ABSTRACT

STRATEGIC SELECTION AND STAFFING OF HUMAN RESOURCE IN HOTEL INDUSTRY

Hospitality industry is ever growing industry with growth in economy worldwide. The impact of recession is not great on hotel industry due to the fact that individuals/ families would take up travel for business or recreation and would need services of hotel industry. The only concern that worries the hotel management is attrition/turnover rate of employees; to overcome this issue Strategic selection of right person for a right job is the key to success.

The term strategic selection refers to, selecting a suitable person, well-matched for the service. Strategic Selection has to be planned and calculative, as there is a mounting pressure of short listing and screening the right candidate, which makes the whole exercise rigorous. Strategic selection is based on tactical approach.

Selection is a meticulous task, because the demand may vary depending upon the special circumstances i.e. experience level, qualification, skill requirement, gender, (in some states ladies are not allowed to work in evening hours) age, health conditions etc. the onus of selecting a right candidate lies on HR, the interview process becomes lengthy and tedious, when the industry needs a management trainee,, where as the screening process for a job trainee may not be cumbersome.

Staffing is all about judging the pros and cons of having a person as an employee, that’s why the department is named rightly, HIRE &FIRE department. The structured process is laid down by HR for recruitment and selection, which consist of the following:

Assembling a job description for the trade department recruitment

Publishing an advertisement in reputed newspaper /any other media and inviting the applications via mail/postal address.

Screening the right profile.

Short listing the right candidate.

Personal interview followed by group discussion.

Subject knowledge based interview.

Trade test

Attitude test

Medical health examination

Stress examination

The organization seeking to attract the resourceful person and acknowledge those who are considered ‘accurate’ for the organization, in requirements of concern like commitment, flexibility, quality, ability to work in a team and so on. These are few to name.

Selection consists of having an insight to select a right person, whereas the staffing consists of determining the staff strength based upon productivity standard.

The research location chosen is various hotels (Category 5 star and above) in Delhi and strategies adopted by these samples for selection of employees. These strategies have been evolved over a period of time after studying the employee turnover trend in market.

The method chosen for research is questionnaire and interview sessions with employees and HR managers. These responses have been the guiding tools to formulate strategies for selecting and retaining the right and successful employees.

Submitted By:

1) Ms. Anuroopa Mahajan, (Asst. Professor)

BHMCT, Masters in Hospitality Management(Gold Medalist)

Manav Rachna International University

Faridabad

2) Ms. Rekha Maitra, (Asst. Professor)

DHM, MTM, Pursuing Ph. D. from IGNOU

Manav Rachna International University

Faridabad

Introduction

The role of Human Resources is changing as fast as technology and the global marketplace. Historically, the HR Department was viewed as administrative overhead. HR processed payroll, handled benefits administration, kept personnel files, and other records, managed the hiring process, and provided other administrative support to the business. Those times have changed. The positive result of these changes is that HR professionals have the opportunity to play a more strategic role in the business. The challenge for HR managers is to keep up to date with the latest HR innovations - technological, legal, and otherwise.

Human resource is an important corporate asset and the overall performance of company depends on the way it is put to use. In order to realize company objectives, it is essential to recruit people with requisite skills, qualification and experience. While doing so we need to keep present and future requirements of company in mind. Successful recruitment methods include a thorough analysis of the job and t h e l a b o u r m a r k e t c o n d i t i o n s . S t a f f i n g i s a l m o s t c e n t r a l t o a n y management process and failure in this process can create difficulties for a n y c o m p a n y i n c l u d i n g a n a d v e r s e e f f e c t o n i t s p r o f i t a b i l i t y a n d inappropriate levels of staffing or skills. Inadequate recruitment can lead to labour shortages, or problems in management decision making. Staffing i s h o w e v e r n o t j u s t a s i m p l e s e l e c t i o n p r o c e s s b u t a l s o requires management decision making and extensive planning to employ the most suitable manpower. Competition among business organisations for recruiting the best potential has increased focus on innovation, and management dec is ion making and the se lec tors a im to recrui t only the best candidates who would suit the corporate culture, ethics and climate specific to the organisation. The process of recrui tment does not however end wi th

appl ica t ion and selection of the right people but involves maintaining and retaining the e m p l o y e e s c h o s e n .

