A SUMMER TRAINING REPORT

IN
RECRUITMENT AND SELECTION FUNCTION IN HAYS GROUP

UBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION (B.B.A.)

BBA III (M/E) BATCH -2009-2012

Submitted To: Name of Guide Designation

Submitted By: Name

JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL

STUDENTS UNDERTAKING

I have been undertaking that this is my original work and have never been submitted elsewhere Project Guides: (By Student Name) Faculty

ACKNOWLEDGEMENT
I would like to take an opportunity to thank all the people who helped me in collecting necessary information and making of the report. I am grateful to all of them for their time, energy and wisdom. Getting a project ready requires the work and effort of many people. I would like all those who have contributed in completing this project. First of all, I would like to send my sincere thanks to MR. ______________ for his helpful hand in the completion of my project.

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TABLE OF CONTENTS
TENTATIVE FORMAT OF PROJECT REPORT Copy of Cover Page Student Undertaking / Declaration JIMS certifying letter by Director/ Joint Director Summer Training Certificate Preface Acknowledgement List of Tables / Exhibits / Figures (if desired) CONTENTS Chapter 1 - Introduction 1.1. Overview of Industry as a whole Page Number (1-20) -#-

Chapter 1 Company Profile 2.1 Profile of the Organization 2.2 Problems of the Organization 2.3 Competition Information 2. 4 S.W.O.T Analysis of the Organization Chapter 3 Conceptual Discussion Chapter 4 Research Methodology 4.1. Title Justification 4.2 Objective 4.3. Significance -#-#-#-#-#-#-#-#-

4.4. Managerial Usefulness of the study 4.5 Methodology 4.6 Limitation of the Study

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Chapter 5 DATA ANALYSIS AND INTERPRETATION Chapter 6 FACTS AND FINDING Chapter 7 RECOMMENDATION ANNEXURE QUESTIONNAIRE

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BIBLIOGRAPHY

PREFACE

Recruitment and selection is a multifaceted concept. The relevance of recruitment and selection is to determine the number of personnel required. The HR proceeds with the identification of sources of recruitment and finding suitable candidates for employment. Both internal and external sources of manpower are used depending upon the types of personnel needed. In the present business environment, organizations are faced with the pressure to produce maximum with less recruitment. An employee, on whom an organizations profitability depends, comprises the largest fixed cost that an organization incurs. In the past, individual used to work with one or two organization during their entire working life (average between 20-30 years). Organization too used to believe in lifetime employment concept. However, such concepts are being eroded as a result of the unpredictable business environment. Hence, organizations have to evolve methods not only to only improve productivity but to also keep the cost down.

CHAPTER 1 INTRODUCTION

OVERVIEW OF INDUSTRY AS A WHOLE

Recruitment and selection is the process of identifying the need for a job, defining the requirements of the position and the job holder, advertising the position and choosing the most appropriate person for the job. Retention means ensuring that once the best person has been recruited, they stay with the business and are not poached by rival companies. Undertaking this process is one of the main objectives of management. Indeed, the success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs. Employees should therefore be carefully selected, managed and retained, just like any other resource

The recruitment process A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as: has the function changed? have work patterns, new technology or new products altered the job?

are there any changes anticipated which will require different, more flexible skills from the jobholder?

Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organization or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes. Writing a good job description or job specification helps in the process of analyzing the needs of the job.

Job description/job specification This should detail the purpose, tasks and responsibilities of the job. A good job description should include: main purpose of the job - try to describe this in one sentence main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating', instead of vaguer terms like 'dealing with', 'in charge of' scope of the job - expanding on the main tasks and the importance of the job. Job importance can be indicated by giving information such as the number of people to be supervised, the degree of precision required and the value of any materials and equipment used.

A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person specification - a profile of the skills and aptitudes considered essential and desirable in the job-holder. It enables prospective applicants to assess themselves for the job and provides a benchmark for judging achievements. Person specification Drawing up the person specification allows the organization to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a

job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees. Factors to consider when drawing up the specification include: Skills, knowledge, aptitudes directly related to the job The length and type of experience necessary The competencies necessary Education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (e.g. graduate trainees), when a higher level of education may be specified Any criteria relating to personal qualities or circumstances which must be essential and directly related to the job, and must be applied equally to all groups irrespective of age, sex, race, nationality, creed, disability, membership or non-membership of a trade union. To do otherwise is potentially discriminatory . For instance, a clause requiring the successful candidate to move their place of work should be included only when absolutely necessary, as it is likely to discourage applicants with family care commitments. Whilst age discrimination is not presently unlawful, to impose age barriers will reduce the number of high quality applicants attracted by the vacancy. Since December 2003 it has been unlawful to discriminate against people at work in respect of religion or belief or sexual orientation. The Government plans to introduce similar protection in respect of age by 2006. The person specification helps the selection and subsequent interview to operate in a systematic way, as bias-free as possible. The use of competency-based approaches can help by focusing on the 'match' between candidate and role, but they are best used where they are an integral part of the continuing assessment and development of staff. Pay

After setting the job and the person specifications, consideration should be given to pay rates. Factors such as scales, grades and negotiated agreements, as well as market rates and skills shortages, may affect the wage or salary, and organizations should be aware of the requirements of equal pay and discrimination legislation. Unless there is a formal system for increments or length of service, paying the new employee a different rate from that paid to the preceding post holder may contravene the relevant legislation. Employers must also comply with the provisions of the National Minimum Wage Act 1998. Attracting applicants The search for suitable candidates now begins. The process of marketing needs to be undertaken carefully so as to ensure the best response at the least cost. The object is to get a good selection of good quality candidates. Possible methods to consider are: Internal Recruitment - This method can have the advantage of building on existing staff's skills and training, and provides opportunities for development and promotion. It is a good way to retain valuable employees whose skills can be further enhanced. Other advantages include the opportunity for staff to extend their competencies and skills to the benefit of both the organization and the individual, and the enhancement of individual motivation. Use of a consistent, clear, procedure, agreed jointly between employer and employees, has many advantages and avoids suspicion of favoritism Jobcentres of the Department for Work and Pensions - will display employers' vacancies and refer potential recruits. They also administer some of the Government training programs. The Disability Service Team staff at Jobcentres can help address the specific requirements of attracting disabled people Learning and Skills Council - may well have trained workers available through their recruitment service, and can tailor training to an employer's requirements

 Commercial Recruitment Agencies - often specialize in particular types of work, eg secretarial, office work, industrial, computing, and may already have potential applicants registered with them Executive Search Organizations - usually working in the higher management/specialist fields, will seek out suitable candidates working in other companies by direct approach, or via specialist advertising National Newspapers - advertising in the national press is expensive, but likely to produce a good response for particular, specialist vacancies. Remember too there are national ethnic group newspapers which will reach a wide audience Specialist and Professional Journals - less expensive than the national press, these journals can guarantee to reach the precise group of potential applicants for specialist and professional vacancies Internet - is beginning to emerge as a recruitment medium. It is mainly used for graduatelevel and technical jobs because it tends to target a self-selected group who are computer literate and have access to the web at their place of study or work. Its use is likely to grow Local Newspapers, Radio - for less specialized jobs, or to target groups in a particular local area, advertisements in the local media may produce a good response Local Schools, Colleges and the Careers Service - maintaining contact with schools, colleges and careers advisers will ensure that the organizations needs for school/college leavers with particular skills and abilities are known. It can be particularly useful to offer students the opportunity to spend some time at the company, on work experience, or 'shadowing'

Word of Mouth - introduction via existing employees or through an employers' network. Whilst this may be economical, it is likely to lead to a much smaller pool of suitable

applicants and does not normally satisfy equal opportunities requirements because any imbalance in the workforce may be perpetuated. Once the recruitment channel or channels are decided, the next step is to consider: The design and content of any advertisement used How applicants are to respond - by application form, fax, telephone, in person at the organization or agency, by letter, by email on the internet or by tape who is to be responsible for sifting the applications? What is the selection process going to be? If interviews are to be held, when will they be and will everyone who needs to be involved be available? Are selection tests to be used? Is there the expertise to administer them and ensure they are non-discriminatory and appropriate? Are references/medicals to be requested? Are arrangements in hand to give prompt acknowledgement of applications received? The advertisement Any advertisement needs to be designed and presented effectively to ensure the right candidates are attracted. Look through national, local or professional papers and see what advertisements catch the eye. The newspaper office will often advise on suitable formats. Advertisements must be tailored to the level of the target audience, and should always be clear and easily understood. They must be non-discriminatory, and should avoid any gender or culturally specific language. To support this, the organization should include in the advert its statement of commitment to equal opportunities, which will underline the organization as one that will welcome applications from all sections of the community.

