Embed Size (px)
DESCRIPTION
Recruitment and selection
Citation preview
Table of ContentsPreface........................................................................................................................................................1
Dedication...................................................................................................................................................2
ACKNOWLEDGEMENT.................................................................................................................................3
Executive Summary:....................................................................................................................................4
INTRODUCTION:..........................................................................................................................................5
Vision...........................................................................................................................................................6
Mission Statement......................................................................................................................................6
SWOT Analysis.............................................................................................................................................6
Strengths.................................................................................................................................................6
Weaknesses.............................................................................................................................................7
Opportunities..........................................................................................................................................7
Corporate Values.........................................................................................................................................9
Selling Points...........................................................................................................................................9
Benefits...................................................................................................................................................9
Approach to Recruitment of Wateen........................................................................................................10
Reactive Approach.................................................................................................................................10
Contractual Hiring..................................................................................................................................10
No MTOs, no experiments.................................................................................................................10
Sources of Recruitment.........................................................................................................................11
External Hiring.......................................................................................................................................11
Head Hunting.....................................................................................................................................11
Former employees / contractual employees.....................................................................................12
Advertisement...................................................................................................................................12
Internal Hiring........................................................................................................................................12
Pool of applicants..............................................................................................................................13
Job analysis................................................................................................................................................13
Basic competencies/skills to assess.......................................................................................................13
Technical Skills...................................................................................................................................13
Support..............................................................................................................................................14
I
Commercial/Soft skills.......................................................................................................................14
RECRUITMENT & SELECTION PROCEDURE.................................................................................................14
PURPOSE OF THE PROCEDURE..............................................................................................................14
OVERVIEW OF PROCESS.....................................................................................................................14
REVIEW THE JOB AND THE NEED FOR IT............................................................................................15
DESIGN SELECTION PROCESS.....................................................................................................................16
Panel Composition.................................................................................................................................16
Selection Tests.......................................................................................................................................17
Interview Questions...........................................................................................................................17
ADVERTISING.............................................................................................................................................17
Advertising of vacancies........................................................................................................................17
Short-listing...........................................................................................................................................17
INTERVIEWING..........................................................................................................................................18
Arrangements for interviews.................................................................................................................18
SELECTION.................................................................................................................................................19
Decision to Appoint...............................................................................................................................19
Checks.......................................................................................................................................................20
OFFER........................................................................................................................................................21
OTHER REQUIREMENTS.............................................................................................................................21
Post interview feedback & notification to applicants............................................................................21
MONITORING RECRUITMENT AND SELECTION (REPORTING)................................................................22
FURTHER GUIDANCE..............................................................................................................................22
Analysis &Critical evaluation of recruitment and selection process..........................................................22
Recruitment Approach..........................................................................................................................22
Competencies........................................................................................................................................22
Employees Training...............................................................................................................................22
Growth Opportunity..............................................................................................................................23
Job Security...........................................................................................................................................23
Hiring Quantity......................................................................................................................................23
Non-Traditional Hiring...........................................................................................................................23
MTO Concept.........................................................................................................................................23
Recommended recruitment & selection system.........................................................................................23
II
Proactive Approach...............................................................................................................................23
HRIS (Human Resource Information System).......................................................................................24
Sources of Recruitment.........................................................................................................................24
External Recruiting................................................................................................................................24
Head Hunters.........................................................................................................................................24
Advertisements.....................................................................................................................................24
Online applicant pool............................................................................................................................24
Internal Recruitment.............................................................................................................................24
Job Posting.............................................................................................................................................25
Employee Referrals................................................................................................................................25
Pool of applicants..................................................................................................................................25
Basic competencies/skills to assess.......................................................................................................25
Recommendations for Wateen.................................................................................................................26
Conclusion:................................................................................................................................................27
Appendix...................................................................................................................................................28
References:................................................................................................................................................33
III
Preface
This project is being submitted in partial fulfillment of the requirement of the degree of master of
business administration (MBA) at the University of Management and Technology. This program
enables the students to have a contact with prospective employers and get practical knowledge in the field
of business. The students are then able to draw a line of distinction between the theory and practical
exposure.
