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INTRODUCTION
INTRODUCTION
RECRUITMENT & SELECTION:
Recruitment is an important part of a business' human resource planning. Recruitment is the process of searching for the prospective employees and stimulating them to apply for jobs in the organization. Once the required number and the kind of human resources are determined, the management has to find places where required human resources are/will be available and also work out strategies for attracting them towards the organization before selecting suitable candidates for jobs. This process is generally known as Recruitment. It is a process through which an organization brings in new employees to revamp its operations. The objective of this process is to identify right talent who qualify for the required vacancies, aligning with the short-term and long-term objectives of the organization. According to Edwin B Flippo, recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization". The overall aim of the recruitment and selection process is to obtain the number and quality of employees that are required in order for the business to achieve its objectives.
It is important to appreciate that recruitment is a continuous process - because of: Staff departures (e.g. retirements, sackings, resignations) Changes in business requirements (e.g. new products, markets, expanded operations) Changes in business location (a relocation often triggers the need for substantial recruitment) Promotions Recruitment is becoming more and more important in business. In particular, this reflects the increasing need for a well-motivated and flexible workforce that requires less management supervision.
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smoothly. In order to adopt or initiate good recruitment policy or procedures, the management should be thorough with all the techniques in the methodology used in recruitment selection policy.
The scope of this project extends to learning about latest developments and best practices in HR Recruitment, and Organizational Development. It will cover many existing HR issues like Recruitment, Retention Strategies, and Organizational Transformation etc.
Identifying, mapping, measuring, objectively analyzing and improving HR services within the existing organization structure Findings of this project will be used as an important document for creating well defined package of HR solutions for Himansu IT Services Limited All the work done during this project is for the internal purpose of Himansu IT Services Limited
RESEARCH METHODOLOGY
The different phases of the study will include Studying, Analyzing, Mapping, Redesigning and implementing various recruitment practices of Satyam Computer Services Limited. Description of various phases is as follows Define the process and establish its boundaries, do initial data gathering (e.g. Existing process maps, performance measures), develop high-level problem hypothesis Document the Recruitment process, and retention strategies refine the problem hypothesis, establish Key Performance Indicators (KPIs), measure baseline KPIs, draw-up retention strategies for benefits Design the process, revise the process flows and define any additional interventions required, establish benefits targets. Run a pilot implementation where there are significant uncertainties about aspects of the new process, use this to adjust process flows, validate benefits, and develop implementation plans Implementation. Put new strategies in place, carry out analysis, establish performance measurements (KPIs, benefits tracking), set up employee feedback report and hand over back to company
Data Collection
Primary Data It is collected through existing recruitment & selection process of Dr.Reddys & interaction with various HR managers all over India.
Secondary data: It is gathered from journals, internet, operation manual & books on recruitment & selection process.
Chapter -II
COMAPANY PROFILE
Dr.Reddys Laboratories Ltd. is the technology driven and science based organization while their focused in the past has primarily been process development they are now directing their efforts and resources towards basic research and innovative process technology Dr.Reddys Research foundation. Dr.Reddys Laboratories to occupy a unique position among pharmaceutical companies in the Indian markets. Dr.Reddys Laboratories is on of the largest producers of bulk drugs and one of the major forces in the world for commodity bulk drug with a wide range of bulk drugs and finished dosages forms, The company has been a pioneer in India to redevelopment of latest bulk activities especially quinolines Anti-hypertensive, and pain relievers. The company accounts for more than 1/3 of Indian formulation industries consumption of these products. The mission of the company is to achieve global leadership as manufactures of quality but that you substances and finished formulations. This lead to the expansion of companys activities in international markets, and the vision of the company is to be of the leading pharmaceutical company across the globe, led to the establishment of companys second formulation manufacturing with state of art technology in the areas of production, quality control and research development. Dr.Reddys Laboratories Ltd. research and development team of highly qualified scientists proved to be among the best such outfits in the country. It is the first to introduce 3 to 4 drugs in the country every year. Its strength is also its ability to develop process in a short time for new drugs. The whole department worked as team to facilitate faster development of new drugs and environmental area during the years reduces consumption of water and efficient generation. The company has also continuously developed and re-engineered its manufacturing process in order to device a new and innovative process of manufacturing which resulted in less affluent generation.
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The company today has its subsidiaries in India, Hong Kong, Singapore, Russia, Netherlands and Antilles Kingdom of Netherlands, Joint Venture in Russia, Brazil and Uzbekistan.
2. 3. 4. 5. 6. 7.
B D-2- Bollaram,Hyderabad. B D-3- Bollaram,Hyderabad. B D-4- Bollaram,Hyderabad. B D-5- Miryalaguda. B D-6- Pydibheemavaram. B D-7- Pydibheemavaram.(EOU
MARKET
The company exports bulk drug to nearly 70 countries and its formulation to Geographically Strategic areas. The formulation is exported to Russia and other CIS Countries. Chine, Vietnam, South East Asian Countries, middle east, Bangladesh, Sri Lanka and Romania. Dr.Reddys specializes in manufacturing and marketing of bulk Pharmaceutical Biotechnology. activities, finished dosage forms, Diagnostics kit and in
To produce high quality products it is not enough Dr.Reddys Laboratories Ltd. has a wide network of 24 consignment agents in the country who hold inventories but a possible down to 1200 stockiest who in turn feed 10,00,000 retail outlets all over India.
PRODUCTS:
Dr.Reddys Laboratories Ltd. bulk drugs and tablets and capsules. It produces tablets like OMEZ (OMPEPRAZOLE), Periestiel (cisapride), Nise (nimesulide), Stamlo(Amlodipine), Enam(enalapril meleate), Lanzap (Lansoprazole),Lomoday (lenoflxaon), it also produces bulk drugs like S.No. 1. 2. 3. 4. 5. Name of the product Quanapril Ranitidine Naproxine Famotidine Enapril Production Capacity per month 100kgs 30MT 13 12MT 750kgs 100 kgs Application of Drug Anti Hypertension Anti Ulcer Anti Inflammatory Anti Ulcer Anti Allergenic
Nature of Activity:
The quality is given prime importance in the manufacture of products in Dr. Reddys Laboratories Ltd. at the each and every stage the sample of the product is taken and tested if it is according to the prescribed standards then it will be processed otherwise it will be send back. The quality of the raw material is also checked while the material is going for production.