Consider the following factors in the advertisement: If the organization is well known, does it have a logo that could feature prominently in the advertisement? Make the advertisement consistent with the company image should the job title be the most prominent feature? Keep the text short and simple while giving the main aspects of the job, pay, career prospects, location, contract length Mention specific details - such as pay, qualifications and experience required - be given in a way which will reduce the number of unsuitable applications? Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate qualifications' which may discourage valid applications? Is the form of reply and the closing date for applications clear? Is there a contact name and phone number for further information and enquiries? All advertisements should carry the same information, whether for internal or external use. Application forms Application forms can help the recruitment process by providing necessary and relevant information about the applicant and their skills. The design of the form needs to be realistic and straightforward, appropriate to the level of the job. Using application forms has the following advantages: Comparing like with like is easier. CVs can be time-consuming and may not provide the information required They provide the basis for an initial sift, and then for the interview The standard of completion can be a guide to the candidate's suitability, if writing and presentation skills are essential to the job; however, be aware of the possibility of disability discrimination They provide a record of qualifications, abilities and experience as stated by the applicant.

Care also needs to be taken over some less positive aspects of application forms: There is a temptation to use application forms to try to extract too much information, e.g. motives, values and personality characteristics. The form should concentrate on the experience, knowledge and competencies needed for the job some people may dislike filling in forms and so be put off applying for the job. Some very experienced people may find the form inadequate, whilst those with little in the way of qualifications or experience may be intimidated by large empty spaces on the form Application forms add another stage, and therefore more time, to the recruitment process. Some candidates may be lost if they can obtain work elsewhere more quickly Application forms may inadvertently be discriminatory. For instance, to require a form to be filled out 'in your own handwriting', where written English is not relevant to the job, may discriminate against those for whom English is not their first language, or who may not have well-developed literacy skills. Any information such as title (marital status), ethnic origin or date of birth requested for monitoring purposes (e.g. for compliance with the legal requirements and codes of practice on race, sex, disability and age discrimination) should be clearly shown to be for this purpose only, and should be on a separate sheet or tear-off section. Such information need only be provided on a voluntary basis. Medical information should also be obtained separately and kept separate from the application form. All applications should be promptly acknowledged. Selecting the best candidate Whatever form the applications take, there may be a need to separate them before moving on to the interview stage. Such a separation serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, such saperation should be undertaken by two or more people, and it

should involve the direct line manager/supervisor as well as personnel. The separating stage can also help the organization by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organization. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the applicant.

Some jobs require medicals to be given at the commencement of employment, and employers may seek preliminary information on a separate medical questionnaire at the time of recruitment. This applies mainly in driving work and industries where there is an exposure to certain chemicals. If your organization believes that pre-employment health screening is necessary, you must make sure it is carried out in a non-discriminatory way: for instance, do not single out disabled people for medical assessment. If a report from any individuals doctor is sought, then permission must be given by the individual, and they have the right to see the report

The candidates who best match the specifications may then be invited for interview. The invitation letter should tell candidates that they should advise the organization in advance if any particular arrangements need to be made to accommodate them on arrival or during the interview; for instance, ramp access or lighting levels. The invitation letter should also clearly state whether the organization will pay the candidates reasonable travel expenses for the interview. Who makes the decision? In some companies there will be a personnel or human resource specialist who will undertake most of the separating and short listing. It is very important that the line manager/supervisor

for the job also be involved, both at the job and person specification stage and at the interview stage. The final selection will thus normally be a joint decision, except in those very small companies where only a line manager/supervisor is available to do the recruitment of staff. Gaining the commitment of the immediate manager/supervisor by involving them in the selection process can be vital to ensuring that the new employee is settled successfully into the organization. It may be useful both for the candidates to see the environment in which they would be working, and, if they are to be part of a team, for the current team members to meet the candidate. Selection techniques There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centers, role plays and team exercises, to name a few. Usually a range of methods will be used by the organization depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment. Interviews Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Every candidate should be offered the same opportunities to give the best presentation of themselves, to demonstrate their suitability and to ask questions of the interviewer.

A structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen.

Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation. Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview. All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best. Preparing the interview The interviewer should prepare by: Reading the application form, job and person specifications to identify areas which need further exploration or clarification Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, e.g. job knowledge, training, qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?' * being ready for the candidates' questions, and trying to anticipate what additional nformation they may seek. Conducting the interview

Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc. If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may also prove valuable in offering an additional opportunity to assess the candidates interaction with possible colleagues. Consider whether any adjustments need to be made to accommodate an interviewee who has indicated a disability on the application form - it is easy to overlook simple adjustments that may be reasonable to make: Candidates with hearing impairment may not only need to be able to clearly see the interviewer as they are talking, but may need communication support if they are not to be placed at a disadvantage Is there an alternative to steps for access to the building? Can the interview take place elsewhere, where access might be easier for someone with a physical disability? It is common that both interviewer and candidate are nervous. Thorough preparation will help both of you. Be careful not to fill silences by talking too much - the aim of the interview is to draw information from the candidate to decide if they would suit the job. The candidate should do most of the talking. Nevertheless, the interviewer will want to encourage candidates to relax and give of their best in what is, after all, a somewhat unnatural setting. It is important to keep the conversation flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview. The following pointers may be helpful in conducting the interview:

 Introduce yourself (and other interviewers if present); this also gives the candidate time to settle down Give some background information about the organization and the job - this helps everyone to focus on the objective Structure the questions to cover all the relevant areas, and don't ask too many 'closed' questions. Open-ended questions (i.e. ones that cant be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how' Avoid leading questions Listen, and make brief notes as necessary on salient points Have a time frame and keep to it, allowing sufficient time for candidates to ask any questions they might have Make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary *Be careful to avoid inadvertent discrimination Tell the candidate what will happen next and when to expect to hear from the organization. Practical tests If the job involves practical skills, it may be appropriate to test for ability before or at the time of interview. This is generally acceptable for manual and word processing skills, but less useful for clerical and administrative posts. Telephone skills are increasingly in demand, and candidates for telesales/call centre work will almost invariably be asked to undertake a practical test. Any tests must, however, be free of bias and related to the necessary requirements of the job. Consideration in giving any tests must include the objectives of such a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the costs and benefits of such method.

Psychometric and psychological tests, including bio-data There are numerous tests commercially available which can assist in measuring aspects of personality and intelligence such as reasoning, problem solving, decision making, interpersonal skills and confidence. Although many large organizations have used them for a number of years, they are not widely used, and some tests are considered controversial - for instance, those that assess personality. Any organization considering the use of psychometric or psychological tests should refer to the guides available, and make sure they have the need, skills and resources necessary. Tests should never be used in isolation, or as the sole selection technique. Where a decision is made solely on the automatic processing of personal data, an applicant may require that the organization must reconsider any rejection or make a new decision on another basis. Bio-data (short for biographical data), is a questionnaire format with multiple choice answers. The questions are of a biographical nature and answers are scored according to the scoring key developed by the employer. In general bio-data is successfully used only by really large employers, who have a large throughput of applicants. Use of bio-data, like other tests, needs careful control to avoid any possibility of discrimination or invasion of privacy. Think carefully before using any test - is it actually necessary for the requirements of the job? Is the test relevant to the person/job specification? What is the company policy about using tests, storing results and giving feedback to the candidate? Marking criteria must be objective, and the record sheets should be retained for Data Protection. Assessment centres, role plays and team exercises Assessment centres are often used by large organizations making senior management or 'faststream' graduate appointments. Exercises, sole and group, may take place over a few days, normally in a residential setting. The individual may also be required to make presentations and to take part in role-plays or team events.

Making the decision Decide whom to employ as soon as possible after the interview/test/assessment. Use of a structured scoring system helps here, particularly one that is based on the applicants' competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and 'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to oneself in the candidate). Structured scoring allows the organization to weight some elements or competencies if desired, and to compare a candidate's score with the job specification 'ideal' score - although care must be taken when considering the results that a high overall score doesnt mask a low score in a crucial area. Write up notes immediately after the interview - recording relevant answers and detail. This is not only for the decision-making process but also to provide feedback to the candidate if requested. which will enable the candidate to ask to see interview notes where they form part of a 'set' of information about the candidate - for instance, the application form, references received and so on, or the full personnel file if the candidate is already working for the organization.. Inform all the applicants of the outcome as soon as possible, whether successful or unsuccessful. Keep in touch if the decision is delayed. Try to give positive feedback to unsuccessful candidates on any aspects they could reasonably improve for future success. It is sensible to maintain a favorable view of the organization among the applicants - there may be future job vacancies for which they would be suitable and for which you would wish them to apply. Failure to get one job does not necessarily mean unsuitability for other jobs with the organization. You may want to keep CVs or applications on file for future matching. Also bear in mind that applicants and their families may be your customers as well as potential employees, so it makes business sense to treat them fairly and courteously.

