recruitment and selection uptec consultency

8/17/2019 Recruitment and Selection Uptec Consultency

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COMPANY PROFILE

UPTEC Computer Consultancy Limited is a multi-faceted I.T. company

that started operations in 1993 and has since crossed many orbits to succeed

at local, regional, national and international levels. Set up as a joint venture

between the nodal public sector undertaking, U.P. Electronics Corporation

Limited and a group of seasoned I.T. and management professionals with

comprehensive work experience in leading institutions and companies such

as IIMs, IITs, IBM and Bell Systems, USA, UPTEC's operations today span

Uttar Pradesh and NCR in India, Africa (via Mauritius) and China. Through

its various divisions, UPTEC today provides total I.T. solutions to

individuals and organizations via a wide spectrum of diverse actvities that

include professional I.T. education, software development, I.T. products and

services, web based services for e-learning and e-testing and content design

and development.

P rofessional E ducation

An authorised partner of leading global corporates such as Microsoft, Cisco,

RedHat and Oracle for offering their global I.T. certifications. Authorised by

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well known institutions such as NIELIT, IGNOU, UPRTOU,SVSU and

Integral University for providing Govt. recognised courses upto MCA level.

Each and every centre rated as either 'A+' (Excellent) or 'A' (Very Good) by

the NIELIT Society, Department of I.T. Govt. of India.

Three time winner of 'Award for Excellence' from Govt. of India for

outstanding performance in I.T. Human Resource Development in the

country.

UPTEC's Allahabad centre is an authorised centre for on-line GMAT testing

- the only in this region of India.

Software Development

Develops first rate software solutions that include e-learning, multimedia

and web-based solutions.

Has expertise in Embedded Software Development, Device Driver

Development, Website development, hosting & maintenance and DotNet

Technologies

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Launched a major website project for grievance redressal of Indian

Investors, www.investorhelpline.in This website is funded by Ministry of

Corporate Affairs, Govt. of India.

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http://www.investorhelpline.in/http://www.investorhelpline.in/


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W eb Based Services

Has launched www.testmate.in , a co-branded e-testing website in

collaboration with McGraw-Hill Education (India).

Has launched www.teachmate.in , an e-learning website, to support Chinese

& African teachers and students. These services are now available in India

also.

C ontent Design & Development

Designs and publishes I.T. books, coursewares , interactive learning CDs.

Also provides content to reputed publishers like McGraw-Hill & Elsevier.

Has the Yaksha brand of CDs (for competitive examination's preparation)

and the Abhigyan brand of interactive learning CDs (for children) in its

portfolio.

IT P roducts & Services

Owns and operates a multicity chain of I.T. supermarts. An associate of

Hewlett-Packard, UPTEC has the largest HP showroom in this region of

India.

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http://www.testmate.in/http://www.teachmate.in/http://www.testmate.in/http://www.teachmate.in/


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Has prestigious clients such as RBI, SGPGI, CBI, UBI, HAL and Tata

Motors etc. on its rolls.

Board of Directors

Prof.VishwanathSinhaChairman

Distinguished Professor & Advisor LNM Instituteof Information Technology, Jaipur & Formerly DyDirector, IIT Kanpur

Dr. Ajit KumarSingh

Director

Formerly DirectorGiri Institute of Development Studies, Lucknow

Mr. A. N. SahaiDirector

Formerly Sr. Director, Ministry of InformationTechnologyGovt. of India, New Delhi

Mr. C.V. SinghDirector

Formerly Vice PresidentTata Daewoo (South Korea)

Dr. Harish C.KarnickDirector

Professor, IIT Kanpur

Dr. K. K.BhutaniDirector

UPTEC Computer Consultancy Limited,3rd Floor, Sangam Place, Civil Lines, Allahabad

Prof. KripaShankerDirector

Professor, IIT Kanpur &Former Vice Chancellor, GBTU

Mrs. Shruti

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GuptaDirector

Dr. V. P.

SharmaDirector

Formerly Director , Rehabilitation & Artificial

Limb Centre,CSM Medical University, Lucknow

Dr. UpendraKumarManagingDirector

UPTEC Computer Consultancy Limited16 Rana Pratap Marg, UPTEC Crossing, Lucknow

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RESEARCH METHODOLOGY

The purpose of the methodolo $ is to describe the research procedure# This includes

overall research desi n the samplin procedure the data collection method and anal$sis

procedure# +ut of total universe 15 respondents from coca-cola have been taken for

convenience# The sample procedure chosen for this are statistical samplin method# ere

randoml$ emplo$ees are selected and interviewed# nformation which collected was

based on the uestionnaires filled up b$ the sample emplo$ees# 'nder secondar$

method took the help of various

reference books which have mentioned in biblio raph$ and also b$ wa$ of surfin

throu h the compan$ website#

Primary Data

Questio aire : *orrespondin to the nature of the stud$ direct structured uestionnaires

with a mi7ture of close and open-ended uestions will be administered to the relevant

respondents within the (ersonnel and other &epartments of the or anisation#

Se!o "ary Data

Or#a i$atio a% %iterature : /n$ relevant literature available from the or anisation on the

*ompan$ profile recruitment 8 selection procedures 9ob specifications department-

wise break up of manpower stren th and the or anisational structure# Ot&er Sour!es'

