Recruitment and Selection Process Assignment

Recruitment and Selection Process Assignment Words: 9526

Executive Summary In today’s competitive world every company tries to get best possible candidates for the competitive advantage so, recruitment and selection of right candidates is important for all companies. It is a major function of the human resource department. For IT companies’ recruitment and selection is an integral part as attrition in IT companies is very high. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization.

The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization. The project named Recruitment Life Cycle was carried out at Persistent Systems Ltd. There are two types of recruitment at Persistent, campus and lateral recruitment, campus recruitment is conducted once in a year at the respective colleges and lateral recruitments are conducted as per the requirements.

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For lateral recruitment recruiter needs to understand the job description to find the right candidates for the job then recruiter needs to source the candidates from different job portals like Monster, Naukri etc. After sourcing, candidates are screened by different interviewers at different levels. If candidate clears all the round of interviews then an offer is made to employee depending upon the grades specified by the interviewer. The recruiter also had to meet targets, i. e. , he had to see to it that a certain number of candidates sourced are joining the organization.

The conclusions that can be drawn from the project are the recruiter must understand the importance of that particular job posting to find the best fit candidates. Also the automation in recruitments is the need of an hour. The Option of employee reference must be used properly to attract the right candidates. Thus, it was a very dynamic and challenging job that demanded tremendous efforts, persistence, professionalism, and continuous efforts on the part of the recruiter. . 2. Overview of IT Industry

The Indian information technology (IT) industry has played a major role in placing India on the international map. The industry is mainly governed by IT software and facilities for instance System Integration, Software experiments, Custom Application Development and Maintenance (CADM), network services and IT Solutions. According to NASSCOM’s findings Indian IT-BPO industry expanded by 12% during the Fiscal year 2009 and attained aggregate returns of US$ 71. 6 billion. Out of the derived revenue US$ 59. billion was solely earned by the software and services division. Moreover, the industry witnessed an increase of around US$ 7 million in FY 2008-09 i. e. US$ 47. 3 billion against US$ 40. 9 billion accrued in FY 2008-09 | IT Outsourcing in India As per NASSCOM, IT exports in business process outsourcing (BPO) services attained revenues of US$ 48 billion in FY 2008-09 and accounted for more than 77% of the entire software and services income. Over the years India has been the most favorable outsourcing hub for firm on a lookout to offshore their IT operations.

The factors behind India being a preferred destination are its reasonably priced labor, favorable business ambiance and availability of expert workforce. Considering its escalating growth, IBM has plans to increase its business process outsourcing (BPO) functions in India besides employing 5,000 workforces to assist its growth. In the next few years, the industry is all set to witness some multi-million dollar agreements namely: * A 5 year agreement between HCL Technologies and News Corp for administering its information centers and IT services in UK.

As per the industry analysts, the pact is estimated to be in the range of US$ 200-US$ 250 million * US$ 50 million agreement between HCL Technologies and Meggitt, UK-based security apparatus manufacturer, for offering engineering facilities. * Global giant Wal-Mart has short listed there Indian IT dealers namely Cognizant Technology Solutions, UST Global and Infosys Technologies for a contract worth US$ 600 million India’s domestic IT Market India’s domestic IT Market over the years has become one of the major driving forces of the industry.

The domestic IT infrastructure is developing contexts of technology and intensity of penetration. In the FY 2008-09, the domestic IT sector attained revenues worth US$ 24. 3 billion as compared to US$ 23. 1 billion in FY 2007-08, registering a growth of 5. 4%. Moreover, the increasing demand for IT services and goods by India Inc has strengthened the expansion of the domestic market with agreements worth rising up extraordinarily to US$ 100 million. By the FY 2012, the domestic sector is estimated to expand to US$ 1. billion against the existing from US$ 1 billion. Government initiative in India’s domestic IT Market * The Indian government has established a National Taskforce on IT with an aim of formatting a durable National IT Policy for India * Endorsement of the IT Act, which offers an authorized structure to assist electronic trade and electronic operations. Major investments in India’s domestic IT Market * According to Andhra Pradesh Government the state’s SEZs and Software Technology Parks of India (STPI) will witness an investment of US$ 3. 7 billion in the next few years. * VMware Inc, San Francisco-based IT firm is looking forward to invest US$ 100 million by 2010 in India. * EMC Corporation’s total Indian assets is expected to reach US$ 2 billion by 2014 Future of Indian IT Industry The Indian IT sector persists to be one of the flourishing sectors of Indian financial system indicating a speedy expansion in the coming years. As per NASSCOM, the Indian IT exports are anticipated to attain US$ 175 billion by 2020 out of which the domestic sector will account for US$ 50 billion in earnings.

In total the export and domestic IT sector are expected to attain profits amounting to US$ 225 billion along with new prospects from BRIC nations and Japan for its outsourcing operations. 2. 1 Major Players in IT Industry * Wipro Ltd * Aditya Technologies * NIIT Ltd * Asset Infotech Ltd * Patni Computer Systems (P) Ltd * Atari Informatics Ltd * Polaris Software Lab Ltd * Baan Info Systems India P Ltd * B-commerce Infosystems Pvt Ltd * HCL Infosystems Ltd * Cerulean Information Technology Pvt Ltd * Hexaware Technologies Ltd * Iflex Solutions Ltd * CMC Ltd * Igate Global Solutions Ltd * HCL Corporation Ltd Infosys Technologies Ltd * Satyam Computer Services Ltd * Larsen ; Toubro Ltd * Tata Consultancy Services * Tata Infotech Ltd * Mastek Ltd 3. Company Profile Established in 1990, Persistent Systems is recognized as an award-winning technology company specializing in software product development services. Persistent is the first company to have exported software from any STP in India, thus pioneering the offshore software delivery model. With 5000+ employees, innovative business models, and reusable assets and frameworks, Persistent helps customers increase revenues and margins, and enhance brand value.

