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0 COMPANY PROFILE

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1.1 INTRODUCTION OF ANALYSYS MASON


BDA Advisory Services
BDA is an advisory firm serving companies seeking to participate or invest in the most dynamic growth sectors in China and its neighbors. Their team of Beijing-based professionals have an unparalleled track record of helping clients formulate profitable investment strategies.

BDA INDIA
Based in New Delhi, the BDA India team consists of 16 professionals with significant experience in strategy consulting in telecoms and technology. The team has been working closely with international carriers, original equipment manufacturers (OEMs), and value-added service (VAS) companies on market entry and growth strategy, and has been instrumental in advising public organisations such as the Federation of Indian Chambers of Commerce and Industry (FICCI) and Confederation of Indian Industry (CII). BDA China Ltd established BDA India in 2006. The transaction does not involve any operations in China, where BDA will continue to grow its team of 50 in Beijing, serving markets in Greater China, North East and South East Asia. BDA was founded in 1994 in Beijing to serve participants and investors in China's telecommunications, media and technology (TMT) sectors. Fuelled by the tremendous growth in that sector, BDA assembled an unparalleled team of professionals and analytical capabilities focused on China's TMT sector. With the explosion of private-equity firms seeking investment opportunities in China, BDA has since 2002 developed an additional execution capability to assist investors in other high growth areas of the Chinese economy, including education, renewable energy, and retail amongst others. 00000000000000

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Our clients rely on us to provide solid advice that is based on rigorous research and thorough due diligence. With a team of over 50 in Beijing, BDA maintains close contact with a wide network of Chinese and international industry leaders, government officials in China as well as representatives of foreign embassies, academics, journalists and multilateral

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In combination with BDA's proprietary industry databases, this network gives us unparalleled insights into the dynamics of China's evolving business environment.

Strategy Consulting
Best known for our expertise in telecommunications, media and technology, BDA has in recent years broadened its scope to assist investors in other high-growth sectors in Asia. BDA thrives in markets which are fast growing, yet complex. They deliver insightful analysis to help companies develop a keen understanding of their target market and industry. They identify opportunities for investment or partnership and formulate effective strategies for success. Leading corporations turn to BDA to plan their entry to a market, analyze their competitors, position their offering and select the best partners to reach their target customers. With a track record of over 12 years in Asia, BDA specializes in dealing with markets that are experiencing high growth, but also pose challenges such as a lack of transparency, complex regulations or intense competition. The first step in any consulting assignment that BDA undertakes is to listen carefully to our client. Once we have understood clearly your specific objectives and challenges we will structure a project and dedicate a team of professionals to suit.

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Leading corporations turn to BDA to plan their entry to a market, analyze their competitors, position their offering and select the best partners to reach their target customers. Their deliverables vary depending on the nature of clients' needs, but can include detailed market analysis, competitor profiles, growth projections including operating and financial models, and scenario planning based on various regulatory or competitive variables. Whatever the nature of our work, BDA is committed to thorough research and practical, common-sense advice. BDA offers a range of advisory services, including market entry and partner selection. Market Entry :000000000000000000000000000000000000000000000000000000000000000000 BDA advises clients entering new markets or introducing new offerings to markets already served.

BDA assesses the feasibility of entering a market by analyzing competitive and regulatory factors and evaluating the commercial potential of a market. If a market is attractive, BDA can provide practical advice on how best to price, market and distribute your offering.

For clients already present in Asia seeking to bring new offerings to market, BDA coordinates the resources of our in-house research analysts or commissions third-party market research as appropriate to develop a comprehensive go-to- market strategy. Partner Selection :000oooooo000000000000000000000000000000000000000000000000 When regulations or commercial expediency call for a partner, BDA draws on their extensive experience in due diligence and partnership structuring to help their client screen, identify and secure the optimal partner.

After short-listing and profiling qualified prospects, BDA conducts a due diligence

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review. Their team of in-country experts are able to assess thoroughly a prospect's financial performance and business plans.

We cross check information by interviewing target company executives, suppliers, customers and competitors.

BDA typically works to complement advice provided by legal counsel and auditors, and where appropriate can recommend firms to assist with legal review and forensic accounting.

Investment Advisory
Attracted by sustained, high growth in the region, a shift in global capital allocation is seeing unprecedented amounts of capital inflows to, and within, Asia. China's booming economy over the past three decades has been fueled primarily by the vibrancy of its private sector. With its high foreign currency reserves and rapid economic growth, China is also becoming increasingly active outside its borders, moving beyond exports into M&A and direct investment. While the opportunities are manifest and growth rates are high, a lack of transparency and emerging standards of corporate governance present challenges in China. With their teams of in-country professionals working to international best practices, BDA meets the need for well grounded investment due diligence and strategic planning. Given inadequate or unreliable market data, there is no substitute to conducting a thorough investigation of a target market, assessing barriers to entry, competitive risks and verifying growth rates and prospects.

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BDA has advised leading institutional investors be they private equity firms, venture capitalists or public equity hedge funds - on individual investments in China and in neighboring markets in North East and South East Asia. BDA's expertise encompasses the following six key verticals:

Telecom & Technology New Media & E-Commerce Education Retail Environment / Green Tech Healthcare

BDA assists institutional investor clients with a range of services, including deal sourcing, company and sector due diligence, valuation, financial modeling and M&A support. For projects involving listed companies, BDA is able to provide on-going tracking and customized, company-specific equity research.

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1.2 Analysys Mason Acquires Telecoms And Technology Consultancy BDA India

India has the fastest growing mobile subscriber base in the world, and is on the verge of further growth with the launch of 3G and broadband wireless access (BWA) services that will result from the spectrum auctions currently under way. The BDA India team are acknowledged experts in the fields of VAS, wireless infrastructure and broadband, and will significantly enhance Analysys Masons capability to offer services in these areas across Asia. This acquisition helps to further complete Analysys Masons footprint across Asia. Analysys Masons Managing Director, Bram Moerman, described the acquisition of BDA India as an important step in the companys ongoing strategy to strengthen its leading position as strategic and operational adviser to the telecoms, digital media and technology industry. BDA India will bring to Analysys Mason a strong, experienced team of consultants that will be integrated into the company, thereby increasing the depth of service Analysys Mason delivers to its global client base of leading operators, financial institutions and other industry players, who also have a significant presence in India. In addition, this acquisition will bring Analysys Masons expertise on issues, such as realising the potential of broadband to India, at this critical point in the markets development, said Moerman. The experience and expertise of BDA India will enable us to better serve clients in the region and continue to meet the growing demand by leading industry players across Asia and the Middle East for strategy consulting. The acquisition will undoubtedly bring further insight and scale to Analysys Masons global operations.

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Kunal Bajaj, Managing Director of BDA India, will take on the role of Director, India at Analysys Mason. Commenting on the acquisition, Bajaj said:This is an exciting development and we look

forward to embracing the opportunities arising from being part of a global company that is respected worldwide for its ability to meet the challenges put forward by clients across the telecoms, IT and media landscapes. Our team in India will benefit tremendously from being integrated into the larger Analysys Mason family and deliver the benefits of a broader and longer experience base to our existing clients.

