Chapter-1

(OBJECTIVES OF THE STUDY)

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Chapter : 1

OBJECTIVES OF THE STUDY

The Objective of my study is to study and analyze the RECRUITMENT AND

SELECTION PROCESS followed at A1 SELECTORS.

To study the various sources of Recruitment followed by A1 Selectors.

To study the different techniques of Headhunting followed in A1 Selectors.

To identify the probable area of improvement to make Recruitment and Selection

Procedures more effective.

To analyze the satisfaction level of clients/companies for which A1 Selectors does the

Recruitment & Selection.

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Chapter-2

(INTRODUCTION TO THE TOPIC)

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Chapter : 2

INT ROD UCTI O N

RECRUITMENT & SELECTION

Human Resource is a basic need of any work to be done. The project report is all

about Recruitment and Selection Procedure that is an important part of any

organization.

Recruitment highlights each applicant’s skills, talents and experience. Their selection

involves developing a l i s t o f q u a l i f i e d c a n d i d a t e s , d e f i n i n g a s e l e c t i o n

s t r a t e g y , identifying qualified candidates, thoroughly evaluating qualified candidates

and selecting the most qualified candidate.

It is said that if right person is appointed at right place, then the half work has been

done. In this project I have tried to cover all the important points that should be kept in

mind while recruitment and selection process and have conducted a research study

through a questionnaire that I got it filled with all the Members of A1 Selectors,

New Delhi and tried to find out which methods and various other information related

to recruitment and selection and try to come to a conclusion at what time mostly the

manpower planning is do not , what the various method used for recruiting the candidates

and on which basis the selections is done. A1 Selectors has a well-articulated equal

opportunity policy, which lays strong emphasis on hiring of individuals irrespective of

age, race, caste or gender. As a best practice in recruitment.

I started my summer internship training as a HR Trainee . My job profile was to

handle RECRUITMENT & SELECTION PREOCEDURE in my project. The HR

Executive Ms. Nidhi Ahuja & Mr. Anand Prakash Gupta, HR Head narrated me the whole

procedure of Recruitment & Selection. My job profile was to generate resumes from the

various job sites such as Naukri.com, Timesjobs.com, Monster.com etc. according to

the requirements of the company. After generating the resumes from the job sites, the

next step is to shortlist the resume which best suite the requirements of the company..4

Now the short-listed candidates have to be given a phone call in order to find out their

interests and schedule them for interview. There are 2 forms of interview that a candidate

can appear for:

1. Personal Interview

2. Telephonic Interview

PERS ONAL I NT ERVI EW

This is regarded to be the BEST FORM of interview. In such form of an interview the candidate personally appears in front of the interviewer and gives his interview. This is regarded to be the best form of interview as the interviewee has the best chances of making his points clear in front of the interviewer.

TE LE PHONIC I NTE RVIE W

Sometimes an interview is taken on the phone. A telephonic conversation is done

between the interviewer and the interviewee where the interviewer calls up the candidate

via phone and conducts the interview.

Jo b Profile

The Job profiles which are related to IT or NON IT etc.

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Chapter-3

(COMPANY PROFILE)

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Chapter : 3

COMPANY PROFILE

A1 SELECTORS

A1 Selectors is emerging as a leader in the next phase of HR consultancy services,

promoted by young, dynamic and dedicated professionals, A1 Selectors brings you a

comprehensive service for all your Human Resource needs, starting from services like

HR Outsourcing, Placement, and Compensation Benchmarking to Soft Skills Training

and Psychometric Evaluation.

A1 Selectors consciously thrives to reach major milestones by providing its clients

quality services that meet their demands by having a strong and transparent

professional relationship, built on trust and well being.

Our services are unique in that we continuously incorporate the latest research and

developments pertaining to HR management for the benefit of our clients. Thus our

clients gain a competitive edge in the industry. And our ultimate objective is to

position A1 Selectors as the most efficient, flexible and affordable HR consulting

company in the industry.

The race, however, belongs not only to the swift but also to the selective. Creating the

proper fit between a company's HR needs and addressing these needs with appropriate

strategy is critical.

THE PROGRESS

In a short span of time A1 Selectors has grown exponentially and has evolved as an

integrated human resource services company with a commitment to provide people

and people related services and enhance the net-worth of human capital of the

organization. A1 Selectors provide talent management solutions across a number of

verticals and cater to a range of clients from young dynamic companies.

