A

SUMMER TRAINING PROJECT REPORT ON

Submitted in partial fulfilment of the for the award of the degree of

Master of Business Administration

Under the guidance of Submitted by:-

Ms. Shiva Pandey Ishika Gupta
Batch:- 2018 - 2020

CSJM University Kanpur

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 ACKNOWLEDGEMENT

Any accomplishment requires the effort of many people and this work is no
different. It has been my proud privilege to be attached to RSPL a branded
company.
With due respect I would like to express my indebtness to the management of
RSPL.

I would like to express special thanks to Ms. Shiva Pandey. It would have been
difficult to go through this project without her help. They not only helped me in
collecting data but also supported me with their valuable knowledge and
experience in this successful completion of the project.

I would also thanks my professor who was always with me to cope up from the
doubts. And also helped me in collecting information from different sources in
efficient and effective form.

I would also thank almighty god for his grace and merry to successfully
complete this project.
 PREFACE

People are a company’s most important assets. They can make or

break the fortunes of a business. In today’s highly competitive
business environment placing the right people in the right position is
very critical for the success of any organization.

The recruitment and selection decision is of prime importance as it is

the vehicle for obtaining the best possible person-to-job fit that will,
contribute significantly towards the Company's effectiveness. It is
also becoming increasingly important, as the Company evolves and
changes, that new recruits show a willingness to learn, adaptability
and ability to work as part of a team.

The Recruitment & Selection procedure ensures that these criteria are
addressed in this project I have studied Recruitment and Selection
process of RSPL and attempted to provide some ways so as to make
recruitment more effective and to reduce the cost of hiring an
employee. I am privileged to be one of the students who got an
opportunity to do my training with RSPL.

My involvement in the project has been very challenging and has

provided me a platform to leverage my potential in the most
constructive way. This project however is an attempt to share as best
as possible my experience in corporate world with all my colleagues
and my faculty. I would be delighted to receive reader’s comments
which maybe valuable lessons for my future projects.

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 ABSTRACT
In today’s rapidly changing business environment, organizations have to
respond quickly to requirements for people. The market has been witnessing
growth which is manifold for last few years. Many players have entered the
economy thereby increasing the level of competition. In the competitive
scenario it has become a challenge for each company to adopt practices that
would help the organization stand out in the market.

The competitiveness of a company of an organization is measured through the

quality of products and services offered to customers that are unique from
others. Thus the best services offered to the consumers are result of the genius
brains working behind them. Human Resource in this regard has become an
important function in any organization.

Therefore a recruitment practice in an organization must be effective and

efficient in attracting the best manpower. Better recruitment and selection
strategies result in improved organizational outcomes. The main objective is to
identify general practices that organizations use to recruit and select employees
and, to determine how the recruitment and selecting practices effect
organizational outcomes..

It is very clear that the recruitment is considered as the basic process of HR,
needed by mangers and the employees. Recruitment helps in development of the
human resource by offering numerous opportunities of the carrier to the
applicants. In general, analysis of the job comprises determination of the
knowledge, attributes and skills that are needed for executing the particular
function. It has been noticed that the job analysis is considered as vital to
selection and recruitment because job analysis is the basis of high process of the
quality and when finished well searches not only knowledge and skills needed
to execute the function but the attributes also that may be implemented to
analyze the cultural fit in the organization.
 Table of contents
CHAPTER-1
INTRODUCTION
1) Introduction of the industry profile ……………..7-12
2) Introduction of the company (about RSPL)………………13-32
3) About Recruitment and Selection…………………………33-69

CHAPTER – 2
RESEARCH METHODOLOGY

1) Research objective…………………………………………..71
2) Research design……………………………………………..71
3) Sampling size………………………………………………..71
4) Sampling area……………………………………………….72

CHAPTER – 3
DATA ANALYSIS AND FINDINGS

1) Analysis of data…………………………………………….73-86
2) Findings…………………………………………………….87-88

CHAPTER – 4
CONCLUSION AND RECOMMENDATIONS

1) Conclusion…………………………………………………..90
2) Suggestions …………………………………………………91
Annexure

1) Bibliography………………………………………………93

2) Annexure………………………………………………..94-97

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 CHAPTER–1

INTRODUCTION
Introduction on human
resource Industry

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 INTRODUCTION ABOUT HUMAN RESOURCE

Human resources is the department or division of a business, corporation, or

organization that manages all aspects related to its personnel, including
recruiting employees, training and career development, overseeing
compensation packages, managing benefits plans, and other duties that serve to
maximize a company's business and its employees' satisfaction with their jobs.
Simply, the function of the human resources industry is to produce competent
personnel and to keep employees productive. More than 700,000 people work in
human resources and related fields today.
As an increasingly large portion of the U.S. economy has come to depend on
service industries—businesses in which the main product is not an item sold in
a store but rather is a set of actions performed for a client by the business's
employees—the growth of the human resources (HR) industry has increased
proportionally. Meeting these increased demands has resulted in the field of
human resources evolving from its early role whose primary responsibilities
included hiring and training workers, managing a company's payroll, and
dealing with labor issues to now being charged with a broader, more conceptual,
and strategic set of responsibilities that may include setting up job
classifications and employee benefits systems or working with top management
to develop plans to optimize use of company employees. In large, multinational
corporations, an international human resources department is often created to
meet the needs of U.S. citizens working in foreign countries, as well as people
from other countries working in the United States.
Human resources professionals are generally employed in one of two major
areas: large or medium-sized companies in any kind of industry; and personnel
consulting firms that help other companies find qualified employees, both on a
permanent and temporary basis. Any organization with many employees,
whether a bank, oil company, or fast food restaurant, needs personnel
specialists. Employment agencies, executive placement services, temporary help
services, labor contractors, and registries for chauffeurs, household workers,
models, nurses, ship crews, and teachers also need HR professionals.

Human resources encompasses a variety of jobs, including human resources

generalists, employment and placement managers, employer relations
representatives, personnel managers, industrial relations directors, job-
development specialists, job analysts, compensation managers, training
instructors, benefits managers, employee health-maintenance specialists,
mediators, and employment, placement, and recruitment specialists. Other
occupations in HR include ergonomists, employment firm workers, and career
and employment counselors and technicians

Background
In the 18th century, the U.S. economy was primarily agricultural, dependent on
crops such as wheat and cotton. During the 19th and early 20th centuries,
however, the United States experienced an Industrial Revolution. With this
revolution, the economy shifted largely toward production of raw materials,
such as iron and steel, and finished products, such as cars and refrigerators.
Although there were great differences between the agricultural society of the
18th century and the industrial society that followed, in both cases, the economy
was based on the goods produced.

Today, however, an increasingly large portion of the economy depends on

service industries. A service industry is one in which the main product is not
something that can be sold in a store but rather is a set of actions performed for
a client. The service itself is the product that is sold. This shift toward a service
economy has contributed to the growth of the human resources industry,
abbreviated to HR.

Just as agricultural and industrial economies thrive when there are plenty of
high-quality natural resources available, a service economy succeeds based on
the quality of its workforce. Therefore, the function of the human resources
industry is to produce competent personnel and to keep employees productive.
The increased emphasis on human resources is not limited only to service
industries. High-tech, goods-producing industries, such as the computer
industry, are placing greater importance on the quality of their personnel. Such
industries are especially vulnerable to human error, because the smallest
mistake in a complex computer system can make the entire system unusable.
The more technical skills involved in the design, manufacture, marketing, and
sales of a product, the more competent a company's workers must be. Meeting
these increased demands has caused new developments in the field of human
resources. In the past, human resources professionals, sometimes referred to
as personnel specialists,served primarily as technicians with such
responsibilities as hiring and training workers, managing payroll, and dealing
with labor issues.
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Today, HR professionals are being entrusted with a broader, more conceptual,
and strategic set of responsibilities. They may set up job classifications and
employee benefits systems. In addition, they often work with top management
to devise plans for the optimal use of human resources. For example, HR
professionals often advise management on policies to reduce absenteeism and
on methods to improve morale and productivity.
In recent years human resources professionals have realized the importance of
having a good training and development program for their employees. By
teaching employees the latest in computer software programs, sales techniques,
safety procedures, and other workplace skills, the company ensures that it can
remain competitive in the future. New theories of adult education have
enhanced the effectiveness of such employee training and development
programs, and today, human resources professionals can choose from several
different modes of instruction to find the educational program that best fits the
needs of their employees. Some of the different forms of instruction include
interactive CD-ROMs, DVDs and videos, and trainer-led workshops and
orientation sessions.

