Recruitment & Selection Process at HFCL (Connect) : Project Report On

Project Report On RECRUITMENT & SELECTION PROCESS AT HFCL (CONNECT)
Submitted in partial fulfillment of the requirements For the award of the degree of Master of Business Administration
Under the guidance of
Ms. Reema Bahukhandi (Member-HR in HFCL Connect)
Submitted by
ANUD SHARMA
CHANDIGARH BUSINESS SCHOOL
DECLARATION
I hereby declare that this Project Report entitled RECRUITMENT & SELECTION submitted by me to the Chandigarh Business School, Landran, is a bonafide work undertaken by me and it is not submitted to any other University or Institution for the award of any degree diploma / certificate or published any time before.
Name : ANUD SHARMA Roll No : Semester : 3rd Date :
Signature of the Student
HFCL (CONNECT) RECRUITMENT & SELECTION
Certificate
Project Abstract
Project: Recruitment & Selection Process In HFCL (Connect)
Background: In every organization personnel planning as an activity is necessary. It

is an important part of an organization. Human Resource Planning is a vital ingredient for the success of the organization in the long run. There are certain ways that are to be followed by every organization, which ensures that it has right number and kind of people, at the right place and right time, so that organization can achieve its planned objective. For every organization it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.
Purpose: Recruitment and Selection are simultaneous process and are incomplete
without each other. They are important components of the organization and are different from each other. Since all the aspect needs practical example and explanation this project includes. The purpose of this project is to investigate and analyze the process which is followed for recruitment & selection of new candidates in HFCL Connect.
Work Flow: Literature research as well as a practical survey consisting of mail

questionnaires and personal interviews will be carried out in order to best serve the purpose of this thesis. The first step in doing this project will be the creation of the research questions. Books and articles will be used in improving my understanding of the problem and will help in gathering secondary data. The questionnaire about Recruitment & selection will be created, based on the knowledge of the theoretical research. The questionnaire will be tested and will be sent by mail to each employee of the company. One week later the questionnaires will be collected and a period of editing and analyzing the data will start. These results will be used for carrying out interviews with several employees in order to get a deeper understanding of the questionnaire results. After carrying out the interviews, a period of writing down the results of the mail questionnaire and interviews in connection with the theoretical framework will follow. Finally, the project report will be completed by adding the conclusion and the closing comments.
Acknowledgement
Acknowledgement is not only a ritual but also an expression of indebtedness to all those who have helped me in the preparation process of the project and beyond. I take great pleasure and deep gratitude in expressing my sincere thanks to my project guide Ms Reema Bahukhandi (Officer-HR) from HFCL Connect whose expertise have given my efforts a new direction. I would like to extend my special thanks to Ms. Meenakshi Aggarwal, (Member HR), Mr. Rajesh Kashyap, Manager (Statutory Compliances) & Mr. V.S.ShivaRao, (Dy.Manager-HR) who has been readily available for all helps and guidance. Next I would like to thank the entire team of HR Department of HFCL Infotel Ltd. for providing me all the supports and requirements for the smooth completion of my project.
Table of Contents
S.No. 1 2 3 4 5 6 7 8 9 10 11 12 13 TOPIC Introduction to HRM Industry profile Company Profile Organization structure HR practices in HFCL Review of Literature Recruitment Process in HFCL Data Collection Data analysis Conclusion Limitations of study Bibliography Appendices PAGE NO. 8-11 12-13 14-18 19-24 25-27 28-51 52-55 56 56-63 64 65 66 67
INTRODUCTION TO HRM
Evolution of HRM
Earlier references: In western countries HRM had its primitive beginning in 1930s. Not much thought was given on this subject in particular and no written records or documents interesting to note HRM concepts was available, in ancient philosophies of Greek, Indian and Chinese. This is not to suggest that industrial establishment and factories system, as it is known today, existed in ancient Greece, India or china. The philosophy of managing human being, as a concept was found developed in ancient literatures in general and in Indian philosophy in particular. Personnel functions: Till 1930s, it was not felt necessary to have a separate discipline of management called Personnel management. In fact, this job was assigned as part of the factory manager. Adam Smiths concept of factory was that it consists of three resources, land, labor and capital. This factory manager is expected to procure, process and peddle labor as one of the resources. The first time when such a specialist person was used; it was to maintain a buffer between employer and employee to meet the legitimate need of employees. However, it is the employer who decided what legitimate need of employees is. In fact, the specialist person was more needed to prevent unionization of employees. This was the case before 1930-s all over the world.
Need for the Study

HFCL (CONNECT) RECRUITMENT & SELECTION 8
Shortage of skills.
Skills and knowledge people are always on short supply. Alternatively they are too costly to hire from outside. The best alternative is to improve skill and knowledge of existing employees.
Technological Obsolescence.
Growth of technology takes places very fast. This will render current technology obsolete in the future. There is a great need to upgrade technology. This needs suitable training. Personal Obsolescence.
At the time recruitment employees possess certain type of knowledge and skill. As time passes knowledge becomes obsolete, unless it is updated by proper training. This happens because of changes taking place in product technology, production methods, procurement of better machines, setting up of modern production lines, introduction of modern method of supervision and information processing through MIS and EDO.
Organization Obsolescence.
Modern management has introduced a number of innovative steps in functions of management like planning, organizing, controlling, coordinating and directing. Organization which is impervious to such changes is bound to fail and become obsolete.
Upgrading Ability of Threshold workers
Public policy provides reservation to disadvantaged sections of the society like handicapped, minorities and dependents of deceased workers etc. All these are threshold workers having less than minimum prescribed level of knowledge and skill. They require extensive training to bring them up to the minimum level of performance standard. Human capital
The latest thinking is to treat employees as human capital. The expenditure involved is training and developments are now being considered as an investment.
Scope of Human Resource Management

