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EXECUTIVE SUMMARY
Today, in every organisation personnel planning as an activit y
is necessary. It is an i mportant part of an organisation. Human
Resource Planning is a vital ingredient for the success of the
organisation in the long run. There are certain ays that are to !e
folloed !y every organisation, hich ensures that it has right
num!er and "ind of people, at the right place and right ti me, so that
organisation can achieve its planned o!# ective.
The o!# ectives of Human Resource $epartment are Human
Resource Planning, Recruit ment and Selection, Training and
$evelopment, %areer planning, Transfer and Promot ion, Ris"
Management, Performance &ppraisal and so on. 'ach o!# ective
needs special attention and proper planning and implementat ion.
(or every organisation it is important to have a right person
on a right # o!. Recruitment and Selection plays a vital role in this
situation. Shortage of s"ills and the use of ne technology are
putting considera!le pressure on ho employers go a!out Recruiting
and Selecting staff. It is recommended to carry out a strategic
anal ysis of Recruitment and Selection procedure.
)ith reference to this conte*t, this pro# ect is !een prepared to
put a light on Recruitment and Selection process. This pro# ect
includes Meaning and $efinition of Recruit ment and Selection,
+eed and Purpose of Recruit ment, 'valuation of Recruitment
Process, Recruit ment Tips. Sources of Recruit ment through hich
an ,rganisation gets suita!le application. Scientifi c Recruitment
and Selection, hich an ,rganisation should follo for, right
manpoer. -o! &nal ysi s, hich gives an idea a!out the re.uirement
of the #o!. +e*t is Selection process, hich includes steps of
Selection, Types of Test, Types of Intervie, %ommon Intervie
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Pro!lems and their Solutions. &pproaches to Selection, Scientific
Selection Policy, Selection in India and pro!lems.
Recruit ment and Selection are simultaneous process and are
incomplete ithout each other. They are important components of
the organisation and are different from each other. Since all the
aspect needs practical e*ample and e*planation this pro# ect includes
Recruit ment and selection Process of Infosys. &nd a practical case
study. It also contains addresses of various and top placement
consultants and the pricelist of advertisements in the maga2ine.
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1 INTRODUCTION
Recruitment and Selection
Recruit ment and selection are to of the most i mportant
functions of personnel management. Recruit ment precedes selection
and helps in selecting a right candidat e.
Recruit ment is a process to discover the sources of manpoer
to meet the re.uirement of the staffing schedule and to employ
effective measures for attracting that manpoer in ade.uate
num!ers to facilitate effective selection of efficient personnel.
Staffing is one !asic function of management. &ll managers
have responsi!ilit y of staffing function !y selecting the chief
e*ecutive and even the foremen and supervisors have a staffing
responsi!ilit y hen they select the ran" and file or"ers. Hoever,
the personnel manager and his personnel depart ment is mainl y
concerned ith the staffing function.
'very organisation needs to loo" after recruitment and
selection in the initial period and thereaft er as and hen additional
manpoer is re.uired due to e*pansion and development of !usiness
activi ties.
4Right person for the right #o!5 is the !asic principle in recruitment and
selection. 'ver organisation should give attention to the selection of its
manpoer, especially its managers. The operative manpoer is e.ually important
and essential for the orderly or"ing of an enterprise. 'very !usiness
organisation6unit needs manpoer for carrying different !usiness activities
smoothly and efficiently and for this recruitment and selection of suita!le
candidates are essential. Human resource management in an organisation ill not
!e possi!le if unsuita!le persons are selected and employment in a !usiness unit.
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1. 1 MEANING
RECRUITMENT
Recruitment means to esti mate the availa!le vacancies and to
ma"e suita!le arrangements for their selection and appoint ment.
Recruit ment is understood as the process of searching for and
o!taining applicants for the #o!s, from among hom the right
people can !e selected.
& formal definition states, 8It is the process of finding and
attracting capa!le applicants for the employment. The process
!egins hen ne recruits are sought and ends hen their applicants
are su!mit ted. The result is a pool of applicants from hich ne
employees are selected9. In this, the availa!le vacancies are given
ide pu!licit y and suita!le candidates are encouraged to su!mit
applications so as to have a pool of eligi!le candidates for scientific
selection.
In recruit ment, information is collected from interested
candidates. (or this different source such as nespaper
advertisement, employment e*changes, internal promot ion, etc. are
used.
In the recruitment, a pool of eligi!le and interested
candidates is created for selection of most suita!le candidates.
Recruit ment represents the first contact that a company ma"es ith
potential employees
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De!inition
&ccording to ED"IN #$I%%O, Recruitment is the process of
searching for prospective employees and stimulating them to apply
for jobs in the organization.
1. & Need !or recruitment
The need for recruit ment may !e due to the folloing reasons 6
situation;
a< =acanci es due to promotions, transfer, retirement, terminat ion,
permanent disa!ilit y, death and la!our turnover.
!< %reation of ne vacancies due to the groth, e*pansion and
diversification of !usiness activit ies of an enterprise. In
addition, ne vacanci es are possi!le due to # o! specification.
%ur'o(e and im'ortance o! Recruitment
1. $etermine the present and future re.uirements of the
organi2ation on con# unction ith its personnel>planning and
# o! anal ysis activi ties.
3. Increase the pool of #o! candidates at minimum cost.
7. Help increase the success rate of the selection process !y
reducing the num!er of visi!l y under .ualified or
over.ualifi ed # o! applicants.
:. Help reduce the pro!a!ilit y that # o! applicants, once recruited
and selected, ill leave the organi2ation only after a short
period of time.
?. Meet the organi2ation5s legal and social o!ligations regarding
the composit ion of its or" force.
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@. Begin identifying and preparing potential #o! applicants ho
ill !e appropriate candidates.
A. Increase organi2at ional and individual effectiveness in the
short term and long term.
B. 'valuat e the effectiveness of various recruiting techni.ues
and sources for all t ypes of #o! applicants.
Recruit ment is a positive function in hich pu!licit y is given
to the # o!s availa!le in the organi2ation and interested candidat es
are encouraged to su!mit applications for the purpose of selection.
Recruit ment represents the first contact that a company ma"es
ith potential employees. It is through recruit ment that many
individuals ill come to "no a company, and eventuall y decided
hether they ish to or" for it. & ell>planned and ell>managed
recruiting effort ill result in high .ualit y applicants, hereas, a
hapha2ard and piecemeal efforts ill result in mediocre ones.
Un(cienti!ic Recruitment and Selection
Previousl y, the selection of candidates as influenced !y
superstitions, !eliefs, personal pre# udices of managers loo"ing after
the recruitment and selection of the staff.
The net result of such unscientific recruitment and selection are;
Ca< 0o productivit y of la!our
C!< High turnover
Cc< '*cessive astage of ra materi als
Cd< More accidents and corresponding loss to the organi2ation
Ce< Inefficient or"ing of the hole organi2ation and finall y
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Cf< Ineffective e*ecutive of training and management development
programs
Scienti!ic recruitment and (election
The import ance of selection recruitment and selection of staff
is no accepted in the !usiness orld. Selection is important as it
has its impact on or" performance and employee cost. &s result
scientifi c methods of recruitment and selection are e*tensivel y for
the selection of managers and the supervisory staff. The assistance
of e*perts such as industrial psychologist and management
consultants are also ta"en for the purpose of scientific selection. &s
a result, the o!# ective of 8right man for the right # o!9 is achieved in
many organi2ations. Moreover, 8right # o!9 is the !asic principle in
manpoer procurement.
1. ) RECRUITMENT %ROCESS
Recruit ment refers to the process of identifying and attract ing
# o! see"ers so as to !uild a pool of .ualified # o! applicants. The
process comprises five interrelated stages, vi2,
1. Planning.
3. Strategy development.
7. Searching.
:. Screening.
?. 'valuat ion and control.
The ideal recruitment programme is the one that attracts a
relativel y larger num!er of .ualified applicants ho ill survive the
screening process and accept positions ith the organisation, hen
offered. Recruit ment programmes can miss the ideal in many ays
i. e. !y failing to attract an ade.uate applicant pool, !y under6over
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selling the organisation or !y inade.uate screening applicants
!efore they enter the selection process. Thus, to approach the ideal,
individuals responsi!le for the recruitment process must "no ho
many and hat types of employees are needed, here and ho to
loo" for the individuals ith the appropriate .ualifications and
interests, hat inducement to use for various t ypes of applicants
groups, ho to distinguish applicants ho are .ualified from those
ho have a reasona!le chance of success and ho to evaluate their
or".

STAGE 1
RECRUITMENT %$ANNING
The first stage in the recruit ment process is planning.
Planning involves the translation of li"el y #o! vacancies and
information a!out the nature of these # o!s into set of o!# ectives or
targets that specify the C1< +um!ers and C3< Types of applicants to
!e contacted.
Num*er( o! contact ;
,rgani2ation, nearly alays, plan to attract more applicants than
they ill hire. Some of those contacted ill !e uninterested,
un.ualified or !oth. 'ach time a recruit ment Programme is
contempl ated, one tas" is to estimate the num!er of applicants
necessary to fill all vacancies ith the .ualified people.
T+'e( o! contact(
It is !asicall y concerned ith the types of people to !e informed
a!out #o! openings. The type of people depends on the tas"s and
responsi!iliti es involved and the .ualifications and e*perience
e*pected. These details are availa!le through #o! description and
# o! specification.
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STAGE &
STRATEGY DEVE$O%MENT ;
)hen it is estimated that hat t ypes of recruitment and ho
many are re.uired then one has concentrate in C1<. Ma"e or Buy
employees. C3<. Technological sophistication of recruitment and
selection devices. C7<. Deographical distri!ution of la!our mar"ets
comprising # o! see"ers. C:<. Sources of recruitment. C?<. Se.uencing
the activit ies in the recruitment process.
4Ma,e- or ./u+-
,rganisation must decide hether to hire le s"illed employees
and invest on training and education programmes, or they can hire
s"illed la!our and professional. 'ssential l y, this is the 4ma"e5 or
4!uy5 decision. ,rgani2at ions, hich hire s"illed and professionals
shall have to pay more for these employees.
Tec0nolo1i cal So'0i(tication
The second decision in strategy development relates to the
methods used in recruitment and selection. This decision is mainl y
influenced !y the availa!le technology. The advent of computers has
made it possi!le for employers to scan national and international
applicant .ualification. &lthough impersonal, computers have given
employers and o! see"ers a ider scope of options in the initial
screening stage.
"0ere to loo,
In order to reduce the costs, organisations loo" in to la!our
mar"ets most li"el y to offer the re.uired #o! see"ers. Denerall y,
companies loo" in to the national mar"et for managerial and
professional employees, regional or local mar"ets for technical
employees and local mar"ets for the clerical and !lue>collar
employees.
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"0en to loo,
&n effective recruiting strategy must determine hen to loo">
decide on the timings of events !esides "noing here and ho to
loo" for #o! applicants .
STAGE )
SEARC2NG
,nce a recruitment plan and strategy are or"ed out, the
search process can !egin. Search involves to steps
A). Source activation and
/3. Sellin1.
A3. SOURCE ACTIVATION
Typicall y, sources and search methods are activat ed !y the
issuance of an employee re.uisition. This means that no actual
recruiting ta"es place until lone managers have verified that
vacancy does e*ist or ill e*ist.
If the organisation has planned ell and done a good #o! of
developing its sources and search methods, activation soon results
in a flood of applicat ions and6or resumes.
The application received must !e screened. Those ho pass
have to !e contacted and invited for intervie. /nsuccessful
applicants must !e sent letter of regret.