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A1 Selectors has a diverse portfolio of human resource services which delivers a

more balanced revenue stream in a cyclic industry and also makes A1 Selectors

attractive partner for local, regional, national and international corporate.

The increasing scale of its activities and the company’s extensive geographic

coverage A1 Selectors, an attractive partner for large clients offering them a wide

range of staffing services and enhancing flexibility, productivity and quality. Such

services include permanent recruitment, outsourcing, training and payroll

management.

To reach its ambitious objectives A1 Selectors relies on the commitment and talent of

its employees both internal and external because they are the ones who guarantee the

quality and continuity of its services. A1 Selectors offers its employees a stimulating

environment, where the development of skills, creativity and self-responsibility are

the main focus.

As a value and a process driven organization, we place great emphasis on working

with our clients as business partners with the highest standards of professional ethics

and confidentiality.

JOURNEY AHEAD

With a constantly expanding strong clientage, A1 Selectors aims to expand its

national and global network and invest in people, technology, systems and quality to

meet the ever- increasing requirements of its clients.

VISION & MISSION

Vision

To be a leading integrated human resource service provider by creating value for

people through delightful and innovative high-quality services. The foundation of our

business philosophy is to render excellent recruitment services to our clients.

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Mission

1. To continuously exceed our customers' increasing expectations.

2. To provide the best Human Resource Services to our clients, to build up their best

Human Resource.

3. Create a fulfilling workplace for our employees built on trust, mutual respect, and

appreciation of their diversity.

4. Value the role in our communities, as a socially and environmentally committed

organization. Generate economic value through superior growth and profitability.

APPROACH

Plus HRMS, we adopt a systematic and structured approach to meet the HR needs of

our clients, combined with a very effective form of matrix evaluation process. The

result is effective services that are On Plan, On Time, and On Budget. And our

psychometric evaluation processes make sure our candidates and services are the best.

1. High caliber consulting staff

2. Professionally qualified consultants.

3. Strong technical competencies.

4. Recruiters trained functionally to serve organization needs.

SERVICES

1. Payroll Processing Solutions

2. Recruitment Solutions

3. Background Check & Verification

4. Permanent Staffing Solutions

SERVING INDUSTRIES

A1 Selectors is specialized in the following verticals :-

Agriculture

Banking & Finance

Engineering/Heavy Equipments

Garments/Fast Moving Consumer Goods (FMCG)

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Information Technology (IT)/Call Centre/Business Process Outsourcing

(BPO)

Marine/Shipping

Media/Advertisement/Communication

Oil & Gas

Printing/Publishing

Telecom

Automobile Industry

Construction

Education/Training

Hospitality

Law/Consultancy

Medical/Pharmaceuticals

Office Administration

Operation & Maintenance

Retail

Let A1 Selectors dedicated team of recruiters work together to your advantage. Our

executive search and professional recruiters seek out talented, contract or full-time,

professionals for you with the right skills set, and beyond.

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CO MPE TITO RS O F A1 SELECTORS

Mafoi Management

ABC Consultant

PMS Consulting

TeamLease

Jobline Consultant

Zito India

Bright Consultant

Beacon Resource Solutions

Galaxy India Consultant

Rubiks Cube Consultant

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Chapter-4

(LITERATURE REVIEW)

Chapter : 4

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LITERATURE REVIEW OF RECRUITMENT &

SELECTION

Most employers recognize the fact that their staff is their greatest assets, and the right

recruitment and selection processes are vital or essential or important in ensuring that

the new employee becomes effective in the shortest time. The success of an

organization depends on having the right number of staff, with the right skills and

abilities. Organizations’ may have a dedicated personnel (employed staff)/human

resource function overseeing this process, or they have devolved these responsibilities

to line managers and supervisors. Many people may be involved, and all should be

aware of the principles of good practice. Even it is essential or vital or important to

involve others in the task of recruitment and selection.

Ms. Ambika Verma (2009) in their survey research on the use of technologies in

recruiting, screening, and selection processes for job candidates conducted in A1

Selectors found that most organizations implemented technology based recruitment

and selection tools to improve efficiency, reduce costs, and expand the applicant pool.

