Chapter 1-

INTRODUCTION

1.1 General Introduction of the Topic:-

Human resource is an important corporate asset and the overall performance of company
depends on the way it is put to use. In order to realize company objectives, it is essential
to recruit people with requisite skills, qualification and experience. While doing so we
need to keep present and future requirements of company in mind.

Successful recruitment methods include a thorough analysis of the job and the labour
market conditions. Recruitment is almost central to any management process and failure
in recruitment can create difficulties for any company including an adverse effect on its
profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead
to labour shortages, or problems in management decision making.

Recruitment is however not just a simple selection process but also requires management
decision making and extensive planning to employ the most suitable manpower.
Competition among business organisations for recruiting the best potential has increased
focus on innovation, and management decision making and the selectors aim to recruit
only the best candidates who would suit the corporate culture, ethics and climate specific
to the organisation.

The process of recruitment does not however end with application and selection of the
right people but involves maintaining and retaining the employees chosen. Despite a well
drawn plan on recruitment and selection and involvement of qualified management team,
recruitment processes followed by companies can face significant obstacles in
implementation. Theories of HRM may provide insights on the best approaches to
recruitment although companies will have to use their in house management skills to
apply generic theories within specific organizational contexts.

Today, in every organisation personnel planning as an activity is necessary. It is an

important part of an organisation. Human Resource Planning is a vital ingredient for the
success of the organisation in the long run. There are certain ways that are to be followed
by every organisation, which ensures that it has right number and kind of people, at the
right place and right time, so that organisation can achieve its planned objective.

The objectives of Human Resource Department are Human Resource Planning,

Recruitment and Selection, Training and Development, Career planning, Transfer and
Promotion, Risk Management, Performance Appraisal and so on. Each objective needs
special attention and proper planning and implementation.
Recruitment means to estimate the available vacancies and to make suitable arrangements
for their selection and appointment. Recruitment is understood as the process of
searching for and obtaining applicants for the jobs, from among whom the right people
can be selected.

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Werther and Davis have defined this as follows; “Recruitment is the process of finding
and attracting capable applicants for employment. The Process begins when new recruits
are sought and ends when their applicants are submitted. The result is a pool of applicants
from which new employees are selected.”

Lord has defined, “Recruitment is a form of competition. Just as corporations compete to

develop, manufacture, and market the best product or service, so they must also compete
to identify, attract and hire the most qualified people. Recruitment is a business, and it is
big business.”Thus, recruitment process is concerned with the identification of possible
sources of human resource supply and tapping those sources.

A formal definition states, “It is the process of finding and attracting capable applicants
for the employment. The process begins when new recruits are sought and ends when
their applicants are submitted. The result is a pool of applicants from which new
employees are selected”. In this, the available vacancies are given wide publicity and
suitable candidates are encouraged to submit applications so as to have a pool of eligible
candidates for scientific selection.
In recruitment, information is collected from interested candidates. For this different
source such as newspaper advertisement, employment exchanges, internal promotion,
etc.are used.
In the recruitment, a pool of eligible and interested candidates is created for selection of
most suitable candidates. Recruitment represents the first contact that a company makes
with potential employees

Purpose and importance of Recruitment:

The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes and needs are:

1. Determine the present and future requirements of the organization on conjunction

with its personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition of
its work force.

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 6. Begin identifying and preparing potential job applicants who will be appropriate
candidates.
7. Increase organizational and individual effectiveness in the short term and long
term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants

SELECTION

Introduction
The size of the labour market, the image of the company, the place of posting, the nature
of job, the compensation package and a host of other factors influence the manner of
aspirants are likely to respond to the recruiting efforts of the company. Through the
process of recruitment the company tries to locate prospective employees and encourages
them to apply for vacancies at various levels. Recruiting, thus, provides a pool of
applicants for selection.

Definition

To select means to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the
individual who can most successfully perform the job from the pool of qualified
candidates.

Purpose

The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information
about the applicants in terms of age, qualifications, skills, experience, etc. the needs of
the job are matched with the profile of candidates. The most suitable person is then
picked up after eliminating the unsuitable applicants through successive stages of
selection process. How well an employee is matched to a job is very important because it
is directly affects the amount and quality of employee’s work. Any mismatch in this
regard can cost an organisation a great deal of money, time and trouble, especially, in
terms of training and operating costs. In course of time, the employee may find the job
distasteful and leave in frustration. He may even circulate negative information about the
company, causing incalculable harm to the company in the long run. Effective election,
therefore, demands constant monitoring of the ‘fit’ between people the job.

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

1.2 Objectives:

PRIMARY OBJECTIVE:
 To find the Recruitment and Selection System in the organization.

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  To study the process of intake of employees with relation to Experience,
Communication skills and Qualification in the organization

1. To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time,
and also to build a strong Employer Branding to attract the best talents available
in the Industry.
2. Acts as a link between the employers and the job seekers
3. To Create a pool of candidates so that the management can select the right
candidate for the right job from this pool
4. Support the organization ability to acquire, retain and develop the best talent.

5. How does right recruitment process helps in creating overall efficiency, cost
reduction, on time delivery with reference to external customer.

6. To collect the findings, information & analyze to draw conclusion of recruitment

process.

7. To explain the documentation used at the various stages of the recruitment &
Selection process.

1.3 Scope and need of the Project

To understand the complete recruitment cycle.

 Is right kind of recruitment happening at all levels?

 Define deliverables, Define functionality data, and Define technical structures.

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  Data collection for understanding the recruitment process.

 Personal interaction to understand the efficiency of the recruitment process.

 To help the company to determine how they make their recruitment and selection
 Programs more effective.