/3. SE$$ING
& second issue to !e addressed in the searching process
concerns communications. Here, organisation al"s tightrope. ,n
one hand, they ant to do hatever they can to attract desira!le
applicants. ,n the other hand, they must resist the temptat ion of
overselling their virtues.
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In selling the organisation, !oth the message and the medi a
deserve attent ion. Message refers to the employment advertisement.
)ith regards to media, it may !e stated that effectiveness of any
recruiting message depends on the media. Media are several>some
have lo credi!ilit y, hile others en# oy high credi!il it y. Selection
of medium or media needs to !e done ith a lot of care.
STE% 4
SCREENING
Screening of applicants can !e regarded as an integral part of
the recruiting process, though many vie it as the first step in the
selection process. 'ven the definition on recruit ment, e .uoted in
the !eginning of this chapter, e*cludes screening from its scope.
Hoever, e have included screening in recruitment for valid
reasons. The selection process ill !egin after the applications have
!een scrutini2ed and short>listed. Hiring of professors in a
universit y is a t ypical situation. &pplicat ion received in response to
advertisements is screened and only eligi!l e applicants are called
for an intervie. & selection commi tt ee comprising the =ice>
chancellor, Registrar and su!# ect e*perts conducts intervie. Here,
the recruitment process e*tends up to screening the applicat ions.
The selection process commences onl y later.
%ur'o(e o! (creenin1
The purpose of screening is to remove from the recruit ment
process, at an earl y stage, those applicants ho are visi!ly
un.ualified for the #o!. 'ffective screening can save a great deal of
ti me and money. %are must !e e*ercised, hoever, to assure that
potentiall y good employees are not re# ected ithout #ustificat ion.
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In screening, clear # o! specifications are invalua!le. It is !oth
good practice and a legal necessit y that applicant 5s .ualification is
# udged on the !asis of their "noledge, s"ills, a!ilit ies and interest
re.uired to do the # o!.
The techni.ues used to screen applicants vary depending on
the candidate sources and recruiting methods used. Intervie and
application !lan"s may !e used to screen al">ins. %ampus
recruiters and agency representat ives use intervies and resumes.
Reference chec"s are also useful in screening.
STAGE 5
EVA$UATION AND CONTRO$
'valuat ion and control is necessary as considera!le costs are
incurred in the recruit ment process. The costs generall y incurred
are; >
1. Salaries for recruiters.
3. Management and professional time spent on preparing # o!
description, # o! specifications, advertisements, agency liaison
and so forth.
7. The cost of advertisements or other recruit ment methods, that is,
agency fees.
:. Recruit ment overheads and administrat ive e*penses.
?. %osts of overtime and outsourcing hile the vacancies remain
unfilled.
@. %ost of recruiting unsuita!le candidates for the selection
process.
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1. 4 EVA$UATION O# RECRUITMENT %ROCESS
The recruit ment has the o!# ective of searching for and o!taining
applications for # o! see"ers in sufficient num!er and .ualit y.
Geeping this o!# ective in the mind, the evaluation might include;
1. Return rate of application sent out.
3. +um!er of suita!le candidates for selection.
7. Retention and performance of the candidates selected.
:. %ost of the recruitment process
?. Time lapsed data
@. %omments on image pro# ected.
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1.5 Source( o! Recruitment
SOURCES O# MANAGERIA$ RECRUITMENT
INTERNA$ SOURCES EXTERNA$
SOURCES
1< Promotion 1< %ampus recruitment
3< Transfers 3< Press advertisement
7< Internal notification 7< Management consultancy service
C&dvertisement< H private employment e*changes
:< Retirement :< $eputation of personnel or transfer
from one enterprise to
another
?< Recall ?< Management training schemes
@< (ormer employees @< )al">ins, rite>ins, tal">ins
A< Miscellaneous e*ternal sources
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The sources of recruit ment can !e !roadl y categori2ed into internal
and e*ternal sources>
6I3 Internal Recruitment 7 Internal recruit ment see"s applicants
for positions from ithin the company. The various internal
sources include:
%romotion( and Tran(!er( 7
Promot ion is an effective means using # o! posting and
personnel records. -o! posting re.uires notifying vacant
positions !y posting notices, circulating pu!lications or
announcing at staff meet ings and inviting employees to appl y.
Personnel records help discover employees ho are doing # o!s
!elo their educational .ualifications or s"ill levels. Promot ions
has many advantages li"e it is good pu!lic relations, !uilds
morale, encourages competent individuals ho are am!itious,
improves the pro!a!ili t y of good selection since informat ion on
the individual5s performance is readil y availa!le, is cheaper than
going outside to recruit, those chosen internall y are famil iar ith
the organi2ation thus reducing the orientat ion time and energy
and also acts as a training device for developing middl e>level
and top>level managers. Hoever, promotions restrict the field
of selection preventing fresh !lood H ideas from entering the
organi2ation. It also leads to in!reeding in the organi2ation.
Transfers are also important in providing employees ith a
!road>!ased vie of the organi2at ion, necessary for future
promot ions.
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Em'lo+ee re!erral(8
'mployees can develop good prospects for their famili es
and friends !y ac.uainting them ith the advantages of a #o!
ith the company, furnishing them ith introduction and
encouraging them to apply. This is a very effective means as
many .ualified people can !e reached at a very lo cost to the
company. The other advantages are that the employees ould
!ring onl y those referrals that they feel ould !e a!le to fit in
the organi2ation !ased on their on e*perience. The organi2ation
can !e assured of the relia!i lit y and the character of the
referrals. In this ay, the organi2ation can also fulfill social
o!ligations and create goodill.
#ormer Em'lo+ee(8
These include retired employees ho are illing to or"
on a part>ti me !asis, individuals ho left or" and are illing to
come !ac" for higher compensations. 'ven retrenched employees
are ta"en up once again. The advantage here is that the people
are already "non to the organi2at ion and there is no need to
find out their past performance and character. &lso, there is no
need of an orientation programme for them, since they are
famili ar ith the organi2ation.
De'endent( o! decea(ed em'lo+ee(8
/suall y, !an"s follo this policy. If an employee dies,
his 6 her spouse or son or daughter is recruited in their place.
This is usuall y an effective ay to fulfill social o!ligation and
create goodill.
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Recall( 8
)hen management faces a pro!lem, hich can !e solved only !y
a manager ho has proceeded on long leave, it may de decided to
recall that persons after the pro!lem is solved, his leave may !e
e*tended.
Retirement( 8
&t times, management may not find suita!le candidates in place
of the one ho had retired, after meritorious service. /nder the
circumstances, management may decide to call retired managers
ith ne e*tension.
Internal noti!ication 6ad9erti(ement3 8
Somet imes, management issues an internal notification for the
!enefit of e*isting employees. Most employees "no from their
on e*perience a!out the re.uirement of the # o! and hat sort of
person the company is loo"ing for. ,ften employees have friends
or ac.uaintances ho meet these re.uirements. Suita!le persons
are appointed at the vacant posts.
6II3 E:ternal Recruitment 7 '*ternal recruit ment see"s applicants
for positions from sources outside the company. They have
outnum!ered the internal methods. The various e*ternal sources
include:
%ro!e((ional or Trade A((ociation( 8
Many associations provide placement service to its
mem!ers. It consists of compiling #o! see"er5s lists and
providing access to mem!ers during regional or national
conventions. &lso, the pu!lications of these associations carry
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classified advertisements from employers interested in recruiting
their mem!ers. These are particularl y useful for attract ing highl y
educated, e*perienced or s"illed personnel. &lso, the recruiters
can 2ero on in specific # o! see"ers, especiall y for hard>to>fill
technical posts.
Ad9erti(ement( 8
It is a popular method of see"ing recruits, as many
recruiters prefer advertisements !ecause of their ide reach.
)ant ads descri!e the #o! !enefits, identify the employer and tell
those interested ho to appl y. +espaper is the most common
medium !ut for highl y speciali 2ed recruits, advertisements may
!e placed in professional or !usiness # ournals.
&dvertisements must contain proper informat ion li"e
the # o! content, or"ing conditions, location of # o!,
compensation including fringe !enefits, # o! specifications,
groth aspects, etc. The advertisement has to sell the idea that
the company and #o! are perfect for the candidate. Recruit ment
advertisements can also serve as corporate advertisements to
!uild company5 image. It also cost effective.
Em'lo+ment E:c0an1e(8
'mployment '*changes have !een set up all over the
country in deference to the provision of the 'mployment
'*changes C%ompulsory +otificat ion of =acancies< &ct, 1E?E.
The &ct applies to all industrial esta!lishments having 3?
or"ers or more each. The &ct re.uires all the industrial
esta!lishments to notify the vacancies !efore they are filled. The
ma# or functions of the e*changes are to increase the pool of
possi!le applicants and to do the preli minary screening. Thus,
employment e*changes act as a lin" !eteen the employers and
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the prospective employees. These offices are particularl y useful
to in recruiting !lue>collar, hite collar and technical or"ers.
Cam'u( Recruitment(8
%olleges, universities, research la!oratories, sports
fields and institutes are fertile ground for recruiters, particul arl y
the institutes. %ampus Recruit ment is going glo!al ith
companies li"e H00, %iti!an", H%0>HP, &+I Drindlays, 0HT,
Motorola and Reliance loo"ing for glo!al mar"ets. Some
companies recruit a given num!er of candidates from these
institutes every year. %ampus recruit ment is so much sought after
that each collegeJ universit y department or institute ill have a
placement officer to handle recruit ment functions. Hoever, it is
often an e*pensive process, even if recruiting process produces
# o! offers and acceptances eventual l y. & ma# orit y leave the
organi2ation ithin the first five years of their employment. Yet,
it is a ma# or source of recruit ment for prestigious companies.
"al,8in(; "rite8in( and Tal,8in(8
The most common and least e*pensive approach for
candidates is direct applications, in hich # o! see"ers su!mi t
unsolicited application letters or resumes. $irect applicat ions
can also provide a pool of potential employees to meet future
needs. (rom employees5 viepoint, al">ins are prefera!le as
they are free from the hassles associated ith other methods of
recruit ment. )hile direct applications are particularl y effective
in filling entry> level and uns"illed vacancies, some organi2ations
compile pools of potential employees from direct applicat ions
for s"illed positions. Writ e-ins are those ho send ritten
en.uiries. These # o!see"ers are as"ed to compl ete application
forms for further processing. Talk-ins involves the #o! aspirants
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meeting the recruiter Con an appropriated date< for detail ed tal"s.
+o applicat ion is re.uired to !e su!mi tted to the recruiter.
Contractor(8
They are used to recruit casual or"ers. The names of the
or"ers are not entered in the company records and, to this
e*tentJ difficult ies e*perienced in maintaining permanent
or"ers are avoided.
Con(ultant(8
They are in the profession for recruiting and selecting
managerial and e*ecutive personnel. They are useful as they have
nationide contacts and lend professionalism to the hiring
process. They also "eep prospective employer and employee
anonymous. Hoever, the cost can !e a deterrent factor.
2ead 2unter(8
They are useful in speciali2ed and s"illed candidate
or"ing in a particul ar company. &n agent is sent to represent
the recruiting company and offer is made to the candidate. This
is a useful source hen !oth the companies involved are in the
same field, and the employee is reluctant to ta"e the offer since
he fears, that his company is testing his loyalt y.
Radio; Tele9i(ion and Internet8
Radio and television are used to reach certain types of
# o! applicants such as s"illed or"ers. Radio and television are
used !ut sparingl y, and that too, !y government departments
onl y. %ompanies in the private sector are hesitant to use the
media !ecause of high costs and also !ecause they fear that such
advertising ill ma"e the companies loo" desperate and damage
their conservative image. Hoever, there is nothing inherentl y
desperate a!out using radio and television. It depends upon hat
is said and ho it is delivered. Internet is !ecoming a popular
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option for recruitment today. There are speciali2ed sites li"e
nau"ri. com. &lso, e!sites of compani es have a separate section
hereinJ aspirants can su!mi t their resumes and applications.
