Human Resource Management HR training is an effective integer in all firms sector strategy, but firms don't determine the

impact of hr training programmes over the employees. HR training is efficient only if it produces desired outcome. When the administration is implementing a HR training programme, there should be a model facility on which the assessment strategy can be improved, and classification of strength of hr training and usage activities can be through. INTRODUCTION TO RECRUITMENT The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i.e.,
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recruited).Formal definition of recruitment would give clear cut idea about the function of recruitment. DEFINITIONS Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is a linking function-joining together those with jobs to fill and those seeking Jobs It is a joining process in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter. In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for unqualified persons to self-select themselves out. Thus, the recruitment process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Recruitment Process Identify vacancy Prepare job description and person specification Advertising the vacancy Managing the response Short-listing Arrange interviews Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities. PURPOSES AND IMPORTANCE The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to: Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Begin identifying and preparing potential job applicants who will be appropriate candidates. Induct outsiders with a new perspective to lead the company.
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 Infuse fresh blood at all levels of the organization. Develop an organizational culture that attracts competent people to the company. Search or head hunt/head pouch people whose skills fit the companys values. Devise methodologies for assessing psychological traits. Search for talent globally and not just within the company. Design entry pay that competes on quality but not on quantum. Anticipate and find people for positions that do not exist yet. Increase organizational and individual effectiveness in the short term and long term. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. IMPORTANCE `Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in highquality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones. High-quality employees cannot be selected when better candidates do not know of job openings, are not interested in working for the company and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions. The negative consequences of a poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number of reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection
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means extra cost on training and supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a typical response is to raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can play a major role in determining the resources that must be expended on other HR activities and their ultimate success. SUB-SYSTEMS OF RECRUITMENT The recruitment process consists of the following four sub-functions: Finding out and developing the sources where the required number And kind of employees will be available. Developing suitable techniques to attract the desirable candidates. Employing the techniques to attract candidates. Stimulating as many candidates as possible and asking them to Apply for jobs irrespective of the number of candidates required. Management has to attract more candidates in order to increase the selection ratio so that the most suitable candidate can be selected out of the total candidates available. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process; the unsuitable candidates are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one. 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
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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. 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 badly 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.
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3. Employee Referrals: Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. 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
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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
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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
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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
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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.
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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
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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.

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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. The Process Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next one. The time and emphasis place on each step will definitely vary from one organisation to another and indeed, from job to job within the same organisation. The sequence of steps may also vary from job to job and organisation to organisation. For example some organisations may give more importance to testing while others give more emphasis to interviews and reference checks. Similarly a single brief selection interview might be enough for applicants for lower level positions, while applicants for managerial jobs might be interviewed by a number of people.

