PROJECT REPORT

On
“RECRUITMENT AND SELECTION PROCESS”

With special reference to

Samiah International Builders, Noida.

SUBMITTED TO
MS. KAMALDEEP KAUR
Faculty - HRM

SUBMITTED BY:
Sunny Raj Narayan
 Table of contents

Certificate
Acknowledgement
Page no.

Chapter 1. Introduction to the Topic

1.1 Introduction
1.2 Objective
1.3 Main Objective
1.4 Research Methodology
1.5 Customer Support

Chapter 2 Industry Profile

2.1 Introduction
2.2 Trade Profile
2.3 HR Strategy
2.4 Organization Hierarchy
2.5 HR Policies
2.6 Company Profile

Chapter 3. Literature Review

3.1 Human Resource Management
3.2 Role of the Human Resources Manager
3.3 Recruitment Process
3.4 Selection Process
3.5 Ethical Standards of Testing

Chapter 4. Analysis & Interpretation

Chapter 5. Findings

Chapter 6. Suggestions and Conclusions

Bibliography
 INTRODUCTION OF THE TOPIC

In my Research Project I started with understanding the responsibilities and

tasks performed by employees in the Human Resource Department in
Samiah International Builders.

My project Based on to study the Real State Human Resource Policy. I try to
study all the companies Policies, programs and procedure, in greater detail.

.
Successful recruitment and selection is one of the major project handled by
the Human Resource Department of the companies. The companies’ main
problem in HR at that time is to implement successfully their ongoing project
of recruitment and selection in which I performed the task of program,
scheduling and contacting people, setting the action plan and implementing
that plan.

Apart from that I also studied a database of all those who are selected
through the recruitment and placing them to different location of site or client
office, based on candidate’s preference in company need.

OBJECTIVE OF THE STUDY

The objective of this study to make an analytical study of Real States’
Recruitment and Selection Process. To know about the realities of the
corporate world. There was a lot of difference in the practical and theoretical
part. For Example SAMIAH Group of Constructions Ltd. has done a great job
to fulfill the requirement of the client.

RESEARCH METHODOLOGY
Research methodology comprised of two words

Research and Methodology

Research in the words of Redman and Mory

Research means “systemized effort to gain new knowledge.”

Research Methodology
Research Methodology is a way to systematically solve the research problem.
It may be under stood as a science of studying how research is done.
Sources Of Data

Commonly there are two way of collection of information

1. Primary Resources

2. Secondary Resources

1. Primary Resources
When the information is collected first time by himself efforts that is called
primary resources. Through Primary resources information is collected by
either face-to-face interaction or by questionnaire.

2. Secondary Resources
When information is obtained by any other person or by any other medium
like News paper, Published reports, Magazine, etc

Data collection

Data are the raw fact by which we can get information about the thing. So
data should be collect carefully and it should be based upon fact and figure.
Correct and relevant information make the project report very effective. When
the report is based upon fact and actual figure then reader will be interested in
reading the project report. Data can be collected by two ways.

1. Primary data collection

 The project report is almost based upon the primary data. Approx all the
information is collected through primary method of data collection which is
done by face-to-face meeting, questionnaire, by telephone, through E-Mail,
etc these method help in primary data collection.

2. Secondary data collection

Secondary data collection is also very helpful in getting the information

about the things.

Secondary data is collected by Internet, Newspaper, Magazine, Published

Report, Organization annual report, balance Sheet, etc

By these sources data are collected for the project report.

Method of data collecting

To carry out project, I divided the whole project in four parts.

• Studied the existing HR policies of the companies.

• Analyses the CV of the aspirant for the various posts.

• Prepare several questionnaire to know the grievances of the

employee

• To know the satisfaction level if the employee is prepared several

questionnaires.

In my report I met HR head of the Samiah GroupPvt. Ltd. and my Brother Mr.
Harender Kumar who tell so many things about the company and the HR
department. He had also given the document related to the company in its
every aspect to make aware me of every now and then of my department HR

Then I studied work in the recruitment of the employee of the company. I try to
understand how company use method in short listing the resume of the
candidates according to their qualification, current salary, expected salary,
experience, which the company was demanded. Then they were called to
face all the steps of the selection process. I devoted myself fully in
understanding the analysis of the CV of the candidate. Then I got to know the
various stage of the recruitment.

The next part is my Project is selection. In this selection part company placing
interview taking feedback from selection panel and give it to the candidate.
After this final selection is done.

I talked with various employees of the company and asked certain questions

Q: Do you like the working environment of the Samiah international

Builders Pvt. Ltd?

Q: Are you satisfied the growth of yourself here?

Q: Are you satisfied with the response of your boss?

Q: Are you satisfied with behavior of your peers?

They generally do not give their honest thought to our queries. But I have an
idea of their grievances just by direct interaction to them. To patch up our
endeavor I have prepared several questionnaires which they had to submit
without writing their name.

When I was giving information to candidates, I have to understand or read the

psychology of that particular candidate. Some times the response of the
candidate is positive and some times it will be negative. Some of the
candidate asked us to first take the appointment and then come to meet them.
For these candidates I follow the procedure and then we meet the candidates.

INTRODUCTION
I have prepared my research project on the topic Recruitment and Selection in
Real States The work of these companies providing technical skills and
solutions to the civil engineers based Company as trainee in HR department.

Although learning is a process which continues through out the life but during
the preparation of this project I found that it was very productive for me.
Basically project work is the best way to practice what we have learnt.

A project is a scientific and systematic study of real issue or a problem

intended to resolve the problem with application of management concept and
skills. In my research project I tried to do the same I put all my management
knowledge and skills into the application to solve whatever problem come in
front of me in the organization. In the preparation of this project I have
experienced and tried to learn how employees have to work in the
organization peacefully although work pressure is much high.

• I devoted my concentration totally to understand that how many

department are all together in the company?

• How they work?

• How the work of all department are linked that without one department
the total work of the organization suffer?

I have experienced work in the recruitment and selection . I tried to

know the grievance and the cause of turnover of the employees.

Human Resources Management System

Human capital is now recognized as one of the most valuable assets of business.
As organizations commit themselves to developing capabilities that make it
possible for good people to do great things, the search for products that enhance
HR management intensifies.

SYSTIME had anticipated the situation and developed comprehensive, truly

integrated HR software - Calibre, that eliminates duplication and data redundancy
and cuts costs by streamlining information systems. Calibre consists of 3 modules
which seamlessly integrate:
• HumanSys - The Human Resource Module is designed for the
contemporary HR Manager. Besides providing on-line employee
information, it includes excellent recruitment, training, appraisal and
manpower projection functions. It enables HR to smoothen its operations
and deploy the resources effectively.
It includes -
• Income Tax Calculation
• Loan Administration
• Arrear Calculation
• Leave Travel Allowance
• Full and Final Settlement
• PayCalc - The Payroll Module manages the entire payroll and consists of
features that can meet the specifications of your unique payroll needs.
• TimeKeeper - The Attendance Module is structured to keep track of all the
employee,
• Movements
• Leaves
• Shift Schedules
• Holidays
• Management and related MIS.
Extremely user friendly, this multi-location, multi-company software has
some special features for greater flexibility and utility:
 1. The Query Builder gives the user the flexibility to define his/her own reports
using the broad criteria ability of this feature. It allows the user to access
information using various combinations as per the user preferences.
2. The Letter Wizard allows the user to design pre-formatted letters for multiple
reasons. The letter formats then can be addressed to a cross-section of
recipients using this feature.
3. The Formula Master allows the computation of ‘n’ number of variables. This
feature enables the user to define organization specific formulas hence even
very unique and rare calculations can be executed through this.

HR Strategy

With a view to attain the objectives and mission, They have opted the SEI's
People Capability Maturity Model (PCMM). Through PCMM, these companies’
aims to select high priority improvement actions based on the current maturity
of the people practices and steadily and constantly improve capabilities
through ever improving set of people practices. The practices in focus include:

• Work Environment.

• Communication.

• Staffing.

• Managing performance..

• Training.

• Career Development.

• Mentoring.

• Team Building.

• Culture Development.

• Empowered Workgroups.
 • Quantitative performance management and organizational capability
management.

All people practices are aligned to the competency framework, which is

based on the competencies required to perform business objectives.
Further the people practices / polices / processes will aim at a continuous
enhancement in the organizational capability through enhancements in
competencies at organizational and individual levels.

Core Functions
• Centralization and coordination of all HR functions
• Policy making
• Confirmation and monitoring of statutory and legal framework
• Trigger point to innovative and progressive HR practices
• Training and development of internal customers
• The Synergy House to all HR delegates across SAMIAH
Bold Initiatives, Sure Success

To come up with initiatives is one thing. To implement, integrate and monitor

them through to success is another. It’s what we at SAMIAH focus equally on.
Among steps taken are:
• Implementation of improved and tangible procedures and systems
• Integrated HR package
• Decentralization and delegation of HR activities to divisions and
locations
• Bringing more transparency and accessibility of data to our people
• Reaching out to a wider section of our people through Connectivity, our
new and improved magazine
• Playing a similar role, connecting our people and bringing them
together, is Expressions, our HRD newsletter
• A handbook for new employees and Induction Kit
• A pan-national training program
 HR OPERATING STRATEGIES:

These companies believe in the following principles, which govern and guide
our people practices and policies:

INTEGRITY

Company is fair and just with its internal and external customers. As
custodians of confidential and personal information, organization is careful
about disclosing such data.

COMMITMENT TO COMMITMENTS

Organization takes commitments very seriously. Therefore it consider

carefully before committing itself. Once organization gives a commitment, it
does whatever it takes to meet it.

TRANSPARENCY

It is an attempt to have clearly laid down policies and make information easily
available to people who are entitled to it. Within the group, it shares all
available information.

INNOVATION

It encourages team members to challenge set processes and to introduce

innovations that catalyze improvement.

POSITIVE ATTITUDE

It takes responsibility of issues that are brought to its notice and ensure that
they are resolved in a satisfactory manner. Companies also accept and give
positive criticism.

DSICIPLINE
It accepts that self-discipline is an essential component of efficient
management. Therefore, each group member strives to work in a disciplined
and systematic manner.

PROACTIVE ATTITUDE

The companies maintain a long term perspective so that it can foresee

problems that may arise in the future and take measures today to avoid them.

EMPATHY

For the companies, every employee is to be treaded with respect,

consideration and empathy. It is its effort to do its best for every employee
and to delight him or her.

TEAMWORK

The companies’ works as a team and such treats each group member as a
valuable team member.

OPEN DOOR POLICY

They encourage employees to openly discuss ideas and concerns with

leaders. There are a number of resources available to employees to voice
concerns, give compliments, ask questions or make suggestions on any
subject relating to the companies. The first step should always be to discuss
the thoughts with the next level of management. Employees should be as
frank, open and specific as possible.

