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Submission Date: 20/7/13 Submission Time: 09:00am
HUMAN RESOURCE MANAGEMENT
PROJECT ON
RECRUITMENT PROCESS
Submitted to
DR.P.RAMLAL
NIT Warangal,
SCHOOL OF MANAGEMENT
Submitted by
KODAM SHRUTHI (128927)
CERTIFICATE
TO WHOM SO EVER IT MAY CONCERN
This is to certify that the project report “RECRUITMENT PROCESS IN
QUANTUM ASIA” submitted by KODAM SHRUTHI (128927) student of “NIT
WARANGAL” MBA 1st year, batch 2012-2014, bona fide work carried out by them.
During their tenure at the project, they were found to be sincere and meticulous in
their work. I appreciate their enthusiasm and dedication towards the work assigned to
them.
I am hopeful that they will prove to be a good professional and wish them grand
success for the future.
DATE: COURSE
INSTRUCTOR:
DR.P.RAMLAL
FACULTY, NIT Warangal,
ACKNOWLEDGEMENT
The success of any research study depends up on a number of factors among
which the proper guidance from the experts in the industry and a faculty plays an
important role.
I take this opportunity to convey our sincere thanks and gratitude to all
those who have directly or indirectly helped and contributed towards the
completion of this project.
We take here a great opportunity to express our sincere and deep sense of
gratitude to DR.P.RAMLAL for giving us an opportunity to work on this project.
The support and guidance from sir was of great help and it was extremely valuable.
I take this platform to convey my gratitude to the officials of QUANTUM ASIA for their prompt response and guidance.
I would like to express our gratitude to Mr. ANUP KUMAR SINGH for his constant support and encouragement. Without his outright support and prompt response, it would not be possible to do any justice as well as bring authenticity to the project.
INDEXINTRODUCTION:
About Human resource Management
About Recruitment & Selection
Objectives of Recruitment
Process of Recruitment & Selection
Types of recruitment
Selection Procedure
Evaluation & control of Recruitment
COMPANY PROFILE:
Quantum Asia Pvt. Ltd.
RESEARCH METHODOLOGY:
Objectives of the study
Methodology of the study
RECRUITMENT SYSTEM AT QUANTUM ASIA
ANLYTICAL STUDY
SUGGESTIONS & CONCLUSION
BIBLIOGRAPHY
INTRODUCTION
HUMAN RESOURCE MANAGEMENT
Human resource management is “the art of getting things done through people” & that field of human behavior in which managers plan, organize, staff, direct & control human, physical & financial resources in an organized effort, in order to achieve individual & group objectives with optimum efficiency & effectiveness.
Management is concerned with accomplishment of objectives by utilizing physical & financial resources through the resources of effort by human. The term human resources can be thought of as “the total knowledge, skills, creative abilities, talents & aptitudes of an organization’s workforce as well as the value, attitudes & believes of individuals in valued.”
NATURE & SCOPE OF HUMAN RESOURCES:
People in any organization manifest themselves, not only through individual sections but also through group interactions. When individuals come to work place, they come with not only technical skills, knowledge etc., but also with their personal feelings, perception, desires, motives, attitude, values etc., & human resource management includes
Complex dynamism Social system A challenging task
Complex dynamism is a close observation of employees reveals that they are complex beings i.e. Physiological, psychological, sociological & ethical beings.
Social system is relatively new & developed as a part of management. It’s a simple terms, personnel management is the task of dealing with human relationships, molding & developing the human behavior & attitude towards the job & organizational requirements.
A Challenging task:
The personnel manager plays a crucial role in understanding the changing needs of organization & society & again in future he faces some challenging tasks in attaining the employee, organizational & societal objectives with available resources.
Human Resource:
HR plays a crucial role in development process of modern economics. It is fact said that all development comes from the human mind. We have
Human resource in nation’s well being Man vis-à-vis machine Personnel Management & General Management.
Human Resource system is a central sub-system. In an organization it is not only unique subsystem but also a principal & controls all other sub-systems.
Material subsystem Marketing subsystem Technology subsystem Financial subsystem.
RECRUITMENT
According to Edwin B. Flippo, “Recruitment in the process of searching the candidates for employment and stimulating them to apply for jobs in the organization”. Recruitment is the activity that links the employers and the job seekers.