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Application Blank: Application blank or form is one of the most common methods used to collect information on the various aspects of the applicants academic, social, demographic, work related background and references. It is a brief history sheet of employees background, usually containing the following things: Personal data (address, sex, telephone number) Marital data Educational data Employment Experience Extra-curricular activities References and Recommendations Usefulness of Application Blank or Form Application blank is highly useful selection tool, in that way it serves three important purposes: 1. It introduces the candidate to the company in a formal way. 2. It helps the company to have a cross-comparison of the applicants; the company can screen and reject candidates if they fail to meet the eligibility criteria at this stage itself. 3. It can serve as a basis to initiate a dialogue in the interview. Selection Testing In this section let examine the selection test or the employment test that attempts to asses intelligence, abilities, personality trait, performance simulation tests including work sampling and the tests administered at assessment centres- followed by a discussion about the polygraph test, graphology and integrity test. A test is a standardized, objective measure of a persons behaviour, performance or attitude. It is standardised because the way the tests is
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carried out, the environment in which the test is administered and the way the individual scores are calculated- are uniformly applied. It is objective in that it tries to measure individual differences in a scientific way giving very little room for individual bias and interpretation. Over the years employment tests have not only gained importance but also a certain amount of inevitability in employment decisions. Since they try to objectively determine how well an applicant meets the job requirement, most companies do not hesitate to invest their time and money in selection testing in a big way. Some of the commonly used employment tests are: Intelligence tests Aptitude tests Personality tests Achievement tests Miscellaneous tests such as graphology, polygraphy and honesty tests. 1. Intelligence Tests: These are mental ability tests. They measure the incumbents learning ability and the ability to understand instructions and make judgements. The basic objective of such test is to pick up employees who are alert and quick at learning things so that they can be offered adequate training to improve their skills for the benefit of the organization. These tests measure several abilities such as memory, vocabulary, verbal fluency, numerical ability, perception etc. Eg. Standford-Binet Test, Binet Simon test, The Wechsler Adult Intelligence Scale is example of standard intelligence test 2. Aptitude Test: Aptitude test measure an individuals potential to learn certain skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary. An aptitude tests is always administered in combination with other tests like intelligence and personality tests as it does not measure onthe-job-motivation
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3. Personality Test: Of all test required for selection the personality tests have generated a lot of heat and controversy. The definition of personality, methods of measuring personality factors and the relationship between personality factors and actual job criteria has been the subject of much discussion. Researchers have also questioned whether applicants answer all the items truthfully or whether they try to respond in a socially desirable manner. Regardless of these objections, many people still consider personality as an important component of job success. 4. Achievement Tests: These are designed to measure what the applicant can do on the job currently, i.e., whether the testee actually knows what he or she claims to know. A typing test tests shows the typing proficiency, a short hand tests measures the testee ability to take dictation and transcribe, etc. Such proficiency tests are also known as work sampling test. Work sampling is a selection tests wherein the job applicants ability to do a small portion of the job is tested. These tests are of two types; Motor, involving physical manipulations of things(e.g., trade tests for carpenters, electricians, plumbers) or Verbal, involving problem situation that are primarily language-oriented or people- oriented(e.g., situational tests for supervisory jobs). Since work samples are miniature replicas of the actual job requirements, they are difficult to fake. They offer concrete evidence of the proficiency of an applicant as against his ability to the job. However, work sample tests are not cost effective and every candidate has to be tested individually. It is not easy to develop work samples for each job. Moreover, it is not applicable to all levels of the organisation 5. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and problems an employee faces while at work. Such exercises are commonly used while hiring managers at various levels in an organisation. To asses the potential of a candidate for managerial positions assessment centres are commonly used. 6. Assessment Centre: An assessment centre is an extended work sample. It uses procedures that incorporate group and individual exercises.
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These exercises are designed to stimulate the type of work which the candidate will be expected to do. Initially a small batch of applicants comes to the assessment centre (a separate room). Their performance in the situational exercise is observed and evaluated by a team of 6-8 assessors. The assessors judgement on each exercise are complied and combined to have a summary rating for each candidate being assessed. Selection Practices: The following throws light on how the global giants use selection testing as a basis for picking up the right candidates to fill up the vacancies arising internally: 1. Siemens India: It uses extensive psychometric instruments to evaluate short-listed candidates. The company uses occupational personality questionnaire to understand the candidates personal attributes and occupational testing to measure competencies. 2. LG Electronics India: LG Electronics uses 3 psychometric tests to measure a persons ability as a team player, to check personality types and to find a persons responsiveness and assertiveness. 3. Arthur Anderson: while evaluating candidates, the company conducts critical behaviour interviewing which evaluates the suitability of the candidate for the position, largely based on his past experience and credentials 4. PepsiCo India: The Company uses India as a global recruitment resource. To select professionals for global careers with it, the company uses a competency- based interviewing technique that looks at the candidates abilities in terms of strategizing, lateral thinking, problem solving, managing the environment. This apart, Pepsi insists that to succeed in a global posting, these individuals possess strong functional knowledge and come from a cosmopolitan background.
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Selection Interview: Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step the interviewer matches the information obtained about the candidates through various means to the job requirements and to the information obtained through his own observations during the interview. Interview gives the recruiter an opportunity ? To size up the candidate personally; ? To ask question that are not covered in the tests; ? To make judgments on candidates enthusiasm and intelligence; ? To assess subjective aspects of the candidate facial expressions, appearance, nervousness and so forth; ? To give facts to the candidates regarding the company, its policies, etc. and promote goodwill towards the company. Types of interviews: Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization. In a NONDIRECTIVE INTERVIEW the recruiter asks questions as they come to mind. There is no specific format to be followed. In a PATTERNED INTERVIEW, the employer follows a pre-determined sequence of questions. Here the interviewee is given a special form containing questions regarding his technical competence, personality traits, attitudes, motivation, etc. In a STRUCTURED OR SITUATIONAL INTERVIEW, there are fixed job related questions that are presented to each applicant.In a PANEL INTERVIEW several interviewers question and seek answers from one applicant. The panel members can ask new and incisive questions based on their expertise and experience and elicit deeper and more meaningful expertise from candidates. Interviews can also be designed to create a difficult environment where the applicants confidence level and the ability to stand erect in difficult situations are put to test. These are referred to as the STRESS INTERVIEW. This is basically an interview in
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which the applicant is made uncomfortable by a series of, often, rude, annoying or embarrassing questions. In the final category, there is the APPRAISAL INTERVIEW, where a superior and subordinate sit together after the performance appraisal to discuss the subordinates rating and possible remedial actions.