References and checking State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities. Do not ask for personal information about the applicant. Remember too that completing a reference takes time and proper consideration, so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory. The holding of particular qualifications, training or licenses may be important to the job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it is good employment practice to make sure the applicant knows, and that copies of any relevant documents will be held on their personnel file. The timing of reference and qualification checks is variable. It is often the case that references are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary evidence of qualifications to the interview. Job offers are sometimes made 'subject to satisfactory references being received', but this is not advisable. The referee may simply fail to provide any kind of reference. There is no legal requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those grounds, the organization could face legal action by the applicant. The organization needs a policy of what to do in circumstances such as the non-supply of a reference - an initial 'probationary' period might be an acceptable way of proceeding. The offer Once the successful candidate is identified, and any necessary references and checks completed, send out an offer letter. This is preferable to telephoning the candidate, as a letter

enables the specifics of the job to be re-stated, with the terms and conditions, any preconditions (e.g. subject to exam success), or post-conditions (e.g. subject to a satisfactory probation period). Remember that the employment contract is a legal one, and exists even before the candidate has commenced employment. The offer letter should set out the following points: The job title and the offer of that job Any conditions (pre or post) that apply to the offer The terms of the offer - salary, hours, benefits, pension arrangements, holiday entitlement, place of employment, etc The date of starting, and any probationary period What action the candidate needs to take, e.g. returning a signed acceptance of the offer, agreement to references, any date constraints on acceptance If the letter is to form part of the contract of employment, it should say so. Alternatively it could form the main terms and conditions of employment - a written statement required by law to be issued to employees within two months of them starting work. Preparing for the new employee Once the candidate has accepted the job, the organization must then prepare for the new employee's arrival and induction. Failure to attend to this can create a poor impression and undo much of the positive view the candidate has gained throughout the recruitment and selection process. A good induction program reinforces positive first impressions and makes new employees feel welcome and ready to contribute fully.

CHAPTER 2 COMPANY PROFILE

2.1 PROFILE OF THE ORGANIZATION

Our business is based on one key service: specialist recruitment consultancy services across more than 20 professional disciplines. We have successfully placed more than 80,000 candidates globally into permanent jobs this year. How we do it Specialist recruitment is all about people. More than 9,000 people make up our worldwide team, including 5,798 recruitment consultants, working across 393 offices within 27 countries. We share ideas, knowledge and experience across businesses and territories to deliver outstanding results and we invest heavily in equipping our staff with the skills to perform to the highest standards, while developing their careers. Our front and back offices are professionally administered by dedicated teams of support staff in IT, legal, finance, HR and marketing. How we communicate with our customers We harness the potential of multiple channels of communication to reach out to candidates and clients that include direct mail, PR, press advertising, internet advertising and e-marketing. Apart from our physical presence across regions we offer our services through the website, www.hays.in. The groups parent site www.hays.com attracts 1.3 million visitors and 140,000 job applications each month, with more than 57,000 live jobs online at any time, the magnitude of growth we would like to replicate in India as well. Hays specialist HR services help bring a complete dashboard view of the Employment & Recruitment ecosystem which combines well with the backend technology solutions and expertise of its consultants.

Our office network ensures were physically present in all the places where we do business, ensuring clients and candidates receive the highest levels of real service. Where we are Our largest market is that of the United Kingdom and Ireland. This market accounts for 58% of the net fees for the Group. We have over 255 offices in the United Kingdom and Ireland. Our business in Continental Europe and Rest of the World has been growing rapidly. We now operate in 19 countries in the region and have recently opened new operations in Hungary and Denmark. We have also opened an office in Dubai and in 2006 acquired a specialist recruitment business in Japan, where we have begun our geographical expansion by opening in Osaka. We have also settled offices in China and other parts of South East Asia. The growth of our business in Australia and New Zealand has been phenomenal and we continue to roll out our specialist activities across the network. In India, we have an office in Mumbai and will open an office in Delhi in 2009. We will also open our first office in Russia in Moscow in the first quarter of 2009. How we work together Each Hays business is run autonomously with a distinct business unit identity, management team and structure. This gives each specialist business stream a clear style and identity; one that is reflective of the clients and candidates and the business sector being served. Even with this relative independence, each business shares the brand values of Hays to ensure consistent standards of service quality, communication and delivery to each business sector in which we operate.

RECRUITMENT- Matching the of the organization & applicants IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES Recruitment policies are mostly drawn from personnel policies of the organization. According to Dale Yodar and Paul D. Standohar, general personnel policies provide a wide variety of guidelines to be spelt out in recruitment policy. After formulation of the recruitment policies, the management has to decide whether to centralize or decentralize the recruitment function. CENTRALISED V/s DECENTRALISED RECRUITMENT Recruitment practices vary from one organization to another. Some organizations like commercial banks resort to centralized recruitment while some organizations like the Indian Railway resort to decentralized recruitment practices. Personnel department at the central office performs all the functions of recruitment in case of centralised recruitment and personnel departments at unit level/zonal level perform all the functions of recruitment concerning to the jobs of the respective unit or zone. MERITS OF CENTRALISED RECRUITMENT Average cost of recruitment per candidate/unit should be relatively less due to economies of scale. It would have more expertise available to it. It can ensure broad uniformity among human resources of various units/zones in respect of education, skill, knowledge, talent, etc.

It would generally be above malpractices, abuse of powers, favouritism, bias, etc. It would facilitate interchangeability of staff among various units/zones. It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruiting functions. It enables the organization to have centralised selection procedure, promotional and transfer procedure, etc. It ensures the most effective and suitable placement to candidates. It enables centralised training programmes which further brings uniformity and minimizes average cost of staff.

MERITS OF DECENTRALISED RECRUITMENT The unit concerned concentrates only on those sources/places wherein normally gets the suitable candidates. As such the cost of recruitment would be relatively less. The unit gets most suitable candidates as it is well aware of the requirements of the job regarding culture, traditional, family background aspects, local factors, social factors, etc. Units can recruit candidates as and when they are required without any delay. The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates. The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes of recruitment. The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency. Both the systems of recruitment would suffer from their own demerits. Hence, the management has to weigh both the merits and demerits of each system before making a final decision about centralizing or decentralizing the recruitment. Alternatively management may decentralize the recruitment of certain categories of employees preferably middle and top level managerial personnel and centralize the recruitment of other categories of employees preferably lower level positions in view of the nature of the jobs and suitability of those systems for those categories of positions. The management has to find out and develop the sources of recruitment after deciding upon centralizing or decentralizing the recruitment function.

RECRUITING OR RETAINING Hay Consultants Ltd is an internationally reputed electronics firm. It attracted employees

from internationally reputed institutes and industries by offering high salaries, perks, etc. It had advertised for the position of an Electronics engineer some years back. Nearly 150 candidates working in various electronics firm applied for the job. Mr. Sashidhar, an Electronics Engineer Graduate from Indian Institute of Technology with 5 years of working experience in a small electronics firm was selected among those interviewed. The interview board recommended an enhancement in his salary by Rs.500 more than his present salary at his request. He was very happy and was congratulated by his previous employer for his brilliant interview performance and good luck. Mr. Sashidhar joined the company with great enthusiasm and also found his job to be quite comfortable and challenging one. He found that his colleagues and superiors were friendly and co-operative. But this didnt last long. After one year of his service, he slowly learnt about a number of unpleasant stories about the company, management, the superiorsubordinate relations, rate of employee turnover, etc. But still he decided to continue with the promise that he made in the interview. He wanted to please and change the attitude of management through his performance, commitment and dedication. Looking at his great contributions and efforts, the management got the impression that he is well settled will remain in the company for a long time. After sometime they all started taking undue advantage of him and overloaded him with multifarious jobs and thereby ridded over him. As a result, his freedom in deciding and executing was cut down to size; his colleagues started assigning their responsibilities to him. Consequently, there were imbalances in his family, social and organization life. It was quite surprising to the general manager to see the resignation letter of Mr. Sashidhar one fine morning. The general manager failed to convince him to withdraw his resignation. The general manager wanted to appoint a committee to go into the matter immediately, but dropped the idea later so that the companys image doesnt get spoiled.

ANALYSIS

Thus, from this case study it is clear that retaining is much more important than recruiting. Whats the use and benefits of recruiting quality employees if they cannot be retained by the organization in a proper manner. The purpose of recruitment is fulfilled when the employees selected from a pool of qualified applicants are retained in the company by keeping them satisfied in all aspects. They must be provided with better working conditions, better pay scales, incentives, recognition, promotion, bonus, flexible working hours, etc. They should treat the employees as co-owners and partners of the company. SOURCES OF RECRUITMENT The sources of recruitment may be broadly divided into two categories: internal sources and external sources. Both have their own merits and demerits. Lets examine these. Internal Sources:Persons who are already working in an organization constitute the internal sources. Retrenched employees, retired employees, dependents of deceased employees may also constitute the internal sources. Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted or even demoted. External Sources External sources lie outside an organization. Here the organization can have the services of : (a) Employees working in other organizations; (b) Jobs aspirants registered with employment exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms and contractors; (f) Candidates responding to the advertisements, issued by the organization; and (g) Unsolicited applications/ walk-ins. Merits and Demerits of Recruiting people from Within Merits Demerits

1) Economical: The cost of recruiting internal candidates is minimal. No expenses are incurred on advertising. 2) Suitable: The organization can pick the

1)

Limited Choice: The organization is forced to select candidates from a limited pool. It may have to sacrifice quality and settle down for less

right candidates having the requisite skills. The candidate can choose a right vacancy where their talents can be fully utilized. 3) Reliable: The organization has the knowledge about suitability of a candidate for a position. Known devils are better than unknown angels! 4) Satisfying: A policy of preferring people from within offers regular promotional avenues for employees. It motivates them to work hard and earn promotions. They will work with loyalty commitment and enthusiasm. 4) 3) 2)

qualified candidates. Inbreeding: It discourages entry for talented people, available outside an organization. Existing employees may fail to behave in innovative ways and inject necessary dynamism to enterprise activities. Inefficiency: Promotions based on length of service rather than merit, may prove to be a blessing for inefficient candidate. They do not work hard and prove their worth.