The meta-analysis of the research conducted by Chapman, Uggersler, Carroll,

Piasentin and Jones (2005) conducted that timely responses from HR Managers

were linked to greater applicant attraction to a job with an organization.

According to Robins, in his study revealed or disclosed that, “ The ideal recruitment

effort will attract a large number of qualified applicants who will take the job if it is

offered. So, Recruiting is a process of discovering the potential candidates for actual

organizational vacancies”.

Robert (2005), in his study titled, “Strategic HR Review, 2004, states that successful

recruitment and selection can improve organization performance”.

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Bowen, et al (1991), in his study examined that, “Integrated or Combined recruitment

and selection procedure helps recruiters to choose the candidates to fit the

characteristics of an organization culture”.

Beardwell, et al (2003), in his syudy examined that, “Selection is carried out by

organizations as a means of candidates potential and actual performance and the

intake of employees will make the most appropriate contribution to organization-now

and in future”.

Numerous studies that have been conducted/held in the past on recruitment and

selection, have pointed out the discrepancies between literature review on recruitment

and selection and its practice.

One such study commissioned by IPD’s Recruitment Forum (Kilibarda and

Fonda, 1997) identified significant discrepancies between what was recommended in

the literature and what was operating in practice. They highlighted a number of

common failings in the recruitment and selection process in practice, some of which

are listed below :

No previous links with HR strategy, resourcing strategy and broader business and

organizational goals;

A lack of job analysis and, therefore, possible inappropriate use of job

descriptions and personal criteria;

Little use of biodata;

Use of references for shortlisting;

Unclear use of structured interview design and application;

Insufficient or inadequate use of occupational psychologists where psychometric

testing is employed;

Little verification that training in psycho-metrics conformed to British

Psychological Society standards, and insufficient or inadequate test piloting and

validation;

Increasing use of invalid prediction methods;

Lack of widespread monitoring and lack of remedial action in those organizations

that did monitor recruitment;

Lack of validation of situation-specific selection procedures.

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In conjunction with these findings, Wood (1986), indicates that sophistication in

selection is the exception rather than the norm. Others have argued that the typical

practice has been to treat resourcing in a very ad hoc i.e. temporary and peremptory

fashion or vogue or trend and that in many organizations, recruitment and selection

are apparently or clearly conducted/held in a ‘haphazard and informal fashion’

(Scholarios and Lockyer, 1996). Smith and Robertson (1993) cf. Heraty and Morley

(1998) argue for greater precision in recruitment and selection and caution that a

company can be dragged to its knees by the weight of ineffective staff which decades

(a period of ten years) of ineffectual selection methods have allowed to accumulate or

collect.

Consistent with the literature review on best practices in recruitment and selection

outlined above, the following chapters will attempt to generate evidence on practices

followed in A1 Selectors in this area of Human Resource Management (HRM), and

analyze the extent of adoption of best practices in these Consultancies.

Case Study – Recruitment

Company :  Insurance Company

Business Requirements

The Company operated a manual recruitment process and was heavily dependent on

employment agencies and with a number of process variations across the business. As

a result, concerns were expressed about the reactive nature of the process, robustness,

time efficiency, costs, and the absence of tracking measurement. 

At the same time, a number of new HR and business drivers for recruitment were

emerging including :

Increasing complexity in the market requiring  greater levels of professionalism

and customer service, as well as compliance with FSA regulations

The need to re-engineer the recruitment process to improve service levels to the

business, e.g. reduce time taken to recruit, improve the quality of hires  and drive

cultural change

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Making the company an ‘Employer of Choice’ and improving the value of the

employer brand to attract and retain the right people. As a result of the above, the

company commissioned a project to review and improve its recruitment approach.

Action The review followed by presentation of conclusions, planning of solutions and phased

implementation of enhancements. 

The review itself was carried out in collaboration with internal HR resources and with

input from Profiles Resource Management. This involved:

Mapping of the existing processes

Desktop review of recruitment documentation and process data

Manager and candidate interviews

Identification of business drivers  and  objectives , best practice and success

measures for recruitment

Evaluation of review data, gap analysis and production of recommendations.

Recommendations from the review encompassed the need for resource planning,

centralization of the recruitment function, restructuring and automation of the

recruitment process, and potential outsourcing. A prioritized and phased improvement

plan was agreed and implemented that recognised the initial business priority to have

in place a robust, consistent and compliant recruitment process,  followed by

implementation of an on-line recruitment and applicant tracking solution and

improvements to employer brand, talent management processes and resource

planning.