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Human Resource Policy: Always select employees who are the best of available candidates.
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Active participation in professional association. Maintain high standards of discipline. Encourage free flow of ideas and suggestion all rounds so that employees can give there best in a free and domestic atmosphere. Maintenance of high standard of working conditions cleanliness all. Give opportunity for self- development. Encouraging participative management Providing Internal training courses External training courses Participating in seminars Participating in lectures at institutions of management.
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Mintop Forte Customer Convenience Pack APF The Asia Packaging Federation Entrepreneur of the Year 2001 Ernst & Young Healthcare and Life Sciences 2001 India Best Employers in India 2004 Hewitt CNBC TV 18 Business Development Deal 2005-2006 Express Pharma Pulse Awards Pharma Excellence Awards Leveraging Global Opportunity 2005-2006 Pharma Excellence Award IBLA Indian Corporate Citizen of the Year 2005 Operational Excellence 2005-2006 Pharma Excellence Award
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Chapter - III
INDUSTRY PROFILE
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Bulk Drugs
Bulk drugs are medicinally effective chemicals. They are derived from 4 types of intermediates (raw materials), namely Plant derivatives (herbal products) Animal derivatives e.g. Insulin extracted from bovine pancreas Synthetic chemicals Biogenetic (human) derivatives eg Human insulin Bulk drug discovery requires intensive and expensive research. So new drugs are patented1 by the innovator to ensure commercial gains on his R&D investment. When a drug goes off-patent it becomes generic. Bulk drugs can be broadly categorized as under patent generic or off-patent.
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A patent provides exclusivity of manufacturing/ licensing to the discoverer ie patent holder for a stipulated time period. Formulations Doctors, post-diagnosis to cure a disease or disorder in the patient primarily prescribes formulations. To prevent misuse/ incorrect administration, most formulations are disbursed by pharmacies only under medical prescription and these are called ethical products. However, some formulations such as pain balms, health tonics etc can also be purchased by users directly. These are called over-the-counter (OTC) products. Formulations can be categorized as per the route of administration to patients, Oral ie tablets, syrups, capsules, powders etc taken internally. Topical i.e. ointments, creams, liquids, aerosols that are applied on the skin. Parenterals i.e. sterile solutions injected in an intravenous or intramuscular fashion. Others such as eye-drops, peccaries, surgical dressings etc.
Why US market is such a lucrative? World Audited Market North America European Union Rest of Europe Japan Asia, Africa and Australia Latin America TOTAL 2003 Sales ($ban) 229.5 115.4 14.3 52.4 37.3 17.4 $466.3bn % Global sales ($) 49% 25 3 11 8 4 100% % Growth (constant $) +11% 8 14 3 12 6 +9%
market has a share of around 50% of the Global sales [~229.5%] In of that Generic drugs sales accounted for 15-20$bn. In US, 180 day exclusivity will be offered if the company successfully challenges the innovator company on the patents and get the FDA approval will get 6 months exclusivity period. During this period, only innovator and first to file generic company can market their drugs all the other generic companies can only enter into the market after 181th day.
Because of all these reasons, Most of the Indian companies wants to enter into the US market, so my thesis work is also concentrated on the US regulatory system and FDA approval system.
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Chapter -IV
THEORITICAL ASSPECTS
The Recruitment and Selection process promotes successful hiring decisions that can truly impact the success of a department or faculty. The Recruitment and Selection process consist of six stages Stage 1 Agree to vacancy to be filled Understand the job Stage 2 Job analysis Sort out the knowledge, skills and aptitudes needed to do the job Recruitme nt Stage 3 Attracting a Field of Candidates Deciding where suitable applicants can be found, and persuading them to apply Stage 4 Sorting Candidates Methods of finding out if candidates have required knowledge, skills, aptitudes Stage 5 Selection Interviews Make actual choice Stage 6 Introduction Introduction of new recruit to organization, ensuring he/she will start with enthusiastic attitude and settle down quickly The recruitment and selection process general outline. It is to be noted that the vacancy would arise either because an employee left or because it was created as part of the human resource plan. Job Analysis Stages 4-6 Selection Stages 1 - 3
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The management of a business need to determine what work needs to be done. Job analysis is a key part of this need. Job analysis concentrates on what job holders are expected to do. It provides the basis for a job description, which in turn influences decisions taken on recruitment, training, performance appraisal and reward systems. What is contained in a job analysis? A job analysis would typically contain:
Job purpose
What is the job meant to do - and how does this related to other parts of the business?
Duties and responsibilities What results / outputs is the job holder responsible for? How will the job holder's performance be measured?
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Several techniques should be used to complete an effective job analysis: Research business documents - e.g. procedures manuals Ask relevant managers about the requirements and purpose of the job; what are the key activities; what relationships does the job have with other posts. Develop a comprehensive profile through these discussions Interview the existing job holder (if the job already exists) -e.g. ask store managers in retail stores and build a profile from asking those who actually do the job Observe the job holders to see what they really do.
The key information that needs to be collected includes: o Job title o Main duties and tasks o Targets and performance standards that the job holder is required to achieve o The amount of supervision that is normally given / freedom of decision-making in the job o Skills and/or qualifications needed for the job (including personal skills)
The information from a job analysis is used to identify competencies, prepare position descriptions, and develop job specifications.
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No component of the selection process is as critical as getting, at the outset, a clear idea of what you are looking for. We get that information from paper and from people. Before hiring a new person into a position, and before creating a new position, take the time to do a job analysis. This may be a good time to make changes in a position. Review the duties and responsibilities to make sure they are reflected in the job or position description. Identify effective versus ineffective job behaviors. Try to identify critical incidents that identify predictive situations and effective behavior. These can be used in the job interview to describe specific situations a candidate might encounter on the job and get a preview of how he/she might behave in that situation.
