of the candidate is
over, the personnel department will engage in checking references. Candidates are required to
give the names of 2 or 3 references in their application forms. These references may be from the
individuals who are familiar with the candidate’s academic achievements or from the applicant’s
previous employer, who is well versed with the applicant’s job performance and sometimes from
the co-workers.

8. Hiring Decision: The line manager has to make the final decision now- whether to select
or reject a candidate after soliciting the required information through different techniques
discussed earlier. The line manager has to take adequate care in taking the final decision because
of economic, social and behavioral implications of the selection decisions.
 9. Final Selection :At this step, the candidate is given the appointment letter to join the
organization on a particular date. The appointment letter specifies the post, title, salary and terms
of employment. Generally, initial appointment is on probation and after specific time period it
becomes permanent.

10. Placement: This is a final step. A suitable job is allocated to the appointed candidate so
that they can get the whole idea about the nature of the job. They can get adjusted to the job and
perform well in future with all capacities and strengths.

BARRIER TO EFFECTVE SELECTION

Perception
Our inability to understand others accurately is probably the most fundamental barrier to
selecting the right candidate.
Selection demands an individual or a group of people to assess and compare the respective
competencies of others, with the aim of choosing the right persons for the jobs. But our views are
highly personalized. We all perceive the world differently. Our limited perceptual ability is
obviously a stumbling block to the objective and rational selection of the people.

Fairness
Fairness in selection requires that no individual should be discriminated against on the basis of
religion, region, race or gender. But the low numbers of women and other less privileged
sections of the society in middle and senior management positions and open discrimination on
the basis of age in job advertisements and in the selection process would suggest that all the
efforts to minimize inequity have not been effective.

Validity
Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test
that has been validated can differentiate between the employees who perform well and those who
will not. However, a validated test does not predict job success accurately. It can only increase
possibility of success.

Reliability
A reliable method is one, which will produce consistent results when repeated in similar
situations. Like validated test, a reliable test may fail to predict job performance with precision.
Pressure
Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to
select particular candidates. Candidates selected because of compulsions are obviously not the
right ones. Appointments to public sectors undertakings generally take place under such
pressures.

RECRUITMENT POLICY AT CONVERSE PLACEMENT

RECRUITMENT POLICY

Recruitment Policy asserts the objectives of the recruitment and provides a framework of
implementation of the recruitment program in the form of procedures.
Recruitment and selection Policy of Converse Placement is such that:
It focuses on recruiting the best potential people.
It ensures that every applicant and employee is treated equally with dignity and respect.
It aid and encourage employees in realizing their full potential.
It’s transparent, task oriented and merit based selection.
It gives weightage, during selection, to factors that suit organization needs.
It Optimize manpower at the time of selection process.
It defines the competent authority to approve each selection.
It abides by relevant public policy and legislation on hiring and employment relationship.
It integrates employee needs with the organizational needs.

RECRUITMENT AT CONVERSE PLACEMENT

CONVERSE PLACEMENT is India’s leading staffing company and provides a range of
manpower solutions to over 1000 clients. The workers who are deputed to various companies
who prefer to outsource their HR operations. The work for the company they are assigned to but
are on the payroll of the staffing
• Recruit as per Client requirement and assign them to Client or Transfer candidate
identified by client on to CONVERSE PLACEMENT.
• Co-employment relationship between the Client, Associate and CONVERSE
PLACEMENT.
• Manage HR Administration, Payroll and Regulatory activities.

Benefit for Client

As business these days grow on a confounding rate, outsourcing the basic functions like
recruiting becomes a common thing. The need for flexi staffing is on demand and in such a
scenario Converse Placement renders these services to its Clients.
A much defined process spans into four distinct stages,
• Initialization
• Transition
• Operations
• Relationship Management.

Methods or Techniques of Recruitment at Converse Placement -

Direct Method
These include sending recruiters to educational and professional institutions, employees’
contacts with public and manned exhibits. Most college recruiting is done in co-operation with
the placement office of the college. The placement office usually provides help in attracting
students, arranging interviews, furnishing space and providing student résumés. For managerial,
professional and sales personnel, campus recruiting is an extensive exercise. For this purpose,
carefully prepared brochures describing the organizing and the job it offers are distributed among
the students, before the interviewer arrives.

