17th August 2011

SOURCES OF RECRUITMENT Human Resource Management

GROUP 14 TY BMS (A) Semester : V Submitted to: Prof. Vijaya Gangal

xyz [Type the company name]

CERTIFICATE

This is to certify that the students of Third Year of Bachelors of Management studies Div. A, comprising Ms.Pallavi Arora, Mr.Rohan Grover, Ms.Nikitha Dsouza, Ms.Shumaila Ansari, Mr.Aman Dedhia and Mr. Hassan Husseini have successfully completed the project titled SOURCES OF RECRUITMENT . RELATE WITH A
CASE STUDY OF A COMPANY SHOWING ITS MAIN SOURCES OR RECRUITMENT , for the Bachelor of Management studies, University of Mumbai, under our

supervision and is the result of their earnest work. The information given by them in this project is original and true to the best of our knowledge.

Date:

External Examiner Project Guide

______________ ______________

Principal Coordinator

B.M.S

DECLARATION
We, the students of the Second Year of Bachelors of Management Studies of Lala Lajpatrai College of Commerce & Economics hereby declare that the information submitted by us, in this hardcopy on The study of relationship of demographic factors such as Age, Income, Gender and Profession with Brand choice and Brand switching of mobile phone handset users in Mumbai has been done by us, and is true and original to the best of our knowledge.

Name
SHUMAILA ANSARI

Roll No
9100105

Signature
___________

PALLAVI ARORA NIKITHA DSOUZA

9100107

___________

9100122

___________

AMAN DEDHIA

9100126

___________

ROHAN GROVER

9100138

___________

HASSAN HUSSEINI

9100142

___________

ACKNOWLEDGEMENTS:

We would like to acknowledge and thank: Professor Vijaya Gangar, our teacher and guide for his unrelenting support and his commendable patience throughout the completion of our internal assessment and giving us this challenging research which has aided in developing our insight for the subject which initially seemed dry and difficult.

RESEARCH PROPOSAL
Research question: STATE THE VARIOUS SOURCES OF RECRUITMENT AND RELATE WITH A CASE STUDY OF A COMPANY SHOWING ITS MAIN SOURCES OF RECRUITMENT

Rationale for study: India being the country with the second largest population in the world it has unmatched scope for businesses to explore the large and untapped manpower and potential high quality labor. Thus it is important to know the various sources of recruitment employed by firms in the largely competitive oligopolistic market of India.

Theoretical framework: We plan to use the various tools such extensive secondary research on the various sources of recruitment and the policies employed by a business in recruiting manpower. This will then be supplemented by a case study showing the various sources of recruitment used by a firm in India.

Key Areas of the syllabus: RECRUTIMENT SOURCES OF RECRUITMENT INTERNAL RECRUITMENT POLICIES EXTERNAL RECRUITMENT POLICIES RECRUITMENT POLICIES

Introduction
Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation. It involves a process of finding and attracting capable applicants for employment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. 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.

Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.
- EDWIN FLIPPO,

SOURCES OF RECRUITMENT
Sources of recruitment are the outlets through which suitable and interested candidates are available. Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources. Companies can use any source or both the sources of recruitment as per need. For all recruitment, a preliminary question of policy considers the extent to which it will emphasize external and internal sources. A combination of both the sources is also desirable. Internal: The sources within the organisation itself to fill a position are known as the internal sources of recruitment. External: Recruitment of candidates from all the other outside sources are known as the external sources of recruitment.
Campus recruitment Promotion from within

INTERNAL

Press

Notice board Newsletters Memoranda Retrenched or Retired employees Dependants Previous Applicants

EXTERNAL

Personal references

Private agencies and Consultants

Job Centres
Public employment exchanges Professional Organizations Data Banks Casual applicants Trade unions Walk In Mergers and Aquisition e-Recruitment

Outsourcing
Notices

Internal Sources:

1. Promotion from within: Promoting entry level employees to more responsible positions is one of the best ways to fill job vacancies and important reason why company should have a human resource planning system. An organization that has human resource planning system uses succession plans and replacement charts to identify and prepare individuals for upper level positions. Skills inventories are useful in identifying individuals who have the potential for advancement, and individuals desire to be promoted can be assessed in the performance appraisal review. A promotion from within policy is intrinsic to career development and human resource planning. A promotion from within policy can stimulate great motivation among employee, and this motivation is often accompanied by a general improvement in the employee morale.