Another important responsibility of human resources professionals is the

employee benefits program. In order to attract the best employees, build loyalty,
and maintain employee morale, companies must offer attractive benefits
programs. HR professionals use their expertise to design benefits packages that
are most effective for their companies. In addition, HR professionals must be
sensitive to the needs of their employees and ensure a nonhostile workplace. In
large, multinational corporations, an international human resources department
is often created to meet the needs of U.S. citizens working in foreign countries,
as well as people from other countries working in the United States.

The essence of HR management is transforming an input, which is an employee

or group of employees, into an output, which is a job well done. To effect this
transformation, HR professionals use systems that acquire, develop, allocate,
conserve, utilize, evaluate, and reward workers.

Human resources management encompasses several job responsibilities, which

may be carried out by one person or by a number of specialists. Different kinds
of specialists includehuman resources generalists, employment and placement
managers, employer relations representatives, personnel managers, industrial
relations directors, job-development specialists, job analysts, compensation
managers, training instructors, benefits managers, employee health-maintenance
specialists, mediators, and employment, placement, and recruitment specialists.
Other occupations in the HR field include ergonomists, employment firm
workers, and career and employment counselors and technicians.
Structure
Human resources professionals are generally employed in one of two major
arenas. In the first, they work for large or medium-sized companies in any kind
of industry. Any organization with many employees, whether a bank, oil
company, or fast food restaurant, needs personnel specialists. The second major
arena is in personnel consulting firms that help other companies find qualified
employees, both on a permanent and temporary basis. Such companies provide
a service to both employers and those seeking employment. Employment
agencies, executive placement services, temporary help services, labor
contractors, and registries for chauffeurs, household workers, models, nurses,
ship crews, and teachers are all examples of this type of service firm. Many
human resource managers earn a certificate in Professional Human Resources
Management.

Industry Outlook
According to the U.S. Department of Labor, employment of human resources
and training specialists and managers is expected grow at around 8 percent
through 2022. The rising use of temporary workers and increasingly complex
employment laws will create most of the demand. Specific standards for
occupational safety and health, equal employment opportunity, wages, and
benefits make it necessary for many companies to have human resources
experts handling their personnel issues in order to avoid errors and omissions.
Of particular significance are rising health care costs, how implementation of
the federal Affordable Care Act will affect businesses, and the structural
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changes that have taken place in many companies' insurance packages. As
benefits programs become more complex, human resources professionals who
are familiar with program requirements and options become more valuable. For
the same reasons, human resources manager can expect growth of 13 percent
through 2022. Labour relations specialists, however, may experience a decline
of 1 percent as a result of shrinking labour unions.

Human resource planning

INTRODUCTION
ABOUT
RSPL LIMITED

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We live in fast paced ever changing world. These changes affect our lives and
lifestyles and therefore it is crucial to learn to be resilient.
The driving force at RSPL Group is to understand profound changes in product
technology and consumer needs to make our brands the way consumer desires
them to be. We believe that the only constant in the history of mankind is
evolution and so it is our endeavour to give superior brand experience and most
superior value for consumer’s money. Our undeterred pursuit for evolution has
led the company to progress on the path of value during our growth.
RSPL Group is more than 5000 crore diversified conglomerate, which is
committed to value for money propositions & credited with several innovations
over last 3 decades. The sagacity to weave its business around consumer needs
has conferred RSPL Group with a distinct value and identity. Efficient capital
structure, cutting edge technology, operational discipline and a widespread
distribution network, have together attributed to enhance RSPL Group and
enabled the organization to deliver value to consumers.

Keeping in line with its expansion programme, the company has established
detergent manufacturing units in various locations across India to enable the
company to fulfil the demand of its products across the country more
effectively.
The company is going to set up a new unit in Raipur, Chhattisgarh for the
manufacturing of detergent cake, powder and acid slurry. The company has
applied for necessary approvals to set up the unit. Within next couple of years
the Group’s installed capacity of detergents would cross 800000 MT PA.

To make its presence stronger in southern states, the company is planning to set
up a unit in Karnataka. The company has already acquired land at Bidar,
Karnataka for the purpose.
Keeping in view the expanding market of personal & home care products in
India, the company has set up a unit in Haridwar for the manufacturing of
products like Shampoo, Hair oil, Toothpaste, Moisturiser, Shaving Cream,
Liquid Hand Wash, Floor Cleaner, Liquid Detergent and Toilet Cleaner. The
Unit has become operational in March 2010 with an installed capacity of 123
MT per day for all products taken together.
 MANAGEMENT OF RSPL LIMITED

DIRECTORS ON BOARD

RSPL Group is promoted by Gyanchandani family. The promoter directors are

combination of experienced and young persons.

Shri Murli Dhar

Executive Chairman
Joined the family business of his father Late Dayal Das.
His vision and strong dedication laid the foundation of the ‘RSPL Limited’
Group. He has the responsibilities of finalizing Corporate Strategy & Planning
for the growth of the business of the Group. Under his leadership the Group has
established itself amongst the top manufacturers of detergent products in a short
period of nearly 3 decades. He provides guidance to the younger generation to
venture into new categories.

Bimal Kumar
Managing Director
Joined the family business of his father with his elder brother Shri
MurliDhar.
His responsibilities are to supervise and control management of the entire
group. His contribution to the Human Resource Development in the Group has
been enormous and his media and advertisement strategies have proved to be
very efficient in terms of sales response. His ability to spot trends early has
helped to identify new segments the company should foray into.

Manoj Kumar
Director
Joined the business in 1996 at a very young age.
His contribution to the group was the first business diversification in the leather
15
industry. After establishing Leather and Footwear venture and turning the
business into Rs. 100 crores, he is on his way to create new land marks in
Dairy business.

Rahul Gyanchandani
Joint Managing Director
He was appointed Director of the company in the year 2004.
His present responsibilities are operations of Soap & Detergent division of the
Company. He is also actively involved in the planning of new projects. All the
expansion plans of soap & detergent division are moving smoothlyunder his
able direction. He has a vision for backward integration. Under his able
guidance, the company has successfully entered into toilet soap segment by
launching toilet soap under the brand name “VENUS” and foraying into
homecare segment.

Rohit Gyanchandani
Director
He was inducted to the Board of the Company in the year 2005.
He has the responsibility of planning and monitoring advertising and evolving
new strategies for marketing. He is also looking after real estate business of the
Group. One of the Group company, Nimmi Build Tech Pvt. Ltd. is developing
residential projects in Kanpur and Lucknow through SPV.

PERFORMANCE IN PREVIOUS YEARS:-

17
PRODUCTS OF RSPL LIMITED
FMCG Division

HOUSEHOLD CARE & PERSONAL CARE PRODUCTS

➢ Household products
A. Ghari detergent cake
B. Ghari detergent powder

Ghari Detergent powder and cake is manufactured by RSPL; Kanpur based is

more than 5000 crore diversified conglomerate in India. The detergent brand
was founded by Muralidhar and Bimal Kumar Gyanchandani in 1987. When
Ghari was launched, market was already dominated by big brands like Surf and
Nirma.

Over the years since the launch of Ghari detergent powder, till date there have
been introduction of plethora of brands from biggies like HUL and P&G and
many local players. It came to limelight in late 2012 when it surpassed HUL's
wheel detergent and grabbed top spot in terms of market share. It took almost
25 years for Ghari to be the market leader in detergent market.

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C. Xpert Dishwash bar
D. Xpert Ultra gel (Liquid)
➢ Personal Care Products
A. Venus Bathing Soap

The company has successfully entered into toilet soap segment by launching
toilet soap under the brand name “VENUS” and foraying into homecare
segment.

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➢ Hygiene Care Products

A. Pro-ease Sanitary Pads

The company has successfully entered into the sanitary napkins segment by
launching sanitary pads under the brand name “Pro-ease” and foraying into
hygiene segment.
➢ Footwear products
A. Red Chief

Red Chief is one of the leading footwear brands in India since 1997,
manufacturing high quality genuine leather footwear at unbeatable price.
The company has recorded an impressive growth through its enthusiastic
and highly motivated marketing team; company has estimated sales
figures of Rs. 900 million in benchmarking standards. In the domestic
market it is one of the most admired footwear brands and holds the
valued market share for leather footwear.
Red Chief as a brand is constantly evolving to keep pace with the
changing trends, styles, beliefs, and aspirations of people while
maintaining the sanctity of certain traditions like workmanship and good
value.