 To determine various parameters to collect information through questionnaire of employees.

Need for recruitment:

a) Vacancies due to promotions, transfer, retirement, termination, permanent disability,

death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of
business activities of an enterprise. In addition, new vacancies are possible due to job
specification

Familiarity with local labour market

in today's globally competitive economy, companies are chasing low-cost labour

coupled with productivity all around the world.

Due to their local presence and experience in recruitment of human resources in certain
geographical areas, it providers can help companies establish offices, both captive and
virtual captive, in unfamiliar locations.

Access to large pool of professionals

Agency providers can give access to the best-fit, skilled and experienced human
resources due to their seasoned operations in specific regions.

Apart from active candidates Agency providers can also help companies in searching for
passive candidates - those who are working efficiently in other organizations. All is fair
in love, war and recruitment!

Access to recruitment best practices and processes

Many companies do not have a streamlined recruitment process. Recruitment forecasting

is lacking and hiring is a reaction rather than the result of planning. Agency helps such
companies benefit from standard processes and best practices followed by the
professionals at the Agency provider. Standard procedures and tested methodologies will
help in attracting the right talent, providing significant benefits to businesses.

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Agility and flexibility

Agency providers offer speedy scaling up or scaling down of operations in new offices.
They can react swiftly to change or can evolve to changing needs of an organization

Cost-effectiveness

Apart from penetrating low-cost labour markets for clients, Agency can provide long-
term financial benefits to a client company. A best-fit talent will stay longer in a client's
employment, thus reducing attrition rate. Top professionals will push up innovation and
productivity in client companies, thus providing long-term strategic benefits.

1.4 Limitation

 Collecting information from people during the working hours was difficult.
 Some employees did not have in depth knowledge about their work and
were not able to give relevant information.
 Most of the employees were hesitant in giving frank opinions and answer
during personal interview.
 Time constraint is one of the limiting factors.

1.5 Introduction of the Company

A feeling of energy and vitality, of freshness, of a place where people work in a campus
like facility and culture, are unafraid to voice new ideas, of a place where there is
minimal hierarchy.

Robust people management practices enable Infosys to create this environment for its
employees. This is what distinguishes among other technology companies, enabling
Infoscions to excel and innovate in what they do for their clients and in what they stand
for as a company.
A consultant (from the Latin consult are means &quotation discuss" ) is a
professional who provides advice in a particular area of expertise such as accountancy,

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the environment, technology, law, human resources, marketing, medicine, finance, public
affairs, communication, engineering, graphic design, or waste management.
A consultant is self-employed or works for a consultancy firm, usually with multiple and
changing clients

Talent Corner is a professional human resource organization providing innovative

recruitment and training platforms for the corporate world. We are recognized as one of
India’s leading HR management consultants headquartered in Mumbai, India. We believe
in partnering the process of Human Resource by meeting all your professional
requirements and being the first choice when it comes to your manpower needs. At
Talent Corner, our ultimate aim is creating true value for your business, through the
essential core asset of your company – your people.

Talent Corner is a professional human resources organization providing innovative

recruitment and training platforms for the corporate world. They are recognized as one of
India’s leading HR management consultant headquartered in Mumbai. They believe in
partnering the process of HR by meeting all of the client’s professional requirements and
being the first choice when it comes to client’s manpower needs. At Talent Corner the
ultimate aim is creating true value for client’s business, through the essential core of
assets of their company-their people.

Operating since May2002, Talent Corner was initiated by business professionals with
vast experience in insurance and finance sectors. In 2003, the company saw new light in
The form of young podgy Mr. Rashesh Doshi, who took reins of Talent Corner in his
hands and turned it around completely.

Focusing on corporate HR’s special requirements, he initiated number of unique services

bringing Talent Corner to the fore of human management industry. Talent Corner grew
phenomenally in terms of clients and profits. 200% growth in business in year 2004-2005
and 250% in 2005-2006.

Their domain expertise lies in the current booming industries like IT, Retails,
Entertainment, Manufacturing, Engineering and hospitality industry. Beyond recruitment
services they are involved in working closely with company for their complete human
resources requirements, in the form of research, training and HR solutions.

Emphasizing on timely deliveries and quality expertise, at Talent Corner offers some of
the most sophisticated recruitment products and applications enabling organizations to
cut down the turnaround time, effort and cost involved in HR and recruitment process. By
integrating HR process, programs and practices they ensure that organizations derive
maximum value from their human capital.

Mission:-

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To offer integrated best quality services enabling us to become the first choice in Human
Resources management and to be reliable partner in our sphere of work through valued,
compelling, relationship with our customers.

Vision:-

To grow beyond its horizon of goals and innovate continuously in order to become a
hallmark of a dynamic organization, responding to its customers need.

Fun and culture:

Life at Talent corner is full of events - where employees can pursue their interests in
areas as varied as arts, culture, or sports. The objective is to ensure that employees are not
confined to their desks. Employees express their various skills and interests through
forums that include an "Art Gallery" on campus dedicated to displaying the works of
Infoscions, daily quiz competitions, and regular music meetings that keep the place abuzz
with creativity

Types of Consultant

 Environmental consultants.
 Technology Consultant.
 Human Resource Consultant
 Marketing Consultant
 Law Consultant
 Medicine Consultant
 Finance Consultant
 And many more….

Recruitment Consultant

 Recruitment consultants work with companies to help them find the

right people for their positions. They also work for candidates to find a
role that is suitable for them.
 The key skill of a recruitment consultant is to meet the needs of both
the client and the candidate to ensure the best mutual fit; this is not
simply a case of skills matching but of truly understanding the
business and its culture, as well as the aspirations of the
candidate."