This provides a ider reach.
Com'etitor(8
This method is popularl y "non as 8poaching9 or
8raiding9 hich involves identifyi ng the right people in rival
companies, offering them !etter terms and luring them aay. (or
instance, several e*ecutives of HMT left to # oin Titan )atch
%ompany. There are legal and ethical issues involved in raiding
rival firms for potential candidat es. (rom the legal point of vie,
an employee is e*pected to #oin a ne organi2at ion onl y after
o!taining a 4no o!# ection certifi cate5 from his6 her present
employer. =iolat ing this re.uirement shall !ind the employee to
pay a fe months5 salary to his6 her present employer as a
punishment. Hoever, there are many ethical issues attached to
it.
Mer1er( and Ac<ui(ition(8
)hen organi2at ions com!ine, they have a pool of
employees, out of hom some may not !e necessary any longer.
&s a result, the ne organi2at ion has, in effect, a pool of
.ualified #o! applicants. &s a result, ne # o!s may !e created.
Both ne and old # o!s may !e readil y staffed !y draing the
!est>.ualified applicants from this employee pool. This method
facili tates the immedi ate implementat ion of an organi2ation5s
strategic plan. It ena!les an organi2ation to pursue a !usiness
plan, Hoever, the need to displace employees and to integrate a
large num!er of them rather .uic"l y into a ne organi2ation
means that the personnel>planning and selection process !ecomes
critical more than ever.
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E9aluation o! E:ternal Recruitment
'*ternal sources of recruitment have !oth merits and demeri ts.
T0e merit( are8
The organi2ation ill have the !enefit of ne s"ills, ne
talents and ne e*periences, if people are hired from
e*ternal sources.
The management ill !e a!le to fulfill reservation
re.uirements in favour of the disadvantaged sections of the
societ y.
Scope for resent ment, heart!urn and # ealousy can !e
avoided !y recruiting from outside.
T0e demerit( are8
Better motivation and increased morale associated ith
promot ing on employees re lost to the organi2at ion.
'*ternal recruitment is costl y.
If recruitment and selection processes are not properl y
carried out, chances of right candidates !eing re# ected and
rong applicants !eing selected occur.
High training time is associated ith e*ternal recruitment.
98% of organizational success depends upon efficient
employee selection
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1.= =>8Second Guide to 2irin1 t0e Ri10t %eo'le
>=> De!ine t0e Dutie(
To find promising employees, you must first determine hat you
ant them to do. %arefull y consider all direct and associated
responsi!iliti es and incorporate them into a ritten # o! description.
Be careful ith general titles such as t ypist or sales cler", as they
have different meanings to different people.
>4? @and "0at it Ta,e( to do T0em;
(ulfilling these responsi!iliti es ill re.uire some level of s"ill and
e*perience, even if it is an entry>level position. Be reasona!le a!out
your e*pectations. Setting the !ar too high may li mit your availa!le
talent poolJ setting it too lo ris"s a flood of applications from
those un.ualified for the #o!.
>)A Ma,e it "ort0 t0eir "0ile
0i"eise, you don5t ant to !e overl y generous or restrictive a!out
compensation. State and local cham!ers of commerce, employment
!ureaus and professional associations can help you determine
appropriate ages and !enefits. Scanning descriptions of
compara!le # o!s in the classified ads and other employment
pu!licat ions ill also provide clues a!out prevailing age rates.
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>)B S'read t0e "ord
Ho you advertise your #o! opening depends on ho you ant to
attract. Some positions are as easy to promote as posting a 8help
anted9 sign in your store indo or placing an ad in your local
nespaper. (or # o!s re.uiring more speciali2ed s"ills, consider
targeted channels such as trade maga2ines, on>line #o! !an"s and
employment agencies Cthough these may re.uire a fee<. &nd don5t
overloo" sources such as friends, neigh!ors, suppliers customers
and present employees.
>&5 Tal, it O9er
Because you have clearl y defined the role and re.uirements, you
should have little difficult y identifying candidates for intervies.
Ma"e sure you schedule them hen you have ample time to revie
the resume, prepare your .uestions and give the candidate your
undivided attention. &fter the intervie, # ot don any impressions
or "ey points hile they5re still fresh in your mind. This ill !e a
valua!le reference hen it5s ti me to ma"e a decision.
>1& #olloC8u' on Inter9ieC(
You ant to !elieve your candidates are !eing honest, !ut never
assume. %ontact references to ma"e sure you5re getting the facts or
to clear up any uncertaint ies. Professional !ac"ground chec"s are a
ise investment for highl y sensitive positions, or those that involve
handling su!stantial amounts of money and valua!les.
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>>) You-9e #ound T0emD NoC Eee' T0em
+o that you5ve hired ideal employees, ma"e sure they stay ith
you !y providing training and professional development
opportunities. The small !usiness e*perts at S%,R' can help you
craft human resource policies and incentive plans that ill ensure
your company remains the small !usiness employer of choice.

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& SE$ECTION
Selection i( de!ined a( t0e 'roce(( o! di!!erentiatin1 *etCeen
a''licant( in order to identi!+ 6and 0ire3 t0o(e Cit0 a 1reater
li,eli0ood o! (ucce(( in a Fo*.
Selection is basically picking an applicant from (a pool of
applicants) wo as te appropriate !ualification and competency
to do te "ob.
#e difference between recruitment and selection$
%ecruitment is identifying n encouraging prospective employees to
apply for a "ob.
And
Selection is selecting te rigt candidate from te pool of
applicants.
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&. 1 SE$ECTION %ROCESS
Selection is along process, commencing from the preli minary
intervie of the applicants and ending ith the contract of
employment.
T0e !olloCin1 c0art 1i9e( an idea a*out (election 'roce(( 8
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'*ternal 'nvironment
Internal 'nvironment
Preliminary Intervie
Selection Tests
'mployment Intervie
Reference and Bac"ground
&nalysis
Selection $ecision
Physical '*amination
-o! ,ffer
'mployment %ontract
'valuation

























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En9ironment !actor a!!ectin1 (election 8
Selection is influenced !y several factors. More prominent among them
are supply and demand of specific s"ills in the la!our mar"et,
unemployment rate, la!our> mar"et conditions, legal and political
considerations, company5s image, company5s policy, human resources
planning and cost of hiring. The last three constitute the internal
environment and the remaining form the e*ternal environment of selection
process.
STE% 1 8
%RE$IMINARY INTERVIE"
The applicants received from #o! see"ers ould !e su!# ect to
scrutiny so as to eliminat e un.ualified applicants. This is usuall y folloed
!y a preliminary intervie the purpose of hich is more or less the same
as scrutiny of application, that is, eliminat e of un.ualified applicants.
Scrutiny ena!les the HR specialists to eli minate un.ualified # o!see"ers
!ased on the informat ion supplied in their applicat ion forms. Preliminary
intervie, on the other hand, helps re# ect misfits for reason, hich did not
appear in the application forms. Besides, preli minary intervie, often
called 4courtesy intervie5, is a good pu!lic relation e*ercise.
STE% & 8
SE$ECTION TEST
-o! see"ers ho pass the screening and the preliminary intervie are
called for tests. $ifferent types of tests may !e administered, depending
on the #o! and the company. Denerall y, tests are used to determine the
applicant5s a!ilit y, aptitude and personalit y.
T0e !olloCin1 are t0e t+'e o! te(t( ta,en
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13. A*ilit+ te(t( >
&ssist in determining ho ell an individual can perform tas"s
related to the # o!. &n e*cellent illustration of this is the t yping tests
given to a prospective employer for secretarial # o!. &lso called as
4&%H'I='M'+T T'STS5. It is concerned ith hat one has
accompl ished. )hen applicant clai ms to "no something, an
achievement test is ta"en to measure ho ell they "no it. Trade tests
are the most common type of achievement test given. Kuestions have
!een prepared and tested for such trades as as!estos or"er, punch>
press operators, electricians and machinists. There are, of course, many
unstandardised achievement tests given in industries, such as typi ng or
dictat ion tests for an applicant for a stenographic position.
&3. A'titude te(t 8
&ptitude tests measure hether an individuals has the capacit y or
latent a!ilit y to learn a given # o! if given ade.uate training. The use of
aptitude test is advisa!le hen an applicant has had little or no
e*perience along the line of the #o! opening. &ptitudes tests help
determine a person5s potential to learn in a given area. &n e*ample of
such test is the general management aptitude tests CDM&T<, hich many
!usiness students ta"e prior to gaining admission to a graduate !usiness
school programme.
&ptitude test indicates the a!ilit y or fitness of an individual to engage
successfull y in any num!er of speciali2ed activiti es. They cover such
areas clerical aptitude, numerical aptitude, mechani cal aptitude, motor co>
ordination, finger de*terit y and manual de*terit y. These tests help to
detect positive negative points in a person5s sensory or intellectual a!ilit y.
They focus attention on a particular type of talent such as learning or
reasoning in respect of a particular field of or".
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#orm( o! a'titude te(t
1. Mental or intelli1ence te(t(
They measure the overall intellectual a!ilit y of a
person and ena!le to "no hether the person has the ment al
a!ilit y to deal ith certain pro!lems.
3. Mec0anical a'titude te(t(
They measure the a!ilit y of a person to learn a
particul ar t ype of mechanical or". These tests helps to
measure speciali 2ed technical "noledge and pro!lem solving
a!ilit ies if the candidate. They are useful in selection of
mechanics, maint enance or"ers, etc.
7. %(+c0omotor or (,ill( te(t(
They are those, hich measure a person5s a!ili t y to do
a specific #o!. Such tests are conducted in respect of semi>
s"illed and repetit ive #o!s such as pac"ing, testing and
inspection, etc.
)3. Intelli1ence te(t
This test helps to evaluate traits of intelligence. Mental a!ilit y, presence
of mind Calertness<, numerical a!ili t y, memory and such other aspects can
!e measured.
The intell igence is pro!a!l y the most idel y administered standardi2ed
test in industry. It is ta"en to # udge numeri cal, s"ills, reasoning, memory
and such other a!iliti es.
43. Intere(t Te(t
This is conducted to find out li"es and disli"es of candidates toards
occupations, ho!!ies, etc. such tests indicate hich occupations are more
in line ith a person5s interest. Such tests also ena!le the company to
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provide vocational guidance to the selected candidates and even to the
e*isting employees.
These tests are used to measure an individual5s activi t y preferences. These
tests are particularl y useful for students considering many careers or
employees deciding upon career changes.
53. %er(onalit+ Te(t
The import ance of personalit y to # o! success is undenia!le. ,ften an
individual ho possesses the intelligence, aptitude and e*perience for
certain has failed !ecause of ina!il it y to get along ith and motivate other
people.
It is conducted to # udge maturit y, social or interpersonal s"ills, !ehavior
under stress and strain, etc. this test is very much essential on case of
selection of sales force, pu!lic relation staff, etc. here personalit y plays
an important role.
Personalit y tests are simil ar to interest tests in that they, also, involve a
serious pro!lem of o!taining an honest anser.
=3. %roFecti9e Te(t
This test re.uires interpretation of pro!lems or situations. (or e*ampl e, a
photograph or a picture can !e shon to the candidates and they are as"ed
to give their vies, and opinions a!out the picture.
A3. General ,noCled1e Te(t
+o days D. G. Tests are very common to find general aareness of the
candidates in the field of sports, politics, orld affairs, current affairs.