Job Description
A job description sets out the purpose of a job, where the job fits into the organization structure, the main accountabilities and responsibilities of the job and the key tasks to be performed. Why is a job description important? A job description has four main uses: Organization - it defines where the job is positioned in the organization structure. Who reports to whom? Recruitment - it provides essential information to potential recruits (and the recruiting team) so that they can determine the right kind of person to do the job (see person specification) Legal - the job description forms an important part of the legally-binding contract of employment Appraisal of performance - individual objectives can be set based on the job description
The main contents of a job description are: Job Title: this indicates the role/function that the job plays within an organization, and the level of job within that function (e.g. Finance Director would be a more senior position than Financial Accountant - although both jobs are in the "finance department") Reporting responsibilities: who is the immediate boss of the job holder? Subordinates: who reports directly TO the job holder? Main purpose: who is involved in the job overall Main tasks and accountabilities: description of the main activities to "be undertaken and what the job holder is expected to achieve (e.g. in the case of the Management Accountant, this might include "Complete monthly management accounts by 10th working day of each month and prepare report on all key performance variances ") Employment conditions.
Person Specification
A person specification describes the requirements a job holder needs to be able to perform the job satisfactorily. These are likely to include: - Education and qualifications - Training and experience - Personal attributes / qualities
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Competencies might include some or all of the following: Physical attributes (e.g. state of health, aged, speech) Attainments (e.g. highest level of education completed, relevant market experience, ability to supervise/manage) Aptitudes (e.g. verbal reasoning; numerical aptitude ) Interests (social activities; sporting activities) Personal circumstances (e.g. ability to work shifts; full or part time) Person specifications have to be prepared and used with great care. In particular, it is important to ensure that the list of essential or desired competencies does not lead to unlawful discrimination against potential employees.
Position Descriptions
Every employee in the company, including those in senior management, should have a position description. A position description is a legal document. Without one, both employee and employer can be confused about roles and expectations. There is a widely held belief in some organizations that giving employees clear job descriptions will have a detrimental effect on productivity. Research indicates that just the opposite is more likely to be true. Employees who know what their role is will be more willing to work hard, and to stretch the boundaries of their position when required.
Requirements to perform the job, also known as "job specifications" may be a part of the position description as well. This will include the education, experience, training and competencies required to do the job. A performance based job description also includes a realistic job preview, a frank summary of the job, detailing salary, benefits, vacation, hours of work, overtime, deadlines, work volumes and work environment.
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Evaluating Resumes
With more applicants than ever before having their resumes professionally prepared, the resume is rapidly losing its value as an evaluating tool. The "best" resume may not always come from the "best" candidate; it often comes from the applicant who has had the most jobs (and thus, the most practice writing resumes) or the applicant who has hired a skilled resume writer. Nevertheless, resumes may provide clues to narrow down a large field of applicants. How to Use Resumes to Your Best Advantage: Be wary of the functional resume. A functional resume usually has no dates, only descriptions of experience and qualifications. The applicant who writes such a resume >could well be right for the job, but functional resumes are often written by applicants who have been excessive job jumpers, or else have been out of work for a considerable length of time. Watch out for trivia. A resume that is "puffed-up" with trivia (sports interests, hobbies, etc.) may be a sign that the applicant is weak in experience and skills. It could also mean the applicant won't have enough time for the job. Beware of qualifiers. Many resumes are filled with phrases like, "knowledge of...," "assisted with ...," "had exposure to ... Dont confuse these qualifying descriptions with hard hands-on experience. Don't be misled by a lengthy education section. Applicants who hick appropriate education often beef up their background with lengthy (and often meaningless) descriptions of special courses and seminars. Be sensitive to sour grapes. If the resume leads you to believe that the applicant is bitter about past jobs, tread with care. If anger shows through in a resume, it can easily surface on the job. . Don't excuse sloppiness. An applicant who isn't astute enough or doesn't care enough to make the resume letter-perfect is not generally a good bet to be conscientious on the job.
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Don't read more into a resume than is already there. You can usually assume that what is left off a resume is a skill or quality that the person doesn't have.
Look for evidence that shows a willingness to work. This quality may not be easy to detect from a resume, but if you find it, consider the applicant very carefully. Hard workers are not easy to find.
Let a technical specialist do the technical screening. Check with a specialist in the same field as the position being staffed. They can often tell, on the basis of a resume alone, which applicants should be eliminated from consideration.
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Key Benefits of a Realistic Job Preview: Reduces turnover fewer surprises on the job for new employees Time savings applicants can self-select out of the job early in the process Positive first impressions honest communication and disclosure early in the process Recruitment - Internal Recruitment This refers to the filling of job vacancies from within the business - where existing employees are selected rather than employing someone from outside. A business might decide that it already has the right people with the right skills to do the job, particularly if its training and development programme has been effective. How is it done? Internal vacancies are usually advertised within the business via a variety of media: Staff notice boards Intranets In-house magazines / newsletters (for example, Emap, a major publishing business) have a weekly staff magazine devoted solely to advertising jobs within the organization! Staff meetings
Advantages of internal recruitment Gives existing employees greater opportunity to advance their careers in the business May help to retain staff who might otherwise leave Requires a short induction training period Employer should know more about the internal candidate's abilities (= a reduced risk of selecting an inappropriate candidate) Usually quicker and less expensive than recruiting from outside
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Disadvantages of internal recruitment Limits the number of potential applicants for a job External candidates might be better suited / qualified for the job Another vacancy will be created that has to be filled Existing staff may feel they have the automatic right to be promoted, whether or not they are competent Business may become resistant to change; by recruiting from outside, new perspectives and attitudes are brought in Recruitment - External Recruitment This refers to the filling of job vacancies from outside the business (contrast with internal recruitment). Most businesses engage in external recruitment fairly. Frequently, particularly those that are growing strongly, or that operate in industries with high staff turnover. How is it done? There are several ways of looking for staff outside the business: Employment / recruitment agencies These businesses specialize in recruitment and selection. They often specialize in recruitment for specific sectors (e.g., finance, travel, secretarial). They usually provide a shortlist of candidates based on the people registered with the agency. They also supply temporary or interim employees. The main advantages with using an agency are the specialist skills they bring and the speed with which they normally provide candidates. They also reduce the administrative burden of recruitment. The cost is the high agency fees charged often up to 30% of the first year wages of anyone employed.
