STRATEGIC HUMAN RESOURCE

MANAGEMENT

Imtiaz Khatri
A study on

STRATEGIC HUMAN RESOURCES MANAGEMENT

in RELIANCE BPO.PVT.LTD.

A project report submitted on partial fulfillment of the requirement for the

Award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

Imtiaz Khatri
(REGD NO.)
Under the valuable guidance of

DECLARATION

I here by declare that the project report entitled A STUDY ON

STRATEGIC HUMAN RESOURCES in RELIANCE BPO.PVT.LTD.
Submitted by me in partial fulfillment of requirement for the award of
Master of Business Administration (M.B.A) degree and this report was not
submitted for the award of any other degree or diploma to any other
university to the best of my knowledge.

Date:
Place:

(Imtiaz Khatri)
Reg. No: 1980863108

ACKNOWLEDGEMENT

I express my sincere thanks to Mr. P.HARI, HR Head, and all HRMs

And personnel, for having kindly accorded permission to undertake work in
their esteemed concern.
I am very much grateful to Prof., project guide, His timely
directions and encouragement to carry out my project successfully.
I thank all those who directly and indirectly and extended their
encouragement and assistance through this endeavor.
Finally, I thank my parents, friends and almighty for their constant
Support and encouragement throughout the project.

(Imtiaz Khatri)
Reg No: 1980863108

CONTENTS
CHAPTER NO.
1

TITLE NAME
INTRODUCTON
Executive summary
Industry profile
Company profile
Literature review

RESEARCH METHODOLOGY
Need for the study
Objectives
Limitations
Research design

DATA ANALYSIS & INTERPRETATIONS

Findings

SUGGESTIONS & CONCLUSION

ANNEXURE
Questionnaire
Bibliography

EXECUTIVE SUMMARY
STRATEGIC HUMAN RESOURCES MANAGEMENT

Introduction to SHRM
The strategic approach to HRM refers to the relationship between HR
practices & strategic objectives (long term objectives).
According to it human resources are considered as the assets of
organization. This strategic human resources management also explains the
strategic fit between business strategy and HR strategy & highlights the
theoretical perspectives on SHRM.
SHRM perception on HR
-Human are not just people, but, valuable resources that help an
organization to achieve its objectives.
--

Human resources are central to any organization.

Definition
The pattern of planned human resources deployment & activities
intended to enable the firm to achieve its goals.
--

It focuses on HR as primary source for competitive advantages.

-It highlights HR Programmes, policies,& practices as to set

competitive advantages.

Components of SHRM
Human resources: primary source for competitive advantage.
Pattern and plans: there is a fit between HR strategy and the firms
business strategy and between all HR activities.
Purposeful: people, activities, and plans are directed toward the
achievement of organizational goals.
Activities: HR programmes and practices are the means for deploying
people of a firm to gain advantage.
Introduction to Recruitment
Once the required number and kind of human resources are
determined, the management has to find the places where required human
resources will be available and also find the means of attracting them
towards the organization before selecting suitable candidates for jobs. All
this process is generally known as Recruitment.
Definition
A process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for
attracting that man power in adequate numbers to facilitate effective
selection of an efficient work force.
Introduction to SHRM through Recruitment

-The strategic approach to HRM refers to the relationship

between HR practices & strategic objectives (long term objectives).
-According to it human resources are considered as the assets of
organization. This strategic human resources management also explains the
strategic fit between business strategy and HR strategy & highlights the
theoretical perspectives on SHRM.
-Strategic human resources management through recruitment is
the relating and coping the activities of recruitment to the organizational
goals.
About Reliance BPO
Reliance BPO, a premium business process outsourcing services
provider is part of the Reliance - Anil Dhirubhai Ambani (ADA) Group, one
of the largest business houses of India. It is located at Chennai, and Mumbai
and all the operations are to be done from these two branches.
Reliance BPO services customers in various industries:

Communications
Banking & Financial Services
Insurance
Utility
Entertainment

SHRM in Reliance BPO

Reliance BPO is a domestic call centre and is following the traditional
methods of its policies and procedures.
All the decisions made by the top level management and the
involvement of other employees Is very low.
All the strategies are made according the requirements; more priority is
given to the short term goals of the organization rather than long term
goals.
SHRM in Reliance BPO involved in the activities such as :
--Human Resources Planning,

--Training and development,

--Performance appraisal.
Recruitment in Reliance BPO
All the recruitment policies and procedures are formulated by the top
level management like HR Head and HR managers.
Including with HR Managers, all the professionals of the operations
will participate in the recruitment process.
The company is following the traditional methods of recruitment
which includes the techniques like:Promotions: Most of the internal candidates would be given higher
responsibilities.
Transfers: Employees will be stimulated to work in the new sections
within the organization.
Advertising: The Company is spending much in advertisements to get
the candidates.

INDUSTRY PROFILE
India became familiar with Business Process Outsourcing only in the
early and mid 1990s, but now the entire country seems to be quivering with
the BPO fever'. The foreign direct investment (FDI) in the country owes a
lot to this sector, which is progressing at a break-neck speed. The different
kinds of services offered by BPO's include Customer Support, Technical
Support, Telemarketing, Insurance Processing, Data Processing, Internet /
Online / Web Research and so on.
Reliance BPO has been associated with Indias largest private sector
Information and Communication Company since inception. Reliance BPO
has developed a proven methodology for managing outsourced operations
that is applied to BPO engagements across all industries.
Reliance BPO manages programs with rigorous processes and
procedures to integrate all program components into one seamless operation.
Every detail of every contact focuses on increasing customer value and
loyalty. The products & services offered cut across several industry verticals
providing operational excellence, deep industry and functional knowledge to
critical business processes. Our analytics help to gather business-critical
intelligence to make informed decisions, identify sources of revenue loss,
and gain in-depth understanding of customer behavior.
Reliance BPO services customers in various industries:
Communications
Banking & Financial Services
Insurance
Utility

 Entertainment
Communications
Reliance BPO is a trusted transformation partner of global
Communication Service Providers. We deliver integrated solutions, which
help our clients effect a business transformation and enhance customer
experience. We have deep domain expertise in providing business solutions
across Mobile Telephony, VOIP, Broadband, PSTN, and ISDN & ISP.
Banking & Financial Services
Our process expertise in this vertical includes a repository of
knowledge of best practices, extensive experience in transitioning processes
from our clients and the application of Six Sigma. Combining this with our
analytical capabilities, our technological expertise and our operational
insight, we seek to create long-term relationships with our clients as an
integral part of their organization and not just as a service provider
Insurance
Reliance BPO has worked with clients in the insurance industry and
over the years gained a good perspective of the challenges faced by the
industry. Our processes deliver end-to-end solutions to all stakeholders the
insured, insurance company, agent, broker and the banking interface. It has
executed a large number of projects spanning the entire insurance value
chain with our different product offerings.
Utilities
We provide end-to-end back-office processing for customer
operations, including metering-related services and billing, customer
transfers and address changes, sales support, account reconciliation and
collections. A large part of these services involve complex exception
processing

Entertainment
Reliance BPO has expertise in managing transaction processing and
customer service requirements for the Entertainment industry. We also use
our analytics capabilities to do modeling for response management, media
allocation and performance measurement. Reliance BPO has expertise in
Entertainment industry in the following areas: - 1) Theatres 2) Online
Gaming.