ANALYSYS MASON
Analysys Mason is a trusted adviser on telecoms, technology and media. They work with their clients, including operators, regulators and end users, to:

design winning strategies that deliver measurable results make informed decisions based on market intelligence and analytical rigour develop innovative propositions to gain competitive advantage implement operational solutions to improve business efficiency. With 250 staff in 12 offices, they are respected worldwide for their exceptional quality of work, independence and flexibility in responding to client needs. For nearly 25 years, they have been helping clients in more than 100 countries to maximise their opportunities.

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Values and vision


There strategic thinking is based around there core and differentiated cultural foundations.

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Services
Analysys Mason offers consulting services worldwide to clients in Telecommunications, IT and Media. Their strategy advice and operations support delivers significant and sustainable benefits across the full business development cycle. We work with clients on some of their toughest problems, taking them from concept phase, through implementation to review of operational performance.

Strategy consulting

Strategy development and business planning Market strategy Technical strategy Regulation and policy development Economic modelling and cost analysis Due diligence and financial transaction support Spectrum management Information security and assurance

Implementation

Wireless network roll-out Procurement support Project and programme management Contact Centres and Control Rooms Operations change management OSS/BSS implementation

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Planning

Market planning Wireless network planning and spectrum engineering Telco IT Wholesale services development Procurement and outsourcing Operational structure design Contact Centres and Control Rooms ICT technical capability Enterprise client service delivery Business continuity planning and disaster recovery

Sectors Covered
Our advice is valued by organisations worldwide across all sectors of the industry.

Our expertise is sector focused. It is the breadth and depth of our experience in telecoms, IT and media that sets Analysys Mason apart.

Energy
Analysys Mason provides strategy advice and market intelligence to leading energy players and regulatory authorities.

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They excel at solving the toughest problems facing their clients in all areas of their business: commercial, financial, regulatory and technological. Energy market analysis Gain market share and improve profitability during a fast market transformation Green IT and energy efficiency Decrease the energy consumption of IT and telecoms equipment and reduce your carbon footprint Energy marketing strategy Optimise your marketing positioning during a transformational period and increase profitability Energy regulatory support Understand the way markets will evolve and how regulatory rules will impact your business. Clean technology investment and impact assessment Understand how IT and telecoms systems can help reduce your energy bills and carbon emissions Energy technology assessment Choose the best technologies to answer customer demands and optimise network efficiency Energy financial analysis Base your operational and financial strategy on robust quantitative modelling

Enterprises
They focus on helping finance, utility and retail organisations maximise returns from networked IT investment.

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Analysys Mason focuses on the specific needs of private enterprises, generating major benefits to their clients across the globe. Their portfolio of telecoms and networked-IT consulting services is specifically designed to reflect the demanding requirements of leading finance, utility and retail organisations. The range of services they offer spans the entire customer lifecycle, from technical strategy and procurement, through to execution of the network implementation, and on to operational review. They deliver benefits to clients regardless of whether their ICT organisational support is based on an in-house or outsourced model. By not engaging in any type of systems sales, Analysys Mason is fully committed to providing clients with independent, expert and impartial advice that supports business objectives, and drives best value from their technology investments. Banks and insurance Retail Utilities

Financial institutions
Analysys Mason has an extensive track record in telecoms finance, undertaking due diligence and business planning in support of:

Debt and M&A transactions licensing processes on behalf of supporting and acquiring parties, as well as awarding parties

Privatisations, supporting both governments and acquiring parties. Below we highlight some of the major transactions they have been involved in as well as a selection of financial institutions that make use of their services.

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Fixed operators
Analysys Mason is one of the world's leading advisors to fixed-network operators, helping leading players address some of the key challenges facing their organisations today. For over 20 years, they have worked in partnership with fixed-network operators around the world, helping them define new business strategies, optimise their service portfolio and strengthen their position in the market. They have advised incumbents, new entrant and alternative operators, and cable operators, based on a deep understanding of the dynamics of the fixed sector, their rigorous analytical approach, and an international perspective derived from their global client base. Fixed operators: the challenge Next-generation networks Regulation Licensing

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IPTV and rich media Transaction support Digital Britain

Media players
They maximize media opportunities and help to build bridges between media and telecoms markets. Analysys Mason is one of the worlds leading specialists in the media and entertainment markets. They have extensive experience of working with major players throughout the value chain, as well as with policymakers, regulators, investors and financial institutions worldwide. They understand the complexity of the media sector from all perspectives, and our cutting-edge work demonstrates our understanding of the changing media market and its implications. Analysys Mason has an in-depth understanding of regulatory environments and they are a leading provider of commercial and technical due diligence to financial clients. They have an indepth understanding of both developed and developing markets. They work with rights owners, content players, distributors, vendors, regulators and investors to help maximise media opportunities and bridge the divide between media and telecoms markets. Rights owners Content aggregators Content distributors Governments, agencies and regulators Articles on media Content originators Retail platform providers

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Mobile operators
They have an unrivalled track record of partnering with mobile operators to deliver significant value to their businesses. Analysys Mason works with the boards of leading players in the industry on key strategic and operational problems to help set appropriate direction for their businesses. They help organisations build the case for establishing new business ventures, support organisational change processes, and help guide service development. Their proposition development team supports organisations developing mobile services to assess market conditions, and establish go-to-market approaches. They help organisations identify optimal market-entry models, segmentation strategies and partnership models. Fixed-mobile convergence Mobile service pricing Mobile virtual network operators Mobile operations Mobile media Mobile due diligence Mobile regulation Mobile broadband

Public sector
They provide independent ICT consultancy, procurement, and project management and assurance services, spanning the full lifecycle of any programme. Analysys Mason has a track record of successfully delivering to the Public Sector, including the

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Emergency Services, at both national and local/regional levels over the last 10 years. Analysys Mason has delivered some 380 consultancy assignments within the telecommunications field across multiple countries. They have a strong understanding of the specific workings and environment of the Public Sector. Their team comprises pragmatic consultants who will work with client teams with the

primary goal of adding value to the overall achievement of business objectives. Many of their consultants are accredited to PRINCE2 and have ITIL qualifications and experience. They also have specialist Information Security experts, a number of whom hold CLAS accreditation. The services offered by Analysys Mason are tailored to the specific needs of the Public Sector, and include:

ICT Strategy and Business Planning ICT Audit/ Benchmarking Strategic Sourcing (for, and on behalf of, clients) Network design Procurement services Implementation management Surveys and optimisation More information about our service offerings and specific areas within the Public Sector where we have delivered landmark projects can be found in the following sections: Government Transport Emergency services Transformational government

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1.2 INTRODUCTION OF TOPIC

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1.2.1 RECRUITMENT PROCESS

Theoretical Concepts
Before an organization can fill a job vacancy, it must find people who not only are qualified for the position but also who want a job. Recruitment refers to organizational activities that influence the number and type of applicants who apply for a job and whether the applicants accept the jobs if offered. Thus recruitment is directly to both human resource planning and selection

Although it can be quite expensive, organizations have not always viewed recruitment as systematically as other HR functions such as selection. During the coming years, however the importance of recruitment will increase for many organizations for at least two reasons:

A majority of companies think that they will face shortage of employees who posses the necessary skills for the jobs. The downsizing and cost saving measures undertaken by many companies in recent years have left recruitment budgets much smaller than before.

