introduction to human resources management
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AN EMPERICAL STUDY ON RECRUITMENT AND
SELECTION
Introduction to human resources management:
Human resource is an important corporate asset and the overall performance
of company depends on the way it is put to use. In order to realize company
objectives, it is essential to recruit people with requisite skills, qualification and
experience. While doing so we need to keep present and future requirements
of company in mind.
Human resources is a term used to refer to how people are managed by
organizations. It was basically a traditionally administrative function but with time
it focuses and recognizes talented and engaged people and organizational success.
Human resources have at least two related interpretations depending on
context. The original usage was traditionally called labour. It is a measure of the
work done by human beings. This perspective is changing as a function of new and
ongoing research into more strategic approaches. This first usage is used more in
terms of 'human resources development’ and can go beyond just organizations to
the level of national importance. The more traditional usage within corporations
and businesses refers to the individuals within a firm or agency, and to the portion
of the organization that deals with hiring, firing, training, and other personnel
issues, typically referred to as 'human resources management'.
The terms "human resource management" and "human resources" (HR)
have largely replaced the term "personnel management" as a description of the
processes involved in managing people in organizations. In simple sense, HRM
means employing people, developing their resources, "personnel management"
as a description of the processes involved in managing people in organizations.
Human resource management is to maximize the return on investment from
the organization's human capital and minimize financial risk. Presently Human
Resource Management is an integral but distinctive part of management. Its
objective is the maintenance of better human relations in the organization by
the development, application and evaluation of policies, procedures and
programs relating to human resources to optimize their contribution towards the
realization of organizational objectives. HRM helps in attaining maximum
individual development, desirable working relationship between employees and
employers, employees and employees, and effective modelling of human resources
as contrasted with physical resources. It is the recruitment, selection, development,
utilization, compensation and motivation of the human resources by the
organization.
Generally, human resource management refers to the management of the entire
workforce of an organization in a reliable, honest and professional manner. It is the
responsibility of human resource managers in a corporate context to conduct these
activities in an effective, legal, fair, and consistent manner. That’s why the demand
of Human Resource (HR) management has been dramatically increased these
days. From corporate sector to banking industry, from non profit organizations to
human protection groups, from IT solution companies to printing industry; human
resource management is playing a critical role in all the other sectors of the
economy.
Introduction to Recruitment:
Recruitment is defined as, “a process to discover the sources of manpower
to meet the requirements of the staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers to facilitate effective
selection of an efficient workforce.” By - Edwin B. Flippo defined recruitment as
“the process of searching for prospective employees and stimulating them to
apply for jobs in the organization.” Selection process by reducing the number of
visibly, under qualified or overqualified job applicants. Help reduce the probability
that job applicants, once recruited and selected, will leave the organization only
after a short period of time. Begin identifying and preparing potential job applicants
who will be appropriate candidates. Induct outsiders with a new perspective to
lead the company. Infuse fresh blood at all levels of the organization. Develop an
organizational culture that attracts competent people to the company. Search for
talent globally and not just within the company.
FACTORS AFFECTING RECRUITMENT
The following are the 2 important factors affecting Recruitment: -
1) INTERNAL FACTORS
Recruiting policy: The recruitment policy of an organisation specifies the
objectives of recruitment and provides a framework for implementation of
recruitment programme. It may involve organizational system to be developed for
implementing recruitment programmes and procedures by filling up vacancies with
best qualified people.
Human Resources Planning: Effective human resource planning helps in determining
the gaps present in the existing manpower of the organization. It also helps in
determining the number of employees to be recruited and what qualification
they must possess.
Company’s size: The size of the firm is an important factor in recruitment process. If
the organization is planning to increase its operations and expand its business, it will
think of hiring more personnel, which will handle its operations.
Cost of recruitment: Recruitment incur cost to the employer, therefore, organizations
try to employ that source of recruitment which will bear a lower cost of recruitment to
the organization for each candidate.
Company’s growth and expansion: Organization will employ or think of employing
more personnel if it is expanding its operations.
2) EXTERNAL FACTORS
Supply and Demand factors: The availability of manpower both within and
outside the organization is an important determinant in the recruitment process. If
the company has a demand for more professionals and there is limited supply in the
market for the professionals demanded by the company, then the company will
have to depend upon internal sources by providing them special training and
development programs
Unemployment Rate: One of the factors that influence the availability of
applicants is the growth of the economy (whether economy is growing or not and
its rate). When the company is not creating new jobs, there is often oversupply of
qualified labour which in turn leads to unemployment.
Labour-market conditions: Employment conditions in the community where the
organization is located will influence the recruiting efforts of the organization. If there is
surplus of manpower at the time of recruitment, even informal attempts at the time of
recruiting like notice boards display of the requisition or announcement in the meeting
etc will attract more than enough applicants.
Political- legal-Social Environment: Various government regulations prohibiting
discrimination in hiring and employment have direct impact on recruitment practices.
For example, Government of India has introduced legislation for reservation in
employment for scheduled castes, scheduled tribes, physically handicapped etc. Also,
trade unions play important role in recruitment. This restricts management freedom to
select those individuals who it believes would be the best performers. If the candidate
can’t meet criteria stipulated by the union but union regulations can restrict recruitment
sources.
Image/ Goodwill: Image of the employer can work as a potential constraint for
recruitment. An organization with positive image and goodwill as an employer finds it
easier to attract and retain employees than an organization with negative image. Image
of a company is based on what organization does and affected by industry. For example
finance was taken up by fresher MBA’s when many finance companies were coming
up.
Competitors: The recruitment policies of the competitors also affect the recruitment
function of the organisations. To face the competition, many a times the organisations
have to change their recruitment policies according to the policies being followed by the
competitors.
SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources and
external sources. Both have their own merits and demerits.
Internal Sources
Persons who are already working in an organization constitute the ‘internal sources’.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted
External Sources
External sources lie outside an organization. Here the organization can have the services of:
(a) Employees working in other organizations; (b) Jobs aspirants registered with
employment exchanges; (c) Students from reputed educational institutions; (d) Candidates
referred by unions, friends, relatives and existing employees; (e) Candidates forwarded by
search firms and contractors; (f) Candidates responding to the advertisements, issued by the
organization; and (g) Unsolicited applications/ walk-ins.
External source of recruitment are again divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.
Direct External Recruitment Methods
Campus Recruitment: In Campus Recruitment, Companies / Corporate visit some of the
most important Technical and Professional Institutes in an attempt to hire young
intelligent and smart students at source. It is common practice for Institutes today to hire a
Placement Officer who coordinates with small, medium and large sized Companies and
helps in streamlining the entire Campus Recruitment procedure.
Benefits of Campus Recruitment:Companies get the opportunity to choose from and
select the best talent in a short span of time. Companies end up saving a lot of time and
efforts that go in advertising vacancies, screening and eventually selecting applicants for
employment.
College students who are just passing out get the opportunity to present themselves to some
of best companies within their industry of interest. Landing a job offer while still in college
and joining just after graduating is definitely what all students dream of. On the
negative front, campus recruiting means hiring people with little or no work
experience
Indirect External Recruitment Methods
Advertisements: Advertisements are the most common form of external recruitment. They
can be found in many places (local and national newspapers, notice boards, recruitment
fairs) and should include some important information relating to the job (job title, pay
package, location, job description, how to apply-either by CV or application form, etc).