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Parle G

INDUSTRY PROFILE INTRODUCTION Fast moving consumer goods (FMCG), are products that are sold quickly at relatively low cost, have a quick turnover and get replaced within a year. Though the absolute profit made on FMCG products is relatively small, they generally sell in large quantities, so the cumulative profit on such products can be large. Examples of FMCG generally include a wide range of frequently purchased consumer products such as toiletries, soap, cosmetics, teeth cleaning products, shaving products and detergent, as well as non durables such as glassware, light bulbs, batteries, paper products and plastic goods. FMCG also includes pharmaceuticals, consumer electronics, packaged food products and drinks, although these are often categorized separately. Parle-g is also one of the few FMCG brands in the country, whose customers straddle across income segments. RECRUITMENT STRATEGY INTRODUCTION Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organisation. While it is understood and accepted that poor recruitment decisions continue to affect organisational performance and limit goal achievement, it is taking a long time for public service agencies in many jurisdictions to identify and implement new, effective hiring strategies. In some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia.

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This project discusses the strategy that organisations can and do employ to ensure the existence of the best possible pool of qualified applicants from which they can fill vacancies as and when required. Acquiring and retaining high-quality talent is critical to an organisations success. As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce long-term negative effects, among them high training and development costs to minimise the incidence of poor performance and high turnover which, in turn, impact staff morale, the production of high quality goods and services and the retention of organisational memory. At worst, the organisation can fail to achieve its objectives thereby losing its competitive edge and its share of the market. Traditionally, Public Service organisations have had little need to worry about market share and increasing competition since they operate in a monopolistic environment. But in recent time, the emphasis on New Public Management/ Public Sector Management approaches has forced public organisations to pay closer attention to their service delivery as consumers have begun to expect and demand more for their tax dollars. No longer are citizens content to grumble about poorly-produced goods and services and the under qualified, untrained employees who provide them. As societies become more critical and litigious, public service organisations must seek all possible avenues for improving their output and providing the satisfaction their clients require and deserve. The provision of high-quality goods and services begins with the recruitment process. Recruitment is described as the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organisation can select each other in their own best short and long term interests.1 In other words, the recruitment process provides the organisation with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Successful recruitment begins with proper employment planning and forecasting. In this phase of the staffing process, an organisation
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formulates plans to fill or eliminate future job openings based on an analysis of future needs, the talent available within and outside of the organisation, and the current and anticipated resources that can be expended to attract and retain such talent. IT refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, midand large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, niche agencies which specialize in a particular area of staffing and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews. Also related to the success of a recruitment process are the strategies an organisation is prepared to employ in order to identify and select the best candidates for its developing pool of human resources. Organisations seeking recruits for base-level entry positions often require minimum qualifications and experience. These applicants are usually recent high school or university/ technical college graduates many of whom have not yet made clear decisions about future careers or are contemplating engaging in advanced academic activity. At the middle levels, senior administrative, technical and junior executive positions are often filled internally. The push for scarce, high-quality talent, often recruited from external sources, has usually been at the senior executive levels. Most organisations utilise both mechanisms to effect recruitment to all levels. The recruiter A range of people within an organisation may be called upon to act as recruiters (i.e., to answer telephone enquiries, conduct interviews, etc.). A recruiter can have a significant impact on job applicants, particularly their interest in a position and their intention to accept a job offer. The supervisor
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for the position and coworkers are likely to be the most effective recruiters as they will be viewed as trustworthy and credible sources of information about a position and the organization. There is also evidence to indicate that friendly and informative recruiters are associated with firmer intentions to accept job offers. An experienced recruiter who is familiar with the organization can also be an important source of realistic and accurate information for candidates (i.e., providing a realistic job preview). Emphasizing the positive aspects of a position is important in order to attract desired candidates. However, an unrealistically optimistic job description may create problems in the longer term if a new employees expectations are not met. Evaluation of recruitment strategy Periodically evaluating the effectiveness of your recruitment strategy, such as the type of sources used for recruiting, can be a useful activity. For instance, a cost-benefit analysis can be done in terms of the number of applicants referred, interviewed, selected, and hired. Comparing the effectiveness of applicants hired from various sources in terms of job performance and absenteeism is also helpful. Employment Branding It should be emphasized today that the 21st century belongs to human resources and to organizational capabilities. In order to attract talent, an organization needs to differentiate themselves from others. employment branding gets the company the talent it seek . The Business Development Bank of Canada (BDC) states that one of the most important issues in attracting talent today is to market your company. BDC consultant Bill Guest states, Potential employees want to know that they will be working for an organization that has a good reputation. This reputation or culture is very important to potential talent and true

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Branding ensures high motivation and helps align employees vision and values with those of the organization. As an organization, the people of an organisation know their market and have a clear vision on how to provide services or products to that market. Consider how our organization is representing itself in the community. What is its public presence? What is the public perception? Then do what you can to clarify, unify and promote that message. In the future, you will likely have to have an employment marketing vision or employment brand for attracting new talent. Creating awareness of the organization is another important step in attracting the best people. Recruitment Process: FLOW CHART Phase I: Pre-Selection
Functional or Regional Head MRF Approving Authority

&
Approval

CV Sources Internal CV database Hiring Consultants e-Recruitment portals News paper Advertisement Internal Reference Personal Networks Market Intelligence

Job Description & Candidate Profile (Education, competencies, Attitude etc)

Search
HR

CV Bank

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Phase II: Selection

CVs not short-listed go to CV Database (For Future use) Short-listed CVs Called for Personal Interviews (Local candidates) HR co-ordinates to organize the interviews Preliminary Interviews (As per the Selection approving Matrix)

Initial HR Screening

Short-listed CVs
Tel. Interviews (Outstation candidates)

Short-listed candidates Final Interview (As per the Selection Approving Matrix)

De-briefing & final decision (Interviewers discuss amongst themselves & with HR to take a final selection decision)

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Phase III: Post-Selection

Salary proposal (Approved Authority to prepare it keeping in mind the Internal Equity)

Approved authority does Salary Negotiation & Extends the offer

Offer Accepted Offer NOT Accepted

HR closes it & sends out the offer letter

HR works out the modified offer, if possible within the band, and tries to pursue & seals the offer

HR informs the concerned Functional Heads & the Regional Heads about the probable DOJ

HR does the necessary Reference checks & get the details documented in specified format