Perfection is a never ending pursuit for us. With quality as the hallmark,
it is our sincere endeavour that each product that comes through our
state-of-art production line should truly act as the ambassador of
goodwill, with the consumers-reinforcing their conviction in Red Chief.

23
➢ Renewable energy

In the year 2008, with a view to expand the Wind Power Project, the Group has
also established another Wind Power generation project in Gujarat. The
capacity of the project is 9.60 MW with 12WECs’ of 800 KW each.

During the Financial Year 2010-11, the Company has set up another Wind
Power Farm, having a capacity of 10.5 MW, in Tamil Nadu. It has been set up
in technical collaboration with Suzlon Energy Limited. Presently the company
has installed capacity of producing 26.1 MW wind energy. The Wind Energy
Project is enjoying 100% exemption from the Income tax for 10 years.

The company also creates clean energy to meet the increasing demand for clean
electricity and to address the pressing challenges of global warming and energy
security. Their plan is to grow to 100mw operational capacity in the next few
years.
 ➢ Real estate projects
A. Nimmi buildtech

The Group has interest in Real Estate industry. One of the group companies,
Nimmi Build Tech Private Limited (formerly known as Poonam Developers &
Infrastructure India Private Limited), is engaged in the business of construction
and real estate.

The Company has set up an IT Software Technology Park in Noida. The

company is developing residential projects in Kanpur and one residential project
in Lucknow through SPV.

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➢ Dairy products
A. Namaste India

RSPL Limited is all set to further consolidate its position in the dairy business
with the name of “Namaste India Foods Private Ltd.” Along with the taste, the
milk is full of calcium, protein, carbohydrates, vitamins, etc., for healthy growth
of human body. The Company aims to provide remunerative returns to the
farmers and also serve the interest of consumers by providing quality products
which are good value for money.

NAMASTE INDIA FOODS PVT. LTD.is an Indian Dairy Company that is

committed to supply pure milk & milk products. Situated at Shivrajpur,31 km
away from Kanpur Nagar, company has established a developed Agriculture &
Cattle Farm where Agriculture & Cattle Farming is done by the scientific
method. The unit is fully automated with international standards and plans to
collect, process and pasteurize 4 Lakh litre milk per day.

It has collection centres in hundred villages and will be extending to 1000

villages in another three years. Company is establishing milk chilling centres at
the distance of every 50 km from its Dairy Plant (around Kanpur). It strictly
follows the rules of cleanliness while processing/pasteurizing its products. The
product portfolio include Pasteurized Milk, Pure Ghee, SMP & Dairy Whitener,
Cheese, Curd, Flavoured Milk and other dairy products.
 CORPORATE SOCIAL RESPONSIBILITY
LAXMI DEVI DAYAL DAS CHARITABLE HOSPITAL

Inaugurated On April 2013, LAXMI DEVI DAYAL DAS CHARITABLE

HOSPITAL is a significant social initiative taken by RSPL Group to serve the
humanity.
Set up nearly 29 Km away from the city of Kanpur, the hospital aims at
providing medical assistance for ailments and surgeries to the poor and needy.
The hospital has set prescribed standards in both medical treatment & patient
comfort aiding quick and complete cure. It is equipped with latest medical
equipment’s facilitating accurate treatment to its patients. It offers medical
treatments to patients at nominal rates so that people from all walks of life can
afford to avail the medical facilities of the hospital and also distributes
medicines absolutely free of cost on a daily basis to those people who cannot
afford to pay.
The hospital through its specialized & committed doctors is dedicated to fulfil
its objectives of complete and comprehensive health care and is inclined to
work for the betterment and upliftment of the society.

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SOME OTHER CSR ACTIVITIES OF RSPL LIMITED:-
LOCATIONS ACROSS INDIA
RSPL Group follows the policy of penetrating its markets deep and then
focusing on geographical expansion. Having achieved strong distribution reach
in its core markets, it has now embarked on strengthening its geographical
presence by establishing and expanding distribution in other states (most
notably in South India).
We are successfully running more than one manufacturing units at Alwar,
Aurangabad, Chitradurg, Dhar, Ghaziabad, Greater Noida, Haridwar, Jamnagar,
Jamshedpur, Jhansi, Kanpur, New Delhi, Roorkee, Sagar and many more.

Though preparing job description and job specification are not legal
requirements yet play a vital role in getting the desired outcome. These data sets
help in determining the necessity, worth and scope of a specific job.
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Job Description
Job description includes basic job-related data that is useful to advertise a
specific job and attract a pool of talent. It includes information such as job title,
job location, reporting to and of employees, job summary, nature and objectives
of a job, tasks and duties to be performed, working conditions, machines, tools
and equipments to be used by a prospective worker and hazards involved in it.

Purpose of Job Description

The main purpose of job description is to collect job-related data in order to
advertise for a particular job. It helps in attracting, targeting, recruiting and
selecting the right candidate for the right job.
It is done to determine what needs to be delivered in a particular job. It clarifies
what employees are supposed to do if selected for that particular job opening.
It gives recruiting staff a clear view what kind of candidate is required by a
particular department or division to perform a specific task or job.
It also clarifies who will report to whom.

Job Specification
Also known as employee specifications, a job specification is a written
statement of educational qualifications, specific qualities, level of experience,
physical, emotional, technical and communication skills required to perform a
job, responsibilities involved in a job and other unusual sensory demands. It
also includes general health, mental health, intelligence, aptitude, memory,
judgment, leadership skills, emotional ability, adaptability, flexibility, values
and ethics, manners and creativity, etc.
Purpose of Job Specification

Described on the basis of job description, job specification helps candidates

analyse whether are eligible to apply for a particular job vacancy or not.
It helps recruiting team of an organization understand what level of
qualifications, qualities and set of characteristics should be present in a
candidate to make him or her eligible for the job opening. Job Specification
gives detailed information about any job including job responsibilities, desired
technical and physical skills, conversational ability and much more.
It helps in selecting the most appropriate candidate for a particular job.
Job description and job specification are two integral parts of job analysis. They
define a job fully and guide both employer and employee on how to go about
the whole process of recruitment and selection. Both data sets are extremely
relevant for creating a right fit between job and talent, evaluate performance and
analyse training needs and measuring the worth of a particular job.

31
 Introduction
On
Recruitment
And
Selection
RECRUITMENT

33
“The art of choosing men is not nearly as difficult as the art of enabling those
one has chosen to attain their full worth”. Recruitment or manpower selection
process is the first step in the employment of labor and the
methods through which labor is brought into industry has much to do with
the ultimate success or failure of such employment. Despite
tremendous unemployment it is not easy to find the right type of labor.

Careful recruitment of employees is particularly important in India for two

reasons: First, under the existing legal conditions, when
an industrial worker is discharged, and industrial dispute can be raised by
the workman in regard to such discharge and the Labor Court adjudicating
such disputes would determine whether the termination of service
was justified and to order reinstatement if such order was appropriate. As a
precaution against unreasonable discharge by way of punishment, certain
rules of procedure are required to be strictly followed by the employees
before the order of discharge is passed. Failure to carry out this
procedure undermines the case if it goes to an industrial court.

Secondly, the chances of mismatching the job and the person are much
higher in India, under the present labor market conditions in India, the
employee’s choice is very much limited and he will accept any job
irrespective of his suitability. Under these conditions, the pressure to
properly match man to job is only one-sided, that is, from employer’s
side only.
Definition:-
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.

Objective:-
The main objective of recruitment is to increase the number of applications for
the job available in the organization, to select the best applicant who is the best
fitted to the job.

History:-

Nowadays, when talking about the different methods to find a job, no one
would ignore the Internet. It is amazing how the Internet has taken over
the world in less than 20 years. But how were the companies recruiting
before that ? How would they let people know about their job
opportunities?

Recruitment is as old as the beginning of organizations. Mass recruitment

had its very dirty side, and I will spare the paragraph on recruitment
methods used to build the pyramids, the Great Wall or even the Panama
Channel, as this would take much more than myself and a 500 words post
to make sure the topic is addressed properly. My point is rather to focus on
work as we consider it today : willing people getting money to use their
skills in order to reach their employers objectives.

35
Before the industrial revolution, large organizations were those specialized
in trading and mining. But recruitment was widely focused on local
workers, the management positions being generally reserved for noble or
distinguished men.

From the second half of the nineteenth century, major technologic

innovations fostered economic development and wealth in what we call
nowadays "developed countries".

This industrial revolution created the first industrial giants. With the larger
size of the company and growing needs for mass consumption, the
complexity of internal processes increased considerably, and the working
processes started to get more specific : production, business development,
management. At some extent, companies had to find large amounts of
specific people able to handle very specific issues. And these people were
not necessarily from the nearest village, so it was necessary to reach them
in a new and efficient way. Modern mass recruitment was about to emerge.