It is the process to discover sources of manpower to meet the requirement of
staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an
efficient working force.
Recruitment of candidates in the function preceding the selection, which
helps create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool.
The main objective of the recruitment process is to expedite the selection
process.
In Short Recruitment is twofold function:
1) To discover the sources of manpower to match job requirements and job Specifications.
2) To attract an adequate number of perspective employees to permit meaningful selection of the required personnel.
Need of Recruitment
a) Vacancies are created due to transfer, promotion, retirement, termination or due to deaths.
b) Vacancies are created due to Expansion, diversification and growth of business.
c) A rising standard of living.d) Due to increasing competition.
There are two sources of recruitment
1. Internal sources
2. External sources
Internal Sources refer to the present working force of a Company.
a) Promotion: It means appointing an employee to a position of greater responsibility. It is a good source to meet Personnel demand.
b) Transfer: It involves shifting of an employee from one job to another without changing responsibilities. It can both solve and create problems.
c) Past employees: An organization must also consider those who served in the company in the past but quit voluntarily or due to retrenchment and wants to return if organization wants to re-employ.
d) Dependents: Dependents and relatives of deceased and disable employees may also be hired.
e) Apprentice: Persons working as apprentice in the company may also be hired whenever a clear vacancy is there.
External Resources
It is sometimes necessary to bring in some “New Blood” to broaden the present Ideas, Knowledge and Enthusiasm.
a) Direct Recruitment
b) Casual Callers or Unsolicited applications
c) Media Advertisements
d) Employment Agencies
e) Management consultants or Head Hunters
f) Educational Institutions or Campus Recruitment
g) Recommendations or referrals
h) Labor Contractors
i) Telecasting
Selection is the Process to choose right type of candidates for various positions in the organization.
It involves a series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts .The aim of selection process is to reject the unsuitable candidates and it attracts applicants for vacant jobs in the organization. It is a negative process because it involves rejection of unsuitable candidates. It is a complex process under which each candidate is required to cross a number of hurdles before getting the offer for a job.
The Factors to be considered for selecting the right person for the right job are as under:
a) Physical characteristics – Sound, body, weight, height, sight etc.
b) Personal Characteristics – Age, gender, marital status, family background etc.
c) Proficiency or Skill and ability – Qualifications and previous experience.
d) Competency- It points out capacity to acquire knowledge and skills for success on the job.
e) Temperament and character – Emotional, moral and social qualities, honesty and loyalty etc.
f) Interest- Without interest, work is colorless and meaningless .So the interest of the candidate must be judged before selecting him.
The Procedure of selection will vary from organization to organization and even from department to department within the same organization according to the kinds of job.
The main steps in selection procedure are:
Step I- Preliminary interview
Step II-Receiving applications
Step III-Screening of applications
Step IV- Employment tests
Step V-Employment interview
Step VI- Checking references
Step VII- Medical examinations
Step VIII- Final selection and appointment letter
Recruitment vs. Selection
Both recruitment and selection are the two phases of the employment process.
The differences between the two are:
1. 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 basic purpose of recruitments 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 of selection
process is to choose the right candidate to fill various positions in the
organization.
3. Recruitment is a positive process i.e. encouraging more employees to apply
whereas selection is a negative process as it involves rejection of the unsuitable
candidates.
4. Recruitment is concerned with tapping the sources of human resources
whereas selection is concerned with selecting the most suitable candidate through
various interview and tests.
5. There is no contract of recruitment established in recruitment whereas
selection results in contract of service between the employer and the selected
employee.
Attract and encourage more and more candidates to apply in the
organization.
Create a talent pool of candidates to enable the selection of best candidates
for the organization.
Determine present and future requirements of the organization in
conjunction with its personnel planning and job analysis activities.
Recruitment in the process which links the employees with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing 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.
Meet the organizations legal and social obligations the composition of its
workforce.
Begin identifying and preparing potential job applicants who are appropriate
candidates.
Increase organization and individual effectiveness of various recruiting
techniques and sources for all types of job applicants.
Recruitment Policy of a Company
A recruitment policy of an organization should be such that:
It should focus on recruiting the best potential people.
Top ensure that every applicant and employee is equally with dignity and
respect
Unbiased policy.