Recruitment Cycle Time: To bring in more dynamism and effectiveness in the recruitment process, HR follows a specific project deadline of 30days (from the day it had received the approved Manpower Requisition) to hire a new employee. The process specific schedule break-up is mentioned below Phase I Activities Role Identification, JD, competency mapping & CV Sourcing Initial HR screening / short-listing Organizing the Preliminary Interviews Organizing the Final Interviews De-briefing sessions to take the final decisions
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Time frame 12ays 2 days 4 days 4 days 2 days

II

III

Preparing the Salary Proposal, Negotiate with the selected candidates & offer closure

6 days

OBJECTIVE: Recruit qualified, knowledgeable, motivated, engaged and flexible employees. Recruit employees who are likely to be able to fill various parallel and vertical positions within the organization. Retain employees longer, reduce employee turnover rates, and limit the need for recruitment activities. Reduce the cost per hire and total cost of recruitment activities in the organization. To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time, also to thrive a strong Employer Branding to attract the best talents available in the Industry. Equal opportunities Parle is committed to being an equal opportunities employer which values its staff and others who come into contact with it, irrespective of gender, marital status, sexuality, race, ethnic or national origin, colour, gender reassignment, political or religious belief, disability or age. In any of our recruitment and selection procedures, we must ensure that there is no discrimination, either direct or indirect. Every worker has rights and obligations under various legislated acts. Key legislation relevant to recruitment practices involves equal opportunity and anti-discrimination in employment and ensure that recruitment practices are not influenced by any irrelevant features of the candidate such as age, gender, physical impairment, marital status, medical record, nationality, cultural background, religion, sexual preference, social origin, or trade union activity.
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Recruitment practices should be based on a candidates knowledge, skills and abilities relevant to those specifically required for the duties of the position. Such practices should be free from discrimination adhering to legislation and patronage (such as employing friends or jobs for the boys).THE MICROSCOPE To ensure fair treatment: Prospective applicants must be given equal and reasonable access to adequate information about the job and its requirements; and about the selection process; Applicants must be considered equally on merit at each stage of the selection process Selection must be based on relevant criteria applied consistently to all the candidates Equality of opportunity must apply throughout the process; Job opportunities are known about and publicized by various means as appropriate to the post and resources available -internal advertisements, press and agency advertisements. Selection is fair and objective at each stage -we continuously monitor and compare our equal opportunities statistics to ensure we have a diverse workforce and seek improvements. Those appointed have the necessary skills and competencies for the job competencies are detailed in advertisements, job descriptions, and interview assessment forms. Discrimination should be avoided. Discrimination in a recruitment process can of following types: 1. Direct Discrimination This occurs when there is: less favourable treatment in comparison to another person of a different group; or less favourable treatment on the
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basis of a characteristic or presumed characteristic that is associated with the group the person comes from. Example: Not recommending applicants for a position because they are either perceived to be too young or too old. This is an unreasonable because a persons age is not a determinant of their ability. 2. Indirect Discrimination This occurs when there is a policy, rule or way of doing things that might appear on the surface to be fair or neutral, but which has an unequal effect on certain groups of people. Indirect discrimination is unlawful when the rule or requirement is unreasonable. Example: 1. An agency makes a rule that to be eligible for a promotion to an executive position, an applicant must have had at least five years experience in a similar job. Younger applicants may have the skills, knowledge and capacity required to perform the job, but not the stated length of experience. This may be indirect discrimination on the ground of age. Selection panel organises to hold all interviews prior to 8:30am or after 5pm in order to suit their business. However this indirectly discriminates against applicants who have reasonable family responsibilities which result in them being unavailable at these times. Roles of various players in recruitment. Recruitment involves a combined effort of various people within the organisation. Their responsibilities and contributions are being listed out below.
