A

PROJECT REPORT ON

RECRUITMENT AND SELECTION PROCESS

SUBMITTED IN PARTIAL FULFILMENT OF

MASTER OF BUSINESS ADMINISTRATION

INDRA GANDHI NATIONAL OPEN UNIVERSITY

SUBMITTED BY : Under the Guidance

HARSH THAKUR Mr. AJIT SINGH

(MBAHM 2022-2024)
Enrollment No :2251410265
 TITLE OF THE PROJECT

“RECRUITMENT AND SELECTION

PROCESS”
 CERTIFICATE OF ORIGINALITY

This is to certify that the project titled “ Recruitment and Selection Process ” is an

original work of the Student and is being submitted in partial fulfilment for the award

of the Master’s Degree in Business Administration of Indira Gandhi National Open

University. This report has not been submitted earlier either to this University or to

any other University/Institution for the fulfilment of the requirement of a course of

study.

SIGNATURE OF SUPERVISOR SIGNATURE OF STUDENT

Place: Place:

Date: Date:
 PREFACE

People are a company’s most important assets. They can make or break the

fortunes of a business. In today’s highly competitive business environment

placing the right people in the right position is very critical for the success of

any organization.

The recruitment and selection decision is of prime importance as it is the

vehicle for obtaining the best possible person-to-job fit that will, contribute

significantly towards the Company's effectiveness. It is also becoming

increasingly important, as the Company evolves and changes, that new

recruits show a willingness to learn, adaptability and ability to work as part

of a team. The Recruitment & Selection procedure ensures that these criteria

are addressed

In this project I have studied Recruitment and Selection process of

Bikanervala Foods and attempted to provide some ways so as to make

recruitment more effective and to reduce the cost of hiring an employee.

I am privileged to be one of the students who got an opportunity to do my

training with Bikanervala Foods. My involvement in the project has been

very challenging and has provided me a platform to leverage my potential in

the most constructive way.

This project however is an attempt to share as best as possible my

experience in corporate world with all my colleagues and my faculty.

I would be delighted to receive reader’s comments which maybe valuable

lessons for my future projects.

 ACKNOWLEDGEMENT

I express my sincere thanks to my project guide, Mr. Ajit Singh, HR Head in

Bikanervala Foods for guiding me right form the inception till the successful

completion of the project. I sincerely acknowledge them for extending their

valuable guidance, support for literature, critical review of project and the

report and above all the moral support they had provided to me with all

stages of this project.

I would like to express big thanks to Mr. Anil Sharma and Mr. Nitish

Sharma for his all time support and time to time guidance. His experience,

knowledge and support lead me to complete my project timely and

successfully.

My thanks are due to all those who have directly or indirectly helped me in

preparing this project report. However, I accept the sole responsibility for

any possible error of omission and would be extremely grateful to the

readers of this project report if they bring such mistakes to my notice.

Place: Name:

Date: Enrolment No.:

 EXECUTIVE SUMMARY

In today’s rapidly changing business environment, organizations have to

respond quickly to requirements for people. The market has been witnessing

growth which is manifold for last few years. Many players have entered the

economy thereby increasing the level of competition. In the competitive

scenario it has become a challenge for each company to adopt practices that

would help the organization stand out in the market. The competitiveness of

a company of an organization is measured through the quality of products

and services offered to customers that are unique from others.

Thus the best services offered to the consumers are result of the genius

brains working behind them. Human Resource in this regard has become an

important function in any organization. All practices of marketing and

finances can be easily emulated but the capability, the skills and talent of a

person cannot be emulated. Hence, it is important to have a well-defined

recruitment policy in place, which can be executed effectively to get the best

fits for the vacant positions. Selecting the wrong candidate or rejecting the

right candidate could turn out to be costly mistakes for the organization.

Therefore a recruitment practice in an organization must be effective and

efficient in attracting the best manpower.

 TABLE OF CONTENT
➢ Preface

➢ Acknowledgement

➢ Executive Summary

➢ Objective of the study

 OBJECTIVE OF THE STUDY

The main objectives for undertaking this project are:

✓ To understand the internal Recruitment process in organization.

✓ To identify areas where there can be scope for improvement.

✓ To give suitable recommendation to streamline the hiring process.

✓ To develop practical knowledge with theoretical aspects.

✓ To know about the importance of recruitment and selection

✓ To find out better process of recruitment.

✓ To know about the role of recruiter.

 RECRUITMENT

“The art of choosing men is not nearly as difficult as the art of enabling

those one has chosen to attain their full worth”.