Persistent works with their customers to help them proficiently deliver products to their end-users and ultimately, to maximize their core business. There outsourced software product development services allow their customers to minimize Time-To-Market, perk up the quality of their products, trim down risk of failure during the engineering development process, improve predictability and reliability of the engineering process while helping them minimize their over-all product engineering costs. Persistent Systems has delivered over 3,000 software product releases in their last five years and has 290+ customers.

The company has developed proven processes for the entire product lifecycle which reduce time-to-market while delivering consistent quality and customer satisfaction – as evidenced by customer partnerships that span many years. Persistent Systems, the leading Outsourced Product Development (OPD) services company, won the prestigious NASSCOM Innovation award for 2008, in the Market Facing ? Business Process and Business Model category. NASSCOM has recognized Persistent’s innovative mobile strategy, developed for Bridgestone, Europe ? world’s largest tire manufacturer .

Persistent Systems Ltd. also received special Maharashtra IT Award 2007. Dr. Anand Deshpande chairman of Persistent Systems Ltd. honoured with the Computer Society of India Fellowship Award 2007. Persistent enjoys a presence in three continents across the globe. They have nine development centers in Europe, America and Asia. In India, The Corporate Headquarter, Bhageerath, is today, renowned as one of Pune’s architectural landmarks. While our hub is located in Pune, our network fans across to Nagpur, Goa, Hyderabad and Bangalore. Persistent also enjoys super technological facilities.

Teams are equipped with high-speed Internet connectivity and bandwidth as well as dual-powered video conferencing. Presently, there are four companies under the Persistent Group. These are: * Persistent Systems Ltd. * Persistent eBusiness Solutions Ltd. * Persistent Systems and Solutions Ltd. * Persistent Systems Inc. * 3. 1 Mission “Exceeding customer expectations through predictable, measurable, and continuously improving software engineering processes. ” * 3. 2 Core Values * We are a technology-driven company. * We are committed to the highest standards of ethics and integrity. Since the future of our company depends squarely on the knowledge, imagination, skills, teamwork and integrity of our employees, we value these qualities most highly. * We are committed to delivering value to our customers. We must do this through innovation and by consistently improving efficiency. * We are dedicated to Quality – quality of products, quality of service, quality of relationships, quality of communications & quality of our promises. * Profit is important to us. It enables us to achieve our mission and to contribute to the society. However, profit is not the only reason we are in business. * 3. 3 Competency Centers

With a view to derive maximum benefits like higher productivity and lower costs for the customers, Persistent has created Competency Centers with a strong balance of people, processes and technologies, bound together with the right infrastructure and best practices. Persistent has competency centers in telecom and wireless, life sciences, analytics and data infrastructure, embedded systems domains, product engineering and Microsoft and Java platforms. * 3. 4 Learning & Innovation Technology is at the core of Persistent’s existence and Team Persistent is always keen on exploring new ways to solve technological challenges.

Persistent believes in sharing knowledge and best practices and the journey towards this goal requires careful interweaving of learning, innovation, and information exchange and skill enhancement. Functions like the Scientific Advisory Board (comprising prominent people in the industry) and the Tech Forum (comprising best of breed technologists) are an integral part of Persistent’s offerings, with a clearly chalked out mission of providing consultancy services to the various projects across the company on an ‘as required’ basis. * 3. 5 Focus Areas

At Persistent, they effectively combine technological skills and deep domain knowledge to build cost-effective solutions with a shorter lead time. Persistent people’s sharp understanding of business process empowers them to build work engagement models that deliver real and tangible value. Technological solutions seamlessly integrate with the customers’ existing systems, allowing their teams to leverage their skills and share best practices across various phases. Thus, Persistent ensure reduced time-to-market and superior-quality products. * 3. 6 Organizational Structure . 7 Customers * 3. 8 Grade System at Persistent 3. 1| Junior Engineer| 3. 2| Software Engineer| 3. 3| Senior Software Engineer| 5. 1| Module Lead| 5. 2| Team Lead| 5. 3| Senior Team Lead| 7. 1| Project Lead/Technical Lead| 7. 3| Project Manager/Senior Technical Lead| 9. 1| Senior Project Manager/Architect| 9. 3| Senior Project Manager / Senior Associate Architect| 11. x| Accounts Manager| 4. Review of Literature 4. 1 Introduction Human-resources management (HRM) is a key business operations practice for managing personnel within a company.

Utilizing skills including communication, business administration, workforce planning and technical proficiency, HRM is an important part of business planning and development. People are considered one of the most important assets in any business. HRM strategy is focused on the effective use of that asset. HRM tools and practice control a company’s ability to recruit, hire, track, promote and compensate employees. Providing HR metrics or HR trends and analysis, this department projects the future growth of a company by managing the workforce practice for all departments across the organization.

HRM keeps a company appropriately staffed with qualified employees. Companies that have a strong, talented workforce typically see improved employee work efficiency, increased sales productivity, decreased organization turnover and increased job development. HR management also protects an organization from the threat of legal intervention as a result of illegal or inappropriate hiring by implementing established talent-management practices that can save a large organization millions of dollars in legal damages. | | | | 4. 2 Functions of HRM

Human Resource Management Industrial Relations Manpower Planning Compensation ; Benefits Performance Management Training ; Development Recruitment ; Selection 4. 3 Recruitment: Overview Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. 4. 3. 1 Recruitment Vs Selection| Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1.

The recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization. . Recruitment is a positive process i. e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected. | 4. 3. Objectives * To attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies. * To induct outsiders with a new perspective to lead the company. * To infuse fresh blood at all levels of the organization. * To develop an organizational culture that attracts competent people to the company. * To search or head hunt people whose skills fit the company’s values. * To devise methodologies for assessing psychological traits. * To seek out non-conventional development grounds of talent. * To search for talent globally and not just within the company. To anticipate and find people for positions that does not exist yet. | 4. 3. 3 Purpose and Importance of Recruitment * Attract and encourage more and more candidates to apply in the organization. * Create a talent pool of candidates to enable the selection of best candidates for the organization. * Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. * Recruitment is the process which links the employers with the employees. * Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. * Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. * Meet the organizations legal and social obligations regarding the composition of its workforce. * Begin identifying and preparing potential job applicants who will be appropriate candidates. * Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants. 4. 3. Recruitment ProcessThe recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: 1. Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company.

These contain: • Posts to be filled • Number of persons • Duties to be performed • Qualifications required2. Preparing the job description and person specification. 3. Locating and developing the sources of required number and type of employees (Advertising etc). 4. Short-listing and identifying the prospective employee with required characteristics. 5. Arranging the interviews with the selected candidates. 6. Conducting the interview and decision makingThe recruitment process is immediately followed by the selection process i. e. the final interviews and the decision making, conveying the decision and the appointment formalities. 4. 3. 5 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 following diagram depicts the two types of sources for recruitments: | Transfers, Promotions, Job rotation, Employee referrals, Upgradation, Demotion, Retired employees, Retrenched employees Internal Sources (Sources within the organization) Sources of Recruitment Press ads, Campus recruits, Placement agencies, Employment exchanges, Outsourcing, Consultancies External Sources (Sources outside the organization) Employee Referral: The main objective is to encourage employee involvement in Organization Building. Scheme: 1. This scheme provides eligible employees an opportunity to refer competent candidates for filling vacant positions in the company. 2. In the event of candidate referral by a Persistent employee being selected and joining Persistent a referral bonus amount will be given to the employee. 3. The referral bonus payable will depend on the experience of the referred candidate. * Job Sites Job site is the most effective way of attracting the candidates in an Organization.

There are options like “Job Posting” as well as “Resume search” from the resume database on Job site. The most frequently used job sites are Naukri. com, MonsterIndia. com etc. There is a certain annual fee associated with the use of each job site. The employer selects the job site that is to be used depending on the popularity and the annual fee associated with it. * Consultants Recruitment consultants help the organization in finding the right talent for the niche requirements. Consultants have their own database and maximum reach to the aspiring candidates.

They help the company to get the suitable candidate for the particular job within specific time limit. Consultants charge fee to the companies depending on the skills and the years of experience of the candidate they provide. Policy at Persistent Employee Referral Objective: To encourage employee involvement in organization Building & provide an opportunity to the employees to refer competent candidates for suitable opening. Release Date | December 5,2005 | | | Effective Date | January 27, 2010 | Approved By | Head -Recruitment | Policy 1.

This scheme provides eligible employees an opportunity to refer competent candidates for filling vacant positions in the company. 2. In the event a candidate referred by Persistent employee gets selected and joins Persistent, the employee gets a referral bonus amount. 3. This policy can be availed by all full time employees except HR/RM team and 13. 2x grade and above. The referral bonus payable will depend on the grade of the referred candidate. Guidelines Eligibility: 1. All Persistent, full-time regular employees, with the exception of Executive committee (13. and above) and HR / RM Team members, are eligible for the referral bonus. 2. The employees will be eligible for referral bonus only if: a) The referred candidate has full time relevant work experience of minimum 12 months at the time of joining. b) The candidate is selected by Persistent systems as a full time regular employee, through the normal recruitment procedure. c) The referred candidate joins the company and completes minimum three month’s continuous service with the Company. d) The referring employee is on the rolls of the company on the day the referred candidate completes three month’s service with the company. ) The employee knows the referred candidate personally. 3. The employees will not be eligible for referral bonus, if the candidates referred by them are selected at 1. x level. Shelf Life of Resume: a) The shelf life for all the profiles coming into the system is 3 months from the date the resume is uploaded in the system. b) If two or more employees refer the same candidate, and the candidate is selected and joins PSL, the referral bonus will be paid to the employee who has referred the candidate, as per validity of the profile and records entered in the system. Grievances: ) Any grievances / disagreement with respect to payment of bonus will be referred to and resolved in consultation with the Head of Recruitment Referral Bonus Amount: The referral bonus would be paid as per the table given below. Please note that the bonus will be directly credited to Salary and will be taxed as per applicable laws. Sr. No. | Level at which recruited | Bonus Amount | 1. | Grades 3. x Equivalents | Rs. 5,000/- | 2. | Grades 5. x Equivalents | Rs. 15,000/- | 3. | Grades 7. x Equivalents and Above | Rs. 25,000/- | | | | Procedure 1. The open positions will be posted on the Persistent Internet Web site (www. persistentsys. om) along with ‘Job Codes’ which help us to categorize and prioritize resumes as we receive them. These requirements are posted as and when vacancies come up. In case of urgent requirements or special recruitment events, HR /RM will send a separate intimation by email to all employees at all locations. The open positions are put up in the system. Any persistent employee can upload the resume in the system for these positions. 2. Employees may refer candidates by uploading profiles in the system . The normal selection process will apply in all such cases. Employee can see the status of the referred candidate by logging into the system.