While writing this project, I got lot of help from our respectable colleague teacher and the siblings. I have
put all of us best efforts and tried our level best to give maximum knowledge. Despite all of our coherent
efforts, I do believe that there will always be a room for improvement in the efforts of learner like us.
1
Dedication
To Mr. Farhan Tariq (HR manager in Wateen) who’s unconditional love
and sport helped us in making this project.
To our teacher Mr. Imran Akbar Saifi for their cooperation and assistance.
To Mega’s staff for their cooperation and assistance.
To my siblings for their gentle encouragement and valuable support.
ACKNOWLEDGEMENT
In the name of Almighty Allah the Merciful, the Beneficent, who has been kind to enable us to complete
this project. The project would not be made in that good form if some people wouldn’t help us. We would
like to pay special thanks to our resource person Mr. Imran Akbar Saifi who is very keen for the
betterment of the students. He gives clear instructions to solve the problems of the project. He was
available after the class hours to meet the students misunderstandings .His given lectures was also very
helpful at the most of the time problem during project was solved by reading there given lectures from the
note book.
2
Executive Summary:
This is a Project of the Recruitment & Selection concepts and tools used in Wateen Telecom,
which changed the condition of telephony, Broadband wireless internet, TV & mobile. A
personal visit has been made in Wateen outlet to derive the information and some project related
data of the company. Their history, performance, structure, & mission shows that this company
wants to touch the new heights of business world by serving their customers. Wateen Telecom,
Pakistan’s largest communication company in the private sector has become the detrimental
catalyst that has rampantly moved forward the country into a digital revolution with its ability to
seamlessly connect and enable smarter, faster, cost-effective and flexible communication
solutions to reach its valued customers. We have done the analysis of the company about their
Recruitment & Selection procedures. Wateen says, they provide wide range of benefits for its
employees those who are permanent. We study their recruitment approaches which they used.
They used two types of hiring which are basically depends upon internal hiring and external
hiring. We also analyze their complete recruitment & selection process. Then we analysis their
interviewing and advertising process where we see that how they advertise about their new
vacancies. We also analysis and critically evaluate their recruitment & selection process. In the
end we gave them few recommendations and conclude the whole project.
3
INTRODUCTION:Wateen Telecom, Pakistan’s largest communication company in the private sector has
become the detrimental catalyst that has rampantly moved forward the country into a digital
revolution with its ability to seamlessly connect and enable smarter, faster, cost-effective and
flexible communication solutions to reach its valued customers. Wateen Telecom is the Abu
Dhabi Group's latest venture in Pakistan. After the successful launch of Warid Telecom in
Pakistan, which has a subscriber base of over 10 million customers in 145 cities, Wateen
Telecom has been set up to become the leading "Carrier's Carrier" providing services based on
quality, reliability and affordability in the communication and media sector. Wateen is
committed to bring Next Generation services to your doorstep. As well as Wateen Telecom is the
Abu Dhabi Group's latest communication investment in Pakistan. Wateen Telecom's current
goals are to be set up as the leading "Carrier's Carrier". With the collaboration of Motorola, they
plan on deploying a WiMax (Wireless High Speed Connection) country-wide network across
Pakistan. This network will become one of the largest of its kind in the world. Wateen also
envisions the provisioning of Direct-to-Home television services for Pakistani viewers. The
commercial launch of Wateen's WiMax (Wireless High Speed Connection) services began with
22 major cities. Wateen uses MOTOwi4 WiMax (Wireless High Speed Connection) by
Motorola. Other partners include Cisco, and Intel. Wateen is giving CPEi 600 & CPEi 300 to its
indoor usage while CPEo400 for outdoor usage to its customers.
Wateen Telecom Ltd embarks on providing leading international voice retail and wholesale
communication services to its esteemed customers through its ability to seamlessly connect and
enable smarter, faster, cost-effective and flexible solutions.
Wateen continues to build on the heritage of its parent company - The Abu Dhabi Group. We
believe in leadership through people. Our technology and service-delivery strengths stems from
our valued employees who have joined Wateen from all over the world to earn customer trust
and loyalty with a continuing commitment to the deployment of innovative products and
services, reliable, high-quality service and excellent customer care.