Bone of contention: Recruitment from within may lead to infighting among employees aspiring for limited, higher level positions in an organization. As years roll by, the race for premium positions may end up in a bitter race.

The merits and demerits of recruiting candidates from outside an organization may be stated thus:

Merits and Demerits of External sources of Recruitment Merits Demerits

Wide Choice: The organization has the freedom to select candidates from a large

Expenses: Hiring costs could go up substantially. Tapping multifarious sources

pool. Persons with requisite qualifications could be picked up.

of recruitment is not an easy task either.

Time consuming: It takes time to Infection of fresh blood: People with special skills and knowledge could be hired to stir up the existing employees and pave the way for innovative ways of working. advertise, screen, to test and test and to select suitable employees. Where suitable ones are not available, the process has to be repeated.

Motivational force: It helps in motivating internal employees to work hard and compete with external candidates while seeking career growth. Such a competitive atmosphere would help an employee to work to the best of his abilities.

De-motivating: Existing employees who have put in considerable service may resist the process of filling up vacancies from outside. The feeling that their services have not been recognized by the organization, forces then to work with less enthusiasm and motivation.

Long term benefits: Talented people could join the ranks, new ideas could find meaningful expression, a competitive atmosphere would compel people to give out their best and earn rewards, etc. Uncertainty: There is no guarantee that the organization, ultimately will be able to hire the services of suitable candidates. It may end up hiring someone who does not fit and who may not be able to adjust in the new setup.

METHODS OF RECRUITMENT The following are the most commonly used methods of recruiting people. INTERNAL METHODS: 1. Promotions and Transfers

This is a method of filling vacancies from within through transfers and promotions. A transfer is a lateral movement within the same grade, from one job to another. It may lead to changes in duties and responsibilities, working conditions, etc., but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level position to a higher level position accompanied by (usually) changes in duties, responsibilities, status and value. Organisations generally prepare badli lists or a central pool of persons from which vacancies can be filled for manual jobs. Such persons are usually passed on to various departments, depending on internal requirements. If a person remains on such rolls for 240 days or more, he gets the status of a permanent employee as per the Industrial Disputes Act and is therefore entitled to all relevant benefits, including provident fund, gratuity, retrenchment compensation. 2. Job Posting Job posting is another way of hiring people from within. In this method, the organisation publicises job opening on bulletin boards, electronic method and similar outlets. One of the important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company to look for growth opportunities within the company without looking for greener pastures outside. 3. Employee Referrals Employee referral means using personal contacts to locate job opportunities. recommendation from a current employee regarding a job applicant. It is a The logic behind

employee referral is that it takes one to know one. Employees working in the organization, in this case, are encouraged to recommend the names of their friends, working in other organizations for a possible vacancy in the near future. In fact, this has become a popular way of recruiting people in the highly competitive Information Technology industry nowadays. Companies offer rich rewards also to employees whose recommendations are accepted after the routine screening and examining process is over and job offers extended to the suggested candidates. As a goodwill gestures, companies also consider the names recommended by unions from time to time. External (direct) Methods Campus Recruitment

It is a method of recruiting by visiting and participating in college campuses and their placement centres. Here the recruiters visit reputed educational institutions such as IITs, IIMs, colleges and universities with a view to pick up job aspirants having requisite technical or professional skills. Job seekers are provided information about the jobs and the recruiters, in turn, get a snapshot of job seekers through constant interchange of information with respective institutions. A preliminary screening is done within the campus and the short listed students are then subjected to the remainder of the selection process. In view of the growing demand for young managers, most reputed organizations (such as Hindustan Lever Ltd., Proctor & Cable, Citibank, State Bank of India, Tata and Birla group companies) visit IIMs and IITs regularly and even sponsor certain popular campus activities with a view to earn goodwill in the job market. Advantages of this method include: the placement centre helps locate applicants and provides resumes to organizations; applicants can be prescreened; applicants will not have to be lured away from a current job and lower salary expectations. On the negative front, campus recruiting means hiring people with little or no work experience. The organizations will have to offer some kind of training to the applicants, almost immediately after hiring. It demands careful advance planning, looking into the placement weeks of various institutions in different parts of the country. Further, campus recruiting can be costly for organizations situated in another city (airfare, boarding and lodging expenses of recruiters, site visit of applicants if allowed, etc.). If campus recruitment is used, steps should be taken by human resource department to ensure that recruiters are knowledgeable concerning the jobs that are to be filled and the organizations and understand and employ effective interviewing skills. Guidelines for campus recruiting: companies using college campuses as recruitment source should consider the following guidelines:

Identify the potential candidates early: The earlier that candidate with top potential can be identified, the more likely the organization will be in a position to attract them. Employ various means to attract candidates: These may include providing research grants; consulting opportunities to faculty members, funding university infrastructural

requirements, internships to students, etc. in the long run these will enhance the prestige of the company in the eyes of potential job seekers.

Use effective recruitment material: Attractive brochures, films, computer diskettes, followed by enthusiastic and effective presentations by company officials, correspondence with placement offices in respective campus in a friendly way will help in booting the company image in the eyes of the applicants. The company must provide detailed information about the characteristics of entry level positions, especially those that have had a major positive impact on prior applicants decisions to join the company.

Offer training to campus interviews: Its better to devote more time and resources to train on campus interviewers to answer specific job related questions of applicants. Come out with a competitive offer: Keep the key job attributes that influence the decisions of applicants such as promotional avenues, challenging assignments, long term income potential, etc., while talking to candidates.

Indirect methods:Advertisements:These include advertisements in newspapers; trade, professional and technical journals; radio and television; etc. in recent times, this medium has become just as colourful, lively and imaginative as consumer advertising. The ads generally give a brief outline of the job responsibilities, compensation package, prospects in organizations, etc. this method is appropriate when (a) the organization intends to reach a large target group and (b) the organizations wants a fairly good number of talented people who are geographically spread out. To apply for advertised vacancies lets briefly examine the wide variety of alternatives available to a company - as far as ads are concerned:

Newspaper Ads: Here it is easy to place job ads without much of a lead time. It has flexibility in terms of information and can conveniently target a specific geographic location. On the negative side, newspaper ads tend to attract only those who are actively seeking employment at that point of time, while some of the best candidates who are well paid and challenged by their current jobs may not be aware of such openings. As a result, the company may be bombarded with applications from a large number of candidates who are marginally qualified for the job adding to its administrative burden. To maintain secrecy for various

reasons (avoiding the rush, sending signals to competitors, cutting down expenses involved in responding to any individual who applies, etc.), large companies with a national reputation may also go in for blind-box ads in newspapers, especially for filling lower level positions. In a blind-box ad there is no identification of the advertising organization. Job aspirants are asked to respond to a post office box number or to an employment firm that is acting as an agent between the job seekers and the organization.

Television and radio ads: These ads are more likely to each individual who are not actively seeking employment; they are more likely to stand out distinctly, they help the organization to target the audience more selectively and they offer considerable scope for designing ads creatively. However, these ads are expensive. Also, because the television or radio is simply seen or heard, potential candidates may have a tough time remembering the details, making application difficult.

Third Party Methods Private Employment Search Firms:-

\As search firm is a private employment agency that maintains computerized lists of qualified applicants and supplies these to employers willing to hire people from the list for a fee. Firms like Arthur Anderson, Boble and Hewitt, ABC consultants, SB Billimoria, KPMG; Ferguson Associates offers specialized employment-related services to corporate houses for a fee, especially for top and middle level executive vacancies. AT the lower end, a number of search firms operate providing multifarious services to both recruiters and the recruitees. Employment Exchanges:AS a statutory requirement, companies are also expected to notify (wherever the Employment Exchanges Act, 1959, applies) their vacancies through the respective Employment Exchanges, created all over India for helping unemployed youth, displaced persons, ex-military personnel, physically handicapped, etc. AS per the Act all employers are supposed to notify the vacancies arising in their establishments form time to time with certain exemptions to the prescribed employment exchanges before they are filled. The Act covers all establishments in public sector and nonagricultural establishments employing