Thus recruiters will have to become acquainted with new and more cost-effective ways of attracting qualified applicants.

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1.2.2 DIAGNOSTIC MODEL


External Environmental Influences Govt. Regulations & Laws The Union Economic Conditions: Domestic & International Composition of labor force Location of the organization Internal Environmental Influences Strategy Goals Organizational structure Nature of the Risk Work group Leaders Style & experience

HUMAN RESOURCE PROCESSES


Acquiring Human Resources HR Planning Job Analysis & Design Recruitment & Selection Rewarding Human Resources Performance Evaluation Compensation Benefits & Services Developing Human Resources Orientation & Training Development Career Planning Protection and Evaluation Safety, Health & Wellness Evaluation

DESIRABLE END RESULTS

Socially responsible Ethical Practices

Competitive, High Quality products

Competitive, High Quality services

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Diagnostic approach
Various factors in the environment affect the recruitment process. The recruitment process begins with an attempt to find employees with the abilities and attitude desired by the organization and to match them with the tasks to be performed. Whether potential employee will respond to the recruiting efforts will depend on the attitudes they have developed towards those tasks and the organization on the basis of their past special and working experiences. Their perception of the task will also be affected by the work climate in the organization. How difficult the recruiting job is depends on a number of factors: external influences such as government and union restrictions and the labor market, plus the employers requirements and candidates preferences.

External Influences Govt. & Union restrictions


Government regulations prohibiting discrimination in employment and hiring have a direct impact on recruiting practices. Although there is no guaranteed way to avoid legal entanglements associated with recruiting, some basic principles of sound recruiting practices can be followed.

Post notices regarding the availability of a job. Publish a list of qualifications necessary to fill the job. Distinguish between essential qualifications and desirable ones. Use recruiting sources that will reach the greatest number of potential applications in the job market. Be wary of establishing qualifications that might directly or indirectly exclude members of protected groups. Be sure the job qualifications are applied to every applicant in a consistent manner.

Composition of Labor & location of Organization


As the number of legal requirements has increased, it has become more important for an organization to analyze the composition of workforce. Such analysis is done to determine

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whether the firms employment practices are discriminatory. The location of the organization and the relevant market will play a major role in the composition of the work force. Therefore, government and union restrictions labor market conditions, the make up of the work force and the location of the organizations are external forces that affect each other. None of these forces are necessarily more important than any other force. Each of them must be considered in developing a sound recruitment plan that results in an effectively functioning organization.

Interactions of the Recruit & Organization


The Nature of the organization and the goals of the manager are highlighted in the above diagram, as is the nature of the task. The techniques used and the sources of recruits vary with the job. As afar as the applicants are concerned, their abilities and past work experience affect how they go about seeking a job.

Organizations New View or recruiting


Several aspects affect recruiting from organizations viewpoint: the recruiting requirements set, organization policies and procedures, and the organizational Image.

Recruiting requirements
The recruiting process necessarily begins with a detailed job description and job specification. Without these, it is impossible for recruiters to determine how well any particular applicants fits the job. It should be made clear to the recruiter, which requirements are absolutely essential and which ones are merely desirable. This can help the organization avoid having unrealistic expectations of potential employees: an employer might expect applicants who stand first in their class, are president of all extra curricular activities, have worked their way through school, have 10 years of experience and are willing to work for long hours.

Contrasted with this unrealistic approach, the effective organization examines the specifications

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that are absolutely necessary for the job. Then it uses these as its beginning expectations for recruits.Finding applicants who process the needed skills for a job is the science of recruiting. Beyond determining whether an applicant has the skills needed for the job, recruitment in the coming years will also have to determine whether the applicant will function well within the culture and value system of the organization. Interview performances in terms of interpersonal styles are on of the most critical factors used by recruiters to evaluate prospective job candidates.

ORGANIZATION POLICIES AND PRACTICES


In Some organizations, HRM Policies and practices affect recruiting and who is recruited. One of the most significant of these is promotion from within. This policy means that organizations recruit from outside the organization only at the initial hiring level. They feel this is fair to present loyal employees favor this approach. Some employers also feel this practice helps protect trade secrets.

ORGANIZATIONAL IMAGE
The image of the employer generally held by the public can also affect the recruitment. All else being equal it is easier for the organization with a positive corporate image to attract and retain employees than an organization with a negative image. The good or bad, well-known or unknown images of these organizations will affect how they are viewed by the job recruits. The organizations image is complex, but it is probably based on what the organization does not whether it is more likely it is to have a well good place of work. The larger the organization, the more likely it is to have a well developed image. A firm that produces or service the potential employee knows about or uses is also more likely to have an image for the applicant. The organizations image is also affected by its industry. These images change. Job applicants can seldom have interviews with all the organizations that have job openings of interest to them. Because there are time and energy limits to the job search, they do some preliminary screening. One of these screens is the image the applicants have of the organization, which can attract or repel them.

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In sum, the ideal job specifications preferred by an organization may have to be adjusted to meet the realities of the labor market, government or union restrictions, the limitations of its policies and practices and its image. If an adequate number of quality people apply, the organization may have to adjust the job to fit the best applicant or increase its recruiting efforts.

POTENTIAL EMPLOYEES VIEW OF RECURINT


The applicants have abilities, attitudes and preferences based on past work experiences and influences by parents, teachers and others. These factors affect recruits in two ways: how they set their job preferences and how they go about seeking a job.

PREFERENCE OF RECRUITES FOR ORGANISATIONS & JOBS.


Recruits have a set of preferences for a job. The recruit also faces the limitation of labour market, government and union restrictions and the limits organizational policies and practices. The recruit must anticipate the compromises just as the organization does. What factors affect the organization decision? A more educated set knows the labor market better, have higher expectations of work and find organizations that pay more and provide and more stable employment.

JOB SEARCH & FINDINGS A JOB.


It is not always enough to be simply in the right place at the right time. The effective job searcher creates opportunities in a systematic way. Effective job search involves several steps including self-assessment, information gathering and networking, targeting specific jobs and successful presentation. The job search process begins with self assessment. The purpose of self assessment is for job searchers to recognize their career goals, their strengths and weaknesses, interests values and preferred life styles. This information is later used in the search process to help the applicant assess whether there is a fit with a particular job offer. The assessment is similar to what organizational recruiters will be doing, only from the perspective of the applicant. Information

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gathering and networking are methods for gathering lists pf potential employers and jobs, information sources include newspapers, trade publications, college recruitment offices and organizational insiders.

1.3 METHODS OF RECRUITING.


Most job openings are filled with people from within the organization and entry-level positions are the most likely to be filled by external sources. Methods for internal recruiting include job posting, skill inventories, job bidding and referrals. Methods of external recruiting include school and college recruiting, advertising and using employment agencies and executive research firms and the internet.