Indirect Method
These methods involve mostly advertising in newspapers, websites, radio, in trade and
professional journals, technical magazines and brochures. Companies advertise when qualified or
experienced personnel are not available from other sources.
Third Party Method
These include the use of commercial or private employment agencies, state agencies and
placement offices of colleges, recruiting firms, management consulting firms, friends and
relatives.

Professional Organizations:
These organizations maintain a pool of human resource for possible employment. These firms
are also called ‘head hunters’, ‘raiders’ and pirates by organizations who lose personnel thought
their efforts. Fundamentally there are two distinct steps of recruitment and each is a
comprehensive process in itself.

Preparation

Know your client

Learning about companies is valuable because knowing what a company values will help an
agent to assess the candidates better. Pertinent information about the processes of the company
would also help you analyze CVs and find the right candidate. This can be done by reading the
corporate website or calling the company for further information or using your own network and
find out the ‘work culture’.
This will help one to know about the history of the company, their core values, their clients and
processes, the benefits employees can enjoy and the career growth chart. When one has
knowledge about these vital parameters, it becomes easier to assess a resume based on these
parameters. Moreover, when one is equipped with such vital information about the company and
the job profile, it helps to motivate and would the suitable but reluctant candidates to attend the
interview.

Analyze the Job Description (JD)

A job description is a written record of the duties, responsibilities and requirements of a
particular job. It is concerned with the job itself and not the work. It is a statement describing the
job in such terms as “Title, location, duties, working condition and hazards”. An updated job
description is essential for a good selection interview. It helps one to explain the nature of work
to the prospective candidate properly without any over or under commitment. This also helps to
put the candidate, the client company and the agent on the same platform.
Prepare a Job Specification (JS)
It is a written record of the requirements sought in an individual worker for a given job. In other
words, it refers to a summary of the personal characteristics required for a job. Once the agent
knows what the job is, then he can decide what kind of person he/she would need to do it.
Sometimes the job specification is already prepared and given by the client along with the job
description. In such a case, the job of the agent becomes easier. The job specification is for the
benefit of the employees working in Stanford Developers. It is ready reference to check on the
requirements that one needs to keep in mind while sourcing for the different clients. It makes the
whole task easier and more convenient.

Implementation
Sourcing: Sourcing is the most of all recruitment activities. It is also difficult being monotonous
in nature. A recruiter needs to be self-motivated to do the job. The sourcing takes place in
different levels and in all the verticals of the industry. The procedures involved are discussed
below. Even before sourcing is started, it is very important to have a clear understanding of the
requirement of the client company. The recruiter must have all knowledge about the company
he/she is about to source for. It makes sure that all the questions that a candidate has regarding
the profile or the credibility of the company are satisfactorily answered. Sourcing is defined as
the process wherein the recruiter creates a pool of potential candidates to fill up a position. It is
the first step of recruitment. Sourcing involves logging on to a job-portal and doing a search for
the potential candidates. After the search is generated, the most critical part of sourcing starts.
Mainly four steps are involved in Sourcing. They are discussed below:

Analyze the Curriculum Vitae (CV):

Now is the time to scrutinize the candidate’s resume. It is human nature to generally omit the
negative points while creating a resume or to exaggerate the achievements. Though most of the
time people are truthful while forming their resumes, others can hide or not mention things that
can portrait a negative picture of them. A good CV is one which is precise and presentable. It
should contain all details of education and work experience should be arranged in reversed
chronological method so as to emphasize on the most recent one. Analyzing a CV helps in short-
listing a candidate.

Match the JD and JS:

When a CV has been analyzed and is considered as a good one, the next step is to match it with
the job description. It is necessary to match it with the profile given by the company. Matching it
with the JD gives an idea if the person will be able to serve well in the position or not. Next it is
important to match it with the job specification. The JS gives the details of the desired skills and
the mandatory skills. These are the criteria for selection.

Shortlist the candidate:

Once the CV has been matched with the job description and matched with the job specification,
CV can shortlisted. Such a candidate is then called in for a face-to-face interview. There is an
individual interview of the recruiter and the candidate. In this interview the candidate answers
the questions the recruiter asks to be sure that the candidate would suit the profile of the job.

Handling the rejected candidates:

It is very important how a recruiter manages the rejected candidates. It is important to make the
candidate where his lacunas are and what can he do about it. In this way not only the recruiter
helps the candidate to correct itself but also helps in creating an association with them which is
so very vital in the service industry.