25 or more workers in the private sector. However, in view of the practical difficulties involved in implementing the provisions of the Act (such as filing a quarterly return in respect of their staff strength, vacancies and shortages, returns showing occupational distribution of their employees, etc.) many organizations have successfully fought court battles when they were asked to pick up candidates from among those sponsored by the employment exchanges. Gate Hiring and Contractors:Gate hiring (where job seekers, generally blue collar employees, present themselves at the factory gate and offer their services on a daily basis), hiring through contractors, recruiting through word-of-mouth publicity are still in use despite the many possibilities for their misuse in the small scale sector in India. Unsolicited Applicants / Walk-ins:Companies generally receive unsolicited applications from job seekers at various points of time; the number of such applications depends on economic conditions, the image of the company and the job seekers perception of the types of jobs that might be available etc. Such applications are generally kept in a data bank and whenever a suitable vacancy arises, the company would intimate the candidates to apply through a formal channel. One important problem with this method is that job seekers generally apply to number of organizations and when they are actually required by the organizations, either they are already employed in other organizations or are not simply interested in the position. Alternatives to Recruitment:Since recruitment and selection costs are high (search process, interviewing agency fee, etc.) firms these days are trying to look at alternatives to recruitment especially when market demand for firms products and services is sluggish. Moreover, once employees are placed on the payroll, it may be extremely difficult to remove them if their performance is marginal. Some of the options in this regard may be listed thus:

Evaluation of Alternative Sources

Companies have to evaluate the sources of recruiting carefully looking at cost, time, flexibility, quality and other criteria before earmarking funds for the recruitment

process. They cannot afford to fill all their vacancies through a particular source. To facilitate the decision making process in this regard, companies rely on the following: Time lapse data: They show the time lag between the dates of requisition for manpower supply from a department to the actual date of filling the vacancies in that department. For example, a companys past experience may indicate that the average number of days from application to interview is 10, from interview to offer is 7, from offer to acceptance is 10 and from acceptance to report for work is 15. Therefore, if the company starts the recruitment and selection process now it would require 42 days before the new employee joins its ranks. Armed with this information, the length of the time needed for alternative sources of recruitment can be ascertained before pinning hopes on a particular source that meets the recruitment objectives of the company. Yield ratios: These ratios indicate the number of leads / contacts needed to generate a given number of hires at a point at time. For example, if a company needs 10 management trainees in the next six months, it has to monitor past yield ratios in order to find out the number of candidates to be contacted for this purpose. On the basis of past experience, to continue the same example, the company finds that to hire 10 trainees, it has to extend 20 offers. If the interview-to-offer is 3:2, then 30 interviews must be conducted. If the invitees to interview ratios are 4:3 then, as many as 40 candidates must be invited. Lastly, if contacts or leads needed to identify suitable trainees to invite are in 5:1 ratio, then 200 contacts are made. Surveys and studies: Surveys may also be conducted to find out the suitability of a

particular source for certain positions. For example, as pointed out previously, employee referral has emerged as popular way of hiring people in the Information Technology industry in recent times in India. Correlation studies could also be carried out to find out the relationship between different organizational positions. Before finally identifying the sources of recruitment, the human resource managers must also look into the cost or hiring a candidate. The cost per hire can be found out by dividing the recruitment cost by the number of candidates hired. SELECTION Introduction The size of the labour market, the image of the company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are likely to respond to the recruiting efforts of the company. Through the process of

recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection. Definition To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Purpose The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job in an organisation best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employees work. Any mismatched in this regard can cost an organisation a great deal of money, time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate hot news and juicy bits of negative information about the company, causing incalculable harm to the company in the long run. Effective election, therefore, demands constant monitoring of the fit between people the job.

2.2 PROBLEMS OF THE ORGANIZATION

This research intends to investigate the relationship between high-commitment HRM practices and affective commitment through the mediating mechanism of employees perceptions of high-commitment HRM practices. With respect to data collection. For example, if an organization conducted a training program in the workplace, it would be reasonable to assume that such implementation could enhance workers knowledge, skills and abilities, and thus foster superior employee affective commitment due to satisfied experience with the organization; nevertheless, such analogy may sometimes be deceiving or unreliable. Although some employees may consider this training as helpful and acknowledge the implementation of organizational HRM practices, but conversely, other workers may perceive the program as non-effective and regard it as a burden that impede their routine work schedule, hence brought down their satisfaction with the organization and degraded their commitment. For that reason, employees individual perception plays as a critical mediator in the relationship between organizational HRM practices and the actual revelation of employees attitudes and behaviors. Consequently, from this perspective, we reason that HRM practices in its influential process to employee affective commitment, will first impinge on its members perception of organizational HRM practices and subsequently further modify or change their affective commitment towards the organization. Hence, via the implementation of high-commitment HRM practices, e.g. intensive training and development, socialization, promotion from within, high level of compensation, it will make the employees be convinced that the organizations intention conforms with their perceptions, and then, they will reciprocate with higher commitment and stronger submission to devote and contribute for the organization

2.3 COMPETITION INFORMATION

ABC COSULTANTS MAFOI TEAMLEASE

2. 4 S.W.O.T ANALYSIS OF THE ORGANIZATION

A s.w.o.t analysis is a strategic planning method used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or in a business. This analysis proves to be very useful and effective within the recruiting industry as well. Performing a swot analysis will assist the company or organizations recruiting team with valuable insight and information that will enhance your recruiting strategy and improve candidate sourcing efforts. Competitive strengths In this area, you want to see just what you are up against by taking a look at your competitors stronger suits. Here are a couple of questions to research:

What stands out about the competitor? What types of benefits are offered? Is there opportunity for work-life balance? What is the measure of growth per year? What is the rank or position in the industry? How long has the organization been in operation? Is there a specialty or unique focus?

Weakness overview When considering your competitors weaknesses, we should focus on the following:

Company presence where is their biggest presence? What part of the country? (is that an area that candidates would want to live or work?)

Company culture what is it like to work for x company? This information can be gathered through social and professional networking sites like facebook and linkedin. These sites host groups that are sometimes made up of employees from specific companies. Employees use these groups as an opportunity to connect with other employees around the world, use it as a forum to openly discuss new ideas or sometimes, just for fun. Typically these employees are very honest and open to sharing information about their experience working with that company. Just ask,

what do you like and dislike about working with xyz company? You will be surprised!

Attrition what is the rate of attrition per year? What area do they tend to lose the most employees?

Credibility look for information on the credibility of the company. Although you may not find any negative information, this is still a worthwhile area to check.

Exploring opportunities. As you continue to research and gather more information about your competitor, recognize the areas where there may be an opportunity for you to shine! In this area, you are comparing certain aspects of your organization with theirs. You are using a combination of the weaknesses and strengths, yet finding areas where there may be possible loopholes where your company or organization could have the advantage. Here are some questions to consider:

Are the benefits comparable? What does your organization offer that the competitor does not? How valuable is the competitors credibility? Who (what type of candidate) is the competitors primary target? What type of advancement opportunities are in place?

Considering the threats. In this area, we are to take a look at the road ahead! Recognizing and evaluating your competitors advantages and current status is a great way to determine potential threats and provide clarity as to where the attention needs to be within your company or organization. Some questions to consider would be:

What is your competitors forecasted growth? What is your competitors niche or specialty? Are they in expansion mode? What was the revenue percentage for the previous year? What is their current industry ranking?

CHAPTER 3 CONCEPTUAL DISCUSSION

Recruitment and selection is the process of identifying the need for a job, defining the requirements of the position and the job holder, advertising the position and choosing the most appropriate person for the job. Retention means ensuring that once the best person has been recruited, they stay with the business and are not poached by rival companies. Undertaking this process is one of the main objectives of management. Indeed, the success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs. Employees should therefore be carefully selected, managed and retained, just like any other resource

The recruitment process A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as: have has work patterns, the new technology function or new products changed? altered the job?

are there any changes anticipated which will require different, more flexible skills from the jobholder? Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organization or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes. Writing a good job description or job specification helps in the process of analyzing the needs of the job. Job description/job specification This should detail the purpose, tasks and responsibilities of the job. A good job description should include: main purpose of the job - try to describe this in one sentence

 main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating', instead of vaguer terms like 'dealing with', 'in charge of' scope of the job - expanding on the main tasks and the importance of the job. Job importance can be indicated by giving information such as the number of people to be supervised, the degree of precision required and the value of any materials and equipment used. A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person specification - a profile of the skills and aptitudes considered essential and desirable in the job-holder. It enables prospective applicants to assess themselves for the job and provides a benchmark for judging achievements. Person specification Drawing up the person specification allows the organization to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees. Factors to consider when drawing up the specification include: Skills, knowledge, aptitudes directly related to the job The length and type of experience necessary The competencies necessary Education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (e.g. graduate trainees), when a higher level of education may be specified