Where a business chooses to advertise will depend on the cost of advertising and the
coverage needed i.e. how far away people consider applying for the job.
Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and processed
whenever vacancies occur. Walk-ins provide an excellent public relations opportunity
because well- treated applicants are likely to inform others. On the other hand, walk-
ins show up randomly, and there may be no match with available openings. This is
particularly true for jobs requiring specialized skills.
Public and private employment agencies: Public and private employment agencies are
established to match job openings with listings of job applicants. These agencies also
classify and screen applicants. Most agencies administer work- sample tests, such as typing
exams, to applicants.
E-Recruiting: There are many methods used for e- recruitment, some of the important
methods are as follows:
Job boards: These are the places where the employers post jobs and search for candidates.
One of the disadvantages is, it is generic in nature.
Employer web sites: These sites can be of the company owned sites, or a site developed
by various employers.
Professional websites: These are for specific professions, skills and not general in nature.
Gate Hiring and Contractors: The concept of gate hiring is to select people who approach
on their Own for employment in the organization. This happens mostly in the case of
unskilled and semi- skilled workers. Gate hiring is quite useful and convenient method at
the initial stage of the Organization when large number of such people may be required by
the organization. Recruitment is however not just a simple selection process but also
requires management decision making and extensive planning to employ the most
suitable manpower Competition among business organisations for recruiting the best
potential has increased focus on innovation, and management decision making and the
selectors aim to recruit only the best candidates who would suit the corporate culture, ethics
and climate specific to the organisation. The process of recruitment does not however end
with application and selection of the right people but involves maintaining and
retaining the employees chosen.
RECRUITMENT PROCESS
PERSONNEL HUMAN RESOURCE PLANNING
PERSONNEL HUMAN RESOURCE PLANNING
RECRUITING NEEDED PERSONNEL
RECRUITING NEEDED PERSONNEL
SELECTING QUALIFIED PERSONNEL
SELECTING QUALIFIED PERSONNEL
PLACING NEW EMPLOYEES ON JOB
PLACING NEW EMPLOYEES ON JOB
EVELUATE RECRUITING EFFECTIVENES
EVELUATE RECRUITING EFFECTIVENES
SEARCH FOR POTENTIAL EMPLOYEES
SEARCH FOR POTENTIAL EMPLOYEES
DEVELOPING SOURCES OF POTENTIAL EMPLOYEES
DEVELOPING SOURCES OF POTENTIAL EMPLOYEES
EXTERNAL SOURCES
EXTERNAL SOURCES
INTERNAL SOURCES
INTERNAL SOURCES
JOB POSITINGJOB POSITING
PERSONNEL RESEARCH
PERSONNEL RESEARCH
PROMOTING HIGHER RESPONSIBILITIES
PROMOTING HIGHER RESPONSIBILITIES
TRANSFERRING TO NEW JOB
TRANSFERRING TO NEW JOB
UPGRADINGIN SAME POSITION
UPGRADINGIN SAME POSITION
EMPLOYEE REFERRALS
EMPLOYEE REFERRALS
ADVERTISINGADVERTISING
SCOUTINGSCOUTING
EVALUATING FOR SELECTION
EVALUATING FOR SELECTION
Introduction to Selection:
Definition of selection:
Selection is the process of choosing the most suitable person out of all
applicants. According to Dale,” selection may be defined as the process by which
the organization chooses from among the applicants, those people whom they feel
would best meet the job requirement, considering current environmental condition”.
According to Thomas “Selection is the process of differentiating between
applicants in order to identify those with greater likelihood of success in the job.”
Factors influencing selection process:
1. Nature of the organization
2. Nature of the labour market
3. Union requirements
4. Government requirements
5. Composition of the labour force
6. Location of the organization.
Steps in selection procedure:
Receiving application
The candidates must be asked to submit their applications together with their bio
data on a plain paper.
Preliminary interview
Preliminary interview is done to weed out totally undesirable/unqualified
candidates at the outset. It is essentially a sorting process in which prospective
candidates are given necessary information about the nature of the job and the
organization. The object of this interview is to see the candidate personally to
ensure whether he is physically and mentally suitable for job.
Application blank
The printed applications contain the details desired by the employer from the
candidate with sufficient space for the candidate to furnish the particulars.
Tests
A test is a sample measurement of a candidate’s ability and interest for the job, Test
can be broadly classified into four types they are as defined below:
Aptitude test:
These test measures the latent ability or potential of a candidate to learn new job or
a new skill, this test is conducted to know the interest level of the candidate in
grasping new
Job, new technology, and new skill involved in the job.
Achievement test: These tests measure what a person can do. These determine the
skill or
knowledge already acquired through training and on the job experience.
Personality test: These are pen and paper tests used to judge the psychological
makeup of a
person. These probes deeply to discover clues to an individual’s value system,
emotional reactions and maturity and his characteristic mood.
Interest test: These tests are inventories of the candidate’s likes and dislike in
relation to work. These are generally used for vocational guidance.
While applying tests, the following precautions should be observed:-
Only valid tests should be used, that is, content valid, predictive valid and
construct valid
Tests should be used only when found reliable.
Test must be standardized so that the test scores become comparable.
A test must be constructed in such a way that two or more persons can score
the responses in the same way.
Tests should be designed, administered, interpreted and assessed only by a
trained person.
Final interview
An interview is a face to face oral examination of a candidate by an employer.
Back ground verification
The background verification is done to check the honesty and integrity of the
candidate.
Final selection
If the employer is satisfied with the candidate, then the selection will be made.
Physical examination
It is important that a person selected for the job must also be medically fit to
perform it.
Placement
If the employer is satisfied with the medical report of the candidate, he may place
in the concern.
SELECTION PROCESS
RECEPTIONS OF APPLICATIONSRECEPTIONS OF APPLICATIONS
PRELIMINARY INTERVIEWPRELIMINARY INTERVIEW
APPLICATION BANKAPPLICATION BANK
PSYCHOLOGICAL TESTSPSYCHOLOGICAL TESTS
INTERVIEWINTERVIEW
BACKGROUND INVESTIGATIONBACKGROUND INVESTIGATION
FINAL SELECTION BY INTERVIEWERS
FINAL SELECTION BY INTERVIEWERS
WAITING
LIST OF DESIRABLE APLLICANTS
WAITING
LIST OF DESIRABLE APLLICANTS
PHYSICAL EXAMINATIONPHYSICAL EXAMINATION
PLACEMENTPLACEMENTNEGATIVE DECISIONNEGATIVE DECISION
ROI on Recruitment:
Before making any investment, every organisation would want to evaluate
the investment. A lot of resources like time and money are spent on recruitment
processes of an organisation. But assessing or quantifying the returns on the
recruitment process, or calculating the return on investment (ROI) on recruitment is
a complicated task for an organisation. Indeed, it is difficult to judge the success of
their recruitment processes. Instead, recruitment is one activity that continues in an
organisation without anyone ever realizing its worth or measuring its impact on the
organisation’s business. According to a survey, 38 % of organisations do not
prepare or produce any kind of documents or reports on their recruitment processes,
and there is no accountability of the HR department for the costs incurred and the
opportunities missed.