The Scope of HRM is indeed fast. All major activities in the working life of worker from time of his entry in an organization until he / she leaves, come under the preview of HRM. Specifically, the activities included are Human Resource planning, Job analysis and design, Recruitment, Selection, Orientation and placement, Training and development, Performance appraisal and Job evaluation, employee and executive remuneration and communication, employee welfare, safety and health, industrial relations and the like.
Nature of Human Resource Management
Prospects of HRM
Employee hiring
Industrial Relations
Human Resource Management
Employee and executive Remuneration
Employee Maintenance
Employee Motivation
Scope of HRM
Objectives of HRM
1. Industrial peace: This is secured by excellent union management relations, healthy inter-personal relationships, and promoting participative management style and good industrial and labor relations. 2. Achieve High Productivity: The underlying objective brings to increase the quantity or volume of the product or service for a given input, productivity improvement program is very significant in a competitive environment. 3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors connected with work. 4. Obtain and sustain competitive advantage through empowerment: continuous improvement and innovative steps being the two essential ingredients to achieve and sustain competitive advantage. Todays industries are knowledge based and skill intensive. 5. Cordial relationship between the employer and employees. 6. Personnel research functions. 7. Proper orientation and introduction to the new employees.
INDUSTRY PROFILE
The Indian telecom sector has continued its robust growth with the wireless market growing at 9.91 percent and churning revenues worth Rs.371 billion (Rs.37, 196 crore) every quarter. A total of 28.44 million subscribers were added in the past four months, as per the Telecom Regulatory Authority of India (TRAI). The adjusted gross revenue (AGR) for the quarter is placed at Rs.273 billion (Rs.27, 357 crore) as against Rs.26, 990 crore (Rs.269 billion) for the previous quarter, thereby showing an increase of 1.36 percent. The total subscriber base of the wire line and wireless services reached 353.66 million as against 325.79 million previously, thus registering an increase of 8.55 percent in four months .The tele-density too reached 30.64 Though the wireless subscribers increased from 286.87 million to 315.31 million, the wire line subscriber base decreased for the quarter to 38.35 million from 38.92 million in the past four months .however, the average revenue per user (ARPU) for GSM subscribers, all India segment, decreased 7.53 percent from Rs.239 in March to Rs.221 in July .ARPU for postpaid service showed a decline of 2.8 percent from Rs.600 to Rs.584 during the quarter. Prepaid service also showed a 7.5 percent decline in ARPU from Rs.204 in March to Rs.189.As regards the CDMA segment, all India blended ARPU (per month) for the second quarter is Rs.122 as compared to Rs.139 for the previous quarter. The internet wire line subscribers witnessed a growth of 12.24 million for the quarter against 11.66 million during the previous quarter registering a growth of 4.97 percent. State-run telecom operator Bharat Sanchar Nigam Ltd (BSNL) retained its top position and reported a subscriber base of nearly 6.38 million internet subscribers against 5.94 million at the end of last quarter, TRAI said. An 11.87 percent growth was registered in the number of broadband subscribers in this quarter.
st Market Share of Major Telecom Players in India (As on December 31 , 2008)
Telecom Company Bharti Airtel Ltd. Vodafone Reliance Communications Idea Cellular Tata Teleservices
Market Share 24.3% 17.8% 18.8% 11.1% 9.1%
COMPANY PROFILE
HFCL Group profile

HFCL's vision is to provide cost effective futuristic telecom solutions. HFCL is focused on developing the state-of-art technologies and intellectual property to maintain a competitive leadership and a sustained long-term growth. Established in the year 1987, Himachal Futuristic Communications Ltd. has developed a vast base for indigenous telecom equipment manufacturing in India. It started with manufacturing transmission Equipment and soon expanded its product portfolio to manufacture Access Equipment, Optical Fiber Cable, Accessories and Terminal Equipment. The Group companies and Associates companies of Himachal Futuristic Communications Ltd.- HFCL Infotel Ltd., HFCL Satellite Communications Ltd. and Microwave Communications Ltd. which offer Basic Telephony and Internet services, V-sat Services and Paging services respectively have also made a name for themselves. HFCL Infotel Ltd. became the first basic service provider in Punjab. HFCL Satellite Communications Ltd. is catering to a number of channels like Aaj Tak by providing customized DSNG vans. Himachal Futuristic Communications Ltd.'s Pagelink, together with Pagepoint, is one of the leading players in field of paging services. HTL, a major telecom equipment supplier, which was recently acquired by HFCL is not only be an extension of the manufacturing aspect of HFCL but also synergizes and value adds to the already existing product range of HFCL.
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HFCL Infotel Ltd.

The first basic telephony services provider for Punjab launched it's basic telephony services on 16th October, 2000. Today CONNECT has added a milestone to the rich economy of Punjab by providing world-class telephony and data services in the state. CONNECT is a business venture of Himachal Futuristic Communications Ltd., India's leading telecommunications giant. CONNECT is further supported by the expertise of Lucent Technologies USA, IIT Chennai, Compaq, Cisco, CGI, Bell Nexxia and Cincom. Lucent is a Fortune 40 company and the world leader in design, development and manufacture of communication systems.
HFCL Vision
Reaching out to meet the challenge of creating a smaller world through leadership, innovation, dedication and excellence.
HFCL Mission
To provide cost effective yet futuristic telecom solutions. To be a leader in the Tele-solutions business on the strength of Core Competencies. To be a home of Excellence. To be the first choice of investors, customers, vendors, professionals and employees. To be a good corporate citizen.
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HFCL Core Values