INTERNAL VERSUS EXTERNAL RECRUITING METHODS.


Internal recruiting methods include posting position openings, distributing memos within the organization and searching organizational databases for a match between the skills required to perform the job and the skills held by the current employees. This method of recruiting looks to internal sources to fill positions and encourages promotions from within. External recruiting methods include advertising position. Whether managers choose internal or external-recruiting methods depends on the degree to which organizations strategy encourages promotions and transfers from within the organization. Recruiting from within can lead to job satisfaction and motivation if employees see new career opportunities available. In addition filling positions with existing employees ensures to large extent that these employees are socialized as to the organizations culture and personality. However, problems can arise if the internal promotions system is not viewed as fair.

The best way to avoid negative backlash when hiring or promoting from within is to install fair practices and procedures. If steps are taken to ensure a fair internal promotional process, most people will accept their loss and remain productive and useful organizational citizen. External

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recruiting method helps bring new ideas and approaches to the organization. The project and expenses are frequently reimbursed. Outsourcing services.

An independent company with expertise area will contract with a firm to take full responsibility for that specific function in the organization.

EVALUATING THE RECRUITING METHODS.


Given the importance or recruiting to the organization the method used in recruiting should be evaluated periodically. One of the most important reasons to evaluate recruiting method is to determine the cost versus benefits of various methods. When recruiting method do not attract enough applicants many organizations respond by raising the salaries. Although some job applicants may be enticed by money, they may not be a cost-effective method of recruiting. Further employees are brought in at a similar or even higher salary.Recruiting costs include factors such as the cost of advertising, the salaries and travel expenses of recruiters, travel expenses of potential job applicants are recruiting agencies. At a minimum, organization should compare the length of time applicants from each recruiting source stay with the organization with the cost of hiring from a particular source. The effectiveness of recruiting method varies among organizations and even jobs within the same organization.

INTERNAL RECRUTING METHODS

JOB POSTING.
Many positions can be filled as a result of posting the job opening on the bulletin boards, announcing the opening in a company news letter of posting announcement on the companies interne. A job posting procedure enables employees to strive for a better position within the company. Notices of important openings should include all important information about the job. Some firms have turned to computers to make their job posting more fruitful. All employees who

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wish to participate complete questionnaires about themselves, which include items concerning relocation willingness and preferences as well as training and educational backgrounds. A few skills are selected out of the total that best represent their functional skills. When a position needs to be filled the requirements is matched and candidates selected. Although posting jobs can be an efficient method of recruiting, numbers of problems have been associated. Example it can lead to personal bias and still competition.

SKILLS INVENTORY
Another recruiting method is the use of skill inventories. Essentially a skills inventory includes a list of employee names, their education, training, present position, work experience, relevant job skills and abilities and other qualifications. The organization can search through the company skill inventory to identify potential candidates for the position opening.

JOB BIDDING
These procedures typically specify that all jobs covered by the agreement must be fitted by qualified applicants from within the bargaining unit. Those interested in the vacancy bid for the job by applying if they are qualified. The individual fills the position with the highest seniority from among the qualified applicant. In some cases applicants take competitive examinations. However, only current employees are eligible. Using a job bidding system is normally very. However it can present some difficulties.

Some firms have turned to computers to make their job posting more fruitful. All employees who wish to participate complete questionnaires about themselves, which include items concerning relocation willingness and preferences as well as training and educational backgrounds. A few skills are selected out of the total that best represent their functional skills. When a position needs to be filled the requirements is matched and candidates selected.

Although positing jobs can be an efficient method of recruiting, numbers of problems have been

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associated. Example it can lead to personal bias and stiff competition.

REFERRAL
An excellent source of information is current employees who may know someone who would be qualified and interested in the open position. To entice employees to make job referrals, some companies offer a referral bonus. People associate with people like themselves, if the employee fits the organization, chances are his or her referrals will be good. Employees, whose referrals are hired, are often willing to serve as a mentor to ensure their referrals succeed in the company.

EXTERNAL RECRUITING METHOD SCHOOL & COLLEGE RECRUITING.


Recruiting at high school or vocational schools is after a strategic approach adopted by

organizations with positions openings at the entry level or internal training programs. Recruiting at the college level serves as a major technical skills. The gap that exists between the skills that organizations will need over the next several years and those currently possessed by potential employees is growing. The number of jobs requiring a college degree is on the increase. Unfortunately for the organization it is a very time consuming and expensive exercise. But pressures from the external environment will continue to force organizations to be highly visible and active in this kind of recruiting. In college recruiting the organization sends an employee usually called a recruiter, to a campus interview candidates and describes the organization too them Coinciding with the visit, brochures and other literate about the organization are often distributed. The organization also runs ads to attract the candidates. In the typical procedure, those seeking employment registers at the college placement service. This placement service is a labor market exchange providing opportunities for students and employers to meet and discuss potential hiring. Preliminary interview with employers is done. sources for acquiring managerial, professional and

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Students are given detailed influence about the job and the profile. Salaries are negotiated. The expenses are borne by the organization. Many of the change are designed to reduce overall recruiting costs while maintaining a strong applicants flow into the organization. The trend seems to be for an organization to develop a stronger, ongoing relationship with a relatively select number of schools.

ADVERTISING
Advertising job openings in newspapers, magazines, newsletters and other media sources is relatively in experience recruiting mechanism. Advertising is useful for Filling open position quickly. Advertising usually does not target a specific audience. Specified defined advertisements will attract qualified applicants, dissuade unqualified ones from applying and make the recruitment process more efficient.

PRIVATE EMPLOYMENT AGENCIES


Private employment agencies vary considerably, in size and effectiveness as good sources of employee and must be chosen carefully by employers and job seeking a like. A preliminary interview is conducted for the applicants. Unfortunately some agencies are more concerned with placing employees quickly than in effecting a good match between the employee and the organization. The discrepancy can be reduced if the HR managers given detailed and specific requirement.

INTERNET
One of the fastest growing recruitment method is the internet and the @ naukri.com. Companies who do use the internet as a recruiting source appear to be happy with the process and the results. It allows access to broader set of people and hence broader set of expertise and skills. It is also faster and convenient. However, it may not be accessible to all.

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1.4 UTILIZING RECRUITING RESOURCES.


Companies frequently use a variety of internal and external recruiting strategies to locate and hire their workers. Although one technique may work well for some organizations. The same technique may prove ineffective for others. Some technique may mesh well with the organizations competitive strategy, but other do not. By integrating both internal & external recruiting techniques, a company can develop an overall recruiting plan that is specifically tailored to support its overall strategy and result in selection of highly qualified applicants. Exactly how many recruits are needed can be determined from past recruitment efforts. Specifically a yield ratio can be developed for each position to be filled. A yield ratio is the number of candidates who pass a particular recruitment hurdle divided by the number who attempted the hurdle. It is important to keep in mind that the plan should support the companies overall strategic approach.