With the increasing strategic focus on the human resources, more and more
organisations are adopting one or the other way for calculating the ROI on its
recruitments. Many organisations are examining their HR functions and processes
and are trying to quantify their results and returns.
A recruitment professional or manager can calculate and maximize the return on
investments on its organisation’s recruitment by
Clear definition of the results to be achieved from recruitment.
Developing methods and ways measuring the results like the time–to–hire, cost-Per-Hire
and effectiveness of the recruitment source etc.
Estimating the costs associated with the recruitment project.
Estimating the tangible and intangible benefits to the organization including the payback
period of the recruitments.
Providing and ensuring proper training and development of the recruitment professionals.
Assessing the ROI on recruitments can assist an organisation to strengthen its HR
processes, improving its recruitment function and to build a strategic human resource
advantage for the organisation.
The recruitment manager should do the following to calculate the ROI on recruitment:
Start off with a clear analysis of the organizational and commercial outcomes required
for recruitment. What is the business trying to achieve and what part will the successful
candidate need
to play?
Develop clear way of tracking and measuring these outcomes.
Carry out an objective and open minded analysis of the qualified people need to perform.
Ensure that access full range of qualities needed for success which includes personality,
motivation, aptitude as well as experience.
Ensure that everyone involved in recruitment committee is trained to the best and
possible standards.
Carefully connect the recruitment committee into induction, training management, and
performance management to ensure that business does not just get the right people but
nourishes and capitalize in them well.
These approaches deliver ROI, because;
They identify people who perform
Reducing the risk of employing people who cannot perform
Cut the cost of redesigning and play a major part in driving forward original changes.
ROI on Recruitment:
Before making any investment, every organisation would want to evaluate
the investment. A lot of resources like time and money are spent on recruitment
processes of an organisation. But assessing or quantifying the returns on the
recruitment process, or calculating the return on investment (ROI) on recruitment is
a complicated task for an organisation. Indeed, it is difficult to judge the success of
their recruitment processes. Instead, recruitment is one activity that continues in an
organisation without anyone ever realizing its worth or measuring its impact on the
organisation’s business. According to a survey, 38 % of organisations do not
prepare or produce any kind of documents or reports on their recruitment processes,
and there is no accountability of the HR department for the costs incurred and the
opportunities missed.
With the increasing strategic focus on the human resources, more and more
organisations are adopting one or the other way for calculating the ROI on its
recruitments. Many organisations are examining their HR functions and processes
and are trying to quantify their results and returns.
A recruitment professional or manager can calculate and maximize the return on
investments on its organisation’s recruitment by
Clear definition of the results to be achieved from recruitment.
Developing methods and ways measuring the results like the time–to–hire, cost-Per-Hire
and effectiveness of the recruitment source etc.
Estimating the costs associated with the recruitment project.
Estimating the tangible and intangible benefits to the organization including the payback
period of the recruitments.
Providing and ensuring proper training and development of the recruitment professionals.
Assessing the ROI on recruitments can assist an organisation to strengthen its HR
processes, improving its recruitment function and to build a strategic human resource
advantage for the organisation.
The recruitment manager should do the following to calculate the ROI on recruitment:
Start off with a clear analysis of the organizational and commercial outcomes required
for recruitment. What is the business trying to achieve and what part will the successful
candidate need
to play?
Develop clear way of tracking and measuring these outcomes.
Carry out an objective and open minded analysis of the qualified people need to perform.
Ensure that access full range of qualities needed for success which includes personality,
motivation, aptitude as well as experience.
Ensure that everyone involved in recruitment committee is trained to the best and
possible standards.
Carefully connect the recruitment committee into induction, training management, and
performance management to ensure that business does not just get the right people but
nourishes and capitalize in them well.
These approaches deliver ROI, because;
They identify people who perform
Reducing the risk of employing people who cannot perform
Cut the cost of redesigning and play a major part in driving forward original changes.
Description of Vinyas.I.T:
Vinyas Innovation Technologies Pvt. Ltd. is situated in Mysore. It was founded
as a start up company in 2001 by a very small group of technocrats. It is an
ISO 9001-2008 & TS 16949 certified company. It is an EMS Industry. EMS-
Electronics Manufacturing Service is a term used for companies that design, test,
manufacturing, distribute and provide return/repair services for electronics and
assemblies of original equipments manufactures (OME’s). The company is located
in two locations- Mysore, Bangalore. In Mysore they have four plants- DAT
(Domestic) division, EHTP (Export) division, L&T division, BEL division.
Currently there are about 700 employees working. Its major customers are- L&T,
BEL, Sunair, Philips, TeleNet, Proton, TATA, Fluke, TMT, Texas Instruments etc.
Organisational Structure:
Vinyas Innovative Technologies Pvt.Ltd. follows a “RADIAL MANAGEMENT
STRUCTURE” This form of structure maintains transparency in entire
organisation.
The organisational structure is as shown
Fig 1.1 Organisational Structure
Products Developed:
Electro Mechanical and cable harness
Board Assembly
Electronic Components
INTRODUCTION TO THE PROBLEM
3.1 Introduction to Existing System:
Vinyas.I.T is basically an EMS Industry they are into electronic manufacturing &
services. They have given more importance only to production. The functioning of
HR-Department is on average. HR-Department as not maintained a standard
recruitment and selection process. To survive in this competitive business world
apart from infrastructure, human resource is a key factor. The functioning of HR-
Department is on average is because of the following drawbacks:
Drawbacks:
The request for manpower i.e., (exact requirements of the new or vacant position) is
not made on timely basis.
The reporting system that is followed is designed very vastly, i.e., (it is in macro
level).
Sources of recruitment are not used effectively.
The advertisements methods must be redesign i.e., appropriate methods of
advertisements must be used for the required level of employee.
The interview rating forms which are existing do not have any consideration with
HR-Department, thus those interview rating forms have to be modified.
The company is not maintaining search committee members for the interviewing
process.
As a part of retention stay-interview and exit-interview must be conducted, which is
not followed?
The company does not have standardized recruitment and selection model.
The existing system is lacking the transparency in recruitment and selection
process.
Therefore this study has been undertaken to know the existing system and to offer
concrete suggestion for fine tuning or strengthening the existing system.
3.2 Objective of the study:
To study the complete existing process of Recruitment and Selection and to find the
loopholes in the process.
To ensure that all appointments are made on merit.
To attract sufficient applications from potential candidates for appointment with the
skills, qualities, abilities, experience and competencies deemed as being necessary
to the job.
To develop and maintain procedure which will assist in ensuring the appointment of
the most suitable candidate.
To ensure that recruitment & selection procedures are clear, valid and consistently
applied by those involved in recruitment and that they provide for fair & equitable
treatment for those who apply for employment.
To base selection decision and criteria directly on demands and requirements of the
job and the competencies identified as necessary for satisfactory performance.