2. Personal References: The existing employees will probably know their friends or relatives or colleagues who could successfully fill the vacancy. Approaching them may be highly efficient method of recruitment but will almost certainly offend other workers who would have wished to have been considered for the job. To keep employees satisfied make sure that potentially suitable employees are informed of the vacancy so that they can apply. Also anyone else who is likely to be interested is told about it as well so that they can apply for the job.

3. Notice Boards: This is the convenient and simple method of passing on important messages to the existing staff. A job advertisement pinned to a notice board will probably be seen and read by a sufficient number of appropriate employees at little or no cost. However many of the staff will probably not learn of the vacancy in this way either because the notice board poorly located or is full of out dated notices that they dont bother to look at it, as they assume there is nothing new to find out. A notice board must be ensured that it is well sited. Wherever it is been placed it should be certain that it is seen by everyone. It means there must be equal opportunity to see to it and this happens when they know that just important topical notices are on display. Attention must be paid to the design and contents of the notice if it is to catch the eye and make the employee read on and then want to apply for the job.

4. Newsletters: Many companies regularly produce in-house newsletters, magazines or journals for their staff to read. It is hoped that latest company news sheet is read avidly by all staff thus ensuring that everyone is aware of the job opportunity advertised in it. Unfortunately this is not always so, because it is sometimes not circulated widely enough and employees may find it boring and choose not to read it. Newsletter can be utilized as the source of recruitment if it is convinced that everybody will see a copy.

5. Memoranda: Possibly the best way of circulating news of the job vacancy is to send memoranda to department managers to read out to the teams or to write all employees perhaps enclosing memoranda in wage packets if appropriate. However it can be a time consuming process to contact staff individually, especially if there is a large work force. It should also be kept in mind as to in which way the memorandum is phrased out so that the job appeals to likely applicants.

6. Retrenched or Retired Employees: Employees retrenched due to lack of work are given employment by the organization due to obligation, trade union pressure etc. Sometimes they are re-employed by the organization as a token of their loyalty to the organization or to postpone some interpersonal conflicts for promotion.

7. Dependents of Deceased, Disabled, retired and present employment: Some organizations function with a view to developing
the commitment and loyalty of not only the employee but also the family members. 8. Previous applicant: This is considered as internal source in the sense that applications from the potential candidates are already lying with organization. Sometimes the organization contacts though mail or messengers these applicants to fill up the vacancies particularly for unskilled or semiskilled jobs.

EXTERNAL SOURCES:

1. Educational Institutions Or Campus Recruitment: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organizations hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called for further interviews at specified. Those companies which require a steady intake of young persons for new Youth Training to trainee management positions ought establish and maintain close contact with colleges and universities. The advantage of campus recruitment is, it is known that who the audience to be addressed are. Promotional literature in the form of posters, broachers, catalogues; press releases and so on can be issued to the audience so that the companys name remains prominent in their and their students minds all the time. Of late, some organizations such as HLL, HCL, L&T, Citibank, Cadbury ANZ Grind lays, etc., in India have started visiting educational and training institute/ campuses for recruitment purposes. Many Institutes have regular placement cells / offices to serve liaison between the employer and the students. Tezpur Central University has one Deputy Director (Training and Placement) for purpose of campus recruitment and placement.