Until the late 1990's, the best way to hire people that were not necessarily
your daughter or your nephew was to post an announcement in the
newspapers. Almost all the newspapers had a job section, or "job board". At
the time, companies had to pay for the surfaces of their announcements ! So
they were keeping it simple and straight. And no Google search engine to
help you know more about the position or the company.

When Internet started to get big, a lot of "job boards" made their apparition
on the web. Many of them still exist today, and Monster.com, created in
1999, is probably the best example of how the business has grown since
then. In 2012, the company generated over a billion US dollars turnover.
Thousands of online recruitment websites were born and died during the
last 15 years, as it is a very competitive and aggressive market.

Back in 1999, online recruitment was basically the exact same

announcements than in the newspapers, except that they were accessible
on the web. It means that when you had to look for a job, you were
proposed a list of offers, written in the same style and with a poor interface.
Oh, wait a minute, did I say "back in 1999 ?", because it looks like what we
still find on 90% of the recruitment websites... Indeed, the amazing part is
how this industry managed not to innovate until the recent financial crisis,
when a new generation of entrepreneurs decided to address the market
and leverage the new technologies to disrupt the existing models. Let's
make it clear, I try to be one of those.

Just like the dating websites, some recruitment websites started to

consider candidates and companies as parties looking for one another. It is
actually the personal and professional social networks that made this
evolution possible. By making less taboo the professional world (on
LinkedIn, you can check the profile of your N+3, and even connect with
her/him), people and companies have started accepting that online
recruitment could be more than job boards, to become actual professional
matching websites. And as innovations always come in grapes, such
websites rapidly evolved to become smarter and closer to the actual needs
and expectations of both companies and candidates. This last generation is
called "affinity matching". A sort of "Attractive World" for recruitment.

37
Need for 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.

1. Planned needs: -
Such needs arise from changes in the organizational policies.
2. Anticipated needs: -
It refers to those movements in personnel which an organization can predict by
studying trends in internal or external need.
3. 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: -
To define the process and flow of activities while recruiting, selecting and
appointing personnel on the permanent rolls of an organization.
 RECRUITMENT PROCEDURE

Recruitment process of defining a job and attracting applicants for the vacant
post. It is the process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and ends when
their applications are submitted. The result is a pool of applicants from which
new applicants are selected.

• Identify Vacancy

• Prepare Job Description and person

Specification

• Advertise

• Managing the Response

• Short-listing

• References

• Arrange Interviews

• Conduct The Interview

• Decision Making

• Convey The Decision

• Appointment Action

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Rules and Regulations of Recruitment & Selection Process in Organization:-

➢ To provide clarification and detail of the core commitments laid down in

the organization code of Practice for Recruitment and Selection.

➢ To offer step by step support to all those involved in the recruitment and
selection of organisation.

➢ To ensure that there is a consistent and unbiased procedure for the

recruitment and selection in the organization.

➢ To act as the basis of an informal contract between recruiters and

organization administration to make the recruitment process as speedy
and efficient as possible.
SELECTION

41
 SELECTION

Personnel selection practices (e.g., interviews, ability and personality tests)

continue to capture the most attention from staffing scholars. There are several
comprehensive reviews of selection practices, as well as discussions of research
and practical applications. Rather than review all this research, the present
review summarizes the major new developments.

It is the methodological process used to hire (or, less commonly, promote)

individuals. Although the term can apply to all aspects of the process
(recruitment, selection, hiring, acculturation, etc.) the most common meaning
focuses on the selection of workers. In this respect, selected prospects are
separated from rejected applicants with the intention of choosing the person
who will be the most valuable contributions to the organization.

Selection Process :-
Selection is the process of choosing the most appropriate candidate to fill the
post from among all those who apply.

Selection is the pivot point between recruitment and retention. Hopefully your
efforts have gained you several qualified candidates. Now you have to decide
who is the best fit for the job is. You need to plan a process that is fair and
objective and results in choosing the best person for the job. Taking some time
to plan ahead will help you to find an individual whose skills and talents will be
an asset to your organization, a person who will want to keep you as an
employer as well.
 Job advertisement

Analysis of position and requirement

Candidate’s generation

Pre-screen (phone or web)

Coaching Testing and evolution Candidate pool

Final selection

Assurance of appointment

Pre-joining

Successful placement

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The recruitment and selection process below are designed to withstand scrutiny
and to fulfill the legal obligations placed on all recruiters. Adherence to the
guidelines will provide protection for individuals involved in selection.
Recruiters represent the organisation and the organisation is liable for the
actions of recruiters.

Pre-selection:-
1. The selection of candidates for membership in an organization shall be
advertised through a call for expressions of interest in accordance with
the present procedures. The call for expressions of interest shall be
published in the Official Journal (OJ), in relevant leading academic
publications as well as the Agency’s website. The closing deadline for
submission of candidates’ expressions of interest shall be fixed six weeks
after the above mentioned publication.

2. The Director of the Agency shall prepare and organize the work for there-
selection of the members of the Scientific Committee. He or she shall
chair a pre-selection panel, composed of the Heads of Unit of the Agency
and a person appointed for the purpose by the Council. Two members of
organization may attend the pre-selection panel’s observers.

3. The pre-selection panel shall verify the eligibility of the candidates, in

accordance with the eligibility requirements. Failure to comply with one
of these requirements will result in the exclusion of the concerned
candidate from the next steps of the selection process.

4. The pre-selection panel shall then assess each eligible candidate

according to the requirements for selection. It will draw up an ‘Individual
Assessment Form’ for each candidate which will include a short
comment, highlighting the specific values/shortcomings of the person.
5. The Director shall present the results of the pre-selection process to the
organization’s Executive Board, including information on the candidates
deemed ineligible.

Selection:

1. The Executive Board shall assess all the candidates on the basis of the
established selection requirements.

2. In this assessment the Executive Board shall take into account:

• The work of the pre-selection panel
• The need that the specialist fields of the members of the Scientific
Committee shall cover the most relevant scientific fields linked to
fundamental rights, in accordance with the mission and objectives of
organization;
• The need to ensure even geographical and gender balance.

3. The Executive Board shall submit to the Management Board a list of

most eligible candidates. This list should include more than eleven and
fewer than twenty-two names. This list will also include merit points and
a conclusion concerning the suitability as a member of the Scientific
Committee for each candidate.

4. The Chair of the Executive Board shall present the results of the selection
process to the Management Board, including a record of the candidates
not included in the lists mentioned above as well as on candidates deemed
ineligible.

45
 5. The Agency services shall provide technical and logistic support for the
selection process.

Appointment:
1. On the basis of the list submitted by the Executive Board, the Agency’s
Management Board shall appoint the members of the Scientific Committee,
after having consulted the competent committee. The candidates not
appointed shall be put on a reserve list.

2. Members will be appointed for a five-year term, which shall not be

renewable.

3. The reserve list shall be valid for the duration of the term of the appointed
Scientific Committee. In case of a vacancy, the Management Board shall
appoint a new member from the reserve list. The filling in of a vacancy shall
be for the rest of the duration of the term of the Scientific Committee.

The differences between two are:-

1. The recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization
WHEREAS selection involves the series of steps by which the candidates
are screened for choosing the most suitable persons for vacant posts.

2. The purpose of recruitment is to create a talent pool of candidates to

enable the selection of best candidates for the organization, by attracting
more and more employees to apply in the organization WHEREAS the
basic purpose of selection process is to choose the right candidate to fill
the various positions in the organization.
Basis Recruitment Selection
i. Meaning It is an activity of establishing It is an activity of picking up
contact between employers more competent and suitable
and applicants. employees.

ii. Objectives It encourages large no. of It attempts at rejecting

candidates for a job. unsuitable candidates.

iii. Process It is simple process. It is complicated process

iv. Hurdles The candidates have not to Many hurdles have to be
cross many hurdles. crossed.

v. Approach It is positive approach. It is negative approach.

vi. Sequence It proceeds selection. It follows recruitment.
vii. Time required Less time is required. More time is required.
viii. Economy It is economical method. It is expensive method.

47
 RECRUITMENT AND SELECTION
PROCESS

Recruitment process involves a systematic procedure from sourcing the

candidates to arranging and conducting the interviews and requires many
resources and time. A general recruitment process is as follows:-

Analyzing requirements

Defining the requirements is based on what the job description says about
the content of the job and what the job specification says about the
requirements in order to compile the content of an internal announcement
or and external advertisement regarding the specific recruitment. It is
important to check that the job description is up-to-date and accurately
expresses the present requirements.

