A Project Report On

Recruitment and Selection Process

at VISA GROUP
Submitted to:-
Heritage Institute of Technology
By: Sandipa Basu
MBA Human Resource
Batch: 200-!!
!
"#$%ARATIO&
"# Sandipa Basu $ee% &rati$ied to dec%are that the project report entit%ed
'Recruitment and Se%ection Process( at )"SA *omtrade is an ori&ina% and
bona$ide +or, done by me durin& the academic year 200-20!!- .his is
bein& submitted in the partia% $u%$i%%ment o$ the re/uirement $or the a+ard o$
de&ree o$ the Master o$ Business Administration 01B2. 2ni3ersity4- .he
matter embodied in this report has not been submitted $or the a+ard o$ any
other de&ree or dip%oma-

'
(
Preface
A )ro*ect is a systematic + scientific in,estigation to identify a s)ecific
)ro-lem or study in a )articular area in the organisation + there-y analy.ing
the same to gi,e the -est solution/
#m)loyees0 are the com)any0s most im)ortant asset/ They can ma1e or
-rea1 the fortune of the -usiness/ In today0s highly com)etiti,e -usiness
en,ironment2 )lacing the right )eo)le in the right )osition is one of the most
challenging issue for any organisation/
Recruitment and Selection is of )rime im)ortance since the )ros)erity of any
-usiness is de)endent on its 3or1force 3ho contri-utes significantly to3ards
its )roducti,ity follo3ed -y re,enue generation/

In this )ro*ect2 I ha,e made a com)rehensi,e study on Recruitment and
Selection Process of VISA Grou)2 a )rofessional conglomerate s)reading
its 3ings in the -usiness of steel2 )o3er + international sourcing of minerals
and metals/ 4y in,ol,ement in the )ro*ect has -een ,ery challenging + has
)ro,ided me a )latform to le,erage my )otential in the most effecti,e 3ay/
"uring the training )eriod2 I ha,e not only made a thorough study of the
)rocess -ut in,ol,ed in the e5ecution of it/
The )ro*ect is ho3e,er is an attem)t to share my e5)erience on recruitment
of right talent for a -usiness/
6
Ta-le of $ontent
A/ Ac1no3ledgement
77777777/!
8/ $om)any Profile
77777777/!!
$/ Theoretical 9rame3or1
7777777////6!
$/!/Recruitment
77777777!:
$/!/a/"efination
77777777!:
$/!/-/Pur)ose of Recruitment ////////
77777/!;
$/!/c/9actors go,erning Recruitment
77777777!<
$/!/d/$ase #5am)le
77777777!= $/!/e/A Sim)lified model of the
Recruitment 77777777'> $/!/f/ Recruitment stages
and Im)ortance //////77777///'(
$/'/Selection
$/!/a/"efination + Pur)ose /////////////////////'6
$/!/-/Ad,antages of Selection
/////////////////////':
$/!/c/Selection Process //////////////////////((
:
$/!/d/Selection Practices //////////////////////(6
$/!/e/Selection Inter,ie3 //////////////////////6!
"/ Recruitment + Selection Process in VISA $omtrade
%td/ ////////////6=
"/!/a/4an)o3er Planning //////////////////////66
"/!/-/?o- Analysis //////////////////////6@
"/!/c/Selecting the $andidate //////////////////////6=
"/!/d/&egotiation + 9inali.ation of offer
//////////////////////6=
#/ O-ser,ation + 9indings //////////////////////:!
9/ Aey %earning from the Pro*ect //////////////////////:'
G/ $onclusion //////////////////////:(
H/ References //////////////////////:6
Ac1no3ledgment
It is rightly said that

Buality demands hard 3or12 commitment + dedication/
;
This )ro*ect re)ort is the Cuality 3or1 3hich has demanded I ha,e ,ested in
constant efforts2 commitment + dedication/
The selection of the to)ic Recruitment And Selection Process in Visa
grou) of $om)anies 3hich is a conglomerate 3ith -usiness interest in Steel2
Po3er2 4ining2 International Trading2 Shi))ing and %ogistic and a strong
glo-al )resence across countries and 3hich has -een com)iled -y me as a
)art of the curriculum of 4aster "egree in 8usiness Administration/
I o3e my sincere than1s to 4r/ Amit "as2 HeadHR for granting his 1ind
)ermission to carry on this )ro*ect 3or1 for ' months i/e/2 < 3ee1s/ I am
greatly inde-ted to 4s/ ?aydee)a 8aner*ee2 Asst/ 4anager HR for the
3hole assistance as su)er,isor 3ithout 3hom I could not ha,e com)leted my
)ro*ect 3or1/ I could not ha,e com)leted my )ro*ect 3or1/ She continuously
guided and su))orted me in all the tas1s -y gi,ing me ,alua-le insights into
,arious issues and ste)s to -e considered in de,elo)ing and studying an
organi.ational structure I e5)ress my dee) sense of gratitude to the HR
de)artment for gi,ing me immense coo)eration/
A s)ecial 3ord of than1s to our director 4r/ Alo1 Ar/ Sen for his guidance
in )re)aring this )ro*ect/
@
$O4PA&D PRO9I%#
The Visa grou) 3as founded in !==6 -y 4r/ Visham-har Saran and 4rs/
Saro* Agar3al/
The Grou) is a minerals2 metals and energy conglomerate 3ith -usiness
interests in Steel2 Po3er2 4ining2 and International Trading2 Shi))ing and
%ogistics and a strong glo-al )resence across countries including India2
$hina2 Australia2 Indonesia2 South Africa and Singa)ore/
VISA at )resent is Rs/:>>> crore conglomerates in the 4inerals2 4etals2
Steel and Po3er Industry/
The Grou) -elie,es in le,eraging its core strengths to create high Cuality
assets and re3arding long term -usinesses/ "ri,en -y the s)irit of
e5cellence2 the VISA Grou) endea,ours to create ,alue at each stage of the
su))ly chain/
The VISA Trust fulfils the Grou)0s $or)orate Social Res)onsi-ility through
its community de,elo)ment )rogrammes in the areas of education2
healthcare2 rural de,elo)ment2 s)orts and culture/
<
*ompany )ision
#merge as a leading minerals2 metals and energy grou)/ It focused on
mining and ,alue addition of natural resources/
*ompany )a%ues

Trans)arency Ee are trans)arent and honest in our )rofession to
all our sta1eholders/
Team Eor1 Ee 3or1 together as a team to -enefit from our
com)lementary strengths/
PassionEe are )assionately committed to deli,ering e5cellence in
)erformance/
AttitudeEe demonstrate o3nershi) in our attitude to create
sustaina-le ,alue for shareholders/
Go,ernanceEe are committed to -est standards of safety2
cor)orate social res)onsi-ility and cor)orate go,ernance/
=


Product Portfolio



Stainless Steel S)onge Iron



!>

%am $o1e Pig Iron


$O4PA&D0 S PR#S#&$#
!!
Glo-al India
!/ 8ei*ing !/ Ahmeda-ad
'/ Hong Aong '/ 8hu-anes3ar
(/ ?a1arta (/ $hennai
6/ ?ohannes-urg 6/ "elhi
:/ Singa)ore :/ Golagaon
;/ Sydney ;/ Haldia
@/ Fug @/ Aalinganagar
</ Aol1ata
=/ 4um-ai
!>/Paradi)
!!/Raigarh
!'/Rai)ur
!(/Ranchi
!'
Grou) $om)anies
The VISA Grou) is acti,e in the Steel2 Po3er and International Trading2
shi))ing + %ogistics -usinesses/