ORGANISATION HIERARCHY
 President and CEO
|
Vice Present and director
|
Senior General Manager
|
General Manager
|
Deputy General Manager
|
Assistant General Manager
|
Senior Manager
|
Manager-1
|
Manager-2
|
Deputy Manager
|
Assistant Manager
|
Chief Executive
|
Executive
|
Senior Executive
|
Junior Executive

Staff \ Employees

HR POLICIES
These companies has been very innovative in its HR policies and has
introduced concepts like 3T's, 3C's and 3A's, which has helped in improve its
communication, synchronization within teams and achieve sustained growth
even during tough times. While 3T stands for "Triumph through Teamwork",
3C is for “Contact Connect and Communicate “and 3A stands for “Access
Assist and Advice ". The 3T program seeks to foster team work through
various types of teambuilding programs, including outbound, adventure sports
based training sessions, while 3C is aimed at discovering latent talents. The
3A program is especially targeted at employees spread across the country, IT
is a mail/Intranet based system providing employees a tall locations a single
window through which they can get information, voice concerns and can also
get their grievances addressed. These companies follow Project based
hierarchy, with no designations to differentiate employees from one project to
another. " In such a system, there is no room for resentment. The purpose is
to offer an open-ended environment and level playing field within the
organization". While consulting a new team people are at a higher level in the
previous team can be placed below those at a lower level in the new team.
Firmly believing that employee development results in the overall growth to
the organization, the companies pay a lot of emphasis on career development
activities of its employees. Not only there have a wide scope for lateral
movement, but an emphasis on the rotation planned to utilize than latent
potential of professionals.

HR POLICIES

HR policies refer to the principles and rules of conduct which formulate,

redefine, break into details and decide a member of action that govern the
relationship with employees in the attainment of the organization objectives.

AIM OF HR POLICEIS:
 1. To enable an organization to fulfill or carry out the main objectives
which have been laid down as the desirable minima of general
employment policy.

2. To ensure that its employee is informed of these items of policy and to

ensure their co-operation for their attainment.

3. To provide such conditions of employment and procedures as will

enable all the employees to develop a sincere sense of utility with the
enterprise and to carry out their duties in the most willing and effective
manner.

4. To provide an adequate, competent and trained personnel for all levels

and types of management.

5. To protect the common interests of all the employees and recognize

the role to trade organizations.

6. To provide for a consultative participation by employees in the

management of an organization and the framing of conditions for this
participation, which however shall not take place in technical, financial
or trading policy?

7. To provide an efficient consultative service which aims at creating

mutual faith among those who work in the organization?

8. To provide security and opportunities for growth within the

organization, to the persons who are wiling to learn and undergo
training for their future prospects.

ESSENTIAL CHARACTERISTICS OF A SOUND HR POLICY

1. The statement of any policy should be in definite, positive, clear, and

easily understood by everyone.
 2. It should be in written in order to preserve it against loss, to stimulate
careful consideration before its formulation and to prevent the
promulgation of numerous, differing and temporary oral policies from
multiple sources.

3. It must be reasonably stable but not rigid i.e. it must be periodically

reviewed, evaluated assessed and revised.

4. It must be supplementary to the overall policy of an organization.

5. It should be formulated with due regard for the interest of all the
concerned parties.

6. It should be properly communicated to all the parties.

7. It should be uniform throughout the organization.

AWARENESS OF HR POLICIES AND OBJECTIVES

The organization ensures that all employees appreciate and understand the
HR policies and processes, which impact their working, this is done through:

• Regular Induction programs for all new joiners.

• Employee handbook, which is a part of the joining kit ensuring

availability of all policies and processes of the organization.

• Effective communication with the employees through -

- Individual meeting

- Group meetings

- Electronic mails

CONFLICTS OF INTRESTS

The employees have to be alert to situations that may result in conflicts of

interests and should inform others, especially he management, of any
circumstance, which may create a conflict of interests or even the appearance
of conflict of interests.
It is impossible to specify all circumstances that create conflicts of interests.
But for purpose of comprehension, conflicts of interest may arise where:

• An employee has an interest or relationship with anyone who is a

client of these organizations.

• The employee is in a position to make influence, or benefit from

decision pertaining to the business.

• The interest or relationship is sufficiently substantial to be

reasonably thought by others to be a factor in the employee's
judgment are action concerning the transaction.

• A conflict of interest may similarly arise where a member of the

team holds personal interest or relationship.

The Companies recognizes and respects the right of employee to take part in
financial, business and other activities outside their jobs. However, these
activities must be lawful and free of conflicts with their responsibilities

Example of One of these kinds of Organization.

SAMIAH GROUP OF CONSTRUCTION LTD. is one of the organizations.

HR POLICEIS at SAMIAH GROUP OF CONSTRUCTION LTD

At SAMIAH CONSTRUCTIONS HR policies are there to manage ' People at

work ' affectively by providing them with best of facilities to perform optimally
with to achieve organization objective.

Following are the main HR policies-

 1. Bachelors welfare scheme
2. Car scheme
3. Company leased accommodation scheme
4. Disciplinary policy
5. Green Card scheme
6. Guidelines on moderation of performance rating
7. CMS award program
8. Leave and holidays
9. Lease travel assistance
10. Medical
11. Mentoring scheme
12. Overseas project related trends
13. Telephone
14. Visiting Cards
15. Policy on compensation adjustment
16. Skip meetings
17. Child welfare
18. Family welfare
19. Brand progression guidelines
20. Deputation
21. Domestic travel
22. Guidelines of
23. Hard furnishing
24. Internal posting and recruitment
25. Personal accidents
26. Policy on Outplacements
27. Role of progression guidelines
28. Star performance scheme
29. Travel kit
30. Guidelines on guest house accommodation
31. Overseas business travel

PROCEDURES AND PROGRAMMES

While a policy indicates 'what' and 'why' procedures indicate how a policy is to
be carried out. It spells out in details the methods, processes, movements and
specific rules and regulations and indicates the steps, time, place and
personnel responsible for implementing it. It tells us where an action is to take
place and at what stage. Procedures go further than policies in helping to
clarify what is to be done in particular circumstances. They are usually set up
by high-level managers and observed by first line supervisors. They are less
general than policies and are more specific in outlining the course of action
and sequence of activities necessary for implementation of policies. They
enable an organization to maintain control since they assign specific
obligation to the staff for the performance of various tasks. They are
periodically reviewed and reissued, pointing out the amendments and the
areas of slackness.
HUMAN RESOURCE MANAGEMENT
AT
“SAMIAH GROUP LTD”
HR MISSION

Company shall…..

RESOURCE THE BEST

Policies, Standard, culture.

RETAIN THE BEST

Service, Development, Remuneration.

REWARD THE BEST

Ownership, Recognition, growth.

 …And in going so, encourage and create a supportive, happy and healthy
environment that would nurture Professional and personal Growth of
Associates and their families.

HR Objective

• Continuous enhancement in associate capabilities.

• Create condition that enable and empower high performance.
• Align associate development with organization development.
• Create and maintain condition, which encourage transparency
and a culture of openness within the organization
• Create and maintain a culture of excellence.
• Retention of key talent.

HR PRACTICES OF SAMIAH INTERNATIONAL BUILDERS PVT.

LTD.

First of all we need to know how to gather relevant data and what are the
demand of the client.

• First of all maintain the requirement sheet.

• Collect the relevant data.
• Short listing the candidate according to the requirement.
• Candidate send to the client office / different location.

SELECTION

• Working out on the data bank.

• Short-listing the CV of the candidate.
• Coordinate with short listed candidate.
• Placing interviews.
i. Coordinating with project manager.
ii. Allocating time for interview.
RECUIRTMENT

• Gathering the information with the help of pre screen form from the
candidate.
• Placing interview.
• Project manager or selection panel gives feedback.
• Feedback should be given to the candidate.
• Issuing the offer letter.

FINAL SELECTION

• Issuing the joining letter.

• Submission of documents by the candidate.

TRAINING

• Induction.
• Behavioral training.
• Personality development.

MOTIVATION PARTICIPATION

• Transportation committee.
• Canteen committee.
• Foundation day.
• Festivals.
• Best attendance awards.

RECRUITMENT

“Recruitment is getting the right person in the right job with the right
skills at the right time.”

Why do SAMIAH Recruitment:

• To get the work done.

 • To keep the organization alive.
• For the innovative ideas.

Why and When SAMIAH Recruit:

The person handling recruitment has to keep a continuous record of

manpower in the company and the requirement of the client. At present how
many Associate are working in each department and how many are about to
leave must be very clear. What will be the requirement of each department
and the client in the coming month are some of the major task which are
needed to be performed.

As and when a client and a department comes up with its requirement

SAMIAH decide to recruit. It uses either its Data Bank or put a notice so that
its Line Associates can inform their mates.

Next comes the Recruitment Plan. How SAMIAH decide that a particular
person is good enough to work in its premises. The decision criteria is:

• Candidate Qualification.
• Communication Skills.
• Presently Working Organization.
• Experience.
• Current Salary.
• Expected Salary

Its shows the selection procedure. How many rounds of test are conducted
are detailed in this plan.

This plan is choked out in such a way that all activities are divided into three
categories:

• Plan
• Actual
• Short- Listing
The plan segment shows the actual no. of people, who were planned, would
appear for the test. The actual segment shows the no. of people who really
appear for the test. The short-listing segment shows the actual no. who has
qualified the test.

How Recruitment is handled:

• First of all job is defined.

• Job qualifications are determined.
• List of potential candidates is developed.
• Volunteer is interview.
• Volunteer is appointed.

Recruitment is one of the major activities which go on in every organization,

almost throughout the year. For caring on the activities company has to
identify the sources available.

SOURCES AVAILABLE

• Personal Data Bank

• Campus
• News Paper, Magazines, Journals.
• Consultants
• Own Employees.

Personal Data Bank if it maintained properly, it can serve as the major

source of recruitment. People send their resumes to the SAMIAH either by
post or e-mail. Thus company maintains a data bank of all these people. Data
Bank serves as a readymade bank for the company, which can make use of
when required.
 Once the sources are available with the organization, it has select the best
candidate.

Available sources are depending upon its requirement and available time.

For example, if SAMIAH is in a need of 10 Civil engineers. Then the task of

them is to identify the appropriate source of recruitment, since the
requirement is big so company can not depend upon a single source, it will
have to look for other alternative source available. First of all, company can
use its Personal Data Bank, it can put up a circular in its own company, as its
line associates are in touch in with people from other organization or institute.
Company can move to the campus, where it expect to have people with the
required skills.

If a company is in a need of higher level of people in associates, then the

sources are totally different. Then company would not put any notice or
circular in the company. Its sources would include consultants and internet
etc.