Recruitment Consultant Activities

 A recruitment consultant is responsible for helping employer clients to

recruit staff for job vacancies. These vacancies can be permanent or
temporary roles.

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  Recruitment consultants develop an understanding of their client's
requirements, and then identify potential staff (candidates) through
existing contacts or by advertising roles/headhunting (executive
search). They assess candidates' skills through interviews, tests and
background checks, and then make recommendations to their client.
 Consultants also provide advice to both clients and candidates on
salary levels, training requirements and career opportunities.
Developing solid relationships with clients is integral to the role

Typical work activities

 A recruitment consultant's role is demanding and diverse.

 Using marketing and business knowledge to extend company contacts.
 Identifying and evaluating employers' recruitment needs.
 Negotiating terms of employment.
 interviewing potential candidates
 Clarifying and negotiating salary and benefits relating to the role.
 Headhunting - identifying and approaching suitable candidates.
 Monitoring candidates once placed.
 Collecting feedback from employers on the performance of candidates
who have previously been placed with them.
 Maintaining current records and personal statistics for review against
performance targets.
 Documenting clients' details and vacancy requirements in a brief.

Various Players in Recruitment Consultancy

 At National Level
 3P Consultant Pvt. Ltd.
 ABC International Placement Services
 Active Consultant
 Beta Consultancy HR Services
 Browse Consulting
 Career Graph
 Career India
 Dynamic Consultant
 Enterprise Consulting
 HUDDAR
 Human Ware India
 JCG Associates
 And many more……
 At Global Level
 ADD Resources
 BLT

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  Camron James
 Osiris Connections
 Prism Executive Recruitment

What makes a Good Recruitment Consultant

 To be successful in the recruitment industry you must:

 be ambitious and confident
 be goal orientated
 have good interpersonal and communications skills
 be a good team player
 be able to handle multiple priorities
 be tenacious
 be a problem solver
 be able to work to deadlines and targets
 enjoy responsibility and working in a high-pressure environment
 have a good sense of humour

Opportunity as a Recruitment Consultant

 A chance to work with a large successful organization.

 An opportunity to develop within the Recruitment Industry with one of the
most supportive and resourceful organizations.
 A role that could provide you with a solid future within Recruitment.
 A competitive annual salary and excellent commission packages
 Fantastic training and mentoring opportunities

Challenges Faced By Recruitment Consultant

 Develop expertise in those strategic areas, where the consultants have not
developed expertise when firm is focused and the consultant is a
generalist.
 Reinforce and update knowledge and skills in the areas of focus of the
firm when the firm is focused and the consultant is an expert.
 Provide the consultants exposure to areas where they do not have expertise
in a non focused firm with expert consultant. Here, the long-term
objectives of the consulting firm is to operate in a wide range of
sections/functions.
 Expose the consultants to all upcoming sectors/functions in a non-focused
firm with generalist consultant.
 Three key areas which every consultant should be well conversant
 Knowledge and skills related to Man-management.
 Business development and Quality assurance.
 Evaluation technique.

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 -Chapter 2-
Review of Literature

Recruitment and Selection system refers to sourcing and building efficient Human
Resource to the organization to attain its objectives.

The objectives of Human Resource Department are Human Resource Planning,

Recruitment and Selection, Training and Development, Career planning, Transfer and
Promotion, Risk Management, Performance Appraisal and so on. Each objective needs
special attention and proper planning and implementation.

For every organization it is important to have a right person on a right job. Recruitment
and Selection plays a vital role in this situation. Shortage of skills and the use of new
technology are putting considerable pressure on how employers go about Recruiting and
Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and
Selection procedure.

With reference to this context, this project is been prepared to put a light on Recruitment
and Selection process. This project includes Meaning and Definition of Recruitment and

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Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process,
Recruitment Tips. Sources of Recruitment through which an Organization gets suitable
application. Scientific Recruitment and Selection, which an Organization should follow
for, right manpower. Job Analysis, which gives an idea about the requirement of the job.
Next is Selection process, which includes steps of Selection, Types of Test, Types of
Interview, Common Interview Problems and their Solutions. Approaches to Selection,
Scientific Selection Policy, Selection in India and problems.

Recruitment and Selection are simultaneous process and are incomplete without each
other. They are important components of the organization and are different from each
other. Since all the aspect needs practical example and explanation this project includes
Recruitment and selection Process of Infosys. And a practical case study. It also contains
addresses of various and top placement consultants and the pricelist of advertisements in
the magazine.

Functions of Human Resource Management

As organizations vary in size, aims, functions, complexity, construction, the physical
nature of their product, and appeal as employers, so do the contributions of human
resource management. But, in most the ultimate aim of the function is to: "ensure that at
all times the business is correctly staffed by the right number of people with the skills
relevant to the business needs", that is, neither overstaffed nor understaffed in total or in
respect of any one discipline or work grade.

Function 1: Manpower planning

The penalties for not being correctly staffed are costly.

 Understaffing loses the business economies of scale and specialization, orders,

customers and profits.
 Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate
because of modern legislation in respect of redundancy payments, consultation,
minimum periods of notice, etc. Very importantly, overstaffing reduces the
competitive efficiency of the business.

Planning staff levels requires that an assessment of present and future needs of the
organization be compared with present resources and future predicted resources.
Appropriate steps then be planned to bring demand and supply into balance.

