5 RECRUITMENT ? SELECTION
51 INTRODUCTION
51 INTRODUCTION
+ecruitment and selection refers to the chain and se6uence of activities pertaining to recruitment and selection of employable candidates and job see0ers for an organi7ation. very enterprise@ business@ start=up and entrepreneurial firm has some 5ell=defined employment and recruitment policies and hiring procedures. #he human resources department of large organi7ations@ businesses@ government offices and multilateral organi7ations are generally vested 5ith the responsibilities of employee recruitment and selection.
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M&'* Hum&$ R"<*u'"< M&$&,"m"$! S!'&!",;
#he *+ department charts out the macro or long=term human resources development strategy of an organi7ation. Leys to this strategy are the processes and initiatives related to recruitment and selection of ne5 employeesB these are carefully intert5ined 5ith the long=term corporate objectives and goals of the organi7ation. #op management also gives valuable input and ma0es suggestions about e8pectations for the s0ills and 6ualities ne5 employees need to have.
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#he first process of any recruitment and selection program is defining the needs and re6uirements for ne5 5or0ers and professionals for outlined job positions and openings. %arefully devised and developed roles@ responsibilities@ s0ill sets and 6ualifications are defined and the job postings placed in recruitment ads in various
media. !arge 5or0force organi7ations also 5or0 5ith staffing agencies@ *+ contractors and online job portals to outsource certain employee re6uirements.
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A rigorous process of evaluation follo5s the recruitment ads placement phase. %urriculum vitas C%)sD and resumes of various candidates applyi ng for the jobs are screened@ classified and filtered. Intervie5s are scheduled 5ith the earmar0ed candidates. As per specific organi7ational policies@ 5ritten tests may be conducted. 9ace=to=face intervie5s are conducted and job see0ers and candidates evaluated on various parameters and organi7ational metrics.
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+eference chec0s and detailed bac0groun d chec0s are carried out to verify facts and matters presented in resumes and %)s. 9ollo5=ups are done 5ith certain selected candidates to firm up the hiring process. A thorough evaluation of the defined s0ill sets and 6ualifications of short listed candidates@ their 5ritten materials and 5or0 samples is done again in a transparent and objective manner. Additional intervie5s or final intervie5s are conducted during this last stage of recruitment and the hiring decision is finali7ed.
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Once the chosen candidates have been informed of their selection for the job postings@ they are granted offer letters and apprised briefly about their roles and responsibilities. -uring this process@ the chosen candidates are encouraged to as0 6uestions about organi7at ion philosophies@ 5or0 culture and employee practices. #hey are the informed about start dates@ induction programs@ compensation pac0ages and other details about their jobs.
It is the process to discover sources of manpo5er to meet the re6uirement of staffing schedule and to employ effective measures for attracting that manpo5er in ade6uate numbers to facilitate effective selection of an efficient 5or0ing force.
+ecruitment of candidates is the function preceding the selection@ 5hich helps create a pool of prospective employees for the organisation so that the management can select the right candidate for the right job from this pool. #he main objective of the recruitment process is to e8pedite the selection process.
+ecruitment is a continuous process 5hereby the firm attempts to develop a pool of 6ualified applicants for the future human resources needs even though specific vacancies do not e8ist. ?sually@ the recruitment process starts 5hen a manger initiates an employee re6uisition for a specific vacancy or an anticipated vacancy.
+ecruitment refers to the process of searching and appointing prospective candidates in an organi7ation. An organisation must underta0e the recruitment procedure if it 5ants to appoint the right people under its employment.
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52 M"!+*#<
1. I$!"'$& R"'u!m"$!:I$!"'$& R"'u!m"$!: vacancies are filled 5ith people from 5ithin the organi7ation. . D'"D'"! ! R"'u!R"'u!m"$!:m"$!: candidates are screened and short listed directly from the Institutes@ also called C&m%u< R"'u!m"$!C&m%u< R"'u!m"$!