!(

VISA GROUP
VISA $O4TRA"# VISA ST##% VISA POE#R
1 million TPA
integrated Special
Steel Plant & 375
MW apti!e Po"er
Plant in Ori##a
$%5 million TPA
integrated Steel
and 5&& MW
apti!e Po"er
Plant in
''atti#gar'
apti!e mining o(
oal) Iron Ore and
'rome Ore
ommodit*
Trading
S'ipping &
'artering
Port Operation#
& +ogi#tic#
Str,ct,red
Trading
In!e#tment in
Mining A##et#
1)$&& MW
Po"er Plant in
''atti#gar' &
1)3$& MW
Po"er Plant in
Ori##a
Pit-'ead Po"er
plant in
.'ar/'and and
Port-0a#ed
Po"er Plant in
G,1arat
apti!e oal
Mining
)"SA Stee% 5imited The 9lagshi) $om)any
Registered office in 8hu-anes3ar2 $or)orate office in Aol1ata and
4anufacturing facilities in Aalinganagar and Golagaon in Orissa/
The facilities at Aalinganagar in Orissa include )ig iron )lant2 co1e
o,en )lant2 ferro chrome )lant2 s)onge iron )lant2 )o3er )lant and
stainless steel )lant/
VISA Steel is a )u-lic listed com)any and the shares are traded on the
8om-ay Stoc1 #5change and &ational Stoc1 #5change/
$om)any0s $om)etitors
Adhuni1 Steel
!6
Tata Steel %td/
?indal Steel
8husan Steel Industries %td/
)"SA *omtrade 5imited
The Grou) International trading o)erations are conducted through
VISA $omtrade AG and its su-sidiaries/
Ee ha,e a 3ides)read glo-al )resence G8ei*ing2 8ris-ane2 Hong
Aong2 ?a1arta2 %ondon2 and FugH and also ha,e a strong Indian
net3or1 G8hu-anes3ar2 $hennai2 "elhi2 Haldia2 Aol1ata2 4um-ai2
Paradi)2 and SuratH/
!:
4inerals and metals are the chosen domain for gro3th at VISA that
includes coal + co1e2 $hrome 4anganese + 9erro alloys2 Iron +
Steel2 Alumina + Aluminium/
VISA )ro,ides end to end and single )oint ra3 materials/
$om)any0s $om)etitors
Sunflag
Usha 4ertin
Indian Seamless
Glencore International
)"SA Po+er 5imited
Po3er )ro*ect 3ith the latest technology + modern control system/
!;
Planning mega )ro*ect of a-o,e !>>>4E2 one each in the states of
$hhatisgarh2 Orissa2 Gu*arat + ?har1hand/
Trading of )o3er from $entral #lectricity Regulatory $ommission
+commercial Po3er Trading Acti,ity/
Has a )lan to di,ersity into other segments of the )o3er sector2
namely rene3al + noncon,entional energy sources2 transmission +
distri-utions/
VISA Po3er %td/ is a )rofessionally managed com)any 3ith core
team mem-ers from &TP$2 POE#RGRI"2 and TATA Po3er etc/
$om)any0s $om)etitors
Reliance Po3er
Tata )o3er
VISA $omtrade
Adhuni1 )o3er
*ompany nameI VISA Grou) Of $om)anies
4r/ Visham-har Saran2 the $hairman
AddressI
!@
*orporate O$$ice
6)isa7 HU% 8uilding2 'nd floor
=2 Sha1es)eare Sarani2 Aol1ata@>>>@!2 India
PhoneI J=! (( (>:! =>>>
9a5I J=! (( (>:! =>>!
Ee-siteI 333/,isa)o3er/comK333/,isasteel/comK333/,isacomtrade/com
!<
;/ Theoretical 9rame Eor1
;/! RecruitmentI
$once)tI
Recruitment is the de,elo)ment and maintenance of adeCuate
man )o3er sources/ Recruitment has -een regarded as the most im)ortant
function of )ersonal administration/ Recruitment and selection )rocess starts
after the identification of ,acancies to -e filled u)/ Ehile recruitment is
concerned 3ith the identification of sources from 3here2 )ersonal can -e
em)loyed and moti,ating them to offer the em)loyment/
Recruitment is the )rocess of attracting a))licants 3ith certain
s1ills2 a-ilities2 and other )ersonal characteristics to *o- ,acancies in an
organi.ation/ Recruitment forms the first stage in the )rocess 3hich
continuous 3ith the selection and the )lacement of the candidate/ It is the
ne5t ste) in the )rocurement function/ The first -eing the man)o3er
)lanning2 recruitment ma1es it )ossi-le to acCuire ty)es of )eo)le reCuired to
ensure the continue o)eration of the organi.ation/ Recruitment is the
disco,ering of the )otential a))licants for actual and antici)ated
organi.ational ,acancies/ In other 3ords it is a2 lin1ing acti,ity2 -ringing
together those 3ith *o-s and those see1ing *o-s/ The )ur)ose of the
recruitment is to locate the source of man)o3er to meet *o- reCuirement and
*o- s)ecification/
"efinitionI
Recruitment is the )rocess of identifying the )ros)ecti,e
em)loyees2 stimulating and encouraging them to a))ly for a )articular *o- or
!=
*o-s in an organi.ation/ It is )ositi,e action as it in,ol,es in,iting )eo)le to
a))ly/ The )ur)ose is to ha,e an in,entory of eligi-le )ersons from amongst
)ro)er selection of the most suita-le )erson can -e made/
According to "enerley and Plum-lay2 Recruitment is concerned 3ith -oth
engaging the reCuired num-er of )eo)le2 and measuring their Cuality/ It is
not only a matter of satisfying a com)any0s needs2 it is also an acti,ity 3hich
influences the sha)e of the com)any0s future/
Pur)ose of recruitmentI
The general )ur)ose of recruitment is to )ro,ide a )ool of )otentially
Cualified *o- candidates/ S)ecifically )ur)oses are toL
!/ "etermine the )resent and future reCuirement of the organi.ation in
con*unction 3ith its )ersonnel )lanning and *o- analysis acti,ities2
'/ Increase the success rate of the selection )rocess -y reducing the
num-er of ,isi-ility2 under Cualified or o,er Cualified *o- a))licants2
(/ Increase the )ool of *o- candidate at minimum cost2
6/ Reduce the )ro-a-ility that *o- a))licants2 once recruited and selected2
3ill lea,e the organi.ation only after a short )eriod of time2
:/ 4eet the organi.ation0s legal and social o-ligation regarding the
com)osition of its 3or1 force2
;/ #,aluate the effecti,eness of ,arious recruiting techniCues and
sources for all ty)es of *o- a))licants2 and
@/ Increase organi.ational and indi,idual effecti,eness in the short term
and long term/
Recruitment re)resents the first contact that a com)any ma1es 3ith
)otential em)loyees/ It is through recruitment that many indi,idual 3ill
'>
come to 1no3 a com)any/ A 3ell)lanned and 3ellmanaged recruiting
effort 3ill result in high Cuality a))licants/
9actors Go,erning Recruitment I
Recruitment is naturally su-*ect to influence of se,eral factors/ These
include internal as 3ell as e5ternal factors/
!H I&T#R&A% 9A$TORS
Recruiting )olicy
Tem)orary and )arttime em)loyees
Recruitment of local citi.ens
#ngagement of the com)any in HRP
$om)any0s si.e
$ost of recruitment
$om)any0s gro3th and e5)ansion
'H #MT#R&A% 9A$TORS
Su))ly and "emand factors
Unem)loyment Rate
%a-ourmar1et conditions
Political and legal considerations
Social factors
#conomic factors
Technological factors
'!
Ad,antages of Internal Recruiting
8etter assessment of GASAH
%o3er cost
4oti,ator for good )erformance
Hire at entryle,el only
9amiliarity 3ith organisation
Im)ro,ed morale and security
$an identify longterm interests
"isad,antages of Internal Recruiting
Ina-ility to find a))ro)riate )eo)le
4orale )ro-lems
Political infighting
&eed for strong T+" )rograms
Ad,antages of #5ternal Recruiting
Introduces ne3 ideas and 1no3ledge
Reduced need for training
%arger s1illed )ool a,aila-le
"isad,antages of #5ternal Recruiting
Pro-lems of fit
4orale )ro-lems for internals
Ad*ustment )eriod
Relocation costs
''
"ecreased incenti,e ,alue of )romotions
Recruitment #,aluation
4easuring )ast recruitment can hel) )redictI
Timeliness of recruitment
8udget needed
4ethods that yield greatest num-er of -est Cuality candidates
Assess )erformance of recruiters
I&"U$#4#&TS
Organisational inducements are all the )ositi,e features and -enefits
offered -y an organi.ation that ser,es to attract *o- a))licants to the
organisation/ Three inducements need s)ecific mention here2 they areI
$om)ensationI Starting salaries2 freCuency of )ay increases2
incenti,es and fringe -enefits can all ser,e as inducements to )otential
em)loyees/
$areer O))ortunitiesI These hel) the )resent em)loyees to gro3
)ersonally and )rofessionally and also attract good )eo)le to the
organi.ation/ The feeling that the com)any ta1es care of em)loyee
career as)irations ser,es as a )o3erful inducements to )otential
em)loyees/
Image or Re)utationI 9actors that affect an organisation0s re)utation
include its general treatment of em)loyees2 the nature and Cuality of
'(
its )roducts and ser,ices and its )artici)ation in 3orth3hile social
endea,ors/
$AS# #MA4P%# GinducementsHI
I&9OSDSI The Soft3are Po3erhouse
Infosys Technologies %imited GIT%H2 one of the country0s -est 1no3n
soft3are e5)orting house2 treats its em)loyees as )artners and coo3ners/ It
)ro,ides them challenging assignments2 allo3s fle5i-le 3or1ing hours2
re3ards them solely on the -asis of )erformance and conducts regular
training )rogrammes to u)grade their s1ills/ It has an #m)loyee Stoc1
O)tion Plan G#SOPH to share its 3ealth 3ith em)loyees on the -asis of their
)erformance/ #,en lo3er le,el em)loyees are )roud o3ners of the )ri.ed
stoc1 3orth ': to 6> la1h ru)ees2 according to &arayan 4urthy2 the $#O of
IT%/ A)art from increasing shareholder ,alue2 #SOP has greatly enhanced
the image of the com)any in the information technology industry 3here
em)loyee attrition rates are ,ery high/ It is small 3onder com)anies li1e
Procter + Gam-le2
'6
?ohnson + ?ohnson2 $iti-an1 ha,e re)osed their faith in #SOP as a 3ay of
attracting and retaining talent in a highly com)etiti,e en,ironment/
':
A Simplified Model of the Recruitment
Process
Recruitment planning Recruitment planning
Estimated no. of
contacts needed
Job specifications
Recruitment philosophy
Internal vs External
ob
filling
Job vs !areer
orientation
St"term vs long term
Recruitment strategy development Recruitment strategy development
choosing re#d. applicant #ualifications
choosing recruitment sources and
communication channels
choosing inducements
choosing the message $ realism vs flypaper
Recruitment Evaluation Recruitment Evaluation
%o. of obs filled &
Jobs filled in timely fashion &
!ost per ob filled &
Recruitment Activities Recruitment Activities
Job posting
Ads
'ther recruitment sources
(ollo) up actions
Record *eeping
';
Screening +
Selecting
employees