Defining the requirements also includes decisions about

► Are the tasks permanent or non-permanent?

► Is the job permanent or non-permanent?

► Which legal form of employment shall be applied?

Attracting candidates

There are often some form of internal announcement within the public
administration before external advertisements may be used. Furthermore,
there might be provisions that make advertisement in certain ways
compulsory. The content of an internal announcement shall basically have
the same content as an external advertisement.

49
 Selecting candidates

Selecting people aims at finding a person who can meet the requirements
described

in the job description and job specification. It is difficult to get the right
people into the organization but even harder to get the wrong people out
from the organization, especially in public service organisations.

Mistakes in selecting candidates can have very serious consequences for

the effectiveness of the organization. Three basic questions are vital for a
successful recruitment.

1. Can the candidate do the job - is he/she competent?

2. Will the candidate do the job - is he/she motivated?

3. How will the candidate fit into the organization?

In order to provide answers to these questions, the selection process must

not be mechanical.

There might be formal legal provisions as well as policies about how the
selection
process should be carried out and organized. The process must comply
with such provisions and policies.

1.0 Scope
1.1 Purpose of the Procedure:
Recruiting and selecting the right people is paramount to the success of the
organization and its ability to retain a workforce of the highest quality. This
Recruitment and Selection Procedure sets out how to ensure as far as possible,
that the best people are recruited on merit and that the recruitment process is
free from bias and discrimination.
a) Job Analysis
b) Form
c) Request to Fill
d) Job description
e) Person Specification

2.0 Recruitment and Selection Framework

2.1 Overview of Process
• Assess the need for the job and ensure there is adequate funding for it.
• Review the job description to ensure that it meets the present and future
requirements.
• Review the person specification to ensure it meets the requirements of the job
description.
• Design the selection process.
• Draft the advertisement and select the advertising media that how you will
advertise.
• Short list using the person specification.
• Interview and test short-listed candidates are they perfect for the job profile.
• Validate references, qualifications and security clearances.

51
• Make appointment.

3.0 Recruitment and Selection Provisions

3.1 Review the Job and the Need for It
Managers need to consider the following issues:
• Is the job still necessary? What value does it add to the team and to the
delivery of service?
• How will the post be founded? Positions outside of existing establishment
require the Director’s and Chief Executive’s approval of the company.
• Does the job description need updating? If so, the grade for the job and the
person specification may need to be re-evaluated. The HR Team is available to
provide advice on constructing both job descriptions and person specifications
and advising on grading issues.
• Is this jobbing a politically restricted post or will the incumbent have
unsupervised access to children or vulnerable adults?
• What type of employment could be offered?
a) Full-time, part-time?
b) Is job-sharing an option?
c) Permanent or fixed term contract or agency?
d) Use of fixed term contracts is most appropriate for covering a
particular task/project/item of work or an interim appointment.
They should not normally be used to fill permanent posts. Agency staff may be
used to cover short term peaks in work or projects or interim vacancies, i.e.
whilst a permanent position is being advertised. Should total employment under
any of these arrangements extend beyond 12 months, the individual may have
an entitlement to permanent employment rights, including redundancy.
Employment through an agency may count towards this 12 month period. It is
the responsibility of the Manager to ensure that the Authority to recruit form is
completed and sent to HR as soon as possible.
3.2 Design Selection Process
Managers need to design the selection process they will use, giving
consideration to the following points:
3.2.1 Panel Composition:
All interviews for permanent posts must be conducted by a panel. The Manager
is responsible for selecting interview panel members – being mindful of:
• The requirement that the panel consists of at least two people, and if possible,
is mixed in terms of race and gender. (No discrimination)
• The requirement that at least one panel member has received training on
recruitment and equal opportunities, normally limited to that provided by the
organization. If not trained, the matter should be referred to Human Resources.
• The requirement that each panel member be familiar with anti-discrimination
legislation
• The willingness and ability of potential panel members to attend all interviews
for the duration of the recruitment process, to maintain consistency and to
ensure fair treatment of all candidates. Panel members must be satisfied that
their relationship with any candidate:
a) Will not improperly influence their decision
b) Will not give rise to suspicion about their motives

3.2.2 Selection Tests:

Where selection tests are a valid method of assessing a candidate (i.e.
effectively measures the job criteria, is relevant, reliable, fair and unbiased –
also considering the predictive capacities of tests), they are an extremely useful
tool and are recommended for use. Managers should seek advice from HR on
the use of such tests .All psychometric tests used in selection must be
developed, administered and interpreted by accredited people.

53
3.2.3 Interview Questions:
Human resource department hold the interview guides that contain competency
based interview questions. Managers need to ensure they contact human
resources prior to interview to obtain copies of these guides.

3.3. Advertising
Reaching any target market can be extremely difficult. Through niche websites
like RD, you can guarantee that the people using the service haven interest in
your field. As more and more people turn to online means for their information
and service needs, an active web presence is vital for any organization, large or
small. Utilizing all the benefits of online advertising and adding the cloud
already held by Australia's leading industry news provider, Specialist News, ads
placed with RD are a great way to generate interest in new products and
services, or to improve awareness of your brand.
3.3.1 Advertising the vacancy:
All vacancies at all levels must be advertised - there will be no “word of mouth”
recruitment as this can lead to indirect discrimination.
No vacancy can be advertised until the request to fill procedure has been
completed, and up-to-date job description, person specification and outline have
been sent electronically to the Recruitment Office. These will ensure that: We
do not break our own operational policies-
•Candidates receive the best possible information;
•We are properly prepared to respond to candidates’ enquiries;
•We are properly prepared to carry out the best interviews; possible and thus
•Make the correct decisions;
Jobs are the medium for externally advertised vacancies in the first instance.
Internal vacancies will be advertised in the Vacancy Bulletin produced by the
Recruitment Office. External vacancies will be advertised in the Vacancy
Bulletin and Jobs.
The recruiting manager should indicate the preferred advertising medium on the
request to fill form in the event that no appointment has been made from
advertising in the Vacancy bulletin and jobs. If the recruiting manager wishes to
advertise in more than 1 journal, he/she will agree to fund50% of the costs from
the Directorate budget.

The HR department routinely monitors the cost and response rate

of advertisements and, as a result, will give advice on the choice of publications
to ensure more cost-effective advertising. For some posts it is not necessary to
pay for expensive advertising space, when job center or internal bulletin can
provide suitable candidates at no cost. Care will be taken to ensure that both the
wording and placement of advertisements encourage a wide cross-section of the
population to apply. All vacancies will be listed in the weekly Vacancy Bulletin
produced by the recruitment team and circulated throughout the Trust and to
specific organizations. The aim of the advertisement is to attract suitable
candidates only, at the least cost. The information it should contain is taken
largely from the job description and the person specification, as set out below:
•Job title
•Grade and/or salary as appropriate
•Brief description of the post
•Essential requirements, such as shift work or travel
•Any positive features such as training prospects
•A contact person/telephone number for further information about the job
•Encourage informal visits, where applicable

Recruiting a Candidate Pool:

A. Looking Inside:
•Consider possible internal candidates with an interest in the post.
•Determine if the position level requires an external search.
• Internal job positioning

B. External Search:
55
♦Advertising -
•Brief position description
•Minimum qualifications
•include information needed from candidate
a) Resume
b) Letter from the candidate.
c) A concise work sample or essay (if applicable)
d) Names & phone of 3 references
•State length of response time
•Ad placement (local, national, journals, etc.)
•Emails or faxes accepted?
•Focused Contacts - person-to-person networking.

The object is to reach good candidates who are happily and productively
employed elsewhere, but who may be open for a change. The recommended
position announcement for all positions must include a non-discrimination
statement and be approved by divisional vice president and executive director of
human resources. A line ad may be placed with:
♦ Chronicle of Higher Education
♦ Area newspapers
♦ Selected professional journals

And will be posted internally in accordance with established College policy to

include our web links. Efforts should be made to target advertising to women
and minorities. Letters of application and vitae will be received by the search
committee through the Department of Human Resources. A log of all applicants
must be maintained and placed on file at the end of the search in the Human
Resources office. A Data Form will be mailed to each applicant to acknowledge
receipt of their application as well as to collect specific data for diversity
analysis. When completed, this form remains separate from the candidate’s
application and is not available to the hiring manager or others involved in
search.
Ways to approach businesses-

1. Contact the company's community relations officer:

If the officer is supportive, it may lead to a steady source of volunteers. Some
companies provide other types of agency support where their employees
volunteer.