The different department in the company give their requirement to HR

Department, the accordingly activity is conducted.

Process: The process of recruitment can have various stages depending

upon the organization and requirement. The stages of interview also vary from
company to company. Now a days psychological test is very much important
for the top position.

Some of the common stages in the process include the following:

• Written Test.
• Interview.
• Personal Interview.
• Final Interview.
 • Medical Test.
Once the interview and medical test are cleared, person is selected to join the
company.

Then employee is given first letter of Intend (offer letter) and then
Appointment letter.
For the first 2 days, induction program goes on. The induction Program
includes the activities like knowing the company, its culture, philosophy,
policy. Line associates made familiar with the entire department, made aware
of other facilities like transport, canteen etc. they are given entry passes,
punch card. The personal files of all those joiners prepared, which contain
their academic records, proofs and various other details. Once all these
activities are over, person become the part of SAMIAH GROUP Ltd.

Selection Procedures

• Job duties that should be included in advertisements of vacant

position;
• Appropriate salary level for the position to help determine what
salary should be offered
• to a candidate ;
• Minimum requirements (education and/or experience) for
screening applications;
• Interview questions;
• Selection tests/instruments (e.g., written tests; oral tests; job
stimulations);
• Applicant appraisal/evaluation forms;
• Orientation materials for applicants/new hires.

Performance Review

• Goals and objectives.

• Performance standards.
 • Evaluation criteria.
• Length of probationary periods.
• Duties to be evaluated.

PERSONNEL SELECTION

Personnel Selection is the methodical placement of individuals into jobs. Its

impact on the organization is realized when employees achieve years or
decades of services to the employer. The process of selection follows a
methodology to collect information about an individual in order to determine if
that individual should be employed. The methodology used should not violate
any laws regarding personnel selection.

INTERVIEWS

A selection procedure designed to predict future job performance on the basis

of applicants’ oral responses to oral inquiries.

Types of Interviews

• Unstructured Interview Involves a procedure where different

questions may
be asked of different applicants.

• Situational Interview Candidates are interview about what action s

they would take in various job- related situations. The job – related
situation are usually identified using the critical incidents job analysis
technique. The interviews are then scored using a scoring guide
constructed by job experts.

• Behavior Description Interviews Candidates are asked what action

they have taken in prior job situations that are similar to situations they
may encounter on the job. The interviews are then scored using a
scoring guide constructed by job experts.
 • Comprehensive Structured Interview Candidates are asked
questions pertaining to how they would handle job- related situations,
job knowledge, worker requirements, and how the candidate would
perform various job simulations. Interviews tapping job knowledge
offer a way to assess a candidate’s current level of knowledge related
to relevant implicit dimensions of job performance (i.e., “tacit
knowledge” or “practical intelligence” related to a specific job position )

• Structured Behavioral Interview This technique involves asking all

interviewees standardized questions about how they handled past
situations that were similar to situations they may encounter on the job.
The interviewer may also ask discretionary probing questions for
details of the situations, the interviewee’s behavior in the situation and
the outcome. The interviewee’s responses are then scored with
behaviorally anchored rating scale.

• Oral Interview Boards This technique entails the job candidate giving
oral responses to job- related questions asked by a panel of
interviewers. Each member of the panel then rates each interviewee on
such dimensions as work history, motivation, creative thinking and
presentation. The scoring procedure for oral interview boards has
typically been subjective; thus, it would be personal biases of those
individuals sitting on the board. This technique may not be feasible for
jobs in which there are a large number of applications that must be
interviewed.

Personality Test:

A selection procedure the personality characteristic of applicants that are

related to future job performance. Personality test typically measure one or
more of five personality dimensions: extroversion, emotional stability,
agreeableness, conscientiousness, and openness to experience.
CAREER OPPORTUNITIES IN CONSTRUCTION COMPANY

Depending on the performance and potential of an associate, the career

development of an associate may fall into one of the following tracks:

• High
• Good
• Average

Factor that govern the determination of the track of an associate are:

• Performance
• Potential

What does High, Good and Average mean?

For identification of the track an individual fits in, the framework is given in the
form of a matrix between potential and performance:

Performance

P Medium Good High

o
t HP- High HP- HP-
e MP GP HP
n
t Good
I GP- GP- GP-
a MP GP HP
l
Medium
MP- MP- MP-
MP GP HP

High Tracker Good Tracker

Medium Ease off Case

High:

These are the “High Performing – High Potential” associate. These are the
kinds who can be groomed to take higher responsibilities and senior
management roles in future.

Good:

These are the cases that fall into the following categories:

• High Potential – Average Performance.

• High Potential – Average Performance.
• Good Potential – Good Performance.
• Good Potential – High Performance.
• Average potential – High Performance.

These are the kind of individual who normally will reach middle management
roles.

Average:

These are the kind of individuals, which are characterized by the following:

• Good Potential – Average Performance.

• Average Potential – Average Performance.
These are the Watch Out Cases, who are given relevant inputs in term of
training, exposure\ job rotations etc. in order to raise their level of capability,
over a period of time (2 – 3 years). At the end of this period these cases either
move up the track or will stay in their current role.

Assessment of Performance:

Performance of an associate is assessed through appraisal. The Role

Progression will take place on the basis of the “Previous Performance
Review Rating” in consecutive appraisal as follows:
 Rated ‘5’
Rated ‘4’ in two consecutive Increasing Period Appraisals between
Progression.
Rated once ‘4’ and twice ‘3’ in three consecutive appraisals, etc.
As far as performance goes, ‘Fast tracker’ are typically those associate
who have consistently been rated at 4 or 5.

Assessment of Potential:

Potential assessment is based on the proficiency level of an associate in the

competencies relevant to his current \ future role and the skill \ knowledge
level, which is assessed as part of the Performance Management System,
through the role competency matrix in the PPAD form. The proficiency level in
the role competencies, which include technical \ functional as well as
behavioral competencies, identified have been classified into five levels – 1, 2,
3, 4, & 5.

For specific skills in various technical domain, proficiency level are again
rated between
5 levels which are:

• Level 1 – Training only.

• Level 2 – Can work with support.
• Level 3 – Can work independently.
• Level 4 – can lead and guide others.
• Level 5 – Expert.
CDC assesses the associates on these specific skills in various technical
domains.

The readiness of an associate to move to the next desired role is assessed

based on the current level of an associate the ‘Competency Matrix’ that
follows. This matrix is drawn between the role and technical and behavioral
competencies with their level requires for each role.

The above can be explained with an example as follows:

Movement across roles:

Roles progression / movement of an associate can be either horizontal or

vertical.

ABOUT THE SAMIAH OFFICERS

Role of HR Manager

In SAMIAH GROUP HR manager perform amore than one role. At one time
he works as counselor, mediator and humanitarian and as problem solver.
Following are the role of HR manager in any organization:

Role of HR manager

Personnel Role Welfare Role Clerical Role Fire-fighting role

| | |
|
-Advisory -Group dynamics -Salary
-Grievance handling
and wages.

-Manpower -Human
-Disciplinary
planning. Engineering
action.

-Training. -Managing services . -Maintenance of

-Collective bargaining.
record.

- Development - Measurement of -Research in

-Settlement of dispute.
of line men. of assessment of problems
individual and
group behavior.

Chief Executive

The chief Executive has:

A leadership role in demonstrating a commitment to the resolution of
employees workplace concerns and grievances; and accountability for
ensuring there is an effective, timely, impartial and just system for dealing with
employees work- related concerns and grievances.

Grievance manager

A senior manager, preferably a member of the executive team and or the

chief executive, should have responsibility for the management of the system.
This person should also be responsible for decisions concerning the course of
action to be taken in dealing with serious grievances, which may include
issues covered by the Protected Disclosures Act and disciplinary matters.

Senior Executives

Senior executives are accountable for:

ensuring access to grievance procedures is open and fair for all

employees;
ensuring people who deal with employee work- related concerns and
grievances are
adequately trained and supported;
monitoring to ensure that;
employees understand and have confidence in the system to deal with
their concerns and
grievances;
concerns and grievances are dealt with promptly impartially, justly and
confidentially follow- up occurs to ensure that outcomes of the
resolution are achieved;
people who raise concerns and grievances are not victimized; and
statistical records are kept to enable the effectiveness of the system to
be assessed.

Managers
Managers and supervisors are accountable for:

Encouraging employees to understand the agency’s procedures for resolving

work- related concerns and grievances;
Providing timely and confidential assistance to employees, including:

Advice on available options, Where practicable and appropriate, attempting to

resolve the issue at the local level through an informal procedure, Advice on
further action if a local resolution is not achieved, Follow- up and monitoring
when issues have been resolved, Ensuring the parties are not victimized, and
Keeping records in accordance with agency procedures.

Employees

Employees are encouraged to take prompt action on work- related concerns

or grievances in accordance with the agency’s procedures.

Discussion between the senior and staff members is:

FORMAL DISCUSSION

Nominee of Head- HRG will hold a Formal Discussion with the Associate.
During the
Formal Discussion, the Associate will be advised of:

a. The reasons for the warning, i.e., what conduct/ behavior, etc. has not
met the Company’s standards;

b. The improvements expected and the timescales in which they are

expected, where applicable;

c. The consequences of failing to improve the conduct/ behavior; and

d. The Associates will be advised that the fact that a warning has been
given and noted in his personal file with HR.

WORKERS PARTICIPATION IN DECISION MAKING

Basically, the two major aspects of enterprise are ownership and control.
Ownership and control has been treated as inseparable and almost one
during early stages of industrial development. However, the present
environment is different and the ‘terms’ have come into two distinct existence.
Shareholders of the company, these days, are just the owners and do not
exercise or gave no control over processes of management or day to day
decisions of the company. A distinct class had evolved which controls and
manages, whom we call managers, although the managers concentrate
themselves to the interest of the ownership. In these circumstances, the
question is whether the workers should participate in the management and
control or decision making processes.

FACLITIES \ BENEFITS COMPANY PROVIDING

TO EMPLOYEES.
• Transport
• Canteen
• Locker room
• Security
• First Aid – Clinic
• A.T.M.
• Med claim and Personal Accident
• Loan Scheme
• Awareness Scheme – Notice Board \ Quarterly Magazine
• Mode of Communication
• Grievance Handling
• Training
COMPANY PROFILE

SAMIAH INTERNATIONAL BUILDERS PVT.LTD

A Company was born at Kuwait in 1982 in style of Bharat Overseas

Construction Ltd. and it was founded by Mr. K. L. Arora (Ex.
Professor I.I.T, Kanpur ).

Mr. Jamil A. Khan joined the organization in 1985 as a Trainee Civil

Engineer and he had got the total command of Delhi Territory in
1990 at BOC Ltd.