R#$RUIT4#&T STAG#S
I/ Planning
II/ Strategy de,elo)ment
III/ Searching
IV/ Screening
V/ #,aluation + control
VI/ 9rame 3or1 of recruitment
'@
50
100
150
200
1200
New Hires
Offers Made (2:1)
Candidates Interviewed (3:2)
Candidates Invited (4:3)
Leads Generated (6:1)
Recruiting ,ield Pyramid
I/ Planning I
The first stage in the recruitment )rocess is )lanning
/)lanning in,ol,es the translation of li1ely *o- ,acancies and information
a-out the nature of these *o-s into a set of o-*ecti,es or targets2 that s)ecify2
GAH &um-er of em)loyees
G8H Ty)e of em)loyees
II/ Strategy of "e,elo)ment I
Once it is 1no3n ho3 many ty)es of recruits are reCuired serious
consideration can -e gi,en to2
GAH Ehere to loo1
G8H Ho3 to loo1
G$H Ehen to carry out
III/ Searching I
GAH Source acti,ation
G8H Selling
IV/ Screening I
'<
Screening of a))lication can -e regarded as an internal )art of
the recruiting )rocess/ The techniCues used to screen a))licants ,ery
de)ending on the candidates source and recruiting methods used/ Inter,ie3
and a))lication -lan1s may -e used to screen the candidate/
V/ #,aluation and control I
It has t3o ,ital as)ects/
A/ 4onitoring
8/ 9eed-ac1
VI/ 9rame3or1 for recruitment I
4an)o3er )lanning is done at head office of organi.ation throughL
A/ Ad,ertisement
8/ #m)loyment #5change
$/ $ollecting2 Sorting and selecting A))lication/
"/ Inter,ie3 $onsidering e5)erts for selection committee/
Im)ortanceI
The im)ortance of Recruitment can -e understood as underL
Recruitment determines the )resent and future reCuirement of the
organi.ation in con*unction 3ith )ersonal )lanning and *o- analysis
'=
acti,ities2 increase the )ool of *o- candidates 3ith minimum cost/ It reduces
the rate of selection )rocess -y reducing the num-er of o-,iously under
Cualified or o,er Cualified *o- a))licants/ It also reduces the )ro-a-ility that
*o- a))licants once reCuired and selected2 3ill lea,e the organi.ation only
after a short )eriod of time/ Organi.ation0s legal and social o-ligation meets2
regarding the com)osition of its 3or1force/ Start identifying and )re)aring
)otential *o- a))licants 3ho 3ill -e a))ro)riate candidates/ Increased
Organi.ational and indi,idual effecti,eness on the short and long term/
#,aluate the effecti,eness of ,arious recruiting techniCues and sources of all
ty)e of *o- a))licants/
;/' S#%#$TIO&
$once)t I
9inding )eo)le and )utting them to 3or1 is an e5)ensi,e affair/ Selection is
the )rocess of )ic1ing indi,idual 3ith reCuisite Cualification and com)etence
to fill *o-s in the organi.ation/ To select means to choose2 selection is a )art
of the recruitment function/ It is the )rocess of choosing )eo)le -y o-taining
and assessing information a-out the a))licants li1e age2 Cualification and
e5)erience and Cualities 3ith a ,ie3 to matching these 3ith the *o-
(>
reCuirement and )ic1ing u) the most suita-le candidates/ The choice is made
-y elimination of the unsuita-le at successi,e stages of the selection )rocess/
"efinition I
Selection is the )rocess of e5amining the a))licants 3ith regard to their
suita-ility for the gi,en *o- or *o-s2 and choosing the -est from the suita-le
candidates and re*ecting the others/ Thus 3e shall notice that this )rocess is
negati,e in nature in the sense that re*ection of candidates is in,ol,ed/
Pur)ose of Selection I
The )ur)ose is to )ic1 u) the most suita-le )erson 3ho 3ould match the
reCuired of the *o- and the organi.ation -est/ The em)hasis in selection is to
find out the o)timal match -et3een the )erson and the *o-/ Some
organi.ations em)hasis on selecting the Right )erson for the right *o-/
$reati,e and inno,ati,e organi.ations2 instead see1 to find the Right *o-
for the right )erson2 they select 1ey )rofessionals 3ho can 1nit together and
lea,e the structuring of the tas1s to themsel,es/
9or the selection )rocess to remain dynamic and )ur)osi,e2 organi.ations
need to continually focus attention and understand the im)ortant difference
-et3een )eo)le and *o-s/
A"VA&TAG#S O9 S#%#$TIO& I
(!
Until recently2 the -asic hiring )rocess 3as )erformed in a rather un)lanned
manner in many organi.ations/ In some com)anies2 each de)artment
screened and hired its o3n em)loyees/ 4any managers insisted u)on
selecting their o3n )eo)le -ecause they 3ere no one else could choose
em)loyees for them as efficiently as they them sel,es could not do any more/
Selection is no3 centrali.ed and is handled -y the human resource
de)artment/ This management is )refera-le -ecause of the follo3ing
ad,antagesI
It facilitates contact 3ith a))licants -ecause issues )ertaining to
em)loyment can -e cleared through one central location/
It is easier for the a))licant -ecause they can send their a))lications to
a single centrali.ed de)artment/
It can )ro,ide for -etter selection -ecause hiring is done -y trained
s)ecialists in staffing techniCues/
It hel)s o)erating managers to concentrate on their o)erating
res)onsi-ilities/ This is es)ecially hel)ful during )ic1 hiring )eriods/
Eith increased go,ernment regulations on the selection )rocess2 It is
im)ortant that )eo)le2 3ho 1no3 these rules2 are a-le to handle a
ma*or )art of the selection )rocess -etter/
The a))licants -etter assured of consideration for a grater ,ariety of
*o-s/
Hiring costs may -e cut -ecause du)lication of effort is minimi.e
('
The Selection )rocess I
Selection is essentially a )rocess of )ic1ing out the -est suited
)ersonnel for the organi.ation0s reCuirements/ The selection )rocess -egins
3ith the *o- s)ecification/ The more clearly and )recisely it is done2 the less
3ould -e the num-er of Cualified a))licants/ Su))ose2 the )ur)ose is to
select management trainees/ If the Cualification )rescri-ed in 48A2 the
num-er of a))licants may -e in hundreds/ If the Cualification is graduation
in any disci)line2 the num-er of a))licants may -e in thousands2 of course2
the re)utation of the firm2 the *o- content2 com)ensation )ac1age2 location
etc/ also influence the res)onse to any recruitment dri,e/
The selection )rocess co,ers the )eriod from the *o- s)ecification and
initial contact 3ith the a))licant to his final acce)tance or re*ection/ It is
im)ortant to determine 3hat 1ind of information can and needs to -e as1ed/
It is eCually im)ortant to 1no3 that as1ing for certain ty)e of information
relating to race2 caste2 religion and )lace of -irth may -e regarded as
e,idence of )ossi-le discrimination in the selection )rocess/
Selection is a long )rocess commencing from the )reliminary inter,ie3
of the a))licants and ending 3ith 3illingness for *o- acce)tance/ Selection
((
)rocedure for higher cadre is much long and rigorous/ 8ut it is sim)le and
short in hiring lo3er le,el em)loyees/
Rece)tionI
A com)any is 1no3n -y the )eo)le it em)loys/ In order to attract )eo)le
3ith talents2 s1ills and e5)erience a com)any has to create a fa,oura-le
im)ression on the a))licants0 right from the stage of rece)tion/ Ehoe,er
