Recruitmment & Selection of Reddys Lab

Chapter - I

INTRODUCTION

1

INTRODUCTION

RECRUITMENT & SELECTION:

Recruitment is an important part of a business' human resource planning.

Recruitment is the process of searching for the prospective employees and stimulating

them to apply for jobs in the organization.

Once the required number and the kind of human resources are determined,

the management has to find places where required human resources are/will be

available and also work out strategies for attracting them towards the organization

before selecting suitable candidates for jobs. This process is generally known as

Recruitment.

It is a process through which an organization brings in new employees to

revamp its operations. The objective of this process is to identify right talent who

qualify for the required vacancies, aligning with the short-term and long-term

objectives of the organization.

According to Edwin B Flippo, recruitment is “the process of searching for

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

The overall aim of the recruitment and selection process is to obtain the

number and quality of employees that are required in order for the business to achieve

its objectives.

There are three main stages in recruitment:

1) Identify and define the requirements. This involves the preparation of job

descriptions, job specifications and person specifications

2) Attract potential employees - there are various methods for doing this which are

described in a separate revision note

3) Select and employ the appropriate people from the job applicants

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It is important to appreciate that recruitment is a continuous process - because

of:

Staff departures (e.g. retirements, sackings, resignations)

Changes in business requirements (e.g. new products, markets, expanded

operations)

Changes in business location (a relocation often triggers the need for

substantial recruitment)

Promotions

Recruitment is becoming more and more important in business. In particular,

this reflects the increasing need for a well-motivated and flexible workforce that

requires less management supervision.

Importance of Recruitment and Selection:

Create a talent pool of candidates to enable the selection of bestcandidates for

organization

Determine the future requirements of organization in conjunction with its

personnel planning and job analysisactivities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Attract and encourage more and more candidates to apply in the organization.

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NEED OF THE STUDY

In order to exist in the market, survival in the society and to achieve the goal,

several organizations must have the adequate human resources with the

necessary qualification, skills, knowledge, work experience and attitude to

work.

To know how an organization performs in terms of productivity and this

should be directly proportional to quality and quantity of its human resources.

In order to get the right kind of people in right place and in right time the

organization should have the specific and clear personnel policies and

recruitment methods which are essential for the growth of the organization.

Recruitment forms the first stage in the process in the selection and sizes with

the placement of the candidate.

To maintain good human relations one has to be perfect in his duties that are

going to be performed.

Unless there exists good recruitment policies, no organization can run

smoothly. In order to adopt or initiate good recruitment policy or procedures,

the management should be thorough with all the techniques in the

methodology used in recruitment selection policy.

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OBJECTIVES OF THE STUDY

The main objective of Recruitment & Selection process is

Getting the "Right Job for the Right Man at the Right Time".

1) To study the effectiveness of Recruitment and Selection process in the organization.

2) To study the Recruitment and Selection process/methods at choice for recruiting

Software development professionals.

3) To identify the various traits that the Software development professionals should

possess.

4) To know whether the employees are satisfied with Recruitment and Selection

procedures followed in the company.

5) To study Recruitment and Selection process is adequate or not.

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SCOPE OF THE STUDY

The study is conducted at Dr. Reddy’s Laboratories Pvt. Ltd., BRANDED

FORMULATIONS division Hyderabad and is confined to the operations of this

division only.

The scope of this project extends to learning about latest developments and

best practices in HR Recruitment, and Organizational Development. It will

cover many existing HR issues like Recruitment, Retention Strategies, and

Organizational Transformation etc.

Identifying, mapping, measuring, objectively analyzing and improving HR

services within the existing organization structure

Findings of this project will be used as an important document for creating

well defined package of HR solutions for Himansu IT Services Limited

All the work done during this project is for the internal purpose of Himansu IT

Services Limited

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RESEARCH METHODOLOGY

The different phases of the study will include Studying, Analyzing, Mapping,

Redesigning and implementing various recruitment practices of Satyam Computer

Services Limited.

Description of various phases is as follows-

Define the process and establish its boundaries, do initial data gathering (e.g.

Existing process maps, performance measures), develop high-level problem

hypothesis

Document the Recruitment process, and retention strategies refine the problem

hypothesis, establish Key Performance Indicators (KPIs), measure baseline

KPIs, draw-up retention strategies for benefits

Design the process, revise the process flows and define any additional

interventions required, establish benefits targets.

Run a pilot implementation where there are significant uncertainties about

aspects of the new process, use this to adjust process flows, validate benefits,

and develop implementation plans Implementation. Put new strategies in

place, carry out analysis, establish performance measurements (KPIs, benefits

tracking), set up employee feedback report and hand over back to company

Data Collection

Primary Data

It is collected through existing recruitment & selection process of Dr.Reddy’s

& interaction with various HR managers all over India.

Secondary data:

It is gathered from journals, internet, operation manual & books on

recruitment & selection process.

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LIMITATIONS OF THE STUDY

The data collected is confined to frontline sales officer a part of Branded

Formulations all over India. By considering the time constraint, the other portfolios

were not dealt.

Each of the HR services is a specific thesis of study in itself

The Range of services or solutions cannot be generalized

The company prefers to maintain its confidentiality regarding its policies and

procedures, hence obtaining data can be an arduous task

HR processes are subject to variation from one client to another

A detailed study of the organization and its approach may not be possible due

to the limited boundaries of time

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Chapter -II

COMAPANY PROFILE

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Dr. REDDY’S LABORATORIES- AN OVERVIEW

Dr. K. Anji Reddy in 1984 as private limited company under the companies

Act 1956 promoted Dr.Reddy’s Laboratories Pvt.Ltd.. The name of the company was

changed to dr. Reddy’s Laboratories Ltd. in 1985, when it became a public company.

The company shot into prominence for being the first in the country to manufacture

and sell the bulk drug methyldopa. Over the years Dr.Reddy’s Laboratories Ltd.

Leveraged its expertise in synthetic Chemistry innovating and emerging with more

first time launches of bulk drugs in India.

In 1994-95 standard equity fund ltd. a company dealing all types of Drugs,

Pharmaceuticals and chemicals and also stocks, bonds and carrying on R&D of drugs

was amalgamated with Dr.Reddy’s. The company is dedicated towards providing

medical profession with the latest and drugs confirming to international quality

standards at affordable prices to patients through continuous innovation.

The group companies Dr.Reddy’s Laboratories and cheminor drugs Ltd. and

an independent non-project research organization Dr.Reddy’s Research Foundation

has acquired world class expertise in the development and the manufacture of organic

Intermediates. Bulk Pharmaceutical and finished dosage. The expertise enables the

group to provide high quality and cost effective pharmaceutical products to the world

market. The group enjoys the competitive in domestic as well as international markets

due to this professional orientation ability in developing and commercializing

technologies for synthesis of organic intermediates and Pharmaceutical active

ingredients.

Dr.Reddy’s Laboratories Ltd. is the technology driven and science based

organization while their focused in the past has primarily been process development

they are now directing their efforts and resources towards basic research and

innovative process technology Dr.Reddy’s Research foundation. Dr.Reddy’s

Laboratories to occupy a unique position among pharmaceutical companies in the

Indian markets.

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Dr.Reddy’s Laboratories is on of the largest producers of bulk drugs and one

of the major forces in the world for commodity bulk drug with a wide range of bulk

drugs and finished dosages forms, The company has been a pioneer in India to

redevelopment of latest bulk activities especially quinolines Anti-hypertensive, and

pain relievers. The company accounts for more than 1/3 of Indian formulation

industries consumption of these products.

The mission of the company is to achieve global leadership as manufactures

of quality but that you substances and finished formulations. This lead to the

expansion of company’s activities in international markets, and the vision of the

company is to be of the leading pharmaceutical company across the globe, led to the

establishment of company’s second formulation manufacturing with state of art

technology in the areas of production, quality control and research development.

Dr.Reddy’s Laboratories Ltd. research and development team of highly

qualified scientists proved to be among the best such outfits in the country. It is the

first to introduce 3 to 4 drugs in the country every year. Its strength is also its ability

to develop process in a short time for new drugs. The whole department worked as

team to facilitate faster development of new drugs and environmental area during the

years reduces consumption of water and efficient generation. The company has also

continuously developed and re-engineered its manufacturing process in order to

device a new and innovative process of manufacturing which resulted in less affluent

generation.