Definition:-

Recruitment is the process of recruiting potential personnel to fill up the

existing requirement of the organization. It is the process of discovering

potential applicants for actual or anticipated job vacancies. Recruitment

involves encouraging individuals with the needed skills to make applications

for employment with the firm.

Objective:-

The main objective of recruitment is to increase the number of applications

for the job available in the organization, to select the best applicant who is

the best fitted to the job.

Need for recruitment:-

It makes possible to choose the right person in the right time at the right

place. It also makes it possible to acquire the number and type of people

necessary to ensure the continued operation of the organization.

 Planned needs: - Such needs arise from changes in the organization

policies.

 Anticipated needs: - It refers to those movements in personnel which

an organization can predict by studying trends in internal or external

need.

 Unexpected needs: - Such need arises due to illness, death and

resignation.

Recruitment follows HR planning and goes hand in hand with selection

process by which organizations evaluate the suitability of candidates. With

successful recruiting to create a sizeable pool of candidates, even the most

accurate selection system is of little use.

Recruiting begins when a vacancy occurs and the recruiter receives

authorization to fill it. The next step is careful examination of the job and

enumeration of skills, abilities and experience needed to perform the job

successfully. Other steps follow:

❖ Creating an applicant pool using internal or external methods

❖ Evaluate candidates via selection

❖ Convince the candidate

❖ And finally make an offer

Scope: To define the process and flow of activities while recruiting,

selecting and appointing personnel on the permanent rolls of an

organization.

Authorization:

S.No. Authorized Signatory

1 Head- Human resource
2 Managing director

Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized

by the Head-human Resources and the Managing Director.

Exclusions:

The policy does not cover the detailed formalities involved after the

candidate joins the organization.

SELECTION
Personnel Selection Best Practices:

Personnel selection practices (e.g., interviews, ability and personality tests)

continue to capture the most attention from staffing scholars. There are

several comprehensive reviews of selection practices, as well as discussions

of research and practical applications. Rather than review all this research,

the present review summarizes the major new developments.

Article 1: Pre-selection:

1. The selection of candidates for membership of the Scientific Committee

of FRA shall be advertised through a call for expressions of interest in

accordance with the present procedures. The call for expressions of interest

shall be published in the EU Official Journal (OJ), in relevant leading

academic publications as well as the Agency’s website. The closing deadline

for submission of candidates’ expressions of interest shall be fixed six weeks

after the above mentioned publication.

2. The Director of the Agency shall prepare and organize the work for the

pre-selection of the members of the Scientific Committee. He or she shall

chair a pre-selection panel, composed of the Heads of Unit of the Agency

and a person appointed for the purpose by the Council of Europe. Two

members of the FRA Management Board may attend the pre-selection panel

as observers.

3. The pre-selection panel shall verify the eligibility of the candidates, in

accordance with the eligibility requirements. Failure to comply with one of

these requirements will result in the exclusion of the concerned candidate

from the next steps of the selection process.

4. The pre-selection panel shall then assess each eligible candidate according

to the requirements for selection. It will draw up an ‘Individual Assessment

Form’ for each candidate which will include a short comment, highlighting

the specific values/shortcomings of the person.

5. The Director shall present the results of the pre-selection process to the

FRA Executive Board, including information on the candidates deemed

ineligible.

Article 2: Selection:
1. The Executive Board shall assess all the candidates on the basis of the

established selection requirements.

2. In this assessment the Executive Board shall take into account:

• The work of the pre-selection panel;

• The need that the specialist fields of the members of the Scientific

Committee shall cover the most relevant scientific fields linked to

fundamental rights, in accordance with the mission and objectives of FRA;

• The need to ensure even geographical and gender balance.

3. The Executive Board shall submit to the Management Board a list of most

eligible candidates. This list should include more than eleven and fewer than

twenty-two names. This list will also include merit points and a conclusion

concerning the suitability as a member of the Scientific Committee for each

candidate.

4. The Chair of the Executive Board shall present the results of the selection

process to the Management Board, including a record of the candidates not

included in the lists mentioned above as well as on candidates deemed

ineligible.
5. The Agency services shall provide technical and logistic support for the

selection process.

Article 3: Appointment:

1. On the basis of the list submitted by the Executive Board, the

Agency’s Management Board shall appoint the members of the

Scientific Committee, after having consulted the competent committee

of the European Parliament. The candidates not appointed shall be put

on a reserve list.

2. Members will be appointed for a five-year term, which shall not be

renewable.

3. The reserve list shall be valid for the duration of the term of the

appointed Scientific Committee. In case of a vacancy, the

Management Board shall appoint a new member from the reserve list.

The filling in of a vacancy shall be for the rest of the duration of the

term of the Scientific Committee.