In February’ 1994 with concern and blessing of Shri K.L. Arora

(CMD, Bharat Overseas Construction Ltd.), one project 192 SFS
Housing, Mayur Vihar, Phase- III, Delhi, was given to Mr. Jamil A.
Khan to start an independent carrier. Another Company was
founded by Mr. Jamil A. Khan to takeover the work, Assets &
Liabilities of Bharat Overseas Construction Ltd.

After passing 10 years, purposely for the better management &

control of works & co - ordination, an additional associate company
is launched in style of “Samiah International Builders Pvt Ltd.”.

“Samiah International Builders Pvt. Ltd.”, is registered with the

Registrar of Company, National Capital Territory of Delhi & Haryana,
having registered & head office at B-98, Abul Fazal Apartment, 22,
Vasundhra Enclave, Delhi - 110096 and corporate office at Samiah
House, A-35, Sector-63, Noida.

‘SAMIAH’ is managed by young professionals, Engineers and

Managers having a varied experience in the field of Civil
Construction & Management.

SAMIAH’ is involved in the construction business from last many

years.

At present 'SAMIAH’ is involved in the time bound execution of

Residential Flats for Group housing Societies at Noida, Greater
Noida, Delhi, Haryana, Nainital, Rudrapur, Hapur, and & other parts
of U.P & Uttranchal.

Samiah International Builders Pvt Ltd.’ is directly controlled by Mr.

Jamil A. Khan, he is a Graduate Civil Engineer having more than 20
years experience in the field of Housing Construction.

ABOUT COMPANY

We at SAMIAH are proud to be one of the leading Promoter and

Builder in Northern India and having developed more than 10
million sq. ft. of area into Real Estate Properties have formed
everlasting relationships with our clients & investors built through
trust, respect, outstanding service and commitment to mutual
success.

Today SAMIAH is all set to expand its real estate operations and
create edifices that will be the benchmark of architectural finesse.
With more than 15 million sq. ft. residential and commercial area
under development in various projects across 9 cities & 4 States in
India we invite you to be part of the success story.

SAMIAH - Building a strong foundation

Over the years, SAMIAH International Group has grown up as a

premier real estate organization. Today we are known for quality,
performance and speed. The architectural marvels that we have
created have not only given us recognition but also helped
developing long lasting relationships with our esteemed clients.
With technical expertise and a strong financial standing, SAMIAH
group is at the threshold of revolutionizing the Indian construction
industry.

At SAMIAH we firmly believe that the pride and joy lies in

improving the quality of life. SAMIAH does meet customer
aspirations by adding value through innovative ideas, high end
technology, design and aesthetics. Our strict adherence to quality
and commitment has helped us stand apart from the competition.

The journey since our inception has been smooth and satisfying.
SAMIAH has expanded into the whole of north India and got
recognition from blue-chip business houses as a reliable and
customer oriented organization. With thousands of satisfied
customers and in-hand projects worth 2085 crore, SAMIAH
International Group now enjoys its presence in Delhi & NCR, Hapur,
Rudrapur, Nainital & Lucknow . Our group housing projects,
townships, resorts, hotels, cottage, independent floors & villas have
got a greater acceptability with the customers. We undoubtedly
aspire to be among the top real estate companies in the near times
to come.

Understanding the needs of individual clients combined with a

strong customer service culture, SAMIAH is geared up for an
exciting real estate journey. With an eye on the future, the group is
acceleration the progress of its present projects and finishing the
deals at the fastest possible way.

Special Achievement

• Amongst the first real estate developers to be awarded with

ISO 9001-2000 certification

• Registered as a Category ‘A’ Builder in Uttaranchal and Uttar

Pradesh

• Only real estate company to get an NOC from the Govt. of

Uttaranchal for its township in Rudrapur

• Only Builder to have a consortium agreement with Air Force

Naval Housing Board to Develop townships & Group Housing
in Uttar Pradesh

• Winner of Best Upcoming Township in Uttrakhand for NRI

LAKE CITY, Rudrapur project at INDIAN PROPERTY AWARDS
2007

SAMIAH – On A Voyage of Sucess

With a large number of projects in the regions of Rudrapur

& Nainital and upcoming projects at Jim Corbett and Dehradun,
SAMIAH International Group claims to be running largest number of
real estate projects in Shivalik region. Besides, the group known for
innovative ideas, hi-end technology, design excellence and
aesthetics is running over projects across North India - NCR, Hapur,
Goa, and shortly the group is launching one premium Group
Housing project in Lucknow. With projects across 9 cities & 4 States
in India under different stages of execution & completion, SAMIAH’s
present project portfolio is worth Rupees 2085 Crore
Mr Jamil A Khan, the founder & CMD of SAMIAH International
Group, under whose dynamic leadership the company has grown as
an eminent conglomerate, is known for his versatile personality. He
has won many laurels for his outstanding contribution to the
society. Mr Khan’s selfless service to the nation and its people
helped him win National Integration Award for Peace &
National Integration and National Award for Outstanding
Services. He has proved his mettle as a dynamic entrepreneur and
won Sir Syed National Award for Best Entrepreneur in the
year 2001. He was also conferred ‘Bharat Shiromani Puraskar’
as the Best Entrepreneur

BOARD OF DIRECTORS
Success Behind All Foundation's
The Board of Directors of the Samiah International Builders Pvt Ltd.
is responsible for management and oversight of the business and
affairs of the corporation in accordance with the byelaws. This
includes management of the corporate assets (funds, intellectual
property, trademarks, and support equipment) and allocation of
corporate resources to projects. However, technical decision-making
authority regarding the content and direction of the SAMIAH
projects is assigned to each respective project management
committee.

The Current Board of Directors includes:

Mr. Jamil A. Khan, B.E. (Civil), D.C.A.

Mrs. Tabassum Jamil, M.A

Corporate Profile
A Civil Engineer by profession, Mr Jamil A. Khan started his career
in 1985. From a trainee at Bharat Overseas Construction Ltd., he
was in total command of entire Delhi operations in 5 years.

He put his entrepreneurial spirits on work and co-founded

Purvanchal Construction Works Pvt. Ltd. in 1994, and continued in
same position till 2002.

In the year 2003, Mr. Khan launched his own company Samiah
International, with a vision to provide word class lifestyle and help
in nation building. He took keen interest in building a number of
residential complexes for the employees of PMO Office, Rashtrapati
Bhawan, Cabinet Secretariat, NTPC, BSNL, Oriental Insurance etc.
He also worked for the defence system of India by constructing
Missile Attack Resistant Building for Indian Army.

His leadership and entrepreneurial skills enabled SAMIAH grow

exponentially and expand geographically. With its presence across
the whole of North India and with satisfied customers, SAMIAH is a
happy entity today.

Mr. Khan won many laurels for his outstanding contribution to the
society. A man of vision and character, Mr. Khan's selfless services
to the nation and its people helped him win National Integration
Award for Peace & National Integration and National Award for
Outstanding Services. He has proved his mettle as a dynamic
entrepreneur and won Sir Syed National Award for Best
Entrepreneur in the year 2001. Besides, he is a well-known
philanthropist and his dedication and concern for society is reflected
in his involvement in socio-economic development works comprising
education, medical aid, assistance to widows, concern for orphans
and underprivileged.

ACHIVEMENTS

We Create Miles Stones

All the time our dedicated service, work and activities are praise by the respected leaders of
society and community. "No matter what is competition, we try to find a goal that day and
better than that goal".

Mr. Jamil A Khan, CMD SAMIAH GROUP,

is receiving award from his Highness
Mr. Jamil A Khan, CMD SAMIAH GROUP Shri A.R. Kidwai, Governor of Haryana
and his Highness Shri S.C. Jamir,
Governor of Goa

DISCUSSION ABOUT P.M.O HOUSING INAUGURATION OF NEW PRIYADARSHANI

NATIONAL INTEGRATION AWARD

SIR SYED NATIONAL AWARD - 2001
for Social Services for the Peace
for Best Entrepreneur
and National Integration

EXECUTIVE SUMMARY
.
LITERATURE REVIEW

HUMAN RESOURCE MANAGEMANT

An organization is a human grouping in which work is done for the

accomplishment of some specific goals, or missions. Job of human resource
management is managing these people at work. All the activities of any
enterprises are initiated and determined by the person who make up that
institution, plants, offices, computers, automated equipments and all else that
make a modern firm uses are unproductive expect for human effort and
direction of all the tasks of management, managing the human component is
the central and most important task, because all else depends on how well it
is done.

MANAGING MEN AT WORK IS A CHALLENGING WORK

The management of man is a very important and challenging task; because it

is a job, not of managing 'men', but of administrating a social system . The
management of men is a challenging job because of the dynamic nature of
the people. No two person are similar in mental abilities, traditions, sentiments
and behavior, they differ widely also as groups and are subject to many and
varied influences. Therefore it needs a careful handling by management
personnel. If manpower is properly utilized, it may provide a dynamic motivate
force for running an enterprise at its optimum results and also works as an
elixir for maximum individual and group satisfaction to the work performed.

DEFINATION

HUMAN RESOURCE MANAGEMENT may be formally defined as a process

of “planning, organizing, directing and controlling of the procurement,
development, compensation, integration, maintenance and separation of
human resources to the end that individual, organizational and social
objectives are accomplished ". This definition is a comprehensive one and
covers both the management functions and operative functions.

OBJECTIVE OF Human Resource Management

Main objective of human resource management is " integration of interest of

employees and management".

Integration of interest of employees and management

|
|
---------------------------------------------------------
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- Recognition as an individual. - Lowest unit personnel cost.

- Economic security. - Loyalty of employees.

- Interest in work. - Co-operation of employees.

- Fair and efficient leadership. - High organizational morale.

- Safe and healthy working conditions. - Maximum productivity of

employee.

- Acceptable hours of work - Availability and stability of

adequate wages. employees.

- Fair and efficient leadership

• Compensation.

• Competency Development.
 HRM - The Concept

Human Resource Management (HRM) is an approach to the management of

people, based on four basic principles.

Firstly, human resources are the most important assets an organization has
and their effective management is the key to its success.

Secondly, this success is most likely to be achieved if the personnel policies

and procedures of the enterprise are closely linked with, and make a major
contribution to, the achievement of corporate objectives and strategic plans.

HRM - A Historical Sketch

The root of HAM can be traced back to the pioneering works of Peter Drucker
and Douglas McGregor in the 1950s. Drucker, In "The Practice of
Management" (Heinemann, 1955) conceptualized management by objectives
(MBO) and wrote: "An effective management must direct the vision and effort
of all managers towards a common goal"; this concept of visionary goal-
directed leadership is fundamental to HRM.

The Behavioural Science Movement: founded in the1960s by Maslow whose

"hierarchy of human needs” placed self-fulfillment or self-actualization at the
top of the pyramid, and Rensis Likert, who developed his Integrating "linking-
pin" principle of supportive relationships. Both these authors proposed that
organization members should, in the light of their values and expectations,
view their work as supportive and as contributing to the building and
maintenance of their sense of personal worth and importance.