Belief in being a good corporate citizen by strict adherence to all statutory compliances and working towards a better society at large. Honesty and integrity in business and personal dealings.
Respect for individual dignity and no biases based on religion, caste or creed. Belief in all round development of all employees for greater success and individual satisfaction. Motivate employees to reach out for their full potential and growth.
Belief in team work, as an individual contribution, however brilliant, cannot promote organizational interests, unless it is made within the framework of the team goal. Effective two way communication for dissemination of managements objectives and for employees feedback on companys activities, suggestions and grievances/problems. Courtesy and prompt attention to customers, vendors the public and others. Emphasis on discipline, commitment to work, attention to details and due care in discharge of duties.
Network Coverage across Punjab
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SERVICE/ PRODUCT PORTFOLIO
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LANDLINE TELEPHONY
: CONNECT provides world-class landline telephone service to people of Punjab & Chandigarh. service in Chandigarh, Ludhiana, Jalandhar and Amritsar
MOBILE TELEPHONY : CONNECT provides state-of-the-art CDMA based WLL mobile CENTREX PHONE CARDS : CONNECT Centrex offers individual telephone lines with the facility of intercom dialing 3-4 digit-numbering plans. : CONNECT phone card is a pre-paid card that allows you make local and STD/ISD calls from any CONNECT phone even if the phone doesnt have STD/ISD facility. TELEMEET : CONNECT Tele Meet is an audio conference service the subscriber to world. LEASED LINE INTERNET LINES ISDN LEASED a. : CONNECT Leased lines are available in denominations of 64 Kbps, n X 64 Kbps and n X 2 Mbps. b. : CONNECT provides Internet leased lines in various bandwidths ranging from 64 Kbps onwards c. : CONNECT offers ISDN, a fully digital service that allows the subscriber to transfer voice, data and image simultaneously at high speeds. d. : CONNECT videoconference service allows subscriber to undertake virtual meeting without physically present at one location that enables conduct a telephonic meeting with as many
participants as one wants in a single conference, located anywhere in the
VIDEO CONFERENCING
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ORGANISATION STRUCTURE
C h a i r m a n
u a l i t y & V i g i C V O & V P F i n
O p e r a t i o n Ss a l e s - P L u d h i a n a A V P G M
o s t P
a O i dp e r a t i o n s V P
a t a S A V P
o r p o r a te V P e r v i c e s F i n a n c e A V P & A
c c
O p e r a t i o n s C h a n d i g a r h C a l l C e n t r e O p e r a t i o n s H e aD d G M O O O p e r a t i o n s P a t i a l a p e r a t i o n s H C
M & C AR d Mm in H e a d I T
a r k e t i n g C ( A p p l . & D G M B o m G M m e r c i
o l l e c t i o n s T e c h n i c a l D G M A V P e a d e s s M P r o c e s s e s e t w o r k G M e t w D o r k G M P O
i l l i n g ) A c c o u n t s H e a d
B u s i n p e r a t i o n s D G B a t h i n d a y . O p e r a t i o S n a s l e Hs e A V P O p e r a t i o n s A m r i t s a r y . O p e r a t i o n s H e S O p e r a t i o n s J a l a n d h a r y O p e r a t i o n s C i G
N a Pd r e p a i d N a d
I T ( I n f r a s t r u c t u r e ) p e r D a Gt i oM n s F i n a n c e D G M l a nI T n (i nD g e v & e l Oo p& m e n t ) M D G M B i l l i n g D G I S P G M
& M
e v
a l e s - P D G M H e a d r c l e - H M R
r e p a i d
L e g a l & S e S r . M a n a g
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Marketing Department
20
s s t t M A R
M C
aA n s a s g t t e M r O VM A S
g Ge
Sr
s s t t M a S n r a Og e f f r i c O u t D o Po r R & W V A S SB ur E
e r S e rb . O S op ap do n t e r M C P a O r e n
f i f t i ec e M r T b r t a n d G , SP M i n p r i s e B u s a B g e r u n i n a i d
s s
- P
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Sales Department
M S
a n a g e r a le s H e a
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a n A a s g t te . r M
O S r .
f f i c e Sr O
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f f E c xe e r c u i f f i cO e f rf i c e
f f Ji c r e. rO
22
23
Technical Department
S S a r n je M e a v n a A g g g e r a r w a
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n g i n eS e r r E n g i n e e r n J E g i n eE e n r g G E
i n S e r e. r T T J E
e T c e h c. h O f f i c
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Finance Department
A F i n a n V c e P , A c c o u n t s & C o m m e r c
D F i n
G a
M n c e H e
M a d
S - A c c o u n t s P
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f f i c e
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r .
f f i c e
r - M L
f f i c e
r . O f f i c e rO- f f i c e r g i s t i c s - M o h a l i M a n a g x a t i o n e r E
S P S m
r . O f f i c e a y r o l l r . p O l . f f i c e C l a
J r .
f f i c e
J r . O f f i c e Sr r . J a l a n d h a Tr a E x e c u B T D t i v e S T A W H
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f f i c e r r a n c e t i v e
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25
Human Resources Department

C O O
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a Sn ar . g O e O
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HR Practices in HFCL
Recruitment and Selection
Most part of recruitment is done through placement consultants and head hunting. The employee referrals are also there which as reward based only after the candidate joins the organization. There is a database of direct or referred resumes who are put on hold or can be called if need arises. The job vacancy is forwarded by the functional head to the HR department and the job openings are released accordingly. The selection process includes short-listing the candidates and various rounds of interviews by the HR and departmental heads. The final interview is taken by the VicePresident of the function for all positions.
Compensation
The compensation is decided on the basis of market trends, there are broad bands for different levels and the company takes a rigid stand over going beyond this broad band.
Rewards and Recognition

The reward system is department wise, groups rewards are offered to the employees, which are performance linked. These rewards are generally non-monetary such as picnics, vouchers etc. The employee referrals are also linked to rewards i.e. when the candidates referred by the employee joins the organization he is entitled to a certain amount of money as reward for contributing the talent base of the organization.
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Employee of the month is declared, based on the performance and the contribution of the employee towards the organization. The name and details are put on the online site of HR.
Performance Appraisal system

The company conducts quarterly performance appraisals, which may not be linked with, raise in either salary or level. The 180-degree appraisals are followed here. Mid term appraisals for the purpose of raise are also conducted, but these are rare. The raise is generally given on an annual basis. The feedback from these appraisals, after the performance and feedback discussions between the appraiser and appraisee, is used as a tool to design trainings and development programs for the employees.
Retention Policies
The company offers the Long-term service awards after the completion of five years of service on the condition of an additional year of service. These awards are in form of cheque depending upon the designation of the employee.
Welfare and Employee Engagement Activities

The employees are provided with a learning center where various books on various issues are kept and the collection is updated frequently. The employees are also provided with latest magazines and newspapers and other learning material to facilitate the increase of the knowledge inventory of the employees. For the purpose of knowledge management the employees are provided with a
portal called Vikas Kendra that gives access to articles on various issues including social and educational.
There is an online site Mission for employee grievances and suggestions. Any
employee can log on and put their suggestions or grievances on the site, which are taken up directly by the CEO and the Head HR. Also the policies and procedures the company follows is provided online. Various employee engagement activities such as festive celebrations, picnics,
movie shows, anniversaries etc are organized as an initiative to create fullness and a healthy atmosphere in the organizations. The company celebrates the birth anniversaries of all its employees by offering
them a bouquet and a birthday card on the occasion. Also a sum of Rs 1100/- is offered on the occasion of marriage of self and daughter, Rs 501/- on sons and sisters marriage as a gift from company.
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REVIEW OF LITERATURE
Recruitment and Selection
Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel. Staffing is one basic function of management. All managers have responsibility of staffing function by selecting the chief executive and even the foremen and supervisors have a staffing responsibility when they select the rank and file workers. However, the personnel manager and his personnel department is mainly concerned with the staffing function. Every organization needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities. Right person for the right job is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit.
RECRUITMENT
MEANINGOF RECRUITMENT
Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc.are used. In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees
Definition
According to EDWIN FLIPPO,Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.
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Need for Recruitment