COMPANY PROFILE
INTRODUCTION

Reliance BPO, a premium business process outsourcing services

provider is part of the Reliance - Anil Dhirubhai Ambani (ADA) Group, one
of the largest business houses of India. It is located at Chennai, and Mumbai
and all the operations are to be done from these two branches.
Reliance BPO is a state-of-the-art service provider offering end-to-end
solutions focusing in the Telecom, BFSI, Utility and Entertainment industry
verticals. Clients come to it for cost advantages but stay with them because
of their quality. They have been consistently delivering quality services to
their clients thereby generating unmatched business value to our customers
through our centers of excellence. Their operating philosophy is to provide
value added workflow solutions to their customers utilizing the best of skill
sets to ensure continuous improvements in their service offerings.
The RBPO team consists of a 10000 strong workforce across multiple
locations having skills in project, process, and technology & customer
relationship management. To ensure business continuity it has multi
redundancy, robust technology and a strong disaster recovery site.
Reliance BPO is reinforced with a simple yet powerful 6c concept:
customer, customer service, corporate values, corporate governance,
creativity and competitiveness.
Reliance BPO is committed to enhancing the skills and competencies
of its employees as well as to enhancing their personal growth and
development. It provides its employees with the opportunity to enroll in
world-class training, ranging from learn-while-you-earn programs with bestin-class colleges, universities and institutes.

Reliance BPO employees appreciate the heritage of the company and

its open, honest and transparent culture. With an array of locations spread
across India and career opportunities, the future is exciting and full of
promise.

Statement of Direction

To be the Global Leader in BPO and achieve Client and End user
satisfaction by providing high value, on-time, cost-effective world-class
quality of service to our customers delivered over a highly reliable Telecom
and IT Infrastructure by our skilled and motivated human resource

Mission
To build enduring client relationships by applying world-class
business processes, cutting-edge technologies and progressive HR practices.

Values
Customers First - Our clients are the reason why we exist. We are
committed to providing world-class services and support in building
enduring partnerships. We believe in continuously meeting and exceeding
the commitments that we make to our clients. Our ongoing Endeavourer is
to create value and ensure our clients succeed in their business objectives.

Technology and Scale -We will always like to be the leaders in our chosen
businesses. We believe in creating a highly productive, performance oriented

environment where leading edge technologies are deployed in concert with

leveraged economies of scale.

Our People - They are the pillars of our organization. We believe in creating
a work culture that is based on fair play, equity, trust and excellence. We are
equal opportunity employers who value diversity. We believe in being
"Employer of Choice" by creating an environment of excitement,
informality & trust, reward improvements and celebrate results. We believe
in engaging our people in all aspects of our business so that their full
potential is realized.

LITERATURE REVIEW

INTRODUCTION TO STRATEGIC HUMAN RESOURCES

MANAGEMENT

Every business will have the goals and targets. These goals may be
financial, operational, marketing, or human resources, but in order to
achieve these goals, company should have some commitments. So, for every
commitment it should be planned in a proper manner and this type of
planning is called as strategies.
Strategies are those planned contents through which company can
organize and ultimately achieving its goals are possible.
DEFINITIONS

Strategic Human Resources Management (SHRM) is concerned with

the relationship between HRM and Strategic Management in an
organization.
Strategic Human Resources Management is an approach which relates
to decisions about the nature of employment relationship, recruitment,
training and development, performance appraisal.
Wright and McMahan defined Strategic Human Resources
Management as the pattern of planned human resource deployment and
activities intended to enable the firm to achieve its goals

Figure: [Centrality of Human Resources for Organizational goal achievement]

Evolution of SHRM

The HR function has evolved over time. How ever, it was only during
the 1930s & 1940s that the function grew in significance, largely due to the
war-time imperatives. At this time, the HR functions matured and focused
largely on labor relations and staffing.

In the early 1970s witnessed the emergency of the term HRM as a

replacement for personnel management. The main objective of HRM is to
ensure the achievement of organizational goals through people.
In the early 1980s saw the emergence and increase in the use of the
term strategic HRM. The late 1980s and early 1990s witnessed a visible
convergence between HRM and business strategy. In the 21 st century this
convergence has become startlingly obvious with the use of the strategic
HRM.
Hendry and Pettigrew said the meaning of SHRM as follows:--- The use of planning in human resources management.

--- An integrated approach to the design and implementation of HR systems.

--- Matching HRM policies and activities with the business strategy of the
organization.
---Viewing people as strategic resources for the achievement of competitive
advantage.