The behavioural science movement made two very useful contributions to

HRM. Firstly, it underlined the importance of integration and involvement’ and
secondly, it highlighted the idea that management should accept as a basic
value the need to consciously and continuously improve that quality of
working life as a means of obtaining increased motivation and improved
results.

The Corporate Culture Analysis

The main thrust behind-the culture has come from empirical studies of the
ingredients that contribute to corporate success. "The Art of Japanese
Management" by Richard Pascale and Anthony Athos (Simon & Schuster,
1981) is one such study on the secrets of Japanese business success which
attributes much of the success to the creation of powerful organizational
cultures, from which are derived shared values between management and
workers which emphasize "mutuality" - a common interest in corporate
excellence. Another influential work was "In Search of Excellence" by Peters
& Waterman (Harper & Row, 1982). They found that companies, whose only
articulated goals were financial, did not do nearly as well as companies that
had broader sets of values. The authors observed that the excellent
companies integrate the "notions of" economic health, serving customers and
making meanings down the liDe. " Peters & Waterman also noted that the
excellent companies were people-oriented with a wide range of “People
Programmes”.

APPLICATION OF HRM

The human resource development movement in industry is aimed a facilitating

organizationally useful individual growth and development. The more an
origination promotes individual or team excellence, the more the organization
itself is likely to excel I because the work of any organization is promotes
individual or team on the work of its individual members and employee
groups.
 Role of the Human Resources Manager.

The coordination and Integration of activities in an organization does not Just

happen; It has to be worked at people tend different directions their own
sweet way. They will not necessary cooperate with one: Thus, to begin with,
the HR Manager should have three main objectives in mind.

• To gain the commitment and cooperation of all the members in his

work group.
• To get the'-group into action to achieve agreed objectives.

• To make the best use of the skills, energies and talents of an the
members.

All managers are by definition leaders, because they can only do what they
have to do with the support of their team members who' must be 1nspiredor
persuaded.to10110w them. Every HR manager should be aware that his job
is as much a but getting people, work together - team building - as 1t is about
mot!v~tingjl::ldiv1du~1 members of aim should be to build a team which is
cohesive, self-supporting and knows where it is order to buildup team spirit
and morale and feeling of shared responsibility for and having results, the HR
manager must establish and maintain mutual confidence’ and trust” and
create feelings of interdependence by:
• involving the group in deciding on the objectives and reviewing the
results.

• ensuring a free flow of communication amongst all the team members.

• encouraging in formal meetings and contacts between the members.

• taking steps to resolve unnecessary conflict but recognizing that

differences of opinion, if sensibly discussed, can be productive.

• being approachable but maintaining sufficient distance from the group

to be able to use one's authority when the occasion demands it.
• To satisfy the individual needs of his team, the HR manager-should
ensure that each member of his team:
• feels a sense of personal achievement in the work he is doing,

• receives adequate recognition for his achievement.

• feels that the job is challenging, is demanding the best of him and is
giving him the opportunity to use his abilities.

• understands what rewards he will get for good performance and what
will happen if he fails.

This means giving positive feedback for success, i.e. praise and
rewards, and negative feedback for failure, i.e., constructive criticisms
or disciplinary sanctions.

Some of the major functions performed by the HR manager are:

1. Voluntary Integration encouraging people to communicate with each

other and integrating their activities without reference to higher
authority, except where a decision is needed to resolve differences of-
opinion.

2. Meetings: setting up meetings or committees to deal with planning and

operational matters requiring integration.

3. Project Teams: setting up teams pr working parties to deal with

specific issues or problems outside the normal routine for e.g., product
development, quality control and systems development. Getting people
from different departments to work together is a good way of increasing
and developing a sense of common purpose.

4. Communications: improving the quality of communications throughout

the organization. This is partly a matter of attitude (there has to be the
will to communicate and to listen to communications), partly a matter of
structure (too many levels of management or top many separate units
or departments will inhibit communications), and partly a matter of the
systems and techniques used (the more effective use of the spoken or
written word). All this is easier ~aid than done. One cannot force
people to communicate one can only encourage them and try to
remove barriers of misunderstanding.
5. Training: The HR manager trains people to make them more aware of
the need t9 integrate and to improve communication and leadership
techniques. Courses attended by, members of different departments
can increase understanding. Team-building training which concentrates
on helping people to work better in groups is useful.
6. Planning: setting up planning procedures which involve people in
different an units and at different levels in jointly formulating policies
and preparing plans.

7. Management Information: install management information systems

which help identify . areas where joint action is required.

The following actions- could also be taken by the HR manager for

improving of the human resources:

• Conducting a productivity audit.

• Improving manpower budgeting and control techniques.

• Initiating a method improvement program

• Introducing work measurement using payment by result, bonus and

profit sharing schemes where the HR mariager1s these steps leading
to increased productivity.
 Who Can Be A Successful HR Manager ?

In addition to some natural abilities, a HR manager with growing years of

experience must learn to develop certain qualities and skills essentially
required to become an effective HR manager:-

1. Ability to work with people:

2, Ability to gain the respect and support of people. 3. Decisiveness. 4.
Enthusiasm.

5. Imagination(vision).

6. Ability t01nspire others with one's enthusiasm and vision. 7

.Willingness to work hard. 8. Analytical ability.

9. Integrity.

10. Ability to change managemer:1t style to suit occasion.

As perceived by his subordinates, the successful HR manager is said

to possess the following desirable traits:
• Empowering the subordinates, making them feel worthwhile and
important for the organization.
• A good team builder, capable of generating positive group
feeling among the members.
• Being caring and concerned for the individual's work related as
well as personal problems. Quite open and receptive to the new ideas
of others a good planner.
• Evoking a sense of confidence and trust in the subordinates;. -
being accessible to anyone who wanted to see him.
 RECRUITMENT PROCESS

Environmental Factors Affecting Recruitment Process

(i) Government and Union Restrictions: Various government regulations

prohibiting \ discrimination in hiring and employment have a direct impact on
recruiting practices. For example, the Government of India has introduced
legislation for the reservation in employment for Scheduled Castes,
Scheduled Tribes and physically handicapped persons. A certain percentage
of seats have been reserved for them by the Central and State Governments
for all categories of posts. As a result, the recruitment efforts of government
departments and central and state government organizations are influenced.
Special recruitment drives are undertaken for SC/ST candidates.

(ii) Labour Market Conditions: The employment conditions in the community

where the organization is located will influence the recruiting efforts of the
organization. If there is a labour surplus at the time of recruitment, even
informal attempts at recruiting will probably attract more than enough
applicants. However, when full employment is nearly reached In an area,
skillful! and prolonged recruiting may be required to attract any applicants that
fulfill the expectations of the organization. One of the factors that influences
the availability of applicants is, whether the economy is growing. When
companies are not creating new jobs, there is often an oversupply of qualified
labour. One symptom of this condition in recent years, has been the nearly
eleven per cent drop in recruiting visits that organizations made to college
campuses between 1992 and 1993 in the U.S. (Froiland et aI, 1993). Local
conditions are more important than national conditions unless the employer is
recruiting nationwide.

An organization's recruitment efforts must compare favorably with its

competitors. The Human Resources (HR) department of the organizations
must realize that it is competing with other organizations in the local area for
the same good job applicants. A wage survey is usually used to maintain
labour market information for the local area. Most professional organizations,
however, conduct surveys not only for the local area but for regional and
national areas as well. Professional positions require a greater regional and
national emphasis because individuals seeking professional jobs are often
more willing to relocate to take challenging jobs.

(iii)Composition of Labour Force/Workforce Diversity and Location of the

Organization:

It has become important for an organization to analyze the composition of its

workforce. Such an analysis helps in ensuring that the firms' employment
practices are fair and non-discriminatory Workforce 2000.

These significant demographic shifts in the workforce are already having a

profound impact on recruitment strategies utilized by employers. The reality is
an aging workforce, which has fewer young people entering the job market to
replace retirees, and of those new entrants 83 per cent are women, members
of minority groups, or immigrants (Bureau of labour Statistics, Blacharczyk,
1990). \The demographic and economic factors in today's society require
employers to utilize more flexible and innovative recruitment methods. To
attract and keep good people in the 1990s ~enquires flexibility as the
recruitment most.

The location of the organization and the relevant labour market will playa
major role in the composition of the workforce and therefore, on the
recruitment strategy.

Interactions of the Recruit and the Organization '

The interaction of the organization as a recruiter and the employee as a

recruit also has important ramifications for the recruitment process.
The Organization's view of Recruiting
Several factors may affect recruiting from the organization's viewpoint: The
recruiting requirements, policies and procedure of the organization, and the
image of the organization.

(i) Recruiting requirements: The information that is fundamental to the

recruitment process includes the job description and job specification. In the
absence of this information, the recruiters

The recruiting will find it impossible to determine how well any applicant fits
the job. It should be made clear to requirements, the recruiter which
requirements are absolutely essential and which ones are merely desirable.

(ii) Organization polices and practices: HAM policies and practices of an

organization also affect recruiting and who is recruited. Internal organizational
policies such as promotion from within Jive priority to individuals inside the
organization. For all practical purposes, this policy means that these
organizations will recruit from outside the organization only at the initial hiring
level. They feel that this assures the present loyal employees a secure future
and a fair chance at promotion. Most employees also favour this approach
which they consider as being fair.

{iii} Organizational image: The image of the employer can work as a

potential constraint for recruitment. All else being equal, an organization with
a positive corporate image finds it easier to attract and retain employees than
an organization with a negative image (Gatewood et ai, 1993). Welsh (1994)
in a study of corporate reputations, found that organizations such as Proctor &
Gamble, and 3M that consistently rank high on surveys such as whose of
Fortune magazine, may spend less time and effort for recruiting high-quality
workers than their less fortunate competitors who rank poorly.
The Potential Employee's View of Recruiting

Several factors like the abilities and attitudes of the applicant, past work
experiences and Influences by parents, teachers etc., affect how the recruits
set their job preferences, and how they go about seeking a job. It is important
for organization to understand these factors to facilitate effective recruiting.

(i)Preferences of recruits for organizations and jobs: Not only do

organizations have preferred and ideal job specifications for potential
candidates, but the recruits also have a set of preferences for a job. All of the
preferences or expectations may not be fulfilled. The recruit also faces the
limit of the labour market condition (number of job openings), government and
union. The job restrictions, and the limits of organizational policies and
practices. The recruit must anticipate preferences of compromises just as the
organization does. recruits affects that you will become an executive before
you choose which organization you will join.