The company today has its subsidiaries in India, Hong Kong, Singapore,

Russia, Netherlands and Antilles Kingdom of Netherlands, Joint Venture in Russia,

Brazil and Uzbekistan.

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ABOUT THE BULK ACIVITIES DIVIDION, UNIT-V

The bulk Activities Division, unit-v is located at Peddadevulapally,

Nalgonda District, Andhra Pradesh. The industry was started in the year 1988 with a

capital cost of Rs.42.57 Crores. The setup is spread over an area of 64 Acres. The

facility is approved by FDA and the systems are certified for ISO 9001.

Dr.Reddy’s Laboratories has 8 Strategic Business units (SBUs).They are

1. Branded Finished Dosage

2. Generic Finished Dosage

3. Bulk Actives

4. Custom Chemicals

5. Biotechnology

6. Diagnostics

7. Critical Care

8. Discovery Research

Andhra Pradesh Industries (API’S):

Dr.Reddy’s API division is a proven manufacturer of bulk actives. Its

comphasis is on building profitable revenue from exports to regulated markets like

USA and Western Europe.

Dr.Reddy’s Laboratories Ltd has 7 Bulk Active Units. They are as: In India only.

1. B D-1- Jeedimetla,Hyderabad.

2. B D-2- Bollaram,Hyderabad.



5. B D-5- Miryalaguda.

6. B D-6- Pydibheemavaram.

7. B D-7- Pydibheemavaram.(EOU

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MARKET

The company exports bulk drug to nearly 70 countries and its formulation to

Geographically Strategic areas. The formulation is exported to Russia and other CIS

Countries. Chine, Vietnam, South East Asian Countries, middle east, Bangladesh, Sri

Lanka and Romania. Dr.Reddy’s specializes in manufacturing and marketing of bulk

Pharmaceutical activities, finished dosage forms, Diagnostics kit and in

Biotechnology.

To produce high quality products it is not enough Dr.Reddy’s Laboratories

Ltd. has a wide network of 24 consignment agents in the country who hold

inventories but a possible down to 1200 stockiest who in turn feed 10,00,000 retail

outlets all over India.

PRODUCTS:

Dr.Reddy’s Laboratories Ltd. bulk drugs and tablets and capsules. It produces

tablets like OMEZ (OMPEPRAZOLE), Periestiel (cisapride), Nise (nimesulide),

Stamlo(Amlodipine), Enam(enalapril meleate), Lanzap (Lansoprazole),Lomoday

(lenoflxaon), it also produces bulk drugs like

S.No. Name of the product Production Capacity per month

Application of Drug

1. Quanapril 100kgs Anti Hypertension2. Ranitidine 30MT Anti Ulcer3. Naproxine 12MT Anti Inflammatory4. Famotidine 750kgs Anti Ulcer5. Enapril 100 kgs Anti Allergenic

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The bulk Activities Division, Unit –V has 13 departments viz.

1. Ranitidine

2. Naproxine

3. Famotidine

4. Engineering services

5. Quality Control

6. Quality Assurance

7. TSD-R&D

8. SHE

9. Warehouse

10. SCM

11. HRD

12. RA

13. Liaison

Nature of Activity:

The quality is given prime importance in the manufacture of products in Dr.

Reddy’s Laboratories Ltd. at the each and every stage the sample of the product is

taken and tested if it is according to the prescribed standards then it will be processed

otherwise it will be send back. The quality of the raw material is also checked while

the material is going for production.

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Human Resource - Department:

The superior –subordinate Relationships are defined by organization charts,

which former documents that indicate that chain of command and that titles that have

assigned to the manager and at her personnel’s.

The Vice President (Human Resource) is the head of the all Human Resource

activities in the Dr. Reddy’s group. He will be directly reporting to the managing

director of the organization. Under vice president (Human Resource) there are 3

managers (Human Resource) looking after diagnostic division , formulation

manufacturing, and formulations Marketing there is also two senior managers looking

after bulk drugs manufacturing units and other for training and development. The

chief security and vigilance officer will be directly reporting to vice – president. There

is one Assistant Manager (Human Resource) looking after Corporate office and one

senior executive employee relations reporting directly to vice – president(Human

Resource) under Senior Manager Bulk Drug Manufacturing there are one Assistant

Manager , one Executive and one Labor Welfare Officer looking after three bulk

drugs units. Under them there are officer (Human Resource) in each unit.

Human resource philosophy:

Hold positive regard for each Individual.

Fasten Career building by providing opportunities through thinking.

Innovating and learning.

Nature a climate that provides Individual growth.

Human Resource Policy:

Always select employees who are the best of available candidates.

Active participation in professional association.

Maintain high standards of discipline.

Encourage free flow of ideas and suggestion all rounds so that employees

can give there best in a free and domestic atmosphere.

Maintenance of high standard of working conditions – cleanliness all.

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Give opportunity for self- development.

Encouraging participative management Providing

Internal training courses

External training courses

Participating in seminars

Participating in lectures at institutions of management.

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SAFETY HEALTH & ENVIRONMENT POLICY

Dr.Reddy’s Laboratories Ltd (DRL) as an innovation and responsible health

care company, considers safety, health and protection of the environment as in

integral part of the business. DRL shall achieve continued commitment to safety,

health and environment.

Complying with relevant legal statutes.

Conducting active R&D and technology planning in new process

development to minimize the adverse impact on safety health and

environment.

Using and maintaining equipment systems & facilities to provide a safe

work atmosphere to our employees contractors, visitors and neighboring

community and move towards our aim of becoming incident and injury free

units.

Conserving resources and preventing pollution using a closed cycle

approach.

Continually improving safety, health and environment aspects through

objectives targets, management programs, audits and reviews.

Establishing emergency preparedness through planning and process safety

analysis.

Maintaining good housekeeping in our plant premises.

Creating safety, health and environment awareness and developing required

level of knowledge and skills in al l employees through need based training

and internal communication.

Our vision & values:

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Core Purpose:

“To help people lead healthier lives”

Vision:

“To become a Discovery led global pharmaceutical company.

Mission:

“To be the 1st Indian pharmaceutical company that successfully takes its

products from discovery to commercial launch globally

Values:

We strive for Excellence in everything we think, say and do.

Quality:

We are dedicated to achieving the highest levels of quality in everything we

do to delight customers, internal& external, every time

Respect for the Individual:

We uphold the self esteem and dignity of each other by creating an open

culture conducive for expression of views and ideas irrespective of hierarchy

Innovation & Continuous Learning:

We create an environment of innovation and learning that fosters, in each

one of us, a desire to excel and willingness to experiment

Collaboration & Teamwork:

We seek opportunities to build relationships and leverage knowledge,

expertise and resources to create greater value across functions, business and locations

Harmony & Social Responsibility:

We take utmost care to protect our natural environment and serve the

communities in which we live and work.Our business practices are guided by the

highest ethical standards of truth, integrity and transparency.

Awards and Recognition

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Best Management Award 2005-May Day 2005

Labour Department, Govt. of Andhra Pradesh

Best Employer Award 2002-Hewitt

Business Today

Most Respected Company Awards 2004

The Business world

India’s Best Managed Company-2004-05

Business Today presented by Microsoft

CHEMTECH CEW Award- Achiever of the Year 2000

Chemtech Foundation

DH Avenue Awards for HR Excellence

Centre for Change Management

Pharmabio Awards-2004

Chemtech Foundation

Sodex ho PASS Award for HR Excellence

Organization with innovative HR Practice-2004

Presented by Asia Pacific Congress

Third Express Pharma Award- Best Bulk Drug Company

WORLDSTAR Award for Packaging Excellence-2003

Omez Capsules Pack with Anti-Counterfeiting Features

INDIASTAR 2002- Indian Institute of Packaging

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Mintop Forte

Customer Convenience Pack – APF

The Asia Packaging Federation

Entrepreneur of the Year – 2001 – Ernst & Young

Healthcare and Life Sciences 2001 India

Best Employers in India 2004 – Hewitt

CNBC TV 18

Business Development Deal 2005-2006

Express Pharma Pulse Awards

Pharma Excellence Awards

Leveraging Global Opportunity 2005-2006

Pharma Excellence Award

IBLA Indian Corporate Citizen of the Year – 2005

Operational Excellence 2005-2006

Pharma Excellence Award

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Chapter - III

INDUSTRY PROFILE

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ABOUT THE PHARAMACEUTICAL INDUSTRY

The Indian Pharmaceutical industry is one of the largest and most advanced

amongst the developing countries. The Industry is currently in a position to

manufacture bulk drugs belonging to several the rape tic groups requiring various

manufacturing process. Excellent technical facilities have also been development for

production of major dosage forms like Tablets, Capsules, and the liquid orals,

Indictable etc. Today India is in position to produce 70 percent of its requirements of

bulk drugs and almost all its requirements of formulation.