1.5 RE-RECRUITMENT STRATEGIES


Re-recruitment strategy is a series of steps a company can take and retain key employees. Rerecruitment strategies are a good idea, but essential in turbulent times such as after downsizing or major organizational restricting. Key employees are defined as employees whose loss would have the most detrimental effect on the organization. Once the key employers have been located, the next step is to determine what can be done top motivate them to remain with the organization. A flexible work arrangement will mean something different to every employee, so it is important to dearly delineate what key employees want and need with respect to flexibility. Flexibility can also be offered by introducing compressed work weeks, flexible starting times and completion time where workers can leave work for an hour or two to deal with family matters. An increase in the compensation can also help retain a key employee. Retention bonuses Have also been used successfully as a means of

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getting technical staffers. Without a salary adjustment key employees may be stolen away by competitors,

1.6 CAREER DEVELOPMENT OPPORTUNITIES


College graduates entering work force for the first time are clear about their expectations and are less willing to adapt their values and work styles to accommodate to their employers.

The following Factors entice first careerist to stay with the job and the company:

Immediate involvement in the essential work of the firm The ability to apply newly learned knowledge and skills. The opportunity to understand the big picture of the firm Rapid caterer development The opportunity to learn new skills

Companies are responding to these needs by offering a variety of programmes for new employees. One factor that should be considered prior to selection is the fit between the individual career objectives and the career path that can be realistically offered by the firm. Career plateauing which refers to the point in a career where future hierarchical movement is unlikely, has become a real problem in organizations today. Downsizing and restricting has severely restricted the potential for vertical movement in many managerial career paths.

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1.7 ALTERNATIVES TO RECRUITMENT


Another strategic business decision can be made is not to recruit. Instead they can rely on alternative staffing options.

COMMON ALTERNATIVE STAFFING OPTIONS


Traditional temporary help A potential employee is recruited, tested, screened and employed by a temporary staffing agency. They assign qualified individuals to work at a clients site, generally to support or supplement the current work force. Long term temporary assignments It is becoming increasing popular for an organization to staff part of its work force with temporary workers on an ongoing basis. These individuals are not considered short-term replacements, but more a part of the regular workforce. Part time employees Workers who work less than 40 hours a week are considered part time employees. They can be organizations pay roll or assigned via temporary agency. Employee leasing A company will transfer some of its employees to a leasing firm. The leasing firm then leases back the workers to perform the same job they did for the client Company. However the leasing firm is now responsible for the cost and work associated with the typical HR Functions such as Payroll, benefits and record keeping. Independent contractors Independent contractors are self-employed individuals who market a specific skill they posses to a variety of companies. A company will hire them for a specific project or contract. Payment is usually based on the time and effort the individuals put forth on.

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1.8 SELECTION PROCESS

PROCESS
Selection is the process of choosing individuals who have the qualifications to perform a particular job well. Organization differs as to the complexity of their selection systems. Some organizations make a strategic decision to fill positions quickly and inexpensively by scanning applications forms and hiring individuals based on this information alone. Other organizations However makes a strategic decision to choose the best person possible by having an elaborate and sometimes costly selection system. These systems may require potential employees to fill out application forms and provide information for background check, take a number of job related tests, and perform well through a series of interviews. Most organizations have more than one selection process.

APPLICATION BLANKS
An application blank is a traditional, widely accepted device for getting information from a prospective applicant, which will enable a management to make a proper selection. The blank provides preliminary information as well as aid in the interview by indicating areas of interest and discussion. It is good means of quickly collecting verifiable (and therefore fairly accurate) basic historical data from the candidate. It also serves as a convenient device for circulating information about the applicant to appropriate members of management and as useful device strong information for, later reference. The information required to be given in the applicants on hand writing is needed to identify him properly to draw tentative influences about the suitability for employment. Many types of applications forms- sometime very long and sometime brief are used. Information is generated from the following items:-

Bibliography Data:
Name, fathers name, date and place of birth, age, sex, nationality, height, weight, identification marks, physical disability.

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Education attainment:
Education Training required in special field and knowledge gain from professional or technical or evening classes or through correspondence course.

Work Experience:
Previous experience, the number of jobs held with the number of employers, including the nature of duties, and responsibility and the duration of the various assignments, salary received, rates and reason for the leaving the present employer.

Salary:
Demanded other benefits expected.

Personal items:
Association, memberships of NCC or NSS, extra circular activities. Sports, hobbies and any other information supporting a candidate suitability for a post. Although weighted applicants blanks have been found to be predictive of future performance, the time and cost of developing and effective are often prohibitive.

TYPES OF SELECTION TESTS


A number of selection tests have been developed to aid the human resources manager in hiring employees. The following section covers mental ability test, work sample tests, trainability tests, personality and interest inventories and honesty tests as selection devices.

MENTAL ABILITY TESTS


Paper and pencil tests have been developed by psychologists and are used by organizations to measure mental ability and aptitude. Ability and aptitude tests examine a variety of tests such as general intelligence, an understanding of spatial relationships, numerical skills, reasoning and comprehension.

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WORK SAMPLES
Also called performance tests, work sample tests measure the ability to do something rather than the ability to know something. These tests may measure motor skills or verbal skills. Work sample tests should test the important aspects of the job. Since job applicants are actually performing a small portion of the job, it is difficult to fake ones ability on these tests. One of the most effective ways to design work sample tests is by using the results of a job analysis, because the results of a job analysis indicate which tasks are most critical and which are required for successful competition of the task. It is easy to determine which activities need to be represented on th tests.

TRAINABILITY TESTS
For jobs in which training is necessary due to The skills level of the job applicants. Changing nature of the job, trainability tests are useful.

Essentially the goal is to determine the trainability of the candidate. In the first step of the process, the trainer demonstrates how to perform a particular task. Then the job applicants are asked to perform the task while the trainer helps to coach him or her through the process several times. Finally the candidate monitors the performance, recording any errors, to determine the overall trainability of the job applicant. But work sample tests and trainability test have shown to have high to moderate success predicting job performance.

PERSONALITY & GENERAL INTEREST INVENTORIES


Personality and general interest inventories are tests that have no correct or incorrect answers. Interest tests are used to measure an individuals work and career orientations. Personality tests focus on identifying traits or typical behaviors of individuals and are used to

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measure a variety of traits including aggression, self-esteem and type A behavior. Although personality and general interest inventories are tests that have no correct or incorrect answers. Interests tests are used to measure an individuals work and career orientations. Personality tests focus on identifying traits or typical behaviors of individuals and are used to measure a variety of traits including aggression, self-esteem and type A behavior. Although personality tests can be costly, they can help human resources managers determine individual characteristics opt obtained from a resume, thus increasing the likelihood of finding a go fit between the job position and the employee. A serious criticism of personality is their tendency to be invasive in that they seek to uncover revealing data about a persons psyche. Companies that use this type of pre employment tests must therefore ensure that the information they seek and the way they use this information are relevant to the job in order to prevent lawsuits by rejected applicants.

INTERVIEW
Most organizations, regardless of size, use interviewing as a selection method. Interestingly, interviews have been criticized for being unreliable sources of information due to perceptual and judgment errors on the part of the interviewer. Example interviewers often form a first impression of the job applicant based on the interview. Another type of perceptual error is called the Halo effect. In this case, one characteristic or behavior of the job applicant overrides all or most other characteristics. Contrast effects have also been found to distort interviewer judgments about job applicants.