2. Recruit through posters:

You often can arrange to display your posters in stores, Restaurants, schools,
public libraries, churches, hospitals, and large offices. Ask to speak with the
decision makers. Make a brief statement about your program and ask for
permission to display a poster.

3. Ask public libraries to accept free bookmarks to give away:

These could have a brief program description on one side and explain why you
need volunteers on the other side.

4. Check out community clearing houses:

In some cities there are organizations that put volunteers together with
community services programs. Often newspapers run a periodic column that
lists organizations ‘needs for volunteers.

3.4. Applications:
A file will be set up for each individual vacancy and held in the Recruitment
Office containing the following:
•Application Form

57
•Job Description, person specification
•Terms & Conditions of Employment
•Information about the Department in which the vacancy exists should be
provided by the Manager (if available).
Any other relevant information, when an enquiry is received from an applicant
without internet access, an application pack will be sent within 24hours.

3.5. Short listing:

Equal Opportunity Monitoring Forms will be separated from the application
forms prior to short listing and retained by the recruitment office, the shortlist
must be drawn up by minimum of two people, one of whom should be the
recruiting manager. All panel members participating in short listing must be
familiar with the job description, person specification and. Short listing must be
based only on the information given in the application, which is assessed
against the criteria contained in the person specification and must be
consistently applied to all candidates. A record of the assessment must be
recorded on the shortlist record form Jobs.

This is especially important in the event of any subsequent allegation

of discrimination. If there are large numbers of candidates meeting all the
criteria for the job, it will be necessary to examine the degree to which each
candidate meets the essential criteria, and by short listing those candidates who,
in their application, demonstrate the greatest ability to meet the criteria which
can be tested at short listing stage. Any potentially suitable candidates who have
disabilities with skills and abilities which broadly match the job description and
person specification should also be short listed, whether internal or external
candidates.

In order to avoid allegations of favoritism, anyone involved in the selection

process, which is connected by close friendship or is related to a candidate,
must inform the appropriate HR business partner. Where there is a declared
interest, following guidance from the HR business partner, a representative from
HR may be included in the selection panel. In situations where there are internal
candidates only, it is recommended that a third party not involved in the
immediate area should be involved in the selection process and interview
process. This will help to ensure, and be seen to ensure, that fairness is
maintained and that a person is selected on merit.

A late application will be a genuine reason for not short listing candidate and
only in very exceptional circumstances and in consultation with the HR
business partner will a late application be considered. It is recommended that
the maximum number of candidates per shortlist is six/eight.

3.6. Interview
“Any person to person between two or more individuals with a specificpurpose
in mind is called Interview “There are basically two types of Interviews.
Structured Interviews
Unstructured Interviews

Structured Interviews:
In which interviewer asks those questions which are pre- defined. “One type
that has been widely studied and is considered relatively structured is situational
questions.

Unstructured Interviews:
In which interviewer asks those questions which are not pre- defined which are
asked randomly. The development of questions from incidents is part of the art
or, at least, the unwritten aspects of structured interviewing. Some authors
acknowledge that “literary license" is needed. Incidents are often grouped into
dimensions first, and then the incidents that best represent the dimensions are
turned into questions.

“If necessary, questions can be repeated, or candidates can be given a card

containing the question”.

59
3.6.1. Arrangements for interviews
Interviewing and selecting:
Professor Eysenck's opinion on the validity of the interview as a selection
device is well known that ‘you may also toss a coin’. Nevertheless the interview
seems likely to remain as the principle selection device despite its faults. To
sharpen the effectiveness of the interview the panel should ask the candidate to
give a presentation. This offers the chance for the candidate to show what they
have achieved, show how they hope to fit in and illustrate their communication
skills and can also check his communication skills as well as his capability. The
interviewer needs to possess three different skills:-

•Information gathering, to elicit the facts

•Interpreting and evaluating information, to consider what the facts mean.
•Decision making, to act on the facts and the analysis.

Gathering the information, eliciting the facts.

The right physical environment is important. Interviews require a quiet
undisturbed room. If the interview is informal a circle of chairs of equal height
and similar spacing may well be appropriate. If the interview is formal and held
round a table. Spacing and lighting are also important. The candidate should not
be asked to walk miles to their seat, nor blink into the silhouettes of the
interview panel against a window.

The chairman should make the candidate welcome introduce the panel by
name, and say whom they represent. The format of the interview should be
outlined to the candidate. The interviewer needs to listen to develop an
interested and attentive interviewing style, with plenty of eye contact. Verbal
reinforcement should be forthcoming from the interviewer. Silence can be used
in a positive way to allow the candidate to develop their answers fully.
Questions should be linked to what the candidate has said to elicit a flow of
information. They should include:
 a) Problem questions:
These suggest a situation specific to the job where the candidate must show
their capacity to, for example, priorities tasks under pressure. What was
your most challenging situation in the last year and how did you deal with it?
b) Open questions:
‘Tell me about….’
c) Probing questions:
‘Why do you want to leave your present job’ or ‘What was your worst moment
there?’
d) Closed questions:
These interrupt the information low in order for the interviewer to redirect it to a
new topic.
‘When did you…? Or how many…?’
e) Case study interview:
Some firms especially consulting firms, use case study questions to evaluate
candidate’s analytical skill.
f) Competency based interview:
It operates from the premise that the most accurate predicator of future
performance is past behavior in a similar situation.

At the end, consider if you have gathered the information necessary for a
decision. Ask the candidate back in if a question needs clarification.

Allow the candidate, to question the panel, or offer the information on areas
such as salary, study facilities, start date, accommodation or questions regarding
the job description. Interpreting and evaluating the information Interviewer,
know thy self.

61
Making the decision
The panel should:
• Consider whether each candidate is appoint able.
Do they fulfill the essential criteria?
Do they match the person specification?

• Each panel member should rank the candidates without conferring with other
panel members.

• Choose the best candidate. Never choose person of lesser ability out of fear of
being overshadowed. This produces a dull and unprogressive unit. On the other
hand Einstein may not fit well with the team.

• Use references to back up your choice, to screen for factors which disqualify
rather than qualify. References have greater value as a negative test rather than a
positive one to highlight an abrasive personality or poor sickness record.

Screening Interviews:
These are usually shorter interviews used for the purpose of conducting a brief
evaluation of a Candid ate. Successful candidates are asked back for a more in-
depth interview.

One-on-one interviews:
These interviews involve a candidate being questioned by one interviewer also
common in early stages of selection.

Telephone Interviews:
Occasionally interviews are conducted over the telephone. This can be
disorienting experience mainly because neither party can see each other. Hence
you need to rely on verbal cues from the interviewer as well as demonstrating a
lot of enthusiasm, clarity and positive tone with your voice. Avoid being caught
unawares and unprepared for a telephone interview – you are entitled to have at
least a day’s notice to prepare. Find a quiet comfortable place where you can
ensure there won’t be any interruptions.

Panel interviews and on-site/second interviews:

After a first interview you may be asked to a second interview which is often
on-site with the employer. Panels consist usually of 2-3 people, often from
different parts of an organization e.g. a graduate recruitment specialist, a
technical expert and a person representing the area you could work in. Ensure
you address all panel members equally. These interviews are sometimes
incorporated as part of an assessment center.

Case Study Interviews

Some organizations, especially consulting firms, use case study questions to
evaluate candidate’s analytical skills. These scenarios can often be quite
challenging for the employees. The careers centre has a range of tips and
resources to help prepare for these interviews.
At the Interview: Questions to Expect
Most questions asked at interview can be predicted and usually focus on three
issues:
•Can you do the job? Do you have the qualifications and/or skills?
•Will you do the job? Do you have the enthusiasm/motivation?

63
•Will you fit in? Could they work with you? Do you get on well with people?
Here are some interview common questions:
•What interests you about this position?
•Why do you think you would be successful in this position?

Competency-Based Interviews:
Competency or behavior-based interviews operate from the premise that the
most accurate predictor of future performance is past behavior in a
similar situation. This type of interview is now commonly used in selection
processes.
Questions are probing in nature and the competencies employers look for
include:
•Team work/interpersonal skills.
Give me some examples about when you have had to handle difficult people.
•Achievement drive
What would be the best example of you giving a project or piece of work your
absolute best effort and being disappointed by the outcome? What would you do
differently a second time?
•Flexibility
Tell us about a time when you have had to adapt quickly to substantially
changed circumstances at university or at work.
•Persuasiveness and negotiation ability
Describe a time when you have been required to negotiate in difficult
circumstances. Why was it important for you to become involved? What
strategies did you use?
•Analytical thinking
Describe a project that you have worked on that has required a high level
of analysis and contribution of new ideas.