 Any criteria relating to personal qualities or circumstances which must be essential and directly related to the job, and must be applied equally to all groups irrespective of age, sex, race, nationality, creed, disability, membership or non-membership of a trade union. To do otherwise is potentially discriminatory . For instance, a clause requiring the successful candidate to move their place of work should be included only when absolutely necessary, as it is likely to discourage applicants with family care commitments. Whilst age discrimination is not presently unlawful, to impose age barriers will reduce the number of high quality applicants attracted by the vacancy. Since December 2003 it has been unlawful to discriminate against people at work in respect of religion or belief or sexual orientation. The Government plans to introduce similar protection in respect of age by 2006. The person specification helps the selection and subsequent interview to operate in a systematic way, as bias-free as possible. The use of competency-based approaches can help by focusing on the 'match' between candidate and role, but they are best used where they are an integral part of the continuing assessment and development of staff. Pay After setting the job and the person specifications, consideration should be given to pay rates. Factors such as scales, grades and negotiated agreements, as well as market rates and skills shortages, may affect the wage or salary, and organizations should be aware of the requirements of equal pay and discrimination legislation. Unless there is a formal system for increments or length of service, paying the new employee a different rate from that paid to the preceding post holder may contravene the relevant legislation. Employers must also comply with the provisions of the National Minimum Wage Act 1998. Attracting applicants The search for suitable candidates now begins. The process of marketing needs to be undertaken carefully so as to ensure the best response at the least cost. The object is to get a good selection of good quality candidates. Possible methods to consider are: Internal Recruitment - This method can have the advantage of building on existing staff's skills and training, and provides opportunities for development and promotion. It is a good way to retain valuable employees whose skills can be further enhanced. Other advantages

include the opportunity for staff to extend their competencies and skills to the benefit of both the organization and the individual, and the enhancement of individual motivation. Use of a consistent, clear, procedure, agreed jointly between employer and employees, has many advantages and avoids suspicion of favoritism Jobcentres of the Department for Work and Pensions - will display employers' vacancies and refer potential recruits. They also administer some of the Government training programs. The Disability Service Team staff at Jobcentres can help address the specific requirements of attracting disabled people Learning and Skills Council - may well have trained workers available through their recruitment service, and can tailor training to an employer's requirements Commercial Recruitment Agencies - often specialize in particular types of work, eg secretarial, office work, industrial, computing, and may already have potential applicants registered with them Executive Search Organizations - usually working in the higher management/specialist fields, will seek out suitable candidates working in other companies by direct approach, or via specialist advertising National Newspapers - advertising in the national press is expensive, but likely to produce a good response for particular, specialist vacancies. Remember too there are national ethnic group newspapers which will reach a wide audience Specialist and Professional Journals - less expensive than the national press, these journals can guarantee to reach the precise group of potential applicants for specialist and professional vacancies Internet - is beginning to emerge as a recruitment medium. It is mainly used for graduatelevel and technical jobs because it tends to target a self-selected group who are computer literate and have access to the web at their place of study or work. Its use is likely to grow Local Newspapers, Radio - for less specialized jobs, or to target groups in a particular local area, advertisements in the local media may produce a good response Local Schools, Colleges and the Careers Service - maintaining contact with schools, colleges and careers advisers will ensure that the organizations needs for school/college

leavers with particular skills and abilities are known. It can be particularly useful to offer students the opportunity to spend some time at the company, on work experience, or 'shadowing' Word of Mouth - introduction via existing employees or through an employers' network. Whilst this may be economical, it is likely to lead to a much smaller pool of suitable applicants and does not normally satisfy equal opportunities requirements because any imbalance in the workforce may be perpetuated. Once the recruitment channel or channels are decided, the next step is to consider: The design and content of any advertisement used How applicants are to respond - by application form, fax, telephone, in person at the organization or agency, by letter, by email on the internet or by tape who is to be responsible for sifting the applications? What is the selection process going to be? If interviews are to be held, when will they be and will everyone who needs to be involved be available? Are selection tests to be used? Is there the expertise to administer them and ensure they are non-discriminatory and appropriate? Are references/medicals to be requested? Are arrangements in hand to give prompt acknowledgement of applications received? The advertisement Any advertisement needs to be designed and presented effectively to ensure the right candidates are attracted. Look through national, local or professional papers and see what advertisements catch the eye. The newspaper office will often advise on suitable formats. Advertisements must be tailored to the level of the target audience, and should always be clear and easily understood. They must be non-discriminatory, and should avoid any gender or culturally specific language. To support this, the organization should include in the advert its statement of commitment to equal opportunities, which will underline the organization as one that will welcome applications from all sections of the community.

Consider the following factors in the advertisement: If the organization is well known, does it have a logo that could feature prominently in the advertisement? Make the advertisement consistent with the company image should the job title be the most prominent feature? Keep the text short and simple while giving the main aspects of the job, pay, career prospects, location, contract length Mention specific details - such as pay, qualifications and experience required - be given in a way which will reduce the number of unsuitable applications? Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate qualifications' which may discourage valid applications? Is the form of reply and the closing date for applications clear? Is there a contact name and phone number for further information and enquiries? All advertisements should carry the same information, whether for internal or external use. Application forms Application forms can help the recruitment process by providing necessary and relevant information about the applicant and their skills. The design of the form needs to be realistic and straightforward, appropriate to the level of the job. Using application forms has the following advantages: Comparing like with like is easier. CVs can be time-consuming and may not provide the information required They provide the basis for an initial sift, and then for the interview The standard of completion can be a guide to the candidate's suitability, if writing and presentation skills are essential to the job; however, be aware of the possibility of disability discrimination They provide a record of qualifications, abilities and experience as stated by the applicant.

Care also needs to be taken over some less positive aspects of application forms: There is a temptation to use application forms to try to extract too much information, e.g. motives, values and personality characteristics. The form should concentrate on the experience, knowledge and competencies needed for the job some people may dislike filling in forms and so be put off applying for the job. Some very experienced people may find the form inadequate, whilst those with little in the way of qualifications or experience may be intimidated by large empty spaces on the form Application forms add another stage, and therefore more time, to the recruitment process. Some candidates may be lost if they can obtain work elsewhere more quickly Application forms may inadvertently be discriminatory. For instance, to require a form to be filled out 'in your own handwriting', where written English is not relevant to the job, may discriminate against those for whom English is not their first language, or who may not have well-developed literacy skills. Any information such as title (marital status), ethnic origin or date of birth requested for monitoring purposes (e.g. for compliance with the legal requirements and codes of practice on race, sex, disability and age discrimination) should be clearly shown to be for this purpose only, and should be on a separate sheet or tear-off section. Such information need only be provided on a voluntary basis. Medical information should also be obtained separately and kept separate from the application form. All applications should be promptly acknowledged. Selecting the best candidate Whatever form the applications take, there may be a need to separate them before moving on to the interview stage. Such a separation serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, such saperation should be undertaken by two or more people, and it should involve the direct line manager/supervisor as well as personnel. The separating stage can also help the organization by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organization. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the

applicant. Some jobs require medicals to be given at the commencement of employment, and employers may seek preliminary information on a separate medical questionnaire at the time of recruitment. This applies mainly in driving work and industries where there is an exposure to certain chemicals. If your organization believes that pre-employment health screening is necessary, you must make sure it is carried out in a non-discriminatory way: for instance, do not single out disabled people for medical assessment. If a report from any individuals doctor is sought, then permission must be given by the individual, and they have the right to see the report The candidates who best match the specifications may then be invited for interview. The invitation letter should tell candidates that they should advise the organization in advance if any particular arrangements need to be made to accommodate them on arrival or during the interview; for instance, ramp access or lighting levels. The invitation letter should also clearly state whether the organization will pay the candidates reasonable travel expenses for the interview. Who makes the decision? In some companies there will be a personnel or human resource specialist who will undertake most of the separating and short listing. It is very important that the line manager/supervisor for the job also be involved, both at the job and person specification stage and at the interview stage. The final selection will thus normally be a joint decision, except in those very small companies where only a line manager/supervisor is available to do the recruitment of staff. Gaining the commitment of the immediate manager/supervisor by involving them in the selection process can be vital to ensuring that the new employee is settled successfully into the organization. It may be useful both for the candidates to see the environment in which they would be working, and, if they are to be part of a team, for the current team members to meet the candidate. Selection techniques There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centers, role plays and team exercises, to name a

few. Usually a range of methods will be used by the organization depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment. Interviews Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Every candidate should be offered the same opportunities to give the best presentation of themselves, to demonstrate their suitability and to ask questions of the interviewer. A structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen. Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation. Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview. All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best. Preparing the interview The interviewer should prepare by: Reading the application form, job and person specifications to identify areas which need further exploration or clarification Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on

certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, e.g. job knowledge, training, qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?' * being ready for the candidates' questions, and trying to anticipate what additional nformation they may seek. Conducting the interview Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc. If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may also prove valuable in offering an additional opportunity to assess the candidates interaction with possible colleagues. Consider whether any adjustments need to be made to accommodate an interviewee who has indicated a disability on the application form - it is easy to overlook simple adjustments that may be reasonable to make: Candidates with hearing impairment may not only need to be able to clearly see the interviewer as they are talking, but may need communication support if they are not to be placed at a disadvantage Is there an alternative to steps for access to the building? Can the interview take place elsewhere, where access might be easier for someone with a physical disability? It is common that both interviewer and candidate are nervous. Thorough preparation will help both of you. Be careful not to fill silences by talking too much - the aim of the interview is to draw information from the candidate to decide if they would suit the job. The candidate should do most of the talking. Nevertheless, the interviewer will want to encourage candidates to relax and give of their best in what is, after all, a somewhat unnatural setting. It is important to keep the conversation

flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview. The following pointers may be helpful in conducting the interview: Introduce yourself (and other interviewers if present); this also gives the candidate time to settle down Give some background information about the organization and the job - this helps everyone to focus on the objective Structure the questions to cover all the relevant areas, and don't ask too many 'closed' questions. Open-ended questions (i.e. ones that cant be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how' Avoid leading questions Listen, and make brief notes as necessary on salient points Have a time frame and keep to it, allowing sufficient time for candidates to ask any questions they might have Make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary *Be careful to avoid inadvertent discrimination Tell the candidate what will happen next and when to expect to hear from the organization. Practical tests If the job involves practical skills, it may be appropriate to test for ability before or at the time of interview. This is generally acceptable for manual and word processing skills, but less useful for clerical and administrative posts. Telephone skills are increasingly in demand, and candidates for telesales/call centre work will almost invariably be asked to undertake a practical test. Any tests must, however, be free of bias and related to the necessary requirements of the job. Consideration in giving any tests must include the objectives of such a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the costs and benefits of such method.