Hospitality is a 24X7 industry with tremendous scope for well skilled human resources. The hospitality industry in India is experiencing good business, better than ever before. Hotels across all segments are reporting strong occupancies and average rate. A buoyant domestic economy, the aviation, real estate boom, initiatives to liberalize foreign investment and improved infrastructure and perhaps most importantly efforts to communicate the BRAND INDIA message have contributed to strong demand conditions in most cities across the country, with the result that India is, today one of the world’s fastest growing market.

RECRUITMENTRecruitment is defined as,“a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effec t ive se lec t ion of an e ff ic ient workforce .”

Edwin B. F l ippo def ined recruitment as “the process of searching for prospective employees and stimulating them to apply for jobs in the organization.”

In simple words recruitment can be defined as a ‘linking function’-joining together those with jobs to fill and those seeking jobs.

PURPOSE AND IMPORTANCEThe genera l purpose of recrui tment i s to provide a pool of potent ia l ly qualified job candidates. Specifically, the purposes and needs are to:

Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Induct outsiders with a new perspective to lead the company.

Infuse fresh blood at all levels of the organization.

Develop an organizational culture that attracts competent people to the company.

Search for talent globally and not just within the company.

CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations like commercial banks resort to centralized recruitment while some organizations like the Indian Railway resort to decentralized recruitment practices. Personnel department at the central office performs all the functions of recruitment in case of centralized recruitment and personnel departments at unit level/zonal level perform all the functions of recruitment concerning to the jobs of the respective unit or zone.

SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal sources and external sources. Both have their own merits and demerits.

Internal Sources:-

Persons who are already working in an organization constitute the ‘internal sources’. Retrenched employees, retired employees, dependents of deceased employees may also constitute the internal sources. Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted or even demoted.

External Sources

External sources lie outside an organization. Here the organization can have the services of: (a) Employees working in other organizations; (b) Jobs aspirants registered with employment exchanges; (c) Students from reputed educational

institutions; (d) Candidates referred by unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms and contractors; (f) Candidates responding to the advertisements, issued by the organization; and (g) Unsolicited applications/ walk-ins.

Merits and Demerits of ‘Recruiting people from ‘within’

Merits Demerits

1) Economical:The cost of recruiting internal candidates is minimal. No expenses are incurred on advertising.

2) Suitable:The organization can pick the right candidates having the requisite skills. The candidate can choose a right vacancy where their talents can be fully utilized.

3) Reliable:The organization has the knowledge about suitability of a candidate for position. ‘Known devils are better than unknown angels!’

4) Satisfying:

A policy of preferring people from within offers regular promotional avenues for employees. It motivates them to work hard and earn promotions. They will work with loyalty commitment and enthusiasm

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. The merits and demerits of recruiting candidates from outside an organization may be stated thus:

Merits and Demerits of External sources of Recruitment

Merits Demerits

Wide Choice: The organization has the freedom to select candidates from a large pool. Persons with requisite qualifications could be picked up.

Infection of fresh blood: People with special skills and knowledge could be hired to stir up the existing employees and pave the way for innovative ways of working.

Motivational force:It helps in motivating internal employees to work hard and compete with external candidates while seeking career growth. Such a competitive atmosphere would help an employee to work to the best of his abilities.

Expenses:Hiring costs could go up substantially. Tapping multifarious sources of recruitment is not an easy task either.

Time consuming:It takes time to advertise, screen, to test and test and to select suitable employees. Where suitable ones are not available, the process has to be repeated.

De-motivating:Existing employees who have put inconsiderable service may resist the process of filling up vacancies from outside. The feeling that their services have not been recognized by the organization, forces them to work with less enthusiasm and

Long term benefits:Talented people could join the ranks, new ideas could find meaningful expression, a competitive atmosphere would compel people to give out their best and earn rewards.

Uncertainty:There is no guarantee that the organization ultimately will be able to hire the services of suitable candidates. It may end up hiring someone who does not fit and

who may not be able to adjust in the new setup.

METHODS OF RECRUITMENT

Internal Methods:

Promotions and Transfers

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.

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 is also known as Job bidding. 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.Employee ReferralsIt 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”.