Conclusion Deliverables from the initial project phases included the following: 

Phase 1

Implementation of a standardized and capability linked recruitment process

that met legal and regulatory demands and best practice

Revised recruitment policy, recruitment documentation and guidelines

Management training program to achieve ‘accredited recruiter’ status

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Controlled recruitment and staff costs through improved recruitment

governance and sign-off process

Single centrally located recruitment team.

Phase 2

Implementation of on-line recruitment and applicant tracking system

providing access to low cost parent company web based sourcing channels and

resulting in improved candidate experience (based on candidate charter), speed

of hiring, tracking and record keeping.

Reduced recruitment costs achieved through:

Use of direct web based sourcing channel provided via parent company

career sites

Appointment of preferred agency suppliers based on tender, standardized

terms and conditions and tired sourcing process.

Implementation of competitively priced managed services arrangement

for all temporary roles.

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Chapter-5

(RESEARCH METHODOLOGY)

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Chapter : 5

RESEARCH METHODOLOGY

A Research Methodology defines the purpose of the research, how it proceeds, how to

measure progress and what constitute success with respect to the objectives

determined for carrying out the research study.

The appropriate research methodology formulated is detailed below.

RESEARCH DESIGN : Both Exploratory Research & Descriptive Research

SAMPLE SIZE : 50 people

SOURCES OF DATA : Both Internal Data & External Data i.e. both Primary

Data (Questionnaire or Survey) & Secondary Data (Books, Newspapers, Journals

& Internet Websites)

RESEARCH INSTRUMENT : Structured Questionnaire

SAMPLE PROCEDURE/SAMPLING METHOD : Random Sampling

SAMPLING TECHNIQUE : Judgmental & Convenient

SAMPLING UNIT : HR Executives of A1 Selectors, HR Managers of

Companies

which are the clients of A1 Selectors, Other Office Members of A1 Selectors,

Candidates who appeared for the interview at A1 Selectors etc.

SAMPLE AREA : Delhi Office

TYPES OF DATA ANALYSIS : Pie-Charts

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LIMITATIONS OF THE STUDY

As nothing is perfect, I also faced some difficulties during preparing the summer

training project report. However, I have tried to complete my project report. The

project has certain limitations which are as following :

Lack of time : The time period for this study was very short. I got short time to

prepare

my report i.e. 8 weeks is too short to give shape to a new idea in an old set up like

escorts.

Insufficient data : Some desired information could not be collected due to

confidentially

of business. Sometimes the management teams were not comfortable to give

the

information as they consider it as confidential.

Lack of Supervision : Few officials sometimes felt disturbed, as they were

busy with

their tasks. Sometimes, they didn’t want to supervise due to pressure of work load.

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Chapter-6

(DATA ANALYSIS & INTERPRETATION)

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Chapter : 6

DATA A NA LYSI S & INTERPRETATION

DATA INTERPRETATION

A Questionnaire was prepared for the purpose of getting feedback from the HR

Executives of A1 Selectors, HR Managers of Companies which are the clients of

A1 Selectors, Other Office Members of A1 Selectors, Candidates who appeared for

the interview at A1 Selectors regarding Recruitment and Selection Procedure in A1

Selectors. 50 people are selected and were distributed the questionnaire from the

purpose of the study.

ANALYSIS OF THE DATA

The analysis of the data is done as per the survey finding. The data is represented graphically in percentage (%).

The percentage (%) of the people opinion were analyzed and expressed or told in the form of charts.

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Sources for Recruitment and Selection

Internal 9%

External 18%

Both 73%

INTERPRETATION :-

About 73% of the HR Managers & HR Executives say that they prefer both

internal as well as external source for recruitment and selection.

Only 9% of Other Office Members go for internal sources for recruitment &

selection.

And 18% of Candidates go for external sources for recruitment & selection.

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Preferred way of Recruitment and Selection

Third party

3%

Indirect 32%

Direct

65%

INTERPRETATION :-

About 65% of the HR Managers & HR Executives go for direct recruitment.

32% of Candidates go for indirect recruitment & selection.

And only 3% of Other Office Members go for third party recruitment &

selection way.