To aid encourage employees in realizing their full potential.
Transparent, task oriented and merit based selection.
Weightage during selection given to factors that suit organization needs.
Optimization of manpower oat the time of selection process.
Defining the competent authority to approve each selection.
Abides by relevant public policy legislation on hiring and employment
relationship.
Integrates employee needs with the organizational needs.
Factors affecting recruitment policy
Organizational objectives
Personnel policies of the organization and its competitors.
Government policies on reservations.
Preferred sources of recruitment.
Need of the organization.
Recruitment costs and financial implications.
Impact of personnel policies on Recruitment policies:
Recruitment policies are mostly drawn from personnel policies of the organization. According to Dale Yoder & Paul D. Standohar general personnel policies provide a variety of guidelines to be spelt out in recruitment policy. After
formulation of the recruitment policies, the management has to decide whether they centralize or decentralized the recruitment function.
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.
Merits of Centralized Recruitment:
Average cost of recruitment per candidate/unit should be relatively less due to economies of scale.
It would have more expertise available to it. It can ensure broad uniformity among human resources of various
units/zones in respect of education, skill, knowledge, talent etc. It should generally be above malpractices, abuse of powers, favoritism, bias
etc. It should facilitate interchangeability of staff among various units/zones. It enables the line mangers of various units & zones to concentrate on their
operational activities by relieving them from the recruitment functions. It enables the organization to have centralized selection procedure,
promotional & transfer procedure etc. It ensures the most effective & suitable placement to candidates. It enables centralized training programmers, which further brings uniformity
& minimizes average cost of staff.
Merits of Decentralized Recruitment:
The unit concerned concentrates only on those sources/places where it normally gets the suitable candidates. As such the cost of recruitment would be relatively less.
The unit gets most suitable candidates as it is well aware of the requirements of the jobs regarding cultural, traditional, family background aspects, local factors, social factors etc.
Units can recruit candidates as & when they are required without any delay.
The units would enjoy freedom in finding out, developing the sources, in selecting & employing the techniques to stimulate the candidates.
The unit would relatively enjoy advantage about the availability of information, control & feedback & various functions/processes of recruitment.
The unit would enjoy better familiarity & control over the employment it recruits rather than on employees selected by the central recruitment agency.
RECRUITMENT STRATEGIES
A successful recruitment strategy should be well planned and practical to attract
more and good talent to apply in the organization.
For formulating an effective and successful recruitment strategy, the strategy
should cover the following element:
(1) Identifying and prioritizing jobs requirements keep arising at various levels
in every origination: it is amount a never – ending process. It is impossible to fill
all the positions immediately. Therefore, there is a need to identify the positions
requiring immediate attention and action. To maintain the quality of the
recruitment activities, it is useful to prioritize the vacancies whether to focus on all
vacancies equally or focusing on key jobs first.
(2) Candidates to target the recruitment process can be effective only if the
organization completely understands the requirements of the type of candidates
that are required and will be beneficial for the organization. This covers the
following parameters as well:
A. Performance level required: Different strategies are required for focusing on
hiring high performers and average performers.
B. Experience level required: the strategy should be clear as to what is the
experience level required by the organization. The candidate’s experience can
range from being a fresher to experienced senior professionals.
C. Category of the candidate: the strategy should clearly define the target
candidate. He/ She can be from the same industry, different industry, unemployed,
top performers of the industry etc.
(3)Sources of recruitment the strategy should define various sources (external and
internal) or recruitment. Which are the sources to be used and focused for the
recruitment purposes for various positions?
Employee referrer is one of the most effective sources of recruitment.
(4) Trained recruiters the recruitment professionals conducting the interviews and
the other recruitment activities should be well trained and experienced conducting
the activities. They should also be aware of the major parameters and skill (e.g.:
behavioral, technical, etc.) to focus while interview and selecting a candidate.
(5) How to evaluate the candidates the various parameters and the ways to judge
them i.e. the entire recruitment process should be planned in advance. Like the
rounds of technical interviews, HR interviews, return tests, psychometric tests, etc.
Factors governing recruitment:
Given its key role & external visibility, recruitment is naturally subject to influence
factors. These include external as well as internal forces.