3. I$#'"! R"'u!m"$!:I$#'"! R"'u!m"$!: vacancies are advertised in >e5spapers and other media such as #elevision@ Internet etc.
4. P&P&"m""m"$! $! C*$C*$<u!<u!&$!<&$!<:: %ompanies place give their manpo5er re6uirements to $lacement , +ecruitment %onsultants 5ho underta0e the job of identifying suitable candidates for the %ompany. It may include notification to employment e8changes etc. . P'"<"$! Em%*;""<:P'"<"$! Em%*;""<: may suggest their friends or ac6uaintances to fill a particular position.
S""!*$
S""!*$ refers to the tas0 of choosing or pic0ing the suitable candidates by first as0ing for and gaining access to useful information about the candidate.
#he Indian $rivate sector %ompanies may underta0e the selection process themselves or outsource the job to a third party. #he ;overnment and public sector may select through such bodies as ?nion $ublic ervice %ommission@ 'an0ing ervice +ecruitment 'oards@ etc.
In order to get selected for a position@ job see0ers have to go through and clear a number of procedures including 5ritten tests@ screening@ group discussions@ intervie5s@ reference chec0@ etc.
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#he needs arising from changes in organi7ation and retirement policy.
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Anticipated needs are those movements in personnel@ 5hich an organi7ation can predict by studying trends in internal and e8ternal environment.
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+esignation@ deaths@ accidents@ illness give rise to une8pected needs.
5 TPES O JO.S
5 TPES O JO.S
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55 ON ROLL JO.S
55 ON ROLL JO.S
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Already e8isting position >e5 approval position
In the organi7ation generally the positions 5ill occur at time of resignation of the employee@ retirement@ e8pire of the employee@ transfer or promotion of the employee >e5 approval position is the annual operation plan. Introducing ne5 positions into the
organi7ation
I:$ is the Internal :ob $osting used for only the e8isting employee in the organi7ation and not for the ne5 approval position
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#he generated gaps 5ill be filled by using any of these sources
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IJPIJP C*$<u!&$;:
C*$<u!&$;: #his source is being used by the company to fill the vacancyB the desire job description of the position 5ill be given to the consultancy. -epending up on the :-
they 5or0 out and gather suitable profiles of the candidates
#he obtained profiles 5ill be mailed to the company @ ones it get the approval from the company @ those candidates 5ill be sent to the intervie5 on given schedule time.
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Em%*;"" *;"" R"R""''&"''&E +ecruitment method in 5hich the current employees are encouraged and re5arded for introducing suitable recruits from among the people they 0no5.
#he employee of the company has the chance of referring the candidates for the positions. In the ne8t step they 5ill be sent to the direct intervie5
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#his is an internal process for the e8isting employees@ to apply for higher position 5ith in the company
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mployees should have min of 1& months e8perience of related 5or0
*ave chance of applying for ne8t level positions
mployees should get min of = rating in the $-+C$erformance -evelopment +atingD
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-edastagiri +eddy CAccount ManagerD uite 1(@ 1st floor@ 1=&=1@
Airport pla7a@ $ra0as nagar@ 'egumpet ecbad (((1
mail KidE -astagiriR+.-?''AAS#alentproindia.com /eb siteE 555.talentproindia.com
%ontact numbersE (4(=4(112244 2&11&( .+&><+;& C*$<u!&$; S"'>"< .+&><+;& C*$<u!&$; S"'>"<
Abhijit.;. C'-MD Opp *-9% ban0@
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mail KidE hrSbhavishyaconsulting.com %ontact numberE 24&33(4
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laiyaperumal C-irectorD 5ami %onsultancy ervices@ &==3131@ 3rd floor@
>agarjuna *ills@ $anjagutta@ *yd (((&
mail=idE epSyoujob.in /eb siteE 555.youjob.in %ontact numbersE (4(=4(1&1
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adha 'asangar C'-MD 9inedge India pvt ltd Maruti %orporation $aint@ 1"@5apnalo0 %omple8@ .-.+oad
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mail=idE sadhnaSfinedgeindia.com /eb siteE 555.9inedgeindia.com %ontact numbersE 2&14&2
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Murali Lrishna +aju C-irectorD
#ech $vt ltd@ &=="@ 3rd floor@
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mail idE muraliSchevalnoirtech.com /eb siteE 555.chevalnoirtech.com %ontact numbersE (4(=(3333
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+ecruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organ i7ation. +ecruitment is the activ ity that lin0s the employers and the job see0ers
#he recruitment is the process of searching for prospective employees and stimulating them to apply for the jobs in the organi7ation
#he recruitment and selection process of % positions .It includes a series of steps@ as mentioned belo5 L$" m&$&,"' L$" m&$&,"' HR m&$&,"' HR m&$&,"' P<;+*m"!' !"<! P<;+*m"!' !"<! U$! m&$&,"' U$! m&$&,"' L$" M&$&,"':
L$" M&$&,"': An employeeGs immediate superior@ 5ho oversees and has responsibility for the employeeGs 5or0. A line manager at the lo5est level of a large organi7ation is a supervisor@ but a manager at any level 5ith direct responsibility for employeesG 5or0 can be described as a line manager.