(ii)Job search: To find the 'right job' is not always a matter of being simply in
the right place at tl1e right time. The effective job searcher tends to follow a
systematic research process. Effective job search involves several steps
including self-assessment, information gathering and networking, targeting
specific jobs, and successful self-presentation.

RECRUITMENT METHODS:

Internal Recruitment External

Recruitment
1. Personal Records and Skills Bank. 1. Direct
Application.
2. Job Posting & Bidding. 2. Employee
Referrals.
 3. Informal Methods. 3. Professional or
Trade Associates.
4. Employee Data
Bases.
5. Media
Advertisement.
6. Employment
Agencies.
7. Executive Search
firms.
8. Campus
Recruitment.

Other Recruitment Methods: Employers are responding to the competition

for human resources with a number of nontraditional recruitment strategies,
including;

1. Summer Internships: Some organizations hire students during the

summer as interns, especially the engineering and management students.,
Such programmes serve several purposes. They allow organizations to get
specific project done, expose themselves to talented potential employees who
may become their "recruiters" at school, and provide trial-run employee to
determine if they want to hire particular people full-time-. This results in pre-
placement offers (PPOs) to interns during campus recruiting. Programmers is
that students come to the organization expecting everything to be perfect at
work. When it is not, they get negative impressions about the organization
they have worked for, assuming that it is less well organized than others In
the field. Such disillusioned students become reverse recruiters. This effect
has caused some organizations to drop the programme.

2. Special- Events Recruiting: When the supply of emp10yees available is

not large or when tote organization is new or not well-known; some
organizations have successfully used special events to attract potential
employees. They may stage open houses, provide literature and schedule
headquarter visits. To attract professionals, organizations may have
hospitality suites at professional meetings. Executives may make speeches at
association meetings or schools to get the organization's image across.

3. Direct Mail Campaign: This is the most personalized form of recruitment

advertising. For 'mid - and top - level management jobs, the best candidates
may not respond to newspaper or trade journal ads, because, those
candidates are not actively seeking jobs. This technique is used to Jure
professionals who are employed but willing to consider a job with greater
opportunities. These are those professionals who are successful in their
current jobs, who are not actively looking in the market and, thus not
responding to conventional ads, and who would be motivated by a new and
greater challenge. Direct mail campaign enables a recruiter to get the
attention of desirable candidates and gives the employer an advantage over
other employers looking for some prospects.

Hiring Alternatives

1. Overtime: On a limited and short- term basis, having some employees

work overtime may be an alternative to recruitment. Employees may be
assigned overtime when a firm faces pressures to meet a production goal.
Overtime is an attractive alternative because it a temporary increase and
helps the organization avoid the cost of recruiting and having additional
employees. This provides employees with additional income. For the
organization It means using experimented, knowledgeable employees who do
not require any additional training or orientation. However, there are potential
problems with fatigue, Increased accidents, and increased absenteeism.

2. Temporary Help: One of the outcomes of downsizing epidemic and skill

shortages has been ,a dramatic rise in the use of temporary employees.
Historically, temporary employment agencies were seen only as sources of
semiskilled clerical help during peak work periods. Today, temporary
employees can be found staffing all types of jobs in organizations, including
professional, technical, and higher executive positions. Temporary he1p
agencies provide trained and experienced personnel who can be put to work
quickly and also removed.

3. Employee Subcontracting: Organizations may also contract work to on

outside firm. An organization loses some of its control over work that is
subcontracted, but If the subcontractor is dependable and produces high-
quality work at a reasonable cost, subcontracting may be beneficial.
Organizations use subcontractors usually because they have greater
expertise in producing a specialized product or service than the organizations
themselves:

4.In-houseTemporaries: Instead of relying on an outside agency to fill a

temporary position, larger employers may operate an in-house temporary
service. The employer recruits a pool of part-time and full- time workers who
are kept available to departments who need to fill a position temporarily due to
a regular employee's vacation, illness, or other reason, or due to departments
experiencing a seasonal or sudden Increase in work load. The in-house
temporary workers receive a lower benefit package, in comparison to full-time
employees.

5. Former Employees: Those executives who resigned and left in search for
greener pastures may be re-employed by the organization should they want to
come back home. With bigger and better jobs beckoning the best, executive
talent is at a premium as never before. It only makes sense for companies to
lay-out the welcome mat for valuable employees, who want to return to the
fold However, a decade ago, when an employee left a company, especially a
senior executive, he seaside to exist for the company. Today, many
companies are actively seeking out their former best and trying to woo them
back (Prabhakar and Seshan, 1996).
 SELECTION PROCESS

Selection forms a crucial manpower function. The trends towards automation

and computerization have increased the significance of this process.

Selection is a Selection is the process of securing relevant information about

an applicant to evaluate his process of qualifications, experience and other
qualities with a view to matching these with the requirements picking out men
of a job. It is essentially a process of picking out the man or men best suited
for the organizations' best suited for requirements. Selection standards and
personal qualities of candidate determine whether or the organization not he
is placed on a job. Explicitly, selection standards are adjusted to the needs of
the organization and labour market situations. The applicants pass or fail on
specific selection standards of "hurdles" and those surviving these standards
or hurdles for specific jobs are placed in vacant positions. Thus, an effective
selection programme is a non - random process because those selected have
been chosen on the basis of the assumption that they are more likely to be
"better" employees than those who have been rejected.

The concept of strategic selection aims to provide a link between the

company's business demands and the 'kind' of personnel who can deliver the
demands there on. Because improper selection is so costly, management
must make better use of all available techniques to ensure that the majority of
those who are hired will work to the ultimate advantage of themselves and
their organization.
Each step shown in the above selection model is important in
developing a proper selection procedure

Step I: Examination of the Job(s} having vacancies

This step consists of job analysis. A thorough knowledge and

understanding of a job is of
paramount importance and must precede the use of any test .in the
selection of workers. ..

Step II: Selection of Criterion and Predictor.

The second step involves two things., choosing an indicator which

measures the extend of :'how "good" or successful a worker is
(typically referred to as the criterion) and choosing a particular
measure that can be to predict how successful a worker will be on the
job. (typically referred to " as the selection device or predictor ” ).

Step III: Measurement of Performance.

Once the criterion and the predictor have been selected it is necessary
to obtain measures on both from a sample of workers on the Job. This
can be done either by giving the predictor to present employees and
simultaneously obtaining criterion measures, or by giving the predictor
to new hires and waiting for a specific time before obtaining the
criterion measures.

Step IV: Relating Predictor to Criterion.

The fourth step involves determining whether a true and meaningful

relationship exists between the employee scores on the predictor and
the criterion. Establishing the existence of such a relationship is called
assessing the validity of a predictor.

Step V: Deciding upon the Utility of the Selection Device.

Making the final decisions as to whether to use the predictor to select

new job hires depends not only upon the size of the relationship found
and its significance; but also upon many other" conditions; the number
 of applicants, number of job opening, base rate, respective vacancies
of the successful and unsuccessful worker groups.

Step VI: Re - evaluation

The fact that the predictive situation is a dynamic, ever - changing, one
should never be forgotten. What makes for good selection today may
not be at all appropriate tomorrow, applicants change, jobs change,
and employment conditions change, Thus any good selection
programme should be re -evaluated periodically to make certain it is
doing the job for which .it has been designed;

Determining the Utility of a selection Instrument

The utility of a prediction device is the degree to which its use improves the
quality of the people being selected b\3yond what would have occurred had
that device not been used. There are several factors, which are critical in
determining utility in any situation involving group selection. These variables
are:-

i. Criterion reliability

ii. Criterion relevance

iii. The selection ratio

iv. The percent of present employees considered successful

Predictor Validity: The primary statistical index influencing the utility of any
prediction instrument is its validity. Some Illustrations are given In Fig. 6.2 In
which two different predictor - criterion relationships are shown, Ode with a
validity of 0.00 and the other with a validity of 0.70. In both cases cut off score
on the been established that allows us to take the top 50 percent of the
people taking the when we look at Predictor A, we . score of the "accepted"
group is exactly the same as the rejected group. However, in Predictor B, we
get quite a different picture. We can see clearly that those people above the
cut off seem to do better on1he criterion than do those below the cut off.

In many organizations, intake of fresh manpower that is, entry level is specific
to the lowest level in that particular cadre. The first preference is to
promote/select from within, using criteria like suitability, merit, seniority or a
combination of these. Only after this source has been tried and found lacking,
would the organization going for external hiring.

Advertisements: Advertisements in the press, both national and regional is

an age - old practice. Lrne press is the principal accepted media of
communicating to the public at large, and to potentially interested candidates,
in particular. Dailies now follow the practice of clubbing job advertisements
and releasing them in special sections, on fixed days of the week. The basic
job data for an advertisement will be called out from the job description)

Head Hunters: A rather gruesome colloquialism, but nevertheless one that

ha~ gained common parlance. There IS a wide variety to choose from, In
response to companies' demands for managerial personnel at all levels to
man their organizations, given the Central Government’s New Economic
Policy Programme Implementation since 1991. This has meant the arrival of
MNCs as major players in a big way either directly or through joint ventures.
Simultaneously, Indian companies have had the floodgates of opportunity
opened to them with removal of restrictions on growth areas of their choice.
Head hunting is a lucrative business."

When a company IS setting up or expanding operations and needs a lot

womanpower time, a placement agency is then hired on a retainer basis.
Poaching: Employee poaching is an age-old phenomenon. Poaching is
employing person, working for another company the traditional value system;
this was frowned

Poaching IS respected the other organization’s right to hire and retain its
employees. In the present SCenqr10, employing a . it is a no holds barred
marketplace with the concept of employee a no 'holds barred market' person
working place with the concept of employee loyalty having changed with
tempting and challenging offers for another available all the time. Poaching
does create two kinds of internal distortion. First, is the denial company of
opportunity of existing employees and the second, adjustments in the
compensation package?
in order to attract the competent outsider.

Networking (Word of Mouth): This is an informal approach to source

manpower. Concerned people in the organization communicate with their
friends and counterparts - vendors, business associates., clients, trade unions
(if relevant), advertising agency, existing employees, seeking names of
suitable people for job vacancies they may have. This method is useful for
attracting people, who maybe reluctant to write in an application, but may well
be interested in a chance.

Steps in Selection Process (Techniques of selection

Process)

1. Application Blanks: Application blanks are frequently used as selection

devices. These blanks vary from small one - paged sheet to several folders
consisting of hundreds of items regarding highly the applicant's history.
Application blanks generally have two functions:

(i) They provide pertinent information about the employee, which the
organization will need if the individual is hired. For example, age, sex..
Marital status and so on.
 (ii) They are designed to gather information about job applicants, which
the personnel officer feels pertinent. For example, work experience and
references.