He/she will also get an auto generated e-mail informing him of important status changes. 3. If the referred candidate gets selected, joins Persistent and completes three months of service, then the referral bonus is awarded to the Persistent employee who referred the candidate. | 5. Project Objective The objective of the internship is * To study the Recruitment Life Cycle of Persistent Systems Ltd. * To improve the process by better utilizing the various sources. * To reduce the cost incurred in recruiting the candidates. * To suggest future changes in the process. 6. Project Details Types of Recruitment:

There are two types of recruitment: A. Campus Recruitment B. Lateral Recruitment 6. 1 Campus Recruitment Campus recruitment is conducted to recruit fresh technical graduates /postgraduates from various colleges in the organization. Such candidates prove to be more enthusiastic, quick learners, talented and flexible in terms of work. They can be trained and moulded as per the company’s requirements. Campus recruitment helps to attract fresh talent to the organization. The main objective of campus recruitment is to meet the company’s requirements of fresh graduates/ postgraduates CAMPUS RECRUITMENT PROCESS:

The process of Campus Recruitment is comprised of nine steps. They are explained below: 1. Requisition: * Functional Manager has to collect target number of fresher’s on board-stream wise from Planning Department to be recruited for the Financial Year by the month of December every year. * Get Approval of the above number from HR-Head * Communicate the targeted numbers to concerned location * Functional Manager has to collect the salary to be offered at Campus from Director/COO. 2. Expense Budget: * Prepare the expense budget for financial year to hire the targeted fresh graduates. Get Approval of the above budget from HR-Head. 3. Source tapping: Hiring sources are tapped as per the preference below. It is expected that the Campus representative follow this sequence for recruitment * College Visit * Open house/ Walk In * Training Institutes College Visit : Campus representative will Visit the College as per Persistent accreditation ranking (For accreditation system refer Policy document) Open house/ Walk In: An eligibility criterion is communicated through various channels and candidates are invited for selection process.

This is a location specific event wherein the candidates are asked to walk-in for selection process. The resumes are screened before the Selection process begins. The candidates are expected to carry the following documents with them: * Hard Copy of the Resume * Passport size photograph Training Institutes: Campus representative will visit or invite training institutes as per resource requirement. Training institutes are finalized depending upon short fall in targeted number. Decision to visit training institute is taken by campus recruitment team and approved by functional manager. . Pre – Campus: 4. 1 Planning * Functional Manager has to review, update and get approval on the campus presentation. * Functional Manager has to allocate the colleges to respective campus representative * Functional Manager has to get prepared the question papers, review and share with campus team * Functional Manager has to review and update the campus data formats * Functional Manager has to prepare and circulate the campus calendar to potential interviewer * Functional Manager has to review and update the blank format of offer/selection/appointment letter (if any). 4. Campus Event Date: * Campus representative finalizes dates depending on available slot with reference to the guidelines mentioned in the policy. * Campus representative blocks the dates in the internal Campus Calendar. In case, multiple campus events occur on same day then the preference will be set under guidance of Functional Manager. 4. 3 Event communication: * Campus representative has to share the eligibility criteria as per policy to concerned TPO at least two weeks in advance of event date. * Campus representative has to get the all engineering stream wise eligible students list as per policy. Campus representative has to confirm the scrutinized eligible students list with TPO and inform about resources / facilities (interview rooms, sound system, Presentation hall, etc) required to execute the event and to share the detailed event schedule for necessary arrangements at least one week in advance of event date. * Campus representative has to get the required confirmed interviewer list of respective BU Send the travel plan request to Travel Management System (TMS) at least one week in advance of event date. Communicate the travel plan with confirmed interviewers and Campus team two days in advance and brief about interview process if needed. 4. 4 Logistics arrangement for campus event: * Campus representative has to prepare campus kit, Stationary, test papers , selection letter template etc. as per campus checklist (attached) * Campus representative has to maintain the stock of Question/Answer papers, transparency sheets, stationary, etc * Campus representative has to get the travel details, interviewer details, advance money, accommodation details, etc. . During Campus visit: The recruiting team will follow the following process at the Campus 1 5. 1 Conduct the Pre Placement Talk (PPT) 2 5. 2 Conduct written test 3 5. 3 Conduct interviews(technical and HR) 4 5. 4 Declare the list of selected candidates 5 Eligibility Criteria: Engineering Marks Based on the historical data, getting first class ; above marks in engineering is not very easy in Maharashtra colleges. Thus the following norm is set up as entry eligibility criteria * BE / B.

Tech – CS /IT / CE , MCA, MCS, MSc (CS,IT): Maharashtra Engineering colleges – Percentage criteria is – 55% (aggregate) * BE / B. Tech – CS /IT / CE, MCA, MCS, MSc (CS,IT): Outside Maharashtra Engineering Colleges – Percentage criteria is 60% (aggregate) * No live ATKT in theory and practical 10th and 12th Marks * Minimum 60% Campus Team Structure: Technical Interviewers * Grade 3. 3 and above * Should have spent min 1 year of time in PSL * Preferably should have attended /certified ‘Interview techniques’ workshop in PSL/Outside PSL * Should be recommended by his/her manager