#he line managers for the %s are the #-MsC#erritory -evelopment ManagersD 5ill ta0e the intervie5s to the intervie5ees@ the candidates 5ho get selected in the round 5ill be short listed and 5ill be moved to the ne8t step
HR M&$&,"'
HR M&$&,"'E #he *+ manager responsible for personnel sourcing and hiring@ applicant trac0ing@ s0ills development and trac0ing@ benefits administration and compliance 5ith associated government regulations
In this the candidates 5ill be intervie5ed by the *+ manager. #he *r manager 5ill filters the candidates depending up on the job re6uirements and priorities
and then short listed candidates 5ill be sent to the online test P<;+*m"!' T"<!
P<;+*m"!' T"<!E It is the field of study concerned 5ith the theory and techni6ue of educational and psychological measurement@ 5hich includes the measurement of 0no5ledge@ abilities@ attitudes@ and personality traits. #he field is primarily concerned 5ith the construction and validation of measurement instruments@ such as 6uestionnaires@ tests@ and personality assessments.
In this round the candidates 5ill face an online test. #his test 5ill be handled by third party and candidates need to get passing mar0s. If they are not up to the mar0 5ill be
rejected and the rest of them 5ill be moved to the final intervie5 U$! M&$&,"'
U$! M&$&,"'E $otions 5ithin this job family are assigned responsibilities 5hich involve serving as the administrator and supervisor of a multi disciplinary team of staff members 5ho are assigned to 5or0 5ithin a specific offender unit or multiple community 5or0 centersB directs the operations of a semi=autonomous unit 5ithin a minimum or ma8imum=si7ed institution or separate community 5or0 centers.
#his is the final stage of the intervie5 conducted by the unit manger 5ho is responsible for every aspect that ta0es place in the organi7ation. #he candidate s 5ho get selected in this round are ultimately selected in the intervie5
56 O ROLL JO.S
56 O ROLL JO.S
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PSR J*b D"<'%!*$
$+ jobs are off rolled jobs@ fall under distribution role. JD
JDE #he primary 5or0 is to get orders from the outlets and need to reach the specified target.