The pharmaceutical industry in India today has the capability of producing a

wide range of bulk drugs, covering a large spectrum of technologies and almost all

formulations. In fact the countries are almost fully self –relevant in terms of

formulations technology. Among the bulk drugs, which are critical to the country’s

health needs the most important are penicillin and rafampiein. It is worth mentioning

that India has research to cost effective production of wide range of products such as

methyldopa, paracetamoI, buprofen, Aspirin, Ampicilline etc., and a host of other

items. The process improvements achieved in these areas is internally competitive

with the results that most of these products have found markets even in Advanced

Countries like the U.S.A., Germany etc. The Drug and pharmaceutical industry in

India during the last 50 years has shown tremendous progress if one takes into

consideration the growth. As seen in other developing countries with percent of

word’s population, India has one of the lowest drug expenditure precipitate among

developing and developed nations

With the growth in India economy, Pharmaceutical sales are expected to

benefit due to the increased spending power to middle and the lower middle classes.

It is estimated that there are presently 24,000 firms engage in the production of

drugs and Pharmaceuticals. The industry which is represented by an estimated 24,000

units entailing an approximate investment of 1200 crores. In spite of hurdles the

industry has shown good growth over the years. But when compared with the

developed countries of the world, the Indian Pharmaceutical industries are very small.

It accounts for only 1.2 percent of the world pharmaceutical production.

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Introduction to the Pharmaceutical Industry

Pharmaceuticals are medicinally effective chemicals, which are converted to

dosage forms suitable for patients to imbibe. In its basic chemical form,

pharmaceuticals are called bulk drugs and the final dosage forms are known as

formulations. Usage of pharmaceuticals is governed by the underlying medical

science. The four primary medical sciences are as under.

Allopathy or modern medicine has gained global popularity.

Ayurveda, an ancient Indian science, mainly uses herbal remedies.

Unani, having Chinese origin, is prevalent in South East Asia.

Homeopathy, founded by a German physician, was fairly popular in the early

19th century.

World-over, the pharmaceuticals industry is focused on Allopathy, the most

modern medical science. Other modes of medical treatment such as Homeopathy,

Ayurveda and Unani are more prevalent in third world countries.

Bulk Drugs

Bulk drugs are medicinally effective chemicals. They are derived from 4 types

of intermediates (raw materials), namely

Plant derivatives (herbal products)

Animal derivatives e.g. Insulin extracted from bovine pancreas

Synthetic chemicals

Biogenetic (human) derivatives eg Human insulin

Bulk drug discovery requires intensive and expensive research. So new

drugs are patented1 by the innovator to ensure commercial gains on his R&D

investment. When a drug goes off-patent it becomes generic. Bulk drugs can be

broadly categorized as

under patent

generic or off-patent.

A patent provides exclusivity of manufacturing/ licensing to the discoverer ie

patent holder for a stipulated time period.

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Formulations

Doctors, post-diagnosis to cure a disease or disorder in the patient primarily

prescribes formulations. To prevent misuse/ incorrect administration, most

formulations are disbursed by pharmacies only under medical prescription and these

are called ethical products. However, some formulations such as pain balms, health

tonics etc can also be purchased by users directly. These are called over-the-counter

(OTC) products.

Formulations can be categorized as per the route of administration to patients,

Oral ie tablets, syrups, capsules, powders etc taken internally.

Topical i.e. ointments, creams, liquids, aerosols that are applied on the skin.

Parenterals i.e. sterile solutions injected in an intravenous or intramuscular

fashion.

Others such as eye-drops, peccaries, surgical dressings etc.

Why US market is such a lucrative?

World Audited Market 2003 Sales ($ban) % Global sales ($) % Growth

(constant $)

North America 229.5 49% +11%

European Union 115.4 25 8

Rest of Europe 14.3 3 14

Japan 52.4 11 3

Asia, Africa and Australia 37.3 8 12

Latin America 17.4 4 6

TOTAL $466.3bn 100% +9%

US 2003 Global pharmacy sales by region

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market has a share of around 50% of the Global sales [~229.5%]

In of that Generic drugs sales accounted for 15-20$bn.

In US, 180 day exclusivity will be offered if the company successfully

challenges the innovator company on the patents and get the FDA

approval will get 6 months exclusivity period. During this period, only

innovator and first to file generic company can market their drugs all

the other generic companies can only enter into the market after 181th

day.

Because of all these reasons, Most of the Indian companies wants to enter into

the US market, so my thesis work is also concentrated on the US regulatory system

and FDA approval system.

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Chapter -IV

THEORITICAL ASSPECTS

The Recruitment & Selection Process

26

The Recruitment and Selection process promotes successful hiring decisions

that can truly impact the success of a department or faculty.

The Recruitment and Selection process consist of six stages

Stage 1 Agree to vacancy to be filled

Understand the job

Stage 2 Job analysis

Sort out the knowledge, skills and aptitudes Stages 1 - 3

needed to do the job

Recruitment

Stage 3 Attracting a Field of Candidates

Deciding where suitable applicants can be found, and persuading them to

apply

Stage 4 Sorting Candidates

Methods of finding out if candidates have required knowledge, skills,

aptitudes

Stage 5 Selection Interviews

Make actual choice Stages 4-6

Selection

Stage 6 Introduction

Introduction of new recruit to organization, ensuring he/she will start with

enthusiastic attitude and settle down quickly

The recruitment and selection process general outline. It is to be noted that the

vacancy would arise either because an employee left or because it was created as part

of the human resource plan.

Job Analysis

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The management of a business need to determine what work needs to be done.

Job analysis is a key part of this need.

Job analysis concentrates on what job holders are expected to do. It provides

the basis for a job description, which in turn influences decisions taken on

recruitment, training, performance appraisal and reward systems.

What is contained in a job analysis?

A job analysis would typically contain:

Job purpose What is the job meant to do - and how does this related to

other parts of the business?

Job content Duties and responsibilities

Accountabilities What results / outputs is the job holder responsible for?

Performance How will the job holder's performance be measured?

Criteria

Resource

requirements E.g. equipment, location

How is a job analysis carried out?

Several techniques should be used to complete an effective job analysis:

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Research business documents - e.g. procedures manuals

Ask relevant managers about the requirements and purpose of the job; what

are the key activities; what relationships does the job have with other posts.

Develop a comprehensive profile through these discussions

Interview the existing job holder (if the job already exists) -e.g. ask store

managers in retail stores and build a profile from asking those who actually do

the job

Observe the job holders to see what they really do.

The key information that needs to be collected includes:

o Job title

o Main duties and tasks

o Targets and performance standards that the job holder is required to

achieve

o The amount of supervision that is normally given / freedom of

decision-making in the job

o Skills and/or qualifications needed for the job (including personal

skills)

Conducting a Job Analysis

There are three different times when a job analysis should be performed:

When new jobs are created

When jobs have changed because of new technology, methods etc.

When they have not been analyzed for a period of time and a new

worker is required for the job.

The information from a job analysis is used to identify competencies, prepare

position descriptions, and develop job specifications.

What we are looking for:

No component of the selection process is as critical as getting, at the outset, a

clear idea of what you are looking for. We get that information from paper and from

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people. Before hiring a new person into a position, and before creating a new position,

take the time to do a job analysis. This may be a good time to make changes in a

position.

Review the duties and responsibilities to make sure they are reflected

in the job or position description.