/ppropriate journals ma a%ines such as uman *apital relevant newspaper articles


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compan$ brochures and articles on www sites will also be used to substantiate the

identified objectives#

Sam(%i # P%a a " Desi#

/ uestionnaire will be used for the purpose of research: ;uestionnaire: To test the

validit$ and effectiveness of the recruitment and selection procedures within the

or anisation and to test th validit$ and effectiveness of the policies and procedures within

the or anisation# The basic rationale of ;uestionnaire is to ascertain the perception of the

non- ! departments in terms of the validit$ and effectiveness of the policies and

procedures used b$ the or anisation# t is also in line with the assessment of an$

su estionsoard of the or anisation# The respondents would comprise of personnel

holdin senior desi nations within certain t$pical &epartments

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identified within the or anisation namel$:

"tores

=inance +perations

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Re!ruitme t a "

se%e!tio (ro!ess

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RECR)ITME*T

/ll or ani%ations are basicall$ human or ani%ations# The$ need people to carr$ out the

or ani%ational mission oals and objectives# )ver$ or ani%ation needs to recruit

people #The recruitment polic$ should therefore address itself to the ke$ uestionA what

are the personnel


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Fa!tors A++e!ti # Re!ruitme t ' ,

n recruitin new emplo$ees mana ement must consider the nature of labor market what

sort of potential labor are available and how do look for works#

The factor affectin can be summed up under the followin heads:

La-or Mar.et Bou "aries', The knowled e of the boundaries help mana ement

in estimatin the available suppl$ of ualified personnel form which it mi ht

recruit# / labor market consists of a eo raphical area in which the forces of

demand and suppl$ interact and thus affect the price of labor#

A/ai%a-%e S.i%%s'- *ompanies must locate the areas where the$ can find

emplo$ees who fit the jobs accordin to their skills#

E!o omi! Co "itio '0 )conomic conditions also affect recruitment#

'nemplo$ment worker ma$ swamp a new plan located in a depressed labor

market whereas a firm tr$in to establish it or to e7pand in an area where a few

ualified workers are out of wok has uite a different recruitment problem#

Attra!ti/e ess o+ t&e Com(a y' BThe attractiveness of the compan$ in terms of

hi her wa es clean work better frin e benefits and rapid promotions serves as

influencin factor in recruitment#

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SCOUTING

PROCESS OF RECR)ITME*TS

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!ecruitment be ins b$ specif$in the human resource recruitment initiatin activities

and action to identif$ the possible sources form where the$ can be met communicatin

the information about the jobs terms and conditions and prospects the$ offer and enthuse

the people who meet the recruitment to respond to the invitation b$ appl$in for jobs#

Thereafter the selection process be ins# The process is as follows:

a1 De!i"e o &o2 ma y (eo(%e you rea%%y ee" :

f ever$thin is bein done to improve performance and still there is a ap between

what the current performance is and the oals set then the best wa$ is to recruit more

people#

-1 A a%y$i # t&e 3o-'

/nal$%in the job is the process of assemblin and stud$in information relatin to

all aspects of a particular post# /nal$sis is done to find possible details about:

(urpose: dentif$ the aims and objectives of job and what the emplo$ee is

e7pected to achieve within department and compan$#

(osition: The job title its position in the hierarch$ and for whom it is responsible

ou ht to be recorded# / sample or ani%ation chart ma$ be useful for this purpose#

,ain &uties: / list of ke$ tasks ma$ be written outA standards that need to be

reached and maintained must also be maintained# ,ethods of recordin assessin

and recordin the ke$ tasks must be determined#

The work )nvironment: "tud$ the ph$sical and social environment in which the

work is out because the work environment influences the uantit$ and ualit$ of

work#

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SELECTINGQUALIFIEDPERSONNEL

!1 Dra+ti # a 3o- "es!ri(tio '

/fter job anal$sis is done job description is made# 9ob description describes the job#

The job description decides upon the e7act knowled e skill and e7perience needed

to do the job#

9ob description must be drafted around these headin :

9ob title

!esponsible to

!esponsible for

(urpose of job

&uties

!esponsibilit$

"i nature and date

"1 Dra2i # o+ em(%oyee s(e!i+i!atio '

)mplo$ee specification is also known as job person or personnel specification# t lists

the skillsA knowled e and e7periences re uired doin the job successfull$# "tud$in

the description makes it# /n emplo$ee specification will help in decidin where to

advertise what to include in job advertisement to attach the ri ht person# t is based

upon:

(h$sical make-up

/ttainment

"pecific aptitude

nterest

&isposition

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HUMAN RESOURCEPLANNING

RECRUITTINGREQUIREDPERSONNEL

PLACINGSELECTED

PERSONNELON JOBS

*ircumstances

e1 E/a%uatio +uture ee"s

=or )valuation future needs manpower is draftin # / manpower plan evolves stud$in

the make-up of present work force assessin forthcomin chan es and calculatinfuture workforce which is re uired# ,anpower plannin helps in devisin lon -term

recruitment plans#

+1 Fi "i # sour!es o+ re!ruitme t'

The human resource re uirement can be met from internal or e7ternal sources#

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FINDING ANDDEVELOIPING SOURCES OFPOTENTIALEMPLOYEES

SEARCH FOR PROSPECTIVEEMPLOYEES:a). DEVELOPING

TECHNIQUESb). ATTRACTINGCANDIDATES

EVALUATINGEFFECTIVENESSOFRECRUITING

INTERNAL SOURCES

EXTERNALSOURCES

PERSONNELRESARCH

JOB POSTING

EXPERIENCE

EMPLOYEE REFERALS

ADVERTISING

TRANSFERING TONEW JOBS

UPGRADING INSAME POSITION

PROMOTING TO HIGHER JOBS

PROVIDING INFORMATION

CLARIFYINGDOUBTS

SO)RCES OF RECR)ITME*T

I ter a% Sour!es

These refer to persons alread$ emplo$ed in the or ani%ation# (romotin persons from lower

levels ma$ fill up vacancies at hi her levels# "horta e of manpower in one branch C factor$ ma$

be met b$ transferrin surplus staff from another branch C factor$# (romotion means shiftin of

an emplo$ee to hi her post carin reater salar$ status and responsibilit$# +n the other hand

transfer refer to the shiftin an emplo$ee with salar$ status and responsibilit$# "ome time e7-

emplo$ee of the or ani%ation ma$ be re-emplo$ed#

A"/a ta#es o+ I ter a% Sour!es'