COMPONENETS OF SHRM

SHRM is mainly concerned with people issues and practices

that affect or affected by the strategic plan of the organization. The
critical issues facing an organization in contemporary environment
are mainly human issues, such as ensuring the availability of
people, retaining, motivating, and developing these resources.

Figure:[components of SHRM]
--- It focuses on organizations human resources (people) as
the primary sources of competitive advantage of the organization.
--- The activities highlight the HR programmes, policies, and
practices as the mean through which the people of the organization
can be deployed to gain competitive advantage.

--- The pattern and plan imply that there is a fit between HR
strategy and the organizations business strategy and between all of
the HR activities.
--- The people, practices, and planned pattern are all
purposeful, that is, directed towards the achievement of the goals
of organization.
Activities of SHRM

Figure: strategic human resources framework.

Strategic human resources management includes four major activities
1. Human Resources Planning: It is the process of analyzing and
identifying the need for and availability of Human Resources so that the
organization can meet its objectives.

2. Recruitment: It is the process to discover the sources of man power to

need the requirements of the staffing schedule and to employee effective
measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient work force.
3. Performance Appraisal: It is the process by which data about an
employees past and current job performance in the organization is collected
and reviewed.
4. Training & Development: It is the process that attempts to improve
performance and directing them towards individual growth by providing
employee with knowledge, skills required for the job.

Introduction to Recruitment

Once the required number and kind of human resources are

determined, the management has to find the places where required human
resources are or will be available and also find the means of attracting them
towards the organization before selecting suitable candidates for jobs. All
this process is generally known as Recruitment.
Recruitment is one of the steps in the entire employment process of
any organization. The function of recruitment precedes the selection
function and it includes only finding, developing the source of prospective
employees and attracting them to apply for jobs in an organization.
DEFINITION

Recruitment is defined as A process to discover the sources of man

power to need the requirements of the staffing schedule and to employee
effective measures for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient work force. Also, Edwin B

Flippo defined recruitment as a process of searching for prospective

employees and stimulating them to apply for jobs in the organization.

OBJECTIVES OF RECRUITMENT

---To attract people with multi-dimensional skills and experiences that

suits 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 companys
values.
---To seek out non-conventional development grounds of talents.
---To anticipate and find people for positions that does not exist.

PROCESS OF RECRUITMENT

Recruitment Techniques

Traditional techniques
Promotions: Most of the internal candidates would be stimulated to
take up high responsibilities and express their willingness to be
engaged in the higher level jobs that the management assurance that
they will be promoted to the next higher level.
Transfers: Employees will be stimulated to work in the new sections
or places if the management wishes to transfer them to the places of
their choice.
Advertising: It provides the candidates in different sources, the
information about the job and company and stimulates them to apply
for jobs.

Modern techniques

Scouting: It means sending the representation of the organization to

various sources of recruitment with a view to persuading or
stimulating them to apply for jobs.
Salary & perks: Companies stimulates the prospective candidates by
offering higher level salary, more perks, and quick promotions.
ESOPs: Stimulating the employees by offering stockownership to the
employees through their employees stock ownership programme.

STRATEGIC HUMAN RESOURCES MANAGEMENT

Strategic human resources management through Recruitment involves

the process of recruiting the people in such a way to meet the companies
strategic or business objectives. Every step of recruitment will be carried in
accordingly to the strategic objectives only.

OBJECTIVES OF SHRM

--To ensure that availability of skilled, committed and highly

motivated work force in the organization to achieve sustained competitive
advantage.
--To provide direction to organization so that both the business needs
of the organization and the individual and collective needs of its work force
are met by implementing HR practices that are strategically aligned.

PROCESS OF SHRM

Figure: The steps involved in SHRM through RECRUITMENT

Steps to proceed the STRATEGIC HUMANRESOURCES MANAGEMNT in Organizations

1. Mission and goals

The first step in the strategic management model begins with senior
managers evaluating their position in relation to the organizations current
mission and goals. The mission describes the organizations values and
aspirations; Goals are the desired ends sought through the actual operating
procedures of the organization and typically describe short-term measurable
outcomes.