Factors influencing recruitment
External Forces Supply & demand Unemployment rate Labor market Political-social Sons of soil Image
Recruitment
Internal Forces Recruitment policy HRP Size of the firm Cost Growth & expansion
RECRUITMENT PROCESS
Recruitment refers to the process of identifying & attracting job seekers so as to build a pool of qualified job applicants.
The process comprises five interrelated stages,
1. Planning2. Strategy development3. Searching4. Screening5. Evaluations & control
The ideal Recruitment programmer is the one that attracts a relatively larger number of qualified applicants who will survive the screening process & accept positions with the organization, when offered. Recruitment programmers can miss the ideal in many ways:
By failing to attract an adequate applicant pool. By under/over selling the organization. By inadequately screening applicants before they enter the selection process.
Recruitment Process
Personnel
Planning
Job vacancies
Job Analysis
Recruitment
Planning
-Numbers
Employee
Requisition
Searching
Activation
“Selling”
Strategy
Development
-WhereApplicant
Population
Applicant
Pool
Potential
Evaluation
&
Screening To Selection
TYPES OF RECRUITMENT:
Internal Recruitment:
o Present Employeeso Employee Referralso Former Employeeso Previous Applicants
External Recruitment:
o Professional or Trade Associationso Advertisementso Employment Exchangeso Campus Recruitmento Walk-ins, Write-ins & Talk-inso Consultantso Contractorso Displaced Persons o Radio & Televisiono Acquisition & Mergerso Competitors
EVALUATION & CONTROL:
Evaluation & control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are:
Salaries for recruiters
Management & professional time spent on preparing job description, job specifications, advertisements, agency liaison, & so forth.
Cost of advertisements or other recruitment methods, that is, agency fees.
Cost of producing supporting literature. Recruitment overheads & administrative expenses. Costs of overtime & outsourcing while the vacancies remain
unfilled. Cost of recruiting suitable candidates for the selection process.
Evaluation of Recruitment Process:1. Return rate of applications sent out.2. Number of suitable candidates for selection.3. Retention & performance of the candidates selected.4. Cost of the recruitment process.5. Time lapsed data.6. Comments on image projected.
Evaluation of Recruitment Methods:
Number of initial enquiries received which resulted in completed Application forms.
Number of candidates at various stages of the recruitment & Selection process, especially those short-listed.
Number of candidates recruited. Number of candidates retained in the organization after six months
PHILOSOPHIES OF RECRUITING:
A persuasive agreement can be made that matching the needs of the organization to the needs of the applicants will enhance the effectiveness of the recruitment process. The result will be a workforce who is likely to stay with the organization longer & performs at a higher level of effectiveness. Two approaches are available to bring about this match. They are
1. Realistic job preview (RJP)2. Job compatibility questionnaire (JCQ)
RJP provides complete job-related information, both positive & negative, to the applicants. The information provided will help jobseekers to evaluate the compatibility among the jobs & their personnel ends before hiring decisions are made. RJPs can result in self-selection process—job applicants can decide whether to attend the interviews & tests for final selection or withdraw themselves in the initial stage.
JCQ was developed to determine whether an applicant’s preferences for work match the characteristics of the job. JCQ is designed to collect information on all aspects of a job, which have a bearing on employee performance, absenteeism, turn over & job satisfaction.
Typical consequences of job previews
Traditional Procedures
Set initial job expectations too high
Job is typically viewed as attractive
High rate of job offer acceptance
Work experience belies expectations
Lower job survival, dissatisfaction,
Frequent thoughts of quitting
Realistic Procedures
Set job expectations realistically
Job may or not be attractive depending on individual needs
Some accept, some reject job offer
Work experience confirms expectations
Higher job survival, satisfaction, and no thoughts of quitting
SELECTION
MEANING:
Selection is the process of picking individuals (out of pool of job applicants) with requisite qualifications & competence to fill jobs in the organization.
DEFINITION:
“It is the process of differentiating between applicants in order to identify (& hire) those with a greater likelihood of success in a job
The selection procedure cannot be effective until & unless:
1. Requirements of the job to be filled have been clearly specified (job analysis, etc.).
2. Employee specification (physical, mental, social, behavioral, etc.) have been clearly specified.
3. Candidates for screening have been attracted.
ESSENTIALS OF SELECTION PROCEDURE :
The selection process can be successful if the following requirements are satisfied:
1. Someone should have the authority to select. This authority comes from the employment requisition, as developed by an analysis of the workload & work force.