meets the a))licant initially should -e tactful and a-le to e5tend hel) in a
friendly and courteous 3ay/ #m)loyment )ossi-ilities must -e )resented
honestly and clearly/ If no *o-s are a,aila-le at that )oint of time2 the
a))licant may -e as1ed to call -ac1 the )ersonnel de)artment after some
time/
Screening Inter,ie3I
A )reliminary inter,ie3 is generally )lanned -y large organisations to cut
the cost of selection -y allo3ing only eligi-le candidates to go through the
further stages in selection/ A *unior e5ecuti,e from the Personnel
(6
"e)artment may elicit res)onses from the a))licants on im)ortant items
determining the suita-ility of an a))licant for a *o- such as age2 education2
e5)erience2 )ay e5)ectations2 a)titude2 location2 choice etc/ this Ncourtesy
inter,ie30 as it is often called hel)s the de)artment screen out o-,ious
misfits/ If the de)artment finds the candidate suita-le2 a )rescri-ed
a))lication form is gi,en to the a))licants to fill and su-mit/
A))lication 8lan1 I
A))lication -lan1 or form is one of the most common methods used to
collect information on the ,arious as)ects of the a))licants0 academic2
social2 demogra)hic2 3or1 related -ac1ground and references/ It is a -rief
history sheet of em)loyee0s -ac1ground2 usually containing the follo3ing
thingsI
Personal data Gaddress2 se52 tele)hone num-erH
4arital data
#ducational data
#m)loyment #5)erience
#5tracurricular acti,ities
References and Recommendations
Usefulness of A))lication 8lan1 or 9orm I
(:
A))lication -lan1 is highly useful selection tool2 in that 3ay it ser,es
three im)ortant )ur)osesI
!/ It introduces the candidate to the com)any in a formal 3ay/
'/ It hel)s the com)any to ha,e a crosscom)arison of the
a))licantsL the com)any can screen and re*ect candidates if they fail to
meet the eligi-ility criteria at this stage itself/
(/ It can ser,e as a -asis to initiate a dialogue in the inter,ie3/
Selection Testing I
In this section let0 e5amine the selection test or the em)loyment test that
attem)ts to asses intelligence2 a-ilities2 )ersonality trait2 )erformance
simulation tests including 3or1 sam)ling and the tests administered at
assessment centres follo3ed -y a discussion a-out the )olygra)h test2
gra)hology and integrity test/
A test is a standardi.ed2 o-*ecti,e measure of a )erson0s -eha,iour2
)erformance or attitude/ It is standardised -ecause the 3ay the tests is carried
out2 the en,ironment in 3hich the test is administered and the 3ay the
indi,idual scores are calculated are uniformly a))lied/ It is o-*ecti,e in that
it tries to measure indi,idual differences in a scientific 3ay gi,ing ,ery little
room for indi,idual -ias and inter)retation/ O,er the years em)loyment tests
ha,e not only gained im)ortance -ut also a certain amount of ine,ita-ility in
em)loyment decisions/
Since they try to o-*ecti,ely determine ho3 3ell an a))licant meets the *o-
reCuirement2 most com)anies do not hesitate to in,est their time and money
in selection testing in a -ig 3ay/ Some of the commonly used em)loyment
tests areI
Intelligence tests
A)titude tests
(;
Personality tests
Achie,ement tests
4iscellaneous tests such as gra)hology2 )olygra)hy and honesty tests/
!/ Intelligence TestsI These are mental a-ility tests/ They measure the
incum-ent0s learning a-ility and the a-ility to understand instructions and
ma1e *udgements/
The -asic o-*ecti,e of such test is to )ic1 u) em)loyees 3ho are alert
and Cuic1 at learning things so that they can -e offered adeCuate training
to im)ro,e their s1ills for the -enefit of the organi.ation/
These tests measure se,eral a-ilities such as memory2 ,oca-ulary2 ,er-al
fluency2 numerical a-ility2 )erce)tion etc/ #g/ Standford8inet Test2
8inetSimon Test2 The Eechsler Adult Intelligence Scale are e5am)le of
standard intelligence test
'/ A)titude TestI A)titude test measure an indi,idual0s )otential to learn
certain s1ills clerical2 mechanical2 mathematical2 etc/ These tests indicate
3hether or not an indi,idual has the ca)a-ilities to learn a gi,en *o-
Cuic1ly and efficiently/ In order to recruit efficient office staff2 a)titude
tests are necessary/
An a)titude tests is al3ays administered in com-ination 3ith other tests
li1e intelligence and )ersonality tests as it does not measure onthe*o-
moti,ation
(/ Personality TestI Of all test reCuired for selection the )ersonality tests
ha,e generated a lot of heat and contro,ersy/ The definition of
)ersonality2 methods of measuring )ersonality factors and the relationshi)
(@
-et3een )ersonality factors and actual *o- criteria has -een the su-*ect of
much discussion/ Researchers ha,e also Cuestioned 3hether a))licants
ans3er all the items truthfully or 3hether they try to res)ond in a socially
desira-le manner/ Regardless of these o-*ections2 many )eo)le still
consider )ersonality as an im)ortant com)onent of *o- success/
6/ Achie,ement TestsI These are designed to measure 3hat the a))licant
can do on the *o- currently2 i/e/2 3hether the testee actually 1no3s 3hat
he or she claims to 1no3/ A ty)ing test tests sho3s the ty)ing
)roficiency2 a short hand tests measures the testee a-ility to ta1e dictation
and transcri-e2 etc/ Such )roficiency tests are also 1no3n as 3or1
sam)ling test/ Eor1 sam)ling is a selection tests 3herein the *o-
a))licant0s a-ility to do a small )ortion of the *o- is tested/ These tests
are of t3o ty)esL 4otor2 in,ol,ing )hysical mani)ulations of thingsGe/g/2
trade tests for car)enters2 electricians2 )lum-ersH or Ver-al2 in,ol,ing
)ro-lem situation that are )rimarily languageoriented or )eo)leoriented
Ge/g/2 situational tests for su)er,isory *o-sH/
Since 3or1 sam)les are miniature re)licas of the actual *o- reCuirements2
they are difficult to fa1e/ They offer concrete e,idence of the )roficiency
of an a))licant as against his a-ility to the *o-/ Ho3e,er2 3or1 sam)le
tests are not cost effecti,e and e,ery candidate has to -e tested
indi,idually/ It is not easy to de,elo) 3or1 sam)les for each *o-/
4oreo,er2 it is not a))lica-le to all le,els of the organisation
:/ Simulation TestsI Simulation e5ercise is a tests 3hich du)licate many
of the acti,ities and )ro-lems an em)loyee faces 3hile at 3or1/ Such
(<
e5ercises are commonly used 3hile hiring managers at ,arious le,els in
an organisation/
To asses the )otential of a candidate for managerial )ositions assessment
centres are commonly used/
;/ Assessment $entreI An assessment centre is an e5tended 3or1 sam)le/
It uses )rocedures that incor)orate grou) and indi,idual e5ercises/ These
e5ercises are designed to stimulate the ty)e of 3or1 3hich the candidate
3ill -e e5)ected to do/ Initially a small -atch of a))licants comes to the
assessment centre Ga se)arate roomH/ Their )erformance in the situational
e5ercise is o-ser,ed and e,aluated -y a team of ;< assessors/ The
assessors0 *udgement on each e5ercise are com)lied and com-ined to
ha,e a summary rating for each candidate -eing assessed/