Contrast effects occur when the interviewer evaluates a job applicant by comparing this person to previous job applicants. Other perceptual errors can distort an interviewers evaluation include stereotyping, leniency, strictness and central tendency errors.

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Establishing a system for conducting an interview can improve the reliability and validity of interview assessments. Interviews can be classified into three general categories: structured, semi structured and unstructured.

STRUCTURED
When conducting a structured interview, the interviewer asks questions from a prepared list and does not deviate from it except for some follow up questions. During the interview, the interviewer records his or her thoughts and reactions on a standard organizational form. When different interviewer reaches the same or similar conclusion about a given candidate, the interpreter reliability is high. Unfortunately this type of interview is very restricted. Two most common types of structured interviewers are the behavioral description Interview and the situational interview.The behavioral description interview allows you to gather and evaluate information about what candidates have done in the past to predict how they will act in the future. A thorough job analysis of the job is done for which the interview is being developed.And second type of structured interview is the situational interview. In this job experts develop questions that focus on situations that might arise in the actual job. It is conducted with a panel of interviewers, each of whom independently rate the applicants.

SEMI STRUCTURED
Here only the major questions are prepared in advance and are recorded on a standardized form. This type of interview involves some planning on the part of the interviewer but allows for some flexibility regarding exactly what and how questions are asked. Although the inter rater reliability is not so high as with structured interview, the information obtained may be richer and possibly more relevant.

UNSTRUCTURED INTERVIEW
The unstructured interview involves little planning or no planning on the part of the interviewer. Due to lack of planning, the interviews tend to vary greatly between interviewers an also

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between interviewers. Unstructured interviews have low reliability and seldom yield valid and useful information.

MANAGERIAL SELECTION DEVICES.


Selection devices for managers can differ from on-managerial employee selection. Assessment centers were developed to tap these numerous managerial skills by collecting work sample information. An assessment center is not a place but a process. In this process trained professional evaluators, called assessors, observe and record and evaluate how a candidate performs in simulated job situations. Although the validity of assessment center tends to be high, some problems recently have been identified with this selection device.

JOB ANALYSIS
It is a procedure by which pertinent information is obtained about a job i.e. it is a detailed and systematic study of information relating to the operations and responsibilities of a specific job. An authority has defined job analysis as the process of determining by observation and study, and reporting pertinent information relating to the nature of a specific job. It is the determination of the tasks, which comprise the job, and of the skills, knowledge, abilities and responsibilities required of the worker for a successful performance and which differentiate one job from all others.

Job Analysis

Job Specification

Job Description

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Job Specification
It is a standard of personnel and designates the quantities required for an acceptable performance. It is a written reward of the requirement sought for an acceptable performance. It is a written reward of the requirement sought in an individual worker for a given job. In other words it refers to a summary of the personal character required for a job. It is a statement of the minimum acceptable human qualities necessary for the performance of a job.

Job Description
It is a written record of the duties, responsibilities and requirements of a particular job. It is concerned with the job itself and not with the work. It is statement describing the job is such terms as its title, location, duties, working conditions and hazards. In other words, it tells us what is to be done and how it is to be done and why. It is a standard of functions in that it defines the appropriate and authorized content of a job.

Job Specification in Analysys Mason India


Research analysts are appointed in the Analysys mason. Analysys mason pay the salary for the Analyst for Rs. - p.m. Most probably the Analysys Mason appoints the research analysts and the duties are to be defined.

Qualification

Salary

Experience

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Promotions
Promotions is a term which covers a change and calls for greater responsibility and usually involves higher pay, better terms and conditions of service and therefore, a higher status or rank. Promotions are that the part of the recruitment process because promotions are the part of internal sources.

Procedure of Promotion in the Indo Asian Fuse gear Ltd.


1. To furnish an effective incentive for imitative, enterprise and ambition. To conserved proved skill, training and ability. 2. 3. 4. To reduce discontent and unrest. To attract suitable and competent workers. To suggest logical training for advanced.

Sources of recruitment in Analysys Mason:

1. Company own trainee who have satisfactory completed their training. 2. By transfer from other undertaking. 3. Mostly through placement agencies.

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2.0 REVIEW OF EXISTING LITERATURE


A survey of recruitment and selection practices in Egypt aims are to ascertain whether there is evidence of Egyptian organizations using recruitment and selection practices which are context specific and whether different practices are used for different job types; whether responsibility for recruitment and selection is shared between HRM specialists and line management; and whether there is evidence of increasing devolution of this responsibility to line managers. There is evidence of substantial sharing of this responsibility with line management through consultation and of an increased devolution of responsibility to line management (Mike Leat, 2008). It provides an account of an audit on the recruitment and selection systems and procedures in place within a printing company based in the West Midlands (England). A human resource audit (HRA) of generic benchmarks was developed from a literature review. The audit subsequently was applied to establish the current position of the company in the areas of recruitment and selection. The empirical investigation process primarily consisted of content analysis of documents and the interviewing of 13 staff within the company. As a result of the audit, the recruitment and selection processes, systems and procedures were identified as ineffective (Sharon Ifill, Neil Moreland, 1999). Reviews contemporary thinking on recruitment and selection in organizations. Draws upon data from a 1992 and a 1995 survey to explore the nature of current recruitment and selection practices in Ireland with particular reference to managerial jobs. Policy decisions on recruitment are examined, recruitment methods are reviewed, and the influence of ownership, size, unionization and sector on the methods chosen is presented. Selection techniques employed are identified and the situations in which they are most likely to be utilized are highlighted (Michael Morley, 1998). Reports the results of empirical research into the graduate recruitment and selection practices adopted by SMEs, and the skills being sought by employers in that sector. Describes in detail the research methods, which included interviews with large organizations to determine, alongside existing research, the extent of characteristics of SME graduate recruitment which might be particular to that sector. There appears to be greater difference in the selection methods employed, though this is not as great or

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significant as might be expected or predicted. An important difference between the two sectorssuggested by the research is the expectations placed on graduate recruits by employers in the two sectors. Unlike large employers which are more likely to provide graduate development programmes, SMEs expect an immediate contribution from graduate recruits (Vanessa Knowles, 2000). Recruitment and selection experiences are part of a process of pre-entry organisational socialisation, also known as anticipatory socialisation. Graduates are susceptible to such effects as their socialisation through exposure to professional employers begins during training. Employers practices are thought to contribute to the formation of realistic career expectations and the initial psychological contract between graduates and employers. The present study found that students in traditional professions reported greater exposure to employers than students in an emerging profession through work activities, more proactive engagement in recruitment events (Heather Johnson, 2003). It seeks to examine the changes in the methods of graduate recruitment and selection that have been used by UK-based organizations and to establish the reasons for the main changes and developments in the process of attracting and recruiting graduates. The analysis has shown that all employers, regardless of organization size or activity type, tend to use more sophisticated, objective and cost-effective methods of recruitment and selection than before. The process of graduate recruitment and selection in the UK has become more person-related than job-oriented because many employers are more interested in the attitudes, personality and transferable skills of applicants than the type or level of qualification acquired (Mohamed Branine, 2008). It aims at a more profound understanding of professorial recruitment and selection procedures in relation to gender differences at Dutch universities. The research findings give a clear indication of gender differences in selection and recruitment procedures. Although not in all disciplines, it observes a disparity in the percentages of male and female applicants who were successful in the selection procedure. There is no confirmation of the predicted relationship with the nature of the procedure (open/closed), but there is a correlation with the number of women on the committee (Sietske Waslander, 2006). It evaluates how a traditional approach to recruitment and selection in the Social Services Department of West Sussex County Council was superseded by a competency-based approach. The authors discuss the impacts of external and internal changes on the local authority and the need to