3.3 Scope of the study:
The study was conducted primarily at Vinyas.I.T. All organisations are interested in
having efficient workforce. For that company as to undertake continuous research
on recruitment and selection program. In Modern business world, to survive in
addition to the other infrastructure, human resource is a key factor. In this direction,
Vinyas.I.T made attempt to recruit & select efficient workforce. Having the same
study conducted in other units of Vinyas.I.T, may further increase the scope of
development in Vinyas.I.T as whole.
3.4 Need/Purpose of the study:
In order to know the employee perspective about the existing recruitment and
selection process.
Determine the present and future requirement of the organisation in conjunction
with its personnel planning and job analysis activities.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducing the number of
visibly, under qualified or overqualified job applicants.
RESEARCH METHODOLOGY
A research process consists of stages or steps that guide the project from its
conception through the final analysis, recommendations and ultimate actions. The
research process provides a systematic, planned approach to the research project
and ensures that all aspects of the research project are consistent with each other.
Research studies evolve through a series of steps, each representing the answer to a
key question.
4.1 Definition:
Research methodology is the way in which researchers specify how they are going
to retrieve the all-important data and information that companies will need to make
vital decisions. It is the pathway or an approach to get the needed information by
locating the data from different sources which are primary & secondary.
4.2 Methods of data collection:
There are two ways of collecting data namely- Primary data and Secondary data.
Primary data:
Primary research entails the use of immediate data in determining the survival of
the market. Primary data shows that direct relationship between potential customers
and the companies. Primary data is more accommodating as it shows latest
information. Primary data is accumulated by the researcher particularly to meet up
the research objective of the subsisting project. Primary data is completely tailor-
made and there is no problem of adjustments. Primary data takes a lot of time and
the unit cost of such data is relatively high.
The methods of collecting primary data are:
Observation method
Interview method
Through questionnaires
Through schedules
Secondary data:
Secondary data is a means to reprocess and reuse collected information as an
indication for betterments of the service or product. In secondary data, information
relates to a past period. Secondary data though old may be the only possible source
of the desired data on the subjects,
This cannot have primary data at all. Secondary data is available effortlessly,
rapidly and inexpensively.
The methods of collecting secondary data are:
Reports prepared by company
Books, journals etc,
Company website
4.3 Methods of data presentation:
After collecting the data it was scientifically analysed and presented in a tabulated
form. Column chart is used for the presentation of tabulated data so as to give a
clear picture of the analysis.
4.4 Sample design:
Under this project work three types of survey is conducted. Survey 1 is for
applicants-in concerned with the advertising process, survey 2 is for resume
selected candidates who have gone through the recruitment and selection process,
survey 3 is for the Level 2 employees i.e., managers- in concerned with the entire
fine-tuning the existing recruitment and selection procedure. For survey 1 & survey
2 the sampling technique used is random sampling, for survey 3 the sampling
technique used is stratified sampling.
4.5 Tools & Statistics:
Tool- Likert Scale: Likert-type scale, is a psychometric scale commonly used in
questionnaires, and is the most widely used scale in survey research. When
responding to a Likert questionnaire item, respondents specify their level of
agreement or disagreement on a symmetric agrees-disagree scale for a series of
statements. Thus the scale captures the intensity of their feelings. The scale is
named after its inventor, psychologist Rensis Likert.
Statistics: is the science of the collection, organization, and interpretation of data. It
deals with all aspects of this, including the planning of data collection in terms of
the design of surveys and experiments.
The characteristics are:
They are enumerated or estimated according to a reasonable standard of
accuracy.
They are affected by multiplicity of factors.
They must be numerically expressed.
They must be aggregate of facts.
In applying statistics to a scientific, industrial, or societal problem, it is
necessary to begin with a population or process to be studied. Populations can be
diverse topics such as "all persons living in a country" or "every atom composing a
crystal".
A population can also be composed of observations of a process at various
times, with the data from each observation serving as a different member of the
overall group. Data collected about this kind of "population" constitutes what is
called a time series.
For practical reasons, a chosen subset of the population called a sample is
studied — as opposed to compiling data about the entire group (an operation called
census). Once a sample that is representative of the population is determined, data
are collected for the sample members in an observational or experimental setting.
These data can then be subjected to statistical analysis, serving two related
purposes: Description and Inference.
Descriptive statistics summarize the population data by describing what was
observed in the sample numerically or graphically. Numerical descriptors include
mean and standard deviation for continuous data types (like heights or weights),
while frequency and percentage are more useful in terms of describing categorical
data (like race).
Inferential statistics uses patterns in the sample data to draw inferences about the
population represented, accounting for randomness. These inferences may take the
form of: answering yes/no questions about the data (hypothesis testing), estimating
numerical characteristics of the data (estimation), describing associations within the
data (correlation) and modelling relationships within the data (for example, using
regression analysis). Inference can extend to forecasting, prediction and estimation
of unobserved values either in or associated with the population being studied; it
can include extrapolation and interpolation of time series or spatial data, and can
also include data mining.
PROPOSED SYSTEM
5.1 Introduction:
As said before the existing system as the stated drawbacks, to overcome these
drawbacks required corrections are made and the existing process is redesign, so as
to fine-tune/Strengthen the existing process.Thus the PROJECT
METHODOLOGY is as shown below:
Fig 5.1: Project Methodology
Study of existing recruitment and selection procedure in- production, stores, quality, & materials.
Manpower Requisition
Recruitment Process
Exit Interview/ Stay Interview Job Levelling Advertising Methods Interview rating forms Search committee members Job decision matrix
Feedback process
Selection Process
Job knowledge test Eynskey personality inventor test
Standardised Recruitment and sel
5.2 Salient Feature:
MANPOWER REQUSITION FORM
To overcome the first drawback i.e., the vacancy occurring in each of the
department is not communicated on time in proper manner; because of which there
creates a pressure on HR-Department when there is a need of manpower. Thus a
MANPOWER REQUSITION FORM is prepared and it’s mandatory to fill it every
three months ones by all departments.
MANPOWER REQUISITION FORM
Department/Project: _________________________ Date of Request: ________
Position: __________________________________ Number of Positions:
______
Type of employment: Regular/ Temporary
Reason for request : ______________________
Functional Area: _______________________
Expected Hiring Date: ____________________
Reporting Authority:
Roles & Responsibilities:
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
(Please add a sheet if the above space is not sufficient)For new position, please state in detail all duties to be performed and attach a copy of the approved organizational chart for job evaluation purposes
Qualification:
Age: Minimum ________ Maximum: ________
Work Location: _________________________________
Education: _______________________________
Work Experience: ______________________________
Key Skills/Abilities:
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
____________________________________________________________
Supplementary skills: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Personal Characteristics: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Projected monthly salary (Cost to the Company) ______________________________________________
Requested by : _____________________
Authorized by : _____________________
Reporting Head : _____________________
Department Head : _____________________
Approved by:
Director : _____________________
Head of the Dpt. : _____________________
HR Manager : ___________________
Name of the Recruiter: ___________ _________
Date : ____________________
Projected Closing date: ___________________
No. Candidates lined up:___________________
Position Closed on : ____________________
CTCDetails:
____________________________________________________________________________
_________________________________________________________________________________________
Reasons if deviated from the projected date:
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
EXIT-INTERVIEW
Recruitment process starts when there is a vacancy, this vacancy occurs when
current employee leaves or there is growth in business. When current employee
leaves EXIT-INTERVIEW is conducted, EXIT-INTERVIEW forms are developed
and are in use.