Function 2: Recruitment and selection of employees

Recruitment of staff should be preceded by:

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An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to
determine their essential factors) written into a job description so that the selectors know
what physical and mental characteristics applicants must possess, what qualities and
attitudes are desirable and what characteristics are a decided disadvantage;

 In the case of replacement staff a critical questioning of the need to recruit at all
(replacement should rarely be an automatic process).
 Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by probable years of service) hence bad buys can be very expensive.
For that reason some firms (and some firms for particular jobs) use external
expert consultants for recruitment and selection.
 Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from existing employers to the recruiting employer. However, the
'cost' of poor selection is such that, even for the mundane day-to-day jobs, those
who recruit and select should be well trained to judge the suitability of applicants.

Function 3: Employee motivation

To retain good staff and to encourage them to give of their best while at work requires
attention to the financial and psychological and even physiological rewards offered by the
organization as a continuous exercise.
Basic financial rewards and conditions of service (e.g. working hours per week) are
determined externally (by national bargaining or government minimum wage legislation)
in many occupations but as much as 50 per cent of the gross pay of manual workers is
often the result of local negotiations and details (e.g. which particular hours shall be
worked) of conditions of service are often more important than the basics. Hence there is
scope for financial and other motivations to be used at local levels.

Function 4: Industrial Relations

Good industrial relations, while a recognizable and legitimate objective for an

organization, are difficult to define since a good system of industrial relations involves
complex relationships between:
(a) Workers (and their informal and formal groups, i. e. trade union, organizations and
their representatives); (b) Employers (and their managers and formal organizations like
trade and professional associations); (c) The government and legislation and government
agencies l and 'independent' agencies like the Advisory Conciliation and Arbitration
Service.

1. Ms. Dipika Gohil had worked on recruitment process outsourcing for Talent Corner
HR Services, in 2009. She describes all the details about recruitment process outsourcing,
is advantages and disadvantages for HR department in corporate.

The RPO maze

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War for talent, high attrition rate, talent crunch, and complex labour market - are
these the phrases that make you nervous? Do you have a business with a clear core-
competency but find that your recruitment processes are not delivering best-fit
candidates? Are you seeking to grow your business in different locations, but need help
in hiring local teams? Then look no further

A tough economic environment has raised the stakes for innovation, challenging
companies to evolve with the times or die. Talent is front and center in this quest for
survival. To acquire and retain the best employees, businesses are taking a novel
approach to recruitment: human resource outsourcing.

Outsourcing human resources allows businesses to take advantage of a specialist’s niche

expertise and time-tested best practices. Nowhere is this specialized knowledge more
valuable than in the recruitment process. Effective recruiting draws on deep local
knowledge and networks to attract the best, broadest candidate pool.

Outsourcing a Critical Human Resource

As competition for a lean, talented workforce heats up, businesses are increasingly
relying on external Recruitment Process Outsourcing (RPO) services to vet and acquire
new employees. Research firm Yankee Group estimates that RPO, a "rapidly emerging
and high-demand subset of HRO," accounts for about $30 billion of the HRO market.
With HRO valued at over $80 billion in 2008, RPO represents nearly 40 percent of the
market.

A Bright Outlook for RPO

Recruitment Process Outsourcing represents a valuable resource for companies struggling
to meet their human resources needs in a turbulent economy. Rapid fluctuations in labor
supply and demand can overwhelm internal HR staff, leading to lost acquisition
opportunities in a down market and an inability to right-size to meet evolving needs.

Outsourcing the human resources recruitment process offers a solution to the volatility of
the current market. Richard Crespin, Global Executive Director of industry association
HROA, observes: "RPO is a core tool in the talent management toolkit in booms and
contractions." RPO offers flexibility, allowing businesses to respond quickly to emerging
opportunities. "Now is the time to innovate and embrace recruitment solutions that will
drive future growth," explains Rosemary Collins, Partner and Managing Director, CHRO
Services. "Businesses must seize opportunities presented during downturns. In order to
attract and retain top talent, they must build a recruiting infrastructure that is flexible and
scalable." RPO offers instant access to an established recruiting infrastructure.

Outsourcing the Recruitment Infrastructure

unlike staffing agencies, human resource outsourcing services oversee the entire
recruiting process on behalf of the client. As the HROA puts it, RPO "differs greatly from
providers such as...retained search providers in that it assumes ownership of the design
and management of the recruitment process and the responsibility of results."

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The RPO takes responsibility for the entire recruitment cycle, including:

 Needs assessment
 Sourcing candidates
 Screening candidates
 Interviewing
 Hiring

Outsourcing this critical human resources function allows businesses to reduce the cost of
the recruitment process. But the benefits of outsourcing extend well beyond the bottom
line. Top reasons companies outsource recruitment include:

 Reduced time-to-hire
 Increased candidate volume
 Improved candidate quality

Human resource outsourcing offers companies a powerful resource for weathering tough
economic times. The flexibility of recruitment process outsourcing allows businesses to
boost their talent acquisition capability when they need it most. RPO has gained converts
for its value in reducing costs of recruitment. In the current economy, the human
resources outsourcing service promises to go a step further, affording clients a
competitive advantage in securing talent.

Benefits

RPO's promoters claim that the solution offers improvement in quality, cost, service and
speed.

RPO providers claim that leveraging economies of scale enables them to offer
recruitment processes at lower cost while economies of scope allow them to operate as
high-quality specialists. Those economies of scale and scope arise from a larger staff of
recruiters, databases of candidate resumes, and investment in recruitment tools and
networks.

RPO solutions are also claimed to change fixed investment costs into variable costs that
vary with fluctuation in recruitment activity. Companies may pay by transaction rather
than by staff member, thus avoiding under-utilization or forcing costly layoffs of
recruitment staff when activity is low.

You’re Benefits:

Increase sourcing productivity by only focusing on interested and qualified candidates.