HR Interviewers * Grade 3. x and above * Should have attended /certified ‘Interview techniques’ workshop in PSL/Outside PSL. 6 5. 1 Pre-placement Talk: Campus representative has to give pre-placement talk and resolve the queries of students if any before start of selection process. 5. 2 Technical Written Test: Campus representative has to execute the Persistent test of eligible candidates, and declare the result after completion of evaluation. Share the list of shortlisted candidate to TPO. * Persistent test has to be completed in 90 minutes as below: * Objective Test – 45 minutes Programming Test – 30 minutes * English Passage Writing test – 15 minutes * The cut-off marks of the objective test should be at least 40%. This criterion should not be changed without approval of HR Head. 5. 3 Conduct Interviews: * Campus representative has to distribute the candidate’s details, like interview assessment sheet, resume, answer sheets and duly filled employment form to interviewer. * Campus representative has to collect the feedback from respective interviewers and share it with college volunteer to inform candidates accordingly. Campus representative has to make sure that technical interviewer assess the programming test. * If candidate gets short-listed in the first round interview then Campus representative has to send the candidates details to decision making interviewer for further assessment. 5. 4 Declaration of Result: * Campus representative has to handover the dully filled selection letter to selected candidates and collect the accepted copy at the time of final discussion. * Campus representative has to share the list of selected candidates with TPO in prescribed format to publish it accordingly. . Post Campus: * Campus representative has to send the thanks-giving mails to respective TPO and interviewers * Campus representative has to submit travel bills to Finance Department for reimbursement / settling of advance and maintain expenditure records in event wise details sheet * Campus representative has to update the details in event wise details sheet, selected candidate details, rejected candidates details, etc. within one week of arrival from campus event. * Campus representative has to file the set of papers of selected candidates for further records. Functional Manager has to get the approved salary details from HR Head/Director/COO to proceed for generation of appointment letter. 7. Communication with Selected candidate: * Campus representative has to send the detailed PDF appointment letter copy within one month of campus event. * Campus representative has to send the latest Company reading material, Diwali / New Year greetings, Newsroom link, Events information etc to selected candidates. 8. Pre- Joining Activities: * Campus representative has to communicate the date of joining to selected candidates two months in advance. Campus representative has to document the candidates’ details whoever needs the transit accommodation. * Campus representative has to share the candidate related information with Resource Allocation, Training, Admin, HR operation departments at least 45 days in advance. * Campus team and HR operation team has to plan the welcoming of fresher’s two weeks in advance. * Campus representative has to handover the set of papers of expected joinees at least one week in advance. 9. Joining Activities: * Campus team and HR operations team has to welcome the fresher’s on the day of joining. Campus team has to arrange and execute the medical checkup camp for freshers within three weeks of their joining. 6. 2 Lateral Recruitment The objective of lateral recruitment is to recruit the candidates with extensive work experience at levels commensurate with their relevant experience. Usually people in middle management and top management get recruited through lateral recruitment. Lateral recruitment is the effective way of recruiting experienced professionals in an organization Recruitment Life Cycle Requirement Analysis Requirement Gathering Sourcing Closure Screening 6. 2. 1 Requirement Gathering ; Analysis

Requirements are gathered according to the particular streams. These requirements are then analyzed through HR planning, Job Analysis, Job Design and Job evaluation. Human resource planning is the process of analyzing and identifying the needs for and availability of human resources so that the organization can reach its objectives. Job Analysis refers to various methodologies for analyzing the requirements of a job. The main purpose of conducting job analysis is to prepare job description and job specification which in turn helps to the hire right quality of workforce into the organization.

Through job design, organizations try to raise productivity levels by offering non-monetary rewards such as greater satisfaction from a sense of personal achievement in meeting the increased challenge and responsibility of one’s work. Job evaluation is a practical technique, designed to enable trained and experienced staff to judge the size of one job relative to others. It does not directly determine pay levels, but will establish the basis for an internal ranking of jobs. 6. 2. 2Sourcing: Sourcing Vendors Employee Reference Networking Sites Job Portal Facebook. com

LinkedIn. com Monster. com Naukri. com After the requirement analysis is done the Recruitment Team starts looking for the prospective candidates on different Job Portals like Naukri. com and Monster. com. They also try to source candidates from different vendors, Employee Reference etc. While searching the prospective candidates on Job Portal Boolean search string is used more often rather than normal search string that helps in searching more specific candidates. Need for Boolean Logical Operators Boolean logic was originally developed by George Boole in the mid 1800s.

The basic terms used are AND, OR and NOT, these terms can be constructively used to find the specific information via various search engines. One can narrow down the results and find very relevant data by making use of these basic and advanced Boolean operators. It is possible to compose complex search expressions using Boolean logic. The normal day to day searches do not really require the usage of Boolean logical operators but when it comes to narrowing down the hits that we receive for a particular search query depends on how well we are able to leverage the Boolean logical operators.

Finding candidates online is a time consuming method if correct search strings are not given in the search engines, so here to cull out the unnecessary resumes, i. e. irrelevant resumes one must use the Boolean logical operators. An important aspect to be kept in mind is that every search engine follows a different syntax for the logical operators. Boolean Logical Operators AND (+) (Conjunction) OR (|) (Disjunction) NOT (-) (Negation) ExOR (Either-or) Boolean Operators| Description| AND| AND narrows a search by combining terms; it will retrieve documents that use both the search terms you specify.

Ex:-Portland AND Oregon| OR| OR broadens a search to include results that contain either of the words you type in. OR is a good tool to use when there are several common spellings or synonyms of a word. Ex:- liberal OR democrat| NOT| NOT will narrow a search by excluding certain search terms. NOT retrieves documents that contain one, but not the other, of the search terms you enter. Ex:- Oregon NOT travel| After collecting the resumes through different sources, the next process is to shortlist the profiles as per the company requirements .

If all the profiles matches the company requirement then company move towards the next process of recruitment. 6. 2. 3 Screening: After searching the prospective candidates Recruitment Team communicates with the candidates to ensure there interest and availability and then there profile is shared with Persistent Technical team. After getting positive response from the Technical Team interview is arranged. There are three levels of Interview: 1. Telephonic Interview 2. Web camera or Face to Face Interview 3. HR interview 1. TELEPHONIC INTERVIEW: More companies are now using telephone interviews for the hiring process.

Often, the telephone interview will be one of several interviews an applicant will need to go through before they are hired by a company. Many companies will use telephone interviews to lower their expenses. They are also used as a method of screening a large group of applicants to decide who is qualified for a group interview. Persistent also uses the telephonic interview technique. Recruitment team arranges the interview depending upon the availability of interviewer and candidate. This is the first level of technical round which is generally taken by 5. x developers.