The need for recruitment may be due to the following reasons / situation: a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labor turnover. b) Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification.
Purpose and importance of Recruitment

1. Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities. 2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 5. Meet the organizations legal and social obligations regarding the composition of its work force.
6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.
Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones.
Unscientific Recruitment and Selection:

Previously, the selection of candidates was influenced by superstitions, beliefs, personal prejudices of managers looking after the recruitment and selection of the staff. The net result of such unscientific recruitment and selection are: (a) Low productivity of labour (b) High turnover (c) Excessive wastage of raw materials (d) More accidents and corresponding loss to the organization (e) Inefficient working of the whole organization and finally
Scientific recruitment and selection

The importance of recruitment and selection of staff is now accepted in the business world. Selection is important as it has its impact on work performance and employee cost. As result scientific methods of recruitment and selection are extensively for the selection of managers and the supervisory staff. The assistance of experts such as industrial psychologist and management consultants are also taken for the purpose of scientific selection. As a result, the objective of right man for the right job is achieved in many organizations. Moreover, right job is the basic principle in manpower procurement.
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Methods of Recruitment
1. Internal Method 2. External sources 1. INTERNAL SOURCES Persons who are already working in the organization constitute the internal sources. Retrenched employees, retired employees, dependents of deceased employees may also constitute the internal sources. Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted or even demoted. Merits of recruiting internally - Gives existing employees greater opportunity to advance their careers in the business - May help to retain staff who might otherwise leave - Requires a short induction training period - Usually quicker and less expensive than recruiting from outside. Demerits of recruiting internally
- Limits the number of potential applicants for a job
- External candidates might be better suited / qualified for the job - Another vacancy will be created that has to be filled - Existing staff may feel they have the automatic right to be promoted, not they are competent 2 EXTERNAL RECRUITMENT External sources lie outside the organization. Here the organization can have the services of (a) Employees working in other organizations. (b) Job aspirants registered
whether or
with employment exchanges. (c) Students from reputed institutes and colleges. (d) Candidates referred by unions, friends, relatives and existing employees. (e) Candidates forwarded by search firms and contractors etc. Merits of recruiting externally The organization has wide choices to select candidates. People with special skills and knowledge can be hired. It helps in motivating the existing employees to work hard and compete with external candidates.
Talented people could join the ranks and new ideas could find meaningful
expression. Demerits of recruiting externally Its expensive. Its time consuming.

It can be resisted by existing employees who have put in considerable services to
the organization.
RECRUITMENT PROCESS
Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages, viz, 1. Planning. 2. Strategy development. 3. Searching. 4. Screening. 5. Evaluation and control.
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The ideal recruitment program is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered. Recruitment programs can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by under/over selling the organization or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their work. STAGE 1: RECRUITMENT PLANNING: The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into set of objectives or targets that specify the (1) Numbers and (2) Types of applicants to be contacted. Numbers of contact: Organization, nearly always, plan to attract more applicants than they will hire. Some of those contacted will be uninterested, unqualified or both. Each time a recruitment Program is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with the qualified people. Types of contacts: It is basically concerned with the types of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification.
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STAGE 2: STRATEGY DEVELOPMENT: When it is estimated that what types of recruitment and how many are required then one has concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and selection devices. (3). Geographical distribution of labor markets comprising job seekers. (4). Sources of recruitment. (5). Sequencing the activities in the recruitment process. Make or Buy: Organization must decide whether to hire le skilled employees and invest on training and education program, or they can hire skilled labor and professional. Essentially, this is the make or buy decision. Organizations, which hire skilled and professionals shall have to pay more for these employees. Technological Sophistication: The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualification. Although impersonal, computers have given employers and ob seekers a wider scope of options in the initial screening stage. Where to look: In order to reduce the costs, organizations look in to labor markets most likely to offer the required job seekers. Generally, companies look in to the national market for managerial and professional employees, regional or local markets for technical employees and local markets for the clerical and blue-collar employees. When to look: An effective recruiting strategy must determine when to look-decide on the timings of events besides knowing where and how to look for job applicants.
STAGE 3: SEARCHING:
Once a recruitment plan and strategy are worked out, the search process can begin. Search involves two steps A). Source activation and B). Selling.
A). SOURCE ACTIVATION: Typically, sources and search methods are activated
by the issuance of an employee requisition. This means that no actual recruiting takes place until lone managers have verified that vacancy does exist or will exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications and/or resumes. The application received must be screened. Those who pass have to be contacted and invited for interview. Unsuccessful applicants must be sent letter of regret. B). SELLING: A second issue to be addressed in the searching process concerns communications. Here, organization walks tightrope. On one hand, they want to do whatever they can to attract desirable applicants. On the other hand, they must resist the temptation of overselling their virtues. In selling the organization, both the message and the media deserve attention. Message refers to the employment advertisement. With regards to media, it may be stated that effectiveness of any recruiting message depends on the media. Media are several-some have low credibility, while others enjoy high credibility. Selection of medium or media needs to be done with a lot of care. STEP 4: SCREENING: Screening of applicants can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. The selection process will
begin after the applications have been scrutinized and short-listed. Application received in response to advertisements is screened and only eligible applicants are called for an interview. A selection committee comprising the Vice-chancellor, Registrar and subject experts conducts interview. Here, the recruitment process extends up to screening the applications. The selection process commences only later. Purpose of screening: The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the job. Effective screening can save a great deal of time and money. Care must be exercised, however, to assure that potentially good employees are not rejected without justification. In screening, clear job specifications are invaluable. It is both good practice and a legal necessity that applicants qualification is judged on the basis of their knowledge, skills, abilities and interest required to do the job. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Interview and application blanks may be used to screen walkins. Campus recruiters and agency representatives use interviews and resumes. Reference checks are also useful in screening.
STAGE 5: EVALUATION AND CONTROL: Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: 1. Salaries for recruiters. 2. Management and professional time spent on preparing job description, job specifications, advertisements, agency liaison and so forth. 3. The cost of advertisements or other recruitment methods, that is, agency fees. 4. Recruitment overheads and administrative expenses. 5. Costs of overtime and outsourcing while the vacancies remain unfilled. 6. Cost of recruiting unsuitable candidates for the selection process.
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Sources Of Recruitment
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: Internal and External sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment
SOURCES OF RECRUITMENT
Sources of recruitment
Internal Sources Of Recruitment