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Headhunters / Recruitment Consultancies "Up market" recruitment agents who provide a more specialized approach to the recruitment of key employees and/or senior management. They tend to "approach" individuals with a good reputation rather than rely on long lists of registered applicants - often using privileged industry contacts to draw up a short list. The cost of using a headhunter or recruitment consultant is high. Job centers Government runs agency - good for identifying local candidates for relatively straightforward jobs. The job centre service is free to employers and is most useful for advertising semi-skilled, clerical and manual jobs. Government Funded Training Schemes There is a variety of government-funded schemes that provide potential recruits, including the New Deal and Modem Apprenticeships. The advantage of these schemes is that government funding lowers the cost of employment and the business can get to know the employee before committing for the long-term. However, relatively few employment requirements are covered by these schemes. Advertising Probably the most common method. Advertising allows the employer to reach a wider audience. The choice of advertising media (e.g. national newspaper, internet, specialist magazine etc) depends on the requirement for the advert to reach a particular audience and, crucially, the advertising budget. Advantages of external recruitment These are mainly the opposite of the disadvantages of internal recruitment. The main one being that a wider audience can be reached which increases the chance that the business will be able to recruit the skills it needs.
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SELECTION: The organization attempts to select the applicant whose qualification is most closely related to those required for successful performance of the major duties and responsibilities of the position. The selection of a candidate with the right combination of education, work experience, attitude, and creativity will not only increase the quality and stability of the workforce, it will also play a large role in bringing management strategies and planning to fruition. The Interviewing & Hiring Process It is process were in the candidate is tested for technical skills and qualifications necessary for the job. For more senior and managerial positions, you're proven leadership ability and project management skills will be an important factor for a candidate Factors in the Hiring Process Level I Factors : Outward appearance.
Level II Factors : Education and job history. Level III Factors : Attitude, self-motivation, persistence, maturity, aptitude, temperament. Level III traits tend to be highly stable. Our goal is to predict future performance by getting a deeper understanding of how someone has displayed level III qualities in the past.
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Principles for Exploring Past Actions The best predictor of future performance is past performance in similar circumstances. The more varied the situations in which behavior is demonstrated, the more deeply-rooted the behavior. The more recent the behavior, the more predictive of future performance. The more long-standing the behavior, the more deeply-rooted it is. People reveal past patterns of behavior most vividly in instances where they experience greatest successes or setbacks. Behavioral Interview Techniques The goal of the interview process is to predict future job performance based on examples of previous specific behaviors, which illustrate the desired competencies through tactful probing. A behavioral interview is a structured interview that is created after a thorough analysis of the job skills needed for a successful job performance. The competencies are then selected that define the knowledge, skills and abilities, which must be assessed during the interview process. This paves the way to develop interview questions designed to identify the presence of these competencies. The interviewers are looking for behaviors in situations similar to those that will be encountered in the new job. By relating a candidates answers to specific past experiences, you'll develop much more reliable indicators of how the individual will most likely act in the future. Behavioral questions ensure spontaneity since candidates cant prepare for them in advance. Hence, your assured of more accurate answers in the selection
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process, and you're provided with specific ammunition to use later down the line in the reference-checking process.
Purpose of Behavioral Interviewing The behavioral interviewing tools will ensure that the selection process is: Objective Consistent and transparent Based on the competencies and proficiency level of the job A good predictor of performance Past behavior in specific situations will indicate more accurately candidate's personal preferences, attitudes and behaviors. A person can have the skills and knowledge to do the job, but may not have the inclination to do it. The behavior-based interview incorporates structured questions on the candidates past behavior in situations similar to those that will be encountered in the new position. It goes beyond determining whether a person can do the job. It better determines if a person will do a good job; how it will be done and to what extent. Interview Information Taxonomy Where can we find the information we need? Most interviewers will agree very quickly to the principle that the best predictor of future behavior will be past behavior or performance. They will even agree to a further refinement, the best indicator of future behavior will be past behavior in similar circumstances. While we know that no two events are exactly alike, we can search for circumstances in the candidates past that will be quite similar to what they will face in the future. However, as interviewers, we often don't act like we believe this principle. We spend a good deal of our time asking questions that elicit information of lesser importance. For example, this is the information that emerges in most selection interviews, in this order:
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1. Biographical facts, Credentials and Achievements 2. Technical knowledge 3. Experience/activity descriptions 4. Self-evaluation information Likes and dislikes Strengths and weaknesses Statements of Goals/attitudes/philosophy Hypothetical, speculative statements
5. Behavior descriptions Determining the Skills or Competencies You Need Technical skills: Those skills that call upon specific technical knowledge or experience. Can the individual do the job? How do you determine technical skills? Ask yourself these questions: What specific kinds of machines will the employee use? What specific kinds of computer hardware/software will they use? Is there a certain specific and prescribed way they must manipulate tools?
What do you really need? You'll have to decide if previous experience in these technical skills is important, or if you will train the successful candidate. Though technical skills are often more easily learned than performance skills, many jobs demand that a person arrive with their technical skills already in place. Performance skills are the Will factors. These are the tasks and responsibilities assigned to the position. They are closely tied to work habits that reflect the way a person gets a job done. They may relate to working with or managing other people, making decisions, following guidelines, dealing with the public etc. A Customer Service Supervisor, for example, might need to supervise three customer service representatives, apply established guidelines to specific customer inquiries, and solve work unit problems. These are all performance skills.