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B3. %erce'tion Te(t
&t times perception tests can !e conducted to find out !eliefs, attitudes,
and mental sharpness. etc.
?3. Gra'0olo1+ Te(t
It is designed to anal y2e the handriting of individual. It has !een said
that an individual5s handriting can suggest the degree of energy,
inhi!ition and spontaneit y, as ell as disclose the idiosyncrasi es and
elements of !alance and control. (or e*ample, !ig letters and emphasis on
capital letters indicate a tendency toards domination and
competi tiveness. & slant to the right, moderate pressure and good
legi!il it y sho leadership potential.
1>3. %ol+1ra'0 Te(t
Pol ygraph is a lie detector, hich is designed to ensure accuracy of the
information given in the applications. $epartment store, !an"s, treasury
offices and # eellery shops, that is, those highl y vulnera!le to theft or
sindling may find polygraph tests useful.
113. Medical Te(t
It reveals physical fitness of a candidate. )ith the development of
technology, medical tests have !ecome diversified. Medical servicing
helps measure and monitor a candidate5s physical resilience upon
e*posure to ha2ardous chemicals.
C2OOSING TESTS
The test must !e chosen in the criteria of relia!i lit y, validi t y, o!# ectivit y
and standardi2ation. They are; >
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1. RE$IA/I$ITY 8
It refers to standardi2at ion of the procedure of administering and
scoring the test results. & person ho ta"es tests one day and ma"es a
certain score should !e a!le to ta"e the same test the ne*t day or the ne*t
ee" and ma"e more or less the same score. &n individual 5s intell igence,
for e*ampl e, is generall y a sta!le characteristic. So if e administ er an
intell igence test, a person ho scores 11F in March ould score close to
11F if tested in -uly. Tests, hich produce ide variations in results, serve
littl e purpose in selection.
&. VA$IDITY 8
It is a test, hich helps predict hether a person ill !e successful
in a given # o!. & test that has !een validated can !e helpful in
differentiating !eteen prospective employees ho ill !e a!le to
perform the # o! ell and those ho ill not. +aturall y, no test ill !e
1FFL accurate in predicting #o! success. & validat ed test increases
possi!ilit y of success.
T0ere are t0ree Ca+( o! 9alidatin1 a te(t. T0e+ are a( !olloC( 8
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13. Concurrent Validit+ 8 this involves determining the factors that are
characteristics of successful employees and then using these factors as
the yardstic"s.
&3. %redicti9e Validit+ 8 it involves using a selection test during the
selection process and then identifying the successful candidates. The
characteristics of !oth successful and less successful candidates are then
identifi ed.
)3. S+nt0etic Val idit+ 8 it involves ta"ing parts of several similar # o!s
rather than one compl ete #o! to validat e the selection test.
). O/GECTIVITY 8
)hen to or more people can interpret the result of the same test and
derive the same conclusionCs<, the test is said to !e o!# ective. ,therise,
the test evaluators5 su!# ective opinions may render the test useless.
4. STANDARDRIHATION 8
& test that is standardi2ed is administ ered under standard condition to
a large group of person ho are representatives of the individuals for
hom it is intended. The purpose of standardi2ation is to o!tain norms or
standard, so that a specific test score can !e meaningful hen compared to
other score in the group.
STE% ) 8
INTERVIE"
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The ne*t step in the selection process is an intervie. Intervie is
formal, in>depth conversation conducted to evaluate the applicant 5s
accepta!ili t y. It is considered to !e e*cellent selection device. It is face>
to>face e*change of vie, ideas and opinion !eteen the candidates and
intervieers. Basicall y, intervie is nothing !ut an oral e*aminat ion of
candidates. Intervie can !e adapted to uns"illed, s"illed, manageri al and
profession employees.
O*Fecti9e( o! inter9ieC 8
Intervie has at least three o!# ectives and they are a follos; >
1< Helps o!tain additional information from the applicants
3< (acilit ates giving general informat ion to the applicants such as
company policies, # o!, products manufactured and the li"e
7< Helps !uild the company5s image among the applicants.
T+'e( o! inter9ieC >
Intervies can !e of different types. There intervies employed !y the
companies.
(olloing are the various t ypes of intervie; >
13 In!ormal Inter9ieC
&n informal intervie is an oral intervie and may ta"e place
anyhere. The employee or the manager or the personnel manager may
as" a fe al most inconse.uential .uestions li"e name, place of !irth,
names of relatives etc. either in their respective offices or anyhere
outside the plant of company. It id not planned and no!ody prepares for
it. This is used idel y hen the la!our mar"et is tight and hen you
need or"ers !adl y.
&3 #ormal Inter9ieC
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(ormal intervies may !e held in the employment office !y he
employment office in a more formal atmosphere, ith the help of ell
structured .uestions, the time and place of the intervie ill !e
stipulated !y the employment office.
)3 Non8directi9e Inter9ieC
+on>directive intervie or unstructured intervie is designed to let the
intervieee spea" his mind freel y. The intervieer has no formal or
directive .uestions, !ut his all attention is to the candidate. He
encourages the candidate to tal" !y a littl e prodding henever he is
silent e. g. 8Mr. Ray, please tell us a!out yourself after your graduated
from high school9.
The idea is o give the candidate complet e freedom to 8sell9 hi mself,
ithout the encum!rances of the intervieer 5s .uestion. But the
intervieer must !e of higher cali!er and must guide and relate the
information given !y the applicant to the o!# ective of the intervie.
43 De't0 Inter9ieC
It is designed to intensel y e*amine the candidate5s !ac"ground and
thin"ing and to go into considera!le detail on particul ar su!# ects of an
important nature and of special interest to the candidates. (or e*ample,
if the candidate says that he is interested in tennis, a series of .uestions
may !e as"ed to test the depth of understanding and interest of the
candidate. These pro!ing .uestions must !e as"ed ith tact and through
e*haustive anal ysisJ it is possi!le to get a good picture of the candidate.
53 Stre(( Inter9ieC
It is designed to test the candidate and his conduct and !ehavior !y
him under conditions of stress and strain. The intervieer may start
ith 8Mr. -oseph, e do not thin" your .ualifications and e*perience
are ade.uate for this position, 5 and atch the reaction of the candidates.
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& good candidates ill not yi el d, on the contrary he may su!stantiat e
hy he is .ualified to handle the # o!.
This type of intervie is !orroed from the Military organisation and
this is very useful to test !ehaviour of individuals hen they are faced
ith disagreea!le and tryi ng situations.
=3 Grou' Inter9ieC
It is designed to save !usy e*ecutive5s time and to see ho the
candidates may !e !rought together in the employment office and
they may !e intervieed.
A3 %anel Inter9ieC
& panel or intervieing !oard or selection commit tee may intervie
the candidate, usuall y in the case of supervisory and managerial
positions. This type of intervie pools the collect ive # udgment and
isdom of the panel in the assessment of the candidate and also in
.uestioning the faculties of the candidate.
B3 Se<uential Inter9ieC
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The se.uential intervie ta"es the one>to>one a step further and
involves a series of intervie, usuall y utili2ing the strength and
"noledge!ase of each intervieer, so that each intervieer can as"
.uestions in relation to his or her su!# ect area of each candidat e, as
the candidate moves from room to room.
?3 Structure( Inter9ieC
In a structured intervie, the intervieer uses preset standardi2ed
.uestions, hich are put to all the intervieees. This intervie is
also called as 4Duided5 or 4Patterned5 intervie. It is useful for valid
results, especial l y hen dealing ith the large num!er of applicants.
1>3 Un(tructured Inter9ieC
It is also "non as 4/npatterned5 intervie, the intervie is largel y
unplanned and the intervieee does most of the tal"ing. /nguided
intervie is advantageous in as much as it leads to a friendl y
conversation !eteen the intervieer and the intervieee and in the
process, the later reveals more of his or her desire and pro!lems. But
the /npatterned intervie lac"s uniformit y and orse, this approach
may overloo" "ey areas of the applicant5s s"ills or !ac"ground. It is
useful hen the intervieer tries to pro!e personal details of the
candidate it analyse hy they are not right for the #o!.
113 Mi:ed Inter9ieC
In practice, the intervieer hile intervieing the #o! see"ers uses a
!lend of structured and structured and unstructured .uestions. This
approach is called the Mi*ed Intervie. The structured .uestions
provide a !ase of intervie more conventional and permi t greater
insights into the uni.ue differences !eteen applicants.

1&3 Im'rom'tu Inter9ieC(
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This intervie commonl y occurs hen employers are approached
directl y and tends to !e very informal and unstructured. &pplicants
should !e prepared at all times for on>the>spot intervies, especiall y
in situations such as a # o! fair or a cold call. It is an ideal time for
employers to as" the candidate some !asic .uestions to determine
hether he6she may !e interested in formal l y intervieing the
candidate.
1)3 Dinner Inter9ieC(
These intervies may !e structured, informal, or sociall y situated,
such as in a restaurant. $ecide hat to eat .uic"l y, some
intervieers ill as" you to order first Cdo not appear indecisive<.
&void potentiall y messy foods, such as spaghetti. Be prepared for the
conversation to a!ruptl y change from friendl y chat to direct
intervie .uestions, hoever, do not underestimate the value of
casual discussion, some employers place a great value on it. Be
prepared to sitch gears rapidl y, from fun tal" to !usiness tal".
143 Tel e'0one Inter9ieC(
Have a copy of your resume and any points you ant to remem!er to
say near!y. If you are on your home telephone, ma"e sure that all
roommates or famil y mem!ers are aare of the intervie Cno loud
stereos, !ar"ing dogs etc. <. Spea" a !it sloer than usual. It is
crucial that you convey your enthusiasm ver!all y, since the
intervieer cannot see your face. If there are pauses, do not orryJ
the intervieer is li"el y #ust ta"ing some notes.
153 Second Inter9ieC(
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-o! see"ers are invited !ac" after they have passed the first initi al
intervie. Middle or senior management generall y conducts the second
intervie, together or separatel y. &pplicants can e*pect more in>depth
.uestions, and the employer ill !e e*pecting a greater level of
preparation on the part of the candidat es. &pplicants should continue to
research the employer folloing the first intervie, and !e prepared to
use any informat ion gained through the previous intervie to their
advantage.
STE% 4 8
RE#ERENCE C2ECE8
Many employers re.uest names, addresses, and telephone
num!ers of references for the purpose of verifying information
and perhaps, gaining additional !ac"ground information on an
applicant. &lthough listed on the application form, references are
not usuall y chec"ed until an applicant has successfull y reached the
fourth stage of a se.uential selection process. )hen the la!our
mar"et is very tight, organisations somet imes hire applicants !efore
chec"ing references.
Previous employers, "non as pu!lic figures, universit y
professors, neigh!ours or friends can act as references. Previous
employers are prefera!le !ecause they are already aare of the
applicant5s performance. But, the pro!lem ith this reference is the
tendency on the part of the previous employers to over>rate the
applicant5s performance # ust to get rid of the person.
,rganisations normall y see" letters of reference or telephone
references. The latter is advantageous !ecause of its accuracy and
lo cost. The telephone reference also has the advantage of
soliciting immediate, relativel y candid comments and attitude can
somet imes !e inferred from hesitations and inflect ions in speech.
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It may !e stated that the information gathered through
references hardl y influence selection decisions. The reasons are
o!vious;
1. The candidate approaches onl y those persons ho ould spea"
ell a!out hi m or her.
3. People may rite favora!l y a!out the candidate in order to get
rid of him or her.
7. People may not li"e to divulge the truth a!out a candidate, lest it
might damage or ruin his6her career.
STE% 5 8
SE$ECTION DECISION8
&fter o!taining information through the preceding steps, selection
decision> the most critical of all the steps> must !e made. The other
stages in the selection process have !een used to narro the num!er
of the candidates. The final decision has to !e made the pool of
individuals ho pas the tests, intervies and reference chec"s.