Team also books the interview room and sends an invitation to the interviewer. Once the candidate clears the telephonic interview he moves to the next round. 2. TECHNICAL FACE TO FACE: After the telephonic interview round the selected candidates are invited for the next round which is conducted face to face or Web Cam interview. This is the second level of technical round and is taken by 7. x or 9. x developers. Upon completion of interview, interviewers provide with the feedback if the candidate is selected then the prospective grade of an employee is mentioned.

After clearing both the rounds of interviews Recruitment Team asks for the documents from the candidate which includes scanned copies of the following: * Application Form * Latest salary increment letter * Last two salary slips * One passport size photograph Candidate’s profile ; the grade specified by the interviewer are then mapped with the Salary Benchmark of Persistent Systems Ltd to decide the package to be offered to the candidate. 3. HR ROUND: After the two rounds of technical interview the next round is of HR round.

In the HR round the questions will be asked to know the communication skills, to know what kind of person he/she is, her/his hobbies, strength, weakness, family background, interest, personality, past job structure, reasons for relocation etc.. The HR round is very important because we get to know the whole personality of the candidate. After the HR round the next will be offer making 6. 2. 4 Closure OFFER MAKING: After the candidate clears all the technical and HR rounds the company makes an offer to the candidate depending upon Persistent salary benchmark.

Once the candidate accepts the offer recruitment team does the reference check of the candidate on the basis of reference provided by the candidate. REFERENCE CHECK: Checking job or employment references is time-consuming and frequently unsatisfactory, as many employers, despite recent legislation, refuse to offer more than dates of employment, salary history and job title. Secondly, if you’re not careful, each reference check can turn into a friendly chat during which you don’t obtain the information you need to make an objective decision about hiring your candidate.

Persistent has outsourced the Reference check of the employees as it creates the burden on the HR department. Reference check is done once the candidate joins the company. 6. 3 Induction and Joining formalities Induction means introducing the new employee to the company’s policies and rules. There are different responsibilities towards HR. Policy of Induction: Responsibility of HR: * Facilitate employment requirement for new employees to fill out and sign within their first working week (i. e. Secrecy Agreement, Insurance, and Personal Information). Ensure the new employee is provided with documents (including the employee handbook) necessary for employment. * Ensure that an induction program is ready on the new employee’s first working day. HR needs to co-ordinate with their immediate managers on the orientation program. * Provide support and act as a consultant to assist managers in facilitating the induction process successfully. The Induction process consists of the following: Part A: Joining Formalities Part B: Induction Program PART A: JOINING FORMALITIES Each new employee without exception is expected to complete the following joining formalities on the day of joining: 1.

New employees joining Persistent shall report to the Human Resources department on the date of joining for completing all required joining formalities. 2. The Human Resource (HR) operations team will assist in completing these formalities. 3. All employees will need to complete the following: a) Doc A – Joining Report b) Doc B – Personal Data Sheet c) Doc C – Memorandum of Disclosure d) Doc D – Letter of Undertaking e) Doc E – Persistent Code of Business Conduct f) Doc F – Invention Assignment and Confidentiality Agreement g) Doc G – Declaration for Employees’ Provident Fund ) Declaration for Mediclaim Hospitalization Coverage 4. An Access Card will be provided within 2 days of joining. 5. HRIS system will be updated for each new employee on the day of joining. 6. Each new employee is required to submit the following documents: a) Relieving letter from previous company b) Experience Certificate c) Passport copy d) One Photograph e) Copies of certificate showing proof of educational qualifications Data of selected candidates will be shared with respective departments as follows: Sr. #| Description| Department| Timeframe| 1. Details of the selected candidates (as per annexed Excel format)| RA, Training, Admin| A month before joining. | 2. | Accommodation requirements | Administration| 15 days before joining| 3. | Docket containing all papers such as a. Offer letter b. Interview assessment sheet c. Employment form d. Resume | HR Operations| A month before joining| PART B: INDUCTION PROGRAM The induction program for Executive, Non-executive employees and Campus joinees is outlined in the following sections: Executive Level Induction for the Executive level will ensure the following: 1.

An Induction coordinator will be assigned who will prepare a detailed Induction Program covering meetings with MD, COO, Directors, Functional Heads, BU heads and CU heads. This program will be prepared one week before expected date of joining of the new executive member and will be circulated to all concerned. 2. Arrangements for all necessary facilities such as email ID creation, laptop/PC, cabin, phone extension, mobile phone and visiting cards etc will be carried out prior to joining. 3. All other joining formalities as in Part A will be completed on the first day. 4.

A welcome mail will be sent by Head – Human Resources / COO / MD to all employees. Non-executive Level: A detailed one day Induction Program will be conducted twice a month on the second and fourth Mondays of the month. It will cover presentations from all Business Units and a comprehensive look at the Organization Structure and an HR presentation. Joining Dates and Induction Schedule for Generic/Specific Employees: 1. Generic candidates will join fortnightly, on second and fourth Monday of any month. 2. Generic candidates will complete their joining formalities and Induction Program on the day of joining.

They will, thereafter, report to the Training Group and will undergo generic training after which the Resource Allocation (RA) Group will allocate them to a Business Unit (BU) 3. Specific project hires, may join on any Monday of the month. However, in cases of urgency, they can join on any working day. 4. Specific project hires will complete their joining formalities on the day of joining and will be allocated to their Business Units immediately thereafter. They will complete the Induction Program within a month of their joining. Facilities for New Employees

Arrangements for all necessary facilities such as, workstation/cabin, email ID creation, laptop/PC, phone extension, and visiting cards, etc. will be taken care of on completion of Joining Formalities. 7. 1 Factors affecting RecruitmentThe recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. THE INTERNAL FORCES I. E.