3.7. Selection:-
3.7.1 Decision to Appoint:
After interview process the require candidate is selected for a job. Panel
members decide to hire that individual who is fulfilling the requirements.

3.8. Offers
3.8.1 Offer of Employment:
Organization offers the job to the Individual.

3.9 Other Requirements:

3.9.1 Post interview feedback & notification to applicants:
HR dept. is responsible for providing all candidates with written notification
of the outcome of their application. If feedback is requested from an
unsuccessful short-listed candidate, the manager should provide a valid reason
to the candidate for rejection together with constructive feedback. Written
feedback will not normally be provided.

3.9.2 Monitoring Recruitment and Selection (Reporting):

HR will monitor the recruitment processes to ensure they are not discriminatory
and will provide statistical data to the Senior Executive Group on a regular
basis.

65
Role of Recruiter
WHY YOU SHOULD USE A RECRUITER
Working with Executive Recruiters
Executive Recruiters hold the keys to the "hidden job market" -
career opportunities that aren't posted anywhere else. These professionals hold
great influence within the hiring organization, and it's important for jobseekers
to understand how to leverage this resource as part of their overall career
strategy.

Four Key Facts about Executive Recruiters:

1. Jobseekers do not pay fees to search firms. Instead, the company’s that hire
recruiters to fill a position pay for their services. This fee is calculated using the
starting salary of the position, and can range from 15%-35% of that salary. Be
wary of any recruiter who asks you to pay them a fee. If you are asked to pay a
fee for job placements services, please let us know immediately.

2. There are two types of search firms - Retained and Contingency. While both
types charge fees only to the hiring organization, it is important to note the
differences. When the hiring company retains a recruiting firm, that firm is paid
regardless of the results of the search. Retained firms are typically used to fill
higher-level positions at 100,000+ salaries. Contingency search firms receive
payment only when their candidate is hired. Over the last few years the "search"
industry has gone through some significant changes. While contingency firms
have generally always accepted retained work, many retained firms now accept
contingency work. You decide which type of recruiter is right for you!

3. Don't limit your search by geography. For many higher-end job assignments,
recruiting firms will look nationally or even internationally. It is absolutely in
your best interest to gain exposure among search firms who fill positions in
your industry, function and salary range, no matter where they are. A Chicago
recruiter is just as likely to have an assignment in Los Angeles as in Boston.
That being said, it's much easier to network with local recruiters and they can be
an invaluable resource when penetrating the local hiring market, particularly for
non-executive positions.

4. Some search firms specialize, while others don't. To make your search as
effective as possible, target your efforts towards recruiters those work in your
respective industry and/or specialize in your job function. As you begin to
network with these specialized recruiters you'll find they are very much aware
of where opportunities exist within the micro hiring "economies" of your shared
areas of expertise. However, generalist firms should not be ignored, especially
at the higher executive ranks. Whether retained or contingency fee-based,
search firms are handsomely rewarded for filling positions on behalf of their
corporate clients. Thus, networking and building relationships with qualified,
reputable recruiters is a critical component of career management strategies.

Making Contact with Your Selected Executive Recruiters:

Next, identify all of the communication channels that make sense for the firms
and recruiters you've identified. The firm may offer an online mechanism for
posting and/or sending your resume and cover letter. Review the firm's website
for job opportunities currently under research, and establish the preferred
communication medium for that firm. In all cases, respect the indicated
communication preferences of the firm and/or the individual recruiter. Not
unlike introducing your professional "brand" to a hiring organization, make sure
your cover letter and resume/CV are both positioned appropriately for the areas
of expertise in which the recruiter works. Keep in mind that recruiters are not
career managers.

They may not have the expertise or inclination to advise you on changes to your
cover letter and resume, so make sure they're tight before you send them. After
providing your credentials in whatever communication medium you think
makes sense, consider a follow up a few weeks later with another
communication attempt. What you're striving for is a personal contact from the
recruiter. Depending on your "ability" (qualification level, experience etc.) you
may have to be in the right place at the right time to be recognized at a personal
level.

67
How Recruiting Firms Can Make a Difference In Your
Career:-When contacted by a recruiter treat them as though they are the
hiring organization. Be professional, make your best impression, sell yourself
and your "ability", and understand that executive recruiters have access to a lot
of talent. Remember, the recruiter doesn't work for you so don't expect personal,
individualized service. Working with executive recruiters is not an event - it is a
process. We have testimonials from Directory of Executive Recruiters clients
that indicate when working with an Executive recruiter, the "hiring cycle" can
take anywhere from two days to two years! In either case though, most positions
secured through executive recruiters fit into the "dream job" category.

The Significance of the Study:

The study will broaden our understanding the effect of independent variables
which are recruitment sources, interview and recruiters on the dependent
variable which is Recruitment and Selection Process. Current study will add to
existing body of knowledge by signifying.
Recruitment and selection process importance
Recruitment sources effects on Recruitment and selection process
Interviews effects on Recruitment and selection process
Recruiters effects on Recruitment and selection process
 CHAPTER – 2
RESEARCH
METHODOLOGY

69
 Research Methodology

The study will be conducted to achieve the aforesaid objectives including both
exploratory and descriptive in nature and involve personal interviews that will
be based on the questionnaire format. 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. The research process that will be adopted in the present study
consists of the following stages:-

RESEARCH DESIGN: 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.

DATA COLLECTION SOURCES:

A. PRIMARY SOURCES-

The data required for the study has been collected from-
➢ QUESTIONNAIRE - survey among the official’s employees.
➢ PERSONAL INTERVIEWS - with the company representatives
regarding recruitment and selection.
B. SECONDARY SOURCES-
The secondary data has been collected from:
➢ Internet, websites
➢ Organizational Reports
➢ Business magazines
➢ Books.
➢ References

SAMPLING METHOD:-
Survey is done by random sampling method.

SAMPLE SIZE:-
Sample size : 80

SAMPLE AREA:-
Kanpur

MODE OF ANALYSIS:-
The instrument used for data collection was in the form of questionnaire. The
questionnaire was used as it facilitates the tabulation and analysis of the data to
be collected. The data collected was subjected to simple frequency distribution
and percentage analysis.

71
 CHAPTER - 3
DATA ANALYSIS & FINDINGS
ANALYSIS OF THE DATA

Q1) Is job description about the role has been discussed before the interview?
➢ Yes
➢ No

80
71
70

60

50

40

30

20
9
10

0
yes no

73
CONCLUSION: - 71 employees said that job description is being discussed
and 9 said no.

Q2) Does the location of work is being discussed ?

➢ Yes
➢ No

90
80
70
60
50
40 78
30
20
10
0 2
YES NO

CONCLUSION:- 78 Employees said that yes job location is discussed before

and at the time of interview.
Q3) Behavior competency is being checked in the interview?
➢ Yes
➢ No

72

CONCLUSION:- Most of the employees said that yes it is checked i.e. 72 out
of 80 employees said Yes and some i.e. 8 out of employees said No.

75
Q4) Reference check is use to be done in previous organization?
➢ Yes
➢ No
➢ Occasionally

45
42
40
35
35

30

25

20

15

10

5 3

0
YES NO OCASSIONALY

CONCLUSION:- 63 employees said that yes it is done by the previous

organization 35 of them said no and 3 of them said ocassionaly.
Q5) Is career profession is being discussed ?
➢ Yes
➢ No

80 72
70
60
50
40
30
20
10 8
0
YES
NO

CONCLUSION:- 72 employees said that career profession is being discussed

and rest of them said no.

77
Q6) Salary negotiation and structure has been done thoroughly?
➢ Yes
➢ No

Yes No

76

CONCLUSION:- 95% i.e. 76 employees said that salary negotiation is done

and only 5% i.e. 4 employees said that No it is not done.
7) Do the manpower number has been finalized for your department?
➢ Yes
➢ No

70
60
50
40
30
20
NO
10
0
No Yes

CONCLUSION:- 71 employees said that manpower number is fixed and rest

of them said no it is not fixed.