econdary 5or0 is to create ne5 accounts i.e. getting orders from ne5 outlets. #hey are supposed report directly to their concern % C%ustomer 8ecutiveD
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1
1 P'P'"%"%&'&'&!&!**$:$:
Pu'%*<"
Pu'%*<"E #o understand your customers needs@ identify 0ey opportunities@ present your ideas in a clear@ compelling 5ay@ and be professional
P'*"<<: P'*"<<: 1. Monthly $lanning . -aily $lanning 3. $re=%all $lanning T%<: T%<:
o +evie5 mar0eting initiative re6uirements o +evie5 solution sheets on a regular basis
o +evie5 %-A performance re6uirements to loo0 for e8ecution opportunities o +evie5 deal sheets for pricing
o et a standard time in your day to conduct your daily planning and do it regularly
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Pu'%*<":
Pu'%*<": #o sho5 the customer youre friendly@ set the tone for the interaction and set e8pectations for the call
P'*"<<: P'*"<<:
1. Identify the decision ma0er . Ma0e the introduction 3. $re=empt urgent issues
4. %larify e8pectations for the call . -etermine 5hen to present your ideas
T%<: T%<:
o ?se the customers name to build rapport o ;reet all store personnel in a friendly manner
o If you have another person 5ith you@ introduce him or her to the
decision ma0er andor contact
o If your usual contacts is unavailable as0 permission to begin from
5homever is in charge
o 'e respectful of your customers customers
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Pu'%*<":
Pu'%*<": #o re= evaluate 5hat you had planned to present@ if necessary and to garner critical information about your customers for the future
P'*"<<: P'*"<<:
1. /al0 the store . ;ro5th map
3. +e Kevaluate your call objectives
T%<: T%<:
o !oo0 for display opportunities and chec0 competitive displays o %hec0 product rotation
o %hec0 outlets compliance 5ith %-As o Monitor our retail price vs. the competitions o !oo0 for distribution opportunities
o %onsider 5hat improvements 5ill increase volume o %onsider 5hat improvements are easiest to attain
o %onsider 5hat improvements 5ill most satisfy the customer
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Pu'%*<": #o sho5 your customers that you are 5illing to 5or0 for their business to generate trust and build rapport and to demonstrate the value of doing business 5ith $epsi
P'*"<<: P'*"<<:
1. +eplenish coolers
. +emove out of code or damaged product 3. nsure all stoc0 is rotated
4. +emove foreign competitive products . Merchandise
. %lean
T%<: T%<:
o #ry to minimi7e disruption to store operations o %lean shelves prior to merchandising
o et up $O$ material after you merchandise a section
5 D"!"'m$" !+" *'#"' 5 D"!"'m$" !+" *'#"' Pu'%*<":
Pu'%*<": #o formulate an order and gain agreement to it@ help the customer gro5 his or her business and profitability sand build trust so the customer relies on you to maintain stoc0 levels appropriately
P'*"<<: P'*"<<:
1. -etermine your current stoc0 . -etermine your sales
3. %onsider out of stoc0s and promotional product needed 4. -etermine on your suggested order
. +ecord order on route card
T%<: T%<:
o $resent your order in such a 5ay as to gain 6uic0 approval
o !oo0 for opportunities to demonstrate the highest level of integrity
6 P'"<"$!&!*$ 6 P'"<"$!&!*$
Pu'%*<":
Pu'%*<": #o use your 0no5ledge of the customers situation to present ideas that address his or her specific needs@ and to presents the opportunity for sales gro5th before you begin to sell in your ideas
P'*"<<: P'*"<<:
1. +evie5 5hat you planned to present . nsure you have all materials needed
T%<: T%<:
o ?se s0ill techni6uesClisten@ probe@ tac0le objectivesD
7 Cu'b<#" D"b'" 7 Cu'b<#" D"b'"
Pu'%*<":
Pu'%*<": #o identify 5hat you did 5ell Cthings you should 0eep doingD and 5hat you 5ill do differently ne8t time Cthings youd li0e to start or stop doing in the futureD P'*"<<:
P'*"<<:
1. +evie5 the curbside debrief chec0list . #a0e notes
3. -iscuss your performance 5ith your #-M
T%<: T%<:
o hare your e8perience 5ith your #-M
o As0 your #-M for coaching on self identified development needs
o -iscuss your e8peri ence 5it h your A-+ or 5ith salesperson more
e8perienced than yourself
4 A#m$<!'&!*$ 4 A#m$<!'&!*$
Pu'%*<":
Pu'%*<": #o ensure that you follo5 through 5ith the commitments you ma0e to your customers and to help you trac0 results and prepare for future sales calls
P'*"<<: P'*"<<:
1. %all administration
. -aily territory administrative