2. The Press: Advertising for the new staff through the press has proved
successful for many companies. Choose between local newspapers, national newspapers and the magazines. All will put in touch with different audience. Local newspapers, read by a large cross-section of the immediate population, may be most suitable if there is sufficient talent in the area. National newspapers, with their mass circulations and differing attitudes to news coverage appealing to various tastes, could be better when looking out to fill the senior position. Trade Magazines often under estimated as useful source of recruitment might be worth considering if looking out to recruit someone for a specialized job which possibly requires previous experience of the particular industry. Naturally there are some drawbacks to newspaper advertising. It is expensive in relation to other, often equally good source such as job and careers centers, which advertise free. Other drawbacks of newspaper advertising include a high level of wastage (the vast majority of readers will not be job hunting) and a short life span. The daily or evening newspaper is invariably discarded at the end of the day. A short series of

advertisement incurring extra expenses may sometimes be required and multiplying one advert by three or four starts to make this source prohibitively costly. Trade magazines could be a better way of recruiting staff depending upon the circumstances. 3. Employment exchanges: The national commission labor (1969) observed in its report that in the pre-independence era, the main source of labor war rural areas surrounding the industries. Immediately after independence, national employment services were established to bring employer and job seeker together. In response to it, the compulsory notification of vacancies act of 1959 (Commonly called employment exchange act) was instituted which become operative in 1960.the main functions of these employment exchanges with the branches in most cities are registration of job seeker and tier placement in the notified vacancies. It is obligatory for employer to inform about the outcome of selection within 15 days to the employment exchange. Employment exchange is particularly useful in recruiting blue-collar, white- collar and technical workers.

4. Private Agencies and Consultants: There are various types of private organization that can help to find the right person for a particular job. Employment agencies exist in many town and cities. Some handle all general vacancies from junior unto supervisory level while others specialize in various occupations such as accountancy, clerical or computer personnel and marketing or sales. Since they maintain a register of job seekers, they initially attempt to find applicants from this list. A short list will be drawn up by reading through applications and conducting interviews on client organizations behalf. Although fees vary, it is expected to pay around 10 to 15% of the annual salary offered if a suitable person is found for the job. This will be partly refundable if he leaves within a certain period of time. For temporary staff, it is normally charged on hourly, daily or weekly rate by the agency. They will then pay the employee. Recruitment agencies are similar to employment agencies in the services that they offer. The main difference is that recruitment agencies tend to operate at a higher level, concentrating on technical, managerial and executive appointment. Accordingly, increased time, effort and expertise are needed to compile a quality short list. This will be reflected in the fees charged, often between 18 and 22% of the annual salary of the staff recruited. Again a proportion of this may be refundable if the employees proves to be unsatisfactory and subsequently departs. Search consultants, also known as Headhunters, specialize in finding candidates for senior positions. They normally head hunt people currently at work in similar posts, possibly at rival companies. Discrete approaches, by telephone, are made direct to the persons involved. Such a process is time consuming and requires considerable tact and diplomacy if it is to be successful. Charges may be in excess of 30% of the annual salary. Before opting for this source attention must be paid about those agencies who brashly promise to give a lengthy list of candidates very quickly. It may sound impressive but suggests that they are simply pulling names from a register perhaps of dubious quality and are not actively searching for and

screening applicants properly. A good shortlist will take time to compile. It must be ensured that the agency with which the organizations contracting must follow a good refund system in case the new recruit resigns or needs to be dismissed shortly after joining. Also a free replacement warranty up to six months must be provided by the recruiting agency.

5. Public Employment Exchanges : The Government set up Public Employment Exchanges in the country to provide information about vacancies to the candidates and to help the organization in finding out suitable candidates. As per the Employment Exchange act 1959, makes it obligatory for public sector and private sector enterprises in India to fill certain types of vacancies through public employment exchanges. There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these agencies. Normally, such exchanges provide candidates for lower position like semi-skilled and skilled workers, and lower-level operations like clerks, junior supervisors, etc

6. Professional Organizations : Professional organizations or associations

maintain complete bio-data of their members and provide the same to various organizations on requisition. They act as an exchange between their members and recruiting firm.

7. Data Banks: The management can collect the bio-data of the candidates from
different sources like Employment Exchange, Educational Training Institutes, candidates etc and feed them in the computer. It will become another source and the co can get the particulars as and when required.