2. Environmental analysis
It looks at the internal organizational strengths and weak- nesses and
the external environment for opportunities and threats. The factors that are
most important to the organizations future are referred to as strategic factors
and can be summarized by the acronym SWOT Strengths, Weaknesses,
Opportunities and Threats.

3. Strategic formulation
It involves senior managers evaluating the interaction between
Strategic factors and making strategic choices that guide managers to meet
the organizations goals. Some strategies are formulated at the corporate,
business and specific functional levels.

4. Strategy implementation
It is an area of activity that focuses on the techniques used by
Managers to implement their strategies. In particular, it refers to activities
that deal with leadership style, the structure of the organization, the
information and control systems, and the management of human resources
Influential management consultants and academics
emphasize that
leadership is the most important and difficult part of the strategic
implementation process.

5. Strategy evaluation
It is an activity that determines to what extent the actual change and
performance match the desired change and performance.

IMPORTANCE OF THE STUDY

Liberalization and privatization have brought about changes in the
business environment, resulting in heightened competition and growth of the
service sector. So, the most challenge for organizations comes with respect
to the management of human resources to ensure the availability of
sufficient number and quality of human resources at all times for the
successful achievement of organizational objectives.
The competitive advantage of a firm is no longer defined by the
traditional factors of success, such as management of natural resources,
technology, and economies of scale. Instead, a firms success today is
defined by how well it manages its human resources, or how well it
incorporates human resources management into its business strategy.
While firms compete intensely to attract, retain, and motivate skilled
and talented professionals, professionals expect and demand more from
firms-more job satisfaction, better quality of work life and greater
recognition, rewards, and compensation-and prefer mutuality and shared
destiny over job security.

Strategic human resources management is therefore, critical to a

firms success in the contemporary business environment.

NEED FOR THE STUDY

-- As every company aims at attaining the goals of
organizations needs & is possible only through its work
force, so it is to be planned strategically.
-- To make the strategies for the top management in
regard of the methods of recruitment process and is planned
accordingly to the companys HR requirements.
-- To make a strategic fit between organizational
main objectives and human resources objectives.

OBJECTIVES OF THE STUDY

-- To ensure the availability of skilled, committed,
and highly motivated work force in the organization to
achieve sustained competitive advantage.
-- To provide direction to organization so that both
the business needs of the organization and the individual
and collective needs of its work force are met by
implementing HR practices that are strategically aligned.

METHODOLOGY
Primary data:
----

Questionnaire-structured
Direct observation, and
Interview.

Secondary data:
---

Internet, and
Companys Journals.

Sampling method:

-- Stratified convenience
sampling

Sampling size:

--

50 respondents
Strata-1(HR Department):-12
Strata-2(applicants):38

Sampling procedure: -- Percentage analysis.

LIMITATIONS
-- As the project duration is only 2 months so, its
not possible to take the entire activities of SHRM and these
activities are restricted
and have done only through
RECRUITMENT.
-- As the RELIANCE BPO has two operational
units but my project observation is restricted only to one
unit.
-- Also my questionnaire is given only to HR
department as it is related to human resources and also to
RECRUITMENT.

Table-1
Current Challenges of HR in the Organization

Particulars

Percentage of respondents

Internal capability

25

Outsourcing

Recruitment

70
0

Others
Chart-1

Inference:
From the above table, it is clear that, company current
challenges are known to be 70% recruitment, 25% of internal
capability, and 5% of others.

Table-2
Future challenges of HR in the Organization

Particulars
Return on investment
positioning
Meeting business needs
Others

Percentage of respondents
25
30
35
10
Chart-2

Inference:
From the above table, it is clear that, company may face
factors like25%totowards return on investments, 30% towards
positioning of HR, and 35% towards meeting business needs, 10%
towards others approximately.

Table-3
Influence of Human Resources in the organization

Particulars
Increasing
Staying the same
Decreasing

Percentage of respondents
58
18
24

Chart-3

Inference:
From the above table, 58%of the respondents opinion is that
influence of HR is increasing, 24% opinion is that it is staying the
same, and 18% opinion is that it is decreasing.