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At the same time, you may expect this employee to be skilled in using Word, have some knowledge of database management, including designing and maintaining a database, and know how to set up spreadsheets. These are considered technical skills. If you have a long list of competencies or skills listed for this position, categorize them into Must Have and Nice to Have. You can usually explore candidate's abilities in no more than six or seven areas in one interview. Your time is best spent on primary skills. Design your interview so you cover the technical can do skills first, and then go on to performance skills. There is just no point in finding out if the candidate has the performance skills if s/he cant do the job. However, once you know the person can do the job, spend the remaining 60% of your time and questions on will they do the job, including whether they will fit your workplace. Sample Competence Factors Achievement motivation Attention to detail Career interest Creativity Decision making ability Human relations skills Independent work/initiative Leadership Learning ability Organization commitment Planning and organizing skills Problem analysis Stress tolerance Technical ability Turnover risk Adaptability
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Performance - based Assessments One of the greatest challenges during the selection process is administering the process in a timely manner so that you don't lose top performers to the competition, or to jobs in other organizations. It is also important to make efficient use of your time so that time away from regular duties during the selection process is kept to a minimum. These challenges can be overcome through the use of performance-based assessments. Assessments completely evaluate an applicants skills/abilities and personal suitability for the job, using a series of written performance-based exercises and questions. In a sense, its like a written interview but much more. Performance-based assessments are written exercises that help to evaluate short listed applicants before they proceed to the interview. Develop them by collecting a sample of the key duties and challenges unique to the actual job vacancy. The range of activities an incumbent would typically perform on the job over six to twelve months is translated into a set of paper-based or computer based questions and exercises that take the applicants approximately one to three hours to complete. Advantages include: More than one applicant can perform an assessment at the same time. They can also be completed and submitted electronically, either on-site or around the globe.
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Some of the exercises and questions compiled during development of assessments will be better suited to and subsequently used as performancebased interview questions.
For instance: A computer analyst would be required to debug software A manager would be required to review an employees work, identify mistakes, make suggestions for improvement and provide feedback A marketing co-coordinator would be required to create and layout promotional materials using appropriate software An executive director would be required to develop strategies/direction, take action and make decisions based on the contents of a briefing file. Developing Performance-based Exercises In addition to technical exercises, applicants must also solve a set of work related problems that demonstrate their ability to perform well within the confines of a certain department or company culture. Performance-based exercises and questions are easy to develop, as they are derived from the job. Furthermore, they can be developed to simulate any type of corporate culture, work environment or job problems. Even team-work, management skills and interpersonal interactions with co-workers or customers can be assessed. 1. Identify possible performance-based exercises by reviewing the detailed job specific or technically essential qualifications for examples of work (duties, activities, documents produced, services ,provided and assignments, etc.) where the employee is involved in gathering or processing information, products and/or services (make decisions, take actions, etc.)
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2. Describe the type of information needed (typical instructions or requests, real background information employees need to complete assignments, summarized files or printouts to review or for action, etc.) to create two to ten performance-based exercises. 3. Gather background information for each performance-based exercise (files, instructions, requests, etc.) in a summarized (one or two pages) narrative or point-form format and/or actual documents or printouts from the job (if they are only a few pages in length). 4. To create performance-based exercises, include background information and include two to four of the following statements for each: o Describe what actions you would take... including... o Describe any risks associated with your actions or steps and alternatives you would suggest to minimize risks. o List the key elements you would include in... and provide reasons why you ... o List the information you would collect and how or where you would collect it. o Describe the steps you would take including time frames o Outline the process you would recommend to... o List the issues or items that should be considered for. o List who you would involve in ...; what their roles would be and indicate why. o Describe how you would prevent this type of situation from occurring in the future. o Outline three to five options you would consider to ... and provide reasons why. o Indicate three to five significant changes that occurred in.... over the past year.
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o Indicate three to five significant changes or challenges you expect in.... in the next three years and outline your strategies to Once the exercises are complete, title them and add a suggested completion time (usually 10 to 45 minutes for each exercise depending on the number of questions asked and amount of work required).
DEVELOPING INTERVIEW QUESTIONS Controlling the Interview A good interviewer asks questions the right way, listens to answers, and makes appropriate responses. Using these skills in combination can help you control the direction of the interview. Asking Questions the Right Way There are basically two kinds of questions A closed question asks for a special fact and generally gets a pretty direct answer, often simply Yes or No. An open-ended question is worded so that the other person will have to stop and think. It generally gets a more complete and thoughtful answer. Used the right way, these questions are invaluable interviewing tools. However, used the wrong way they can sabotage the interviewers best intentions. 1. Can questions: Can the applicant do the job? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Will Question: Will the applicant do the job? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------47
When you are dealing with prospective employees who have little or no experience in this particular field, or who are right out of school, you may want to ask some hypothetical can and will questions. Hypothetical Can Questions. Hypothetical Will Questions.
Holistic Questions Measure the Whole Candidate Power Interviews Power interviewing also uses questions that measure an individuals ability to function as an economic advocate who can seek out ways to streamline operations and increase work flow. Achievement-oriented questions need to be linked to the individuals track record of increasing revenue (for line positions like sales), decreasing expenses (for staff jobs like HR and accounting) and assuming responsibilities beyond the written job descriptions (a valuable attribute in a business environment that demands flexibility) Holistic Questions To complement behavioral and achievement-oriented questions, a third power interviewing strategy holistic questioning-focuses on gauging candidates understanding of how they fit into an overall corporate plan. Holistic questions attempt to measure the whole person the individuals work patterns, goals and ability to see the big picture. They often are very broad, open-ended queries that interviewees find difficult to master on the spot. For that reason, they ensure spontaneity in response and successfully measure peoples broad perceptions of their self-worth, self-esteem and abilities to contribute to the firm. Following are the five most effective holistic questions and a brief interpretation of their applications. What are the broad responsibilities of a (job title)? In other words, Tell me how your function contributes to the big picture and relates to the overall goals
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of your department or company? If candidates properly present themselves on a problem-to-solution level, then their responses will go beyond a mere rehash of generic duties. Ask candidates to validate their answers by citing examples of specific tasks and responsibilities. What aspects of your job do you consider most crucial? The key points in a candidates response to this question should lie in that persons ability to impact profitability, enhance the bosss efficiency, make critical decisions in necessary time frames or provide leadership as a role-model employee. In hindsight, how could you have improved your performance? This query functions as an excellent self-evaluation tool and provides insights into weak areas that should be further explored through the use of a reference check. How many hours a week do you need to work to get your job done? The response provides critical information regarding the individuals work ethic, outside time commitments and willingness to put career needs over person needs. What areas of your skills do you wan t to improve upon in the next year? This serves as an excellent strategy to uncover any exaggerations or misrepresentations on the resume. It also provides insight into the individuals ability to balance short- term tactical goals with long-term objectives. Probing Questions Your role as an interviewer is to draw out information from the employee that is critical to your understanding of the employees capabilities. Most of us are better at presenting our own point of view than we are at drawing out information from others. A good name for this skill of gathering information from others is probing. When you probe, you: Get others involved and participating. Since probes are designed to produce a response, its unlikely the other person will remain passive. Get important information on the table. People may not volunteer information, or the information they present may not be clear. Your probes help people open up, and present or clarify their information.