The vie of the line manager ill !e generall y considered in the
final selection !ecause it is he6she ho is responsi!le for the
performance of the ne employee. The HR manager plays a crucial
role in the final selection.
STE% = 8
%2YSICA$ EXAMINATION 8
&fter the selection decision and !efore the #o! offer is made, the
candidate is re.uired to undergo a physical fitness test. & #o!
offer is, often, contingent upon the candidate !eing declared fit
after the physical e*aminat ion. The results of the medical fitness
test are recorded in a statement and are preserved in the personnel
records. There are several o!# ectives !ehind a physical test.
,!viously, one reason for a physical test is to detect if the
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individual carries any infectious disease. Secondl y, the test
assists in determining hether an applicant is physical l y fit to
perform the or". Thirdl y, the physical e*amination informat ion
can !e used to determine if there are certain physical capa!ili ties,
hich differentiat e successful and less successful employees.
(ourth, medi cal chec">up protects applicants ith health defects
from underta"ing or" that could !e detri mental to them or might
otherise endanger the employer5s property. (inall y, such an
e*amination ill protect the employer from or"ers
compensation clai ms that are not valid !ecause the in# uries or
illness ere present hen the employee as hired.
STE% A 8
GO/ O##ER 8
The ne*t step in the selection process is #o! offer to those
applicants ho have crossed all the previous hurdles. -o! offer is
made through a letter of appointed. Such a letter generall y
contains a date !y hich the appointee must report on dut y. The
appointee must !e given reasona!le ti me for reporting. Thos is
particul arl y necessary hen he or she is already in employment,
in hich case the appointee is re.uired to o!tain a relieving
certifi cate from the previous employer. &gain, a ne # o! may
re.uire movement to another cit y, hich means considera!le
preparation, and movement of propert y.
The company may also ant the individual to delay the date
of reporting on duty. If the ne employee5s first # o! upon #oining
the company is to go on company until perhaps a ee" !efore
such training !egins. +aturall y, this practice cannot !e a!used,
especiall y if the individual is unemployed and does not have
sufficient finances.
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$ecency demands that the re# ected applicants !e informed
a!out their non>selection. Their applicants may !e preserved for
future use, if any. It needs no emphasis that the applicat ions of
selected candidates must also !e preserved for the future
references.
STE% B 8
CONTRACT O# EM%$OYMENT 8
&fter the # o! offer has !ee mad and candidates accept the
offer, certain documents need to !e e*ecuted !y the employer and
the candidat e. ,ne such document is the attestation form. This
form contains vital details a!out the candidate, hich are
authenti cated and attested !y him6her. &ttestation form ill !e a
valid record for the future reference.
There is also a need for preparing a contract of employment.
The !asic information that should !e included in a ritten
contract of employment ill vary according to the level of the
# o!, !ut the folloing chec"list sets out the typi cal headings;
1. -o! title
3. $uties, including a parse such as 8The employee ill
perform such duties and ill !e responsi!le to such a
person, as the company may from ti me to ti me direct9.
7. $ate hen continuous employment starts and the !asis for
calculating service.
:. Rate of pay, alloance, overtime and shift rates, method of
payment s.
?. Hours of or" including lunch !rea" and overti me and
shift arrangements.
@. Holiday arrangements;
i. < Paid holidays per year.
ii. < %alculation of holiday pay.
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iii. < Kualifyi ng period.
iv.< &ccrual of holidays and holiday pay.
v.< $etails of holiday year.
vi. < $ates hen holidays can !e ta"en.
vii. < Ma*imum holiday that can !e ta"e at any one time.
viii. < %arry over of holiday entitlement.
i*. < Pu!lic holidays.
A. 0ength of notice due to and from employee.
B. Drievances procedure Cor reference to it<.
E. $isciplinary procedure Cor any reference to it<.
1F. )or" rules Cor any reference to them<.
11. &rrangements for terminat ing employment .
13. &rrangements for union mem!ership Cif applica!l e<.
17. Special terms relating to rights to patent s and designs,
confidenti al information and restraints on trade after
termination of employment.
1:. 'mployer 5s right to vary terms of the contract su!# ect to
proper notification !eing given.
&lternativel y called employment agreements or simpl y !onds,
contracts of employment serve many useful purposes. Such
contracts see" to restrain #o!>hoppers, to protect "noledge and
information that might !e vital to a company5s healthy !ottom line
and to prevent compet itors from poaching highl y valued employees.
Dreat care is ta"en to draft the contract forms. ,ften, services
of la firms Cprominent firms in this category include Mulla,
%raigie, Blunt and %aroe, %raford Bailey, &marchand Mangaldas
Hiralal, etc. < are engag:d to get the forms drafted and finali2ed.
Most employers insist on agreements !eing signed !y nel y
hired employees. But high turnover sectors such as softare,
advertising and media are more prone to use contracts.
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The dra!ac" ith the contracts is that it is almost to enforce
them. & determined employee is !ound to leave the organisation,
contract or no contract. The employee is prepared to pay the penalt y
for !reaching the agreement or the ne employer ill provide
compensations. It is the reason that several compani es have
scrapped the contracts altogether.
STE% ? 8
CONC$UDING T2E SE$ECTION %ROCESS 8
%ontrary to popular perception, the selection process ill not
end ith e*ecuting the employment contract. There is another step M
amore sensitive one reassuring those candidates ho have not
selected, not !ecause of any serious deficienci es in their
personalit y, !ut !ecause their profile did not match the re.uirement
of the organisation. They must !e told that those ho ere selected
ere done purely on relative meri t.
STE% 1> 8
EVA$UATION O# SE$ECTION %ROGRAMME 8
The !road test of the effectiveness of the selection process is
the .ualit y of the personnel hired. &n organisation must have
competent and commi tt ed personnel. The selection process, if
properl y done, ill ensure availa!i lit y of such employees. Ho to
evaluate the effectiveness of a selection programmeN & periodic
audit is the anser. People ho or" independent of HR department
must conduct audit. The ta!le !elo contains an outline that
highlights the areas and .uestions to !e covered in a systemati c
evaluat ion.
&. & #our A''roac0e( to Selection
13. Et0nocentric Selection
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In this approach, staffing decisions are made at the organi2ation5s
head.uarters. Su!sidiaries have limited autonomy, and the employees from
the head.uarters at home and a!road fill "ey # o!s. +ationals from the
parent country dominat e the organisations at home and a!road.
&3. %ol+centric Selection
In pol ycentri c selection, each su!sidiary is treated as a distinct
national entit y ith local control "ey financial targets and investment
decisions. 0ocal citi2ens manage su!sidiaries, !ut the "ey # o!s remain
ith staff from the parent country. This is the approach, hich is largel y
practiced in our country
)3. Re1iocentric Selection 8
Here, control ithin the group and the movements of staff are
managed on a regional !asis, reflecting the particular disposition of
!usiness and operations ithin the group. Regional managers have greater
discretion in decision. Movement of staff is largel y restricted to specific
geographical regions and promotions to the # o!s continue to !e dominated
!y managers from the parents company.
43. Geocentric Sta!!in1 8
In this case, !usiness strategy is integrat ed thoroughl y on glo!al
!asis. Staff development and promotion are !ased on a!ilit y, not
national it y. The !road and other parts of the top management structure are
thoroughl y international in composition. +eedless to say, such
organisations are uncommon.
&. ) %RO/$EMS IN E##ECTIVE SE$ECTION 8
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The main o!# ective of selection is to hire people having compet ence and
commi tment. This o!# ective s often defeated !ecause of certain !arriers.
The impediments, hich chec" effectiveness of selection, are perception,
fairness, validi t y, relia!i lit y and pressure.
%erce'tion 8
,ur ina!il it y to understand others accurat el y is pro!a!l y the most
fundamental !arrier to selecting the right candidate.
Selection demands an individual or a group of people to assess and
compare the respective compet enci es of others, ith the ai m of
choosing the right persons for the #o!s. But our vies are highly
personali2ed. )e all perceive the orld differentl y. ,ur li mit ed
perceptual a!ili t y is o!viousl y a stum!ling !loc" to the o!# ective and
rational selection of the people.
#airne(( 8
(airness in selection re.uires that no individual should !e
discri minated against on the !asis of religion, region, race or gender.
But the lo num!ers of omen and other less privileged sections of
the societ y in middle and senior management positions and open
discri mination on the !asis of age in #o! advertisements and in the
selection process ould suggest that all the efforts to mini mi 2e
ine.uit y have not !een effective.
Val idit+ 8
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=alidi t y, as e*plained earlier, is a test that helps predict # o!
performance of an incum!ent. & test that has !een validated can
differentiate !eteen the employees ho perform ell and those ho
ill not. Hoever, a validated test does not predict #o! success
accuratel y. It can onl y increase possi!ilit y of success.
Relia*ilit+ 8
& relia!le method is one, hich ill produce consistent results hen
repeated in simil ar situations. 0i"e validated test, a relia!le test may
fail to predict #o! performance ith precision.
%re((ure 8
Pressure is !rought on the selectors !y politici ans, !ureaucrats,
relatives, friends and peers to select particular candidates. %andidates
selected !ecause of compulsions are o!viously not the right ones.
&ppointments to pu!lic sectors underta"ings generall y ta"e place
under such pressures.
&. 4 Di!!erence 6Recruitment and Selection3
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1. < Recruitment is the process of searching for prospective candidates and
mot ivat ing them to appl y for # o! in the organisation
)hereas, selection is a process of choosing most suita!le candidates out
of those, ho are interested and also .ualified for # o!.
3. < In the recruit ment process, vacancies availa!l e are finali2ed, pu!licit y
is given to them and applications are collected from interested candidat es.
In the selection process, availa!l e applications are scrutini2ed. Tests,
intervie and medical e*aminat ion are conducted in order to select most
suita!le candidat es.
7. < In recruit ment the purpose is to attract ma*i mum num!ers of suita!le
and interested candidates through applications.
In selection process the purpose is that the !est candidate out of those
.ualified and interested in the appoint ment.
:. < Recruit ment is prior to selection. It creates proper !ase for actual
selection.
Selection is ne*t to recruitment. It is out of candidat es5
availa!le6interest ed.
?. < Recruit ment is the positive function in hich interested candidates are
encouraged to su!mi t application.
Selection is a negative function in hich unsuita!le candidates are
eli minated and the !est one is selected.
@. < Recruitment is the short process. In recruit ment pu!licit y is given to
vacancies and applications are collect ed from different sources
Selection is a lengthy process. It involves scrutiny of applications, giving
tests, arranging intervies and medical e*aminat ion.
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A. < In recruit ment services of e*pert is not re.uired
)hereas in selection, services of e*pert is re.uired
B. < Recruit ment is not costly. '*penditure is re.uired mainl y for
advertising the posts.
Selection is a costl y activit y, as e*penditure is needed for testing
candidates and conduct of intervies.
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). IN#OSYS
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"or, at In!o(+(
& feeling of energy and vitalit y, of freshness, of a place here people
or" in a campus li"e facilit y and culture, are unafraid to voice ne
ideas, of a place here there is minimal hierarchy.
Ro!ust people management practices ena!le Infosys to create this
environment for its employees. This is hat distinguishes Infosys among
other technology companies, ena!ling Infoscions to e*cel and innovate in
hat they do for their clients and in hat they stand for as a company.
Continuou( learnin1
The spirit of learna!il it y among Infosys people and an organi2at ional
commi tment to continuous personal and professional development "eeps
Infosys at the forefront in a fast>changing industry. Their frameor" for
continuous learning at Infosys is !uilt around a num!er of focused
programs for their employees. These range from ma# or initiatives such as
the Infosys 0eadership Institut e to various ongoing management
development and personal improvement programs. They complement a
host of technology advancement and ongoing training options.