Identify effective versus ineffective job behaviors.

Try to identify critical incidents that identify predictive situations and

effective behavior.

These can be used in the job interview to describe specific situations a

candidate might encounter on the job and get a preview of how he/she might behave

in that situation.

Job Description

A job description sets out the purpose of a job, where the job fits into the

organization structure, the main accountabilities and responsibilities of the job and the

key tasks to be performed.

Why is a job description important?

A job description has four main uses:

Organization - it defines where the job is positioned in the organization

structure. Who reports to whom?

Recruitment - it provides essential information to potential recruits (and the

recruiting team) so that they can determine the right kind of person to do the

job (see person specification)

Legal - the job description forms an important part of the legally-binding

contract of employment

Appraisal of performance - individual objectives can be set based on the job

description·

Contents of a Job Description

The main contents of a job description are:

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Job Title: this indicates the role/function that the job plays within an

organization, and the level of job within that function (e.g. Finance Director

would be a more senior position than Financial Accountant - although both

jobs are in the "finance department")

Reporting responsibilities: who is the immediate boss of the job holder?

Subordinates: who reports directly TO the job holder?

Main purpose: who is involved in the job overall

Main tasks and accountabilities: description of the main activities to "be

undertaken and what the job holder is expected to achieve (e.g. in the case of

the Management Accountant, this might include "Complete monthly

management accounts by 10th working day of each month and prepare report

on all key performance variances ")

Employment conditions.

Person Specification

A person specification describes the requirements a job holder needs to be

able to perform the job satisfactorily. These are likely to include:

- Education and qualifications

- Training and experience

- Personal attributes / qualities

Person Specification Vs Job Description

A job description describes the job; a person specification describes the

person needed to do the job. A person specification can, therefore, form the basis for

the selection of the most suitable person to fill the job.

How should a person specification be created?

The most common approach now used by recruiters is to use what are

known as "competencies" to design the person specification. These are then classified

as "essential" or "desired" to determine which are most important.

Competencies might include some or all of the following:

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Physical attributes (e.g. state of health, aged, speech)

Attainments (e.g. highest level of education completed, relevant market

experience, ability to supervise/manage)

Aptitudes (e.g. verbal reasoning; numerical aptitude )

Interests (social activities; sporting activities)

Personal circumstances (e.g. ability to work shifts; full or part time)

Person specifications have to be prepared and used with great care. In

particular, it is important to ensure that the list of essential or desired competencies

does not lead to unlawful discrimination against potential employees.

Position Descriptions

Every employee in the company, including those in senior management,

should have a position description.

A position description is a legal document. Without one, both employee and

employer can be confused about roles and expectations. There is a widely held belief

in some organizations that giving employees clear job descriptions will have a

detrimental effect on productivity. Research indicates that just the opposite is more

likely to be true. Employees who know what their role is will be more willing to work

hard, and to stretch the boundaries of their position when required.

An effective position description should include:

A job title

Job purpose

Reporting relationships

Key responsibility areas

Limitations of the position in terms of problem-solving and decision making

Environmental factors

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Requirements to perform the job, also known as "job specifications" may be a

part of the position description as well. This will include the education, experience,

training and competencies required to do the job.

A performance based job description also includes a realistic job preview, a

frank summary of the job, detailing salary, benefits, vacation, hours of work,

overtime, deadlines, work volumes and work environment.

Where Do We Find Candidates?

Competitors If they've been turning away applicants, they might send you

their extras.

Persons who are These are the people who are most often overlooked at hiring

Over looked time. If these people can keep up with the job, you might end

up with a dedicated worker who'11 be looking for a chance to

make a positive impact on your organization

Retired seniors Again, there are a lot of experienced retirees out there who

have a lifetime of skill and experience behind them. They can

be a real asset, especially in a new business.

Companies that Executives at downsizing companies are usually more than

have announced happy to send you their soon-to-be-unemployed people, as

cutbacks most upper management folks actually do care about the

welfare of their employees.

Educational Professors you've made friends with will give you the inside

Institutions track to their best performers and those top performers could

Employees be yours. Ask established employees for people they know who

can do the job. Because your employees will have to work with

those people, they'll usually make a good choice.

33

Evaluating Resumes

With more applicants than ever before having their resumes professionally

prepared, the resume is rapidly losing its value as an evaluating tool. The "best"

resume may not always come from the "best" candidate; it often comes from the

applicant who has had the most jobs (and thus, the most practice writing resumes) or

the applicant who has hired a skilled resume writer.

Nevertheless, resumes may provide clues to narrow down a large field of applicants.

How to Use Resumes to Your Best Advantage:

Be wary of the functional resume. A functional resume usually has no dates,

only descriptions of experience and qualifications. The applicant who writes

such a resume >could well be right for the job, but functional resumes are

often written by applicants who have been excessive job jumpers, or else have

been out of work for a considerable length of time.

Watch out for trivia. A resume that is "puffed-up" with trivia (sports

interests, hobbies, etc.) may be a sign that the applicant is weak in experience

and skills. It could also mean the applicant won't have enough time for the job.

Beware of qualifiers. Many resumes are filled with phrases like, "knowledge

of...," "assisted with ...," "had exposure to ... Don’t confuse these qualifying

descriptions with hard hands-on experience.

Don't be misled by a lengthy education section. Applicants who hick

appropriate education often beef up their background with lengthy (and often

meaningless) descriptions of special courses and seminars.

Be sensitive to sour grapes. If the resume leads you to believe that the

applicant is bitter about past jobs, tread with care. If anger shows through in a

resume, it can easily surface on the job. .

Don't excuse sloppiness. An applicant who isn't astute enough or doesn't care

enough to make the resume letter-perfect is not generally a good bet to be

conscientious on the job.

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Don't read more into a resume than is already there. You can usually

assume that what is left off a resume is a skill or quality that the person doesn't

have.

Look for evidence that shows a willingness to work. This quality may not

be easy to detect from a resume, but if you find it, consider the applicant very

carefully. Hard workers are not easy to find.

Let a technical specialist do the technical screening. Check with a

specialist in the same field as the position being staffed. They can often tell, on

the basis of a resume alone, which applicants should be eliminated from

consideration.

Resume Screening Guides

Create your own form. Adapt it to the position.

Assign points based on importance of the criteria.

Set a pass/fail mark.

Realistic Job Previews

Why do new employees leave their job in the first year?

Some employees simply accept a position until a better offer comes in

Others don’t fit in well with the company culture

Similarly, some employees don’t like the working conditions of the job

Other employees discover they cant or don’t want to do the work

Unfortunately, some employees don’t always like their managers and

coworkers

Similarly, some employees discover the job duties or reporting relationships

become unacceptable after a reorganization of the department

35

Key Benefits of a Realistic Job Preview:

Reduces turnover fewer surprises on the job for new employees

Time savings applicants can self-select out of the job early in the process

Positive first impressions honest communication and disclosure early in the

process

Recruitment - Internal Recruitment

This refers to the filling of job vacancies from within the business - where

existing employees are selected rather than employing someone from outside.

A business might decide that it already has the right people with the right skills to do

the job, particularly if its training and development programme has been effective.

How is it done?

Internal vacancies are usually advertised within the business via a variety

of media:

Staff notice boards Intranets

In-house magazines / newsletters (for example, Emap, a major publishing

business) have a weekly staff magazine devoted solely to advertising jobs

within the organization!

Staff meetings

Advantages of internal recruitment

Gives existing employees greater opportunity to advance their careers in the

business

May help to retain staff who might otherwise leave

Requires a short induction training period

Employer should know more about the internal candidate's abilities (= a

reduced risk of selecting an inappropriate candidate)

Usually quicker and less expensive than recruiting from outside

Disadvantages of internal recruitment

36

Limits the number of potential applicants for a job

External candidates might be better suited / qualified for the job

Another vacancy will be created that has to be filled

Existing staff may feel they have the automatic right to be promoted, whether

or not they are competent

Business may become resistant to change; by recruiting from outside, new

perspectives and attitudes are brought in

Recruitment - External Recruitment

This refers to the filling of job vacancies from outside the business

(contrast with internal recruitment). Most businesses engage in external recruitment

fairly. Frequently, particularly those that are growing strongly, or that operate in

industries with high staff turnover.