Interview
Interviews determine if a potential candidate will be a finalist and if he shall suit the job. A lot of
things get clear during an interview. A face to face talk with the candidate ensures that the
recruiter evaluates the candidate on terms of attitude, confidence and communication. The gaps
that seem in the resume are also questioned. The candidate may have an explanation for it. On
the other hand if he is lying, then he can be cross-questioned about this. Some of the objectives
of interview are:
• To get an opportunity to judge an applicant’s qualifications and characteristics as a basic
for sound selection and placement.
• To give an applicant essential facts about the job and the company you are recruiting for.
• To establish a rapport.
• To promote goodwill about the company whether interview culminates in employment or
not.
• To get a real feel of the candidate.
The nature of the job determines which of these interviews would suit best. All the interviews are
not conducted for all the job profiles. The complexity of the interview depends on the complexity
of the job.
The telephonic Interview
It is said that listening intently gives a good idea of what a person want to say and what a person
does not say. The sound, intonations, the varying pressures that a prospective candidate uses
while he/she speaks tells a lot about his/her attitude. This in turn helps the recruiter to judge that
if the candidate would be suitable for the job or not. Unlike the face-to-face interview where the
recruiter can read the non-verbal languages, in a telephonic interview he has to even sharper.
Listening to the words used and their tone used gives immense messages about the candidate.
As a recruiter, one has to be completely prepared before taking a telephonic interview. The
following steps can be kept in mind while taking a telephonic interview:
1) You must keep the CV next to you and make notes while taking the interview.
2) Must prepare a set of questions that would match the JD.
3) To use a call script. This helps in being professional and saves time to in approaching the
right candidate.
4) Do not display any negative emotion during the interview. Not to over or under commit
anyone.

Devise interview questions:

Preparation in advance of an interview is essential if one is to make a successful hire. Critical in
the preparation process is the development of interview questions that elicit tangible facts from
all applicants. Basically, two rules are kept in mind when framing the questions that will indicate
whether or not an applicant meets the requirements you established for the position:
RULE 1: Ask questions that concentrate on the applicant’s past performance – to permit reliable
assumptions about future success.
RULE 2: Ask questions that relate directly to at least one of your listed requirements to
maximize the information you will gain in the time allotted.
General Questions:-
• Are you looking for change right now ?
• Where are you working right now ?
• What about your notice period ?
• What about your total experience ?
• What’s your current CTC (Cost to Company)?
• What’s your preffered CTC (Cost to Company) ?
• What is your current location ?
• What is your prefferd location?
• When did you last update your CV on Shine/ Naukari / Monster ?
1) Limited Choice: The organization is forced to select candidates from a limited pool. It
may have to sacrifice quality and settle down for less qualified candidates.

2) Inbreeding: It discourages entry for talented people, available outside an organization.

Existing employees may fail to behave in innovative ways and inject necessary dynamism to
enterprise activities.

3) Inefficiency: Promotions based on length of service rather than merit, may prove to be a
blessing for inefficient candidate. They do not work hard and prove their worth.

4) Bone of contention: Recruitment from within may lead to infighting among employees
aspiring for limited, higher level positions in an organization. As years roll by, the race for
premium positions may end up in a bitter race.
 Chapter- 2
LITERATUTRE REVIEW
 LITERATURE REVIEW

Recruitment and Selection is one of the most generally discussed in the study of Human
Resource. The literature on Recruitment and Selection is not quite vast.
To gain a deeper understanding about the phenomenon of high attrition and its cause, literature
particularly journals, reference books were studied in detail. The various websites were also
helpful in gaining a large view of attrition among employees and the ways to reduce such high
rate. The findings would not have been realistic without the feedback of employees of Stanford
Developers. For this the employee’s feedback was sought.

SCOPE AND LIMITATIONS

The benefits of the study for the researcher is that it helped to gain knowledge and experience
and also provided the opportunity to study and understand the prevalent recruitment and
selection procedures.
The key points of my research study are:
1. To study the facts about the CONVERSE as a Group.
2. To analyzes the recruitment policy of the organization.
3. To understand and analyze various H.R factors including recruitment and selection
procedure at Converse Placement.
4. To suggest any measures/recommendations for the improvement of the recruitment
procedures.
5. It extends to the whole organization. It covers corporate office, sites and works
appointment all over India.
 Chapter- 3
RESEARCH METHODOLOGY
RESEARCH OBJECTIVES

The primary objective is to study, understand and analyze aspects related to various HR
Procedures of Recruitment and Selection at Converse Placement.