2. There must be some standard of personnel with which a prospective employee may be compared, i.e. a comprehensive job specification should be available beforehand.
3. There must be a sufficient number of applicants from whom the required number of employees may be selected.
ROLE OF SELECTION:
Outcomes of the selection decision
A number of factors affect the selection decision of candidates. The important among them are:
1. Profile matching.2. Organizational & social environment.3. Successive hurdles.4. Multiple correlations.
Success
Failure
Failure Predicted Success Predicted
False Negative
Error
True Positive
(‘High Hit’)
True Negative
(‘Low Hit’)
False Positive
Error
Employment
Line Manager’s Decision
Reference Checks
Medical Examination
Final Interview
Tests
Group Discussion
Preliminary Interview
Written Examination
Application From
Selection Process
NEED FOR SCIENTIFIC SELECTION SYSTEM:
Every organization has to follow a systematic selection procedure since problems with the employee start after his selection & employment. In other words, if an organization selects a wrong person, it has to face a number of problems with him. In addition to the cost of selection, training & other areas will become a recurring expenditure to the company owing to employee turnover caused due to improper selection technique. Every organization is influenced by the social factors, as it is a part & parcel of the society. Hence, it has to do justice to all sections of the people in providing employment opportunities. Hence, organizations should have an objective system of selection that should be impartial & provide equal opportunity. Above all, the organization should also follow the Government rules & regulations regarding filling up of certain number of vacancies by the candidates belonging to certain communities & certain regions.
SELECTION PROCEDURE:
There is no standard selection process that can be followed by all companies in all the areas. Companies may follow different selection techniques or methods depending upon the size of the company, nature of the business, kind & number of persons to be employed, government regulations to be followed etc. thus, each company may follow any one or the possible combinations of methods of selection in the order convenient or suitable to it. Following are the selection methods generally followed by the companies.
Selection procedure employs several methods of collecting information about the candidate’s qualifications, experience, physical & mental ability, nature & behavior, knowledge, aptitude & the like for judging whether a given applicant is or is not suitable for the job. Therefore, the selection procedure is not a single act but is essentially a series of methods or stages by which different types of information can be secured through various selection techniques. At each step, facts may come to light which are useful for comparison with the job requirement & employees specifications.
Steps in Scientific Process:
(1)Job Analysis:
Job Analysis
Human Resource
Plan
Recruitment
Assess the Fit between the
Job & the Candidate
Development Bases for Selection
Application / Resume / CV /
Bio-data
Written Examination
Preliminary Interview
Business
Games
Tests
Final Interview
Medical Examination
Line Manager’s Decision
Employment
Job analysis is the basis for selecting the right candidate. Every organization should finalize the job analysis, job analysis, job description, job specification & employee specifications before proceeding to the next step of selection.
(2)Recruitment:
It is the process of searching for prospective employees & stimulating them to apply for jobs in an organization. It is theBasis for the remaining techniques of the selection & the latter varies depending upon the former.
(3)Application Form:
It is also known as application blank. The technique of application blank is traditional & widely accepted for securing information from the prospective candidates.
(I) Personnel Background Information(II) Educational Attainments(III) Work Experience(IV) Salary(V) Personal Item(VI) References.
(4)Written Examination:
The organization have to conduct written examination for the qualified candidates after they are screened on the basis of the application blanks so as to measure the candidate’s ability in arithmetical calculations, to know the candidates’ attitude towards the job, to measure the candidates’ aptitude, reasoning, knowledge in various disciplines, General knowledge & English Knowledge.
(5)Preliminary Interview:
The preliminary interview is to solicit necessary information from the prospective applicants & to assess the applicant’s suitability to the job. Preliminary interview is useful as a process of eliminating the undesirable & unsuitable candidates. If a candidate satisfied the job requirements regarding most of the areas, he may be selected for further process.
(6)Group Discussion:
The techniques of group discussion are used in order to secure further information regarding the suitability of the candidate for the job. Group discussion is a method where groups of the successful applicants are brought around a conference table & are asked to discuss either a case study or a subject matter.