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develop less subjective and more effective methods of recruitment and selection, at all levels. After describing and reviewing existing practices, they outline the results of an internal research investigation involving managers and personnel and training specialists. The research participants acknowledged the limitations of the existing recruitment and selection practices and recognized the need for a more competence-based approach (Amanda Stevens, 2000). Management literature discusses that the behavioral traits of employees can play an important role in the success of total quality management (TQM). However, little empirical research exists in this regard. Using an international dataset, the present study investigates: the impact of quality management practices on plant competitiveness; and the moderating effect of an employee selection process on the relationship between quality management practices and plant competitiveness (Roger G. Schroeder, 2002). The recruitment of young, green workers has long been recognized as a defining characteristic of the Greenfield site. Extends understanding of how person-centered recruitment, with its emphasis on employee acceptability, disadvantages the older Greenfield applicant. Concludes that person-centered recruitment should be studied as a critical feature of Greenfield workplace politics and practices (Jerry Hallier, 2001). Explores the dimensions of recruiting executives from an organizational and conceptual perspective. Discusses several key topics such as selecting team players, internal and external recruitment and identifying career requirements. Also deals with identifying and fostering organization values, and the selection interview (Jay J. Zajas, 1995). Based on an extensive empirical research study conducted with senior female international managers in a European context, the findings suggest that organizations may have to review their organizational policies in relation to the recruitment, selection, training and development of international managers if they want to have the best people to represent their companies overseas (James S. Walsh, 1999). In the last two decades the economic literature has devoted significant attention to the mechanisms behind firms' recruitment strategies as a possible way of reducing unemployment problems. At the work floor many efforts have also been made by firms to develop strategies that both alleviate conflicts with employees and at the same time lead to acceptable levels of productivity. This effort has resulted in the broad acceptance of the personnel management function in the firm. Examines how successful this approach has been by focusing on the gap between practice and theory in

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recruitment, by investigating the extent to which and the way in which experiences and findings from actual recruitment (personnel management) have been incorporated in economic theory(Cees Gorter, 1995). An important part of the selection process is attracting amiable, qualified people for the open position. There is not one right, guaranteed method used to accomplish this goal (Brian H. Kleiner, 1994). Todays successful restaurant manager needs to possess a diversity of talents, abilities, and skills. Presents profiles of successful managerial recruits for quick service, midscale and upscale restaurants in the US. Factor analysis was used to reduce the number of attributes and traits that were identified for being a successful manager in the restaurant industry. Seventy-two success attributes and traits were reduced to 12 identifiable components. The components relationships with the demographic factors were then studied using Chi-square tests. Profiles for being a successful manager in quick service, midscale and upscale restaurants were developed (Radesh Palakurthi, 1998). Describes the experiences of an organization which made the decision to establish a new production facility and empower its workforce using self-managed work teams. Elaborates on some of the selection issues surrounding this site and includes the reasoning used to select employees for this facility. Finally, relates recommendations for making selection decisions in this type of situation (David K. Banner, 1993). Attracting top talent to an organization has never been more difficult, according to a senior recruiter with more than 18 years experience. Hamish Davidson, Veredus Executive Resourcing chairman, described some of the lessons he has learned while recruiting for the public, private and not-for-profit sectors, when he gave the 2004 summer lecture at Bradford University School of Management, UK.Human Resource Management International

Digest editor David Pollitt was there (Newman S. Peery,2001). Sets out a procedure for recruiting new employees which will guarantee a good fit between the person and the job being filled. Advises recruiters to analyse the job carefully to understand the technical and personal skills the job requires. Underlines the need to update this job profile/description regularly to reflect changes in the job. Outlines how to develop a series of interview questions that reflect all the dimensions of the job. Also explains how to use behavioural questions to probe how the applicant handles tasks/problems in practice. Gives guidance on the interview process, indicating how to handle the interview, the type of information to give candidates, and the clues to look for

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in the reactions of interviewees to this information. Discusses how to record information about the interview, analyse the performance of the interviewee and make the final selection (Brian H. Kleiner, 1999).

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3.0 RESEARCH METHODOLOGY

1. Problem Formulation
To study the selection and recruitments held in Analysys Mason.

2. Scope of the Study


1) What method the organization under study to identify the selection and recruitments are decided? 2) 3) 4) How & by whom the selection and Recruitments are decided? What is the duration of the selection and Recruitment? What procedures are to be used in the placement of the institute in the selection and recruitment process? 5) 6) What companies are used to the internal and external sources? How the feedback on selection and recruitment is obtained.

3. Nature of The Study


Exploratory and descriptive in nature.

Sources of Data Collection


In order to study the Effectiveness of the existing system of recruitment & selection practices at Analysys Mason. In the right of emerging competitive scenario, the technique of data collection have been applied.

Primary Sources
The primary data will be obtained on wide scale ranging from pre-designed formatted open ended interviews. The Primary means will be

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Questionnaire will be administered to execution in HR department of Analysys Mason.

Secondary Sources
Secondary Data will be obtained from Human Resource Deptt. Of Analysys mason.

For example: 1. Policies and procedure are followed by the Analysys mason. 2. Source of Recruitment 3. Placement & Promotion Schemes

Sample Design
Type of sampling: Sample size: Random-Sampling method will be used to collect the data. 100% of the employees of Analysys mason.

LIMITATIONS
There were few limitations which were encountered during the project. Those are follows: Some of respondents were hesitating to disclose the information with the researcher. Most of the workers were very busy due to their targets. Books concerned for the project were limited in Indo Asian Fuse gear Ltd. Fear from superiors and devotion toward the organization was a major obstacles which conducting the project.

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4.0 ANALYSIS AND INTERPRETATION


Ques. No.1 Which method of Recruitment & selection practices are most suitable at ANALYSYS MASON. TABLE

Options Placement Consultancy Placement Promotion Direct Interview

Percentage 80 5 10 5

Percentage Placement Consultancy Placement Promotion Direct

INTERPRETATION: In the above question the executives were asked to give their opinion on best method of recruitment & Selection practices at Analysys

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Mason according to them. The majority of respondents i.e. 80% are in favor of Placement Consultancy method of Recruitment & selection practices at Analysys Mason. However, 5% respondents gave their opinion in favor of both Placement & Direct and balance 10% respondents are in favor of through Promotion.