1# =illin vacancies for hi her job b$ promotin emplo$ees from with in the or ani%ation

helps to motivate and improved the morale of the emplo$ees# This induces lo$alt$ amon

them#

2# nternal re uirement has to minimi%e labor turnover and absenteeism# (eople wait for

promotion and the work force is more satisfied#

3# *andidates workin in or ani%ation do not re uire induction trainin # The$ are alread$

familiar with or ani%ation and with the people workin in it#


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Disa"/a ta#es o+ I ter a% Sour!es'

1# There ma$ be inbreedin as fresh talent from outside is not obtained# nternal candidates

ma$ not be iven a new outlook and fresh ideas to business#

2# 'nsuitable candidates ma$ not be promoted to positions of hi her responsibilit$ because

the choice is limited#

3# The emplo$ees ma$ become lethar ic if the$ are sure of time bound promotion# There

ma$ be infi htin amon those who aspires for promotion with in the or ani%ation#

4# nternal recruitment cannot be complete method in itself# The enterprise has to resort to

e7ternal recruitment at some sta e because all vacancies cannot be filled from with in

or ani%ation#

E4ter a% Sour!es

t refers to recruitment of emplo$ees from outside the or ani%ation# )7ternal sources provide

wide choice of the re uired number of the emplo$ees havin the desired ualification# t also provides the people with new ideas and speciali%ed skills re uired to cope with new challen e

and to ensure rowth of the or ani%ation# nternal competitors have to compete with the

outsiders# owever e7istin emplo$ees resent the polic$ of fillin hi her-level vacancies from

outsiders# ,oreover it is time consumin and e7pensive to recruit peoples from outside#

!ecruitment from the outside ma$ create frustration amon the e7istin emplo$ees that aspires

for promotions# There is no uarantee that the or ani%ations will attract sufficient number of

suitable candidates#


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A"/a ta#es o+ E4ter a% Sour!es'

1# The entr$ of fresh talent in to the or ani%ation is encoura ed# ew emplo$ees brin

new ideas to the or ani%ation#

2# )7ternal sources provide wider sources of personnel to choose from#

3# !e uisite t$pe of personnel havin the re uired ualifications trainin and skill are

available from the e7ternal sources#

Disa"/a ta#es o+ E4ter a% Sour!es'

1# The enterprise can make the best selection since selection is made from amon a lar e

number of applicants#

2# There is a reater decoration in emplo$er- emplo$ee relationship resultin in industrial

strikes unrest and lockouts#

3# The personnelDs selected from outside ma$ suffer from the dan er of adjustment to the

new work environment#


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METHODS OF RECR)ITME*T

/ll methods of recruitment can be put into three cate ories:

aE &irect method

bE ndirect method

cE Third-part$ method

a1 Dire!t Met&o"'

These include the campus interview and keepin a live re ister of job seekers# 'suall$ under

this method information about jobs and profile of persons available for jobs is e7chan ed

and preliminar$ screenin is done# The short listed candidates are then subjected to the

remainder of the selection process# "ome or ani%ation maintains live re isters or record of

applicants and refers to them as and when the need arises#

-1 I "ire!t Met&o"'

The$ cover advertisin in newspapers on the radio in trade and professional journals

technical journals and brochures#

hen ualified and e7perienced persons are not available throu h other sources advertisin

in newspapers and professional and technical journals in made# hereas all t$pes of

advertisements can be made in newspapers and ma a%ines onl$ particular t$pes of posts

should be advertised in the professional and technical journals#


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/ well thou ht-out and planned advertisement for appointments reduces the possibilit$ of

un ualified people appl$in # f the advertisement is clear and to the point candidates can

assess their abilities and suitabilit$ for the position and onl$ those who possess the re uisite

ualifications will appl$#

!1 T&ir" Party Met&o"'

Farious a encies are used for recruitment under these methods# These include

commercial and private emplo$ment a encies state a encies and placement offices of schools

colle es and professional associations recruitin firms mana ement consultin firms

indoctrination seminars for colle e professors friends and relatives#

Em(%oyme t A#e !ies'

The$ are speciali%in in specific occupation like eneral office help salesman technical

workers accountants computer staff en ineers and e7ecutives and suitable persons available

for a job# >ecause of their speciali%ation the$ can interpret the needs of their clients and seek

out particular t$pes of persons#

State or Pu-%i! Em(%oyme t A#e !ies'

The$ also knew as )mplo$ment or .abor )7chan es are the main a encies for public

emplo$ment# The$ also provide a wide ran e of services like counselin assistance in

ettin jobs information about the labor market labor and wa e rates etc#


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E4e!uti/e Resear!& A#e !ies'

The$ maintain a complete information records about emplo$ed e7ecutives and recommend

persons of hi h caliber for mana erial marketin and production en ineersD posts# These

a encies are looked upon as Ghead huntersD GraidersD and GpiratesD#

Tra"e ) io s'

The emplo$ers to suppl$ whatever additional emplo$ees ma$ be needed often call on Trade

'nions# 'nions ma$ be asked for recommendations lar el$ as a matter of courtes$ and an

evidence of oodwill and cooperation#

Pro+essio a% So!ieties'