(7) Tests:
The next stage in the selection process is conducting different tests as given below. The objective of tests is to solicit further information to assess the employee suitability to the job. The important tests are:
Guides to Testing Concepts of Testing Testing Terminology
Types of Tests:
(I) Aptitude Tests:(a)Intelligence Test(b)Mechanical Aptitude(c)Psychomotor Tests(d)Clerical Aptitude Tests
(II) Achievement Test:(a)Job knowledge(b)Work Sample Test
(III) Situational Tests:(a)Group Discussion(b)In Basket
(IV) Interest Test:
(V) Personality Tests:(a)Objective Tests(b)Projective Tests
(8) Final Interview:
Testing usually follows final interview. This is the most essential step in the process of selection. In this step the interviewer matches the information obtained about the candidate through various means to the job requirements & to the information obtained through his own observation during interview.
Types of interview:
(I) Preliminary Interview (a) Informal interview
(b) Unstructured interview
(II) Core Interview (a) Background information interview (b) Job & probing interview (c) Stress interview (d) The group discussion (e) Formal & structured (f) Panel interview (g) Depth interview
(III) Decision making Interview
Interview process:
(A) Preparation for the interview Appropriate type of interview The areas to be tested Type & number of interviews Review the information
(B) Conduct the interview Open the interview Get complete & accurate information Record observations & impressions Guide the interview Check the success of the interview
(C) Close the interview
(D) Evaluate interview results
Qualities of a Successful Interviewer:
o By selecting the interviewer with higher status, caliber, skill & knowledge
o Resorting to right type of interview depending upon the situation
o Studying the background information, data, facts about the candidates before the interview
o Assessing & evaluating the characteristics & traits of the candidate accurately
o By basing interview coverage on job & organizational requirements
o Following time management techniques to collect as much important information as possible with in the available time
o Checking before hand the reliability & validity of the interview & method
o Respecting interviewee’s interest & individualityo Clearly informing the interviewee the purpose of the interviewo Making the interviewee feel at ease throughout the interview o Encouraging interviewee to speak freelyo Interviewer should try to understand the words used by the
intervieweeso Interviewers should not have personal views & opinions.
(9) Medical Examination:
Certain jobs require certain physical qualities like clear vision, perfect hearing, unusual stamina, tolerance of hard working conditions, clear tone, etc. Medical examination reveals whether or not a candidate possesses these qualities.
(10) Reference Checks:
After completion of the final interview & medical examination, the personnel department will engage in checking references. Candidates are required to give the names of reference in their application forms.
(11) Final Decision by the Line Manager Concerned:
The line manger concerned has to make the final decision whether to select or reject a candidate after soliciting the required information through different techniques discussed earlier.
(12) Employment:
Thus, 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 orders to the successful candidates either immediately or after sometime depending upon its time schedule.
Effectiveness of Selection Programme:
The purpose of selection program & techniques is to choose the most suitable candidate for a given job from among the prospective employees. The selection program would be effective, if the candidates’ selected/hired perform their jobs efficiently & sincerely with commitment. The human resource manager should evaluate the effectiveness of the selection program periodically. Dale S. Beach suggests audit of the selection program to know the effectiveness of the selection program.
Recent Trend in Selection:
New trends have been emerging in selection techniques along with other areas of human resource management. The recent trends in selection include:
Selection by invitation Leasing 360 Selection Program
BARRIERS TO EFFECTIVE SELECTION:
The main objective of selection is to hire people having competence & commitment. This objective is often defeated because of certain barriers. The
impediments, which check effectiveness of selection, are perception, fairness, validity, reliability & pressure.
1. Perception: Our inability to understand others accurately is probably the most fundamental barrier to selecting the right candidate.
2. Fairness: Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low numbers of women & other less-privileged sections of the society I middle & senior management positions & open discrimination on the basis of age in job advertisements & in the selection process would suggest that all the efforts to minimize inequity have not been very effective.
3. Validity: Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test that has been validated can differentiate between the employees who can perform well & those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success.
4. Reliability: A reliable method is one, which will produce consistent results when repeated in similar situations. Like a validated test a reliable test may fail to predict job performance with precision.