8i$$erence bet+een 1or, Samp%e method and Assessment *entre
EORA SA4P%#
ASS#SS4#&T $#&TR#
(=
Suita-le for routine2
re)etiti,e *o-s 3ith ,isi-le
outcomes
Ta1es a fe3 minutes to test
the a))licant
#,aluated -y one su)er,isor
$an -e done on location
3here the a))licant
)erforms a small segment of
the *o-
Usually com)leted on one
a))licant at a time
Suita-le for managerial
*o-s2 the outcomes are not
-eha,iourally o-ser,a-le
Ta1es days to conduct
,arious e5ercise
#,aluated -y a team of
trained o-ser,ers
ReCuires a se)arate facility/
The centres are conducted
for a ,ariety of tas1
segments
G that may not -e the real
*o-H that may -e
included in the real *o-
Usually )erformed on
grou)s of a))licants at the
same time
#,aluation of Assessment $entre TechniCueI
The assessment centre techniCue has a num-er of ad,antages/ The fle5i-ility
of form and content2 the use of ,ariety of techniCues2 standardised 3ay of
inter)reting -eha,iour and )ooled assessor *udgements accounts for its
acce)tance as a ,alua-le selection tool for managerial *o-s/ It is )raised for
content ,alidity and 3ide acce)tance in cor)orate circles/ 8y )ro,iding a
realistic *o- )re,ie32 the techniCues hel)s an candidate ma1e an a))ro)riate
career choice/
6>
The )erformance ratings are more o-*ecti,e in nature and could -e used for
)romotions and career de,elo)ment decisions readily/ Ho3e,er2 the method
is e5)ensi,e to design and administer/ 8lind acce)tance of assessment data
3ithout considering other information on candidates G)ast and current
)erformanceH is al3ays not ad,isa-le/
Tests as Selection ToolI
Tests are useful selection de,ices in that they unco,er Cualifications
and talents that can0t -e detected other3ise/ They can -e used to )redict ho3
3ell one 3ould )erform if one is hired2 3hy one -eha,es the 3ay one does2
3hat situational factors influence em)loyee )roducti,ity2 etc/ Tests also
)ro,ide un-iased information that can -e )ut to scientific and statistical
analysis/
Ho3e,er2 tests suffer from si.ea-le errors of estimate/ 4ost
)sychological tests also ha,e one common 3ea1ness2 that is2 3e can0t use
scales 3hich ha,e a 1no3 .ero )oint and eCual inter,als/ An intelligence
test2 for e5am)le starts at an ar-itrary )oint2 3here a )erson may not -e a-le
to ans3er Cuestion )ro)erly/ This does not mean that the )erson is totally
lac1ing in intelligence/ %i1e3ise2 a )erson 3ho is a-le to ans3er all the !>
Cuestions correctly cannot -e called t3ice as intelligent as the one 3ho 3as
a-le to ans3er only :/ If the test has commenced at some other )oint2 3here
there easier Cuestions2 their score might ha,e -een different/