8. Casual Applicants: Depending on the image of the organization its prompt response participation of the organization in the local activities, level of unemployment, candidates apply casually for jobs through mail or handover the application in the Personnel dept. This would be a suitable source for temporary and lower level jobs.

9. Trade Unions: Generally unemployed or underemployed persons or

employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latter rapport with the management.

10. Walk In: The busy organization and rapid changing companies do not find time to perform various functions of recruitment. Therefore they advise the potential candidates to attend for an interview directly and without a prior application on a specified date, time and at a specified place.

11.Mergers and Acquisitions : Business alliances like acquisitions, mergers

and take over help in getting human resources. In addition the companies do also alliances in sharing their human resource on adhoc basis.

12. E_recruitment: The technological revolution in telecommunications helped

the organizations to use internet as a source of recruitment. Organizations advertise the job vacancies through the world wide wed (www). The job seekers send their applications through e-mail using the internet. Many organizations conduct preliminary search of prospective employees through the internet service. There are many job portals available on internet like Naukri.com, Monster.com etc. Candidates register their cvs on the different job portals which are searched by the recruiters who are looking for the candidates. The candidates whose profiles match with the recruiters requirement are contacted through email or by telephone for further interview process. Using the Internet is faster and cheaper than many traditional methods of recruiting.

13.Outsourcing: Some organizations recently started developing human resource

pool by employing the candidates for them. These organizations do not utilize the human resources; instead they supply HRs to various companies based on their needs on temporary or ad-hoc basis.

14.Notices: Displaying notices in and around business premises is a simple and

often overlooked method of advertising a job vacancy. They should be seen by a large number of passerby, some actively looking for work. It can also be inexpensive with a notice varying from a carefully hand written post card up to a professionally produced poster. Pay attention to the appearance and contents of the notice if it is intended that it is applied by the right people.

15.Job Centers : Most large towns have a job center which offers employers a
free recruitment service, trying to match their vacancies to job seekers. Staff will note information about a post and the types of person sought and then advertise the vacancy on notice boards within their premises. Job center employees can further help if requested to do so by issuing and assessing application forms and thus weeding out those applicants who are obviously unsuitable for the position. Short listed candidates are then sent out for the employer to interview on his business premises.

16. Job fairs: The concept of a job fair is to bring those interested in finding a job into those companies who are searching for applicants.16 Job fairs are open fora at which employers can exhibit the best their companies have to offer so that job seekers can make informed choices. They are considered one of the most effective ways for job seekers to land jobs. At the job fair, employers have a large pool of candidates on which to draw, while job seekers have the opportunity to shop around for dozens sometimes hundreds of employers, all in one place. Notwithstanding the fact that the atmosphere at the fair is more relaxed than at an interview, employers are still on the look out for qualified, potential employees who have interest, dedication and initiative.

17.Deputation: Another source of recruitment is deputation I.e., sending an

employees to another organization for the short duration of two to three years. This method of recruitment is practice in a pretty manner, in the Government department and public sector organization does not have to incurred the initial cast of induction and training. However, the disadvantages of this of deputation is that deputation period of two/three year is not enough for the deputed employee to provide employee to prove his/her mettle, on the one hand, and develop commitment with organization to become part of it, on the other.

18. Word-of-mouth: Some organizations in India also practice the word-ofmouth method of recruitment. In this method , the word is passed around the vacancies or opening in the organization. Another from of word-of-mouth method of employee-pinching i.e., the employee working In another organization is offered by the rival organization. This method is economic, in terms of both time and money. Some of the organization maintain a file applications and sent a bio-data by a job seeker. These serve as a very handy as when there is vacancy in the organization. The advantage of this method is no cost involved in recruitment. However, the disadvantages of this method of recruitment are non- availability of the candidates when needed choice of candidates is restricted to a too small number.