OBJECTIVES OF STUDY
1. To identify the internal and external sources of recruitment and selection.
2 To Understand and analyse various HR factors including recruitment and
selection process.
3 To know the sources of recruitment at a various levels and various jobs. .
4 To develop practical knowledge with theoretical aspect..
5 To know about the role of recruiter.

RESEARCH METHODOLOGY
Research is a systematic enquiry that provides information to guide business
decision and aimed to solve managerial problems. Research is of recent origin and it is largely
supported by business organizations that hopes to achieve competitive advantages Research
Methodology is a way to systematically solve the problems. It may be understood as a science of
studying how research is done scientifically. It include the overall research design, the sampling
procedure, data collection method and analysis procedure.

A Research Methodology defines the purpose of the research, how it proceeds, how to measure
progress and what constitute success with respect to the objectives determined for carrying out
the research study. There is a unique methodology that Stanford Developers adopts to render the
service.
The research methodology for the present study has been adopted to reflect these realties and
help reach the logical conclusion in an objective and scientific manner.

Types of Research

EXPLORATORY RESEARCH
A research design is the specification of methods and procedures for acquiring the information
needed to structure or solve the problem. It is the overall operational pattern or framework of the
project that stimulates what information is to be collected from which source and by what
procedure. On the basis of major purpose of our investigation the EXPLORATORY
RESEARCH was found to be most suitable. This kind of research has the primary objective of
development of insights into the problem. It studies the main area where the problem lies and
also tries to evaluate some appropriate courses of action.

Descriptive Research
The primary objective of descriptive research is to define the characteristics of a particular
phenomenon without necessarily investigating the causes that produce it.
In this type of research, the researcher must take particular care not to intervene in the observed
object or phenomenon, as its behaviour may change if an external factor is involved.

Qualitative Research
Qualitative methods are often used in the social sciences to collect, compare and interpret
information, has a linguistic-semiotic basis and is used in techniques such as discourse analysis,
interviews, surveys, records and participant observations.
In order to use statistical methods to validate their results, the observations collected must be
evaluated numerically. Qualitative research, however, tends to be subjective, since not all data
can be fully controlled. Therefore, this type of research design is better suited to extracting
meaning from an event or phenomenon (the ‘why’) than its cause (the ‘how’).

Quantitative Research
Quantitative research study delves into a phenomena through quantitative data collection and
using mathematical, statistical and computer-aided tools to measure them. This allows
generalised conclusions to be projected over time.

DATA COLLECTION

The task of data collection begins after a research problem has been identified and the research
design has been chalked out. While deciding the method of data collection to be used for the
study, the researcher should keep in mind two types of data:
a. Primary data
b. Secondary data
In this research project the data being collected is as follows:

Primary Data:
The survey method is used to collect the primary data in this research as it is the Analytical
research to find out the shortcomings and area of improvements according to the skill required
for recruitment team.
The data that is collected first hand by someone specifically for the purpose of facilitating the
study is known as primary data. So in this research the data is collected from respondents
through QUESTIONNAIRE.

1. Primary source of data :

(i). Personal interview
(ii). Questionnaire technique.

QUESTIONNAIRE - Survey among the officials and employees of MONARCH.

PERSONAL INTERVIEWS with the company representatives regarding recruitment and
selection practices in organization.

Secondary Data:
The secondary data is also used in a lesser proportion to find out the name and designation of the
employer who are working with this organization and the company profile.
Secondary data refer to information gathered by someone other than the researcher conducting
the current study. Such data can be internal or external to the organization and accessed through
the Internet or perusal of recorded or published information.
Secondary sources of data provide a lot of information for research and problem solving. Such
data are as we have seen mostly qualitative in nature.