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Preference for going Manpower/HR Planning

30%

20%

Yearly

Quarterly

No fixed T ime

50%

INTERPRETATION :-

Around 50% of Candidates go for Quarterly manpower planning.

30% o f O t h e r O f f i c e m e m b e r s do not follow any pattern they don’t have any fixed time.

And 20% of the H R Managers & HR Executives go for yearly.

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Preference for External Source of Recruitment.

25% Campus34% interviews

Placement agencies Data bank

33%Casual applicants

8%

INTERPRETATION :-

34% of HR Executives go for campus interviews.

33% of HR Managers go for data bank.

25% of Candidates from the casual application that are received.

And only 8% of Other Office Members go for any placement agencies.

Preference for form of Interviews. PersonalInterviews

10% Telephonic

20% interview Video

Conferencing

Other 40%

30%

INTERPRETATION :-

Most of the HR Managers Prefer Personal interviews.

30% of HR Executives prefer to take telephonic interviews.

Only 20% of Candidates go for video conferencing.

10% of Other Office Members adopt some other means of interviews.

Rating of the HR practices of the company

Bad 10%

Average Very Good20% 30%

Good 50%

INTERPRETATION :-

50% of HR Managers feel that HR department is good

30% of HR Executives say that its very good

20% of Candidates says its average

And only 10% of Other Office Members feel it’s bad.

Chapter-7

(FINDINGS & CONCLUSION)

Chapter : 7

FINDINGS

In A1 Selectors , Most of the HR Managers feel that the HR department

is good. Majority of the HR Managers of the Company & HR Executives of

A1 Selectors say that they prefer both internal as well as external source

for recruitment and selection.

Most of the HR Mangers & HR Executives go for direct recruitment and

selection and less number for Candidates & Other Office members

prefer indirect or third party.

Mostly the manpower planning is done Quarterly and rest of the part do

not follow any pattern they don’t have any fixed time.

A1 Selectors prefers to go for campus interviews and even casual

application that are received for recruitment and Data Bank but they hardly

prefer placement agencies.

Most of the HR Managers prefer Personal interviews, 30% of HR Executives

prefer to take telephonic interviews where as only 20% of Other Office

Members go for video conferencing and rest 10% adopt some other

means of interviews

The rating of HR Practices in A1 Selectors are 50% of the HR Managers feel

that HR department is good where as 30% of HR Executives say that its very

good where as 20% of Candidates say its average and only 10% of Other

Office Members feel it’s bad.

CONCLUSION

CONCLUSION

This presents the summary of the study and survey done in relation to the

Recruitment

and Selection procedure in A1 Selectors. The conclusion is drawn from

the study

and survey of the company regarding the Recruitment and Selection

procedure carried

out there.

The recruitment procedure at A1 Selectors to some extent is not done

objectively and

therefore, a lot of bias hampers the future of the employees i.e., why the

search or

headhunt of people should be of those whose skill fits into the company’s

values.

Most of the employees were satisfied but changes are required according to the

changing

scenario as recruitment procedure has a great impact on the working of the

company

as a fresh blood, new idea enters in the company.

Selection procedure is good but it should also be modified according

to the

requirements and should job profile so that main objective of

selecting the

candidate could be achieved.

Chapter-8

(RECOMMENDATIONS & SUGGESTIONS)

33

Chapter : 8

RECOMMENDATIONS & SUGGESTIONS

SUGGESTIONS FOR THE IMPROVEMENT OF THE SYSTEM AND PRACTICES OF RECRUITMENT AND SELECTION

PROCEDURE

The following are the suggestions & recommendations received from the respondents of the questionnaire. These suggestions & recommendations are based on their awareness regarding the Recruitment and Selection procedure.

Manpower requirement in A1 Selectors should be identified well in

advance.

Selection process should be less time consuming.

The recruitment and selection procedure should not too lengthy

and time consuming.

The candidates called for interview should be allotted timings and it

should not overlap with each other. The dead CVs should be destroyed.

Manpower planning should be followed before recruiting.

Proper enquiry should be done regarding previous employment of a

candidate before recruitment to avoid industrial disputes.

The Telephonic interview should be necessary. It should be made

interesting and candidate possibility to come Face to Face (F2F)

interview. There must be proper communication regarding job profile,

salary, location etc. between the Interviewer & the Interviewee at the time

of interview.

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