The$ ma$ provide leads and clues in providin promisin candidates for en ineerin

technical and mana ement positions# "ome of these maintain mail order placement services#


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SELECTIO*

"election is the process of carefull$ screenin the candidates to choose the most suitable person

for the job vacancies to be filled# 'nder it ualifications trainin e7perience and back round of

applicant are evaluated in the li ht of job re uirement# t divides the candidates into two

cate ories namel$

aE Those who are emplo$ed

bE Those who are to be rejected#

/ formal definition of selection is as followin :

H t is the process of differentiatin between applicants in order to identif$ Iand hireE those with a

reater likelihood of success in a job#J

"election process assumes and ri htl$ so that there are more number of candidate

actuall$ selected candidates are made available throu h recruitment process#


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BARRIERS TO EFFECTIVE SELECTIO*

The main objectives of selection are to hire people havin competence and commitment#

This objective is often defeated because of certain barriers# The impediments which check

effectiveness of selection are perception fairness validit$ reliabilit$ and pressure#

Fair ess' =airness is selection re uires that no individual should be discriminated a ainst on the

basis of reli ion re ion race or ender# >ut the low numbers of women and other less-privile ed

sections of the societ$ in middle and senior mana ement positions and open discrimination on

the basis of a e in job advertisements and in the selection process would su est that all the

efforts to minimi%e ine uit$ have not been ver$ effective#

Re%ia-i%ity' / reliable method is one that will produce consistent results when repeated in similar

situations# .ike a validated test a reliable test ma$ fail to predict job performance with precision#

Pressure' (ressure is brou ht on the selectors b$ politicians bureaucrats relatives friends and

peers to select particular candidates# *andidates selected because of compulsions are obviousl$

not the ri hts ones# /ppointments to public sector undertakin s enerall$ take place under such

pressures#

SELECTIO* PROCEDE)RE


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The selection procedure is concerned with securin relevant information about an applicant# This

information is secured in a number of steps and sta es# The objective of selection process is to

determine whether an applicant needs the ualification for a specific job and to choose the

applicant who is most likel$ to perform in that job#

The hirin procedures not a sin le acts but it is essentiall$ a series of methods or steps or

sta es b$ which additional information is secured about the applicant# /t each sta e facts ma$

come to li ht which lead to the rejection of the applicant# / procedure ma$ be considered to a

series of successive hurdles or barriers which an applicant must cross#

These are indented as screens and the$ are desi ned to eliminate an un ualified applicant at

an$ point in this process# That techni ue is known as the successive hurdle techni ue# ot all

selection process includes all these hurdles# The comple7it$ of process usuall$ increases with the

level and responsibilit$ of the position to be fulfilled#

/ well-or ani%ed selection procedure should be desi ned to select sustainable candidates

for various jobs# )ach step in the selection process should help in ettin more and more

information about the candidate# There is no idle selection procedure appropriate for all cases#

"teps in the selection process:

(reliminar$ "creenin

/pplication >lank

)mplo$ment Tests

"election nterview


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,edical or (h$sical )7amination

*heckin !eference

=inal /pproval

Pre%imi ary S!ree i #'

This is essentiall$ to check whether the candidate fulfills the minimum ualification# The

preliminar$ interview is enerall$ uite brief# ts aim is to eliminate the unsuitable candidate#

The job seekers are received at the reception counter of the compan$# The receptionists or other

official interviews the candidates to determine whether he is worthwhile or the candidate to fill

up the application blank# *andidates processin the minimum ualification and havin some

chances of bein selected are iven the prescribed application form known as application blank#

A((%i!atio B%a .'

The candidates are re uired to ive full information about their a e ualification e7perience

famil$ back round aptitude and interests act in the application blank# The application blank

provides a written record about the candidate# The application form should be desi ned to obtain

all relevant information about the candidates# /ll applications received from the candidates are

carefull$ scrutini%ed# /fter the scrutin$ more suitable candidates amon the applicants are short-

listed for written tests and others are rejected#

Em(%oyme t Tests'

*andidates are asked to appear for written or other tests# Tests have become popular

screenin devices# These tests are based on the assumption that human traits and work


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behaviors can be predicted b$ samplin however tests are not full$ reliable and the$ also

involve time and mone$# Test is more useful in identif$in and eliminatin unsuitable

candidates therefore should be used onl$ as supplements rather than an independent

techni ue of selection# The main t$pes of tests arentelli ence tests

/ptitude Test

nterest Test

(ersonalit$ Test

&e7terit$ Test

Se%e!tio I ter/ie2'

t involves a face-to-face conversation between the emplo$er and the candidateA the selector asks

a job related and eneral uestions# The wa$ in which a candidate responds to the uestion is

evaluated# The objectives of the interview are as followin :

To find out the candidateDs overall suitabilit$ for the job#

To cross-check the information obtained throu h application blank and tests and

To ive an accurate picture of the job and the compan$#

nterview is the most widel$ used step in emplo$ee selection# owever interview suffers from

several drawbacks:

=irstl$ it is a time consumin and e7pensive device# "econdl$ it can test onl$ the personalit$ of

the candidate and not his skill for the job# Thirdl$ the interviewer ma$ not be an e7pert and ma$


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fill to e7tract all relevant information from the candidate# =ourthl$ the personal jud ment or bias

of the interviewer ma$ make the result of the interviews inaccurate#

nterview should be properl$ conducted in a proper ph$sical environment# The interview room

should be free from noise and interruptions# The environment should be confident and uite#