4
VisionTo launch Pakistan into the 21st century digital revolution by providing complete
communication and media solutions to Telecom Operators, Corporates and Consumers, to be the
leading “Carriers’ Carrier” by creating a world-class cutting-edge network and to deliver a
diverse range of reliable, affordable and quality customer-centric services.
Mission Statement To provide affordable communication services that meets and exceeds customers'
requirements
To deliver high-quality, flexible and innovative solutions that are cost effective and
conducive
To provide complete customer satisfaction on time, every time
To make Broadband Pakistan a reality
SWOT Analysis Wateen has shown a lot of progress in the past years during its first launch in WiMAX. True that
there were some problems in the beginning but now they are successfully trying to decrease their
problems. The SWOT analysis shows that where Wateen is standing in the market.
Strengths Core competence, breath and depth of the service that Wateen provides is exceptional and great
in quality. Their customer support is their biggest strength as they handle complaints effectively
and efficiently. They are also providing solutions to the following:
Data center
Disaster recovery
Call centre
Storage
Security surveillance
Professional services
Managed solutions
System integration
5
Wateen Telecom’s Data Center Hosting and Data Warehousing services allow customers
affordable and secure remote data services, secure data ware-housing and disaster recovery
solutions leveraging Wateen’s entire carrier grade infrastructure.
Weaknesses
The only weakness that Wateen has faced so far was actually during the early launch of
WiMAX. It actually was an immature move because the product was just recently tested and
wasn’t experimented enough to actually gather the critical problems that may arise in future. Due
to no available contingency plan Wateen was unable to handle the newly erupted problems and
failed miserably at it. Due to this poor response Wateen lost many of its valuables customers.
Many customers migrated to other broadband connections and even though today WiMAX is
better than ever and improved and upgraded the first impression was the last impression
according to the customers. The problems were difficult to comprehend and there were many
complaints from the customer saying that the response of the customer was delayed and
sometimes it would take weeks just to get it fixed. Customer service was weak against all the
new problems
Opportunities
Wateens first and for most opportunity is this that it was the first one to ever launch the WiMAX.
Not to mention Wateen is the first one to actually gain the LDI license and it is also one of the
kind multimedia providers in Pakistan. Wateen also has great opportunities in poor countries like
Uganda, Bangladesh, Rwanda etc because of the following reasons
Growth indexes are very high and feasible
There is no infrastructure development therefore more opportunity in providing more
infrastructures with ease.
People’s trend
Cheap labor
We have got guarantees from the Govt. that we won’t be getting any competition
So that is why Wateen is going in these areas to expand its ranges.
6
Threats
The biggest threat that Wateen has ever faced so far is actually terrorism. Terrorism not just only
affects the common man but the corporate as well. Seeing that terrorism is now reaching the
main cities like Lahore and Karachi, it has become more and more difficult to sustain security an
insurance of property, data etc against it. The Marriot hotel was a blow in the hotel but it also
gave a big blow to the tourism industry. Thousands of people who were coming to Pakistan just
turned their backs immediately. Marriot hotel is known to be the 5 star hotels and it housed the
most prestigious people from around the globe. But if Marriot can be infiltrated are the rest of the
foreign subsidiaries safe? Due to this chaotic situation many investors have either squeezed their
investing or have just took up their coat and hat and had left the building. Wateen is facing the
same situation; it is getting more and more difficult to convince them about the safety of the
business.
Terrorism may be No 1 in the list of threats of Wateen but political instability is still in
the top 10 list. Long marches, curfew, processions, and the never ending game of Music Chair
are still a threat to Wateen. Political instability leads to the crash of the stock exchange, where
stockholders think that time has come to withdraw. Not to mention rumors of bankruptcy can
easily make the company from a millionaire to a zero. Wateen has to make sure where it is
placing its foot so as to at least survive in the chaotic situations. But Wateen is not going to let
these things get in their way of progress. Their aim is to make Pakistan the most progressed in
the field of internet and they will reach their goal.