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Force yourself to listen. Since probes are most effective in a sequence, you have to listen to a persons response.
When you use probes, you help improve communication on both sides of the table.
Types of Probes There are five probes that help you draw out information and ideas from candidates. Open probes Pauses Reflective statements/echoes Summary probes Fact-finding questions, and Closed questions Think of a funnel with the probes arranged from the lip to the spout. This gives you an idea of how probes work. The open probe allows the most information to flow. It is least restrictive. The fact-finding probe is most restrictive since it gathers simple responses like yes and no, or some factual response. The others fall in between in terms of the amount of information they reveal. Effective interviewers also tailor their probes to the particular employee they are dealing with. For example, if you are interviewing a very reserved, quiet person, using a lot of open probes and pauses will help get them to open up. If you have a very talkative person, you can contain the discussion with more fact-finding questions. Experienced interviewers use a variety of probes. They balance open probes with fact-finding probes. They pause to let employees consider the questions they have just asked. They periodically summarize what was heard to check understanding. How to Probe for Details and Test for Truthfulness o What o How o Tell Me
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o o o o o o o o o
Why Review Who Explain When Describe Where Which Give me an Example
Listening for Answers The ability to really listen is an important skill for any interviewer to have. Listening allows you to understand where the other person is coming from, and shows you're interested in what he/she has to say. Unfortunately, we all experience common listening problems. 1. We let our attention wander. 2. We miss the real point of what is being said. 3. We let our emotions interfere with our judgment. 4. We interrupt and step on the statements of the candidates being interviewed. 5. We think ahead, to what we want to say next and miss what's being said right now. To improve your listening skills, use the three steps of Active Listening. 1. Non-Verbal Messages: eye contact, an alert expression, head nodding, and a forward lean to the body expresses listening. 2. Cues or Invitations: these are the phrases like uh-huh, O.K., Yes, go on, etc. that signals our attention and invites an individual to continue talking. 3. Clarification of what has been said: We can do this in one of several ways by asking questions, summarizing what has been said, or paraphrasing the message in your own words. Planning the Interview Process Organizing the Interview
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------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Where and when ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Developing an interview format ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Closing: There are several important steps in the closing process. The interviewer will want to summarize all that has been said so far, and then give the candidate the opportunity to ask questions. This is also a good time to make certain the candidate is still interested, and tell them about the next steps in the process. You will also want to let the candidate know you will be checking references, and you may want to go one step further and have them sign a reference check form stating you have permission to call on former employees etc. As .you conclude the interview, thank the candidate for coming, shake hands, and escort him/her to the door of the interview room or even to the door of the building. Scoring Responses Evaluate applicants with accurate performance-based rating scale Rate applicants question by question Key Features of Performance-based rating scales: Performance-based rating scales are easy to use since they can be attached to any question. Performance-based rating scales allow responses to be evaluated on the degree of completeness and correctness.
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Performance-based rating scales can accommodate every possible applicant response from worst or completely unacceptable to the best (it is possible to rate applicant responses that are incomplete, complete responses that also include incorrect information and even innovative responses that havent been tried before). Applicants are rated question-by- question, not applicant by applicant (i.e. score all of the applicants on the first question, then score all of the applicants on the next question and so on): this method is more accurate and improves reliability and validity.
Performance based Rating Scale (0 to 4 points) 0 1 Completely unacceptable solution or response or all key points are missing. Unacceptable solution or response, which would result in problems that are difficult to solve or had a large impact or 25% of a complete response. 2 Acceptable solution or response, which would result in easily correctable problems or 50% of a complete response. 3 Acceptable solution or response which wont cause problems or 75% of a 3 complete response. 4 Acceptable solution or responses, which are complete and wont, cause any problems.
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Checking References There are really only two ways to handle references: thoroughly or not at all. To simply go through the motions of making calls to the names the applicant gives you is generally a waste of time. If you decide to go the "thorough" route, here are six points worth bearing in mind. 1. Don't delay. Start checking references as soon as the applicant has given you permission to do it. The longer you hesitate, the greater the risk of losing the applicant. 2. Put little value on written references handed directly to you by the applicant. The written references some applicants carry with them into an interview are suspect for a couple of reasons. For one thing, letters from former employers are often written on the day of termination and may consequently have been written out of guilt. Sometimes such letters are written by the applicants themselves. 3. Ask permission to call most former employers. The most recent employers may not have bad things to say about an applicant, but this isn't to say that previous employers haven't had problems you'd like to hear about. All the more reason for calling as many of the applicant's former employers as possible. 4. Get references by phone, not by mail. For two big reasons: (1) people tend to be reluctant about putting down negative remarks on paper, and (2) when you're talking to somebody directly, you're in a better position to judge the sincerity and the enthusiasm of the reference.