Ques No. 2 What Kind of Recruitment & Selection Practices give the best results according to you at Analysys Mason? Table Options Placement Consultancy Promotion Both Total% age 80 10 10 100

% age

Placemen Consultancy Promotion Both

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INTERPRETATION: In the second question, 80% respondents are in favour of the Placement consultancy method of recruitment & selection practices with

regards to best result at Analysys mason. How ever, 10% respondents are in favour of both the system i.e. Direct and placement, balance 5% is in favour of promotion.

Oues. No. 3 Are you satisfied with the present Recruitment & Selection Practices of Analysys mason? TABLE Options Yes No Total Percentage 90 10 100

Percentage

Yes No

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INTERPRETATION: In the above question, the 90% executives are satisfied with the present recruitment & selection practices of analysys mason. And balance 10% respondents are not satisfied with present method.

Ques. No. 4: Do you think, there has been a change in recruitment & Selection Practices over the years in analysys mason? TABLE Options Yes No Total% age 5 95 100

% age

Yes No

INTERPRETATION: In response to the above question, 85% represents are of the opinion that there is no change in recruitment & selection practices. Over the
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years. However, 5% respondents has expressed their opinion about the changes in present recruitment & selection procedures over the years at Analysys mason

Ques No. 5 Do you think, the direct Recruitment & Selection Pracrtices in quite long process? Table Options Yes No Total%age 80 20 100

%age

Yes No

INTERPRETATION: As per the survey, 80% respondents think that the direct recruitment & selection practices is a long practices of recruitment but 20% respondents are against the above opinion.
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Ques. No. 6 Is internal hiring helps in motivating the employees? Table Options Yes No Total%age 85 15 100

%age

Yes No

INTERPRETATION: To the above question, the maximum respondents i.e., 85% are in favor of internal hiring method. However, 15% respondents dont not believe in the above opinion.

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Ques No. 7: Do you think Analysys mason. Recruitment & Selection is quite rigid in terms of eligibility criterias? Table Opinions Yes No Total %age 95 5 100

%age

Yes No

INTERPRETATION: The 95% respondents expressed their view that Analysys mason. Is very rigid in terms of the eligibility criteria for recruitment & selection practices. However, least respondents i.e. only 5% have not agreed to the above opinion.
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Ques. No.8: In selection process, do you think innovative techniques (like stress level test, psychometrics Test) should be adopted. TABLE Options Yes No Total%age 85 15 100

%age

Yes No

INTERPRETATION: In the above question, 85% respondents has given their nod that Analysys mason. Should adopt the innovative techniques (like stress level test, psychometrics test) in selection process of the personnel. However, 15% are against it.
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Ques. No.9: On what factors the candidate is assessed fit for a job? TABLE Options Education Experience Career Expectation All the above Total%age 5 5 10 80 100

%age Education Experience Career Expectation All the above

INTERPRETATION: 80% respondents have expressed their opinion that a candidate should be treated fit who have deserved all the three criteria for a job i.e. education, experience and career expectation. Out of above, 10% respondents feel that career expectation should be the best. However, 5% respondents are in favor of experience & rest 5% are in favor of education.
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Ques. No. 10: Does the company undertake subjective assessments of personality and communication ability? TABLE Options Yes No Total%age 70 30 100

%age

Yes No

INTERPRETATION: In the above question, the maximum executives i.e, 70% give their opinion in favour of yes and balance 30% respondents are against the above opinion.

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Ques. No.11 Does the Company propagate ideas like Come Grow with us & learning environment? TABLE Options Yes No Total%age 85 15 100

%age

Yes No

INTERPRETATION: 85% respondents have given their opinion in favour of yes on the above topic. However, 15% respondents have not agreed on the above topic.

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Ques. No.12: How important is job definition in the Recruitment & Selection Practices? TABLE Option Most Important Least Important Total%age 90 10 100

%age

Most Important Least Important

INTERPRETATION: 90% respondents replied that the job definition in the recruitment & selection practices is the most important but 10% respondents have not agreed to the above opinions. They are in favour of least importance.

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6.0 CONCLUSION
1. 2. 3. Majority of the employees are satisfied with the Recruitment method. Internal hiring helps in motivating the employees. Promotions are beneficial for Analysys mason because it reduces the cost. 4. Selection test like work sample test, ability test, personality test are beneficial for the company. 5. The candidates are selected on the basis of the education, experience & career expectation.

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RECOMMENDATIONS
Though the recruitment & selection practices of Analysys Mason. are quite satisfactory and effective, in compose of identifying & inducting quality work force, yet the following suggestions, if implemented can make the process more effective.

1. Internal selection of employees for higher post should be encouraged. 2. Multi-skilled personal should be recruited. 3. Many times campus interviews should be introduced in order to get best candidates at minimum cost and time. 4. One-day recruitment & selection criteria should be adopted to avoid political influence. 5. Psychometric test, stress level test should be introduced. 6. At times. We get applications of candidates having more than required qualification for some specified post 7 we cannot show out the candidate for that specified post.

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BIBLIOGRAPHY
Personnel management C.B. Memoria Human Resource management

Robbins Human Resource Management

Irvin Chicago Human Resource management

R.S. Dwivedi Web Site

www.analysysmason.com.

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11.0 QUESTIONAIRE
Ques 1 Which method of Recruitment & Selection Practices are most suitable at Indo Asian Fuse gear Ltd. a) Direct Recruitment c) Promotion b) Placement d) Employment Exchange.

Ques 2 What kind of Recruitment & Selection practices give the best results according to you at Indo Asian Fuse gear Ltd. a) Direct Recruitment c) Both. b) Employment Exchange

Ques 3. Are you satisfied with the present Recruitment & Selection & Selection Practices of Indo Asian Fuse gear Ltd. a) Yes b) No

Ques 4 Do you think, there has been a change in Recruitment & Selection Practices over the years in Indo Asian Fuse gear Ltd. a) Yes b) No

Ques5 Is internal hiring helps in motivating the employees? a) Yes b) No

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Ques 6 Do you think Indo Asian Fuse gear Ltd. Recruitment & Selection Practices is quite rigid in terms of eligibility criteria? a) Yes b) No

Ques 7 In selection process, do you think innovative techniques like stress level test, psychometric Test) should be adopted. a) Yes b) No.

Ques 8. On what factors the candidate is assessed fit for a job? a) Yes b) No.

Ques 9 Does the company undertake subjective assessments of personality and communication ability? a) Education c) Career expectation b) Experience d) All the above.

Ques 10 how important is job definition in the Recruitment & Selection Practices? a) yes b) No

Ques 11 What techniques are used to gauge the capability & aptitude of candidates? a) Organizational image c) Both b) Relation with union

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Ques 12 What measures are adopted for career development within and outside the organization? a) Yes b) No

Ques 13 What measures are adopted for career development within and outside the organization? a) Most Important b) Least Important

Ques 14 What measures are adopted for career development within and outside the organization? a) Written Test c) Interview b) Trade Test d) All the above

Ques15 What measures are adopted for career development within and outside the organization? a) Training c) Higher Responsibility b) Motivation d) All the above.

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