Test also fails to elicit truthful res)onses from testees/ To com)ound
the )ro-lem further2 test results are inter)reted in a su-*ecti,e 3as -y testers
and unless these testers do their home3or1 3ell2 the results may not -e
relia-le/
6!
Standards for Selection Tests
To -e useful as )redicti,e and diagnostic selection tools2 test must
satisfy certain -asic reCuirementsI
Relia-ilityI Test scores should not ,ary 3idely under re)eated
conditions/ If a test is administered to the same indi,idual
re)eatedly2 he should get a))ro5imately identical score/ Relia-ility
is the confidence that an indicator 3ill measure the same thing
e,ery time/
ValidityI Validity is the e5tent to 3hich an instrument measures 3hat
it intends to measure/ In a ty)ing test ,alidity measures a ty)ist0s
s)eed and accuracy/ To determine 3hether it really measures the
s)eed and accuracy of a ty)ist is to demonstrate its ,alidity/ The
Cuestion if determining the ,alidity of a selection test2 thus2 has a lot
to do 3ith later )erformance on the *o-/
Bualified Peo)leI Test reCuire a high le,el of )rofessional s1ills in
their administration and inter)retation/ Professional technicians are
needed for s1illed *udgmental inter)retations of test scores/
Pre)arationI A test should -e 3ell )re)ared/ It should -e easy to
understand and sim)le to administer/
6'
Suita-ilityI a test must fit the nature of the grou) on 3hich it is
a))lied/ A 3ritten test com)rising difficult 3ords 3ould -e fruitless
3hen it is administered on less educated 3or1ers/
UsefulnessI #5clusi,e reliance on any single test should -e a,oided2
since the results in such a case are li1ely to -e critici.ed/ To -e
useful2 it is al3ays -etter to use a -attery of test/
Standardi.ationI &orms for finalising test scores should -e
esta-lished/ There must -e )rescri-ed methods and )rocedures for
administering the test and for scoring or inter)reting it/
Selection PracticesI
The follo3ing thro3s light on ho3 the glo-al giants use selection testing
as a -asis for )ic1ing u) the right candidates to fill u) the ,acancies arising
internallyI
!/ Siemens IndiaI It uses e5tensi,e )sychometric instruments to e,aluate
shortlisted candidates/ The com)any uses occu)ational )ersonality
Cuestionnaire to understand the candidate0s )ersonal attri-utes and
occu)ational testing to measure com)etencies/
6(
'/ %G #lectronics IndiaI %G #lectronics uses ( )sychometric tests to
measure a )erson0s a-ility as a team )layer2 to chec1 )ersonality ty)es
and to find a )erson0s res)onsi,eness and asserti,eness/
(/ Arthur AndersonI Ehile e,aluating candidates2 the com)any conducts
critical -eha,iour inter,ie3ing 3hich e,aluates the suita-ility of the
candidate for the )osition2 largely -ased on his )ast e5)erience and
credentials/
6/ Pe)si$o IndiaI The $om)any uses India as a glo-al recruitment
resource/ To select )rofessionals for glo-al careers 3ith it2 the com)any
uses a com)etency -ased inter,ie3ing techniCue that loo1s at the
candidate0s a-ilities in terms of strategi.ing2 lateral thin1ing2 )ro-lem
sol,ing2 managing the en,ironment/ This a)art2 Pe)si insists that to
succeed in a glo-al )osting2 these indi,iduals )ossess strong functional
1no3ledge and come from a cosmo)olitan -ac1ground/
Selection Inter,ie3I
Inter,ie3 is the oral e5amination of candidates for em)loyment/ This is the
most essential ste) in the selection )rocess/ In this ste) the inter,ie3er
matches the information o-tained a-out the candidates through ,arious
means to the *o- reCuirements and to the information o-tained through his
o3n o-ser,ations during the inter,ie3/ Inter,ie3 gi,es the recruiter an
o))ortunity O
To si.e u) the candidate )ersonallyL
To as1 Cuestion that are not co,ered in the testsL
To ma1e *udgments on candidates enthusiasm and intelligenceL
66
To assess su-*ecti,e as)ects of the candidate O facial
e5)ressions2 a))earance2 ner,ousness and so forthL
To gi,e facts to the candidates regarding the com)any2 its
)olicies2 etc/ and )romote good3ill to3ards the com)any/
Ty)es of inter,ie3sI
Se,eral ty)es of inter,ie3s are commonly used de)ending on the nature and
im)ortance of the )osition to -e filled 3ithin an organi.ation/
In a &O&"IR#$TIV# I&T#RVI#E the recruiter as1s Cuestions as they
come to mind/ There is no s)ecific format to -e follo3ed/
In a PATT#R&#" I&T#RVI#E2 the em)loyer follo3s a )redetermined
seCuence of Cuestions/ Here the inter,ie3ee is gi,en a s)ecial form
containing Cuestions regarding his technical com)etence2 )ersonality traits2
attitudes2 moti,ation2 etc/
In a STRU$TUR#" OR SITUATIO&A% I&T#RVI#E2 there are fi5ed *o-
related Cuestions that are )resented to each a))licant/
In a PA&#% I&T#RVI#E se,eral inter,ie3ers Cuestion and see1 ans3ers
from one a))licant/ The )anel mem-ers can as1 ne3 and incisi,e Cuestions
-ased on their e5)ertise and e5)erience and elicit dee)er and more
meaningful e5)ertise from candidates/
Inter,ie3s can also -e designed to create a difficult en,ironment 3here the
a))licant0s confidence le,el and the a-ility to stand erect in difficult
situations are )ut to test/ These are referred to as the STR#SS I&T#RVI#E/
This is -asically an inter,ie3 in 3hich the a))licant is made uncomforta-le
-y a series of2 often2 rude2 annoying or em-arrassing Cuestions/
6:
In the final category2 there is the APPRAISA% I&T#RVI#E2 3here a
su)erior and su-ordinate sit together after the )erformance a))raisal to
discuss the su-ordinate0s rating and )ossi-le remedial actions/
Ste)s in inter,ie3 )rocessI
Inter,ie3 is an art/ It demands a )ositi,e frame of mind on )art of the
inter,ie3ers/ Inter,ie3ers must -e treated )ro)erly so as to lea,e a good
im)ression a-out the com)any in their minds/ HR e5)erts ha,e identified
certain ste)s to -e follo3ed 3hile conducting inter,ie3sI
PR#PARATIO&I
#sta-lishing the o-*ecti,e of the inter,ie3
Recei,ing the candidates a))lication and resume
Aee)ing tests score ready2 along 3ith inter,ie3 assessment
forms
Selecting the inter,ie3 method to -e follo3ed
$hoosing the )anel of e5)erts 3ho 3ould inter,ie3 the
candidates
Identifying )ro)er room for en,ironment
R#$#PTIO&I
The candidate should -e )ro)erly recei,ed and led into the inter,ie3 room/
Start the inter,ie3 on time/
I&9OR4ATIO& #M$HA&G#I
6;
State the )ur)ose of the inter,ie32 ho3 the Cualifications are going to -e
matched 3ith s1ills needed to handle the *o-/
8egin 3ith o)en ended Cuestions 3here the candidate gets enough freedom
to e5)ress himself/
9ocus on the a))licant0s education2 training2 3or1 e5)erience2 etc/ 9ind
une5)lained ga)s in a))licants )ast 3or1 or college record and elicit facts
that are not mentioned in the resume/
#VA%UATIO&I
#,aluation is done on -asis of ans3ers and *ustification gi,en -y the
a))licant in the inter,ie3/
PHDSI$A% #MA4I&ATIO&I
After the selection decision and -efore the *o- offer is made2 the candidate is
reCuired to undergo a )hysical fitness test/ A *o- offer is often contingent
u)on the candidate -eing declared fit after the )hysical e5amination/
4edical e5aminationI
$ertain *o-s reCuire )hysical Cualities li1e clear ,ision2 )erfect hearing2
unusual stamina2 tolerance of hard 3or1ing conditions2 clear tone2 etc/
4edical e5amination re,eals 3hether or not a candidate )ossesses these
Cualities/
Reference $hec1s
Once the inter,ie3 and medical e5amination of the candidate is o,er2 the
)ersonnel de)artment 3ill engage in chec1ing references/ $andidates are
reCuired to gi,e the names of ' or ( references in their a))lication forms/
These references may -e from the indi,iduals 3ho are familiar 3ith the
6@
candidate0s academic achie,ements or from the a))licant0s )re,ious
em)loyer2 3ho is 3ell ,ersed 3ith the a))licant0s *o- )erformance and
sometimes from the co3or1ers/ In case the reference chec1 is from the
)re,ious em)loyer2 information in the follo3ing areas may -e o-tained/
They are *o- title2 *o- descri)tion2 )eriod of em)loyment2 )ay and
allo3ances2 gross emoluments2 -enefits )ro,ided2 rate of a-sence2
3illingness of )re,ious em)loyer to em)loy the candidate again2 etc/
9urther2 information regarding candidate0s regularity at 3or12 character2
)rogress2 etc/ can -e o-tained/
Often a tele)hone call is much Cuic1er/ The method of mail Cuery )ro,ides
detailed information a-out the candidate0s )erformance2 character and
-eha,ior/
Ho3e,er2 a )ersonal ,isit is su)erior to the mail or tele)hone methods and is
used 3here it is highly essential to get a detailed2 first hand information
3hich can also -e secured -y o-ser,ation/ Reference chec1s are ta1en as a
matter of routine and treated casually or omitted entirely in many
organi.ations/ 8ut a good reference chec12 3hen used sincerely2 3ill fetch
useful and relia-le information to the organi.ation/
Hiring decisionI
The line manager has to ma1e the final decision no3 O 3hether to select or
re*ect a candidate after soliciting the reCuired information through different