1. TRANSFERS The employees are transferred from one department to another according to their efficiency and experience.
2. PROMOTIONS
The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience.
3. Others are Upgrading and Demotion of present employees according to their
performance.
4. Retired and Retrenched employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. 5. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.
External Sources Of Recruitment

1. PRESS ADVERTISEMENTS Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach. 2. EDUCATIONAL INSTITUTES Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.
3. PLACEMENT AGENCIES Several private consultancy firms perform recruitment functions on behalf of client companies by charging fees. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing) 4. EMPLOYMENT EXCHANGES Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. 5. LABOUR CONTRACTORS Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs 6. UNSOLICITED APPLICANTS Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization. 7. EMPLOYEE REFERRALS Many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.
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8. RECRUITMENT AT FACTORY GATE Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.
Forms Of Recruitment
The organizations differ in terms of their size, business, processes and practices. A few decisions by the recruitment professionals can affect the productivity and efficiency of the organization. Organizations adopt different forms of recruitment practices according to the specific needs of the organization. The organization can choose from the centralized or decentralized forms of recruitment, explained below: 1. CENTRALIZED RECRUITMENT: The recruitment practices of an organization are centralized when the HR / recruitment department at the head office performs all functions of recruitment. Recruitment decisions for all the business verticals and departments of an organization are carried out by the one central HR (or recruitment) department. 2. DECENTRALIZED RECRUITMENT: Decentralized recruitment practices are most commonly seen in the case of conglomerates operating in different and diverse business areas. With diverse and geographically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly. Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of particular organization. In some cases combination of both is used. Lower level staffs as well as top level executives are recruited in a decentralized manner.
SELECTION
Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job. Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.
SELECTION PROCESS
Selection is along process, commencing from the preliminary interview of the applicants and ending with the contract of employment.
Preliminary Interview
Selection Tests
Employment Interview
Physical Examination Reference checks
Selection Decision
Job Offer HFCL (CONNECT) RECRUITMENT & SELECTION 44
Employment Contract
Preliminary Interview
Selection Tests
Rejected Application
Employment Interview Reference and Background Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract Evaluation
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STEP 1: - PRELIMINARY INTERVIEW The applicants received from job seekers would be subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information supplied in their application forms. STEP 2: - SELECTION TEST: Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicants ability, aptitude and personality. The following are the type of tests taken: 1). Ability tests: Assist in determining how well an individual can perform tasks related to the job. An excellent illustration of this is the typing tests given to a prospective employer for secretarial job. It is concerned with what one has accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. 2). Aptitude test: Aptitude tests measure whether an individuals has the capacity or latent ability to learn a given job if given adequate training. The use of aptitude test is advisable when an applicant has had little or no experience along the line of the job opening. Aptitudes tests help determine a persons potential to learn in a given area. An example of such test is the general management aptitude tests (GMAT), which many business students take prior to gaining admission to a graduate business school program. Forms of aptitude test: Mental or intelligence tests: They measure the overall intellectual ability of a person and enable to know whether the person has the mental ability to deal with certain problems. Mechanical aptitude tests: They measure the ability of a person to learn a particular type of mechanical work. These tests help to measure specialized technical knowledge
and problem solving abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc. Psychomotor or skills tests: They are those, which measure a persons ability to do a specific job. Such tests are conducted in respect of semi- skilled and repetitive jobs such as packing, testing and inspection, etc.
3). Intelligence test: This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured. The intelligence is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities. 4). Interest Test: This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc. such tests indicate which occupations are more in line with a persons interest. Such tests also enable the company to provide vocational guidance to the selected candidates and even to the existing employees. These tests are used to measure an individuals activity preferences. These tests are particularly useful for students considering many careers or employees deciding upon career changes. 5). Personality Test: The importance of personality to job success is undeniable. Often an individual who possesses the intelligence, aptitude and experience for certain has failed because of inability to get along with and motivate other people. It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role. Personality tests are similar to interest tests in that they, also, involve a serious problem of obtaining an honest answer. 6). Projective Test: This test requires interpretation of problems or situations. For example, a photograph or a picture can be shown to the candidates and they are asked to give their views, and opinions about the picture.
7). General knowledge Test: Now days G.K. Tests are very common to find general awareness of the candidates in the field of sports, politics, world affairs, current affairs. 8). Graphology Test: It is designed to analyze the handwriting of individual. It has been said that an individuals handwriting can suggest the degree of energy, inhibition and spontaneity, For example, big letters and emphasis on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential. 10). Polygraph Test: Polygraph is a lie detector, which is designed to ensure accuracy of the information given in the applications. Department store, banks, treasury offices and jewellery shops, that is, those highly vulnerable to theft or swindling may find polygraph tests useful. 11). Medical Test: It reveals physical fitness of a candidate. With the development of technology, medical tests have become diversified. Medical servicing helps measure and monitor a candidates physical resilience upon exposure to hazardous chemicals.
STEP 3 : - INTERVIEW :
The next step in the selection process is an interview. Interview is formal, in-depth conversation conducted to evaluate the applicants acceptability. It is considered to be excellent selection device. It is face-to-face exchange of view, ideas and opinion between the candidates and interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can be adapted to unskilled, skilled, managerial and profession employees. Objectives of interview: Interview has at least three objectives and they are a follows: 1) Helps obtain additional information from the applicants 2) Facilitates giving general information to the applicants such as company policies, job, products manufactured and the like 3) Helps build the companys image among the applicants.
Types of interview: Interviews can be of different types. There interviews employed by the companies. Following are the various types of interview: 1) Informal Interview:
An informal interview is an oral interview and may take place anywhere. The employee or the manager or the personnel manager may ask a few almost inconsequential questions like name, place of birth, names of relatives etc. either in their respective offices or anywhere outside the plant of company. It id not planned and nobody prepares for it. This is used widely when the labor market is tight and when you need workers badly.
2) Formal Interview:
Formal interviews may be held in the employment office by he employment office in a more formal atmosphere, with the help of well structured questions, the time and place of the interview will be stipulated by the employment office.
3) Non-directive Interview:
Non-directive interview or unstructured interview is designed to let the interviewee speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g. Mr. Ray, please tell us about yourself after youre graduated from high school.
4) Stress Interview:
It is designed to test the candidate and his conduct and behavior by him under conditions of stress and strain. The interviewer may start with Mr. Joseph, we do not think your qualifications and experience are adequate for this position, and watch the reaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job.
5) Panel Interview:
A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview
pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate.
6) Telephone Interviews: Have a copy of your resume and any points you want to remember to say nearby. If you are on your home telephone, make sure that all roommates or family members are aware of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally, since the interviewer cannot see your face. If there are pauses, do not worry; the interviewer is likely just taking some notes.
STEP 3 : PHYSICAL EXAMINATION :
After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries any infectious disease. Secondly, the test assists in determining whether an applicant is physically fit to perform the work. Thirdly, the physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. Fourth, medical check-up protects applicants with health defects from undertaking work that
could be detrimental to them or might otherwise endanger the employers property. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired.
STEP 4 : REFERENCE CHECK:Many employers request names, addresses, and telephone numbers of references for the purpose of verifying information and perhaps, gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labor market is very tight, organizations sometimes hire applicants before checking references. Previous employers, known as public figures, university professors, neighbors or friends can act as references. Previous employers are preferable because they are already aware of the applicants performance. But, the problem with this reference is the tendency on the part of the previous employers to over-rate the applicants performance just to get rid of the person. Organizations normally seek letters of reference or telephone references. The latter is advantageous because of its accuracy and low cost. The telephone reference also has the advantage of soliciting immediate, relatively candid comments and attitude can sometimes be inferred from hesitations and inflections in speech.
STEP 5 : SELECTION DECISION:After obtaining information through the preceding steps, selection decision- the most critical of all the steps- must be made. The other stages in the selection process have been used to narrow the number of the candidates. The final decision has to be made the pool of individuals who pass the tests, interviews and reference checks. The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection.
STEP 7 : JOB OFFER : The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or
She is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. The company may also want the individual to delay the date of reporting on duty. If the new employees first job upon joining the company is to go on company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances. Decency demands that the rejected applicants be informed about their non-selection. Their applicants may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for the future references.
STEP 8 : CONTRACT OF EMPLOYMENT : After the job offer has bee mad and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference. There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings: 1. Job title 2. Duties, including a parse such as The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct. 3. Date when continuous employment starts and the basis for calculating service. 4. Rate of pay, allowance, overtime and shift rates, method of payments. 5. Hours of work including lunch break and overtime and shift arrangements. 6. Holiday arrangements: Paid holidays per year. Calculation of holiday pay. Qualifying period. Accrual of holidays and holiday pay. Details of holiday year. Dates when holidays can be taken.
Maximum holiday that can be take at any one time. Carry over of holiday entitlement. Public holidays. 7. Length of notice due to and from employee. 8. Grievances procedure (or reference to it). 9. Disciplinary procedure (or any reference to it). 10. Work rules (or any reference to them). 11. Arrangements for terminating employment. 12. Arrangements for union membership (if applicable). 13. Special terms relating to rights to patents and designs, confidential information and restraints on trade after termination of employment. 14. Employers right to vary terms of the contract subject to proper notification being given. Alternatively called employment agreements or simply bonds, contracts of employment serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect knowledge and information that might be vital to a companys healthy bottom line and to prevent competitors from poaching highly valued employees. Most employers insist on agreements being signed by newly hired employees. But high turnover sectors such as software, advertising and media are more prone to use contracts. The drawback with the contracts is that it is almost to enforce them. A determined employee is bound to leave the organization, contract or no contract. The employee is prepared to pay the penalty for breaching the agreement or the new employer will provide compensations. It is the reason that several companies have scrapped the contracts altogether.
STEP 9 : CONCLUDING THE SELECTION PROCESS : Contrary to popular perception, the selection process will not end with executing the employment contract. There is another step amore sensitive one reassuring those candidates who have not selected, not because of any serious deficiencies in their personality, but because their profile did not match the requirement of the organization. They must be told that those who were selected were done purely on relative merit.
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Difference (Recruitment and Selection)