79
Q8) Do the job description of each role has been finalized ?
➢ Yes
➢ No

15

65

CONCLUSION: - 65 employees said yes job description for each role is

finalized. And rest of them said no.
Q9) For new vacancy , how do you prefer to fill?
➢ Internal job posting
➢ Initial reference
➢ External hiring
➢ Through promoters

60 56

50

40

30

20
15
10 9

0
internal job
0
posting initial reference
external hiring
through
promoters

CONCLUSION:- 56 out of 80 Employees said internal job posting and

procedure is helping to hire quality applicants. And 15 employees said that
external hiring is there. 9 of them initial reference .

81
Q10) Do you agree and inherit the concept of multi skilling in your team
below?
➢ Yes
➢ No

YES NO

72

CONCLUSION:- 84% i.e. 72 number of employees said that they are agree
And 16% i.e. 8 number of employees said that they are not.
Q12) Do you use psychometric tests for candidate?

➢ Yes
➢ No

71
80

70
60
9
50
40
30
20
10
0
YES
NO

CONCLUSION:- 71 employees said that psychometric test is used .and rest

of them said no it is not used .

83
Q13) Do you take relevant documents of education, experience and previous
compensation?

➢ Yes
➢ No

NO YES

79

CONCLUSION:- 79 number of employees said that yes academic certificates,

experience certificates training certificates are must for every one .
Q14) Is there any motivational tool used in the organization for recruiter?

➢ Yes
➢ No

70

60
69
50 11

40

30

20

10

0
YES NO

CONCLUSION:- 69 employees out of 80 said that motivational tools are not

used and rest of them said that it is used.

85
 FINDINGS

❖ There are 71 employees said that job description is being discussed and 9
said no .

❖ 78 Employees said that yes job location is discussed before and at the
time of interview.

❖ Most of the employees said that yes it is checked i.e. 72 out of 80

employees said Yes and some i.e. 8 out of employees said No.

❖ There are 63 employees said that yes it is done by the previous

organization 35 of them said no and 3 of them said ocassionaly.

❖ There are 95% i.e. 76 employees said that salary negotiation is done and
only 5% i.e. 4 employees said that No it is not done.

❖ 71 employees said that manpower number is fixed and rest of them said
no it is not fixed.

❖ 65 employees said yes job description for each role is finalized. And rest
of them said no.

❖ 56 out of 80 Employees said internal job posting and procedure is

helping to hire quality applicants. And 15 employees said that external
hiring is there. 9 of them initial reference .

❖ 84% i.e. 72 number of employees said that they are agree And 16% i.e. 8
number of employees said that they are not.
❖ 71 employees said that psychometric test is used .and rest of them said
no it is not used .

❖ 79 number of employees said that yes academic certificates, experience

certificates training certificates are must for every one .

❖ 69 employees out of 80 said that motivational tools are not used and rest
of them said that it is used.

87
 Chapter – 4

Conclusions
and
recommendations
 CONCLUSION

This study suggest that when Recruitment and Selection Process is properly
established and implemented then organization will must grow because all the
employees will be according to the requirements.

Recruitment and Selection Process affects a lot on the organizational activities

regarding its growth because if the people will be according to the requirements
and skillful then cost will reduce and organization must grow. All the study has
proven the fact there is directly and indirectly relationship is present between
these variables and these variables effect on the Recruitment and Selection
Process.

All the independent variables are Recruitment sources, Interviews and

Recruiters are all very important in the Recruitment and Selection Process
because by the missing of any one factor there is chance the whole Recruitment
and Selection Process will be affected by these factors. There are no doubt
others factors also effect on the Recruitment and Selection Process but these are
main and require more attention. That is why I chose these variables.

89
Suggestions and Recommendations

➢ RSPL Limited should provide any Motivational tools for the recruiter
to bring efficiency in their working style or to improve the
performances.

➢ There should be proper ID provided from the functional head.

➢ There should be proper and sequential process to define and

communicate company’s need & by defining long term company
strategy and plan.

➢ There should a series of questions within the application form and in

interviewing process to gather information about the intelligence of a
candidate.

➢ There should be the utilization of sound management practices, which

can impact RSPL Group for the proper growth.

➢ Hiring should be done through Recruitment consultancies.

➢ Vacancies should be filled as per the job requirement and actual or

right candidate to be searched out for better productivity.
BIBLIOGRAPHY

91
 BIBLIOGRAPHY

WEBSITE
www.scribd.com

MAGAZINES
Business India
Business World
India Today Newspaper
Course Books of MBA
Human Resource Management by L. M Prasad

SEARCH ENGINES
www.google.com.in
ANNEXURES

93
 QUESTIONNAIRE

Q1) Is job description about the role has been discussed before the interview?
➢ Yes
➢ No

Q2) Does the location of work is being discussed ?

➢ Yes
➢ No

Q3) Behavior competency is being checked in the interview?

➢ Yes
➢ No

Q4) Reference check is use to be done in previous organization?

➢ Yes
➢ No
➢ Occasionally

Q5) Is career profession is being discussed ?

➢ Yes
➢ No

95
Q6) Salary negotiation and structure has been done thoroughly?
➢ Yes
➢ No

Q7) Do the manpower number has been finalized for your department?
➢ Yes
➢ No

Q8) Do the job description of each role has been finalized ?

➢ Yes
➢ No

Q9) For new vacancy , how do you prefer to fill?

➢ Internal job posting
➢ Initial reference
➢ External hiring
➢ Through promoters

Q10) Do you agree and inherit the concept of multi skilling in your team below?
➢ Yes
➢ No

Q11) On an average how many rounds of interview usually take place?

➢ _______________________
Q12) Do you use psychometric tests for candidate?

➢ Yes
➢ No

Q13) Do you take relevant documents of education, experience and previous

compensation?

➢ Yes
➢ No

Q14) Is there any motivational tool used in the organization for recruiter?

➢ Yes
➢ No

Q15) . Do you want to give any suggestions for improvement in the process of
recruitment and selection in RSPL Limited to bring some changes ?
➢ Yes
➢ No
If yes
___________________________________________________________
__________________________________________________________.

97
WORK DONE DURING INTERNSHIP PROGRAM:-

Recruited candidates for the following:-

Profile-

1) Machine operator
Found CV’s from naukri.com

Requirements were:-

1) ITI
2) Mechanical
3) Diploma
4) Local person of Kasna
5) Maximum 2 years of experience

2) Area sales manager

Found 16 CV’s from naukri portal

Requirements were:-

1) Candidate whose preference area is in Kanpur

2) Have experience of 2 years
3) Channel sales
4) Has already worked in FMCG industry

3) Market research executive

8 CV’s from naukri.com
Requirements were:-
1) Should know primary and secondary survey
Primary survey includes blind force survey
 Secondary survey includes data from net
2) MBA or experience of 2 years
3) Office is in Delhi , pritampura
4) Should have worked in FMCG industry

Company will provide

1) Cab for survey
2) Salary negotiable
3) 6 days week working

Process of HIRING

1.) Source CV’s from naukri.com (naukri portal, advertisement, reference,

internal job positioning, consultancies).
2.) Select CV’s according to requirement.
3.) Sent CV’s to HOD for filtering.
4.) Get shortlisting of CV’s by HOD.
5.) Conduct skype or face to face interview.
6.) Assessment sheet will be sent by HOD after interview.
7.) Then on its basis candidate will get selected and negotiation will be done.
8.) Offer letter will be provided with the condition of acceptance of
resignation letter.
9.) Joining of candidate.

After following the above steps when a candidate is selected as an employee in

the organisation the HR dept. asks the new employee to fill the employee kit.

That employee kit helps the department to know any type of information about
the person. And it also contains the important documents that helps the
organisation for verification purpose , for code generation , for identity card.

99
An employee is needed to show the work experience of the last organisation
where he/she worked(if required) as a proof.

It is compulsory for all the employees to fill this employment kit whether he is
the general manager of the company or he is the driver all have to fill this kit.

This kit also include-

Personal information
1) Resume
2) Address proof ( Ration card , passport , voter’s ID , utility bills , aadhar
card )
3) Identity proof ( passport , driving license , pan card )
4) Age proof ( high school certificate/mark sheet, birth certificate )
5) Salary slip
6) Bank statement
7) Affidavit
8) Relieving letter

Recruitment process documents

1) Joining report
2) Application form
3) ID card form
4) Email ID form
5) Reference check form
6) Offer letter copy
7) Appointment letter copy
Academic details
1) High school certificate
2) High school mark sheet
3) Graduation mark sheet
4) Post-graduation mark sheet

Professional/technical details
1) Under graduation mark sheet
2) Post-graduation mark sheet

Statutory benefit related form

1) EPF (form 1)
2) EPF (form 2)
3) Gratuity

101
THANK YOU