How is it done?

There are several ways of looking for staff outside the business:

Employment / recruitment agencies

These businesses specialize in recruitment and selection. They often specialize

in recruitment for specific sectors (e.g., finance, travel, secretarial). They usually

provide a shortlist of candidates based on the people registered with the agency. They

also supply temporary or interim employees.

The main advantages with using an agency are the specialist skills they bring

and the speed with which they normally provide candidates. They also reduce the

administrative burden of recruitment. The cost is the high agency fees charged often

up to 30% of the first year wages of anyone employed.

Headhunters / Recruitment Consultancies

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"Up market" recruitment agents who provide a more specialized approach to

the recruitment of key employees and/or senior management. They tend to "approach"

individuals with a good reputation rather than rely on long lists of registered

applicants - often using privileged industry contacts to draw up a short list. The cost

of using a headhunter or recruitment consultant is high.

Job centers

Government runs agency - good for identifying local candidates for relatively

straightforward jobs. The job centre service is free to employers and is most useful for

advertising semi-skilled, clerical and manual jobs.

Government Funded Training Schemes

There is a variety of government-funded schemes that provide potential

recruits, including the New Deal and Modem Apprenticeships. The advantage of these

schemes is that government funding lowers the cost of employment and the business

can get to know the employee before committing for the long-term. However,

relatively few employment requirements are covered by these schemes.

Advertising

Probably the most common method. Advertising allows the employer to reach

a wider audience. The choice of advertising media (e.g. national newspaper, internet,

specialist magazine etc) depends on the requirement for the advert to reach a

particular audience and, crucially, the advertising budget.

Advantages of external recruitment

These are mainly the opposite of the disadvantages of internal recruitment.

The main one being that a wider audience can be reached which increases the chance

that the business will be able to recruit the skills it needs.

SELECTION:

38

The organization attempts to select the applicant whose qualification is most

closely related to those required for successful performance of the major duties and

responsibilities of the position.

The selection of a candidate with the right combination of education, work

experience, attitude, and creativity will not only increase the quality and stability of

the workforce, it will also play a large role in bringing management strategies and

planning to fruition.

The Interviewing & Hiring Process

It is process were in the candidate is tested for technical skills and qualifications

necessary for the job. For more senior and managerial positions, you're proven

leadership ability and project management skills will be an important factor for a

candidate

Factors in the Hiring Process

Level I Factors : Outward appearance.

Level II Factors : Education and job history.

Level III Factors : Attitude, self-motivation, persistence, maturity, aptitude,

temperament.

Level III traits tend to be highly stable. Our goal is to predict future performance by

getting a deeper understanding of how someone has displayed level III qualities in the

past.

Principles for Exploring Past Actions

39

The best predictor of future performance is past performance in similar

circumstances.

The more varied the situations in which behavior is demonstrated, the more

deeply-rooted the behavior.

The more recent the behavior, the more predictive of future performance.

The more long-standing the behavior, the more deeply-rooted it is.

People reveal past patterns of behavior most vividly in instances where they

experience greatest successes or setbacks.

Behavioral Interview Techniques

The goal of the interview process is to predict future job performance based on

examples of previous specific behaviors, which illustrate the desired competencies

through tactful probing. A behavioral interview is a structured interview that is

created after a thorough analysis of the job skills needed for a successful job

performance.

The competencies are then selected that define the knowledge, skills and

abilities, which must be assessed during the interview process. This paves the way to

develop interview questions designed to identify the presence of these competencies.

The interviewers are looking for behaviors in situations similar to those that will be

encountered in the new job. By relating a candidates answers to specific past

experiences, you'll develop much more reliable indicators of how the individual will

most likely act in the future.

Behavioral questions ensure spontaneity since candidates can’t prepare for

them in advance. Hence, your assured of more accurate answers in the selection

process, and you're provided with specific ammunition to use later down the line in

the reference-checking process.

Purpose of Behavioral Interviewing

The behavioral interviewing tools will ensure that the selection process is:

Objective

40

Consistent and transparent

Based on the competencies and proficiency level of the job

A good predictor of performance

Past behavior in specific situations will indicate more accurately candidate's

personal preferences, attitudes and behaviors. A person can have the skills and

knowledge to do the job, but may not have the inclination to do it.

The behavior-based interview incorporates structured questions on the

candidates past behavior in situations similar to those that will be encountered in the

new position. It goes beyond determining whether a person can do the job. It better

determines if a person will do a good job; how it will be done and to what extent.

Interview Information Taxonomy

Where can we find the information we need?

Most interviewers will agree very quickly to the principle that the best

predictor of future behavior will be past behavior or performance. They will even

agree to a further refinement, the best indicator of future behavior will be past

behavior in similar circumstances. While we know that no two events are exactly

alike, we can search for circumstances in the candidates past that will be quite similar

to what they will face in the future. However, as interviewers, we often don't act like

we believe this principle. We spend a good deal of our time asking questions that

elicit information of lesser importance. For example, this is the information that

emerges in most selection interviews, in this order:

1. Biographical facts, Credentials and Achievements

2. Technical knowledge

3. Experience/activity descriptions

4. Self-evaluation information

Likes and dislikes

Strengths and weaknesses

Statements of Goals/attitudes/philosophy

Hypothetical, speculative statements

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5. Behavior descriptions

Determining the Skills or Competencies You Need

Technical skills: Those skills that call upon specific technical knowledge or

experience. Can the individual do the job? How do you determine technical skills?

Ask yourself these questions:

What specific kinds of machines will the employee use?

What specific kinds of computer hardware/software will they use?

Is there a certain specific and prescribed way they must manipulate tools?

What do you really need? You'll have to decide if previous experience in these

technical skills is important, or if you will train the successful candidate. Though

technical skills are often more easily learned than performance skills, many jobs

demand that a person arrive with their technical skills already in place.

Performance skills are the Will factors. These are the tasks and responsibilities

assigned to the position. They are closely tied to work habits that reflect the way a

person gets a job done. They may relate to working with or managing other people,

making decisions, following guidelines, dealing with the public etc.

A Customer Service Supervisor, for example, might need to supervise three customer

service representatives, apply established guidelines to specific customer inquiries,

and solve work unit problems. These are all performance skills.

At the same time, you may expect this employee to be skilled in using Word, have

some knowledge of database management, including designing and maintaining a

database, and know how to set up spreadsheets. These are considered technical skills.

If you have a long list of competencies or skills listed for this position,

categorize them into Must Have and Nice to Have. You can usually explore

candidate's abilities in no more than six or seven areas in one interview. Your time is

best spent on primary skills.

42

Design your interview so you cover the technical can do skills first, and then

go on to performance skills. There is just no point in finding out if the candidate has

the performance skills if s/he can’t do the job. However, once you know the person

can do the job, spend the remaining 60% of your time and questions on will they do

the job, including whether they will fit your workplace.

Sample Competence Factors

Achievement motivation

Attention to detail

Career interest

Creativity

Decision making ability

Human relations skills

Independent work/initiative

Leadership

Learning ability

Organization commitment

Planning and organizing skills

Problem analysis

Stress tolerance

Technical ability

Turnover risk

Adaptability

Calculating skill/mathematical ability

Written communication

Oral/verbal communication

Performance - based Assessments

One of the greatest challenges during the selection process is administering the

process in a timely manner so that you don't lose top performers to the competition, or

to jobs in other organizations. It is also important to make efficient use of your time

43

so that time away from regular duties during the selection process is kept to a

minimum.

These challenges can be overcome through the use of performance-based

assessments. Assessments completely evaluate an applicants skills/abilities and

personal suitability for the job, using a series of written performance-based exercises

and questions. In a sense, its like a written interview but much more.

Performance-based assessments are written exercises that help to evaluate

short listed applicants before they proceed to the interview. Develop them by

collecting a sample of the key duties and challenges unique to the actual job vacancy.

The range of activities an incumbent would typically perform on the job over

six to twelve months is translated into a set of paper-based or computer based

questions and exercises that take the applicants approximately one to three hours to

complete.

Advantages include:

More than one applicant can perform an assessment at the same time.

They can also be completed and submitted electronically, either on-site or

around the globe.