EVALUATION OF INTERNAL SOURCES:

Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of its advantage and disadvantage the same are spelled out as follows:

ADVANTAGES:
The advantages of the internal source of recruitment include the following:

Familiarity with own employees: The organization has more knowledge

and familiarity with the strengths and weaknesses of its own employees than of strange on unknown outsiders.

Better use of the talent: The policy of internal recruitment also provides an
opportunity to the organization to make a better use of talents internally available and to develop them further and further.

Economical recruitment: In case of internal recruitment, the organization

does not need to spend much money, time and effort to locate and attract the potential candidates. Thus, internal recruitment proves to be economical, or say, inexpensive.

Improves morale: This method makes employees sure that they would be
preferred over the outsiders as and when they filled up in the organization vacancies.

A motivator: The promotion through internal recruitment serves as a source of

motivation for the employees to improve their carrier and income. The employees feel that organization feel that organization is a place where they can build up their life-long career. Besides, internal recruitment also serves as a means of attracting and retaining employees in the organization.

DISADVANTAGES:

The main drawback associated with the internal recruitment is as follows:

Limited choice: Internal recruitment limits its choice to the talents available
within the organization. Thus, it denies the tapping of talents available in the vast labor market outside the organization. Moreover, internal recruitment serves as a means for inbreeding, which is never healthy for the future organizations.

Discourage competition: In this system, the internal candidates are protected from competition by not giving opportunity to otherwise competent candidates from outside the organization. This in turn, develops a tendency among the employees to take the promotion without showing extra performance.

Stagnation of skills: With the feeling that internal candidates will surely get
promoted, their skill in the long run may become stagnant or obsolete. If so, productivity and sufficiency of the organization, in turn, decreases.

Creates conflicts: Conflicts and controversies surface among the internal

candidates, whether or not they deserve promotion.

EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of advantages and disadvantages

ADVANTAGES Open process: Being a more open process, it is likely to attract a large number of
applicants/application. The, in turn, widens it option of selection.

Availability of Talented Candidates: With the large pool of applicants, it becomes possible for organization to have talented candidates from the outside. Thus, it introduces new blood in the organization.

Opportunity to Select the Best Candidate: With the large pool of applicants,
selection process becomes competitive. This increases prospects for selection the best candidates.

Provides healthy competition: As the external members are supposed to be more

trained and efficient. With such a background, they work with the positive attitude and greater vigor. This helps create healthy competition and conductive work environment in the organization.

DISADVANTAGES:

However, the external sources of recruitment suffer from certain disadvantages too, these are:

Expensive and time consuming: This method of recruitment is both expensive and
time consuming. There is no guarantee that organization will get good and suitable candidates.

Unfamiliarity with the Organization: As candidates some outside the organization, they are not familiar with tasks, job nature and the international scenario of the organization.

Discourage the Existing Employee: Existing employees are not sure to get
promotion. This discourages them to do the hard work. This, in turn, boils down to decreasing productivity of the organization.

Advantages and Disadvantages Of Internal VS External Recruiting Resources

Case Study : Tata Teleservices Ltd. (TATA DOCOMO)

Company profile
Tata Teleservices Limited spearheads the Tata Group's presence in the telecom sector. Incorporated in 1996, Tata Teleservices Limited is the pioneer of the CDMA 1x technology platform in India. It launched mobile operations in January 2005 under the brand Tata Indicom and today enjoys a pan-India presence through existing operations in all of India's 22 telecom Circles. The company is also the market leader in the fixed wireless telephony market with its brand Walky. The company has recently introduced the brand Photon to provide a variety of options for wireless mobile broadband access. Tata Teleservices Limited (TTSL) now also has a presence in the GSM space, through its joint venture with NTT DOCOMO of Japan, and offers differentiated products and services under the TATA DOCOMO brand name. TATA DOCOMO arises out of the Tata Group's strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. Tata Teleservices has received a pan-India license to operate GSM telecom services, under the brand TATA DOCOMO and has also been allotted spectrum in 18 telecom Circles. TTSL and has already rolled out its services in various circles.