Psychometric and psychological tests, including bio-data There are numerous tests commercially available which can assist in measuring aspects of personality and intelligence such as reasoning, problem solving, decision making, interpersonal skills and confidence. Although many large organizations have used them for a number of years, they are not widely used, and some tests are considered controversial - for instance, those that assess personality. Any organization considering the use of psychometric or psychological tests should refer to the guides available, and make sure they have the need, skills and resources necessary. Tests should never be used in isolation, or as the sole selection technique. Where a decision is made solely on the automatic processing of personal data, an applicant may require that the organization must reconsider any rejection or make a new decision on another basis. Bio-data (short for biographical data), is a questionnaire format with multiple choice answers. The questions are of a biographical nature and answers are scored according to the scoring key developed by the employer. In general bio-data is successfully used only by really large employers, who have a large throughput of applicants. Use of bio-data, like other tests, needs careful control to avoid any possibility of discrimination or invasion of privacy. Think carefully before using any test - is it actually necessary for the requirements of the job? Is the test relevant to the person/job specification? What is the company policy about using tests, storing results and giving feedback to the candidate? Marking criteria must be objective, and the record sheets should be retained for Data Protection.

CHAPTER 4 RESEARCH METHODOLOGY

4.1. TITLE JUSTIFICATION

This research intends to investigate the relationship between high-commitment HRM practices and affective commitment through the mediating mechanism of employees perceptions of high-commitment HRM practices. With respect to data collection. For example, if an organization conducted a training program in the workplace, it would be reasonable to assume that such implementation could enhance workers knowledge, skills and abilities, and thus foster superior employee affective commitment due to satisfied experience with the organization; nevertheless, such analogy may sometimes be deceiving or unreliable. Although some employees may consider this training as helpful and acknowledge the implementation of organizational HRM practices, but conversely, other workers may perceive the program as non-effective and regard it as a burden that impede their routine work schedule, hence brought down their satisfaction with the organization and degraded their commitment.

4.2 OBJECTIVE
i.

To assess the nature of current recruitment and selection procedure of the Hays .

ii. To analyze the various way of recruitment through which Hays can be benefited.

4.3. SIGNIFICANCE
For that reason, employees individual perception plays as a critical mediator in the relationship between organizational HRM practices and the actual revelation of employees attitudes and behaviors. Consequently, from this perspective, we reason that HRM practices in its influential process to employee affective commitment, will first impinge on its members perception of organizational HRM practices and subsequently further modify or change their affective commitment towards the organization. Hence, via the implementation

of high-commitment HRM practices, e.g. intensive training and development, socialization, promotion from within, high level of compensation, it will make the employees be convinced that the organizations intention conforms with their perceptions, and then, they will reciprocate with higher commitment and stronger submission to devote and contribute for the organization

4.4. MANAGERIAL USEFULNESS OF THE STUDY

The health care system in India is characterized by multiple systems of medicine, mixed ownership patterns and different kinds of delivery structures. Hays sector ownership is divided between central and state governments, municipal and Panchayat local governments. Hays health facilities include teaching hospitals, secondary level hospitals, first-level referral hospitals (CHCs or rural hospitals), dispensaries; primary health centres (PHCs), sub-centres, and health posts. Also included are pubHays facilities for selected occupational groups like organized work force (ESI), defence, government employees (CGHS), railways, post and telegraph and mines among others. 4.5 METHODOLOGY Data has been collected through one to one interaction and discussion with various people who are involved in the business of insurance as Sales manager, Life Advisors, Marketing Manager Customers and others. Newspapers, Internet, Magazines and Journals would provide ample material about latest trends and practices in insurance industry. Kotak organizes various outdoor activities to boost its business and brand. Interaction with customers during such outdoor activities would enable to understand the success ratio of such kind of outdoor activities. Various products of the company would be discussed with respect to their benefits and advantages. Various insurance players would be compared with respect to their market share and products that they offer.

Primary Data has been collected through discussions and observation of various people involved in the business whereas Secondary Data through annual reports of the company, newspaper, magazines, journals and internet. Questionnaire Design/ Formulation The data collected is Primary data and Secondary data which is both quantitative and qualitative data, which was further analyzed in order to draw conclusions and suggestions. DATA COLLECTION Data has been collected through the financial consultants and also from the managers which are working and hiring financial consultants under them SAMPLE SIZE AND DESIGN: A sample of 50 people was taken on the basis of convenience. The actual consumers were contacted on the basis of random sampling.

RESEARCH PERIOD: Research work is only carried for 2 or 3 weeks. SECONDARY DATA: I have collected the data from the various sources i.e. Book Internet Journal Magazine IRDA news latter

PRIMARY DATA:

Primary data will be collected from the people from Aegon Religare as an Financial Consultants or senior level management. The primary information will be collected through questionnaire and Interviews presented to the financial consultants. Questionnaire Structured Dichotomous, open ended, multiple choice Tool Used: Bar Graph, Pie Diagram I have applied the statistical tools for this project through the SPSS Personal Interview General Discussions

SAMPLING METHOD: Random Sampling chosen by the gathering of data

4.6 LIMITATION OF THE STUDY Only Delhi & NCR region covered for this report because of not availability of time and resource. Also for human resource Practice Company are not sharing more internal information either on internet or ready to give.

CHAPTER 5 DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS AND INTERPRETATION 1 ) According to you and Manpower Programme of Hay Consultants (Select only one) Reduce anxiety should be designed to

Promote two-way communication Promote a positive employee attitude Assimilate the employees in the organization.

Programme should be designed to

Reduce anxiety

Promote two-way communication 40% 30% Promote a positive employee attitude Assimilate the employees in the organization

10%

20%

Interpretation: This question gives us insight in the Hay Consultants

Manpower

programmed that out of our sample size of 50 employees. 40% i.e. 20 employee feels that the Manpower programmed is Assimilate the employees in the organization. While 30% people out of our sample size given their views that Manpower program me reduce anxiety.

1)

Which section of the Manpower process do you feel is most important for

meeting the needs of your job in Hay Consultants ?

Organizational issues employee and organization benefits introductions job duties

Interpretation: This question will asked for the Hay Consultants

s group 50 employees

which gives and fair idea what employee think about the Manpower program me in a company and what they perceive which function is most important for the Manpower program me. I gather the data and above the pie chart depicted 52% people think Job Manpower organized in Hay Consultants due to make them clear to understand JOB duties

and there day by day routine work. Also 24% people think that it is important with the Organizational Point of view where in Manpower employees are learned how to go about the organization. And their vision and mission . Also 16% employee shown their interest for Manpower program me beneficial because according to his/her that is doing as a practice in Hay Consultants due to of employee and organizational benefits.

3) What special things should the organization provide to make new employees feel comfortable, welcome and secure?)

Desk work area equipment special instructions

Interpretation: From this question some interesting facts I got from Hay Consultants employees. I asked 50 employees to according to him/her what special things the organization should provide to make new employees feel comfortable, welcome and secure. I gathered the data and plot the Pie chart I got very interesting result of it out of 50 employees 40% employee are special instruction given by the HR person would gave him/her feel comfortable, welcome and secure. Same 34% employees answered that if they has a better work area then they have more comfortable and feel secure.

4) What things according to you would new employees need to know about the work environment that would make them comfortable? Names and titles of key executives company policy and rules history of the company product / services offered

Interpretation: We would asked this question to the 50 employees in Hay Consultants Delhi office to just understand What things according to employee would need to know about the work environment that would make them comfortable.That comfort zone is very much required because every company tried pull there employee advantage from the first day. According to my survey 46 % employee think that company policy and rules should be familiar with in a Manpower program me make him more comfortable than other given option. Also 13 employee out of 50 given their answer in favor of names and titles need to known for the new employees to make him/ her more comfortable. WORKING PERIOD OF EMPLOYEES IN THE COMPANY

WORKING PERIOD OF EMPLOYEES IN THE COMPANY

8%

19%

37%

<1 1-2 YRS 2-3 YRS 3-5 YRS

36%

The above chart depicts that most of the employees are doing service. As per the survey of 36 employees most of the employees are young in the organizations, they dont have the past experience of any change in recruitment and selection. On a survey of 36 employees done, it has been shown that employees completed 1 year of service comprised 37%. Similarly employees 1-2 years of service comprise 36%. But there is only less number of employees there about between 2-3 years comprised 19%. The rest i.e. 8% comprised of the group of people who have been in the organization for 3-5 year.