Exit Interview Questionnaire
We would appreciate you taking about 8-10 minutes to answer the following questions as
honestly as possible. We believe that the information is of vital importance and will assist in
analyzing our employee retention and turnover. Thank you for your cooperation!
Name
Employment Date
Department
Termination Date
Position
Manager
What prompted you to seek alternative employment? (Note all that apply)
[ ] Type of Work [ ] Quality of Supervision
[ ] Compensation [ ] Work Conditions
[ ] Lack of Recognition [ ] Family Circumstances
[ ] Company Culture [ ] Career Advancement Opportunity
[ ] Business/Product Direction [ ] Other: ___________________
Before making your decision to leave, did you investigate other options that would enable you to stay?[ ] Yes [ ] No If "yes", describe:______________________________
What did you think of your supervision in regard to the following?
Almost always
Sometimes Never Comments
Demonstrated fair and equal treatment
[ ] [ ] [ ]
Provided recognition on the job
[ ] [ ] [ ]
Developed cooperation and teamwork
[ ] [ ] [ ]
Encouraged/listened to suggestions
[ ] [ ] [ ]
Resolved complaints and problems
[ ] [ ] [ ]
Followed policies and practices
[ ] [ ] [ ]
How would you rate the following in relation to your job?
Excellent Good Fair PoorComments
Cooperation within your department
[ ] [ ] [ ] [ ]
Cooperation with other departments
[ ] [ ] [ ] [ ]
Communications in your department
[ ] [ ] [ ] [ ]
Communications within the company as a whole
[ ] [ ] [ ] [ ]
Communications between you and your manager
[ ] [ ] [ ] [ ]
Morale in your department? [ ] [ ] [ ] [ ]
Morale within whole company? (Your location)
[ ] [ ] [ ] [ ]
Job Satisfaction[ ] [ ] [ ] [ ]
Training you received[ ] [ ] [ ] [ ]
Growth Potential[ ] [ ] [ ] [ ]
Was your workload usually:
[ ] Too great[ ] Varied, but all right[ ] About right[ ] Too light
How did you feel about your salary and the employee benefits?
Excellent Good Fair Poor Comments
Base Salary [ ] [ ] [ ] [ ]
Medical Plan [ ] [ ] [ ] [ ]
Dental Plan [ ] [ ] [ ] [ ]
Vision Plan [ ] [ ] [ ] [ ]
Life Insurance [ ] [ ] [ ] [ ]
Paid-time-off [ ] [ ] [ ] [ ]
STD/LTD Plan [ ] [ ] [ ] [ ]
Profit Sharing Plan [ ] [ ] [ ] [ ]
Other [ ] [ ] [ ] [ ]
Are there any other benefits you feel should have been offered?[ ]Yes [ ]No
If "Yes", what? ______________________________________________________________________________
Any other comments on benefits? ____________________________________________________________________________________________________________________________________________________________
JOB LEVELING
To standardize the process there must be “JOB LEVELING” in the departments by which
HR-Department can make efficient use of recruiting sources. Thus job levelling is done for
the department under the study along with it recruiting sources and the advertising methods
are developed.
JOB LEVELLING
Job levelling is implemented for the department under the study they are - Production, Quality,
Stores, and Materials.The levelling is done based on qualifications, experience, role &
responsibility. The levelling is maintained constant in all departments; this levelling process
includes all type of employee. The levelling helps in making clear job description.
Production Department:
MR( Management Representative)
Head of Production
Production Supervisor
Operators
Quality Department:
MR
Head of Quality Assurance
Quality Assurance Supervisor
Quality Inspector (operators)
Stores Department:
MR
Head of Sourcing
Stores Executive
Stores Supervisor
Operators
Materials Department:
MR
Head of materials
Materials Executive
Operators
There exist only four level thus maintains transparency for the lower level internal
advertisement is used i.e., advertising through billboards and the source of recruitment is internal
reference, for higher level external form is used i.e., through newspapers, competitors.
INTERVIEW RATING FORMS
For the proper execution of the interview process, interview rating forms must have
consideration with HR-Dept, thus for level 1 and level 2 interviews rating forms have
been modified.
INTERVIEW RATING FORM (Level -1)
Rating scale (1-5): 1= unsatisfactory, 2 = average, 3 =good, 4=very good, 5=outstanding
Technical parameters:
Selected / Not Selected: ______________________________________
Signature of the Interviewer: _________________________________
Date: _________________
HR DEPARTMENT
Assessment
Name of Candidate:
Date of the Interview:
Education Qualifications:
General :
Technical :
Position Interviewed for :
Total past Experience Company Wise:
Present / Previous Working Company:
Skills Rating Remarks
1 2 3 4 5
Electronics Components Identification
Soldering
Basic Knowledge of PCB process
Critical electric components handling and soldering
Past Exp in PCB assembly & Knowledge of Process
Basic knowledge for electronic Process Soldiering
Outstanding Very Good Good Satisfactory N Not satisfactory
81-100% 61-80% 41-60% 21-40% Below 20%
Previous Salary ___________________ Expected Salary ________________
Offered Salary __________________
Signature of HR:
Date:
INTERVIEW RATING FORM (Level -2)
Interview for the post of : _________________________ Date: ______________________
Name of the candidate : _________________________ Location : __________________
Function : _________________________ Reporting to: ________________
SlNo
FactorRating Scale
Remarks Lowest Highest
1 Qualification (s) 1 2 3 4 5 6 7 8 9 10
2 Job knowledge 1 2 3 4 5 6 7 8 9 10
3Experience Profile & Consistency in jobs
1 2 3 4 5 6 7 8 9 10
4Personality (Appearance, Dress, Manners)
1 2 3 4 5 6 7 8 9 10
5Awareness about technical Dynamics.
1 2 3 4 5 6 7 8 9 10
6Interpersonal skills / team spirit.
1 2 3 4 5 6 7 8 9 10
7Attitude towards tasks, people and technology.
1 2 3 4 5 6 7 8 9 10
8Confidence level (Positive mental attitude)
1 2 3 4 5 6 7 8 9 10
9 Age Group suitability 1 2 3 4 5 6 7 8 9 10
10 Communication skills 1 2 3 4 5 6 7 8 9 10
11 Business Orientation 1 2 3 4 5 6 7 8 9 10
12Analytical skills, logical reasoning
1 2 3 4 5 6 7 8 9 10
13 Clarity of thoughts 1 2 3 4 5 6 7 8 9 10
14 Maturity 1 2 3 4 5 6 7 8 9 10
15Achievement Orientation.