(eople enerall$ talk freel$ and frankl$ when there is privac$ and comfort# Therefore candidates

should be put at ease# The interviewer should pa$ full attention to what the candidates have to

sa$#


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Me"i!a% or P&ysi!a% E4ami atio '

*andidates who are found suitable after interview are called for ph$sical e7amination# / (anel

of doctors to insure that the$ are health$ and ph$sicall$ fit for the job does a medical check-up of

such candidates# / proper medical e7amination will also ensure that the candidates selected do

not suffer from an$ serious desirous which ma$ create problems in future#

C&e!.i # Re+ere !e'

Kenerall$ ever$ candidate if re uired to state in the application form the name and address of at

least two responsible persons who know him# The reference ma$ not ive their =rank opinion

unless promises made that in all information will be kept strictl$ confidential# ,oreover the

information iven b$ them ma$ be biased in the form of candidate#

Fi a% A((ro/a% '

The candidates who are found suitable after the medical check-up and back round investi ation

are formall$ appointed b$ issuin appointment letter to them# The$ are asked to join dut$ b$ the

specified date# o selection procedure is foolproof and the best wa$ jud e a person is b$

observin him workin on the job# *andidate who ives satisfactor$ durin the probationar$

period are made permanent#


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S)CCESSIVE H)RDLES I* THE SELECTIO* PROCESS


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Su##este" Se%e!tio Criteria +or Stu"e ts

t is imperative to not onl$ recruit those students who do well academicall$ but also those who

possess a winnin attitude but ma$ not have done as well academicall$# The followin selection

criteria can be used as a uide:

a# /cademics B =ocus on students who have consistentl$ done e7ceptionall$ well

b# )7tra and *o curricular activities B =ocus on .eadership nitiative

c# (ersonalit$ and /ttitude B =ocus on *ommunication (resentation and Teamwork

/t the end of the selection process the *ampus !ecruitment Team will compile a list of selected

candidates and handover the same to the (lacement +fficer# /n announcement can also be made

to inform students at the same time#

O++er Letters'

+ffer .etters will be sent to the selected candidates within da$s of the selection process at the

*ampus# *andidates have to indicate his


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A5 Trai ee S!&eme 6A1

+nce selected all trainees will be provided with an ! brochure that lists the details of the

trainee scheme as outlined below:

Tra/e%' ,ana ement Trainees will be provided with /* class Train =are from home to the

compan$# *onve$ance e7penses such as travel Ita7iE from the !ailwa$ station to the place of

postin etc# will be provided#

A!!ommo"atio ' Trainees will be provided with shared accommodation Ifor

bachelors


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TYPICAL REASO*S FOR EMPLOYEE TRAI*I*G A*D

DEVELOPME*T

Trainin and development can be initiated for a variet$ of reasons for an emplo$ee or roup of

emplo$ees e# #

1#E hen a performance appraisal indicates performance improvement is needed

2E To LbenchmarkL the status of improvement so far in a performance improvement effort

3E /s part of an overall professional development pro ram

4E /s part of succession plannin to help an emplo$ee be eli ible for a

planned chan e in role in the or ani%ation

5E To LpilotL or test the operation of a new performance mana ement s$stem

6E To train about a specific topic Isee belowE


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TYPICAL TOPICS OF EMPLOYEE TRAI*I*G

1#Commu i!atio s ' The increasin diversit$ of toda$Ms workforce brin s a wide variet$ of

lan ua es and customs#

2#Com(uter s.i%%s ' *omputer skills are becomin a necessit$ for conductin administrative and

office tasks#

3#Customer ser/i!e : ncreased competition in toda$Ms lobal marketplace makes it critical that

emplo$ees understand and meet the needs of customers#

4# Di/ersity : &iversit$ trainin usuall$ includes e7planation about how people have different

perspectives and views and includes techni ues to value diversit$#

5#Et&i!s : Toda$Ms societ$ has increasin e7pectations about corporate social responsibilit$#

/lso toda$Ms diverse workforce brin s a wide variet$ of values and morals to the workplace#

6#Huma re%atio s' The increased stresses of toda$Ms workplace can include misunderstandin s

and conflict# Trainin can people to et alon in the workplace#

#Qua%ity i itiati/es' nitiatives such as Total ;ualit$ ,ana ement ;ualit$ *ircles

benchmarkin etc# re uire basic trainin about ualit$ concepts uidelines and standards for

ualit$ etc#

#Sa+ety ' "afet$ trainin is critical where workin with heav$ e uipment ha%ardous chemicals

repetitive activities etc# but can also be useful with practical advice for avoidin assaults etc#

75 Se4ua% &arassme t : "e7ual harassment trainin usuall$ includes careful description of the

or ani%ationMs policies about se7ual harassment especiall$ about what are inappropriate

behaviors#


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GE*ERAL BE*EFITS FROM EMPLOYEE TRAI*I*G A*D

DEVELPOME*T

There are numerous sources of on-line information about trainin and development# "everal of

these sites Ithe$Mre listed later on in this librar$E su est reasons for supervisors to conduct

trainin amon emplo$ees# These reasons include:

1# ncreased job satisfaction and morale amon emplo$ees

2# ncreased emplo$ee motivation

3# ncreased efficiencies in processes resultin in financial ain

4# ncreased capacit$ to adopt new technolo ies and methods

5# ncreased innovation in strate ies and products

6# !educed emplo$ee turnover

# )nhanced compan$ ima e e# # conductin ethics trainin Inot a ood reason for ethics

trainin NE

# !isk mana ement e# # trainin about se7ual harassment diversit$ trainin

)ver$ time see a recruitment ad or manual that makes a reference to Lon the job trainin L

crin e# ould this be one of those situations where there is effectivel$ Lno trainin OL &esi nin

a pro ram for emplo$ee trainin and development is not a trivial process that can be left to

chance# t is not enou h to LhopeL that emplo$ees will et trained Lon the job#L

>ut before make a case for effective emplo$ee trainin and development let us e7amine the

reasons for developin emplo$ees#


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+n oin education is a ke$ in redient to an$ firmMs abilit$ to row both as a business and in

terms of a competitive advanta e#

f the emplo$ees are nurtured and provided with opportunities once on-board it will not onl$

lead to a reater retention rate but also rowth potential in $our industr$#

AREAS OF TRAI*I*G

/reas of trainin can be classified into the followin cate ories:

1# Trainin in compan$ policies and procedures Iinduction trainin E

2# Trainin in particular skills

3# Trainin in human relations

4# Trainin in problem solvin

5# ,ana erial and supervisor$ trainin

6# /pprentice trainin


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HYPOTHESIS

This surve$ is conducted under the presumption of the functionin of the !ecruitment and

"election (rocedure in '(T)* *+,('T)! *+ "'.T/ *0 . , T)& #

n testin the above h$pothesis the followin aspects will be considered: -

,anpower (lannin

!ecruitment (olic$

"ources of !ecruitment

.atest Techni ues of !ecruitment

!ecruitment of "ummer< n-plant Trainees

"election (olic$

=eedback of !ecruitment and "election (rocedure


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Q)ESTIO**AIRE Ma (o2er P%a i #

85 Does your !om(a y ma.e +ore!ast o+ +uture ma (o2er (%a i # re9uireme t:

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 0es 3@ 1@@P

2# o @ @P

Manpower Forcasting

100%

0%

Yes

No

1@@P people said that the compan$ makes forecast of future manpower forecastin #


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2#I+ yes; t&e (%ease s(e!i+y t&e time (erio"6s1 +or 2&i!& t&e estimates are ma"e:

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# @-2$ears ? 3@P

2# 2-3$ears 6 2@P

3# 3-4$ears ? 3@P

4# 48above $ears 6 2@P

Time Period for Estimate

30%

20%30%

20% 0-2years

2-3years

3-4years

4&above years

2@P people said that the compan$ specif$ @-2 $ear for makin estimation of forecastin #

3@P people said that the compan$ specifies 2-3 $ears for makin estimation#

3@P people said that the compan$ specifies 3-4 $ears for makin the estimation of forecastin #

2@P people said that the compan$ specifies 4 8 above time period for makin forecastin #

35


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"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# Total cost of the

project

6 2@P

2# (ast e7perience 12 4@P

3# &ifferent phases of the

project

? 3@P

4# All of the above 3 1@P

Basic Forcasting

20%

40%

30%

10%

Total cost of theproject

Past experience

ifferent phases of the project

!ll of the above

2@P people said that their compan$ forecast on the bases of Total cost of the project#

4@P people said that the compan$ forecast on the bases of past e7periences#

3@P people said that the compan$ forecast on the bases of the &ifferent phases of the project#

1@P people said that the compan$ forecast on the bases on of the above#

=5 Does your or#a i$atio (%a t&e re!ruitme t (o%i!y:

"# +# +( + +# += ()!*) T/K)


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!)"(+ &) T

1# 0es 3@ 1@@P

2# o @ @P

Written Recriutment Policy

100%

0%

Yes

No

1@@P people said that the plan the re uirement polic$#

5# Do you t&i . t&e (rese t re!ruitme t (o%i!y is &e%(+u% i a!&ie/i # t&e #oa%s o+ t&e

!om(a y:

"# +

#

+( + +# +=

!)"(+ &) T

()!*) T/K)


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1# 0es 15 5@P

2# o 6 2@P

3# To some e7tent ? 3@P

Recruitment Policy

"0%

20%

30% Yes

NoTo so#e extent

5@P people said that the compan$Ds recruitment polic$ is helpful in achievin the oals#

2@P people said that the compan$Ds recruitment polic$ is not helpful in achievin the oals#

3@P people said that the compan$Ds recruitment polic$ is helpful to some e7tent in achievin the

oals#

65 Does t&e !om(a y>s re!ruitme t (o%i!y e a-%e to i"e ti+y t&e +o%%o2i # areas:

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# !ecruitment needs of the

or ani%ation

6 2@P


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2# (referred sources of

recruitment

? 3@P

3# /ppropriate criteria for

selection

? 3@P

4# dentification of the cost

of recruitment

6 2@P

Recruitment Policy

20%

30%30%

20%$ecr it#ent nee s of the or'ani(ation

Preferre so rces of recr it#ent

!ppropriate criteria for selection

) entification of the costof recr it#ent

2@P people said that the compan$Ds recruitment polic$ enables to identif$ the recruitment needs

of the compan$#

3@P people said that the compan$Ds recruitment polic$ enables to identif$ the preferred sources

of recruitment#

3@P people said that the compan$Ds recruitment polic$ enables to identif$ the appropriate

criteria for selection#

2@P people said that the compan$Ds recruitment polic$ enables to identif$ the identification of

cost of recruitment#


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Sour!es o+ Re!ruitme t

?5 T&rou#& 2&i!& sour!e your or#a i$atio s re!ruit t&e em(%oyees:

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# nternall$ 6 2@P

2# )7ternall$ 1 6@P

3# >oth 6 2@P


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Sources of Recruitment

20%

*0%

20%

)nternally

+xternally

,oth

2@P people said that the compan$ recruits the emplo$ee from the internal sources#

6@P people said that the compan$ recruits the emplo$ee from the e7ternal sources#