 RECRUITMENT AND SELECTION

Recruitment and selection are the two phases of the employment process.

The differences between the two are:

The recruitment is the process of searching the candidates for employment

and stimulating them to apply for jobs in the organization WHEREAS

selection involves the series of steps by which the candidates are screened

for choosing the most suitable persons for vacant posts.

The basic purpose of recruitments is to create a talent pool of candidates

to enable the selection of best candidates for the organization, by attracting

more and more employees to apply in the organization WHEREAS the basic

purpose of selection process is to choose the right candidate to fill the

various positions in the organization.

 RECRUITMENT AND SELECTION

PROCESS

Recruitment process involves a systematic procedure from sourcing the

candidates to arranging and conducting the interviews and requires many

resources and time. A general recruitment process is as follows:

✓ Identify vacancy

✓ Prepare job description and person specification

✓ Advertising the vacancy

✓ Managing the response

✓ Short-listing

✓ Arrange interviews

✓ Conducting interview and decision making

 Process Cycle

1.0 Scope

1.1 Purpose of the Procedure:

Recruiting and selecting the right people is paramount to the success of the

IPCC and its ability to retain a workforce of the highest quality. This

Recruitment and Selection Procedure sets out how to ensure as far as

possible, that the best people are recruited on merit and that the recruitment

process is free from bias and discrimination.

1.1 Job Analysis

1.2 Form

1.3 Request to Fill

1.4 Job description

1.5 Person Specification

2.0 Recruitment and Selection Framework

2.1 Overview of Process

• Assess the need for the job and ensure there is adequate funding for it.

• Review the job description to ensure that it meets the present and future

requirements.

• Review the person specification to ensure it meets the requirements of the

job description.

• Design the selection process.

• Draft the advertisement and select the advertising media.

• Short list using the person specification only.

• Interview and test short-listed candidates.

• Validate references, qualifications and security clearances.

• Make appointment.

Managers hold the responsibility for ensuring this framework is followed.

HR is available for advice and will assist in general administration of the

recruitment process.
3.0 Recruitment and Selection Provisions

3.1 Review the Job and the Need for It

Managers need to consider the following issues:

• Is the job still necessary?

What value does it add to the team and to the delivery of service?

• How will the post be funded?

Positions outside of existing establishment require the Director’s and Chief

Executive’s approval.

• Does the job description need updating?

If so, the grade for the job and the person specification may need to be re-

evaluated. The HR Team is available to provide advice on constructing both

job descriptions and person specifications and advising on grading issues.

• Is this jobbing a politically restricted post or will the incumbent have

unsupervised access to children or vulnerable adults?

• What type of employment could be offered?

Full-time, part-time?

Is job-sharing an option?

Permanent or fixed term contract, secondment or agency?

Use of fixed term contracts is most appropriate for covering a particular

task/project/item of work or an interim appointment. They should not

normally be used to fill permanent posts. Agency staff may be used to cover

short term peaks in work or projects or interim vacancies, i.e. whilst a

permanent position is being advertised. Should total employment under any

of these arrangements extend beyond 12 months, the individual may have an

entitlement to permanent employment rights, including redundancy.

Employment through an agency may count towards this 12 month period.

Use of secondments must be in accordance with the IPCC Secondment

policy. If it is proposed to proceed to recruit to the post, it is the

responsibility of the Manager to ensure that the Authority to recruit form is

completed and sent to HR as soon as possible.

 3.2 Design Selection Process

Managers need to design the selection process they will use, giving

consideration to the following points:

3.2.1 Panel Composition:

All interviews for permanent posts must be conducted by a panel. The

Manager is responsible for selecting interview panel members – being

mindful of:

• The requirement that the panel consists of at least two people, and if

possible, is mixed in terms of race and gender

• The requirement that at least one panel member has received training on

recruitment and equal opportunities, normally limited to that provided by the

IPCC. If not IPCC trained, the matter should be referred to Human

Resources.

• The requirement that each panel member be familiar with anti-

discrimination legislation
• The willingness and ability of potential panel members to attend all

interviews for the duration

of the recruitment process, to maintain consistency and to ensure fair

treatment of all candidates.

Panel members must be satisfied that their relationship with any candidate:

• Will not improperly influence their decision

• Will not give rise to suspicion about their motives

3.2.2 Selection Tests:

Where selection tests are a valid method of assessing a candidate (i.e.

effectively measures the job criteria, is relevant, reliable, fair and unbiased –

also considering the predictive capacities of tests), they are an extremely

useful tool and are recommended for use. Managers should seek advice from

HR on the use of such tests .All psychometric tests used in selection must be

developed, administered and interpreted by accredited people.