Some of the exercises and questions compiled during development of

assessments will be better suited to and subsequently used as performance-

based interview questions.

For instance:

A computer analyst would be required to debug software

A manager would be required to review an employees work, identify mistakes,

make suggestions for improvement and provide feedback

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A marketing co-coordinator would be required to create and layout

promotional materials using appropriate software

An executive director would be required to develop strategies/direction, take

action and make decisions based on the contents of a briefing file.

Developing Performance-based Exercises

In addition to technical exercises, applicants must also solve a set of work

related problems that demonstrate their ability to perform well within the confines of

a certain department or company culture. Performance-based exercises and questions

are easy to develop, as they are derived from the job.

Furthermore, they can be developed to simulate any type of corporate culture,

work environment or job problems. Even team-work, management skills and

interpersonal interactions with co-workers or customers can be assessed.

1. Identify possible performance-based exercises by reviewing the detailed job

specific or technically essential qualifications for examples of work (duties,

activities, documents produced, services ,provided and assignments, etc.)

where the employee is involved in gathering or processing information,

products and/or services (make decisions, take actions, etc.)

2. Describe the type of information needed (typical instructions or requests, real

background information employees need to complete assignments,

summarized files or printouts to review or for action, etc.) to create two to ten

performance-based exercises.

3. Gather background information for each performance-based exercise (files,

instructions, requests, etc.) in a summarized (one or two pages) narrative or

point-form format and/or actual documents or printouts from the job (if they

are only a few pages in length).

4. To create performance-based exercises, include background information and

include two to four of the following statements for each:

45

o Describe what actions you would take... including...

o Describe any risks associated with your actions or steps and alternatives

you would suggest to minimize risks.

o List the key elements you would include in... and provide· reasons why

you ...

o List the information you would collect and how or where you would

collect it.

o Describe the steps you would take including time frames

o Outline the process you would recommend to...

o List the issues or items that should be considered for.

o List who you would involve in ...; what their roles would be and indicate

why.

o Describe how you would prevent this type of situation from occurring in

the future.

o Outline three to five options you would consider to ... and provide reasons

why.

o Indicate three to five significant changes that occurred in.... over the past

year.

o Indicate three to five significant changes or challenges you expect in.... in

the next three years and outline your strategies to…

Once the exercises are complete, title them and add a suggested

completion time (usually 10 to 45 minutes for each exercise depending on the number

of questions asked and amount of work required).

DEVELOPING INTERVIEW QUESTIONS

Controlling the Interview

A good interviewer asks questions the right way, listens to answers, and makes

appropriate responses. Using these skills in combination can help you control the

direction of the interview.

46

Asking Questions the Right Way

There are basically two kinds of questions

A closed question asks for a special fact and generally gets a pretty direct

answer, often simply Yes or No.

An open-ended question is worded so that the other person will have to stop

and think. It generally gets a more complete and thoughtful answer.

Used the right way, these questions are invaluable interviewing tools.

However, used the wrong way they can sabotage the interviewers’ best intentions.

1. Can questions: Can the applicant do the job?

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2. Will Question: Will the applicant do the job?

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When you are dealing with prospective employees who have little or no

experience in this particular field, or who are right out of school, you may want to ask

some hypothetical can and will questions.

Hypothetical Can Questions.

Hypothetical Will Questions.

Holistic Questions Measure the Whole Candidate

Power Interviews

Power interviewing also uses questions that measure an individuals ability

to function as an economic advocate who can seek out ways to streamline operations

and increase work flow.

47

Achievement-oriented questions need to be linked to the individual’s track record of

increasing revenue (for line positions like sales), decreasing expenses (for staff jobs

like HR and accounting) and assuming responsibilities beyond the written job

descriptions (a valuable attribute in a business environment that demands flexibility)

Holistic Questions

To complement behavioral and achievement-oriented questions, a third

power interviewing strategy holistic questioning-focuses on gauging candidates

understanding of how they fit into an overall corporate plan. Holistic questions

attempt to measure the whole person the individuals work patterns, goals and ability

to see the big picture. They often are very broad, open-ended queries that interviewees

find difficult to master on the spot. For that reason, they ensure spontaneity in

response and successfully measure people’s broad perceptions of their self-worth,

self-esteem and abilities to contribute to the firm.

Following are the five most effective holistic questions and a brief interpretation of

their applications.

What are the broad responsibilities of a (job title)? In other words, Tell me

how your function contributes to the big picture and relates to the overall goals

of your department or company? If candidates properly present themselves on

a problem-to-solution level, then their responses· will go beyond a mere

rehash of generic duties. Ask candidates to validate their answers by citing

examples of specific tasks and responsibilities.

What aspects of your job do you consider most crucial? The key points in a

candidates response to this question should lie in that persons ability to impact

profitability, enhance the boss’s efficiency, make critical decisions in

necessary time frames or provide leadership as a role-model employee.

In hindsight, how could you have improved your performance? This query

functions as an excellent self-evaluation tool and provides insights into weak

areas that should be further explored through the use of a reference check.

How many hours a week do you need to work to get your job done? The

response provides critical information regarding the individual’s work ethic,

outside time commitments and willingness to put career needs over person

needs.

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What areas of your skills do you wan t to improve upon in the next year?

This serves as an excellent strategy to uncover any exaggerations or

misrepresentations on the resume. It also provides insight into the individuals

ability to balance short- term tactical goals with long-term objectives.

Probing Questions

Your role as an interviewer is to draw out information from the employee

that is critical to your understanding of the employee’s capabilities. Most of us are

better at presenting our own point of view than we are at drawing out information

from others.

A good name for this skill of gathering information from others is probing.

When you probe, you:

Get others involved and participating. Since probes are designed to produce a

response, it’s unlikely the other person will remain passive.

Get important information on the table. People may not volunteer

information, or the information they present may not be clear. Your probes

help people open up, and present or clarify their information.

Force yourself to listen. Since probes are most effective in a sequence, you

have to listen to a person’s response.

When you use probes, you help improve communication on both sides of the table.

Types of Probes

There are five probes that help you draw out information and ideas from candidates.

Open probes

Pauses

Reflective statements/echoes

Summary probes

Fact-finding questions, and

Closed questions

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Think of a funnel with the probes arranged from the lip to the spout. This

gives you an idea of how probes work. The open probe allows the most information to

flow. It is least restrictive. The fact-finding probe is most restrictive since it gathers

simple responses like yes and no, or some factual response. The others fall in between

in terms of the amount of information they reveal. Effective interviewers also tailor

their probes to the particular employee they are dealing with. For example, if you are

interviewing a very reserved, quiet person, using a lot of open probes and pauses will

help get them to open up. If you have a very talkative person, you can contain the

discussion with more fact-finding questions. Experienced interviewers use a variety of

probes. They balance open probes with fact-finding probes. They pause to let

employees consider the questions they have just asked. They periodically summarize

what was heard to check understanding.

How to Probe for Details and Test for Truthfulness

o What

o How

o Tell Me

o Why

o Review

o Who

o Explain

o When

o Describe

o Where

o Which

o Give me an Example

Listening for Answers

The ability to really listen is an important skill for any interviewer to have.

Listening allows you to understand where the other person is coming from, and shows

you're interested in what he/she has to say.

Unfortunately, we all experience common listening problems.

1. We let our attention wander.

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2. We miss the real point of what is being said.

3. We let our emotions interfere with our judgment.

4. We interrupt and step on the statements of the candidates being interviewed.

5. We think ahead, to what we want to say next and miss what's being said right now.

To improve your listening skills, use the three steps of Active Listening.

1. Non-Verbal Messages: eye contact, an alert expression, head nodding, and a

forward lean to the body expresses listening.

2. Cues or Invitations: these are the phrases like uh-huh, O.K., Yes, go on, etc.

that signals our attention and invites an individual to continue talking.

3. Clarification of what has been said: We can do this in one of several ways by

asking questions, summarizing what has been said, or paraphrasing the message in

your own words.

Planning the Interview Process

Organizing the Interview

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Where and when

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Developing an interview format

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Closing:

There are several important steps in the closing process. The interviewer

will want to summarize all that has been said so far, and then give the candidate the

opportunity to ask questions.