2@P people said that the compan$ recruits the emplo$ee from the both sources#

@5


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External Sources

20%

20%

10%

40%

10%

+#ployee +xchan'e-ons ltantPrivate +#ployee

!'encies !&vertise#ent

)nternet

!ny other

2@P people said that the compan$ uses the emplo$ee e7chan e consultants#

2@P people said that the compan$ uses private emplo$ment a encies#

1@P people said that the compan$ uses the advertisement method#

4@P people said that the compan$ uses the nternet method#

1@P people said that the compan$ uses the an$ other wa$#


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Latest Te!& i9ues o+ Re!ruitme t

75 Does your or#a i$atio re!ruit em(%oyees t&rou#& %atest met&o" o+ re!ruitme t t&rou#&

I ter et:

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 0es 3@ 1@@P

2# o @ @P


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Latest Reqruitment Policy

100%

0%

Yes

No


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1@@P people said that the compan$ uses the latest method of recruitment# 8 5 I+ yes t&e t&e

!om(a y use o2 2e- site +or t&is (ur(ose5

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 0es 2 ?@P

2# o 3 1@P

se !wn We" Site

.0%

10%

Yes

No

?@P people said that the compan$ uses his own web site for recruitment#

1@P people said that the compan$ not uses his own web site


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885 Does your !om(a y &ire t&e ser/i!e (orta%:

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 0es 1 6@P

2# o 12 4@P

#ire some !t$er Portal

*0%

40% Yes

No

6@P people said that the compan$ hire service portal#


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4@P people said the compan$ not hires the service portal# 8 5 I+ yes; 2&i!& ser/i!e (orta%

your or#a i$atio &as &ire":

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# aukri#com 12 4@P

2# Timesjob#com 6 2@P

3# 9obesahead#com 6 2@P

4# /n$ other 6 2@P

ser%ice Portal

40%

20%

20%

20% na /ri co#

ti#esjob co#

jobesahea co#

!ny other


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4@P people said that the compan$ hires the naukari#com#

2@P people said that the compan$ uses the timesjob#com#

2@P people said that the compan$ uses the jobesahead#com#

2@P people said that the compan$ uses an$ other web site#


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8 5 Is I ter et re!ruitme t is e++e!ti/e i your o(i io :

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 0es 24 @P

2# o 6 2@P

&nternel Recruitment

0%

20%

Yes

No

@P people said that the nternet recruitment is effective sources of recruitin the emplo$ee#

2@P people are not in favor of recruitin the emplo$ee throu h nternet#


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Re!ruitme t o+ Summer I P%a t Trai ees

8=5 Is t&ere a y (ro/isio +or re!ruitme t o+ summer i (%a t trai ees:

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 0es @ @P

2# o 1@@ 1@@P

Recruitment !f Summer Trainees

0%

100%

Yes

No

1@@P people said that there is no provision to recruitin summer


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"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 5-1@ )mp# @ @P

2# 1@-15 )mp# 6 2@P

3# 158 above )mp# 24 @P

20%

0%

'o( of Employees Trainned in a year

"-10 +#p 10-1" +#p 1"& abov e +#p

@P people said that the compan$ trains 1@-15 )mplo$ees in a $ear#

2@P people said that the compan$ trains 158above )mplo$ees in a $ear#


60/75

8 5 Is t&ere a y +a!i%ity +or a-sor-i # t&e trai ees i your or#a i$atio :

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 0es 1@@ 1@@P

2# o @ @P

100%

Facility for !"sor%ation for Trainees

Yes No

1@@P people said that the compan$ has the facilit$ for absorbin the trainees#

Se%e!tio Po%i!y


61/75

8?5


62/75

4@P people said that the compan$ the compan$ uses the test method for selection#

2@P people said that the compan$ the compan$ uses the all of the above method for selection#

8@5


63/75

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# "tructured 1 6@P

2# 'nstructured 3 1@P

3# >oth ? 3@P

*0%10%

30%

Fec$nique for Selection

tr ct re nstr ct re ,oth

6@P people said that the compan$ uses the structure techni ue for selection#

1@P people said that the compan$ uses the unstructured techni ue for selection#

3@P people said that the compan$ uses both the techni ue for selection#

875


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"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# ntelli ence Test 6 2@P

2# /ptitude Test 6 2@P

3# (ersonalit$ Test 6 2@P

4# /ll of the above 12 4@P

2@P people said that the compan$ uses the intelli ence test for selection#

2@P people said that the compan$ uses the /ptitude Test for selection#

2@P people said that the compan$ uses the (ersonalit$ Test for selection#

2@P people said that the compan$ uses the all of the above tests for selection#


65/75

Fee"-a!. o+ Re!ruitme t a " Se%e!tio Pro!e"ure

2@Is t&ere a y (ro/isio +or e/a%uatio a " !o tro% o+ re!ruitme t a " se%e!tio (ro!ess:

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 0es 24 @P

2# o 6 2@P

#

0%

20%

E%al%ation and )ontrol of Recruitment * Selection Process

Yes No

@P people said that the compan$ has the provision for evaluation and control of recruitment

and selection#

2@P people said that the compan$ does not have the provision for evaluation and control of

recruitment and selection#


66/75

85 Does t&e (ro!e"ure a"o(te" +or re!ruitme t a " se%e!tio o+ em(%oyees e a-%es to #i/e

ri#&t (erso at t&e ri#&t 3o-:

"# +# +( + +# +=

!)"(+ &) T

()!*) T/K)

1# 0es 21 @P

2# o 3 1@P

3# To some e7tent 6 2@P

50%10%

20%

Placement of Rig$t Me n to t$e Rig$t +o"