3.2.3 Interview Questions

Human Resources hold the IPCC Interview Guides that contain competency

based interview questions. Managers need to ensure they contact Human

Resources prior to interview to obtain copies of these guides.

3.3. Advertising

Reaching any target market can be extremely difficult. Through niche

websites like RD, you can guarantee that the people using the service have

an interest in your field. As more and more people turn to online means for

their information and service needs, an active web presence is vital for any

organization, large or small. Utilizing all the benefits of online advertising

and adding the clout already held by Australia's leading industry news

provider, Specialist News, ads placed with RD are a great way to generate

interest in new products and services, or to improve awareness of your

brand.

3.3.1 Advertising the vacancy:

All vacancies at all levels must be advertised - there will be no “word of

mouth” recruitment as this can lead to indirect discrimination.

No vacancy can be advertised until the request to fill procedure has been

completed, and up-to-date job description, person specification and KSF

outline have been sent electronically to the Recruitment Office. These will

ensure that: We do not break our own operational policies;

 Candidates receive the best possible information;

 We are properly prepared to respond to candidates’ enquiries;

 We are properly prepared to carry out the best interviews; possible

and thus

 Make the correct decisions;

NHS jobs are the medium for externally advertised vacancies in the first

instance. Internal vacancies will be advertised in the Vacancy Bulletin

produced by the Recruitment Office. External vacancies will be advertised in

the Vacancy Bulletin and NHS Jobs.

The recruiting manager should indicate the preferred advertising medium on

the Request to Fill Form in the event that no appointment has been made

from advertising in the Vacancy bulletin and NHS jobs.. If the recruiting

manager wishes to advertise in more than 1 journal, he/she will agree to fund

50% of the costs from the Directorate budget.

The HR department routinely monitors the cost and response rate of

advertisements and, as a result, will give advice on the choice of

publications to ensure more cost-effective advertising. For some posts it is

not necessary to pay for expensive advertising space, when Job Centre plus

or internal bulletin can provide suitable candidates at no cost. Care will be

taken to ensure that both the wording and placement of advertisements

encourage a wide cross-section of the population to apply. All vacancies will

be listed in the weekly Vacancy Bulletin produced by the Recruitment Team

and circulated throughout the Trust and to specific organizations. The aim of

the advertisement is to attract suitable candidates only, at the least cost. The

information it should contain is taken largely from the job description and

the person specification, as set out below:

 Job title

 Grade and/or salary as appropriate

 Brief description of the post

 Essential requirements, such as shift work or travel

 Any positive features such as training prospects

  A contact person/telephone number for further information about the

job

 Encourage informal visits, where applicable

Recruiting a Candidate Pool:

A. Looking Inside:

 Consider possible internal candidates with an interest in the post.

 Determine if the position level requires an external search.

B. External Search:

 Advertising -

 Brief position description

 Minimum qualifications

 include information needed from candidate

I. A resume

ii. A letter from the candidate

iii. A concise work sample or essay (if applicable)

iv. Names & phone #s of 3 references

 State length of response time

 Ad placement (local, national, journals, etc.)

 Emails or faxes accepted?

 Focused Contacts - person-to-person networking.

The object is to reach good candidates who are happily and productively

employed elsewhere, but who may be open for a change. The recommended

position announcement for all positions must include a non-discrimination

statement and be approved by divisional vice president and executive

director of human resources. A line ad may be placed with:

A) Chronicle of Higher Education

B) Area newspapers

C) Selected professional journals

And will be posted internally in accordance with established College policy

to include our web links.. Efforts should be made to target advertising to

women and minorities. (Maximum Cost $700) Letters of application and

vitae will be received by the search committee through the Department of

Human Resources. A log of all applicants must be maintained and placed on

file at the end of the search in the Human Resources office. An EEO Data

Form will be mailed to each applicant to acknowledge receipt of their

application as well as to collect specific data for diversity analysis. When

completed, this form remains separate from the candidate’s application and

is not available to the hiring manager or others involved in the search.

Ways to approach businesses-

1. Contact the company's community relations officer: If the officer is

supportive, it may lead to a steady source of volunteers. Some companies

provide other types of agency support where their employees volunteer.

2. Recruit through posters: You often can arrange to display your posters

in stores, Restaurants, schools, public libraries, churches, hospitals, and

large offices. Ask to speak with the decision makers. Make a brief statement

about your program and ask for permission to display a poster.

3. Ask public libraries to accept free bookmarks to give away: These

could have a brief program description on one side and explain why you

need volunteers on the other side.