Corporate ValuesSimplicity Practical and easy-to-use
Satisfaction Customer satisfaction is foremost
Quality Premier services; no compromises
Innovation Always at par with the latest technology
Honesty Practice what we preach: integrity, ethics and open communication
Selling PointsAs every employer, Wateen also sell itself to attract qualified, competent people from market.
Important selling points of Warid
7
BenefitsWateen says, they provide wide range of benefits for its employees (those who are permanent).
Contractual employees are paid only for their services. They do not have access to benefits.
Although, these benefits are not unique or superior their competitors, but they claim they offer
benefits with more value then there competitors. Major benefits Wateen offers are:
Medical facility for Family
Provident funds
Flexible working environment
Team working
Gratuity funds
Housing and car facility (for High managerial posts)
Approach to Recruitment of Wateen
Reactive ApproachWateen telecom follows Reactive recruitment approach, instead planning and then hiring, the
company hires people when they are short of people or in beginning of new project. Also they
hire people on contractual basis. This contractual hiring is used for following levels
Officer
Technical Workers
Junior executives
Managers
Departmental heads or assistant Dept heads
Contractual HiringAs soon as project ends, hired people are let go. This trend is prevalent in the company. They
prefer to hire experienced personnel on short-term and contractual basis especially on officer,
technical worker, IT workers and junior executives. On asking why Wateen use this approach,
the HR Manager Mr. Farhan Tariq replied:
“This is useful for us, as we hire for certain project and let people go after its completion. We
prefer experienced people especially if they are ex-workers of PTCL or World Call. This reduces
8
our T&D costs; we do not prefer young graduates, train & develop them. Our industry is volatile
and change is rapid so training people in every aspect is some what impossible”
Although, IT technicians, specialists are adaptable, responds quickly to change and stay up-to-
date with tech advancements. Also new technology is extension or advancement of previous one,
so it is not that tough to cope with these changes. In addition, he said:
No MTOs, no experiments
“We don’t have MTO policy as we hire people 3-4 months before any new service, project
is initiated, and that ends in 6-8 months duration. If we start training, that might go up to 6
months in addition, this doesn’t sound economical. We can’t go for experimental approach.
We prefer experienced and specialist people hired for certain project on contract for
certain time period”
This is explained as training new people takes no less then 6 months, whereas if project duration
is 4 months, this is why we do not consider training new people is feasible approach. Also the
CEO argues and emphasizes on contractual hiring and do not appreciate to maintain company’s
own technical team.
Sources of RecruitmentWateen used the two source of hiring
Internal hiring
external hiring
Wateen hire two types of staff.
Technical staff
Managerial Staff
Wateen’s emphasis is on bulk hiring for tech staff, e.g. hiring batches of technicians for certain
project as discussed in previous section. Managerial staff hiring is some what different from tech
people. Over all, Wateen goes for both internal and external recruitments. Tech people are
mostly recruited externally while managerial staff is hired with-in and out of organization.
External HiringSources used for external hiring are
9
Head HuntingWateen use Head hunter for high managerial positions, and these yields good results for the
company. This brings experience, exposure and new mind-set in company. While using this
approach,
First they find out what benefits, salary and compensation of target person is getting
currently in the company.
Then the person is asked for give his quotation of expected benefits he wants from
Wateen.
After through calculations, offer is made by Wateen which more then person is getting
previously.
“We mostly go for head hunting for our Managerial positions. We break people from our
competitors and banks, this in turn bring experience and expert people in company”
Former employees / contractual employeesAnother method for hiring technical people in Wateen is call upon people who had worked
previously with Wateen. Another way round, they are asked to refer people for specific tech
positions with specified list of skills, competences, and area of expertise. On asking, why they
don’t hire technical people from market, Mr. Farhan’s response was:
“Market is short of these kinds of tech and IT specialists, it is not easy to find these people as
they are less in numbers and there a demand is high. So we prefer people from PTCL, World
Call. Advertisements does not yield good results and we do not consider this as good practice for
hiring this kind of specialists”
AdvertisementAdvertisements are used when Wateen needs people for Managerial positions. Mostly when
number of people required are large in number.