Table-4
Methods of recruitment in the organization

Particulars

Percentage of respondents

Traditional methods

100

Modern methods

Chart-4

Inference:
From the above table, it is clear that the company is
following 100% traditional methods of recruitment.

Table-5
Different sources of Recruitment in the Organization

Sources of recruitment
Advertisements
Employee referrals
Consultancy
Others

% of employees recruited
40
15
25
20
Chart-5

INFERENCE:

From the above table, it is very clear that, the

company is getting the employees 40% from
advertisements, 15% from employee referrals, 25% from
consultancy, and 20% from the other sources.

Table-6
Company preferred forms of attracting the candidates

Forms of sources
Advertisements
Recruiting agencies
Job fairs
Employee referrals
Data pool

% of preferences
35
25
20
10
10
Chart-6

Inference:

From the above table it is clear that, the company

prefers 35% for advertisements, 25% for recruiting
agencies, 20% for job fairs, 10% for employee referrals,
and 10% for data pool for the Recruitment.

Table-7
Different factors considered during the Recruitment

Factors
Age
Gender
Marital status
Family background

% of respondents
28
18
34
20

Chart-7

Inference:

From the above table, it clearly states 28% of

respondents said that Age factor is considered, 18% said
Gender factor is considered, 34% said Marital status is
considered, and 20% said family background also been
taken in to consideration during the Recruitment .

Table-8

Satisfaction levels of Organizational Infrastructure

Particulars
Dissatisfied
Moderately satisfied
Satisfied
Highly satisfied

% of respondents
12
28
34
26
Chart-8

Inference:

From the above table, it clearly states that, 12% are

dissatisfied, 28% are moderately satisfied, 34% are
satisfied, and 26% are highly satisfied with the existing
infrastructure.

Table-9

Satisfaction towards the information provided during

recruitment

Particulars
Dissatisfied
Moderately satisfied
Satisfied
Highly satisfied

% of respondents
26
28
32
14
Chart-9

Inference:

From the above table, it is clear that, 26% of

respondents are dissatisfied, 28% are moderately satisfied,
32% respondents are satisfied, and 14% are highly satisfied
with the information provided during the time of
recruitment.

Table-10

Channels through which candidates were informed if selected.

Particulars
e-mail
Phone
Both
Not informed

% of respondents
34
52
14
0
Chart-10

Inference:

From the above table, it is clear that, 34% of the

respondents said that they were informed through e-mails,
52% said they were informed through telephone, and 14%
said that they were informed through both when they were
selected.
Table-11

Satisfaction towards the feed back given to the applicants

particulars

% of respondents

Highly satisfied
Satisfied
Moderately satisfied
dissatisfied

10
15
25
50
Chart-11

Inference:

From the above table, it is clear that, 10%

respondents are highly satisfied, 15% of respondents
satisfied, 25% are moderately satisfied, and 50% of
respondents are dissatisfied with the feedback given to
candidates after Recruitment.

of
are
the
the

FINDINGS

--- Company is aimed at expansion and growth from 2

to 8 locations across India within the academic
year2008-09.
--- Company is also required to expand employees
number from 8000 to 30000 in this academic year.
--- Company wanted to create global sized business in
the BPO space so that to gain competitive advantage.
--- Company is following the traditional methods of
recruitment process.
--- Company is not maintaining the feed back of the
applicants who apply for the job; also it is not properly
providing the information to the applicants at the time of
Recruitment.
--- 55% of employees are recruited through companys
advertisements and employee reference.

SUGGESTIONS

--As the companys aim is to recruit more number

of people, so, it has to take the measures to attract the
people towards the job.
--Company has to implement the modern methods
of recruitment to recruit the right persons for right job at
right time having required skills.
--Company has to take the feed back from the
applicants, so that they will come to know the various
factors attracting the people to apply for the job.
--As we found the company is mostly getting
candidates by its own advertisements and employee
referrals, so it has to sponsor its own job fairs in scheduled
way and also it has to formulate sourcing strategies.