1.) Recruitment is the process of searching for prospective candidates and
motivating them to apply for job in the organization Whereas, selection is a process of choosing most suitable candidates out of those, who are interested and also qualified for job. 2.) In the recruitment process, vacancies available are finalized, publicity is given to them and applications are collected from interested candidates. In the selection process, available applications are scrutinized. Tests, interview and medical examination are conducted in order to select most suitable candidates. 3.) In recruitment the purpose is to attract maximum numbers of suitable and interested candidates through applications. In selection process the purpose is that the best candidate out of those qualified and interested in the appointment. 4.) Recruitment is prior to selection. It creates proper base for actual selection. Selection is next to recruitment. It is out of candidates available/interested. 5.) Recruitment is the positive function in which interested candidates are encouraged to submit application. Selection is a negative function in which unsuitable candidates are eliminated and the best one is selected. 6.) Recruitment is the short process. In recruitment publicity is given to vacancies and applications are collected from different sources Selection is a lengthy process. It involves scrutiny of applications, giving tests, arranging interviews and medical examination. 8.) Recruitment is not costly. Expenditure is required mainly for advertising the posts. Selection is a costly activity, as expenditure is needed for testing candidates and conduct of interviews.
RECRUITMENT PROCESS IN HFCL

Update the MIS Fundamental Interpersonal Relations Orientation (FIRO) is a theory of MRF for vacant position
interpersonal relations, introduced by William Schutz in 1958. This theory mainly explains the interpersonal underworld of a small group. The Theory
Portals Consultants is based on the belief that Referencespeople get together in a group, there are when
Yes
three
main
interpersonal
Screening Profiles
needs
they
are
looking
to
obtain
affection/openness, control and inclusion. Schutz developed a measuring instrument that contains six scales of nine-item questions that he called FIRO-B. This technique was created to measure or control how group l
g members feel when it comes to inclusion, control, and affection/openness or Yes Shortlistin Functiona No
Telephonic Interview
to be able to get feedback from people in a group.