1 2 3 4 5 6 7 8 9 10
16 Conceptual Clarity 1 2 3 4 5 6 7 8 9 10
17 Openness Of Mind 1 2 3 4 5 6 7 8 9 10
18Leadership Ability / Proactive ness
1 2 3 4 5 6 7 8 9 10
19 Personal Profile 1 2 3 4 5 6 7 8 9 10
20 Careers Plan 1 2 3 4 5 6 7 8 9 10
Total /200 %
Assessment Very Good Good Satisfactory
Unsatisfactory
Outstanding
(91-100%)76-90% 61-75% 41-60% Below 41%
General Observations:
Joining Potential: Strong / Weak ________________
Expected Salary : _______________
Previous Salary :_______________
Offered Salary : ________________
Interview Committee:
Signature:
Final Assessment.
HR :
Concerned Dept :
For selection process two tests are conducted, i.e., Job Knowledge Test (lower level) and
Eynskey personality inventor test (higher level).
Decision-Making MatrixComplete this form after you interview each job candidate for a particular position. Enter a score for each of the key areas. By tallying the total scores and reviewing your notes from the interviews, you can begin to evaluate which candidate is the right person for the job.
Job Title:
Key Area Ratings(poor) 1 to 5 (excellent)
Candidate Name EducationPrevious
Experience
Job Accomplish-ments
Skills and Knowledg
e
Personal Attributes
Previous Appraisal or Rating TOTAL
Notes:
Notes:
Notes:
Notes:
Notes:
Notes:
Notes:
Notes:
Notes:
Notes:
Notes:
To make the process transparent a search committee is finalised for the interview
process, and job decision matrix form is also developed.
Finally an HR model is proposed for recruitment and selection process.
PROPOSED HR-Model
VACANCY
RESIGNATION EMPLOYEE
EXIT INTERVIEW
STAY INTERVIEW
MANPOWER REQUISITION
BUSSINESS GROWTH
RECRUITMENT & SELECTION PROCESS
Concern with Finance Department Preparation of JD (Based on Job Openings) Preparation of Advertisement (Based on Job Openings)
Internal Method External Method
Preparation of Interview Rating Forms (Based on Job Openings) Preparation of Selection Test (Based on Job Openings)
Job Knowledge Test Personality Test
Finalising Search Committee Members Short-listing the Resumes Calling the Applicants & start selection
REVIEW OF RESULTS
BY
JOB DECISION MATRIX
Fig 5.2: Proposed HR-Model
Recommendations to Vinyas.I.T:
Proper Training to executives will effect in greater achievements and smooth
functioning of the company.
Company should target the leading colleges and conduct interview. Such campus
recruitment provides large pool of applicant giving chance to hire best talent
available.
Company should participate in job fairs, and open houses, this would help to
attract potential employees and will also help to improve the company image held
by both public and present employees.
The clients should be asked to prepare and provide proper JD for the post vacant
in their organization.
There are more avenues like various social networking sites which may be
explored for a better approach towards recruitment.
DATA ANALYSIS AND INTERPRETATION
The main objective of the project is to fine tune the existing recruitment and
selection process. Thus three sets of survey has been conducted. The main objective
is to validate forms and process which has been design
SURVEY 1: Feedback from the Applicants.
The first step of recruitment starts from advertisements, the survey 1 gets the
feedback from the applicants regarding the advertisement which is published; this
survey gets the feedback regarding the advertising methods used for different level
HIRE
of job openings. For this survey the sample size considered is 45. The sampling
technique used is Random sampling.
Interpretation obtained from Survey 1 are:
Q1) 5 respondents said they are aware of this company and rest 40 respondents said
they are not aware of the company.
Q2) 40 respondents said they came to know about this company through
advertisements, 2 respondents said word of mouth and rest 3 said present employee.
Q3) 3 applicants approach the company through internal advertisements and 42
through external advertisements.
Q4) 2 respondents said advertisement format is good, 5 said satisfactory, and 38
responded average.
Q5) 5 responded the level of impact of advertisement is good, 10 responded
satisfactory, 22 responded as average and 8 responded as fair.
Q6) All the applicants responded that the advertisement is relieving the designation
of the job.
Q7) 12 responded that nature of job is clearly mentioned in advertisement and 33
responded as no.
Q8) 8 responded that advertisement is relieving the type of employment need to be
made, 37 responded as no.
Q9) 9 responded said that advertisement clearly mentions the job responsibility and
timing involved in the job and 36 responded no.
Q10) All responded that as not mentioned the number of days within which resume
as to be sent.
Q11) 35 responded that advertisement as mentioned the means of sending the
resume and 10 responded as no.
Q12) 3 responded that advertisement was good, 7 responded as satisfactory, 30
responded as average, and 5 responded as average.
Thus from survey 1 the conclusion drawn are:Sample size 45 is combination of-
fresher’s, college students, experienced and college dropout employee.The number
of applicants submitted their resume were 45, out which only 20 were eligible and
their resumes were short listed.
Fig 6.1: Graphical Representation of Survey-1
From the above graph the percentage of NO is more in Q1,Q7,Q8 & Q9 because
this advertising was mainly designed for ITI & Diploma candidates with minimum
6 months of experiences, but the turned out applicants were from other streams, &
uncompleted students, who could not reply to the questions properly. The number
of days within which the resume as to be given was not mentioned, thus is as been
included in upcoming advertisement.
SURVEY 2: FEEDBACK from RESUME SELECTED CANDIDATE
The sample size for this survey is 20, the sampling technique followed is stratified
sampling. This survey gets the feedback from the applicants regarding the
recruitment selection process which they have gone through.
Q1) 3 responded that they received the call of interview on the same day as
intimated, 17 responded no.
Q2) 18 responded that interview panel members introduce themselves before the
start of interview process and 2 responded no.
Q3) 16 responded that interview panel members are good, 4 responded as
satisfactory.
Q4) 15 responded that advertising method used for different level of job opening is
good, 5 responded as satisfactory.
Q5) 10 responded that job experience & qualification emphasised for particular job
posting is good, 8 responded as satisfactory and 2 responded as average.
Q6) 16 responded that the attributes included in technical interview process (i.e.,
electronic components identification test, soldering, basic knowledge of PCB
process/assembly, critical components handling & soldering) are good,3responded
as satisfactory, 1 responded as average.
Q7) 14 responded that job knowledge test conducted during interview process is
good, 14 responded as satisfactory, 4 responded as average, 1 responded as fair.
Q8) 16 responded that the work sample given to you during the job knowledge test
was good, 3 responded as satisfactory, 1 responded as average.
Q9) 12 responded that the technical skills mentioned in the interview process is
good, 6 responded as satisfactory, 2 responded as average.
Q10) 14 responded that the in-depth interview conducted during the interview
process is good, 3 responded as satisfactory, 3 responded as average.
Q11) All responded that the interview process was related to the job requirements
(i.e., any hypothetical questions were not asked)
Q12) 12 responded that the communication skill of the interview panel members
during the interview process was good, 6 responded as satisfactory, 2 responded as
average.
Q13) 14 were satisfied with the Recruitment and Selection process which you have
gone through and 6 responded as no.
Q14) 17 responded that the entire recruitment and selection process which you have
gone through is good, 2 responded as satisfactory,1 responded as average.