Benefits of this method are as follows:

Quality Candidates

Cost savings

Faster recruitment cycles

Incentives to current employees on the other hand it is important for an organization to ensure that nepotism or favouritism does not happen, and that such aspects do not make inroads into the recruitment process.

External Methods:

External methods of recruitment are again divided into two categories-Direct External Recruitment and Indirect External Recruitment methods.Direct External Recruitment Methods Campus Recruitment

In Campus Recruitment, Companies / Corporate visit some of the most important Technical and Professional Institutes in an attempt to hire young intelligent and smart students at source. It is common practice for Institutes today to hire a Placement Officer who coordinates with small, medium and large sized Companies and helps in streamlining the entire Campus Recruitment procedure.

Benefits of Campus Recruitment

Companies get the opportunity to choose from and select the best talent in a short span of time.

Companies end up saving a lot of time and efforts that go in advertising vacancies, screening and eventually selecting applicants for employment.

College students who are just passing out get the opportunity to present themselves to some of the best companies within their industry of interest. Landing a job offer while still in college and joining just after graduating is definitely what all students dream of. On the negative front, campus recruiting means hiring people with little or no work experience.

Indirect External Recruitment Methods

AdvertisementsAdvertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form, etc). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed i.e. how far away people will consider applying for the job.

Third Party Methods

Walk-ins:Walk-ins is relatively inexpensive, and applicants may be filed and processed whenever vacancies occur. Walk-in provide an excellent public relations opportunity because well-treated applicants are likely to inform others. On the other hand, walk-ins show up randomly, and there may be no match with available openings. This is particularly true for jobs requiring specialized skills.

Public and private employment agencies:Public and private employment agencies are established to match job openings with listings of job applicants. These agencies also classify and screen applicants. Most agencies administer work-sample tests, such as typing exams, to applicants.

E-Recruiting:There are many methods used for e-recruitment, some of the important methods are as follows :a. Job boards: These are the places where the employers post jobs and search for candidates. One of the disadvantages is, it is generic in nature.

b. Employer web sites: These sites can be of the company owned sites, or a site developed by various employers.

c. Professional websites: These are for specific professions, skills and not general in nature.

Gate Hiring and Contractors:

The concept of gate hiring is to select people who approach on their own for employment in the organization. This happens mostly in the case of unskilled and semi-skilled workers. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -1 ) I N T E R N A L FA C T O R S

Recruiting policy

Temporary and part-time employees

Recruitment of local citizens

Engagement of the company in HRP

Company’s size

Cost of recruitment

Company’s growth and expansion

2) EXTERNAL FACTORS

Supply and Demand factors

Unemployment Rate

Labour-market conditions

Political and legal considerations

Social factors

Economic factors

Technological factors

SELECTION

The size of the labour market, the image of the company, the place of pos t ing , the nature of job , the compensat ion package and a hos t 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.

DefinitionTo s e l e c t m e a n s t o c h o o s e . S e l e c t i o n i s t h e p r o c e s s o f p i c k i n g 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 obta ins and assesses informat ion about the appl icants 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 t h e n p i c k e d u p a f t e r e l i m i n a t i n g t h e u n s u i t a b l e a p p l i c a n t s t h r o u g h successive stages of selection process. How well an employee is matched to a job i s very important because i t i s d i rec t ly affec ts the amount and q u a l i t y o f e m p l o y e e ’s w o r k . A n y m i s m a t c h i n t h i s r e g a r d c a n c o s t a n organisation a great deal of money, time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate negative i n f o r m a t i o n a b o u t t h e c o m p a n y , c a u s i n g i n c a l c u l a b l e h a r m t o t h e company in the long run. Effective election, therefore, demands constant monitoring of the ‘fit’ between people the job.

The ProcessSelection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next one. The t i m e a n d e m p h a s i s p l a c e o n e a c h s t e p w i l l d e f i n i t e l y v a r y f r o m o n e o r g a n i s a t i o n t o a n o t h e r a n d i n d e e d , f r o m j o b t o j o b w i t h i n t h e s a m e organisa t ion . The sequence of s teps may a lso vary f rom 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 e n o u g h f o r a p p l i c a n t s f o r l o w e r l e v e l p o s i t i o n s , w h i l e a p p l i c a n t s f o r managerial jobs might be interviewed by a number of people.