4. Check out community clearing houses: In some cities there are

organizations that put volunteers together with community services

programs. Often newspapers run a periodic column that lists organizations’

needs for volunteers.

3.4. Applications:

A file will be set up for each individual vacancy and held in the Recruitment

Office containing the following:

 Application Form

 Job Description, person specification, KSF outline

 Terms & Conditions of Employment

 Information about the Department in which the vacancy exists should

be provided by the Manager (if available).

Any other relevant information, when an enquiry is received from an

applicant without internet access, an application pack will be sent within 24

hours.

3.5. Short listing:

Equal Opportunity Monitoring Forms will be separated from the Application

Forms prior to short listing and retained by the Recruitment Office The

shortlist must be drawn up by minimum of two people, one of whom should

be the recruiting manager. All panel members participating in short listing

must be familiar with the job description, person specification and KSK

outline.

Short listing must be based only on the information given in the application,

which is assessed against the criteria contained in the person specification

and must be consistently applied to all candidates. A record of the

assessment must be recorded on the Shortlist Record Form or on NHS Jobs.

This is especially important in the event of any subsequent allegation of

discrimination.

If there are large numbers of candidates meeting all the criteria for the job, it

will be necessary to examine the degree to which each candidate meets the

essential criteria, and by short listing those candidates who, in their

application, demonstrate the greatest ability to meet the criteria which can be

tested at short listing stage. Any potentially suitable candidates who have

disabilities with skills and abilities which broadly match the job description

and person specification should also be short listed, whether internal or

external candidates.

In order to avoid allegations of favoritism, anyone involved in the selection

process, which is connected by close friendship or is related to a candidate,

must inform the appropriate HR Business Partner. Where there is a declared

interest, following guidance from the HR Business Partner, a representative

from HR may be included in the selection panel.

In situations where there are internal candidates only, it is recommended that

a third party not involved in the immediate area should be involved in the

selection process and interview process. This will help to ensure, and be
seen to ensure, that fairness is maintained and that a person is selected on

merit. A late application will be a genuine reason for not short listing a

candidate and only in very exceptional circumstances and in consultation

with the HR Business Partner will a late application be considered. It is

recommended that the maximum number of candidates per shortlist is

six/eight.

3.6. Interview

“Any person to person between two or more individuals with a specific

purpose in mind is called

Interview”

There are basically two types of Interviews.

❖ Structured Interviews

❖ Unstructured Interviews
Structured Interviews:

In which interviewer asks those questions which are pre- defined.

“One type that has been widely studied and is considered relatively

structured is situational questions.

Unstructured Interviews:

In which interviewer asks those questions which are not pre- defined which

ask randomly.

The development of questions from incidents is part of the art or, at least, the

unwritten aspects of structured interviewing. Some authors acknowledge that

"literary license" is needed. Incidents are often grouped into dimensions

first, and then the incidents that best represent the dimensions are turned into

questions.

“If necessary, questions can be repeated, or candidates can be given a card

containing the question”.

3.6.1. Arrangements for interviews

Interviewing and selecting:

You may as well toss a coin’ Professor Eysenck's opinion on the validity of

the interview as a selection device is well known. Nevertheless the interview

seems likely to remain as the principle selection device despite its faults. To

sharpen the effectiveness of the interview the panel should ask the candidate

to give a presentation. This offers the chance for the candidate to show what

they have achieved, show how they hope to fit in and illustrate their

communication skills. The interviewer needs to posses three different skills

 Information gathering, to elicit the facts

 Interpreting and evaluating information, to consider what the facts

mean.

 Decision making, to act on the facts and the analysis.

Gathering the information, eliciting the facts.

The right physical environment is important. Interviews require a quiet

undisturbed room. If the interview is informal a circle of chairs of equal

height and similar spacing may well be appropriate. If the interview is

formal and held round a table. Spacing and lighting are also important. The

candidate should not be asked to walk miles to their seat, nor blink into the
silhouettes of the interview panel against a window. The chairman should

make the candidate welcome introduce the panel by name, and say whom

they represent.

The format of the interview should be outlined to the candidate. The

interviewer needs to listen to develop an interested and attentive

interviewing style, with plenty of eye contact. Verbal reinforcement should

be forthcoming from the interviewer. Silence can be used in a positive way

to allow the candidate to develop their answers fully. Questions should be

linked to what the candidate has said to elicit a flow of information.

They should include:

A. Problem questions:

These suggest a situation specific to the job where the candidate must show

their capacity to, for example, priorities tasks under pressure. What was your

most challenging situation in the last year and how did you deal with it?

B. Open questions:

‘Tell me about….’