Internal HiringInternally employees are promoted on basis of
good performance evaluation
applying for new opening or vacancy
10
Career Planning
Employees are evaluated twice a year for performance, in this stage if the line manager or
authorized manager finds out that a employee has capability to grow and move to next level, he
refer employee to HR for interview with all required details. If the employee qualifies, he is
promoted.
Secondly, when new vacancy or opening arises, this is announced over company’s network. Any
employee find himself suitable for the post can apply. Later he is interviewed by HR and the
respective manager of the job.
Career planning in not carried out in Wateen formally. HR dept is less structured and comprised
of only 10 people including HR manager. Promotion is generally carried-out through line
manager during performance evaluation.
Pool of applicantsMaintaining pool of applicants is often beneficial for company. Wateen however doest focus on
maintaining pool as mostly CVs get out-dated after few weeks. Another reason, company hires
tech people often and as mentioned above, they do not go for advertisement to tech and
specialized jobs. While managerial level people hired in less frequency, they are mostly
promoted from there jobs.
No formal process of maintaining, updating is at work. Even, pool is not considered of new
openings or vacancies.
Job analysis
Basic competencies/skills to assessWateen categories basic required skills as per job
Technical
Support
Commercial
11
Technical SkillsThese set of skills re related to technical and IT specialists’ people related to their job. These
skills basically change with nature of project and type of technology.
SupportSupport skills include analytical thinking, adaptability, computer skill (word processing, spread
sheet), logical thinking. These skills are compulsory requirement for all level people in admin.
Commercial/Soft skillsThis includes basic level of skills of people regarding their job and department.
E.g. basic skill set for marketing personnel are:
Communication skills
Team Player
Creative thinking etc
Idea generation etc
RECRUITMENT & SELECTION PROCEDURE
PURPOSE OF THE PROCEDURE Recruiting and selecting the right people is paramount to the success of the IPCC 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.
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
• Short list using the person specification only
12
• Interview and test short-listed candidates
• Validate references, qualifications and security clearances
• Make appointment
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 funded?
Positions outside of existing establishment require the Director’s and Chief Executive’s
approval.
• 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 job a politically restricted post or will the incumbent have unsupervised access to
children or vulnerable adults?
Refer to section 3.1.1 and 3.1.2 for further details.
• What type of employment could be offered?
Full-time, part-time?
Is job-sharing an option?
Permanent or fixed term contract, secondment or agency?
Use of fixed term contracts are 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.
13
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. Use of secondments must be in accordance with the IPCC secondment
policy. If it is proposed to proceed to recruit to the post, it is the responsibility of the Manager to
ensure that the Authority to Recruit form (see appendix A) is completed and sent to HR as soon
as possible.
DESIGN SELECTION PROCESS Managers need to design the selection process they will use, giving consideration to the
following points:
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, be mixed in
terms of race and gender
• The requirement that at least one panel member has received training on recruitment and
equal opportunities, normally limited to that provided by the IPCC. If not IPCC 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:
• Will not improperly influence their decision
• Will not give rise to suspicion about their motives
14
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.
Interview Questions Human Resources hold the IPCC 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.
ADVERTISING
Advertising of vacancies The HR Team provides a centralized advertising service for the advertisement of vacancies and
will assist the Manager prepare an appropriate advertisement.
All permanent vacancies are advertised concurrently internally (on the intranet) and externally.
External advertisement is on the IPCC website, generally along with appropriate newspaper
publications and can include the use of agencies where appropriate.
Applications are to be forwarded to the HR Team in the first instance and not directly to the
Manager.
Short-listing Short-listing must be completed based on the person specification. New criteria cannot be
introduced to assess the candidates at this stage as it would be unfair. It is the Manager’s
responsibility to complete the short-listing and to ensure the process remains free of unlawful
discrimination. It is desirable that a second person from the panel also participates in the short-
listing process.
15
Former employees who have been dismissed for misconduct cannot be considered for
appointment. Staff who have taken early retirement or redundancy may be considered on their
merits.
Short-listing notes must be returned to HR for filing and are retained for a period of 6 months.