techniCues discussed earlier/ The line manager has to ta1e adeCuate care in
ta1ing the final decision -ecause of economic2 -eha,ioral and social
im)lications of the selection decisions/
6<
A careless decision of re*ecting a candidate 3ould im)air the morale of the
)eo)le and they sus)ect the selection )rocedure and the ,ery -asis of
selection in a )articular organi.ation/
A true understanding -et3een line managers and )ersonnel managers should
-e esta-lished so as to facilitate good selection decisions/ After ta1ing the
final decision2 the organi.ation has to intimate this decision to the successful
as 3ell as unsuccessful candidates/ The organi.ation sends the a))ointment
order to the successful candidates either immediately or after sometime
de)ending u)on its time schedule/
Guidelines regarding Inter,ie3s I
6=
:>
"o "on0t
!/ Plan the inter,ie3
'/ #sta-lish an easy and informal
relationshi)/
(/ #ncourage the candidate to
tal1/
6/ $o,er the ground as )lanned/
:/ Pro-e 3here necessary/
;/ Analyses career and interest to
Pattern0s of -eha,ior/
@/4aintain control o,er the
direction and time ta1en for
the inter,ie3/
!/ Start the inter,ie3 un)re)ared/
'/ Plunge too Cuic1ly into
"emanding Cuestions/
(/ As1 leading Cuestions/
6/ ?um) to conclusion in
InadeCuate e,idence/
:/ Pay too much attention to
isolate
Strength or 3ea1neses/
;/ Allo3 the candidate to gloss
O,er im)ortant facts/
@/ Tal1 too much/
8arriers to effecti,e selectionI
The main o-*ecti,e of selection is to hire )eo)le ha,ing com)etence and
commitment/ This o-*ecti,e is often defeated -ecause of certain -arriers/ The
im)ediments 3hich chec1 effecti,eness of selection are )erce)tion2 fairness2
,alidity2 relia-ility2 and )ressure/
P#R$#PTIO&I
Our ina-ility to understand others accurately is )ro-a-ly the most
fundamental -arrier to selecting right candidate/ Selection demands an
indi,idual or a grou) to assess and com)are the res)ecti,e com)etencies of
others2 3ith the aim of choosing the right )ersons for the *o-s/ 8ut our ,ie3s
are highly )ersonali.ed/ Ee all )ercei,e the 3orld differently/ Our limited
:!
)erce)tual a-ility is o-,iously a stum-ling -loc1 to the o-*ecti,e and rational
selection of )eo)le/
9AIR&#SSI
9airness in selection reCuires that no indi,idual should -e discriminated
against on the -asis of religion2 region2 race or gender/ 8ut the lo3 num-er
of 3omen and other less )ri,ileged sections of society in the middle and
senior management )ositions and o)en discrimination on the -asis of age in
*o- ad,ertisements and in the selection )rocess 3ould suggest that all the
efforts to minimi.e ineCuity ha,e not -een ,ery effecti,e/
VA%I"ITDI
Validity2 as e5)lained earlier2 is a test that hel)s )redict *o- )erformance of
an incum-ent/ A test that has -een ,alidated can differentiate -et3een the
em)loyees 3ho can )erform 3ell and those 3ho 3ill not/ Ho3e,er2 a
,alidated test does not )redict *o- success accurately/ It can only increase
)ossi-ility of success/
R#%IA8I%ITDI
A relia-le method is one 3hich 3ill )roduce consistent results 3hen
re)eated in similar situations/ %i1e a ,alidated test2 a relia-le test may fall to
)redict *o- )erformance 3ith )recision/
PR#SSUR#I
Pressure is -rought on the selectors -y )oliticians2 -ureaucrats2 relati,es2
friends2 and )eers to select )articular candidate/ $andidates selected -ecause
of com)ulsions are o-,iously not the right ones/ A))ointments to )u-lic
sector underta1ings generally ta1e )lace under such )ressure/
:'
Role of Selection I
The role of selection in organi.ation effecti,eness is crucial for at least t3o
reasons/
!/ Eor1 Performance
'/ $ost
!/ Eor1 Performance I
"e)ends on indi,idual/ The -est 3ay to im)ro,e )erformance is to hire
)eo)le 3ho ha,e com)etence and the 3illingness to 3or1 efficiently/
Selection hel)s secure such )ersonnel/
'/ $ost I
$ost incurred in recruiting and hiring )erson s)ea1s ,olumes a-out the role
of selection2 here is one instance to )ro,e ho3 e5)ensi,e recruitment has
-ecome/
$ost of 3rong selection are much grated2 if t3o of these O true )ositi,e
GhighhitH and negati,e Glo3hitH are right selection/ The other t3o outcomes
re)resents selection error in the 9alse )ositi,e error a decision is made to
hire an a))licant -ased on )redict success2 -ut failure results in the 9alse
negati,e error2 an a))licant 3ho 3ould ha,e succeeded is re*ected -ased on
)rediction of failure/
:(
Success
9ailure
9ailure )redicted Success )redicted
Eith false )ositi,e error incur three ty)es of cost2 the first ty)e is incurred
3hile2 the )erson is em)loyed/ This can -e the result of )roduction or
)rofit loses2 damaged organi.ation0s re)utation and ser,ices2
accidents due to negligence2 a-senteeism etc/ The second ty)e of cost
is associated 3ith the training2 transfer or terminating the ser,ice of
the em)loyee/
$osts of re)lacing an em)loyee 3ith a fresh one costs of hiring2 training and
re)lacement constitute the third ty)e of costs generally2 the more
im)ortant the *o-2 the grater the cost of the selection error/ In the case
of false negati,e error2 a))licant 3ho 3ould ha,e succeeded is
re*ected -ecause of )redicted failure/
A careful selection 3ill hel) an organi.ation a,oid costs associated 3ith
-oth false )ositi,e error as 3ell as false negati,e/
:6
9alse &egati,e
#rror
True Positi,e
GHighhitH
True &egati,e
G%o3hitH
9alse Positi,e
#rror
$/Recruitment and Selection )rocess in VISA $omtrade %imited/
I 3as assigned to 3or1 on the recruitment )rocess 3hich is the one of the
im)ortant )art of VISA $omtrade/ VISA $omtrade needs to recruit a good
num-er of )ersonnel for the critical )osition of their different di,ision/ Thus2
Recruitment is a )rocess consisting of ,arious acti,ities through 3hich
search of )ros)ecti,e )ersonnel are done/ The recruitment )rocess of VISA
$omtrade %imited starts from the reCuirement of different de)artments as
::
)er to the organisation chart/ Then they tell to the HR "e)artment/ HR
"e)artment ta1es the candidates from "ata -an1 of com)any2 SAP etc2 then
does the shortlisting2 then does the scheduling for the inter,ie3/ After this
the selection and negotiation )rocess occurs/ Then offer letter is -een gi,en
to the selected candidate/ The em)loyee then *oins in the organi.ation/ Then
the com)any arranges the Induction Program for the em)loyee/ After this the
recruitment )rocess ends 3ith this/
Ste)s in,ol,edI
4an)o3er Planning
4an)o3er Planning and Human Resources )lanning are synonymous/
Human resource )lanning or man)o3er )lanning is the )rocess -y 3hich
a management determines ho3 an organisation should mo,e from its
current man)o3er )osition to its desired man)o3er )osition/ Through
)lanning2 a management stri,es to ha,e the right num-er and the right
1ind of )eo)le at the right )lace2 at the right time2 to do the right things
3hich result in -oth the organisation and the indi,idual recei,ing the
ma5imum long range -enefit/
Human resource )lanning is a dou-le edged 3ea)on/ If used )ro)erly2 it
leads to the ma5imum utilisation of human resources2 reduces e5cessi,e
la-our turno,er and im)ro,es )roducti,ity and aids in achie,ing the
o-*ecti,es of an organisation/ 9aultily used2 it leads to disru)tion in the
flo3 of 3or12 lo3er )roduction2 less *o- satisfaction/ Therefore for the
success of an enter)rise2 human resources )lanning is a ,ery im)ortant
function2 3hich can -e neglected only at its o3n )eril/
:;
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Organogram "esignI
Organogram is )re)ared -y the HR de)artment in consultation 3ith
the concerned Head of the "e)artment/ The organogram is de,ised
1ee)ing in ,ie3 all reCuirements in terms of decision ma1ing2 s)an
of control2 succession )lanning and career )rogression and
statutory reCuirements/ The organogram as a 3hole indicates the
num-er of ,acancies along 3ith their de)loyment schedule/
:<
?o- AnalysisI
On the -asis of Organogram the ne5t ste) for HR de)artment2 is
?o- "escri)tion2 3hich sho3ing *o- title2 tas1s2 duties +
res)onsi-ilities in,ol,ed in a *o-2 etc/
:=
Profile O $om)any Secretary
#5)erience O (: yrs
Bualification O 8/$omGHHK$S
?o- "escri)tion O
Meetin&:
Pre)aration of 8oard folder/
Handling 8oard2 $ommittee and shareholders meeting/ $om)lied 3ith
all statutory formalities connected there3ith/
Should act as Secretary to ,arious "irectors $ommittee/
Pre)aration of the Agenda for the 8oard meeting/
"PO 9 5istin& A&reement:
Pre)aration of "raft Red Herring Pros)ectus/
Pre)aration of Red Herring Pros)ectus/
Pre)aration of a))lication for further listing of shares/
Getting the Shares %isted in &S# + 8S# under Permitted $ategory
5e&a%:
Pre)aration of Trade 4ar1 and Patent a))lication/
Pre)aration of ,arious legal documentsKAffida,it/
%iaisoning 3ith la3yers relating to ,arious court cases )ending
against the $om)any/
Ban,in& matters:
"ealing 3ith 8an1s2 9inancial Institutions for $or)orate loan/
%iaisoning 3ith 8an1/
S:B":
;>
$om)iling 3ith S#8I regulations 9iling of disclosures and )eriodical