C. Probing questions:
‘Why do you want to leave your present job’ or ‘What was your worst

moment there?’

D. Closed questions:

These interrupt the information low in order for the interviewer to redirect it

to a new topic.

‘When did you…? Or how many…?’

At the end consider if you have gathered the information necessary for a

decision. Ask the candidate back in if a question needs clarification. Allow

the candidate, to question the panel, or offer the information on areas such as

salary, study facilities, start date, accommodation or questions regarding the

job description. Interpreting and evaluating the information Interviewer,

know thy self.

Making the decision

The panel should:

• Consider whether each candidate is appointable.

Do they fulfill the essential criteria?

Do they match the person specification?

• Each panel member should rank the candidates without conferring with

other panel members.

• Choose the best candidate.

Never choose person of lesser ability out of fear of being overshadowed.

This produces a dull un progressive unit. On the other hand Einstein might

not fit well with the team.

• Use references to back up your choice, to screen for factors which

disqualify rather than qualify.

References have greater value as a negative test rather than a positive one to

highlight an abrasive personality or poor sickness record.

Screening Interviews:

These are usually shorter interviews used for the purpose of conducting a

brief evaluation of a Candid ate. Successful candidates are asked back for a

more in-depth interview.

One-on-one interviews:

These interviews involve a candidate being questioned by one interviewer –

also common in early stages of selection.

Telephone Interviews:

Occasionally interviews are conducted over the telephone. This can be a

disorienting experience mainly because neither party can see each other.

Hence you need to rely on verbal cues from the interviewer as well as

demonstrating a lot of enthusiasm, clarity and positive tone with your voice.

Avoid being caught unawares and unprepared for a telephone interview –

you are entitled to have at least a day’s notice to prepare. Find a quiet

comfortable place where you can ensure there won’t be any interruptions.

Panel interviews and on-site/second interviews:

After a first interview you may be asked to a second interview which is often

on-site with the employer. Panels consist usually of 2-3 people, often from

different parts of an organization eg. a graduate recruitment specialist, a

technical expert and a person representing the area you could work in.

Ensure you address all panel members equally. These interviews are

sometimes incorporated as part of an assessment centre.

Case Study Interviews:

Some organizations, especially consulting firms, use case study questions to

evaluate Candidate’s analytical skills. These scenarios can often be quite

challenging. The Careers Centre has a range of tips and resources to help

prepare for these interviews.

At the Interview: Questions to Expect

Most questions asked at interview can be predicted and usually focus on

three issues:

 Can you do the job? Do you have the qualifications and/or skills?

 Will you do the job? Do you have the enthusiasm/motivation?

 Will you fit in? Could they work with you? Do you get on well with

people?

Here are some interview common questions:

  What interests you about this position?

 Why do you think you would be successful in this position?

Competency-Based Interviews:

Competency or behavior-based interviews operate from the premise that the

most accurate predictor of future performance is past behavior in a similar

situation. This type of interview is now commonly used in selection

processes. Questions are probing in nature and the competencies employers

look for include:

 Team work/interpersonal skills

Give me some examples about when you have had to handle difficult people.

 Achievement drive

What would be the best example of you giving a project or piece of work

your absolute best effort and being disappointed by the outcome? What

would you do differently a second time?

 Flexibility
Tell us about a time when you have had to adapt quickly to substantially

changed circumstances at university or at work.

 Persuasiveness and negotiation ability

Describe a time when you have been required to negotiate in difficult

circumstances. Why was it important for you to become involved? What

strategies did you use?

 Analytical thinking

Describe a project that you have worked on that has required a high level of

analysis and contribution of new ideas.

3.7. Selection

3.7.1 Decision to Appoint:

After interview process the require candidate is selected for a job. Panel

members decide to hire that individual who is fulfilling the requirements.

3.8. Offers

3.8.1 Offer of Employment:

Organization offers the job to the Individual.

3.9 Other Requirements:

3.9.1 Post interview feedback & notification to applicants:

HR is responsible for providing all candidates with written notification of

the outcome of their application. If feedback is requested from an

unsuccessful short-listed candidate, the manager should provide a valid

reason to the candidate for rejection together with constructive feedback.

Written feedback will not normally be provided.

3.9.2 Monitoring Recruitment and Selection (Reporting):

HR will monitor the recruitment processes to ensure they are not

discriminatory and will provide statistical data to the Senior Executive

Group on a regular basis.

 Role of Recruiter

WHY YOU SHOULD USE A RECRUITER:

Working with Executive Recruiters

Executive Recruiters hold the keys to the "hidden job market" - career

opportunities that aren't posted anywhere else. These professionals hold

great influence within the hiring organization, and it's important for

jobseekers to understand how to leverage this resource as part of their

overall career strategy.