$edicated organi2at ions or groups ithin Infosys lead these initiat ives.
Infosys invest ment in people and infrastructure to !uild a holistic learning
frameor" demonstrat es their commit ment to continuous learning and
!uilding intell ectual capital for their employees. This learning frameor"
is continuousl y enhanced ith ne programs and the latest learning
techni.ues > and close>"nit coordination across these initiatives ensures
that it meets the different learning needs of their employees in specific
areas of technology, management, leadership, cultural and communicat ion
s"ills, and other soft s"ills.
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&part from formal programs > a t ypical e*ample of an informal employee>
driven program is the Infosys Toast masters %lu!, formed in 3FFF. The
mission of this clu! is to provide a mutual l y supportive and positive
learning environment to develop communication and leadership s"ills to
foster self>confidence and personal groth. The clu! has !een recogni2ed
!y Toastmasters International and #oins the roster of other recogni2ed
%orporate %lu!s around the orld Cincluding those of Microsoft, Boeing,
%iticorp and Sun Microsystems<.
#un and culture
0ife at Infosys is full of events > here employees can pursue their
interests in areas as varied as arts, culture, or sports. The o!# ective is to
ensure that employees are not confined to their des"s. 'mployees e*press
their various s"ills and interests through forums that include an O&rt
DalleryO on campus dedicated to displaying the or"s of Infoscions, dail y
.ui2 competi tions, and regular music meetings that "eep the place a!u22
ith creativit y.
Inculcom is the !ase organi2ation that hosts cultural programs for
Infoscions. 'ach event emphasi2es a specific area li"e music, dance, or
.ui2. These programs are generall y not compet itive, !ut a compet itive
element is someti mes added to enhance enthusiasm and to !ring out the
!est in our people. /nder Inculcom, there are su! groups li"e the IK
%ircle CKui22es<, Shruthi Cthe classical music clu!<, $ramati* Cthe drama
clu!<, and =a"chaturya Cforum for self development<.
In(+nc
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The "ey to employee involvement in organi2ations is the sharing of
information a!out !usiness performance, plans, goals, and strategies.
)hat happens !y a shout across the corridor in a small er organi2ation,
calls for a more systemati c process in a large organi2at ion li"e Infosys.

InSync is Infosys4s internal communi cat ion program focused on "eeping
the Infoscion a!reast of latest corporate and !usiness developments, and
e.uipping him or her to !e a O!rand am!assadorO for the company. This
program com!ines a communication portal ith or"shops, monthl y
nesletters, articles, dail y cartoons and !rainteasers to synchroni2e each
Infoscion ith the organi2at ion.

IIn!o(+( *elie9e( in an or1aniJation Cit0 le(( 0ierarc0+ and !a(ter
deci(ion8ma,in1. In order to ma,e t0at 0a''en; e9er+ In!o(cion need(
to ,noC 0oC t0e or1aniJation Cor,(; 0oC deci(ion are made; and C0at
dri9e( In!o(+(. So it i( im'ortant !or In!o(+( to communicate t0i( to
e9er+oneK
S. Go'ala,ri(0nan
Co8!ounder L Mem*er o! /oard
Career(
Infosys has a vision of here they ant to go, and itP s reall y e*citing
)ith an annual compounded groth rate of around @FL in the last ? years,
and !ranches across the orld, Infosys is forging ahead in the glo!al
mar"et. To achieve their vision, they are alays loo"ing out for talent ed,
learna!le individuals ho are am!itious, ho love challenges and ho
have a passion to e*celQ
Toards this o!# ective, Infosys participates in campus hiring programs
and also conducts a num!er of off>campus initi atives throughout the year
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at various locations. &part from college hiring, they also hire e*perienced
professionals from the industry at various mid>level and senior positions.
In!o(+( M 1roomin1 1lo*al talent
0ast year, over 1. 7 mil lion people applied for a # o! at Infosys. ,nly 1L of
them ere hired. In comparison, Harvard %ollege too" in EL of
candidates.
Infosys has alays focused on inducting and educating the !est and the
!rightest. )ith glo!al hiring practices, coupled ith ever>e*panding
universit y programs such as %ampus %onnect and development centers
across the glo!e, Infosys is a!le to source and nurture talent hile
delivering lasting value to clients.
Infosys, hich trains over 1?, FFF ne recruits every year, is ell
prepared to in the !attle for top>notch talent. &t the heart of this
education program is a fully e.uipped R13F mi llion facilit y in Mysore,
a!out EF mil es from Bangalore.
In!o(+( in t0e ('otli10t
In 3FF?, %omput erorld maga2ine, hile ran"ing Infosys among the 1FF
!est places to or" in IT, placed it at the very top of the list of !est places
for education and training.
In its March 3FF@ issue, (ortune maga2ine stepped inside the gates of
4Infosys5 and emerged ith the impression that gaining admission to the
4Ta# Mahal of training centers5 is harder than getting into Harvard.
).1 SOURCES ON MAN %O"ER SU%%$Y
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INTERNA$
Infosys upgrades from ithin only for managerial positions, !ut only to
some e*tent. Because upgrading from ithin is considered !etter as the
employee is already fami liar ith the organi2at ion, reduces training cost,
helps in !uilding moral e and promot es loyal t y.
If no one capa!le for managerial position is found in its internal source, it
loo"s out for e*ternal sources. It selects onl y the !est employee for the
organi2ation

TY%ES
#ormer Em'lo+ee(8
They as" the retired employees ho are illing to or" on a part>time
!asis, individuals ho left or" and are illing to come !ac" for
higher compensat ions. 'ven retrenched employees are ta"en up once
again.
Retirement( 8
If it5s not a!le to find suita!le candidates in place of the one ho had
retired, after meritorious service. /nder the circumst ances,
management decides to call retired managers ith ne e*tension.
Internal noti!ication 6ad9erti(ement3 8
Most employees "no from their on e*perience a!out the
re.uirement of the # o! and hat sort of person the company is loo"ing
for. ,ften employees have friends or ac.uaintances ho meet these
re.uirements. Suita!le persons are appointed at the vacant posts.
EXTERNA$
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(or the posts of technicians, engineers, floor managers etc, it loo"s out
for e*ternal sources hich include.
&gencies; T&P0
Institutions; 0i"e B Schools, colleges, Management Institutes,
etc.
)e!sites; .indiati mes# o!. com
.monst er.com
.nau"ri. com
,f the a!ove three e! sites given most idel y used !y the Infosys is the
.monst er.com ith the success rate of BFL folloed !y
.indiat imes# o!. com at @FL and .nau"ri. com at the success rate of
?FL.
'*ternal recruitment ena!les the company to get the !est candidate.
Infosys prefers e*ternal recruit ment and mainl y ta"es help from agencies
and institutions as it5s a giant company and internal recruit ment proves to
!e inade.uate as its yearl y targets are very high.
Recruitment Tar1et( !or In!o(+(
Year No. o! em'lo+ee( 6'er +ear3
3FF1 1FFFF
3FF3 11FFF
3FF7 17FFF
3FF: 1?FFF
3FF? 1BFFF
3FF@ 3?FFF
CAM%US
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%ampus recruitment is so much sought after that each collegeJ
universit y depart ment or institute ill have a placement officer to
handle recruitment functions. Hoever, it is often an e*pensive
process, even if recruiting process produces # o! offers and
acceptances eventuall y. & ma# ori t y leave the organi2ation ithin the
first five years of their employment. Yet, it is a ma# or source of
recruit ment for prestigious companies.
Infosys is the company of choice for campus recruitment programs
in most ma# or engineering institutes such as IITs, R'%s etc. and at
premier management institut es such as the IIMs.
En1ineerin1 In(titute(
%ampus hiring at engineering institutes typi call y starts in May and
continues through Septem!er. Senior managers and officers from
Infosys activel y participate in this hiring, to !ring on !oard the ne*t
generation of !right, young and talented leaders for the company.
)e encourage current students at the campuses e visit to use this
opportunit y to interact ith the Infosys recruitment teams during
the hiring process to understand the company and our people
philosophy. )e hire engineering graduates and post>graduates from
all disciplines, and M%& students at the campuses.
Mana1ement In(titute(
%ampus hiring at management institutes t ypicall y starts in
$ecem!er and continues through March. )e hire management
graduates from all disciplines, ith or ithout prior or"
e*perience in softare or other fields.
&ll applications are pre>screened !ased on academic credentials.
Short>listed candidates are usuall y invited for an intervie as part
of the selection process.
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O## CAM%US
It is the event for those candidates ho do not get selected during
campus recruit ment. The process remains the sameJ it #ust aims at
giving those candidates a chance that ere not a!le to go through
the process !efore. These candidat es also go through the same to
rounds, here onl y the scale and !asis on hich they are evaluated
changes.
GO/ #AIRS
"0at i( Fo* !airN
-o! fair is here several companies come under one roof for
see"ing eligi!le candidates ho can # oin their company, after going
through certain recruit ment process folloed !y them.
%ROCESS #O$$O"ED /Y IN#OSYS
Initial l y they advertise a!out the #o! fair in the local nespapers
of all the states specifyi ng the venue and date of the #o! fair.
,n the specified date, Infosys !anners are put up at the venue.
They have around 7 to : counters. Initiall y these counters are
used for registrations. ,nce the num!er of registrations is e.ual
to the total capacit y of all the counters, the registrations are
stopped and the registered candidat es fill the application forms
at the counter.
+e*t a logic test of :? minutes is conducted and an 'nglish test
of 1? minutes is conducted here in one is suppose to rite an
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essay, to chec" their handriting, voca!ulary and sentence
framing a!ilit y.
,nce the test is over, registrations for the ne*t group start. &t
the same ti me the previous papers are evaluated and the
candidates are selected for intervie !ased on the cut>off mar"s.
The candidates ho are selected in the intervie are informed
then and there !y displayi ng the list and are given the offer.
The process is repeated for the ne*t set of candidat es.
-o! fair ta"es place for 7 to : days.
ADVERTISEMENTS8
It is a popular method of see"ing recruits, as many recruiters
prefer advertisements !ecause of their ide reach.
In!o(+( ad9erti(e( in
NE"S %A%ERS
Times of India
The economi c ti mes
Indian e*press
Hindustan times
The financial e*press
'mployment papers
MAGAHINES
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Business orld
Business Today
India Today
capital mar"et
Business #ournals
IT maga2ines
%omput er and technical # ournals
"E/
.infosys. com
.indiat imes# o!. com
.monst er.com
.nau"ri. com
&dvertisements contain proper information li"e the # o!
content, or"ing conditions, location of # o!, compensation including
fringe !enefits, #o! specificat ions, groth aspects, etc.
The advertisement sells the idea that the company and #o! are perfect
for the candidate.
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"A$E8INS; "RITE8INS AND TA$E8INS
"al,8in( are the most common and least e*pensive approach
for candidates is direct applications, in hich #o! see"ers su!mit
unsolicited application letters or resumes. $irect applicat ions provide a
pool of potential employees to meet future needs.
"rite8in( are those ho send ritten en.uiries. These # o!see"ers are
as"ed to complete application forms for further processing.
Tal,8in( involves the # o! aspirants meeting the recruiter Con an
appropriated date< for detailed tal"s. +o application is re.uired to !e
su!mit ted to the recruiter.
CONSU$TANTS
Infosys also see"s the help of consultants ho are in the
profession for recruiting and selecting manageri al and e*ecutive
personnel. They are useful as they have nationide contacts and lend
professionalism to the hiring process. They also "eep prospective
employer and employee anonymous.