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1. CEO Approve Manpower Requirements. Approve changes in to recruitment policy. Approve budgets for recruitment. Decide on thrust areas in HR management and recruitment at a corporate level. Interview candidates for selection for Managers and above level positions. Approve exceptional cases of compensation. Encourage policies that help restrict recruitment to entry level or specialised positions. 2. HR Head (ED-HR through GM-HR) Coordinate preparation of annual manpower by various functions and consolidate for discussion and approval from CEO. Prepare and present recruitment related trends, projections and issues - requirements, turnover, company ageing, efficiency of recruitment methods etc Prepare annual budgets for recruitment and get them approved. Maintain up-to-date manpower status showing sanctions, vacancies by function, level etc. Suggest changes to recruitment policies, programs in the light of feedback and problems. Highlight HR implications of various business decisions and plans and suggest courses of action. Highlight gaps and anomalies in job specs across levels and functions Monitor and assess continuously the recruitment pull of the company and suggest courses of action. Interview candidates for selection. Monitor costs of recruitment and keep them within budgets. Push gradually for a decentralised approach to recruitment while keeping basic controls. Negotiate compensation with the selected candidates. Present the company positively by briefing all interview candidates about the company, its culture and its plans. Ensure that candidate is clear about job terms and company offerings and is not given any untenable promises.
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 Maintain up-to-date directory of external agencies - consultants, ad agencies, printers, media agents etc. Ensure a reliable system to communicate with candidates on the status of their candidature. Monitor recruitment expenditure under heads such as media, agencies, and travel, stay etc. Maintain up-to-date and flexible database of industry norms on salary, benefits, job specifications etc. 3. Business Heads / Functional Heads Maintain a comprehensive and flexible candidate database sorted in many ways. Assist HR head prepare consolidated annual manpower plan and budgets for recruitment. Discuss with HR issues such major people intake, abnormal turnover etc Discuss with HR job specifications, profile up gradations. Monitor performance of recent recruits. Monitor recruitment speed and help decrease cycle time. Interview candidates. Assess in interviews candidates functional competence and compatibility. Help HR in implementing policies and decisions on recruitment. Help HR in coordinating internal placements. Conduct preliminary or final salary negotiation within agreed range. Ensure that candidate is clear about job terms and company offerings and is not given any untenable promises. 4. HR. coordinators. Do first level shortlist and coordinate with functions head for a final list. Coordinate interview dates among candidates, panel members, place etc. Ensure professional conduct of interviews - accurate and clear information (to candidates, panel members, admin staff) promptness, no waiting, assessment records, follow-up communication. Conduct a reference check on candidates prior to employment. Ensure candidates have a clear understanding of offer terms.
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 Have clear agreement of terms with external agencies on services. Release payment to external agencies as per agreed terms. MANPOWER NEED ASSESSMENT 1. Analysis of Need As a post becomes vacant the manager should review the post and consider: Have the duties and responsibilities of the post altered significantly? Is there a need to fill the vacancy at this time? Is the grade of the post appropriate? Have any changes in organisational structure affected the post? Is the post suitable for job share, reduced hours, flexible working? What are the budgetary implications of filling the post? Can the duties be reorganised amongst the remaining team? For short term temporary vacancies the manager should also consider the use of secondment, undertaking higher duties and actingup opportunities and referring to the temporary register. 2. NEW POSTS In order to create a new post the following steps must be taken: The need for the post must be identified by the line manager and supported by the relevant Director A job description and person specification must be prepared by the line manager prior to the post being advertised The post must be formally graded. The funding for the post, including the full costs of the post must be identified by the line manager. In so doing the need to contain management costs within prescribed limits must be considered. 3. VACANT Post When an existing post becomes vacant the following steps will be taken: The need for the continuation of the post must be determined by the line manager. In so doing the following issues will be considered:
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 addressing turnover in the post and the reasons for it when an employee resigns, an EXIT interview will be undertaken to ascertain the factors which influenced the decision with a view to taking any necessary steps to prevent others leaving for the same reasons if recruitment is difficult in certain jobs or skill sets, consideration may need to be given to re-designing the job or to introducing more flexible working arrangements e.g. job sharing, part-time, flextime etc. any changes in the nature of the work, the patterns of work, or the methods of working will be subject to existing local arrangements. If it is determined the post should continue the decision to fill the vacancy should be supported by the relevant Director. The job description and person specification must be amended by the line manager.

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