Four Key Facts about Executive Recruiters:

1. Jobseekers do not pay fees to search firms. Instead, the companies that

hire recruiters to fill a position pay for their services. This fee is calculated

using the starting salary of the position, and can range from 15%-35% of

that salary. Be wary of any recruiter who asks you to pay them a fee…If you

are asked to pay a fee for job placements services, please let us know

immediately.

2. There are two types of search firms - Retained and Contingency. While

both types charge fees only to the hiring organization, it is important to note

the differences. When the hiring company retains a recruiting firm, that firm
is paid regardless of the results of the search. Retained firms are typically

used to fill higher-level positions at $100,000+ salaries. Contingency search

firms receive payment only when their candidate is hired.

Over the last few years the "search" industry has gone through some

significant changes. While contingency firms have generally always

accepted retained work, many retained firms now accept contingency

work…You decide which type of recruiter is right for you!

3. Don't limit your search by geography. For many higher-end job

assignments, recruiting firms will look nationally or even internationally. It

is absolutely in your best interest to gain exposure among search firms who

fill positions in your industry, function and salary range, no matter where

they are. A Chicago recruiter is just as likely to have an assignment in Los

Angeles as in Boston. That being said, it's much easier to network with local

recruiters and they can be an invaluable resource when penetrating the local

hiring market, particularly for non-executive positions.

4. Some search firms specialize, while others don't. To make your search as

effective as possible, target your efforts towards recruiters those work in

your respective industry and/or specialize in your job function. As you begin

to network with these specialized recruiters you'll find they are very much
aware of where opportunities exist within the micro hiring "economies" of

your shared areas of expertise. However, generalist firms should not be

ignored, especially at the higher executive ranks….Whether retained or

contingency fee-based, search firms are handsomely rewarded for filling

positions on behalf of their corporate clients. Thus, networking and building

relationships with qualified, reputable recruiters is a critical component of

career management strategies.

Making Contact with Your Selected Executive Recruiters:

Next, identify all of the communication channels that make sense for the

firms and recruiters you've identified. The firm may offer an online

mechanism for posting and/or sending your resume and cover letter. Review

the firm's website for job opportunities currently under research, and

establish the preferred communication medium for that firm. In all cases,

respect the indicated communication preferences of the firm and/or the

individual recruiter.

Not unlike introducing your professional "brand" to a hiring organization,

make sure your cover letter and resume/CV are both positioned

appropriately for the areas of expertise in which the recruiter works. Keep in
mind that recruiters are not career managers. They may not have the

expertise or inclination to advise you on changes to your cover letter and

resume, so make sure they're tight before you send them. After providing

your credentials in whatever communication medium you think makes

sense, consider a follow up a few weeks later with another communication

attempt. What you're striving for is a personal contact from the recruiter.

Depending on your "hirability" (qualification level, experience etc.) you may

have to be in the right place at the right time to be recognized at a personal

level.

How Recruiting Firms Can Make a Difference In Your Career:

When contacted by a recruiter treat them as though they are the hiring

organization. Be professional, make your best impression, sell yourself and

your "hirability", and understand that executive recruiters have access to a

lot of talent. Remember, the recruiter doesn't work for you so don't expect

personal, individualized service. Working with executive recruiters is not an

event - it is a process. We have testimonials from Directory of Executive

Recruiters clients that indicate when working with an Executive recruiter,

the "hiring cycle" can take anywhere from two days to two years! In either

case though, most positions secured through executive recruiters fit into the

"dream job" category.

 The Significance of the Study:

The study will broaden our understanding the affect of independent variables

which are Recruitment sources, Interview and Recruiters on the dependent

variable which is Recruitment and Selection Process. Current study will add

to existing body of knowledge by signifying.

❖ Recruitment and selection process importance

❖ Recruitment sources affects on Recruitment and selection process

❖ Interviews 3ffects on Recruitment and selection process

❖ Recruiters affects on Recruitment and selection process

Theoretical Framework
Recruitme
nt
 Recruiters

Independent Variable Dependent Variable

 RESEARCH METHODOLOGY
The study will be conducted to achieve the aforesaid objectives including

both exploratory and descriptive in nature and involve personal interviews

that will be based on the questionnaire format. A Research Methodology

defines the purpose of the research, how it proceeds, how to measure

progress and what constitute success with respect to the objectives

determined for carrying out the research study.