5. Pressure: Pressure is brought on the selection by politicians, bureaucrats, relatives, friends & peers to select particular candidates. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sector undertaking generally take place under such pressures.
1. To analyze different techniques those are been used in recruiting the applicants into Quantum Asia.
2. To study & understand the expectations of applicants & their opinions about the recruitment process.
3. To put forward various suggestions with a view to make recruitment process more effective.
Methodology:
A detailed study of various books on “Recruitment Process” was undertaken to design a questionnaire for evaluating the methods of recruiting the applicants into Quantum Asia Private Ltd.
A total of 17 questions were posed in the questionnaire to analyze the effectiveness of recruitment process in Quantum Asia Private Ltd to its employees. The sample size is 50.
Method Of Data Collection:
The design of the research project specifies both the data that are needed & how they are to be obtained. The step in data collection process is to look for primary data as well as secondary data.
1. Primary Data:
Primary data are data that are collected to help solve a problem or take advantage of an opportunity on which a decision is pending. An important source of primary data is survey research. The various types of surveys are (personal, mail, computer & telephone).
Primary data is generated from:
(a) Questionnaire:
Questionnaire consists of questions, which are closed ended as well as open-ended questions having fixed response pattern with multiple answers
.
(b) Informal Interviews:
The interviews that have been taken from the General Manager, Human Resource Manager & some of the executives have helped a lot in collecting the information.
2.Secondary Data:
Secondary data are that were developed for some purpose other than helping to solve the problems at hand. The secondary data those are available to relatively quick & inspective to obtain. Internal sources can be classified into for broad categories: Appraisal reports, training reports, miscellaneous records & internal exports.
Sampling:
The sample method is the way the sample units are to be selected. The technique used for selecting the samples is non-probabilistic convenience sampling. The sample size of the project is employees.
Data Analysis:
The data has been analyzed based on both qualitative & quantitative techniques of analysis. The responses are tabulated & drawing bar graphs & pie diagrams made a study. Conclusions are drawn after interpreting the tables & graphs.
Limitations:
1. The study is confined to a limited period i.e., 6 weeks.2. Accuracy of the study is purely based on the information as given by
the respondents.
RECRUITMENT PROCESS AT
QUANTUM ASIA PRIVATE LTD
Recruitment Process in Quantum Asia Private Ltd:
Manpower Requisition:
This is an estimate given by the Head of the Department.
It should be of two types they estimate yearly and monthly Recruitment, and recruit whenever they need manpower.
Man Power Requisition sent from concerned department to General Manager -Human Resource Department. After Approval of GM HR it is forwarded to the Director after his Approval it come to GM HR then it is send to the Recruitment Team.
Recruitment:
Recruitment is the process of identifying and attracting job seekers to get qualified job applicants.
The sources for Recruitment being (i.e., Internal or External sources)
Internal Sources: Through Employee Reference.
External Sources: Advertise through Post Box Adds, News Papers, Campus Recruitment, through Web Site etc.,
They collect the Resumes then enter as soft copy with the details Name, Qualification, Date of Birth, reference and date of entering. The date of entering should be written on resume also give numbering to each resume. Then the Resumes are sent to GM HR. GM HR Screen the Resumes, he divides the Resumes in to three parts, and they are
1. Short listed Resumes – These are sent to concerned department to check whether the qualification is suitable or not. If suitable they ask Recruitment Team to call the candidates for further process of selection.
2. Hold Resumes – This implies the candidates will be called in the near future for interview.
3. File Resumes – These are rejected Resumes.The selected candidates are called either through Phonogram, Telephone or E-Mail informing them the time, date, and venue of the interview and also intimate them that there will be reimbursement for the travel expenses (only for the outstation candidates i.e., candidates from other states) to attend the scheduled interview, after submission of their tickets as proof and also the company arrange Lunch for all candidates.
Selection Process:
The first stage in selection is written test, which has specific time & cutoff marks which is conducted to fresh candidates but not to the experienced ones. Experienced candidates have attended to interview directly. When the candidates qualify in written test he should be sent to second stage. They provide pleasant Conference Hall to written test. They announce the results very fast and promote them to next round.
The second stage is Interview by concerned department, which is subject oriented. When he selected in this interview he should be sent to third stage.