This is also a good time to make certain the candidate is still interested,

and tell them about the next steps in the process. You will also want to let the

candidate know you will be checking references, and you may want to go one step

51

further and have them sign a reference check form stating you have permission to call

on former employees etc. As .you conclude the interview, thank the candidate for

coming, shake hands, and escort him/her to the door of the interview room or even to

the door of the building.

Scoring Responses

Evaluate applicants with accurate performance-based rating scale Rate applicants

question by question

Key Features of Performance-based rating scales:

Performance-based rating scales are easy to use since they can be attached to

any question.

Performance-based rating scales allow responses to be evaluated on the

degree of completeness and correctness.

Performance-based rating scales can accommodate every possible applicant

response from worst or completely unacceptable to the best (it is possible to

rate applicant responses that are incomplete, complete responses that also

include incorrect information and even innovative responses that haven’t been

tried before).

Applicants are rated question-by- question, not applicant by applicant (i.e.

score all of the applicants on the first question, then score all of the applicants

on the next question and so on): this method is more accurate and improves

reliability and validity.

Performance based Rating Scale (0 to 4 points)

0

1

2

Completely unacceptable solution or response or all key points are missing.

Unacceptable solution or response, which would result in problems that are

difficult to solve or had a large impact or 25% of a complete response.

Acceptable solution or response, which would result in easily correctable

problems or 50% of a complete response.

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3

4

Acceptable solution or response which won’t cause problems or 75% of a 3

complete response.

Acceptable solution or responses, which are complete and wont, cause any

problems.

Checking References

There are really only two ways to handle references: thoroughly or not at all.

To simply go through the motions of making calls to the names the applicant gives

you is generally a waste of time.

If you decide to go the "thorough" route, here are six points worth bearing in mind.

1. Don't delay. Start checking references as soon as the applicant has given you

permission to do it. The longer you hesitate, the greater the risk of losing the

applicant.

2. Put little value on written references handed directly to you by the applicant.

The written references some applicants carry with them into an interview are

53

suspect for a couple of reasons. For one thing, letters from former employers

are often written on the day of termination and may consequently have been

written out of guilt. Sometimes such letters are written by the applicants

themselves.

3. Ask permission to call most former employers. The most recent employers

may not have bad things to say about an applicant, but this isn't to say that

previous employers haven't had problems you'd like to hear about. All the

more reason for calling as many of the applicant's former employers as

possible.

4. Get references by phone, not by mail. For two big reasons: (1) people tend to

be reluctant about putting down negative remarks on paper, and (2) when

you're talking to somebody directly, you're in a better position to judge the

sincerity and the enthusiasm of the reference.

5. When filling a key position, make a personal visit to the person giving the

reference if possible. It's worth the time. People are usually more candid in a

face-to-face situation than they might be over the phone or on a letter.

6. If you are unable to obtain references from the individuals an applicant has

suggested, it is perfectly acceptable to ask if they have other references they

might suggest you contact.

The best references are previous employers, especially the applicant's

immediate supervisors. They can tell you what you want to know.

Never contact a company for which the applicant is still working unless the

applicant has given specific permission. To do so would jeopardize the applicant's job

and is inexcusable.

During the inquiry, include the following questions:

"Specifically, what type of work did he or she do?"

''How did the applicant get along with his or her supervisor, peers, and

subordinates?“

"What was the employee’s absentee record?

"Did the applicant accept direction well?"

"Why did the applicant leave?"

"If you had an opening and company policy would permit it, would you

rehire the applicant? If not, why not?"

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Listen to how the answers are given. This often conveys a lot of feelings and attitudes.

Develop a reference guide and use it for each reference.

Reporting the Results

At the end of the interview process, the interviewer should be able to write

a one page (double spaced) summary of the candidate's characteristics and suitability

for the job. This summary should include an assessment based on all pertinent

characteristics used in the evaluation process. It should also include a prediction. of

the candidate's success in the job should he or she be chosen as the successful

applicant. The hiring decision is extremely important. If you aren't making the

decision, the manager who must make it should be supplied with all the facts he or

she needs.

SELECTION PROCESS

55

Chapter - V

DATA ANALYSIS

56

DATA ANALYSIS

1) Employees were asked whether they were allocated the post opted by them,

for which the following responses to were obtained.

OPTIONS NO. OF RESPONDENTS PERCENTAGE

Yes 44 88

N o 6 12

Total 50 100

Table 1

Graph 1

INTERPRETATION:

Out of the 50 respondent whose opinion was asked about the allocation of the

post , 88% of respondents said that they were allotted the post opted by them where as

12% of the respondents said that they were no allotted the opted by them.

57

2. The criterion underlying the filtering of the candidates are?

RESPONSES % OF RESPONDENTS

Merit 30%

Experience 30%

Institution 15%

Other 25%

Total 100%

Table 2

Graph 2

INTERPRETATION

From the above analysis it is observed that 15% of respondents said the

candidates filtered from institution, 30% from merit,30% from experienced and 25%

from other.

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3. On what source are you recruiting?


Internal 60%

External 40%

Total 100%

Table 3

Graph 3

INTERPRETATION

From the above analysis we can say that 60% of respondents were recruited

from internal source and 40% recruited from external sources.

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4. Employees were asked as to how they were recruited in the company for

which the following responses were obtained.

OPTIONS NO.OF.

RESPONDENTS

PERCENTAGE

Open competition 38 76

Recommendations 0 0

Employment exchange 0 0

Trade union recommendations 0 0

Consultancy 2 4

Campus interviews 10 20

Total 50 100

Table 4

Graph 4

INTERPRETATION:

60

Out of the 50 respondent questioned about their recruitment in the

organization 76% of the respondents were recruited through open competition, 4%

through consultancy and 20% through campus interviews.

5. Does the organization follow the employee referral source of recruitment?


Yes 60%

No 40%

Total 100%

Table 5

Graph 5

INTERPRETATION

From the above analysis that 60% of the respondents followed employee

referral source of recruitment 40% of the respondents did not follow employ referral.

61

6. Does the organization conduct reference check before employing the

candidate?


Yes 80%

No 20%

Total 100%

Table 6

Graph 6

INTERPRETATION

62

From the above analysis it was analyzed that 80% of the respondents said that

the organization conducted reference check before employing the candidate. 20%

were not have any check before employing.

7. Employees were asked about the time period for which they were employed,

for which following the responses were obtained.

Options No. Of. .Respondents Percentage

Short time period 1 4

Long time period 23 92

Daily wages 0 0

Particular project only 1 4

Total 25 100

Table 7

Graph 7

INTERPRETATION:-

63

Out of 25 employees who were asked about the time period for which they

were recruited, 92% of employees are recruited for long time period where as 4% of

employees are recruited only for particular projects.

8. Employees were asked the reasons for the taking up this job, for which the

response was as follows.


Good pay Scale 2 8

More benefits 2 8

Career growth 10 40

All the above 11 44

Total 25 100

Table 8

Graph 8

INTERPRETATION:-

64

Of the 25 employees asked about the reason for taking up their respective jobs

for which 44% of the employees said that they took the job for all the reasons like

‘career growth’ , ‘good pay scale’ as well as ‘more benefits’., the rest 8% answered as

‘good pay scale’ was the main reason for taking up the job in APDDCF Ltd.

9. Does the company conduct a formal orientation program for the candidates?

RESPONSES %OF RESPONDENTS

Yes 100%

No 0%

Total 100%

Table 9

Graph 9

INTERPRETATION

65

From the analysis 100% of the respondents said that the company conduct

formal orientation program for the candidates.

10. Employees were asked whether they found any relations there qualifications

and the job offered to them, for which they responded in the following.

Table 10

Graph 10

INTERPRETATION:

Out of 25 respondents who are asked whether they found any relation between

their qualification and the jobs offered to them, 88% of the respondents said that they

66


Yes 22 88

No 3 12

Total 25 100

found a relation where as 12% of the respondents said that they did not find any

relation.

11. Employees were asked whether they observed any change in the recruitment

process in recent times for the which following responses were obtained.


Yes 5 20

No 20 80

Total 25 100

Table 11

Graph 11

INTERPRETATION:

67

Out of the 25 employees questioned regarding any change in the recruitment

in recent times,80% of the respondents did not find any change, where as 20 % of the

respondents found some change.