The research process that will be adopted in the present study consists of the

following stages:-

RESEARCH DESIGN: Exploratory Research

A research design is the specification of methods and procedures for

acquiring the information needed to structure or solve the problem. It is the

overall operational pattern or framework of the project that stimulates what

information is to be collected from which source and by what procedure. On

the basis of major purpose of our investigation the EXPLORATORY

RESEARCH was found to be most suitable. This kind of research has the

primary objective of development of insights into the problem. It studies the

main area where the problem lies and also tries to evaluate some appropriate

courses of action.

DATA COLLECTION SOURCES:

➢ PRIMARY SOURCES-

The data required for the study has been collected from-
 QUESTIONNAIRE survey among the official’s employees.

PERSONAL INTERVIEWS with the company representatives

regarding Recruitment and Selection.

➢ SECONDARY SOURCES-

The secondary data has been collected from:

✓ Internet, websites

✓ Organizational Reports

✓ Case Studies

✓ Business magazines

✓ Books

✓ Journals on e-learning Industry.

SAMPLING METHOD

Survey was done by random sampling method.

SAMPLE SIZE

Sample size can be 50 or as per project sampling requirement.

SAMPLE AREA

Kota

MODE OF ANALYSIS

The instrument used for data collection was in the form of questionnaire.

The questionnaire was used as it facilitates the tabulation and analysis of the

data to be collected. The data collected was subjected to simple frequency

distribution and percentage analysis.

Q.1 How much recruitments are assigned to one HR employee at any given

time?

Between 1-3 23.3%

Between 4-6 23.7%

Between 7-10 14.2%

Between 11-20 18.5%

More than 20 11.2%

Q.2 On average, how many hours does the HR staff spend on each

recruitment?

1-5 20.3%

6-10 21.6%

16-20 10.8%

21-30 11.7%

31-40 6.1%

More than 40 9.5%

Unknown 19.9%

Q.3 Average time it takes from notification of vacancy until new hire reports

to work:

Jobs in general – 49 days

Professional jobs – 51 days

Clerical jobs – 45 days

Trades jobs – 44 days

IT jobs – 48 days
 CONCLUSION

This study suggest that when Recruitment and Selection Process is properly

established and implemented then organization will must grow because all

the employees will be according to the requirements Recruitment and

Selection Process affects a lot on the organizational activities regarding its

growth because if the people will be according t the requirements and

skillful then cost will reduce and organization must grow. All the study has
prove the fact there is directly and indirectly relationship is present between

these variables and these variables affect on the Recruitment and Selection

Process. All the independent variables are Recruitment sources, Interviews

and Recruiters are all very important in the Recruitment and Selection

Process because by the missing of any one factor there is chance the whole

Recruitment and Selection Process will be affected by these factors. There

are no doubt others factors also affect on the Recruitment and Selection

Process but these are main and require more attention. That is why I choose

these variables.

BIBLIOGRAPHY

WEBSITE

www.scribd.com

MAGAZINES
Business India

Business World

India Today Newspaper

Course Books of MBA

Human Resource Management by L M Prasad

SEARCH ENGINES

www.google.co.in

QUESTIONNAIRE

Name of the employee………………………………………………………...

Designation……………………………………………………………………

Department…………………………………………………………………....

Contact no…………………………………………………………………….
Q.1) Recruitment & Selection Process is Effective for the Organizational

objectives?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.2) R & S Process increase efficiency in the organization activities?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.3) Do you think best source increase the efficiency on all organization

department?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.4) R & S Process depends on sources of Recruitment?

Strongly Agree Agree Strongly Disagree Disagree

 1 2 3 4

Q.5) which is the best source for R & S Process?

a) Internal

b) Consultants

c) Print Media

d) Electronic Media

e) Others

Q.6) Better Result of R & S can be increase by Recruitment sources?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.7) R & S Process depend on Interviews?

Strongly Agree Agree Strongly Disagree Disagree

 1 2 3 4

Q.8) Interviews are the basic filter of the R & S Process?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.9) Different methods of Interviews should be used?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.10) Which methods should be used for Recruitment?

a) Structured

b) Unstructured

c) Problem questions

d) Case Study questions

e) others
Q.11) Better Result of R & S can be increase by Interviews?

a) Structured

b) Unstructured

c) Problem questions

d) Case Study questions

e) others

Q.10) R & S Process depend on Recruiters?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.11) R & S Process end results can be because of Recruiters?

Strongly Agree Agree Strongly Disagree Disagree

 1 2 3 4

Q12) Recruiter should be Knowledgeable and Experience?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.13) R & S behavior depends on recruiter?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

Q.14) End Result of R & S process can be wrong because of Recruiters?

Strongly Agree Agree Strongly Disagree Disagree

1 2 3 4

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