Yes No To so#e extent

@P people said that the procedure adopted for recruitment and selection of emplo$ees enable to

place the ri ht person for at the ri ht job#


67/75

1@P people said that the procedure adopted for recruitment and selection of emplo$ees does not

enable to place the ri ht person for at the ri ht job#

2@P people said that the procedure adopted for recruitment and selection of emplo$ees enable to

some e7tent to place the ri ht person for at the ri ht job#

A*ALYSIS A*D FI*DI*GS


68/75

The anal$sis of the various sources of recruitment and selection devices is presented on the

followin pa es# The response entailed from the ! &epartment Ias anal$sed from

;uestionnaireE represents current practice within the or anisation in terms of the sources of

recruitment and selection devices used# The anal$sis of the response entailed from all the other

departments Ias anal$sed from ;uestionnaireE formin the sample represents the perception of

the respondents from these &epartments in terms of the validit$ and effectiveness of the various

sources


69/75

RECOMME*DATIO*S FOR THE

IMPROVEME*TOF THE

RECR)ITME*T A*D SELECTIO* PROCED)RE

>ased on the surve$ anal$sis and su estion from the respondents the followin are the

proposed recommendation to improve the e7istin s$stem and practices of recruitment and

selection procedures:

Re!ruitme t Po%i!y

/part from the director of the compan$ the operational head should have the authorit$

for sanctionin the vacanc$ of a ri ht to recruit the candidates as per the decisions#

Re!ruitme t o+ summer i ,(%a t trai ees

There should be a provision for the recruitment of summer


70/75

Se%e!tio Po%i!y

Test developed b$ the compan$ for the purpose of selection of the candidates should not

be of comple7 nature#

There must be proper communication between the interviewer and interviewee at the time

of interview#

The reference procedure if adoptin should be anal$%ed properl$ before recruitment

them#

Se%e!tio Pro!ess

&urin the selection process not onl$ the e7perienced candidates but also the fresh

candidate should be selected so as to avail the innovation and enthusiasm of new

candidates# These candidates should be kept on the job for some time periodA if suitable the$

should be recruited# &urin the selection process the candidates should be made rela7ed

and at ease#

Summer I (%a t Ma a#eme t Trai ees

n the or ani%ation where summer


71/75

*ompan$ should follow all the steps of recruitment and selection for the selection of the

candidates# "election process should be less time consumin #

I ter/ie2

The interview should not be borin monotonous# t should be made interestin # There must

be proper communication between the nterviewer and the nterviewee an$ the time of

interview#

E/a%uatio a " Co tro%

)valuation and control of recruitment and selection should be done fair jud ment#

Met&o"s

,ethods used for selection of candidates should be done carefull$ and s$stematicall$#

Fair Se%e!tio

The attainment of oals and objective of an$ or ani%ation depend on the t$pe and ualit$

of its manpower# To have ri ht t$pe of men at ri ht job and at ri ht time the recruitment

and selection procedure should be fair and impartial#

Grou( Dis!ussio +or -etter assessme t

This is indeed an important su estion and authorities concerned should immediatel$ look

into it and tr$ to implement it#


72/75

T&e Pro-%ems a " Limitatio s o+ t&e Stu"y

)ven thou h ever$ effort has been done to minimi%e the variations and present a factual

picture with the help of statistical method but still there are some limitations: -

/vailabilit$ of less time in mea er economical support also acted as a constraint towards

improvin the ualit$ of the report#

&ue to bus$ schedule of the ! +fficers the$ were not able to ive more time and

attention#

*ertain important information was kept secretA this is because of the reason certain

h$pothesis were taken#

The respondents ma$ not have marked all responses honestl$ bein apprehensive of

adverse mana ement reaction#


73/75

CO*CL)SIO*

>ased on the anal$sis throu h the uestionnaire responses the followin is the conclusion of the

stud$#

The or ani%ation follows the rules and re ulation involved in their !ecruitment and "election

(rocedure of the or ani%ation# owever there is some scope for improvement with re ard to

followin :

1# The mana ers are full$ satisfied with the e7istin !ecruitment and "election procedure#

2# The recruitment and "election procedure should not be len th$#

3# To some e7tent a clear picture of re uired candidates should be made in order to search

for appropriate candidates#

4# The !ecruitment and "election procedure should be impartial#

5# n '(T)* *+,('T)! *+ "'.T/ *0 . , T)& a proper !ecruitment and

"election procedure is followed#


74/75

B&BL&!,R-P#.

S. S. K a!"a# O$%a!&'a(& !a* B+ a,& -$# T &$ E &(& !# S. C a!

/ C 01a!2

C. R. K ( a$ R+'+a$3 M+( * %2# S+3 ! R+,&'+ E &(& !#

N+4 A%+ I!(+$!a(& !a* P-b*&' +$'

F$+ L-( a!'# O$%a!&'a(& !a* B+ a,& -$# E&% ( E &(& !# M3

G$a4 H&**

S(+1 +! 1. R bb&!' / S++0a Sa!% $%a!&5a(& !a* B+ a,& -$#

E*+,+!( E &(& !# P+a$' ! E -3a(& !

WEB SITES:

'oo'le co#

#ana'e#entpara ise co#

na /ri co#

444.3&(+ $.3 0

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444. $.3 0

http://www.google.com/http://www.managementparadise.com/http://www.naukri.com/http://www.citehr.com/http://www.wikipedia.com/http://www.hr.com/http://www.google.com/http://www.managementparadise.com/http://www.naukri.com/http://www.citehr.com/http://www.wikipedia.com/http://www.hr.com/


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