INDUSTRIES
Infosys also hires e*perienced professionals from the industry at
various mid>level and senior positions.
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). & T2E SE$ECTION %ROCESS O# IN#OSYS
Ste'(
1. Initial (creenin1 o! inter9ieC(
Initial Screening is done on the !asis of applicants and applicat ions. &
preli minary intervie is conducted so as to select the suita!le
candidate ho can go through further stages of intervies.
+ormal l y for the posts of engineers degree cutoff is decided li"e say
@FL on an average. If the candidates do not meet the re.uirement they
are re# ected.
&nd for higher posts applicat ions and applicants !oth play a ma# or role
in the screening process.
&. Com'letion o! a''lication !orm(
&pplication form esta!lishes the candidat e5s general details li"e name,
address, telephone num!er, education, #o!> related training, or">
e*perience ith dates, company names, and # o! details, professional or
industrial involvement, ho!!ies and recreational pursuits.
The company esta!lishes as many hypotheses a!out the candidate from
the details provided in the application form. It then decides hat areas
of information it needs to e*plore or investigat e more specificall y
during the intervie.
%ompany sees to it that no #udgment is passed a!out the candidat e
!ased onl y at this level. )hat dran here is hypotheses and not
conclusions.
&pplication forms are such framed that, they provide the necessary
details to the organisation ithout affecting the sentiments and feelings
of the candidate.
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). Em'lo+ment te(t(
lo1ical te(t
En1li(0 te(t
Voca*ular+
Rea(onin1
E((a+ Critin1
VARIOUS TESTS
Mental or intelli1ence te(t(
They measure the overall intell ectual a!ilit y of a person and ena!le to
"no hether the person has the mental a!ili t y to deal ith certain
pro!lems.
Mec0anical a'titude te(t(
They measure the a!ilit y of a person to learn a particul ar type of
mechanical or". These tests helps to measure speciali 2ed technical
"noledge and pro!lem solving a!ilit ies if the candidate. They are useful
in selection of mechanics, engineers, etc.
Intelli1ence te(t
This test helps to evaluate traits of intelligence. Mental a!ilit y, presence
of mind Calertness<, numerical a!ili t y, memory and such other aspects can
!e measured. It is ta"en to #udge numeri cal, s"ills, reasoning, memory and
such other a!ilities.
%er(onalit+ Te(t
It is conducted to # udge maturit y, social or interpersonal s"ills, !ehavior
under stress and strain, etc. this test is very much essential on case of
selection of sales force, pu!lic relation staff, etc. here personalit y plays
an important role.
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Gra'0olo1+ Te(t
It is designed to anal yse the handriting of individual. It has !een said
that an individual5s handriting can suggest the degree of energy,
inhi!ition and spontaneit y, as ell as disclose the idiosyncrasi es and
elements of !alance and control. (or e*ample, !ig letters and emphasis on
capital letters indicate a tendency toards domination and
competi tiveness. & slant to the right, moderate pressure and good
legi!il it y sho leadership potential.
Medical Te(t
It reveals physical fitness of a candidate. Medical servicing helps measure
and moni tor a candidate5s physical resilience upon e*posure !usiness
ha2ards.
4. Inter9ieC
#ormal Inter9ieC
Intervies are held in the employment office in a more formal
at mosphere, ith the help of ell structured .uestions.
%atterned Inter9ieC
& patterned intervie is also a planned intervie, !ut it is more carefull y
pre>planned to a high degree of accuracy, precision and e*actitude. )ith
the help of #o! and man specifications, a list of .uestions and areas are
carefull y prepared hich ill act as the intervieer5s guide.
Non8directi9e Inter9ieC
Here the intervieee is alloed to spea" his mind freel y. The intervieer
has no formal or directive .uestions, !ut his all attention is to the
candidate. He encourages the candidate to tal" !y a little prodding
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henever he is silent e. g. 8Mr. Ray, please tell us a!out yourself after
you5re graduated from high school9.
The idea is to give the candidate complete freedom to 8sell9 himself,
ithout the encum!rances of the intervieer 5s .uestion.
De't0 Inter9ieC
It is designed to intensel y e*amine the candidate5s !ac"ground and
thin"ing and to go into considera!le detail on particul ar su!# ects of an
important nature and of special interest to the candidates. (or e*ample, if
the candidat e says that he is interested in tennis, a series of .uestions may
!e as"ed to test the depth of understanding and interest of the candidate.
Stre(( Inter9ieC
It is designed to test the candidate and his conduct and !ehavior !y hi m
under conditions of stress and strain. The intervieer may start ith 8Mr.
-oseph, e do not thin" your .ualificat ions and e*perience are ade.uate
for this position, 5 and atch the reaction of the candidates. & good
candidates ill not yi el d, on the contrary he may su!stantiat e hy he is
.ualified to handle the #o!.
)hat I+(,SYS practice is that if intervie is planned at ?pm, it ill start
candidate5s intervie at @. 7Fpm and atch the candidate5s !ehavior and
stress level.
%anel Inter9ieC
& panel or intervieing !oard or selection commit tee intervies the
candidate, usuall y in the case of supervisory and managerial positions.
Mi:ed Inter9ieC
In practice, the intervieer hile intervieing the #o! see"ers uses a
!lend of structured and structured and unstructured .uestions. This
approach is called the Mi*ed intervie. The structured .uestions provide a
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!ase of intervie more conventional and permit greater insights into the
uni.ue differences !eteen applicants.
Second Inter9ieC(
-o! see"ers are invited !ac" after they have passed the first initi al
intervie. Middle or senior management generall y conducts the second
intervie, together or separatel y. More in>depth .uestions are as"ed to the
candidate and the employer e*pects a greater level of preparation on the
part of the candidat es.
5. /ac,1round In!ormation
I+(,SYS re.uests names, addresses, and telephone num!ers of references
for the purpose of verifying information and perhaps, gaining additional
!ac"ground information on an applicant.
References are not usuall y chec"ed until an applicant has successfully
reached the fourth stage of a se.uential selection process.
Previous employers are prefera!le !ecause they are already aare of the
applicant5s performance.
It normall y see"s letters of reference or telephone references. The latter is
advantageous !ecause of its accuracy and lo cost.
=. %0+(ical E:amination
&fter the selection decision and !efore the #o! offer is made, the
candidate is re.uired to undergo a physical fitness test. & #o! offer is,
often, depends upon the candidate !eing declared fit after the physical
e*amination. The results of the medi cal fitness test are recorded in a
statement and are preserved in the personnel records.
T0ere are (e9eral o*Fecti9e( *e0ind a '0+(ical te(t
1. ,ne reason for a physical test is to detect if the individual
carries any infectious disease.
&. Secondl y, the test assists in determining hether an applicant
is physicall y fit to perform the or".
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). Thirdl y, the physi cal e*amination information can !e used to
determine if there are certain physical capa!ili ties, hich
differentiate successful and less successful employees.
4. (ourth, medi cal chec">up protects applicants ith health
defects from underta"ing or" that could !e detri mental to
them or might otherise endanger the employer5s property.
5. (inall y, such an e*amination ill protect the employer from
or"ers compensat ion clai ms that are not valid !ecause the
in# uries or illness ere present hen the employee as hired.
A. #inal Em'lo+ment deci(ion
It is a final step. In this step company ma"es a very i mportant decision.
&fter all these processes follo up is done i. e. , the selected person is
induced and placed at the right # o!. Training is provided on regular !asis
that is monthl y, .uarterl y. These trainers have the e*perience of a!out 1?>
3F yrs. In one !atch there are @F employees ho are sent to Bangalore for
training.
A''roac0 to Selection
Et0nocentric Selection
In this approach, staffing decisions are made at the organi2ation5s
head.uarters. Su!sidiaries have limited autonomy, and the employees from
the head.uarters at home and a!road fill "ey # o!s.
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4 A*out $earnin1Mate ;
0earningMate Solutions Private 0imited is one of the fastest groing
e0earning %ompanies in India. 0earningMat e is a provider of end>to>end
e0earning services and solutions designed to meet specific !usiness
needs. The range of services varies from enterprise>ide e0earning
initiatives to creating custom content !ased on cost>effective alternatives
of delivery. 0earningMate has strong Management Team to handle its
development center in Mum!ai, /S, /G, and %anada. &s an e0earning and
softare solutions company, 0earningMate partners ith pu!lishers and
training companies on conceptual i2at ion, design, development and
implementation of ne media and technology solutions for the Higher
'ducation H %ontinuing 'ducation mar"ets. 0earningMate has
competencies and intel lectual propert y in the areas of content>
development, standards>!ased learning technologies, learner support
syst ems H content architectures.
0earningMate is a cross>!order e>0earning services company that is
focused on identifyi ng, creating and delivering relevant, instructionall y
sound, engaging content to learners using internet technologies.
0earningMateP s clients include schools, colleges, universities, pu!lishers,
+D,P s and corporations around the orld. The firm has competencies and
ons intellectual property in the areas of strategy consulting, content>
development, assessment, content architecture and performance support.
The firmP s principals have a history of contri!utions to e>0earning
initiatives around the orld and they !ring this e*perience to !ear in
every one of their client engagements. 0earningMateP s primary
development facilities are in Mum!ai and Bangalore, the media and
technology centers of India. In addition the firm leverages a glo!al !ase
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of associates and partners ho are highl y respected thin"ers in learning
strategy, change management, instructional design, performance support
and learning technology, to create relevant, local e>0earning solutions
tailored to the specific needs and geographies of its clients.
0earningMate is a pre>dominant l y e*port oriented company hich services
Dlo!al clients M most of hich are !illion dollar plus clients or in the
(ortune %ategory.
(rom developing highly effective 0earning Solutions to ac.uiring
intell ectual capital to client associations and tech>partners, they hold one
principle high over all others; .ualit y over .uantit y. Their e*cellent trac"
record stands testament to this, lead in the right direction !y a strong
management team and encouraging clients. & P peopleP company, am!it ion,
perseverance and challenges run a!u22 as they are commit ted to delivering
the !est.
Imaginat ion soars over the ings of insight, as mind space at
0earningMate ta"es over des" space of instructors and learners across the
glo!e. &nd hat !etter !eginning than ith the !est !rains in the !usiness.
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4. 1 SOURCES ON MAN %O"ER SU%%$Y
INTERNA$
0earningMate uses internal sources for recruit ment !ut on a li mited !asis
otherise normal l y it uses e*ternal sources e*tensivel y for its recruit ment
purposes. 0et us have a loo" at the internal sources in detail.
TY%ES O# INTERNA$ SOURCES
%re(ent em'lo+ee(
This source is normall y the first choice among the internal sources
and 0earning Mate is no different. This source i mpli es filling up the
position from among the present employees !y ay of promotions
and transfers.
Em'lo+ee re!erral(
This is !e a very good source of internal recruitment. 'mployees
can develop good prospects for their famil ies and friends !y
ac.uaint ing them ith the advantages of a #o! ith the company,
furnishing cards of introduction, and even encouraging them to
appl y.
Re!erral Sc0eme 8 /udd+ Sc0eme
&t 0earning Mate employee referral is popularl y "non as,
4Re!erral Sc0eme 8 /udd+ Sc0eme-.
The o!# ective of Referral Scheme is to lay guidelines for effective and
smooth functioning of the employee referral program. It helps in
attracting talent through referrals from employees for fulfill ing the
vacant6additional positions in the company.
'mployees from all groups e*cept from Human Resources and senior
management are eligi!le to refer their friends 6 e*>colleagues 6
references 6 relatives for vacancies M !oth current and future in the
organi2ation.
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%rocedure;
The Human Resources group shall inform all employees through intranet 6
root emai l 6 notice !oard a!out the e*isting vacancies from time to ti me.