If the application blanks consist of the proper items, the personal history Items
can be effectively used. Usually, the past provides indications regarding the
future. The most effective predictor of job success is his demonstrated ability
to perform effectively on a similar job. '",

In general, application blanks is a highly structured instrument in which the

questions have been standardized and determined in advance. Information
requested on an application blanks is concerned with 'personal history'. It
includes items dealing with the previous work and life - history other applicant.
Weighted application blanks can be prepared on the basis of information
regarding personal history items associated with job success. Suppose, if
academic achievement is markedly associated with success in executive jobs,
it is assigned a relatively high weight. It is not possible to prepare a weighted
application blank for all jobs in general. Rather, attempts should be made to
prepare weighted application for specific jobs and specific organizations.
Application blanks are not as effective practically as they appear the erotically
sound. Sometimes, the applicants tend to exaggerate their abilities.
Sometimes the personnel department members are not aware of the proper
evaluation procedure of blanks and accordingly cannot make their effective
use.

2. Reference Checking: Many times job applicants required to produce some

of commentary evidence that they performed satisfactorily In one or more of
their past positions,

The previous employers and schools can provide useful information. Attempts
may be made to make personal visits and telephone can’s to procure
objective responses, It is an effective practice to send a brief questionnaire
involving. Checking answers instead Requiring a great deal of writing. The
enquiries should be as specific and precise as possible

The difficulties with using references as guides in the selection of job

applicants are many. One must always be concerned with the accuracy of the
description provided in the recommendation. There are perhaps four major
reasons for a letter of reference to be inaccurate content.

(i) Knowledge of Applicant: Many times employers are asked to provide

letters of reference -'-to terminating employees of whom they have little or no
direct knowledge. Indeed, in some organizations "form" letters of
recommendation are provided to all employees who terminate on a voluntary
basis, such letters merely indicate that the employee was not fired, and
certainly are totally useless to other employers as far as providing any real
information about the applicant's talents or potential for success.

(ii) Ability to assess applicant: Eve [1 if the employer has had sufficient
exposure or contact with the worker to become familiarity his talents, there is
then the question of the degree to which the employer is capable of getting an
accurate impression of the worker].

(iii) Ability to describe applicant: Assuming that the employer has both the
ability and the opportunity to evaluate his workers, many people do not have
the writing skill to transmit their impressions accurately to another person via
letter. To the extent that the employer lacks the ability to communicate in this
fashion, the accuracy of the recommendation is going to suffer.

(iv) Willingness to be accurate: Reluctance on the part of the employer to

portray the unfavorable aspects of those he is asked to recommend is the
most serious obstacle of all. Sometimes such reluctance arises out of a
general tendency to be "kind" or "charitable" to the departing employee. In
other words, the employer makes a bad employee sound good just to get rid
of him.

Traditionally, there are four approaches to securing letters of reference':

Usually, the former employer is asked to write a letter describing various
aspects of the candidate, sometimes a questionnaire is used or a form is
provided and the former employer is asked to give detailed information where
known.

The U.S Civil Service Commission uses the questionnaire approach, sending
the Employment Recommendation Questionnaire (ERQ) to an applicant's list
of references. Extensive research on the ERQ has demonstrated that even
this objective - questionnaire approach has limited predictive validity.

An interesting and potentially useful way of checking references

involves the forced Choice Questionnaire. :

In this situation, the person giving the reference is forced to choose the one
item in each of a number of pairs of items that best describes the former
employee. What makes this unique is that the items in each pair appear to be
equally favorable to the employee. The forced- choice reference check is
usually limited to selection for c1erical or other types of jobs that an
organization fills in large numbers.

Another way of checking references is to interview the persons over the

telephone. A skillful interviewer can obtain a more accurate and thorough
evaluation of a candidate in this manner than with a questionnaire or letter.
More specific as well as follow-up questions can be asked in a telephone
conversation because it is a more flexible interview situation, A costly and
time - consuming approach is the field investigation in which references are
interviewed in person. It can elicit a great deal of information not obtainable
through letters.
The amount of effort a prospective employer is witting to expend on checking
an applicant's references depends on the level and importance of the job, a
point equally applicable to all selection techniques.

Physical Examinations - Physical examinations are frequently conducted

and used for , differential placement purposes rather than rejection of
applicants. Most jobs are subject to the candidate being medically fit, as
certified by the company doctor or the civil surgeon. Large organizations have
their own medical clinics while the small organizations refer to private clinics.
Physical examination helps in effective manpower utilization by stressing
differential placement involving assessment of an individual's capacities and
matching them with several job possibilities in the organizational setting.
Companies have now started taking interest in employee health and welfare
by conducting periodic health camps, providing insurance cover, conducting
safety programmers, designing safety equipment and providing a safer
working environment. A healthy employee is in the interest of the
organization, as sickness, leave and benefits could be costly and counter
productive. Physical examinations are of the utmost significance in selective
or differential placement.

Physical examination serves the following purposes:

i) It gives an indication regarding fitness of a candidate for the job

concerned.

ii) It discovers existing disabilities and obtains a record thereof, which

may be helpful later in deciding the company's responsibility in the
event of a workman's compensation claim.
iii) It helps in preventing employment of those suffering from some type
of contagious diseases.
iv) It helps in placing those who are otherwise employable but whose
physical handicaps may necessitate assignment only to specified jobs:-
Psychological Testing - An important personnel selection technique is the
psychologica1 test. .A:.S virtually everyone can attest, the use of
psychological tests is widespread at all levels and periods of life.
Psychological tests are used in organizations for several purposes including
selection and placement of employees, transfer and promotion of employees,
determining training needs and evaluation of training programmers, and
counseling. Many organizations administer tests not only to applicants but
also to current workers to determine which ones have the ability to be
promoted .

Purposes of Psychological Tests: - The basic assumption underlying the

use of tests in personnel selection is that individuals are different in their job
related abilities and skills and that these skills can be adequately and
accurately measured. The emphasis is in on finding a person with the right
qualifications for a particular job; the stress is on the job itself and on trying to
select from among many applicants the ones who will succeed on that job.
Tests seek to eliminate the possibility of prejudice on the part of the
interviewer or supervisor. Potential ability only will govern selection decisions.
Tests may uncover qualifications and talents that would not be detected by
interviews or by listing of education and job experience.

Types of Psychological Tests:- Psychological tests may be categorized into

various groupings depending upon the particular purpose of the classification
system. There are a number of ways to categorize psychological tests. They
can be discussed in terms of how they are scored, constructed, and
administered, or in terms of the kinds of behavior they are designed to
measure. There may be group or individual tests, instrumental or paper and
pencil tests, aptitude or achievement tests, personality and interest tests,
power or speed tests.

• Individual and Group Tests:- There are number of tests which are
designed to be administered individually, that is, they cannot be given
 simultaneously to two or more people by a single tester. For vocational
guidance and counseling and for clinical and diagnostic work with
emotionally disturbed persons, individual tests are preferred. It is
usually possible to delve more deeply into the behaviour being
measured by using an individual test. Individual tests are more costly
and, therefore, are used to a lesser degree in industry than are group
tests Other limitation is that the behaviour of the individual is more
dependent upon the skill, sensitivity, and friendliness of the test
administrator. An example of individual test would be the Stanford -
Binet intelligence scale. Some tests are designed so that they can be
administered to a large number of people at the same time. These
group tests are advantageous in a situation that requires the testing of
many people. A test designed for group administration can be given to
20, 200, or 2000 applicants; the only limit is the size of the testing
facility. The examples of group tests are Purdue Vocational
Achievement Tests, the Adaptability Test, Wonder lick Personnel Test,
etc.

• Instrumental or Paper and Pencil Tests:- The instrumental tests

make use of tools and -usually are individual in character. Mechanical
ability, for example, is tested better by having the applicants perform a
series of mechanical operations than by having them answer questions
about the nature of these operations. For the evaluation of more
complex skills, expensive equipment may be required. Instrumental
tests may1ake longer t9 administer than paper-and- pencil tests and
also may require an individual testing situation. The paper-and-pencil
tests are usually group tests involving written responses. The questions
are in printed form and the answers are recorded on an answer sheet.
Most of the standard group tests of intelligence, interest, and
personality are paper-and-pencil tests. The examples would be MMPI,
MPI, CPI, etc. The example for instrumental test would be, The Pinter
Paterson Scale, The Arthur Point Scale etc.
• Achievement or intelligence Tests:- These are also called
'Proficiency tests'. These measure the skill or knowledge which is
acquired as a result of training programme and on the job .

• Aptitude or Potential Ability Tests:-, These tests measure the latent

ability of a candidate to learn a new job or skill. These tests assess an
individual's potentiality to learn a job through adequate training and are
effective if applicants do not possess earlier job experience.
Instruments used are variously described as tests of 'intelligence”
mental ability,’ mental alertness', or simply as 'personnel tests'. These
are of three types:

a. .Mental Tests These measure the overall intellectual ability or the

intelligence quotient (I.Q.) of a person and enable us to know whether
he has the mental capacity to deal with new problems. These
determine an employee's fluency in language, memory, induction,
reasoning, speed of perception and spatial visualization.
b. Mechanical Aptitude Tests These measure the capacity of a person
to learn a particular type of mechanical work. These are useful when
apprentices, machinists, mechanics, maintenance workers, and
mechanical technicians are to be selected.
c. Psychomotor or Skill Tests These measure a person's ability to do a
specific job. These are primarily used in the selection of workers who
have to perform semi-skilled and repetitive jobs, like assembly work,
packing, testing, inspection and so on.

Personality Tests Personality tests are still used for selection

purposes despite evidence casting doubt on their predictive validity.
These tests discover clues to an individual's value system, his
emotional reactions, maturity and his characteristic mood. The tests
help in assessing a person's motivation, his ability to adjust himself to
the stresses of everyday life and his capacity for interpersonal relations
and for projecting an impressive image of himself The personality tests
are basically of three types:
 • Objective Tests These measure neurotic tendencies, self-sufficiency,
dominance, submission] and self-confidence.
• Projective Tests In these tests, a candidate is asked to project his
own interpretation onto certain standard stimuli. The theory behind this
approach is that an individual will project personal thoughts, desires,
and wishes underlings onto this amorphous structure in an effort to
give it some meaning.
• Situation Tests these measure an applicant's reaction when he IS
placed in a peculiar situation, his ability to undergo stress and his
demonstration of ingenuity under pressure.

These tests are time consuming and must be administered individually.

Extensive training and experience are required to interpret them
properly. Although projective techniques are used in personnel
selection, particularly at the executive level, the evidence against their
use is overwhelming. Interest Tests These are designed to assess
individual predispositions. Motivation and application orientation. These
tests are used for vocational guidance, and are assessed in the

• Speed and Power Tests Some tests are constructed so that every item is
very easy - the task IS to complete as many items as possible in a short
time. When test performance is based primarily upon the speed with which
one works, the test is referred to as a speed test. The other extreme would
be a test where the items were difficult and the person was given as much
time as necessary to complete the items. In such tests a person's score is
based exclusively upon his ability to answer the questions correctly, no
matter how long it takes. This type of test is called a power test. Tests of
clerical ability are an example of speed test whereas power tests may
include, Tweezers Dexterity Test etc.