2. Secondary source of data :

(i). Company brochure.
(ii). Internet.
(iii). Websites
(iv). Organizational Reports & Records.
(v). Business magazines
(vi). Journals etc.
 SAMPLING TECHNIQUE

Simple Sampling
Simple sampling is a sampling process that utilizes some form of random selection. In
probability sampling, each unit is drawn with known probability, or has a nonzero chance of
being selected in the sample. Such samples are usually selected with the help of random
numbers. With probability sampling, a measure of sampling variation can be obtained
objectively from the sample itself. Simple Random sampling has been adopted for this research.
Under which we have considered the sampling which has been done for a specific designated
population, because here a small cluster of professionals has been considered out of the total
universe which has been divided in small group like recruitment team & employee.

Systematic sampling
With systematic sampling, also known as systematic clustering, the random selection only
applies to the first item chosen. A rule then applies so that every nth item or person after that is
picked.
Although there’s randomness involved, the researcher can choose the interval at which items are
picked, which allows them to make sure the selections won’t be accidentally clustered together.

Stratified sampling
Stratified sampling involves random selection within predefined groups. It’s useful when
researchers know something about the target population and can decide how to subdivide it
(stratify it) in a way that makes sense for the research.
For example, if you were researching travel behaviour in a group of people, it might be helpful to
separate those who own or have use of a car from those who are dependent on public transport.
Stratified sampling has benefits but it also introduces the question of how to stratify a population,
which adds in more risk of bias.
Cluster sampling
With cluster sampling, groups rather than individual units of the target population are selected at
random. These might be pre-existing groups, such as people in certain zip codes or students
belonging to an academic year.
Cluster sampling can be done by selecting the entire cluster, or in the case of two-stage cluster
sampling, by randomly selecting the cluster itself, then selecting at random again within the
cluster.

Convenience sampling
People or elements in a sample are selected on the basis of their availability. If you are doing a
research survey and you work at a university, for example, a convenience sample might consist
of students or co-workers who happen to be on campus with free time who are willing to take
your questionnaire.
This kind of sample can have value, especially if it’s done as an early or preliminary step, but
significant bias will be introduced.

Purposive sampling
Participants for the sample are chosen consciously by researchers based on their knowledge and
understanding of the research question at hand or their goals. Also known as judgment sampling,
this technique is unlikely to result in a representative sample, but it is a quick and fairly easy way
to get a range of results or responses.

Quota sampling:
In Quota sampling, the selection of members in this sampling technique happens based on a pre-
set standard. In this case, as a sample is formed based on specific attributes, the created sample
will have the same qualities found in the total population. It is a rapid method of collecting
samples.
 SAMPLE DESIGN
A complete interaction and enumeration of all the employees was not possible so a sample was
chosen that considered of 25 employees. The research was taken by necessary steps to avoid any
biased while collecting the data.

SAMPLE AREA
The sample area refers to the universe to be studied under our research project. The area denotes
the place or the region to be studied and taken into research consideration. Thus, the sample area
chosen for this research project is CONVERSE PLACEMENT.
 Chapter- 4
DATA ANALYSIS AND
INTERPRETATION
 DATA INTERPRETATION

A questionnaire was prepared for the purpose of getting feedback from employees and manager
regarding, “ RECRUITMENT & SELECTION” of their Company. Some employees are selected
from different department and were distributing questionnaire from the purpose of the stud

ANALYSIS OF DATA

The analyses of data is done as per the survey finding. The percentage of the people opinion
were analyzed and expressed in the form of chart and have been placed in the next few pages.

Q1) Please mark the following –

INTERPRETATION-

The interview process was: (1) Short & Quick; (2) Long waiting hours; (3) Panel Member
were non-cooperative. This analysis would help us to know if the selection process took place on
time or candidates had to wait for long hours. There opinion about the panel members. On time
selection process shows that maximum number of respondents said that they had to wait for
hours before the selection process that constitutes of around13 respondents, 4 respondents said
that the interview process was short and quick, few had an opinion of the panel members being
non- cooperative, that constitutes of 5 employees.

On time selection process-

Q2) How would you rate the whole recruitment and selection process?

INTERPRETATION-

This analysis would help in knowing the opinion of employees regarding the process. The new
joiners have gone through it recently so this would tell us their views about these processes.
The recruitment and selection process picture show that when asked about the Interview Process
most of the employees said that the interview process was Strong, .which constitutes of 82 % of
new joiners in last 6 months, 14 % of respondents had an opinion of interview process being
Moderate and the rest 5 % said it was mild.
Q3) According to you what kind of selection procedure is best?