STEPS IN SELECTION PROCESS

1. ReceptionA c o m p a n y i s k n o w n b y t h e people it employs. In order to a t t rac t p e o p l e w i t h ta lents , sk i l l s and e x p e r i e n c e a c o m p a n y h a s t o c r e a t e a favourable impress ion on the applicants’ right from the stage of reception. Whoever meets the applicant i n i t i a l l y s h o u l d b e t a c t f u l a n d a b l e t o e x t e n d h e l p i n a f r i e n d l y a n d 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. Screening Interview

A preliminary interview is generally planned by large organisations to cut the cos t of se lec t ion by a l lowing only e l ig ib le candidates to go t h r o u g h t h e f u r t h e r s t a g e s i n s e l e c t i o n . A j u n i o r e x e c u t i v e f r o m t h e P e r s o n n e l D e p a r t m e n t m a y e l i c i t r e s p o n s e s f r o m t h e a p p l i c a n t s o n important items determining the suitability of an applicant for a job such as age, education, experience, pay expectations, aptitude, location, choice e tc . th is ‘cour tesy in terview’ as i t i s of ten ca l led helps the depar tment screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit.

3.Application Blank

Application blank or form 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.

Usefulness of Application Blank or Form

Application blank is highly useful selection tool, in that way it serves three important purposes:1.It introduces the candidate to the company in a formal way.2.It helps the company to have a cross-comparison of the applicants; the company can screen and reject candidates if they fail to meet the eligibility criteria at this stage itself.3.It can serve as a basis to initiate a dialogue in the interview.

4.Selection Testing

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 behaviour, performance or attitude. It is standardised 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

1. Intelligence Tests:

These are mental ability tests. They measure the incumbent’s learning ability and the ability to understand instructions and make judgements. The basic objective of such test is to pick up employees who are alert and quick at learning things so that they can be offered adequate training to improve their skills for the benefit of the organization.

2. Aptitude Test:

Aptitude test measure an individual’s potential to learn certain skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual

has the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary

3. Personality Test:

The definition of personality, methods of measuring personality factors and the relationship between personality factors and actual job criteria has been the subject of much discussion. Researchers have also questioned whether applicants answer all the items truthfully or whether they try to respond in a socially desirable manner. Regardless of these objections, many people still consider personality as an important component of job success.

4 Simulation Tests:

Simulation exercise is a tests which duplicate many of the activities and problems an employee faces while at work

5. Graphology Test:

Graphology involves using a trained evaluator to examine the lines, loops, hooks, stokes, curves and flourishes in a person’s handwriting to assess the person’s personality and emotional make-up.

TEST AS SELECTION TOOL:

Tests are useful selection devices in that they uncover qualifications and talents that can’t be detected otherwise. They can be used to predict how well one would perform if one is hired, why one behaves the way one does, what situational factors influence employee productivity, etc. Tests also provide unbiased information that can be put to scientific and statistical analysis. However, tests suffer from sizeable errors of estimate. Most psychological tests also have one common weakness, that is, we can’t use scales which have a known zero point and equal intervals. An intelligence test, for example starts at an arbitrary point, where a person may not be able to answer question properly. This does not mean that the person is totally lacking in intelligence. Likewise, a person who is able to answer all the 10 questions correctly cannot be called twice as intelligent as the one who was able to answer only 5.

SELECTION INTERVIEW

: Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step the interviewer matches the information obtained about the candidates through various means to the job requirements and to the information obtained through his own observations during the interview. Interview gives the recruiter an opportunity

To size up the candidate personally;

To ask question that are not covered in the tests;

To make judgments on candidates enthusiasm and intelligence

To assess subjective aspects of the candidate – facial expressions, appearance, nervousness and so forth;

To give facts to the candidates regarding the company, its policies ,etc. and promote goodwill towards the company

Types of interviews:

Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization.

non directive interview

The recruiter asks questions as they come to mind. There is no specific format to be followed.

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.

structured or situational interview

There are fixed job related questions that are presented to each applicant.