• Essay and Objective Tests The essay type test is perhaps one
of the oldest methods to test the candidate's ability to organize his
thoughts clearly and logically recapitulate important events, dates and
relevant material. Lord Macaulay, has been credited with introducing
this concept for the Indian Administrative Services. On the other hand,
objective test has one correct answer and does not require a candidate
to write extensively. Those tests try to check the powers of mental
ability and reasoning and above all, find out whether the candidate is
clear in his mind and has understood and internalized the concepts.

• Language and Non - Language Tests Sometimes it is

important to distinguish between those tests which require a knowledge
of a particular language (English) in order to understand either the test
instruction or the test items themselves. All such1ests are called
Language tests because performance on them depends partially upon
the language ability of the tests, regardless of type of ability the test is
designed to measure. In some cases it is desirable or necessary to
avoid the language bias of a test. For example, to test the mechanical
ability of people who are illiterate, using the test that has complicated
written instructions would be quite inappropriate. To solve this problem,
tests have been constructed in certain areas which are "language free"
tests. They require no language skill on the part of the tested. These
are referred to the' non- language’ tests.

• Computer - Assisted Testing A dramatic innovation, computer-

assisted testing, was developed at the Personnel Research and
Development Center of the U.S. Civil Service Commission. Designed
for large-scale group testing, computer assisted testing is nevertheless
an individual testing situation in which the person taking the test
interacts with a computer. The advantage to computer-assisted testing
is greater than just the mechanical presentation of questions. This
testing considerably reduces the time needed to take a test. Testing
can occur at any time a candidate applies for a job, not just when a
qualified test administrator is available. A wide range of abilities can be
measured in a short period of time, thus ensuring that the motivation
and interest of the test taker will not wane. Also, immediate feedback is
 available to the personnel department; the computer provides the
applicant's scores in a matter of seconds.

Problems of Administering Tests in Industry

There are several problems that arise in giving tests in industry.

(i) Applicants or employees who perform tests are likely to be cautious.

(ii) Regardless of their success on the job, employees worry about the
test, for they feel that poor test performance may cost them their job.

(iii) Employer has a serious morale problem on his hands.

(iv) Much of the anxiety of employees can be relieved by statements to

the effect that the testing programme to be used in the company in the
future will depend upon whether the established employees do well on
the 1ests.

(V) The attitude of the examiner while administering the tests is

important. He must know how to cope with unanticipated responses
during the testing. The person administering the test programme not
only should be trained in psychological testing techniques, but also
should spend an apprentice period with an experienced examiner.

Precautions in using Selection Tests

Test results can help in selecting the best candidates if the following
precautions are 1aken :

(i) Norms should be developed as a source of reference on all tests

used in selection and on a representative sample of people on a given
job in the same organization. Norms developed elsewhere should not
be blindly used because companies differ in their requirements, culture,
organization structure and philosophy.

(ii) Some "warm up" should be provided to candidates either by giving

samples of test, and / or answering queries before the test begin
 (iii) Tests should first be validated for a given organization and then
administered for selection of personnel to the organization.

(iv) Each test used should be assigned a weight age in the selection.

(v) Test scoring, administration and interpretation should be done by

persons having technical competence and training in testing.

Ethical Standards of Testing

In recent years, the general attitude toward psychological testing has become
increasingly critical. Popular books and articles have attacked not only the use
of tests, particularly in the public school systems, but also their widespread
use in industry and government for selection purposes. Many people react
with uneasiness, anxiety, or even fear to test taking, and this reaction may be
mixed with suspicion and hostility Labour unions have rarely encouraged the
establishment of testing programmes in industry. They seem to believe that
testing serves only the company, never the employee.

The American Psychological Association is justifiably concerned about the

ethical practices of all psychologists, whether engaged in research in
university or selecting persons for jobs in business. Some tests have been
used for selection in the absence of adequate validity data. This is harmful to
the applicants and surely does not represent a concern for their dignity and
worth.

The ethics code of the APA discusses proper safeguards for the distribution
and use of psychological tests.

• Test Users. Those who administer and interpret tests should be aware
of the principles of psychological measurement, of validation, and of
the limitations of test interpretation. They must adhere strictly to the
 standardized procedures for administering a test and make every effort
to achieve in the scoring and recording of test results. '

• Test Security. Actual questions from tests should never be reprinted in

any public medium such as a newspaper or magazine. The sale and
distribution of tests should be restricted to qualified users.

• Test Interpretation. Test scores should only be released to those

individuals who are qualified to interpret them. For example, the scores
should not be given to anyone outside of the personnel department
such as the applicant's potential supervisor unless he or she has the
training necessary to interpret the scores.

• Test Publication. Tests should not be released for use without

adequate background research to support the claims of the test. Fully
informative and current test manuals containing data on reliability,
validity, and norms should be made available with all tests. It should
not be released for public use without an adequate objective data to
support their merit.

Limitations of Interviews

It is fortunate that in at least some organizations the interview is not the sole
selection technique t because it is notoriously inaccurate by itself. There area
number of additional problems with its use for selection that must be
overcome.

• Failure of Interviewers to agree several interviewers to agree in their

assessments of the same applicant, particularly with unstructured
interview technique. The more highly formalized or structured is the
procedure, the greater will be the agreement among interviewers. This
is not widely practiced.

• Failure to Predict Job Success. Even if the problem of interviewer

consistency were solved' inhere remain the difficulties with the
 predictive accuracy or validity of the Interview technique. The major
cause for the Jack of predictive utility is that the interview is a
subjective interpersonal process. The interviewer's assessment of
candidate can be distorted by person are prejudices as well as by the
nature of the interview situation, Interviewers tend to be affected much
more by negative information about an applicant than-they are by
positive information.. One or two negative Items about a potential
employee can cause an Interviewer to overlook or Ignore more I
positive information, no matter how important it is. .

• Stress of the Interview Situation. In an interview, it is natural to

expect a certain amount of nervousness on the part of the applicants.
A trained and experienced interviewer can How sympathetic,
understanding and friendly the interviewer appears can influence 1
applicants behaviour, which, in turn, influences the interviewer's
assessment. Stress in the 1 interview situation can also operate on
interviewers, particularly if they are behind in their quotas!! and are
being pressured by the home office.

• Interviewers' Standards of Comparison: The Contrast Effect. Many

interviewers see many job applicants, often one after another, and how
they evaluate a particular applicant depends on the characteristics of
those persons whom they had interviewed previously. Interviewers
often do not have any standard for the kind of person who is
considered, How favorable an applicant appears depends on how good
or poor the others are in words, the standard for the suitable employee
is constantly changing.

• Interviewers' Prejudices. Another characteristic of interviewers that

can influence judgment is their own likes and dislikes. Men interviewers
may believe that women are of performing certain kinds of jobs.
Majority group members may believe that minority - members are
unwilling to work hard. Biases can operate both ways.

GUIDELINE FOR IMPROVING INTERVIEWS

 1. An Interview should have a definite time schedule with ample time for
interview. It should not be hurried.

2. The Impersonal Approach should be avoided.

3. Interview should have end when sufficient information has been

gathered.

ANALYSIS

After collecting information I have analyzed and interpret the data. In

analyzing the data result has been shown by these charts

Q-1 Are recruitment and selection process consider important part of

HR Department?

Yes 100%
No 0%

100

80

60
Yes
40 No

20

Q-2 Are recruitment and selection process a time consuming process?

Yes 35%
No 65%
 70
60
50
40 Yes
No
30
20
10
0

Q-3 Are Employees satisfied with these process?

Yes 76%
No 24%

80
70
60
50
Yes
40
NO
30
20
10
0

Q-4 Can better utilization of these process helpful to enhance the

productivity of the company?

Yes 93%
No 7%

100

80

60
Yes
40 No

20

Q-5 Do these process have greater impact the other working of HR?

Yes 87%
 No 13%

100

80

60
Yes
40 No

20

FINDINGS

After analysis and interpretation of the data. I have got these findings.

) Recruitment and Selection process is very important part of HR.

2) Companies think that these processes are time consuming but are very helpful to
enhance the productivity of the companies.

) Employees are not to be fully satisfied with these processes.

4) These processes also have greater impact over other workings of HR and other
department workings.
SUGGESTIONS

Every organization try hard for perfection, but it is not always possible,
because of the organization only tries towards achieving the perfection
without making themselves perfect.

Following are sum of the suggestion which in my opinion would be helpful for
the organizations in achieving its objective in a effective and efficient manner.

1. There is need of departmental structure to be changed so that their

should be smooth flow and access to the information required.
• Data collection department.
• Selection of relevant data.
• Interview department.
• Final selection department.

2. There should be regular seminar and workshop both technical and

spiritual to boost up the moral and confidence of the employee to make
best out of them.

3. There should be system in which if project is completed in stipulated

time frame, team could be awarded by holiday, monetary firm or by
other means.

4. To make the environment of any organization pleasant there should

be some basic things present in the organization like energetic
cafeteria, gym, transportation facilities.

5. There should be regular discussion and meeting between

subordinate to their higher officer for the smooth and direct information
and problem regarding to the organization.

6. There should be a medical scheme or facility for their employee and its
dependent, which will help them to get treatment in case of emergency
 without worrying for huge amount of instant money requirement. These
cards also include the scanned photograph of the authorized user.

7. There should be a proper record of working employees and new

joining.
8. The data can be collected from the

• Personal data bank

• Campus
• Newspaper, magazine, journals and internet.
• Consultant
• Own employee
 CONCLUSION

1. These companies involved in the providing of Technical Skill to the

Construction based companies like:
• DLF
• CROSSING REPUBLICS
• VIGNESHWARA DEVELOPERS
• ERA GROUP
• GOLF LINKS
• JAYPEE CONSTRUCTIONS.

2. Some of Companies mostly have their own Institute, which helps

people to learn technical skill.

3. Since these companies has a very sound recruitment structure

normally it gets good employee.

4. The selection process of these companies is very tough.

5. Though the grievances are there are certain steps, which slightly
minimize the turnover of the employee generally we found majority of the
employee happy with their salary and facilities given by companies
 BIBLIOGRAPHY

BOOK:

• Author – Prof. Narender K.Chadha.

• Title – Selection and Recruitment.
• Place of Publication – New Delhi.
• Publisher – Shri Sai Printographers.
• Date of Publication – 2002.
• Number of pages referred –

WEBSITE:

• www.google.com
• www.samiah .net
• www.newspaperachieve.com

ARTICLES:

• The Hindu.
• The Times of India.