Out of 20 only 18 applicants were selected and were asked to join the company.
The main objective of conducting this survey was to know who the applicants felt
about the new designed process.
Fig 6.2: Graphical Representation of Survey-2
From the above graph the percentage of NO is more for Q1, it was mistake of the
receptionist who did not communicate, the number of days you get the call of interview.
SURVEY 3: FEEDBACK FORM FOR MANAGERS
This survey is conducted of the sample size of 20 and out of 20- 2 belong to
supervisors,2 belong to head of department and 1 is MR of the department. The
main objective is to know how they feel about the process which is modified.
Q1) 8 responded that they are aware of the recruitment & selection process
followed in your company and 12 responded no.
Q2) 8 responded that the recruitment & selection process is transparent and 12
responded no.
Q3) 15 responded that they are aware company as redesign the recruitment &
selection process, and 5 responded no.
Q4) 12 responded that the newly designed manpower requisition form is good, and
8 responded as satisfactory.
Q5) 16 responded that the job levelling done is good, and 4 responded as
satisfactory.
Q6) 18 responded that finalised search committee members (Interview panel
members) suggested for the interview process is good, and 2 responded as
satisfactory.
Q7) 15 responded that the advertising method used for different level of job
postings is good, and 5 responded as satisfactory.
Q8) 12 responded that the education & experiences emphasized for particular job
posting is good, 6 responded as satisfactory, 2 responded as average.
Q9) 17 responded that the attributes included in the technical interview process is
good, 3 responded as satisfactory.
Q10) 14 responded that work sample given for different job knowledge test is good
and 6 responded as satisfactory.
Q11) All said yes that the job decision matrix form making the selection process
transparent.
Q12) 12 responded that stay-interview form is good, 2 responded as satisfactory, 8
responded as average.
Q13) 14 responded that exit-interview form is good, 2 responded as satisfactory, 4
responded as average.
Q14) 18 responded that the proposed HR-model is good, and 2 responded as
satisfactory.
Q15) 18 responded that entire recruitment & selection process which I have
designed is good, 2 responded as satisfactory.
Fig 6.3: Graphical Representation of Survey-3
Thus all the survey which was conducted is presented through descriptive statistics.
Thus to derive the infernal statistics i.e., mathematical model co-relation is used.
There are some questions in common in survey 2 and survey 3 thus it is co-related
to know that whether the proposed model is meeting all the requirements of the
company. All these questions have the same rating scale that is five points scale.
The main objective of correlation knows the degree of relationship between two
variables.
Co-relation:
There is six questions which is common to survey 2 and survey 3, these questions
get the feedback regarding the entire process from the advertisement till hiring of
the applicant, this feedback is from both applicants who are attending it, and the
managers who are conducting it. After obtaining the feedback as shown below:
Fig 6.4: Snapshot of Correlation Survey
Weights were assigned for individual options i.e., for –
Good- 5
Satisfactory-4
Average-3
Fair-2
Poor-1
Thus weighted average mean is calculated and the co-relation is obtained between
them,
X- Values are survey result of survey- 2
Y- Values are survey result of survey-3
SURVEY 2 (X) SURVEY 3 (Y)
4.8 4.9
4.75 4.75
4.45 4.5
4.75 4.8
4.75 4.7
4.8 4.9
Fig 6.5: Correlation – Graphical Approach
From the above graph, there are differences of opinion between the candidates and
managers regarding finalized search committee members and entire outlook of the
process, the satisfaction is more from managers.
Inferential result can be obtained through:
Microsoft office Excel -2007 OR SPSS
1. Microsoft Office Excel - 2007
The correlation value is calculated by Carl persons, Correlation (r) is computed as
shown below-
Fig 6.6: Snapshot of correlation-Microsoft Excel 2007
The co-relation value obtained is: R= 0.92366
Thus through Carl persons we can conclude if R value is more than 0.5 then co-relation exists. Thus positive correlation exists between two variables.
2. SPSS SoftwareSPSS (Statistical Package for the Social Sciences) is a computer program used for
survey authoring and deployment, data mining, text analytics, statistical analysis,
and collaboration & deployment. Between 2009 and 2010 the premier vendor for
SPSS was called PASW (Predictive Analytics Software) Statistics, while copyright
issues for the name were settled.
SPSS software is used for data analysis and interpretations; there are many
statistical options available such as- reliability of data, correlation, regression etc.
For this project correlation is used following snapshots –
Data Analysis by SPSS (Correlation, bi-variant)
Bi-variate correlation using Karl Pearson’s Formula
Fig 6.7: Snapshot of correlation – SPSS Software
The correlation value obtained is r-0.92. thus positive correlation exists between two variables, and the forms and process designed is validated.
CONCLUSION
VINYAS.I.T encourages an environment where people respect and tolerate
each other’s differences in order to foster a good working environment.
To enhance the transparency of the system the first step carried is- redesign
the forms, and then the survey was conducted to validate the forms and the
process design.
Forms redesigned are- manpower requisition form, exit interview, interview
rating forms for Level-1 and level-2, job decision matrix, and an HR- model
is proposed for recruitment and selection process.
Three survey was conducted, Survey 1- Feedback Form for the Applicants,
Survey 2- Feedback Form the Resume Selected Candidates, Survey 3-
Feedback Form the Managers.
To Check it inferential correlation is done,for it Weighted average method
was used to obtain correlation by Carl persons,(by Microsoft Excel-2007 &
SPSS).
The value of “r” (correlation) obtained is 0.923, which is showing positive
correlation.
LIMITATIONS OF THE PROJECT
Due to limited time available, only four departments are considered for study.
The data is been collected by means of questionnaires which hence, is to be
assumed factual.
The study was made only with limited number of samples, so that to have an
elaborate interaction with the employees.
The data collected and analysed are mainly from a section of the employees and
hence the outcomes may not be generalised.
FUTURE SCOPE
This project as concentrated only on four departments, the future scope is to
concentre on all the departments of the organisation.
JD plays a main role in recruiting the applicants, thus there must be a standardized
JD for each level of job openings, so that best people are recruited and the clarity
of a particular position or function is obtained.
Application Software can be designed for the recruitment and selection process,
so that it helps the HR process to give better clarity.
SURVEY 1
FEEDBACK FORM FOR THE APPLICANTS
1. Are you aware of this company?o Yes
o No
2. How did you come to know about this company?o Advertisement
o Word of mouth
o Present employee
3. How did you approach this company?o Internal advertisement
o External advertisement
4. How is the advertisement format?o Good
o Satisfactory
o Average
o Fair
o Poor
5. What’s your view regarding the level of impact of the advertisement?o Good
o Satisfactory
o Average
o Fair
o Poor
6. Is the advertisement relieving the designation of the job? o Yes
o No
7. Is the nature of the job clearly mentioned in the advertisement?o Yes
o No
8. Is the advertisement relieving the type of employment you need to make?o Yes
o No
9. As the advertisement clearly mentioned the job responsibility and timing involved in your job?
o Yes
o No
10. As the advertisement clearly mentioned the number of the days within which you need to send your resume?
o Yes
o No
11. As the advertisement mentioned the means of sending your resume?o Yes
o No
12. What’s your opinion about the advertisement?o Good
o Satisfactory
o Average
o Fair
o Poor
13. Do you like to mention any corrections to be made in the advertisement format?
o Yes
o No
If YES please specify:........................................................................................................................................................................................................................................................................................................................................................