Arrange and conduct Interviews
These categories measure how much interaction a person wants in the areas of socializing, leadership and responsibilities, and more intimate personal
FIRO B
relations. FIRO-B was created, based on this theory, a measurement

Yes
Qualified / Shortlist ed
No
HR Negotiation
instrument with scales that assess the behavioral aspects of the three
Final candidate about expressed and wanted dimensions. Scores Selection are graded from 0-9 in scales ofnot shortlisted/ selected Intimate to the
Reference Check
behavior, which define how much a person expresses to others, and how
Yes much he wants from others..
Salary Proof
Schutz himself discussed the impact of extreme behavior in the areas of

Yes/No
inclusion, control,Selecte affection as indicated by scores on the FIRO-B. For and each area of Yes interpersonal need the following three types of behavior would be evident: (1) deficient, (2) excessive, and (3) ideal. Deficient wasform defined MRF- (MRF) Manpower requisition
Send short listed as indicating that an individual was MIS- trying to directly satisfy the system not (MIS) Management information need. candidates list to corporate office with all the Tests- Portals- Naukri.com Excessive was defined as indicating that an individual was constantly trying documents d
55
to satisfy the need. Ideal referred to satisfaction of the need. From this, he identified the following types:
Inclusion types. 1. the undersocial (low EI, low WI) 2. the oversocial (high EI, high WI) 3. the social (moderate EI, moderate WI) Control types
1. the abdicate (low EC, high WC)
2. the autocrat (high EC, low WC) 3. the democrat (moderate EC, moderate WC) Affection types 1. the underpersonal (low EA, low WA) 2. the overpersonal (high EA, high WA) 3. the personal (moderate EA moderate WA)
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In 1977, a clinical psychologist who worked with FIRO-B, Dr. Leo Ryan, produced maps of the scores for each area, called "locator charts", and assigned names for all of the score ranges in his Clinical Interpretation of FIRO-B:
Score Inclusion Control Affection The Pessimist "Image of Intimacy" Tendency Temperament by APS (all 3 areas) Melancholy
Low e and The Loner The Rebel w moderate "Now You See Him, Self-Confident e, low w Now You Don't" Tendencies High e, low w high e, moderate w Now You See Him, Now You Don't The Conversationalist Mission Impossible "Mission Impossible" with Narcissistic Tendencies DependentIndependent conflict Let's Take a Break Openly Dependent Person; (w=6: Loyal Lieutenant) The Checker
Phlegmatic Melancholy / Phlegmatic Choleric Image/(Mask) of Choleric Intimacy Living Up To Sanguine Expectations Phlegmatic / Choleric Phlegmatic The Optimist Cautious Lover In Disguise Cautious Lover Sanguine Phlegmatic Supine / Phlegmatic Sanguine Supine
high e and People Gatherer w (formerly, "Where are the People?") moderate Hidden Inhibitions e, high w low e, high w Inhibited Individual
low e, moderate w moderate e and w
Cautious Expectation Social Flexibility
Careful Moderation Warm Individual/The Golden Mean
The Matcher
Supine Phlegmatic / Melancholy Phlegmatic Phlegmatic
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Data Collection
Books and articles have been used in improving my understanding of the problem and in gathering secondary data. The questionnaire about motivation and work was created, based on the knowledge of the theoretical research. The questionnaire was tested and sent by mail to 50 random employee of the company from the sample of employee level varying from Junior Engineer to Assistant Manager. One week later the questionnaires were collected Sample Size-75 Data collected from a section of employees from Jr.Engineer to Assistant Manager Level.
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Data analysis
1. Are you happy with the Recruitment process?
Recruitment Yes No Total No. of Respondents 68 7 75 Percentage 90.7 9.3 100
120 100 80 60 40 20 0 Yes No Total No. of Respondents Percentage
2. How do you feel about interview panel?

Recruitment Excellent Good Satisfactory Poor Total No. of Respondents 30 33 10 2 75 Percentage 40 44 13.3 2.7 100
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120 100 80 60 40 20 0
G oo d Ex ce lle nt fa ct or y To ta l Po or
No. of Respondents Percentage
3. Did the HFCL Connect meet your expectations?

Recruitment Yes No Cant Tell Total No. of Respondents 70 -5 75 Percentage 93.3 -6.7 100
120 100 80 60 40 20 0 Yes No Cant Tell Total
Sa tis
4. Are you happy with the salary what you offered from the company?
Recruitment Yes No Total No. of Respondents 24 51 75 Percentage 32 68 100
60
5. Did HFCL Connect fulfill the commitments which were given to you at the time of interview?
Recruitment Yes No Cant Tell Total No. of Respondents 42 13 20 75 Percentage 56 17.3 26.7 100
120 100 80 60 40 20 0 Yes No Cant Tell Total
6. How do you come to know about openings in HFCL Connect?

BG Checks Friends Internet News Papers Others Total No. of Respondents 5 23 40 7 75 HFCL (CONNECT) RECRUITMENT & SELECTION Percentage 6.7 30.7 53.3 9.3 100 61
120 100 80 60 40 20 0
Fr ie nd s In te rn Ne et ws Pa pe rs O th er s To ta l
7. Do you want to refer more friends to HFCL Connect?

BG Checks Yes No Not Replied Total No. of Respondents 58 8 9 75 Percentage 77.3 10.7 12 100
120 100 80 60 40 20 0 Yes No Not Replied Total
8. Did you have the right Designations?

BG Checks Yes No Not Replied Total No. of Respondents 34 27 14 75 HFCL (CONNECT) RECRUITMENT & SELECTION Percentage 45.3 36 18.7 100 62
120 100 80 60 40 20 0 Yes No Not Replied Total
9. What should be the companys main source of BG Check?

BG Checks
Employment Bureau Direct Verification Third Party Verification Placement agency

Others Total
No. of Respondents 4 17 39 13 2 75
Percentage 5.3 22.7 52 17.3 2.7 100
120 100 80 60 40 20 0 Employment Bureau Third Party Verification Others
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10.What should be the best recruitment sources according to your preference?

Recruitment No. of Respondents 63 4 8 75 Percentage 84 5.3 10.7 100
Internal Recruitment External Recruitment

Both Total
120 100 80 60 40 20 0 Internal Recruitment External Recruitment Total Both
11.Did you fully know about the company policies before joined in this company?
Recruitment Yes No Total No. of Respondents 10 65 75 Percentage 13.3 86.7 100
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12.Did you under gone any Written Test during Recruitment?