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. Interviews can also be designed to create a difficult environment where the applicant’s confidence level and the ability to stand erect in difficult situations are put to test. These are referred to as the

stress interview

. This is basically an interview in which the applicant is made uncomfortable by a series of, often, rude, annoying or embarrassing questions.

Steps in interview process:

Interview is an art. It demands a positive frame of mind on part of the interviewers. Interviewers must be treated properly so as to leave a good impression about the company in their minds. HR experts have identified certain steps to be followed while conducting interviews:

PREPARATION:

Establishing the objective of the interview

Receiving the candidates application and resume

Keeping tests score ready, along with interview assessment forms

Selecting the interview method to be followed

Choosing the panel of experts who would interview the candidates

Identifying proper room for environment

1.RECEPTION:

The candidate should be properly received and led into the interview room. Start the interview on time.

2.INFORMATION EXCHANGE:

State the purpose of the interview, how the qualifications are going to be matched with skills needed to handle the job.

Begin with open-ended questions where the candidate gets enough freedom to express himself.

Focus on the applicant’s education, training, work experience, etc. Find unexplained gaps in applicants past work or college record and elicit facts that are not mentioned in the resume

3.EVALUATION:Evaluation is done on basis of answers and justification given by the applicant in the interview.

4. PHYSICAL AND MEDICAL EXAMINATION:

After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate being declared fit after the physical examination.

5.REFERENCE CHECKSOnce 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.

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, behavioural and social implications of the selection decisions. A careless decision of rejecting a candidate would impair the morale of the people and they suspect the selection procedure and the very basis of selection

in a particular organization. A true understanding between line managers and personnel managers should be established so as to facilitate good selection decisions. After taking the final decision, the organization has to intimate this decision to the successful as well as unsuccessful candidates. The organization sends the appointment order to the successful candidates either immediately or after sometime depending upon its time schedule.

Interviewing Mistakes:

May have been influenced by ‘cultural noise, snap judgments, halo effect, stereotyping, first impression etc

STRATEGIES FOR SUCESSFUL RECRUITMENT

STEP 1: ENSURE AN UP-TO-DATE JOB DESCRIPTION

A clear, accurate and up-to-date job description is crucial to ensuring a good person-job fit. It is worthwhile spending some time making sure that the job description matches the everyday reality of the job.

STEP 2: EVALUATE THE RECRUITMENT STRATEGY

Periodically evaluating the effectiveness of your recruitment strategy, such as the type of sources used for recruiting, can be a useful activity. For instance, a cost-benefit analysis can be done in terms of the number of applicants referred, interviewed, selected, and hired. Comparing the effectiveness of applicants hired from various sources in terms of job performance and absenteeism is also helpful. One could also examine there tension rates of workers who were hired from different sources.

CONCLUSIONThe employees of any organization are its life blood, without doubt. With the dawn of this realization upon the present day business organizations, there appears to be a major shift towards human resource management. In fact, the employees of today are encouraged to participate in the major decisions and thus play a vital role in the management of the firm. The p e r f o r m a n c e o f t h e o r g a n i z a t i o n d e p e n d s o n t h e e f f i c i e n c y t h a t i t s employees exhibit. Hence it is of crucial importance that employees with the most suitable qualifications be selected. This is where the processes of recruitment and selection come in. It is difficult to separate one from the

other. These processes require a great deal of thought and advanced planning. In fact, it is not only the HR department that is involved. The finance department p r o v i d e s t h e b u d g e t f o r t h e p r o c e s s e s a n d t h e m a n p o w e r g a p i s d e t e r m i n e d b y i n p u t s f r o m a l l t h e d e p a r t m e n t s . A l s o t h e g r u e l l i n g p r o c e d u r e t h r o u g h w h i c h t h e c a n d i d a t e g o e s t h r o u g h i s , i n i t s e l f , a n indicator of the significance of these processes in the efficient functioning of the organization.

12. Bibliography

• http://www.citehr.com/• http://www.hrfolks.com/• mailto:www.hr@hyderabad.com• http://www.motorola.com/• http://www.google.com/• http://www.hclcomet.com/• http://www.marriothotels.com/• http://www.infosys.com/• IJTD (International Journal for Training and Development)• HR Daily Advisor - BLR