Have more time to build deeper relationships with quality candidates.
Increase candidate yield by contacting a high number of candidates in a shorter time.
Reduce time-to-fill by speedily contacting a high number of candidates in a shorter

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 Time.
Reduce operating costs.
Focus on the core business.
Create a variable cost structure.
Improve quality of recruiting process.
Expedite speed to market.
Foster Innovation.
Access to "Best in Class" Expertise & Technology.
Slimmer Recruitment Team.
Lesser time & cost per hire.

Problems

If a company failed to define its overall recruitment strategy and hiring objectives, then
any recruiting program may fail to meet the company's needs. This is especially true for
outsourced programs like RPO: RPO can only succeed in the context of a well-defined
corporate and staffing strategy.

As with any program, a company must manage its RPO activities. A company must
provide initial direction and continued monitoring to assure the desired results. Overall,
providing guidance to external activities can present a significant management challenge.
Outsourcing of company processes may fail or prove a poor organizational fit.
Improperly implemented RPO could reduce the effectiveness of recruitment.

The costs charged for outsourced recruitment transactions may total more than the cost of
the internal recruitment department.

RPO service providers may fail to provide the quality or volume of staff required by their
customers.

Placing all recruitment in the hands of a single outside provider may discourage the
competition that would arise if multiple recruitment agencies were used.

An RPO solution may not work if the company's existing recruitment processes are
performing poorly. An RPO solution may not work if the service provider has inadequate
recruitment processes or procedures to work with the client.

RPO may not resolve difficulties that organizations have hiring staff when the
organization is perceived negatively by potential employees. This will instead require
improved branding and an adjustment of image. The perception is that very few RPOs
can successfully integrate their client's brand and therefore do not represent their client's
brand as well as a retained search or internal recruiting resource may drive brand
representation and or marketing.

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Further, most RPOs perform their staffing functions and service offsite, further
disconnecting the client's growth & recruiting strategy from the actual workforce within
the client company. This is important because during a period of rapid recruitment
growth, one of the many positive effects that a company typically enjoys is an increase in
the workforce wellness or an overall workforce positivity of sentiment of optimism that
comes with personnel additions... this may be lessened with an offsite recruiting function.

Organizations with efficient hiring process that are viewed as employers of choice by
potential staff may stand to gain negligible benefits from RPO.

2. Mr Mahendra singh had worked on recruitment process for IT sector, for Talent Corner
HR Services, in 2008. He elaborated entire process of recruitment and step by step
procedure of recruitment and selection for Air-lines.

Recruitment Process Outsourcing is when a provider acts as a company's internal

recruitment function for a portion or all of its jobs. RPO providers manage the entire
recruiting/hiring process from job profiling. RPO improves a company's time to hire,
increase the quality of the candidate pool, provide verifiable metrics, reduce cost and
improve governmental compliance. Recruitment process outsourcing also improves a
company’s competitive advantage in the labor market. Recruitment process must be
detailed and well planned. Recruitment program should be properly co-ordinate and
implemented for the recruitment process to effectively benefit the company.

Why Use RPO?

Now that we know how users define RPO, the next question is: Why do they
Use RPO? It is unlikely that the decision to turn over parts of such a key talent
Management process (recruiting) to a third-party service provider is taken
Lightly. To understand the reasons for this decision, we asked respondents
To tell us which of the following were their organizations’ reason(s) for turning
To RPO:
1. The existence of pressing staffing needs that they cannot meet themselves
2. The desire to concentrate on their core competencies
3. A lack of internal HR resources
4. The high cost of attracting and recruiting new talent themselves
5. Lack of satisfaction in the new hires they recruited themselves

While many organizations chose more than one reason for using RPO,
1) Pressing staffing needs that they cannot meet

2) Desire to concentrate on core business functions

3) Lack of sufficient internal HR resources to do the job. The fact that “the
Existence of pressing staffing needs” is the most important reason for
Choosing RPO shows that short-term business necessities can be a powerful
Motivator for action. This is particularly true if those same organizations also

18
Lack the internal HR resources needed to deal with staffing needs them

The other main reason to use RPO, “the desire to concentrate on core
Competencies,” is one example of a driver that is influenced by the
Organization’s long-term business strategy rather than immediate responses
To staffing needs. It is certainly likely that many of the organizations that
Initially choose to use RPO to meet short-term goals will, eventually,
embrace it for its ability to solve long-term strategic problems. However,
Our results show that many organizations are already making business
Strategy a main reason for using RPO. Later in this report, we will show how
Those organizations may also be generating greater benefits as a result of
The decision

Techniques used

The process of recruitment is vast and made up of many different elements. Today, a
number of organizations are using a more in-depth approach towards recruiting the ideal
candidate than just the interview.

The trend is to invite a prospective candidate for a series of tests followed by the
interview etc. Most large organizations realize that hiring the wrong person for a job can
prove to be a very costly mistake and instead prefer to spend funds on using proven
recruitment techniques to reduce chances of errors while recruiting.

Here are a few commonly used Recruitment Tests - Psychometric Tests:

* Verbal Reasoning – Tests are tailor made to test a candidate's ability to understand
words and passages they have read. These are multiple choice questions and answers
need to be marked clearly.

* Numerical Reasoning - Tests are meant to test your ability to work with and solve
problems related to numbers. Questions may be presented in the form of graphs, tables,
charts etc. Questions might seem similar but require using your knowledge and
understanding of numbers for each question.

* Personality Tests - Such a questionnaire contains a set of questions about you and are
meant to test and know your thinking style, forces that guide and motivate you as well as
your thought process and ability to get along with others. While answering these
questions, you must be honest with yourself rather than giving answers that you think are
'right'!