re)orts 3ith Statutory Authorities and Stoc1 #5changes including
Secretarial Audit $ertificates/
Pre)aration of Insider Trading $ode for the com)any/
ProfileI #5ecuti,e Assistant
BualificationI Graduate Gminimum BualificationH
?o- "escri)tionI
Pro,iding Assistance in ,arious day to day acti,ities and e5ecution of
se,eral administrati,e related *o-s/
Handling confidential circulars2 letters2 notice2 memos/
9i5ing a))ointments 3ith internal and e5ternal )ersonnel/
Attending and re)resenting meetings and )re)aring their minutes and
,arious re)orts and )resentation/
/
Aee)ing trac1 of tra,el -ills/
Attending to )hone calls/
8oo1ing of Air tic1et and hotel2 )ro,iding )ass)ort and ,isa assistance/
Organi.ing and coordinating ,arious #,ents/
$oordinating 3ith the internal cross functional de)artments for smooth
e5ecution of day today -usiness o)erations/
4aintaining High %e,el of $onfidentiality )ertaining to Official matters
;!
?o- S)ecificationI
After ?o- "escri)tion2 ?o- S)ecification is figured out 3hich
s)ecifies the Cualities reCuired in a *o- incum-ent for the effecti,e
)erformance of the *o-/ It generally contains the num-er of years
of e5)erience in a )articular field and the reCuired field of study
and certifications/
To $onsultantI
The ?o- "escri)tion and ?o- S)ecification as finali.ed a-o,e may
-e sent to consultants or Ad,ertisements may -e )osted de)ending
u)on the num-er of ,acancies targeted/
Recei,e $,sI
8ased on the *o- descri)tion and *o- s)ecification recei,ed the
consultants source $Vs and sends them to VISA $omtrade %imited
for consideration/ The $Vs as recei,ed are entered in a master
data-ase and sent for short listing/ Ehile entering data any delicacy
of $Vs or any already not short listed $Vs are ta1en care/
Initial ScreeningI
;'
In initial screening the $Vs are chec1ed for conformation 3ith the
reCuired *o- s)ecification and rele,ant e5)eriences highlighted for
easy technical scrutiny/
Technical ScreeningI
After initial screening the $Vs are sent for technical scrutiny 3here
the concerned Head of the "e)artment assess the candidate0s
e5)eriences as mentioned in $V/ If found suita-le the candidate is
called for inter,ie3/
Selecting the candidateI
Inter,ie3I
All initial screening and technical screening feed-ac1s are sent to
the res)ecti,e consultants for lining u) the shortlisted candidates/
The concerned de)artment head and HR head decides the date of
the inter,ie3s/ The )anel Gconsisting of technical )erson and a HR
re)resentati,eH assess the candidate and gi,es feed-ac1 in the
inter,ie3 assessment cum a))ro,al form that includes the
follo3ing attri-utes O
1. ?o- Ano3ledge/
2. Organi.ationK4anagerial A-ility
3. 4annersK#5)ressionsKInter)ersonal Relations/
4. Personality/
;(
5. %eadershi) + Initiati,e/
6. Potential for 9urther Gro3th/
7. SafetyKBualityK$ost $onsciousness/
8ased on the a-o,e attri-utes the o,erall suita-ility of the
candidate is decided and the decision is gi,en/
&egotiation + 9inali.ation of offerI
Once the candidate is selected -y the technical )anel the HR de)artment
finali.es the offer -ased on com)ara-les or standard )ercentage rise on
e5isting $T$/ #5ce)tions are made -ased on criticality of the )osition/ After
successful negotiation final offer is sent and follo3 u) for reli,ing letter
from current em)loyer2 e5act date of *oining is ascertained/ 8ased on
;6
de)loyment schedule e5tension for date of *oining or commitment for
reim-ursement of shortfall of notice )ay may also -e gi,en/
"e)loyment
As a )art of the follo3 u) till *oining2 information a-out a )articular
candidate0s *oining is gi,en to the res)ecti,e site HR and administration
de)artment for necessary ad,ance logistics arrangements/ On date of *oining
the candidate fills u) *oining forms and is sent to the res)ecti,e site/
Organogram is u)dated to reflect the actual )resent status of ,acancies/
O8S#RVATIO&S A&" 9I&"I&GS
;:
"uring the study of the )ro*ect I o-ser,ed different functions of the HR
"e)artment/
I got the 1no3ledge a-out the different ty)es of HR Policies functioning in
the organi.ation/
I also got 1no3ledge a-out ho3 the organi.ation is follo3ing their ,alues in
a ,ery sincere 3ay/
I learnt ho3 and 3hat ty)es of facilities are -eing )ro,ided to the em)loyees/
I also o-ser,ed ho3 they are doing the Performance A))raisal on -asis of
the achie,ement of the targets -y the em)loyees in the time gi,en to them
through #RP/
I got the 1no3ledge a-out different de)artments in a )o3er )lant and idea
a-out the challenges 3hat the em)loyees are facing 3hile )erforming their
3or1/
I came to 1no3 that ho3 they are maintaining the data-ase of the em)loyees
on the #RP system for all de)artments region3ise + its im)ortance/
They em)hasis on )ro,iding )ro)er 3or1ing en,ironment to their
em)loyees2 so that the em)loyees can 3or1 efficiently + smoothly/
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SEOT Analysis O Recruitment + Selection in VISA $omtrade
STR#&GTHS
Good 8rand Image as
)referred em)loyer hel)s in
attracting talent/
Scale of )ro*ect K o)erations
and latest technology hel)s attract
as)irants loo1ing for ne3
challenges and ,aried e5)osure/
9irst mo,er ad,antage hel)s
in attracting the crPme of talent
a,aila-le in mar1et/
E#AA&#SS
%atest technology used2
e5)ertise to -e de,elo)ed as
necessary 1no3ledge may not -e
a,aila-le in mar1et/
Infrastructure to3ards
recreation KschoolingKhousing not
u) to the mar12 3hich may deter
as)irants from sho3ing interest/
Internal references to -e
limited so as to maintain
heterogeneity in man)o3er/
OPPORTU&ITI#S
9ocused efforts in T+" may
hel) in -etter utili.ation of e5isting
man)o3er there -y increasing
Q)roducti,ity and creating sco)e for
higher remuneration and -etter
retention )olicies/
THR#ATS
Simultaneous )ro*ects
coming u)2 )oaching may -e a
near )ossi-ility/
A#D %#AR&I&GS 9RO4 TH# PRO?#$T
R 9irstly it 3as a ,ery good e5)erience to 3or1 and learn 3ith Visa
$omtrade %imited as it 3as my first e5)erience 3ith HR de)artment/
R Ehen I sa3 senior )eo)le doing each + e,ery 1ind of 3or1 I came to
1no3 ho3 much im)ortant is each + e,ery 3or1/ 4aintaining files in
systematic manner 3ith each + e,ery detail is ,ery im)ortant2 if not done it
hinders the 3or1 3hene,er these are reCuired for reference in medical claim
formalities2 a))raisal etc/
R The em)loyees of HR de)artment shared their e5)erience and leanings
3ith me2 3hich 3as a ,ery good o))ortunity I got during my )ro*ect/
R I learned different HR Policies of the organi.ation 3hich 3ere un1no3n to
me -efore entering to the cor)orate 3orld/
R I also learned ho3 much the ,alues and culture of the organi.ation im)acts
the em)loyees0 )roducti,ity/ %i1e here the seniors 3ere a))roacha-le in
nature2 I felt an o)en culture/
R I ha,e gained some learning from e,ery indi,idual 3or1ing hereL it might
-e in terms of 1no3ledge2 s1ills2 -eha,iour or )ersonal traits etc/
;<
R I ha,e learned many small2 minute things -y o-ser,ations2 -eing in the HR
de)artment2 3hich could not -e learnt sim)ly -y reading -oo1s theoretically/
The )ractical e5)erience 3as totally different/
R I ha,e also learnt that a HR )erson should -e ,ery )olite2 soft s)o1en +
good in handling )eo)le/ $oordination 3ith all de)artments is ,ery
necessary/
G/ $onclusionI
The human resources are the most im)ortant assets of an organi.ation/
The success or failure of an organi.ation is largely de)endent on the cali-er
of the )eo)le 3or1ing therein/ Eithout )ositi,e and creati,e contri-utions
from )eo)le2 organi.ations cannot )rogress and )ros)er/ In order to achie,e
the goals or the acti,ities of an organi.ation2 therefore2 they need to recruit
)eo)le 3ith reCuisite s1ills2 Cualifications and e5)erience/ Ehile doing so2
they ha,e to 1ee) the )resent as 3ell as the future reCuirements of the
organi.ation in mind/
;=
The first ste) in this direction is to ensure com)etiti,e )eo)le come in the
organi.ation/ Therefore recruitment in this regard -ecomes an im)ortant
function/ The organi.ation must constantly im)ro,ise in its recruitment
)rocess so that it is a-le to attract -est in the industry in order to ser,e the
-est/ Thus the organi.ation must loo1 out for methods that can ena-le it to
ado)t -est recruitment )ractices/
I ha,e tried to gi,e my -est to the )ro*ect/ I ha,e incor)orated all the rele,ant
HU4A& R#SOUR$#S 4A&AG#4#&T )rinci)les 3hich could -e
associated 3ith my to)ic on Recruitment and Selection )rocess/
H/ ReferencesI
@>
To o-tain more information regarding the )resent study and to sustain it 3ith
theoretical )roof2 the follo3ing references are -een madeI
Ee-sites ,isitedI
333/,isagrou)/com
333/,isacomtrade/com

8oo1s
G!H A/ Ash3atha))a G'>>@H HU4A& R#SOUR$# 4A&AG#4#&T
Tata 4cGra3 hill )u-lishing com)any ltd/
G'H "r/ $/8/ Gu)ta G!==@H Human Resource "e,elo)ment &e3 "elhi
Sultan $hand + Sons )u-lishing House
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