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5. When filling a key position, make a personal visit to the person giving the reference if possible. It's worth the time. People are usually more candid in a face-to-face situation than they might be over the phone or on a letter. 6. If you are unable to obtain references from the individuals an applicant has suggested, it is perfectly acceptable to ask if they have other references they might suggest you contact. The best references are previous employers, especially the applicant's immediate supervisors. They can tell you what you want to know. Never contact a company for which the applicant is still working unless the applicant has given specific permission. To do so would jeopardize the applicant's job and is inexcusable. During the inquiry, include the following questions: "Specifically, what type of work did he or she do?" ''How did the applicant get along with his or her supervisor, peers, and subordinates? "What was the employees absentee record? "Did the applicant accept direction well?" "Why did the applicant leave?" "If you had an opening and company policy would permit it, would you rehire the applicant? If not, why not?" Listen to how the answers are given. This often conveys a lot of feelings and attitudes. Develop a reference guide and use it for each reference. Reporting the Results At the end of the interview process, the interviewer should be able to write a one page (double spaced) summary of the candidate's characteristics and suitability for the job. This summary should include an assessment based on all pertinent characteristics used in the evaluation process. It should also include a prediction. of the candidate's success in the job should he or she be chosen as the successful
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applicant. The hiring decision is extremely important. If you aren't making the decision, the manager who must make it should be supplied with all the facts he or she needs.
SELECTION PROCESS
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Chapter - V
DATA ANALYSIS
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DATA ANALYSIS
1) Employees were asked whether they were allocated the post opted by them, for which the following responses to were obtained.
NO. OF RESPONDENTS 44 6 50
PERCENTAGE 88 12 100
Table 1
Graph 1
INTERPRETATION:
Out of the 50 respondent whose opinion was asked about the allocation of the post , 88% of respondents said that they were allotted the post opted by them where as 12% of the respondents said that they were no allotted the opted by them.
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Graph 2
INTERPRETATION
From the above analysis it is observed that 15% of respondents said the candidates filtered from institution, 30% from merit,30% from experienced and 25% from other.
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Graph 3
INTERPRETATION
From the above analysis we can say that 60% of respondents were recruited from internal source and 40% recruited from external sources.
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4. Employees were asked as to how they were recruited in the company for which the following responses were obtained. OPTIONS Open competition Recommendations Employment exchange Trade union recommendations Consultancy Campus interviews Total Table 4 NO.OF. RESPONDENTS 38 0 0 0 2 10 50 PERCENTAGE 76 0 0 0 4 20 100
Graph 4
INTERPRETATION:
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Out of the 50 respondent questioned about their recruitment in the organization 76% of the respondents were recruited through open competition, 4% through consultancy and 20% through campus interviews. 5. Does the organization follow the employee referral source of recruitment?
Graph 5
INTERPRETATION
From the above analysis that 60% of the respondents followed employee referral source of recruitment 40% of the respondents did not follow employ referral.
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6. Does the organization conduct reference check before employing the candidate?
Table 6
Graph 6
INTERPRETATION
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From the above analysis it was analyzed that 80% of the respondents said that the organization conducted reference check before employing the candidate. 20% were not have any check before employing.
7. Employees were asked about the time period for which they were employed, for which following the responses were obtained. Options Short time period Long time period Daily wages Particular project only Total Table 7 No. Of. .Respondents 1 23 0 1 25 Percentage 4 92 0 4 100
Graph 7
INTERPRETATION:64
Out of 25 employees who were asked about the time period for which they were recruited, 92% of employees are recruited for long time period where as 4% of employees are recruited only for particular projects.
8. Employees were asked the reasons for the taking up this job, for which the response was as follows. Options Good pay Scale More benefits Career growth All the above Total Table 8 No. Of. .Respondents 2 2 10 11 25 Percentage 8 8 40 44 100
Graph 8
INTERPRETATION:Of the 25 employees asked about the reason for taking up their respective jobs for which 44% of the employees said that they took the job for all the reasons like
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career growth , good pay scale as well as more benefits., the rest 8% answered as good pay scale was the main reason for taking up the job in APDDCF Ltd.
9. Does the company conduct a formal orientation program for the candidates? RESPONSES Yes No Total Table 9 %OF RESPONDENTS 100% 0% 100%
Graph 9
INTERPRETATION
From the analysis 100% of the respondents said that the company conduct formal orientation program for the candidates.
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10. Employees were asked whether they found any relations there qualifications and the job offered to them, for which they responded in the following. Options Yes No Total No. Of. .Respondents 22 3 25 Percentage 88 12 100
Table 10
Graph 10
INTERPRETATION:
Out of 25 respondents who are asked whether they found any relation between their qualification and the jobs offered to them, 88% of the respondents said that they
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found a relation where as 12% of the respondents said that they did not find any relation.
11. Employees were asked whether they observed any change in the recruitment process in recent times for the which following responses were obtained. Options Yes No Total No. Of. .Respondents 5 20 25 Percentage 20 80 100
Table 11
Graph 11
INTERPRETATION:
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Out of the 25 employees questioned regarding any change in the recruitment in recent times,80% of the respondents did not find any change, where as 20 % of the respondents found some change.
12. Employees were asked about the type of recruitment methodology used in recruitment employees for which the responses are in the following way. Options Centralized Department Recruitment Total Table 12 No. Of. .Respondents 7 18 25 Percentage 28 72 100
Graph 12
INTERPRETATION:
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The employees were asked about the type of recruitment methodology which is prevailing in the organization for recruiting employees 72% of the employees said that departmental recruitment is being followed where each department on realization of the need for employees takes up the task of recruiting them . 28% of the employees said that a centralized policy is being in the organization to recruit the employees. .
13. Employees were asked if any new positions were evaluated in their company for which the following responses were obtained. Options Yes No Dont know Total Table 13 No. Of. .Respondents 10 3 12 25 Percentage 40 12 48 100
Graph 13
INTERPRETATION:-
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The employees whose opinion was asked if new positions were evaluated in their organization for which 40% of the employees answered as YES and 12% of the answered as NO , where as 48% answered as DONT KNOW.
14. The employees were asked whether the requirement of manpower is identified well in advance considering the factors like retirement and also budgeted plans for which they responded in the following way. Options Yes No Total No. Of. .Respondents 23 2 25 Percentage 92 8 100
Table 14
Graph 14
INTERPRETATION:
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Out of 25 respondents whose opinion was asked if the requirement of the manpower in each department/ division is identified well in advance, 92% replied in affirmative and 8% said No.