INTERVIEWING
Arrangements for interviews The manager is responsible for scheduling dates and times for interviews directly with the short
listed candidates and notifying the candidates of any selection tests that will be used. The
manager must then notify HR of these arrangements and HR will confirm via letter or email to
the short-listed candidates the following details:
• Date, time and place of the interview
• Instructions on how to find their way to the interview venue
• A request that they contact the author of the letter/message if they have any special
requirements in relation to the interview (related to access to the venue or any other
special need related to a disability)
• If appropriate, details of any test or presentation they will be required to take or anything
they should bring with them (e.g. examples of work or proof of qualifications that are
essential to the post).
At the interview
The purpose of interviewing is to appoint the best person for the job based solely on merit and
suitability. The IPCC recruitment and selection framework achieves this by using methods that
are systematic, thorough, fair, unbiased and based on rational, objective, job related criteria.
At the interview, each candidate should be treated consistently. To achieve this the panel should:
• Ask the same initial questions of each candidate
16
• Supplement their understanding of the candidate’s responses by following up questions as
appropriate
• Be consistent in allowing access to presentation material, notes and so on
• Not allow any discriminatory questions, harassment, or any other conduct which breaches
the IPCC equal opportunities policy or code of conduct
• Ensure that in the case of disabled candidates, the necessity for any ‘reasonable
adjustments’ that would be required on the job are explored in a positive manner.
Assessment of disabled candidates should be based on their expected performance in the
job, given that any reasonable adjustment required was provided.
Keep in mind that information obtained throughout the selection process is treated as
confidential and is known only to parties involved in the selection process
• Keep records of interviews and the reasons for decisions - returning this information to HR
for filing (and disposal six months later).
Panel members must be aware that it is their responsibility to ensure recruitment/interview
documentation is stored securely and confidentially whilst in their possession.
SELECTION
Decision to Appoint In selecting the successful candidate, the panel must make a decision based on the merit and
eligibility of the candidates as judged by:
• Content of application
• Qualifications (if required for the post)
• Performance at Interview
• Outcome of any selection tests
17
• Right to work in the UK.
The panel must seek to ensure that candidates appointed will actively promote the IPCC’s Core
Values.
Checks As part of assessing the merit of each candidate, Managers must satisfy themselves that the
information the candidate gives is authentic, consistent and honest. This includes being satisfied
about information regarding the candidate’s:
• Application
• Work history
• Qualifications (where a qualification is a requirement for the post, supporting evidence or
certification must be obtained from the candidate and recorded)
• Evidence presented at interview
Human Resources are responsible for processing:
• Reference checks
• Security Clearances
• Ensuring the candidate has the right to work in the UK.
Should any of these not meet the required standards, HR must immediately discuss the issue with
the Manager.
OFFER Offer of employment
A conditional verbal offer of employment is to be made by the Manager within a week of
interview. The offer should be made within the salary range stated on the Authority to Recruit
form. If for any reason the Manager wishes to make an offer above that range, the prior approval
of the Director and Head of Human Resources is required. Failure to do so may result in the offer
being retracted.
18
The offer must be on a conditional basis whilst the required checks take place in relation to
security clearance, health declaration, references, and qualifications (if not already provided) and
the right to work in the UK etc.
It is the manager’s responsibility to notify HR of the offer. HR will then send the candidate a
security clearance questionnaire, health declaration form, offer letter and statement of particular
detailing post, salary benefits, holiday entitlement, notice period working hours, and location.
Upon receipts of the successful applicants, acceptance letter and complete health declaration and
security clearance questionnaire required. HR will send a confirmation of receipt letter
confirming the start date (taking in to account time frames for security clearance) along with
joining instructions.
If a manager wishes to draw a firm offer of employment, they should seek advice from the HR
team before doing so.
OTHER REQUIREMENTS
Post interview feedback & notification to applicants HR 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.
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.
FURTHER GUIDANCE Where a Manager is unclear on any aspect of the recruitment and selection process advice should
be sought from the Human Resources Team.
19
Analysis &Critical evaluation of recruitment and selection process
Recruitment Approach Wateen telecom is applying Reactive approach in recruitment.