Besides these, you may be asked to get involved in group discussions and exercises
where you would take part in discussions on a topic with others in the group. These tests
are nothing but a means to judge how well you can voice your opinions and discuss
topics without monopolizing the discussion. The group discussion may also be aimed at

19
finding solutions to a problem together as a group. The proceedings of the group are
watched by a person from the Company.

* Presentation - In a presentation, a candidate is expected to address a live audience and

present on a topic. This is meant to test your ability to talk publicly with self confidence
and intelligence.

During a presentation, you must make sure that you are calm, focused and relaxed. This
is your opportunity to show to the employer that you have confidence to back your
intelligence. Remember to maintain eye contact with your audience.

You may also be expected to use visual aids such as overhead projectors and charts etc
during the presentation. The above mentioned are just some of the most commonly used
tests that organizations rely on before calling you for that face to face interview. It is not
uncommon to discuss with you how you think you fared in each test and your thoughts
about each.

Partial Recruitment & Total Recruitment

Full Outsourcing
Partial Outsourcing

Full Outsourcing:

Activities initiated in a recruitment process from day one i.e. understanding the
requirement until closing down the position, all comes under the Full Outsourcing model.
This model of outsourcing comprises of not only non-core but also core recruitment
activities that are communication based and are effective for critical recruitment.

Partial Outsourcing

Apart from the core recruitment activities, all other non-core activities such as
understanding the requirement, placing the position on various job boards, searching and
researching candidates, sorting profiles, screening CV and responses, and finally sourcing
you with the list of candidates that are the best match for the position make into partial
outsourcing process. These are precisely the activities that RPOs are most preferred.

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 -Chapter 3-
Recruitment Process of Company

3.1 Recruitment and Selection Process:

Recruitment refers to the process of identifying and attracting job seekers so as to build a
pool of qualified job applicants. The process comprises five interrelated stages, via,
1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control.
The ideal recruitment programmed is the one that attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions with the
organization, when offered. Recruitment programmers can miss the ideal in many ways
i.e. by failing to attract an adequate applicant pool, by under/over selling the organization
or by inadequate screening applicants before they enter the selection process. Thus, to
approach the ideal, individuals responsible for the recruitment process must know how
many and what types of employees are needed, where and how to look for the individuals
with the appropriate qualifications and interests, what inducement to use for various types
of applicants groups, how to distinguish applicants who are qualified from those who
have a reasonable chance of success and how to evaluate their work

EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching for and obtaining applications for job
seekers in sufficient number and quality. Keeping this objective in the mind, the
evaluation might include:
1. Return rate of application sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process
5. Time lapsed data

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6. Comments on image projected

PHASES OF RECRUITMENT

Recruitment process can be categorized into three phases namely:

1. Planning

2. Implementation

3. Closure

Planning

In the planning stage, evaluation of needs and requirements of skill sets, organizational
behavior and relationships is to be done. In order to find a suitable candidate prime
consideration is to be given to company's existing business activities, business plans,
work-culture, structures, systems and future plans. Concentration should be on job
description, job title, and key result areas, principal accountabilities, and opportunities,
career implications, reporting structure, working environment, job specification, location,
salary and benefits. Initial planning enables to identify the needs of both the company as
well as the candidates, which further helps in deciding on a search strategy to target on
specific skills, education, personality and experience. Field research provides a list of
qualified, who are worth pursuing. After this start searching for candidates either from
database or by advertising for the position.

Implementation

Implementation stage consists of several phases including preliminary interviews, short-

listing of candidates, informal reference checks, interviews with line manager & HR
manager and formal reference checks. During preliminary interviews, potential
candidates are contacted and interviews are conducted to find out their interest and
suitability. Preliminary interviews result in short-listing of highly qualified candidates.
Informal reference checks may or may not be conducted to verify achievements and work

22
experience. In case a candidate is selected by the line manager, then formal reference
checks can be conducted.

Closure

Closure stage consists of negotiation, offer, follow-up and handholding. During

negotiation compensation and benefits are discussed & competitive and equitable
package are planned. During the follow-up, one keeps in touch with the candidate till he
or she joins the company. After this, the handholding process ensures a smooth
integration into the organization and accomplishment of targets and performance goals.

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -

1) INTERNAL FACTORS
 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Engagement of the company in HRP
 Company’s size
 Cost of recruitment
 Company’s growth and expansion

2) EXTERNAL FACTORS
 Supply and Demand factors
 Unemployment Rate
 Labour-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors

SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal sources
and external sources. Both have their own merits and demerits.
Internal Sources:-
Persons who are already working in an organization constitute the ‘internal sources’.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted.

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External Sources
External sources lie outside an organization. Here the organization can have the services
of: (a) Employees working in other organizations; (b) Jobs aspirants registered with
employment exchanges; (c) Students from reputed educational institutions; (d)
Candidates referred by unions, friends, relatives and existing employees; (e) Candidates
forwarded by search firms and contractors; (f) Candidates responding to the
advertisements, issued by the organization; and (g) Unsolicited applications/ walk-ins.

SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES

1) Promotion 1) Campus recruitment
2) Transfers 2) Press advertisement
3) Internal notification 3) Management consultancy service
(Advertisement) & private employment exchanges
4) Retirement 4) Deputation of personnel or transfer
From one enterprise to another
5) Recall 5) Management training schemes
6) Former employees 6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sources

METHODS OF RECRUITMENT

Internal Methods:

1. Promotions and Transfers

This is a method of filling vacancies from internal resources of the company to
achieve optimum utilization of a staff member's skills and talents. Transfer is the
permanent lateral movement of an employee from one position to another position in
the same or another job class assigned to usually same salary range. Promotion, on
the other hand is the permanent movement of a staff member from a position in one
job class to a position in another job class of increased responsibility or complexity of
duties and in a higher salary range.