'mployees need to ma"e references only on e>mail of suita!le candidates
fulfilling the re.uirements as indicated to !uddySlearningmat e. com
The HR group shall process the said applicat ion for the re.uirements as
per the recruit ment policy. If the referred candidate is found suita!le and
selected in intervies, an offer matching ith the .ualification and
e*perience ill !e made to the candidate.
The Buddy Referral Reard is paid to the employee 7 months after the
referral #oins the organi2ation. Hoever, in case the referral or the
employee concerned is separated from the services of the organi2ation
!efore the complet ion of 7 months, no referral payment shall !e made to
the employee.
The employee concerned ho ma"es the reference shall !e rearded ith
the folloing;
%ategory Reard Cin I+R<
Beteen 1>7 years relevant
e*perience
1F, FFF6>
More than 7 years relevant
e*perience
1?, FFF6>
%roFect Mana1er and a*o9e
'o(ition(
3?, FFF6>
+o reard shall !e paya!le for references of candidates that have less
than 1 year of relevant e*perience and contract recruit ment.
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%re9iou( a''licant(
&lthough not trul y an internal source, those ho have previousl y
applied for # o!s can !e contacted !y mail, a .uic" and ine*pensive
ay to fill an une*pected opening. This is possi!le at 0earning Mate
through a master data!ase that the company maintains containing
the details of all the previous applicants for the various vacant
posts.
EXTERNA$
0earningMate is a small !ut a fast groing company ith employee
strength of #ust a!out 3AB and a modest turnover of1:F mill ion rupees in
the year 3FF?>F@. Its recruit ment targets are also prett y lo at # ust 1?FT
for the year 3FFA. ,ing to the financial constraints and limited
recruit ment targets it has to select the sources carefull y "eeping the cost
factor in mind
Barring the nominal use of the internal sources the remainder of the
recruiting is done through the e*ternal sources hich includes,
&pproved Recruit ment %onsultants and Su! M contractors
Print Media > &dvertisements
,utstation recruit ment
)e!sites M su!scri!ed and unsu!scri!ed
)al">ins
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Recruitment con(ultant( and Su* 7 contractor( ;
0earningMate normal l y uses these sources to develop the re.uired pool of
candidates and also to achieve specialist help in its recruitment process.
Su! M contractors are normall y used in case of temporary re.uirements
due to une*pected events or some emergency situations.
%rint Media 7 Ad9erti(ement(
0earningMate advertises mostl y through nespaper and not so much !y
ay of maga2ines. The nespapers they normall y advertise in are
Times>&scent

Hindustan times
$+&
Out(tation recruitment
,utstation recruitments are conducted !y 0earningMate !y calling the
candidates to their office and ta"ing the re.uired tests and intervies as
per a process hich is e*plained later in the pro# ect.
The reim!ursements made to them are as follos;
A. Reim*ur(ement o! Goinin1 related Tra9el #are
1. (or candidates recruited at all levels I class &6% train ,R flight
fare to !e considered on case>to>case !asis. The same needs to !e
approved !y the BH.
3. 'ither 0earning Mate administration doses the !oo"ing ,R
employee can ma"e his6her on arrangements for purchase of
tic"ets.
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/. Reim*ur(ement o! E:'en(e( toCard( mo9ement o! 0ou(e0old
1ood(
1. (or candidates recruited at all levels, rei m!ursement of e*penses
toards movement of household goods to !e considered on case>
to>case !asis. The same needs to !e approved !y the BH.
3. 'mployee needs to su!mit three .uotations from three different
transporters to &dministrat ion department ,R employee5s needs
to arrange transporter on their on, !ased on approved amount
!y BH.
7. ,R Business Head needs to approve specific relocation amount
to move household goods.
,n #oining, employee needs to fill in the reim!ursement voucher
Cavaila!le ith &ccounts $epartment< and enclose the tic"ets in
original, and ta"e approval of $epart ment Head !efore su!mi tting to
&ccounts.
'mployees are re.uired to su!mit such claims ithin 1F days from the
date of # oining to the &ccounts $epartment in the prescri!ed format
availa!le ith the &ccounts $epartment.
C. 2otel O Gue(t 2ou(e Accommodation
1. &ll outstation employees ill !e considered for a ma*i mum of 1F
days Hotel 6 Duest accommodation. Hoever, they are e*pected
to ma"e their on arrangements after mentioned duration and
0earningMate &dministration ill provide necessary assistance
on lease accommodation.
3. )herever Hotel accommodat ion is provided, room rent only ill
!e directl y !illed to the company.
7. '*tra food 6 laundry Chich are applica!le in hotel pac"age<
related !ills ill !e !orne !y the employees.
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"e*(ite(
0earningMate uses a variet y of su!scri!ed and unsu!scri!ed e!sites to
create a pool of a variet y of candidates for various posts. Here are the
e*amples of fe such e!sites
CCC.mo(terindia. com
CCC.nau,ri. com
CCC.Fo*(a0ead. com
CCC.learnin1mate. com
"al,8in(
This is the most common and least e*pensive approach for candidates is
direct applications, in hich #o! see"ers su!mit unsolicited application
letters or resumes. $irect applications provide a pool of potential
employees to meet future needs. This also is one of the sources hich
0earningMate uses for its recruitment purposes.
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4. & T2E SE$ECTION %ROCESS O# $EARNINGMATE
STE%S
1. INITIA$ SCREENING
&fter receiving the profiles of candidates through the sources as
listed a!ove, the matching profiles as per the specificat ions are
generated !y the Recruitment %ell. These profiles are then
forarded to the concerned BH 6 (H 6 SH 6 Re.uisitor for further
short>listing.
&. COM%$ETION O# A%%$ICATION #ORMS
Here the eligi!le candidates are made to fill in the application forms
herein the company can come to "no candidates s"ills,
!ac"ground, past records, education, activiti es, health, personal
details, languages he "nos, or" e*perience, etc.
&pplication forms are such framed that, they provide the necessary
details to the organisation ithout affecting the sentiments and
feelings of the candidate.
). EM%$OYMENT TESTS
,nce the applicat ion forms are filled tests are conducted hich
provides further information to the organisation a!out the candidate
and assists them in selection.
The tests are normal l y technical cum aptitude tests M The short>
listed candidates are administ ered ith these tests. The candidates
ho pass the test are then intervieed for the technical fitment. The
tests are mandatory for all the candidates ho have less than 7 years
of total or"ing e*perience.
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4. INTERVIE"S
Technical intervie M %andidates ho pass the test are made to
appear for a technical intervie in hich their technical competence
is evaluated for the re.uirement and is captured !y the Technical
intervieer in the Intervie (eed!ac" (orm. Their s"ill fitment is
done and suita!i lit y to the pro# ect concerned is esta!lished through
the intervie. It is mandatory that an intervieer at least 1 level
senior than the position for hich the intervie is !eing done
conducts the technical intervie. Recruitment cell should ensure
that the intervieer is not related to the candidate. S"ill Head or
concerned manager ill have final authorit y to select candidates Cup
to Team 0eader 6 Specialists level<. The short listed candidates ill
!e forarded to HR intervie as further selection process.
Business Head Intervie M Business Head ill evaluate 6 intervie
Pro# ect Managers and a!ove positions. The short listed candidates
ill !e forarded to HR intervie as further selection process.
HR intervie M If short listed in technical intervie, the candidate
then appears for an HR intervie, here his fitment to the
organi2ation culture, personalit y, communication s"ills, verificat ion
of his credentials, salary dran and e*pectations are recorded. &fter
the intervie is done, if the candidate is selected, then a salary cum
designation fit ment is done on the !asis of compara!le data of the
employees in the organi2ation.
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Besides these there are also some other intervie that are conducted
!y 0earningMate. They are;
$epth intervie
Stress intervie
Panel intervie
CThese intervies have !een discussed earlier in the pro# ect. <
5. Re!erence C0ec,( M The reference chec" for candidates CPro# ect
Manager and a!ove< is done simul taneousl y ith e*tending the
offer. The Recruit ment cell conducts a formal 6 informal
reference chec" ith the candidate5s referrals, hich then forms
a part of the candidate5s profile and assessment.
=. O!!er and ne1otiation M & formal offer of employment is
e*tended to the finall y selected candidates.
A. #olloC8u' and Foinin1 M The Recruit ment %ell does a follo up
ith the candidate ho is e*tended an offer to ensure candidat e
is # oining ithin the stipulated ti me.
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5 Conclu(ion
The human element of organi2ation is the most crucial asset of an
organi2ation. Ta"ing a closer perspective >it is the very .ualit y of
this asset that sets an organi2ation apart from the others, the very
element that !rings the organi2at ion5s vision into fruition.
Thus, one can grasp the strategic impl ications that the manpoer of
an organi2at ion has in shaping the fortunes of an organi2ation. This
is here the complementary roles of Recruitment and Selection
come in. The role of these aspects in the contemporary organi2at ion
is a su!# ect on hich the e*perts have pondered, deli!erated and
studied, considering the vital role that they o!viously play.
The essence of recruit ment can !e summed up as 4the philosophy of
attracting as many applicants as possi!le for given # o!s5. The face
value of this definition is hat guided recruit ment activit ies in the
past. These days, hoever, the emphasis is on aligning the
organi2ation5s o!# ectives ith that of the individual 5s. By ma"ing
this a priorit y, an organi2ation safeguards its interests and standing.
&fter all, a satisfied or"force is a sta!le or"force hich also
ensures that an organi2ation has credi!le and relia!le performance.
Ina !id to underscore this su!tle point, the pro# ect e*amines the
various processes and nuances one of the most critical activiti es of
an organi2at ion.
The end result of the recruitment process is essentiall y a pool of
applicants. +e*t to recruit ment, the logical step in the HR process is
the selection of .ualified and competent people. &s such, this
process concentrat es on differentiating !eteen applicants in order
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to identify M and hire> those individuals hose a!ilities are
consistent ith the organi2ation5s re.uirements.
The reader ill do ell to note that the transition !eteen the 3
activi ties is not stringent. The 3 activit ies !asicall y have one ai m>
to yi el d a perfect employee for the organi2ation.
+or are these activit ies t ypecast. 'very organi2ation tailors the
processes "eeping in mind the nature of the organi2ation, its needs
and constraints.
In this pro# ect, e e*amine this angle through the case studies of 3
companies, involved in the same sector !ut essentiall y different in
their perceptions toards recruit ment and selection. &nd !oth seem
to have !enefited from their ta"e on the 3 processes.
In the end, this pro# ect endeavors to present a comprehensive
picture of Recruit ment and Selection and hopes to ena!le the reader
to appreciate the various intricacies involved.
.
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RE#ERENCES
1. G &shathappa, C1EEA< Human Resource and Personnel
Management, Tata McDra> Hill 171>1A@
3. %hris $u"es, C3FF1< Recruiting the Right Staff
7. -ohn M. Ivancevich, Human Resource Management, Tata
McDra> Hill, 3FF:
:. Steve Gneeland, C1EEE< Hiring People, discover an effective
intervieing systemJ avoid hiring the rong person, recruit
outstanding performers
?. Stone, Harold % and Gendell, ).' 'ffective Personnel
Selection Procedures, 1E?@
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/I/$IOGRA%2Y
NE"S %A%ERS
TIM'S ,( I+$I&
TH' '%,+,MI% TIM'S
MAGAHINES
B/SI+'SS ),R0$
B/SI+'SS T,$&Y
I+$I& T,$&Y
%ERIODICA$S AND RE%ORTS
B/SI+'SS I+$I&, &PRI0> M&Y, 3FF@
I+$I& T,$&Y, M&R%H, 3FF@
"E/
.googl e. co m
.soopl e. com
.i nfosys. com
.l earni ngmat e. com
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