Recruitment Yes No Total No. of Respondents 75 0 75 Percentage 100 -100
65
13.How do you think about Recruitment and selection procedure in your company?
Recruitment Satisfactory Unsatisfactory Total No. of Respondents 70 5 75 Percentage 93.3 6.7 100
120 100 80 60 40 20 0
fa ct or y Un sa t is fa ct or y To ta l
Sa t is
Conclusion
The human element of organization is the most crucial asset of an organization. Taking a closer perspective -it is the very quality of this asset that sets an organization apart from the others, the very element that brings the organizations vision into fruition. Thus, one can grasp the strategic implications that the manpower of an organization has in shaping the fortunes of an organization. This is where the complementary roles of Recruitment and Selection come in. The role of these aspects in the contemporary organization is a subject on which the experts have pondered, deliberated and studied, considering the vital role that they obviously play. The essence of recruitment can be summed up as the philosophy of attracting as many applicants as possible for given jobs. The face value of this definition is what guided recruitment activities in the past. These days, however, the emphasis is on aligning the organizations objectives with that of the individuals. By making this a priority, an organization safeguards its interests and standing. After all, a satisfied workforce is a stable workforce
which also ensures that an organization has credible and reliable performance. The end result of the recruitment process is essentially a pool of applicants. Next to recruitment, the logical step in the HR process is the selection of qualified and competent people. As such, this process concentrates on differentiating between applicants in order to identify and hire- those individuals whose abilities are consistent with the organizations requirements. On concluding this project report I would like to say that the transition between the two activities is not stringent. The two activities basically have one aim- to yield a perfect employee for the organization. Every organization tailors the processes keeping in mind the nature of the organization, its needs and constraints. In this project, i examine this angle through the study of recruitment and selection process in the company, HFCL Connect.
LIMITATIONS OF THE STUDY

The limitations of the study are the following The data was collected through questionnaire. The responds from the respondents may not be accurate. The sample taken for the study was only 50 and the results drawn may not be accurate.
67
Since the organization has strict control, it acts as another barrier for getting data.
Another difficulty was very limited time-span of the project. Lack of experience.
Bibliography
WEB: http://recruitment.naukrihub.com/forms-of-recruitment.html http://www.accel-team.com/motivation/index.html
http://managementhelp.org/guiding/motivate/basics.html
http://www.bizhelp24.com/employment-and-personaldevelopment/motivation-in-the-workplace-2.html
http://www.managementhelp.org/guiding/motivate/mtv_list.html
http://www.businessballs.com/herzberg.html http://www.skagitwatershed.org/~donclark/hrd/history/herzberg.html http://www.teambuildinginc.com/article_motivating_factors.html
REFERENCES: K Ashwathappa, (1997) Human Resource and Personnel Management, Tata McGraw- Hill 131-176
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Appendices
QUESTIONNAIRE
Investigation of Recruitment & Selection process in HFCL Connect Respected Madam/Sir, As a part of my project I would like to gather some information from you which will help me in an in-depth study of project. I would be obliged if you co-operate with me in filling the questionnaire. Kindly fill the following:
1) Are you happy with the Recruitment process? a) Yes b) No

2) How do you feel about interview panel? a) Excellent b) Good c) Satisfactory d) Poor
3)
Did the HFCL Connect meet your expectations?
a) Yes b) No
4)
Are you happy with the salary you have been offered from the company?
a) Yes b) No
5)
Did HFCL Connect keep commitment which is given to you at the time of interview?
a) Yes b) No
6)
How do you come to know about openings in HFCL Connect?
a) Friends b) Internet c) News Paper d) Others

7)
Do you want to refer more friends to HFCL Connect?
a) Yes b) No 8) Did you have the right Designations? a) Yes b) No

9) What should be the companys main source of recruitment? a) Employment Bureau b) News Paper ads c) Direct Recruitment d) Placement agency e) Others 10) What should be the best recruitment sources according to your preference? a) Internal Recruitment b) External Recruitment c) Both 11) Did you fully know about the company policies before joined in this company? a) Yes b) No 12) Did you under gone any Written Test during recruitment? a) Yes b) No
13) How do you think about Recruitment and selection procedure in your
company? a) Satisfactory b) Unsatisfactory
72
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Project Report On RECRUITMENT & SELECTION PROCESS AT HFCL (CONNECT)

Under the guidance of

Ms. Reema Bahukhandi (Member-HR in HFCL Connect)

CHANDIGARH BUSINESS SCHOOL

Name : ANUD SHARMA Roll No : Semester : 3rd Date :

Signature of the Student

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

Project: Recruitment & Selection Process In HFCL (Connect)

Background: In every organization personnel planning as an activity is necessary. It

HFCL (CONNECT) RECRUITMENT & SELECTION

Work Flow: Literature research as well as a practical survey consisting of mail

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

Need for the Study

Upgrading Ability of Threshold workers

Scope of Human Resource Management

Human Resource Management

Employee and executive Remuneration

st Market Share of Major Telecom Players in India (As on December 31 , 2008)

Market Share 24.3% 17.8% 18.8% 11.1% 9.1%

HFCL Group profile

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL Infotel Ltd.

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL Core Values

Network Coverage across Punjab

HFCL (CONNECT) RECRUITMENT & SELECTION

SERVICE/ PRODUCT PORTFOLIO

HFCL (CONNECT) RECRUITMENT & SELECTION

participants as one wants in a single conference, located anywhere in the

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

Human Resources Department

HFCL (CONNECT) RECRUITMENT & SELECTION

Rewards and Recognition

HFCL (CONNECT) RECRUITMENT & SELECTION

Performance Appraisal system

Welfare and Employee Engagement Activities

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

Need for Recruitment

Purpose and importance of Recruitment

Unscientific Recruitment and Selection:

Scientific recruitment and selection

HFCL (CONNECT) RECRUITMENT & SELECTION

expression. Demerits of recruiting externally Its expensive. Its time consuming.

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

HFCL (CONNECT) RECRUITMENT & SELECTION

Internal Sources Of Recruitment

External Sources Of Recruitment

HFCL (CONNECT) RECRUITMENT & SELECTION

Physical Examination Reference checks

Job Offer HFCL (CONNECT) RECRUITMENT & SELECTION 44