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 2. Job Posting
Job Posting is an arrangement in which a firm internally posts a list of open
positions (with their descriptions and requirements) so that the existing

Employees who wish to move to different functional areas may apply. It is also
known as Job bidding. It helps the qualified employees working in the organization to
scale new heights, instead of looking for better perspectives outside. It also helps
organization to retain its experienced and promising employees.

3. Employee Referrals
It is a recruitment method in which the current employees are encouraged and
rewarded for introducing suitable recruits from among the people they know. The
logic behind employee referral is that “it takes one to know one”. Benefits of this
method are as follows:
 Quality Candidates
 Cost savings
 Faster recruitment cycles
 Incentives to current employees
On the other hand it is important for an organization to ensure that nepotism or
favoritism does not happen, and that such aspects do not make inroads into the
recruitment process.

External Methods:
External methods of recruitment are again divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.

Direct External Recruitment Methods

1. Campus Recruitment
In Campus Recruitment, Companies / Corporate visit some of the most important
Technical and Professional Institutes in an attempt to hire young intelligent and smart
students at source. It is common practice for Institutes today to hire a Placement
Officer who coordinates with small, medium and large sized Companies and helps in
streamlining the entire Campus Recruitment procedure.

Benefits of Campus Recruitment

 Companies get the opportunity to choose from and select the best talent in a
short span of time.
 Companies end up saving a lot of time and efforts that go in advertising
vacancies, screening and eventually selecting applicants for employment.

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Indirect External Recruitment Methods

1. Advertisements
Advertisements are the most common form of external recruitment. They can be
found in many places (local and national newspapers, notice boards, recruitment
fairs) and should include some important information relating to the job (job title, pay
package, location, job description, how to apply-either by CV or application form,
etc). Where a business chooses to advertise will depend on the cost of advertising and
the coverage needed i.e. how far away people will consider applying for the job.

Third Party Methods

 Private Employment Search Firms:-

As search firm is a private employment agency that maintains computerized lists of

qualified applicants and supplies these to employers willing to hire people from the list
for a fee. Firms like Arthur Anderson, Boble and Hewitt, ABC consultants, SB
Billimoria, KPMG; Ferguson Associates offers specialized employment-related services
to corporate houses for a fee, especially for top and middle level executive vacancies.
AT the lower end, a number of search firms operate – providing multifarious services to
both recruiters and the recruiters.

 Employment Exchanges:-

AS a statutory requirement, companies are also expected to notify (wherever the

Employment Exchanges Act, 1959, applies) their vacancies through the respective
Employment Exchanges, created all over India for helping unemployed youth, displaced
persons, ex-military personnel, physically handicapped, etc. AS per the Act all
employers are supposed to notify the vacancies arising in their establishments form time
to time – with certain exemptions – to the prescribed employment exchanges before
they are filled. The Act covers all establishments in public sector and nonagricultural
establishments employing 25 or more workers in the private sector. However, in view
of the practical difficulties involved in implementing the provisions of the Act (such as
filing a quarterly return in respect of their staff strength, vacancies and shortages,
returns showing occupational distribution of their employees, etc.) many organizations
have successfully fought court battles when they were asked to pick up candidates from
among those sponsored by the employment exchanges.

 Gate Hiring and Contractors:-

Gate hiring (where job seekers, generally blue collar employees, present
themselves at the factory gate and offer their services on a daily basis), hiring through

26
 contractors, recruiting through word-of-mouth publicity are still in use – despite the
many possibilities for their misuse – in the small scale sector in India.

 Unsolicited Applicants / Walk-ins:-

Companies generally receive unsolicited applications from job seekers at various

points of time; the number of such applications depends on economic conditions, the
image of the company and the job seeker’s perception of the types of jobs that might be
available etc. Such applications are generally kept in a data bank and whenever a
suitable vacancy arises, the company would intimate the candidates to apply through a
formal channel. One important problem with this method is that job seekers generally
apply to number of organizations and when they are actually required by the
organizations, either they are already employed in other organizations or are not simply
interested in the position.

STEPS IN SELECTION PROCESS

1. Screening of Applications -: Prospective employees have to fill up some sort of

application forms. These forms have variety of information about the applicants
like their personal bio-data, achievements, experience, etc. Such information is
used to screen the applicants who are found to be qualified for the consideration
of employment. Based on the screening of applications, only those candidates are
called for further process of selection that is found to be meeting the job standards
of the organization.

2. Selection Tests -: Many organizations hold different kinds of selection tests to

know more about the candidates or to reject the candidates who cannot be called
for interview, etc. Selection tests normally supplement the information provided
in the application forms. Such forms may contain factual information about
candidates. Selection tests may give information about their aptitude, interest,
personality, etc., which cannot be known by application forms. Types of selection
tests are as follows: Achievement test, Intelligence test, Personality test, Aptitude
test, Interest test.

3. Interview -: Selection tests are normally followed by personnel interview of the

candidates. The basic idea here is to find out overall suitability of candidates for
the jobs. It also provides opportunity to give relevant information about the
organization to the candidates. In many cases, interview of preliminary nature can
be conducted before the selection the selection tests. For example, in the case of
campus selection, preliminary interview is held for short listing the candidate’s
process of selection.

4. Checking of References -: Many organizations ask the candidate to provide the

names from whom more information about the candidates can be solicited. Such
information may be related to character, working, etc. The usual referees may be

27
 previous employers, persons associated with the educational institutions from
where the candidates have received education, or other persons of prominence
who may be aware of the candidate’s behavior and ability.