Competencies Wateen telecom has divided into three divisions, (Technical Division, Support Division &
Commercial Division). Wateen telecom applies different strategies in every division for
hiring. For example in Technical Division Wateen telecom hire well trained & experience
employees on contract base or project base.
HR department is under Support Davison in which management use analytical approach to
observe & measure the performance of employees.
Eventually Commercial Division is under Sales & Marketing Department.
Employees Training In Wateen telecom employee training policy does not exists in Technical Division.
Growth Opportunity There are fewer opportunities in Wateen telecom for growth of employees because turnover
rate is high & people are hiring mostly on contract basis.
Job Security In Wateen telecom there is no job security & employees layoff from the organization
specially people in technical division.
Hiring Quantity Wateen hire employees on bulk, mostly they hire employees on the contract bases but for
specialized jobs they make long term strategy.
20
Non-Traditional Hiring Wateen telecom do not took interest in job fair because they always looking for expert &
trained employees & less preferences towards fresh graduates.
MTO Concept There is no MTO concept in Wateen telecom.
Recommended recruitment & selection system
Proactive ApproachRecruitment approach will be proactive; recruiting activities will be plan on yearly basis. And
HR would be involved in long-term strategy formulating, the HR plays strategic role and is
committed to fulfill firm’s human need. The portions of planning are:
Forecasting openings in coming year
No. of people required and there required qualification
Plan for sources of acquisition & cost management
For officer and executive level posts, Wateen should focus on hiring fresh graduates from market
and train them on-the-job.
HRIS (Human Resource Information System)HRIS Human resource information system will be use in the Wateen for recruitment of the
candidates,
The HR department then looks for a suitable candidate within the organization through the HR
Information system.
Sources of RecruitmentWateen should recruit both internally and externally.
External RecruitingIn external recruiting, Warid goes for
Head Hunters
Advertisements in media
Consult online applicant pool
21
Head HuntersThe company uses head hunters for fulfilling high managerial positions. This medium of
recruiting was used widely when the company was launched, as many people were taken from
Mobilink, which is one of leading company in GSM sector and has largest market share till now.
AdvertisementsAdvertisements are used for officer level and managerial level people recruitment.
Online applicant poolWarid is running online job website with full-fledged database, where the applicants used to drop
their CVs. This pool is often consulted during recruitment process. This topic is discussed in
detail in up-coming “online applicant pool” topic.
Internal RecruitmentThis is company’s favorite source for recruiting. The medium used for recruiting internally are:
Job Postings
Employee Referrals
Job PostingWhen a vacancy or opening is announced, this opening is posted on company’s intranet, where
every employee has a personal electronic account. This posting is listed with complete job
responsibilities, required qualifications and specifications. People fulfilling the requirements and
wish to apply post there resumes on intranet.
Employee ReferralsAS discussed in opening of this section, employee referral is prevalent approach used to
recruiting in Warid.
On asking about other sources Warid goes for, our resource person responded
“Other then all these mediums, we also consider walk-in applicant and applicants drop
there CVs in office. These CVs are later filtered and we keep the documents we need”
Other then this, the company also goes for non-conventional recruiting technique, like
participation in Job fairs and exhibitions.
22
Pool of applicantsWarid is having big applicant pool running online on www.waridjobs.com. This pool is dynamic
in nature as it allows people interested to work in Warid to create the account online and create
or up-load there CVs. It also provides facility for editing, and updating CVs, so applicants update
there CVs and the company concern this pool at time of recruitment.
The positive side about this online job site is, it is dynamic in nature. Often when company
maintain there pool by them selves, it is quiet hectic job for them to keep t up-to-date or manage
it by them selves. Where as, online pool is dynamic in nature, people up-date there CVs as per
will and company save there time and cost of managing the pool manually.
Basic competencies/skills to assess Warid assess the skills of applicants as per mentioned in JD of concerned position. They don’t
set any compulsory set of skills or minimum level of any specific skill. The applicant’s skills,
competencies and cross matched with the job description of respective position. Later, the
applicant is interviewed by a panel of interviewers.
If the applicant qualifies, he is moved to next level of recruitment process or otherwise not
considered.
23