DOCOMO is also a global leader in the VAS (Value-Added Services) space, both in terms of services and handset designs, particularly integrating services at the platform stage. TATA DOCOMO has also set up a 'Business and Technology Cooperation Committee, comprising of senior personnel from both companies.

RECRUITMENT POLICY
To actualize the organizational vision of providing Trusted services to 100 million happy customers by 2011. Acquiring and retaining high quality talent is the key to an oragnizations success. The recruitment strategy of Tata Teleservices limited(TTSL) adopted for the same will mirror our corporate image and enhance its brand value. The recruitment process is the most visible and dynamic way of projecting an organizations objectives & image outside. OBJECTIVE Systematically hire competent human resource inline with HR Strategies derived from business goals, future growth plans & evolving roles and responsibilities of employees to keep pace with the changing dynamics of the organization. Hire Human resource with values similar to those advocated by the organization to ensure the right culture fit.

 Adopt a continuous and conscious practice of exploring newer channels for sourcing the best talent in a cost effective manner. Provide opportunities to employees to apply for vacant positions in the company through internal job-postings, with a view to enable career growth for them. Implement merit based hiring practices that provides equal opportunity to all. Hire CRISP talent with requisite competence, skill set, knowledge and attitude to deliver business results today and tomorrow.

RECRUITMENT STRATEGY
While hiring a TTSLite, they look for the following attributes:C - Customer Focus R - Result Orientation I - Initiative and Speed S - Self Confidence P - Passion for achievement

SOURCING STRATEGY The following sources will be used for identifying the potential Human Resources for TTSL: Recruitment consultants, Employee Referrals, Job portals, Internal Resume Database, Direct Recruitment- Walk Ins, News Paper Ads, Campus Recruitment, Data bank, Voluntary application, Referral from Tata ecosystem, Voluntary referrals from professional Agencies, NGOs facilitation, etc . RECRUITMENT SOURCES

Once the requirement for hiring is justified and manpower requisition is approved, applications for specific positions are generated through various sources. Following sources are used for recruitment: Internal Sources (i) Internal Job Postings/External Job Postings (TATA WORLD) This method is used for identifying qualified internal candidates. It has the advantage of redeploying people already acquainted with the companys business processes and culture and hence, job training can be reduced. It provides opportunity for promotion and employee development. This procedure applies to all budgeted vacancies as well as vacancies created due to replacement requirements in levels M4 to M8.

(ii)

CV databank

The internal databank of CVs is an important source of profiles, specifically with regard to local candidates. After the applications are received, they are screened and short-listed for further processing.

(iii) Employee Referral Scheme Bring buddy Employee referral is an efficient and cost effective way of attracting qualified candidates. Employees not only get the referral fee but also they play a role in shaping the companys future. Any employee who wants to refer an individual can forward to the HR function either through email or by submitting a hard copy.

(iv) Off- roll employees Hiring an outsourced employee simplifies the induction process as the employee is acquainted with the job complexities and the organization culture. The term off role employees refers to the employees working on the rolls of an agency providing results and services to TTSL. These employees are on the payroll of an external agency.

Appointment on TTSL rolls suitability of the outsourced employee as an applicant. Criteria ons are for entry level positions only (M8 M7) with an agency providing services to TTSL.

External sources
(i) Recruitment through Consultants Recruitment consultants are used to assist in the hiring of qualified candidates. They help in identifying job seekers and are a good and efficient source for obtaining pre screened candidates. TTSL employs Recruitment Consultants on a contingency basis implying that they are paid a fee only when a position is closed through them. Selection of RCs The list of consultants along with the applicable terms and conditions is finalized by Corporate HR at the beginning of each year. Each RC is required to sign a contract with Corporate HR before commencing work with TTSL. Evaluation of RCs The list of consultants is revised only at the beginning of each financial year, on the basis of relative performance of the consultants.