6. Employees are actively involved in planning. (1) Strongly Agree (3) Disagree (2) Agree (4) Strongly Disagree

This question brief us about the employees of Hay Consultants

are actively involved in

planning and implementing so this we determine how employee contributed to the Hay Consultants with their mindset And what is their involvement to formulation of any s in their organization. According to our survey result out of 100 people which is our sample size said 28% people are strongly agree with this views that Hay Consultants are actively involved in planning and implementing

and people thought they involved in the s that happened. And 39% people agreed with this views that Hay Consultants are actively involved in planning and implementing and people thought they involved in the s that happened But 20 % people said they disagree with a views of Hay Consultants didnt want him/his actively involved in planning and implementing

and people thought they involved in the s that happened adding of this the 13% people as our respondent are strongly disagree with the statement that Hay Consultants him/his actively involved in planning and implementing Recommendation for Hay Consultants didnt want

and people thought they

would be they may continue with this management

thought because more than 68% respondent is has strong believed that Hay Consultants are actively involved in planning and implementing and people thought they involved in the s that happened but Hay Consultants need to focus on 33% of the respondent which says no Hay Consultants doesnt s in organization because Hay Consultants leadership team is not open for different ideas and opinions issues for different level of employees

7. This organization rewards innovation and creativity on Manpower Planning. (1) Strongly Agree (3) Disagree (2) Agree (4) Strongly Disagree

This question brief us about the Manpower Planningat in Hay Consultants is an organization rewards innovation and creativity. we determine what is employee perception about the organisation. According to our survey result out of 100 people which is our sample size said 29% people are strongly agree with this views that Hay Consultants rewards innovation and creativity. And 40% people agreed with this views that Hay Consultants rewards innovation

and creativity But 13 % people said they disagree with a views of Manpower Planningat in Hay Consultants rewards innovation and creativity adding on this 18% people as our respondent are strongly disagree with the statement that Hay Consultants rewards innovation and creativity , Recommendation for Hay Consultants would be company continue with this management thought because more than 69% respondent is has strong believed that Hay Consultants rewards innovation and creativity rest of 31% respondent which says Hay Consultants doesnt rewards innovation and creativity which is very bad impression for any organization and particular HR to find out the solution of this Disagreement.

8. Analysis based on the reasons given by the candidates for back out This analysis is based on the responses received after speaking to people who backed out during the last three months. The following reasons were identified after analyzing the responses collected from 30 respondents. The percentages have been calculated from the total number of people contacted.

Reasonsfor backout
others 27%

higher salary 38%

lenghtyinterview process 5%

brand issues 13%

delayin feedback 17%

This pie chart depicts that the maximum number of people are backing out as they have better offers in hand, followed by 19% who backed out due to delay in giving feedback. 13 % of them backed out as they were not happy to get associated with a Growing brand. Lengthy Interview process contributed to 5% of the back outs and the remaining 26% had other reasons to back out.

9 Which are the parameters on which candidates are evaluated? Patterned Stress

 Depth

In terpretation 60% of the employees said that for evaluating a candidate experience is taken into consideration. 20% of the employees said that for evaluating a candidate skill is taken into consideration. 20% of the employees said that for evaluating a candidate training experience is taken into consideration. 10 Principle of right man on the right job is strictly followed. Strongly agree Moderately agree Strongly disagree Moderately disagree

 Cant say

Interpretation 15% of the employees are strongly agreed that principle of right man on the right job is strictly followed. 60% of the employees are moderately agreed that principle of right man on the right job is strictly followed. 10% of the employees are strongly disagreed that principle of right man on the right job is strictly followed. 15% of the employees are moderately disagreed that principle of right man on the right job is strictly followed.

CHAPTER 6 FACTS AND FINDING

Human capital, mercifully, is the only form of capital that corporate America cannot buy or sell. As a result, it is the only form of capital that does not have well-defined (if admittedly grossly imperfect) accounting procedures and reporting rules associated with it. In part because of this, firms' procedures for assessing and valuing the competencies of prospective and incumbent employees range from primitive to nonexistent. Another factor contributing to the sorry state of assessing workplace competence is that in times of rapid change (such as we are currently in), employers' concepts of what constitutes competence also change rapidly; these concepts, however, are rarely well defined and articulated. Still another factor complicating the difficulty of assessing and valuing workers' competencies is that the methods by which these competencies can be created are expanding faster than is our collective capacity for evaluating the effectiveness of these methods. Finally, human beings are extraordinarily complex; participating in well-honed, highly effective learning experiences is no guarantee that any given participant actually learns anything at all. In sum, there are many reasons why assessing competence is inherently difficult and becoming even more difficult with the passage of time. There are also reasons to believe that the imperative to tackle this difficult task is becoming more pressing. This paper examines evidence from a variety of perspectives that are relevant to understanding the changing nature of workplace competence. Four perspectives are considered: the operation of the labor market, surveys of what employers say, the market for employer-provided training, and the stock market. Over the past 25 years, 2 striking trends have dominated all others in the labor market. First, real (i.e., inflation-adjusted) wages have fallen for the majority of workers. Second, dispersion of wagesboth within and between groupshas increased. Historically, real wages have been driven by productivity changes.1 The period since 1973 has been no exception. Between 1961 and 1972, productivity grew at an annual rate of slightly more than 3 percent; between 1973 and 1994 the productivity growth rate fell by more than 60 percent, to an annual rate of less than 1.2 percent.2

Consequently, understanding the productivity slowdown is tantamount to understanding the real wage decline. Unfortunately, while a wide variety of explanations have been put forth, the slowdown in U.S. productivity remains largely unexplained. What is clear, however, is that widely heralded changes in technology have not yet manifested themselves either in growth of productivity or wages. The combined effect of the increase in wage dispersion, along with the decline in real wages has been most pronounced for males. The real hourly earnings of men with less than a high school education, for example, fell by 28 percent between 1973 and 1995. This decline has been most pronounced for young men.

CHAPTER 7 RECOMMENDATION

RECOMMENDATION
1. Manpower power planning for each unit is prepared in consulting with their respective head officers and finally the corporate officer.

2. Manpower planning is done for 2 years and 2 years preparation of manpower planning results in ; -Accurate data -Inflated and deflated requirements are met. Revision of data can be done time and again to maintain accuracy.

3. Manpower planning being done very systematically and manpower budgeting is raised as per the requirements.

Managers are still asking upon manpower budgeting which is a clear indictor that all actions are checked, revised and all is kept under control.

4. Surplus executives are identified in many disciplines like quality control, human resource, finance etc.

5. Job specification and job description are well defined to all employees and they know what is expected of them. Everything is properly documented and gives in blank and white.

6. There is a relaxation for departmental candidates. They need not get first class or 60% marks or aggregate. They need not to pay application. Fees but they just have to clear the final interview. This is a good method for employees which motivate them.

7. Majority of the respondents i.e., 73% are in the favors of any other method like advertisement, newspaper etc, to fill the vacant position in any department.

8. 33% of the respondents favour that advertisement is the internal and external source of recruitment. [ 9. 20% of the employees are moderately disagreed regarding the manpower recruitment identifications in advance. 10. Majority of the respondents i.e., 66% agreed that compensation is given to the outstation candidate called for interview.

ANNEXURE QUESTIONNAIRE

BIBLIOGRAPHY
Books Arthur, J. B. (1994). Effects of resource systems on manufacturing performance and turnover. Academy of Management Journal, 37: 670-687. Aryee, S., Budhwar, P.S., & Chen, Z. X. (2002) Trust as mediator of the relationship between organizational justice and work outcomes: test of a social exchange model, Journal of Organizational Behavior, 23(3): 267-285. Bae, J. & Lawler, J. J. (2000). Organizational and HRM strategies in Korea: Impact of firm performance in an emerging economy. Academy of Management Journal. 43: 502-517. Baron, R. M. & Kenny, D. A. (1986) The moderator-mediator variable distinction in social psychology research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6): 1173-1182. Bryk, A. S. & Raudenbush, S.W. (1992) Hierarchical linear models. Newbury Park, CA: Sage. DeConinck, J. & Stilwell, C. D. (1996). Factors influencing the organizational commitment of female advertising executive. American Business Review, 14(2): 80-88 DeCotiis, T. A. & Summers, T. P. (1987). A path-analysis of a model of the antecedents and consequences of organizational commitment. Human Relations, 40, 445-470. Gaertner, K. N. & Nollen, S. D. (1989). Career experiences, perceptions of employment practices, and psychological commitment to the organization. Human Relations, 42, 975-991.

Journals
Harvard Business Review

c. Magazines
Business India Business World Gloom

d. Internet

i. Sites: www.blonnet.com www.superbrandsindia.com ii. Search Engines http://www.google.com