INTERPRETATION-

This analysis would help us in understanding Employees views about the selection procedure.
According to them what kind of selection procedure should be most effective? This pie Fig.
4depicts that around 50 % of new joiners were satisfied with existing selection process of having
a panel interview, the next majority is formed by those who believed Series of interview should
take place by different interviewers that forms 32 % followed by 18 % respondents who believed
Individual Interview would be most effective.
Q4) Do you think that psychological testing is required?

INTERPRETATION-

This analysis would help us to know the views of new joiners and management about
requirement of Psychological Testing being part of the selection process. It was made sure if they
were aware what Psychological Testing is. This picture depicts that majority of respondents
believed Psychological Testing was not required to be a part of Selection Process, which
constitutes of around 50 % of new joiners, 32% had new joiners opted for can’t say as they were
not sure if it would be useful in the selection process or not, as being a Pharmaceutical Company
it was difficult to say, 18% contributed saying yes Psychological testing should be apart of
Selection Process.
Q5) Were you clear about your job role and responsibilities before joining the company?

INTERPRETATION-

This analysis will help us in knowing if the HR of the division makes it clear to the employees
what is the job role and responsibilities of the post the employee is joining in the company. This
picture depicts majority of employees which is around 41 %, employees said that they were not
aware of the job role and responsibilities before joining the company. Around 32 %, employees
said till an extent they were aware of the job role and responsibilities before joining the
company. 27 %, employees said they were made aware of job role and responsibilities before
joining the company.
Q6) According to you has the organization placed you at the right post and position according to
your past experience and qualification?

INTERPRETATION -

This analysis helps in knowing according to new joiners what are their views about the post and
position they have got in the company, they think they are placed according to their past
experience or qualification or not. This picture depicts that majority of respondents are not
satisfied with their current post and position, this constitutes of 59 % of new joiners of last 6
months. 41 % were satisfied with their post and position in the company.
Q7) Today the work done by you is same as it was described in your offer letter?

INTERPRETATION -

This analysis would give an idea if the presently work done by the employees is same as
explained in the offer letter. The above figure depicts that majority of respondents believed that,
to an Extent, the work done by them presently was same as described in the offer letter; this
constitutes around 46% member of employee. Around 36% said NO the work done by them
presently is different from what was in the offer letter. Around 18% said YES they were doing
the work same way as was explained in the offer letter.
Q8) The organization has facilitated me in following areas. Listed below:-
(1) Administration; (2) Human Resource; (3) Finance.

INTERPRETATION -

This analysis will help us in knowing if the new joiners were facilitated with the
most important departments of the organization after joining the company.
The Fig. 9 depicts 59% of new joiners were facilitated with Administration, HR,
Finance and the remaining 41% new joiners said that they were not facilitated in the
following areas.
Q9) Does HR team take timely feedback from you regarding your performance and satisfaction
level at work?

INTERPRETATION -

This analysis will give an idea if the HR department keeps track of well being of new joiners and
their performance at work. This picture depicts that majority of respondents said that HR didn’t
take any feedback from them regarding their satisfaction level at work and performance, which
constitutes of around 64% of respondents; remaining 36% employees said HR takes timely
feedback regarding performance and satisfaction level at work.
Q10) Are you satisfied with the recruitment & Selection procedure carried out with you?

INTERPRETATION -
This analysis helps us to know if the new joiners are satisfied with the recruitment and selection
process carried out in the company. This picture depicts 59% of respondents are satisfied with
the recruitment and selection process carried out in the company, remaining 41% are not
satisfied with the process. They believe certain changes needs to be made for the effectiveness of
the process.
Conclusion-

The main thing that I want to conclude firstly is that with the help of analysis, feedback
generated through questionnaire I found that the company is following an effective
Recruitment and Selection process to maximum extent. As per my study, out of the various
methods of sourcing candidates, the best one is – getting references via references and
networking. In the process, I came across various experiences where the role of an HR and
the relevant traits he finds in the candidates were displayed. Company should focus on long
term consistent performance rather than short term. The emphasis towards training and
enhancing skills of recruiters needs to be more and also consistent .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 an Human resource department
contributes towards the achievement of the overall objective of the organization and therefore
is a daunting task for any HR manager.
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