THE FACTORS WHICH CAN BE CONTROLLED BY THE ORGANIZATION ARE: – 1. RECRUITMENT POLICY The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people. FACTORS AFFECTING RECRUITMENT POLICY • Organizational objectives • Personnel policies of the organization and its competitors. • Government policies on reservations. • Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications. 2. HUMAN RESOURCE PLANNING Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. 3. SIZE OF THE FIRM The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. 4.

COST Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. 5. GROWTH AND EXPANSION Organization will employ or think of employing more personnel if it is expanding its operations. THE EXTERNAL FORCES ARE THE FORCES WHICH CANNOT BE CONTROLLED BY THE ORGANIZATION. THE MAJOR EXTERNAL FORCES ARE:1. SUPPLY AND DEMAND The availability of manpower both within and outside the organization is an important determinant in the recruitment process.

If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. 2. LABOUR MARKET Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants. . IMAGE / GOODWILL Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on that organization does and affected by industry. For example finance was taken up by fresher MBA’s when many finance companies were coming up. 4. COMPETITORS The recruitment policies of the competitors also affect the recruitment function of the organizations.

To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitors7. 2 HR Challenges In RecruitmentRecruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organization, diplomacy, marketing skills (as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organization. The HR professionals – handling the recruitment function of the organization- are constantly facing new hallenges in Recruitment. The biggest HR challenge in Recruitment for such professionals is to source or recruit the best people or potential candidate for the organization. In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the market etc. In an already saturated job market, where the practices like poaching and raiding are gaining momentum. | | HR professionals are constantly facing new challenges in one of their most important function- recruitment.

They have to face and conquer various challenges to find the best candidates for their organizations. The major challenges faced by the HR in recruitment are: * Adaptability to globalization – The HR professionals are expected and required to keep in tune with the changing times, i. e. the changes taking place across the globe. HR should maintain the timeliness of the process * Lack of motivation – Recruitment is considered to be a thankless job. Even if the organization is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers. Process analysis – The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective. * Strategic prioritization – The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals. 7. 3 Current trends in Recruitment 7. 3. 1 E-Recruitment Utilizing the internet technology effectively to increase the efficiency of recruitment is not easy but achievable. Companies have realized the potentials of internet technologies and traditional resume sourcing is slowly becoming obsolete. Every company has an option to upload resume on the website which helps for both active and passive job seekers. Companies can hence build their own resume database that can be used for existing and future requirements.

Having ‘career’ option in the website and always allowing people to contact for jobs irrespective of the availability of positions are all a way to build knowledge base and be ready when they actually needed. 7. 3. 2 Headhunting Recruiters rely on Headhunting through which they can target even passive candidates and try convincing them. This is usually done for senior levels as they prefer to be invisible in job boards but looking for suitable opportunities. 7. 3. 3 Employee branding Organizations are focusing on their employee branding to create more visibility in the market and to attract key talent.

This includes publicity through media, internet, arranging various events and actively taking social responsibilities. 7. 3. 4 Referral programs Practicing Employee referrals is always a win-win situation. Firstly, it gives the employee to suggest right talent in the form for friends. Secondly, this reduces the cost to the company as they avoid external vendors and give more importance to the internal references from the employees. Such employees are rewarded financially and that helps in retaining the existing talent and at the same time bringing the best fit with minimum cost.

Also companies are showing interest in bring back the ex-employees. 7. 3. 5 Employee blogs for recruiting It is easy to find a person with right skills as there is enough talent in the market. But choosing the best fit is a challenge as there is high competition. Along with the skills, person needs to be smart, should have good ownership skills and should stand out in the crowd. Such people are enthusiastic and participate in most of the activities online and offline. Companies look for their visibility apart from the regular activities.

Such identity through blogs or online visibility will definitely attracts the hiring manager. 7. 3. 6 Mobile-phone recruiting It’s another latest trend which helps to reach the crowd quickly. There are lots of new features available for mobile communication such as text messaging, video message etc. 7. 3. 7 Social Gathering Participation in different external conferences and competitions to identify the similar talent available in the market. Sharing the business cards for future references. 7. 3. 8 Outsourcing

Outsourcing Recruitment is the human resource (HR) processes is the latest practice being followed by middle and large sized organizations. It is being witnessed across all the industries. In India, the HR processes are being outsourced from nearly a decade now. Outsourcing industry is growing at a high rate. Human Resource Outsourcing refers to the process in which an organization uses the expert services of a third party (generally professional consultants) to take care of its HR functions while HR management can focus on the strategic dimension of their function.

The functions that are typically outsourced are the functions that need expertise, relevant experience, knowledge and best methods and practices. This has given rise to outsourcing the various HR functions of an organization. Many organizations have started outsourcing its recruitment process i. e. transferring all or some part of its recruitment process to an external consultant providing the recruitment services. It is commonly known as RPO i. e. recruitment process outsourcing. More and more medium and large sized organizations are outsourcing their recruitment process right from the entry level jobs to the C-level jobs. . 4 International Recruitment Trends * The increasing globalization of the marketplace combined with an ever expanding shortage of skilled staff and advances in technology have resulted in large scale changes to recruitment practices throughout the world. * It is apparent that the most significant changes to recruitment involve the development of professional employment organizations (P. E. O. ‘s), the use of e-mail and the Internet for sourcing jobs and candidates and the continuing trend towards contractors and temporary staff. * P. E. O. s have emerged to manage multiple employee groups for companies outsourcing the human resource function. All employees from unskilled positions through to the CEO can, and are, outsourced. * Recruitment agencies are moving towards sourcing candidates through Internet job boards enabling recruitment activity to occur in real time. The ability to recruit internationally has been a huge development and boon for organizations using these services. * In Asia, the concept of ? a job for life is rapidly becoming a vague memory as large scale retrenchment occurs and unemployment figures rise.