15. Employees were asked whether the planning of manpower requirement is done in light of business plans of the company for which the following responses were obtained. Options Yes No Total Table 15 No. Of. .Respondents 25 0 25 Percentage 100 0 100
Graph 15
INTERPRETATION:72
Of the 25 employees whose opinion was asked regarding the planning of manpower requirement , all the employees agreed that the planning of manpower requirement is being done in the light of the business plans of the organization.
16. What is the level of satisfaction regarding the present recruitment policy?
Table 16
Graph 16
INTERPRETATION:
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From the above analysis th 60% of candidates are satisfied with present policies is recruitment process, other 40% of the candidates are needed improvement in the recruitment policy in a company.
17. Do you feel personnel Interview gives good result? RESPONSES Yes No Total % OF RESPONDENTS 80% 20% 100%
Table 17
Graph 17
INTERPRETATION:
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From the above analysis respondents said that 80% employees assumes that it is a excellent method in an interview 20% of the respondents that it is not necessary In the company.
18. Is the company recruitment process transparent? RESPONSES Yes No Total % OF RESPONDENTS 70% 30% 100%
Table 18
Graph 18
INTERPRETATION:
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From the above analysis respondents said that 70% of the recruitment process is transparent, 30% of the recruitment process is not transparent in the company.
Chapter VI
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FINDINGS
The most significant finding of the study on Recruitment strategy prevailing in the organization is very effective. The employees are quite satisfied with the current recruitment methods. The study shows that 76% of the employees who have put in long year of service have recruited via open competition. Which shows the transparency of the recruiting policies of the company? 92% of the employees have been working in the organization for a long period which signifies the job security and satisfaction offered by the company to its employees. Our study shows that 44% of the employees have joined this organization aiming for career growth, good pay scales, and more benefits which the company offers. Thus the statistics shows that the company has a positive outlook towards the career growth of its employees in addition to the other existing benefits. The companys approach to its recruitment policy shows that the right person is very essential for the right job, as nearly 88% of the employees felt that they were offered jobs according to their qualification and experience. Thus setting a relationship between qualification and job offered. The study shows that 72% of the employees were of the opinion that the recruitment policy of the company is decentralized with each department recruiting its own employees as per their requirement from the time to time. The company gives utmost importance to its manpower requirements by identifying it well in advance taking into consideration the contingencies like
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retirement, budgetary plans, and attrition rate. The planning of the manpower requirement is being dont in the light of the business plans of the company. The company has been trying to infuse new blood in the organization by appointing fresh graduates and technologists, to set a competitive so as to face the competitive world outside. The company has been trying to meet the expectation of its employees by providing job satisfaction to them by offering jobs as per their qualification and experience.
SUGGESTIONS
Most of the processes regarding the above are in line with the best practices within the industry. However, there is always scope for improvement, which is a moving target. Based on the study conducted, the below are recommendations / suggestions by this project owner.
Dealt in detail with the competencies required for front line sales officer & suggested changes where ever necessary. Competencies recommended 1) 2) 3) 4) 5) 6) 7) 8) High on learning Flexible attitude Grabbing Capability Should be calculative Behavioral Aspects (like Strategic Behavior) Persistence Planning Time Management
Suggested some behavior based interview questions. Upgrading of the aptitude test pattern.(i.e.) 1) Included the questions related to Data Analysis (Logical, Analytical)
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CONCLUSIONS
Recruitment is mainly based on the requirement existing in the particular division Once filling up of vacancies is approved, the process of recruitment is initiated. The sourcing of candidates is done through Advertisements, Consultancies, internal referrals and various educational institutions. Screening of candidates is based on the job description. The candidates Screened are then called for the Selection process.. The short listed candidates are scheduled for interviews with the Product Head and then the HR Manager Once the candidate is selected, the joining date of the candidates will be intimated and Follow up with candidates until joining
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Chapter VII
APPENDIX
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1. Employees were asked whether they were allocated the post opted by them, for which the following responses to were obtained. a) Yes a) Merit a) Internal b) No b) Experience b) external c) Institution d) Others 2. The criterion underlying the filtering of the candidates are? 3. On what source are you recruiting? 4. Employees were asked as to how they were recruited in the company for which the following responses were obtained. a) Open Competition c) Employment Exchange e) Consultancy b) Recommendations d) Trade union recommendations f) Campus Interviews
5. Does the organization follow the employee referral source of recruitment? a) Yes b) No
6. Does the organization conduct reference check before employing the candidate? a) Yes b) No
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7. Employees were asked about the time period for which they were employed, for which following the responses were obtained. a) Short time period c) daily Wages response was as follows. a) Good pay scale c) Career growth a) Yes b) No b) More benefits d) All the above b) Long time period d) Particular project only
8. Employees were asked the reasons for the taking up this job, for which the
9. Does the company conduct a formal orientation program for the candidates?
10. Employees were asked whether they found any relations there qualifications and the job offered to them, for which they responded in the following. a) Yes b) No
11. Employees were asked whether they observed any change in the recruitment process in recent times for the which following responses were obtained. a) Yes b) No 12. Employees were asked about the type of recruitment methodology used in recruitment employees for which the responses are in the following way. a) Centralized b) Department Recruitment 13. Employees were asked if any new positions were evaluated in their company for which the following responses were obtained. a) Yes b) No c) Dont Know 14. The employees were asked whether the requirement of manpower is identified well in advance considering the factors like retirement and also budgeted plans for which they responded in the following way. a) Yes b) No 15. Employees were asked whether the planning of manpower requirement is done in light of business plans of the company for which the following responses were obtained. a) Yes a) Satisfied b) No b) Improvement 16. What is the level of satisfaction regarding the present recruitment policy? 17. Do you feel personnel Interview gives good result?
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a) Yes a) Yes
b) No b) No
Chapter VIII
BIBLIOGRAPHY
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BIBLIOGRAPHY
BOOKS:
Personnel and Human Resource Management- P.Subba Rao Personnel/Human Resource Management - David.a.Decenzo
WEBSITES:
http://www.hrmguide.co.uk/hrm/chap8/ch8-links.html www.tutor2u.com www.drreddys.com
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