CONCLUSION

This is a study which initializes the necessity of the

Strategic Human Resources Management in such
organizations where the people are considered as a
competitive advantage. This study will also help the
company to concentrate on strategic planning of human
resources to obtain both the Human Resources and
Companys main Objectives.

QUESTIONNAIRE
Name:

Company:
Designation:
Location:
1. What is the functional importance of your organization? Mention the activities of
your organization?

2. What are some of your organizations future needs for personnel?

3. Has your organization prepares the strategic planning for recruitment?

a) Always b) sometimes c) if necessary d) never

4. Who determines the positioning of HR in your organization?

a) President b) C.E.O c) BOARD d) Head HR

5. What are the different drivers for HR in your organization?

a) Business needs b) staff needs c) external factors d) legislation

6. What are the different positions of Human Resources required for the organization for
its function?

7. What are the current challenges of hr in your organization?

a) Internal capability b) outsourcing c) recruitment D) others
8. What you expect the future challenges of HR in your organization?
a) Return on investment b) positioning c) meeting business need d) others
9. is your organization looking for the employees for
a) Temporary basis b) permanent basis c) contract basis
10. Is the influence of HR in your organization?

a) Increasing b) decreasing c) staying the same

11. What is the method of recruitment adopted in your organization?

a) Traditional methods b) modern methods

12. What are the recruitment sources used in your organization?

1.
2.
3.
4.
5.

13. What are the needs for your organization for recruitment?
a) Future purpose b) just in time c) both
14. Is training provided for those who conduct interviews?
a) Yes b) No
15. What is the interview process that is used in your organization?
a) Individual b) sequential c) panel
16. Do you have a recruitment data base pool in your organization?
a) Yes b) No
17. What are the different forms of attracting the candidate to your organization?
a) News paper ads b) recruiting agencies & employee referrals c) job fair d) all
18. in giving the weight age does the organization look for relevant work experience?
a) Always b) sometimes c) acc to the job criteria d) never
19. How will your organization prefer the candidates to apply for particular job?
a) Qualification b) experience c) both
20. Where will your organization conduct the recruitment programmes?
a) Within the organization b) outside the organization c) both

21. Do you have a referral policy in your organization?

a) Yes b) no
22. If yes, is there any reward for referring employees?
a) Yes b) no
23. Is the age factor is taken into consideration while you recruit?
a) Yes b) no
24. Is the gender factor is taken in to consideration while you recruit?
a) Yes b) no c) based on job description
25. Does your organization consider the family back ground of the candidate?
a) Yes b) no
26. Does company conduct
a) Psychometric test b) aptitude test c) both
27. Does the company update these question papers frequently?
a) Yes b) no
28. Does the company test the candidates integrity?
a) Yes b) no
29. Does the organization have good infrastructure and sufficient volume to conduct the
recruitment?
a) Yes b) no
30. Does the recruiter give the detailed information about the job to the candidate before
recruitment?
a) Yes b) no
31. How will your organization inform to the candidate if he/she was selected?
a) Mail b) phone c) both a & b d) not informed

32. Does your organization follow the bond system?

a) Yes b) no
33. Do you give the feed back to the candidate if he/she rejected?
a) Yes b) no c) if they questioned
34. Do you take candidate feedback on recruitment process?
a) Yes b) no

35. Once the candidate is recruited is there any further assessment for employees
a) Yes b) no

BIBLIOGRAPHY

TITLE OF THE BOOK

STRATEGIC HUMAN RESOURCES MANAGEMENT
PERSONNEL & HUMAN RESOURCES MANAGEMENT

NAME OF THE AUTHOR

TANUJA AGARWALA
SUBBA RAO

STRATEGIC HUMAN RESOURCES MANAGEMENT

JOHN BRATTON

ROAD MAP TO STRATEGIC HUMAN RESOURCES

RALPH CHRISTENSEN

REFERRED WEBSITES
www.mould2manage.blogspot.com
www.scribd.com
www.coolavenues.com
www.google.com

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