The third stage is also interview by personnel department which is regarding terms & conditions of employment. After qualifying third round they offer job by giving offer letter.
If the candidate is not qualified in any one of the stages they can be kept in cooling period for three months i.e. the person is not eligible for applying any other job in Quantum Asia Private Ltd.
Placement:
There are two stages in placing the candidates.
Firstly, Issuing the offer letter, which contains job designation, joining date, salary structure & the formalities the candidates have to furnish at the time of joining date.
Secondly the joining of candidate in the company, because sometimes it may happen that his offer may be cancelled due to some unwanted situations. Therefore his joining also is prioritized. On this occasion he may be exposed to the job responsibilities he has to take over.
FLOW CHART OF THE RECRUITMENT PROCESS:
Manpower Requisition from concerned department
GM HR
To Director
To GM HR
To Recruitment Team
Start Sourcing
Collection of Resumes
Screening of Resumes
Short Listed FileHold
Send to Concerned Department
After Approval send to GM HR
To Recruitment Team
Internal Source External Source
A
A
Phonogram
Hold: These Resumes are Check whenever they want to recruit again.
Call the candidates by
Second Round is Technical Round
Selected Candidates
Rejected Candidates
Kept in Cooling Period
Second Interview by Personnel Department regarding Terms &
Conditions
Issue Offer Letter
Accept Not Accepted
Joining Letter
Placement
Recruitment Starts Again
Selected Candidates
First Round is written test
Telegram
File: These Resumes are Rejected Resumes.
Short-list: Selected Resumes.
Cooling Period: These Persons is not eligible for applying for any other job at Quantum Asia Private Ltd up to 3 months period.
Internal Sources: Employee References, Promotions, etc.,
External Sources: Post Box, News Paper s, Consultancy Advertisements etc.
SUGGESTIONS:
Use Job Portals to advertise for vacancies.
Use MIS for keeping a track of candidate database, which will help to source profits easily for future requirement. This will also prevent duplication of resumes.
Questionnaire
1. How did you come know about the vacancies at Quantum Asia?
(a) Internal reference
(b) Quantum Asia Employees
(c) News Paper Add
(d) Consultancy
2. Why did you choose Quantum Asia Only?
(a)Having Goodwill
(b)Attractive Salaries
(c)For Experience
Any other
3. The time allotment to written test is sufficient
(a)Agree
(b)Disagree
(c)Uncertain
4. Written test is the best screening tool in an interview
(a)Agree
(b)Disagree
(c)Uncertain
5. The second round i.e., Technical round is the key round for judging potential of the candidate
(a)Agree
(b)Disagree
(c)Uncertain
6. Your opinion on co-ordination of the interview were
(a)Excellent
(b)Good
(c)Average
(d)Poor
7. The salary package offered by Quantum Asia is Satisfactory as per market conditions
(a) Agree
(b) Disagree
(c) Uncertain
8. Do you like agreement system in Quantum Asia?
(a)Agree
(b)Disagree
(c)Uncertain
9. Is it necessary for so many rounds of interview to filter the candidates?
(a)Yes
(b)No
Any other
10. In which round did you fell tough to answer?
(a)Written Test
(b)Technical Round
(c)Hr. Round
(d)Both (b) & (c)
11. The work assigned to you suits your qualification
(a)Yes
(b)No
12. Would you suggest your friends, Relatives & nearer ones to join at Quantum Asia
(a) Yes
(b) No
13. from your point of view any comments/suggestions on
Quantum Asia Recruitment & Selection Process
BIBLIOGRAPHY
Human Resource Management Ashwathapa
Essential of Human Resource
Management & Industrial Relation P.Subba Rao
Personnel
The Management Of
Human Resource Stephen P. Robbins
Organizational Behavior Peterson
WEBSITES:
The official website of Quantum Asia Private Ltd: www.quantumasia.in
FUNCTIONAL AREA OF HRM
• Human resource auditing
• Human resource strategic planning
• Human resource planning
• Manpower panning
• Recruitment / selection
• Induction
• Orientation
• Training
• Management development
• Compensation development
• Performance appraisals
• Performance management
• Career planning / development
• Coaching
• Counselling’s
• Staff amenities planning
• Event management
• Succession planning
• Talent management
• Safety management
• Staff communication
• Reward