(ii) Advertisements Placing advertisements in the newspaper is a method of recruiting external applicants, to be used in specific cases such as walk ins, special positions etc. Since potential candidates are first introduced to the company through advertisements, this helps in building a positive image. Either TTSL or the vendor can release an advertisement for vacancies. When TTSL releases the advertisement This source is used for hiring for M5 & above levels. For this an advertisement copy should be prepared jointly and been approved by both the hiring function and HR. All advertisements to be approved and ratified by Corporate HR & Corporate MARCOM prior to release. The advertisement should: a. Meet the criteria set by the company for release in the print media. b. Be brief, precise and consistent with job specifications and the selection criteria. It must specify the e-mail address/fax number/address where applicants can send their CVs. c. Attract the interest of potential and suitable applicants. d. Have the following details: Summary of TTSLs business Level/Title and location of position Position code for each job Job specifications in terms of skills, experience and qualifications required Closing date of applications

(iii) Job Portals Leading job portals like Naukri, Times job, Monster etc. Should be used to get CVs for closing positions at the level of M2 to M8. corp TA will maintain an annual matrix of usage of these portals by circle & will also circulate usage on a quarterly basis. (iv) TTSL Website Open positions up to M2 level should be put on the TTSL website for seeking profile from interested applicants from external world. All open positions which are to be put on TTSL website will be done so on approval of Corporate TA head.

Conclusion
In all Public Service jurisdictions, new approaches to recruitment are being used. In many territories, the strategies are manual but, as automated methods become more pervasive, those mechanisms that support its use will assume greater popularity. Whatever the strategies selected for use, the objective is to recruit the most qualified, committed individuals into the organizations and ensure that the provision of government services to the public is timely and effective, that the goods are of consistent high quality and that the organisations achieve the objectives for which they have been established.

Recommendations
TTSL could adopt campus recruitment extensively. College recruiting sending an employers representatives to college campuses to prescreen applicants and create an applicant pool from that colleges graduating class is an important source of management trainees, promotable [entry-level] candidates, and professional and technical employees. To get the best out of this hiring strategy, the organisation and its career opportunities must be made to stand out. Human resource professionals should aware that few college students and potential graduates know where their careers will take them over the next fifteen to twenty years. The organization that will succeed, then, is one can show how the work it offers meets students needs for skill enhancement, rewarding opportunities, personal satisfaction, flexibility and compensation. College recruitment offers an opportunity for recruiters to select the potential employees with the personal, technical and professional competencies they require in their

organisation. The personal competencies identified may include, inter alia, a positive work ethic, strong interpersonal skills, leadership capacity and an ability to function well in a work team. The opportunity to discuss a students current strengths and potential future value to an organisation cannot be replicated in any other setting. Two major advantages of this strategy are the cost (which is higher than word-of-mouth recruiting but lower than advertising in the media or using an employment agency), and the convenience (since many candidates can be interviewed in a short time in the same location with space and administrative support provided by the college itself). TTSL must be in constant touch with the consultants through out the recruitment process to ensure that the agency is following the instructions and doing its job well. They must also make sure to maintain equality of opportunity and avoiding unlawful discrimination against applicants of a particular sex, marital status or any racial group. All applicants should be judged solely on their ability to do the job. They must make sure that a good refund system with the agencies is made, in case the new recruit resigns or needs to be dismissed shortly after joining. Also a free replacement warranty up to six months must be provided by the recruiting agency. When employing an agency or consultant, make sure that they know exactly what they are expected to do. A clear job description and employee specification, must be provided so that they could screen by referring to the employee specification and so on. Full up to date information about the job and person required. Supply all details and all instructions in writing to avoid subsequent misunderstandings and disagreements. They must participate in job fairs and apply with job centers. They could also make use of more inexpensive internal sources like internal newsletters, notices, magazines, memorandas,etc.

BIBLIOGRAPHY
Books: Human resource management, Eleventh Edition Gary Dessler, Biju Varkkey. Essentials of HR Management and Industrial Relations, Fourth Edition Subba Rao

Websites: www.google.com www.wekipedia.org www.tata.com

 www.tatadocomo.com www.humanresources.about.com www.citehr.com