The growth in temporary and contract positions is a continuing trend and one that is already emerging as a significant growth area in Australia. However, in Australia this growth has also brought with it unparalleled growth in the number of temporary hire firms, many of which lack the professionalism and skills required. * Information technology is a major growth area and positions will continue to emerge globally for skilled and qualified personnel. | 7. 5 Future of RecruitmentRecruiting the best employees’ looks set to get a lot tougher in the near future.

There is already a severe shortage of skilled workers in many sectors of the economy and unfortunately, the national ‘talent-shortage’ is set to grow steadily worse. However, employers of all sizes are finding that they are saving huge amounts of money on newspaper recruitment costs by recruiting staff through jobs boards instead. With traditional recruitment advertising methods declining there is a rise in cheaper online alternatives with now more than 1,200 jobs boards in the UK to choose from. There are a growing number of niche jobs boards too that concentrate a large number of the skilled people recruiters are looking for.

High quality jobs boards add job adverts extremely quickly so the jobseekers know they have access to the latest vacancies. Looking ahead, one fundamental change that could hit jobs boards is if online recruitment advertising moves to a ‘pay-per-click’ model. This is where the recruiter would pay only when a jobseeker clicks on their advert on a jobs board. This could even evolve into a pay-per-appointment model with the recruiter paying only when a person is actually appointed from the jobs board. If organizations are used to paying for other online advertising this way, they ay begin to question why jobs boards insist on sticking to the old revenue model. Other changes will be recruiters exploiting the social networking phenomena. Employers can, and increasingly will, target prospective employees either directly or indirectly through sites such as Ecademy, LinkedIn, MySpace, Facebook and the like. They may even begin to advertise their vacancies on blogs that also advertise jobs to their niche readerships. Unsurprisingly, these sites are sometimes referred to as ‘blogs with jobs’.

Recruiters will also use more online ‘word-of-mouth’ (WOM) marketing programmes to attract candidates. This might mean producing an employer video that shows what it’s like to work within the organization. Make it amusing or entertaining enough and your potential candidates might see it as it is passed around via email, Instant Messenger and on YouTube and elsewhere. There are other WOM schemes that reward staff if they recommend a candidate who is then appointed into a job. This sort of thing has always happened of course.

But there are now a number of websites that help organizations tap into the social networks of their current workforce in order to attract their future workforce. Current technology already allows recruiting organizations to create their own ‘talent-pools’. This is when an employer stays in touch with future employees by maintaining email distribution lists. These lists contain people who have provided their details so that they can be kept informed of job opportunities. To attract the best, businesses will need to enhance their online marketing skills.

They will have to become more savvy users of jobs boards, blogs, social networking sites, RSS feeds and email in order to reach the growing number of online jobseekers. 8. Conclusions and Findings1) Recruitments is not just taking the job descriptions by the managers and posting them on a job portal, one needs to also understand the importance of that particular job posting to find the best fit candidates, this involves taking interest in the work that would be taken up by the new recruit to make the potential candidates better known to the job nitty-gritty’s. ) Every organization today wishes to cut costs extensively owing to the recession in the global economy while also managing to hire the best talent available in the market. Automation of recruitments i. e. , introducing a technical aspect to recruitments can save a lot of time of the human resource department while also cutting costs drastically. 3) HR may not directly contribute to the top ine or bottom line of the organization, but by cutting the costs incurred in recruitments directly, HR does help in saving a lot of money for the organization as recruitment is an extremely important aspect for any organization, 4) Employee referral is believed to be a very good source for finding potential candidates with the help of already existing employees, however, it has been observed that not many recruiters use Employee referral as it increases the cost per hire, because the employee who has referred that candidate has to be given some monetary reward for the same. . Suggestions and Recommendations1) An internal database to be maintained which can save all the resumes that have been saved in it for further usage by the recruiters. These resumes are to be saved in a very user friendly format, where in there are different tabs for saving the first name, last name, years of experience, current job position, current company, etc. For every resume there should be tabs which are accessible for the recruiters if that particular candidate is in process of recruitment for any position in the organization.

Active and inactive tags are given to candidates; active implying that he/she is already under scrutiny and should not be contacted by any other recruiter, which would result in loss of productive time. 2) An internal search engine for finding potential candidates out of database. 3) Infogist Platinum Recruiter (third party software) searches hundreds of the best online resume sources and is optimized to retrieve the highest quality resumes with a robust set of search criteria.

This product automatically makes the Boolean search string for every search engine internally and fetches resumes from them. These resumes are then saved on the local machine for further usage. 4) Employee Referrals should be utilized more as these are the candidates given by our already existing employees. To reduce the cost per hire from the employee referral the incentive can be changed from cash to cash in kind. 5) A way should be found out to do away with the duplicate resumes floating all over the Internet, because these resumes end up in duplication of effort and eat up space in the database.

We can track the duplicates by sorting them according to the e-mail addresses or the contact numbers given in the resumes. (A few duplicates may still exist due to multiple e-mail addresses and contact numbers) 6) AJAX (Asynchronous JavaScript and XML) can be used in a few portals to reduce the overall time taken in changing the candidate requirements, as AJAX helps in refreshing only the updated part of the page and not the entire page, resulting in large time saving. ) The person searching for candidates must compulsorily understand the job description of a particular opening, as having the basic understanding would help in getting the right candidates. 8) Automation should be a continuous process with every application as this saves a lot of time and money which are of utmost importance in this recessionary scenario. | 10. References/Bibliography Text Books Human Resource Management by K Ashwathappa Websites www. CiteHR. com www. gtirecruitment. com www. jobseekersadvice. com www. persistent. co. in www. naukrihub. com

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