12. Employees were asked about the type of recruitment methodology used in

recruitment employees for which the responses are in the following way.


Centralized 7 28

Department Recruitment 18 72

Total 25 100

Table 12

Graph 12

INTERPRETATION:

68

The employees were asked about the type of recruitment methodology which

is prevailing in the organization for recruiting employees 72% of the employees said

that departmental recruitment is being followed where each department on realization

of the need for employees takes up the task of recruiting them . 28% of the employees

said that a centralized policy is being in the organization to recruit the employees. .

13. Employees were asked if any new positions were evaluated in their company

for which the following responses were obtained.


Yes 10 40

No

Don’t know

3

12

12

48

Total 25 100

Table 13

Graph 13

INTERPRETATION:-

69

The employees whose opinion was asked if new positions were evaluated in

their organization for which 40% of the employees answered as YES and 12% of the

answered as NO , where as 48% answered as DON’T KNOW.

14. The employees were asked whether the requirement of manpower is

identified well in advance considering the factors like retirement and also

budgeted plans for which they responded in the following way.


Yes 23 92

No 2 8

Total 25 100

Table 14

Graph 14

INTERPRETATION:

70

Out of 25 respondents whose opinion was asked if the requirement of the

manpower in each department/ division is identified well in advance, 92% replied in

affirmative and 8% said No.

15. Employees were asked whether the planning of manpower requirement is

done in light of business plans of the company for which the following

responses were obtained.


Yes 25 100

No 0 0

Total 25 100

Table 15

Graph 15

INTERPRETATION:-

71

Of the 25 employees whose opinion was asked regarding the planning of

manpower requirement , all the employees agreed that the planning of manpower

requirement is being done in the light of the business plans of the organization.

16. What is the level of satisfaction regarding the present recruitment policy?

RESPONSES %OF RESPONDENTS

Satisfied 60%

Need Improvement 40%

Total 100%

Table 16

Graph 16

INTERPRETATION:

72

From the above analysis th 60% of candidates are satisfied with present

policies is recruitment process, other 40% of the candidates are needed improvement

in the recruitment policy in a company.

17. Do you feel personnel Interview gives good result?


Yes 80%

No 20%

Total 100%

Table 17

Graph 17

INTERPRETATION:

73

From the above analysis respondents said that 80% employees assumes that it

is a excellent method in an interview 20% of the respondents that it is not necessary In

the company.

18. Is the company recruitment process transparent?


Yes 70%

No 30%

Total 100%

Table 18

Graph 18

INTERPRETATION:

74

From the above analysis respondents said that 70% of the recruitment process

is transparent, 30% of the recruitment process is not transparent in the company.

Chapter – VI

FINDINGS

SUGGESTIONS

AND

CONCLUTION

75

FINDINGS

The most significant finding of the study on Recruitment strategy prevailing in

the organization is very effective. The employees are quite satisfied with the

current recruitment methods.

The study shows that 76% of the employees who have put in long year of

service have recruited via open competition. Which shows the transparency of

the recruiting policies of the company?

92% of the employees have been working in the organization for a long period

which signifies the job security and satisfaction offered by the company to its

employees.

Our study shows that 44% of the employees have joined this organization

aiming for career growth, good pay scales, and more benefits which the

company offers. Thus the statistics shows that the company has a positive

outlook towards the career growth of its employees in addition to the other

existing benefits.

The company’s approach to its recruitment policy shows that the right person

is very essential for the right job, as nearly 88% of the employees felt that they

were offered jobs according to their qualification and experience. Thus setting

a relationship between qualification and job offered.

The study shows that 72% of the employees were of the opinion that the

recruitment policy of the company is decentralized with each department

recruiting its own employees as per their requirement from the time to time.

The company gives utmost importance to its manpower requirements by

identifying it well in advance taking into consideration the contingencies like

76

retirement, budgetary plans, and attrition rate. The planning of the manpower

requirement is being don’t in the light of the business plans of the company.

The company has been trying to infuse new blood in the organization by

appointing fresh graduates and technologists, to set a competitive so as to face

the competitive world outside.

The company has been trying to meet the expectation of its employees by

providing job satisfaction to them by offering jobs as per their qualification

and experience.

SUGGESTIONS

Most of the processes regarding the above are in line with the best practices

within the industry. However, there is always scope for improvement, which is a

moving target. Based on the study conducted, the below are recommendations /

suggestions by this project owner.

Dealt in detail with the competencies required for front line sales officer & suggested

changes where ever necessary.

Competencies recommended

1) High on learning

2) Flexible attitude

3) Grabbing Capability

4) Should be calculative

5) Behavioral Aspects (like Strategic Behavior)

6) Persistence

7) Planning

8) Time Management

Suggested some behavior based interview questions.

Upgrading of the aptitude test pattern.(i.e.)

1) Included the questions related to Data Analysis (Logical, Analytical)

77

2) Included Behavior based questions

CONCLUSIONS

Recruitment is mainly based on the requirement existing in the particular

division

Once filling up of vacancies is approved, the process of recruitment is

initiated.

The sourcing of candidates is done through Advertisements, Consultancies,

internal referrals and various educational institutions.

Screening of candidates is based on the job description.

The candidates Screened are then called for the Selection process..

The short listed candidates are scheduled for interviews with the Product Head

and then the HR Manager

Once the candidate is selected, the joining date of the candidates will be

intimated and Follow up with candidates until joining

78

Chapter – VII

APPENDIX

79

I.QUESTIONNAIRE ON RECRUITMENT

Name: Department:

Age: Gender :

Designation: Experience:

1. Employees were asked whether they were allocated the post opted by them, for

which the following responses to were obtained.

a) Yes b) No

2. The criterion underlying the filtering of the candidates are?

a) Merit b) Experience c) Institution d) Others

3. On what source are you recruiting?

a) Internal b) external

4. Employees were asked as to how they were recruited in the company for which

the following responses were obtained.

a) Open Competition b) Recommendations

c) Employment Exchange d) Trade union recommendations

e) Consultancy f) Campus Interviews

5. Does the organization follow the employee referral source of recruitment?

a) Yes b) No

6. Does the organization conduct reference check before employing the candidate?

a) Yes b) No

7. Employees were asked about the time period for which they were employed, for

which following the responses were obtained.

80

a) Short time period b) Long time period

c) daily Wages d) Particular project only

8. Employees were asked the reasons for the taking up this job, for which the

response was as follows.

a) Good pay scale b) More benefits

c) Career growth d) All the above

9. Does the company conduct a formal orientation program for the candidates?

a) Yes b) No

10. Employees were asked whether they found any relations there qualifications and

the job offered to them, for which they responded in the following.

a) Yes b) No

11. Employees were asked whether they observed any change in the recruitment

process in recent times for the which following responses were obtained.

a) Yes b) No

12. Employees were asked about the type of recruitment methodology used in

recruitment employees for which the responses are in the following way.

a) Centralized b) Department Recruitment

13. Employees were asked if any new positions were evaluated in their company for

which the following responses were obtained.

a) Yes b) No c) Don’t Know

14. The employees were asked whether the requirement of manpower is identified

well in advance considering the factors like retirement and also budgeted plans for

which they responded in the following way.

a) Yes b) No

15. Employees were asked whether the planning of manpower requirement is done in

light of business plans of the company for which the following responses were

obtained.

a) Yes b) No

16. What is the level of satisfaction regarding the present recruitment policy?

a) Satisfied b) Improvement

17. Do you feel personnel Interview gives good result?

a) Yes b) No

18. Is the company recruitment process transparent?

81

a) Yes b) No

Chapter – VIII

BIBLIOGRAPHY

82

BIBLIOGRAPHY

BOOKS:

“Personnel and Human Resource Management”- P.Subba Rao

“Personnel/Human Resource Management” - David.a.Decenzo

WEBSITES:

http://www.hrmguide.co.uk/hrm/chap8/ch8-links.html

www.tutor2u.com

www.drreddys.com

83

http://www.drreddys.com/

http://www.tutor2u.com/

http://www.hrmguide.co.uk/hrm/chap8/ch8-links.html

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