THANK YOU FOR YOUR FEEDBACK
Survey 2FEEDBACK FORM FOR RESUME SELECTED
CANDIDATES1. Did you get the call for the interview on the same day as intimated to you before?o Yes
o No
2. Did the interview panel members introduce themselves before the start of the interview process?
o Yes
o No
3. What’s your opinion about the interview panel members?o Good
o Satisfactory
o Average
o Fair
o Poor
4. What’s your opinion regarding the advertising methods used for different level of job openings?
o Good
o Satisfactory
o Average
o Fair
o Poor
5. What’s your view regarding the job experience & qualification emphasised for particular job openings?
o Good
o Satisfactory
o Average
o Fair
o Poor
6. What’s your opinion regarding technical interview process (i.e., electronic components identification test, soldering, basic knowledge of PCB process/assembly, critical components handling & soldering)?
o Good
o Satisfactory
o Average
o Fair
o Poor
7. What’s your view about job knowledge test conducted during interview process?o Good
o Satisfactory
o Average
o Fair
o Poor
8. What’s your view about the work sample given to you during the job knowledge test?
o Good
o Satisfactory
o Average
o Fair
o Poor
9. What’s your opinion regarding the technical skills mentioned in the interview process?
o Good
o Satisfactory
o Average
o Fair
o Poor
10. What’s your view about the in-depth interview conducted during the interview process?
o Good
o Satisfactory
o Average
o Fair
o Poor
11. Was the interview process related to the job requirements (i.e., any hypothetical questions were asked)?
o Yes
o No
12. What’s your opinion regarding the communication skill of the interview panel members during the interview process?
o Good
o Satisfactory
o Average
o Fair
o Poor
13. Are you satisfied with the Recruitment and Selection process which you have gone through?
o Yes
o No
14. What’s your outlook about the entire recruitment and selection process which you have gone through?
o Good
o Satisfactory
o Average
o Fair
o Poor
Survey 3FEEDBACK FORM FOR MANAGERS
1. Were you aware of the recruitment & selection process followed in your company? Yes No2. Is the recruitment & selection process is transparent? Yes No3. Are you aware that your company as redesign the recruitment & selection process? Yes No4. What’s your opinion about the newly designed manpower requisition form? Good Satisfactory Average Fair Poor5. What’s your opinion about the job levelling? Good Satisfactory Average Fair Poor6. What’s your opinion about finalised search committee members (Interview panel
members) suggested for the interview process? Good Satisfactory Average Fair
Poor7. What’s your opinion regarding the advertising methods used for different level of
job postings? Good Satisfactory Average Fair Poor8. What’s your view regarding the education & experiences emphasized for particular
job posting? Good Satisfactory Average Fair Poor9. What’s your opinion regarding the attributes included in the technical interview
process? Good Satisfactory Average Fair Poor10. What’s your opinion about work sample given for different job knowledge test? Good Satisfactory Average Fair Poor11. Is the job decision matrix form making the selection process transparent? Yes No 12. What’s your opinion about stay-interview form? Good Satisfactory Average Fair Poor13. What’s your opinion about exit-interview form? Good Satisfactory Average
Fair Poor14. What’s your opinion regarding the proposed HR-model? Good Satisfactory Average Fair Poor15. What’s your outlook about entire recruitment & selection process which I have
designed? Good Satisfactory Average Fair Poor
CORRELATION
1. What’s your opinion about finalised search committee members (Interview panel members) suggested for the interview process?
o Good
o Satisfactory
o Average
o Fair
o Poor
2. What’s your opinion regarding the advertising methods used for different level of job postings?
o Good
o Satisfactory
o Average
o Fair
o Poor
3. What’s your view regarding the education & experiences emphasized for particular job posting?
o Good
o Satisfactory
o Average
o Fair
o Poor
4. What’s your opinion regarding the attributes included in the technical interview process?
o Good
o Satisfactory
o Average
o Fair
o Poor
5. What’s your opinion about work sample given for different job knowledge test?
o Good
o Satisfactory
o Average
o Fair
o Poor
6. What’s your outlook about entire recruitment & selection process which I have designed?
o Good
o Satisfactory
o Average
o Fair
o Poor
REFERENCES
Case study:Project done by Praveena.M (master of engineering and management)
Text Book:
[1] John.R.Hollenbeck - Human Resources Management: Ganing Competitive Advantages
[2] George.W.Bohlander – Managing Human Resources
[3] Richard.M.Hodgetts – Moderen Human Relations at work
[4] Margaret Dale – Managers Guide to Recruitment and Selection
Research Papers:
[1] Mariker - Does Excellence have a Gender? A National Research on Recruitment, Research in human resource, volume 4, 1995
[2] John. Richard - Case Study on Job Recruitment and Selection, journal on organisational psychology, volume 2, 1998
[3] AlviToffler - How can HRM improve recruitment & selection within Organisation, Indian Journal on human resource, volume 2, 1994
[4] Barnard M - Job Analysis report for Human Resources, journal on selection assessments.
[5] Chakraborty - Proposal for a model of Recruitment & Selection system to improve, international journal on human resources, 1990
[6] Dawes John - Do data characteristics change According to the number of Scale points used? An experiment using 5- points, 7-points, 10-points, Journal of human psychology, volume 3, 2001
[7] Ian Beardwell - Manpower Planning- An Approach to the Problem, the journal of business ethics,
volume 4, 2000.
[8] Gray.D.H - Organisational Behaviour-Concepts and Applications, international journal of Selection and Assessments.
[9] Daniel.J.Brass – A social perspertive on human resources management, research in personnel and human resources,volume 13,year 19995.
[10] Neil Anderson – Applicants and Recruiter Reaction to new technology in Selection: A critical Review & Agenda for future research & Practice, European Journal of work & organisational Psychology, volume 11, year 2000.
[11] Fernando J Fuents-Garcia, Julia.M.Nunes – Best practices of selection, International journal of selection and assessment, volume 2 , year 1992.
[12] Neil Anderson , Filip Livens, Karen van Dam – Best practices of Recruitment, International hand book of recruiters, volume 53, year 1997.
[13] A Al-Hamadi,P Budhwar- Recruiting and selecting of staffs , International journals of human resource management, volume 4 , year 1982.
[14] H.Shipton- Recruiting and Retention on Human resource management, Indian journal of human resources management, volume 3, year 2000.
[15] Andrew Chernih- Asset Correlation: A literature review and analysis of the correlation based approach.
[16] Ricardo-veroz-Her radom, Nunes –Tabales, Organisation success – Human resources, The journal of business ethics , volume 4 , year 1997.
[17] Ingmar Bjorkman, Yuan Lo- Future perspective on Employee selection of human resources, The journal of world business, volume 3, year 1999.
[18] Dave Bartram – A Corporate perspective on the management of human resources , International journal of selection and assessment , volume 3 , year 1999.
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