5. Physical Examination -: Physical examination is carried out to ascertain the

physical standards and fitness of prospective employees. The practice of physical
examination varies a great deal both in terms of coverage and timings. Some
organizations only have general check up of applicants to find out the major
physical problems which may come in the way of effective discharge of duties. In
the context of timings also, some organizations locate the physical examination
near the end of the selection process, others place it relatively early in the process.
This latter course is generally followed when there is high demand for physical
fitness.

6. Approval by appropriate Authority -: On the basis of the above steps, suitable

candidates are recommended for selection by the selection committee or
personnel department. Organizations may designate the various authorities for
approval of final selection of candidates for different categories of candidates,
Thus, for top level managers, Board of directors may be approving authority; for
lower levels, even functional heads concerned may be approving authority. When
the approval is received, the candidates are informed about their selection and
asked to report for duty to specified persons.

7. Placement -: After all the formalities are completed, the candidates are placed on
their jobs initially on probation period may range from three months to two years.
During this period, they are observed keenly, and when they complete this period
successfully, they become the permanent employees of the organization.

INTERVIEW

 Interview is selection technique that enables the interviewer to view the total
individual and to appraise him and his behavior. It consists of interaction between
interviewer and applicant. If handled properly, it can be a powerful technique in
achieving accurate information and getting access to material otherwise
unavailable. However, if the interview is not handled properly, it can be a source
of bias, restricting or distorting the flow of communication. Interview is the most
widely used selection technique because of its easiness.

There can be several types of interviews:

 Preliminary interview is held to find out whether the candidate is required to be

interviewed in more detail.

28
  Stress interview is directed to create situations of stress to find out whether the
applicant can perform well in a condition of stress.
 Patterned interview is structured and questions asked are decided in advance. This
is done to maintain uniformity in different boards of interviewers.
 Depth interview, also known as non-directive interviewer, covers the complete
life history of the applicants and includes such areas as the candidate’s work
experience, academic qualifications, health, interests, hobbies, etc. This method is
informal, conversational with freedom of expression to the candidate

PRINCIPLES OF INTERVIEWING

Interview is the most frequently used technique for selection. However, it can give
better results only when it is conducted properly. Following points can be taken into
consideration to make an interview more effective:

 There should be proper planning before holding the interview, what way it will be
conducted, on what basis the candidate is to be evaluated, and how much weight-
age will be given to interview in the total selection process. Preparation on these
lines avoids ambiguity and confusion in interviewing.
 There should be proper setting for conducting interview. The setting is required
both of physical and mental nature. The physical setting for the interview should
be comfortable and free from any physical disturbance. The mental setting should
be one of rapport between interviewer and the candidate.
 When the candidate feels at ease, the interview may be started. At this stage, the
interview obtains the desired information and may provide the information sought
by the candidate. The interviewer should ask questions in a manner that
encourages the candidate to talk. He should listen to carefully when the candidate
is furnishing the information. This gives an impression to the candidate that the
interviewer is quite serious about him and he will do his best.
 The interview of the candidate should close with pleasant remarks. If possible, the
interviewer should give an induction about the likely end of interview. Saying
‘thanks’, ‘good wishes’ or similar things carries much better impression about the
interviewer.
 Immediately after the interview is over, the interviewer should make an
evaluation of the candidate. At this stage, the things are quite fresh mind. He can
give remarks about the characteristics of the candidate or give grade or mark as
the case may be. This will help the interviewer to make a comparative evaluation
of all candidates easily

PLACEMENT AND INDUCTION

After a candidate is selected for employment, he is placed on the job. Initially, the
placement may be probation, the period of which may range from six months to two

29
 years. After successful completion of the probation period, the candidate may be
offered permanent employment.

After the initial placement of the candidate on the job, his induction is necessary.
Induction is a technique by which a new employee is rehabilitated into the changed
surroundings and introduced to the purposes, policies and practices of the
organization, employee’s job and working conditions, salary, perks, etc. In other
words, it is the process of introducing the employee to the organization and vice
versa. Induction is required because of following reasons:

1. When a new employee joins an organization, he is a stranger to the

organization and vice versa. He may feel insecure, shy, and nervous in the
strange situation. He may have anxiety because of lack of adequate
information about the job, work procedures, organizational policies and
practices, etc. In such a case, induction is needed through which relevant
information can be provided; he is introduced to old employees and to work
procedures. All these may develop confidence in the candidate and he may
start developing positive thinking about the organization.

2. Effective induction can minimize the impact of reality shock some new
employees may undergo. Often, fresher’s join the organization with very high
expectations which may be far beyond the reality. When they come across
with reality, they often feel shocked. By proper induction, the new comers can
be made to understand the reality of the situation.

Every organization has some sort of induction program either formally or informally.
In large organizations where there are well-developed personnel functions, often
induction programmers are undertaken on formal basis, usually through the personnel
department. In smaller organizations, this may be done by the immediate superior of
the employees.

Hypothesis about Recruitment & Selection:-

1. Any selection process should be gender- and culture-blind.

Recognizing that gender blindness is impossible, the goal then is to be gender- and
culture-aware, working consciously to avoid assumptions, stereotypes or
generalizations. It also means being aware that, at first, “difference” may feel
uncomfortable.

2. Final selection is made from a pool of equally qualified candidates.

There is no such thing as “equally qualified” – each candidate brings something
different. A better term is “fully qualified”. Once a pool of fully qualified candidates
emerges, the special attributes that each candidate has to offer can be mapped against
the original list of competencies sought.

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 1. Getting Client & Identify Vacancy
2. Getting Job Description
3. Job Posting
4. Resume Reading & Sourcing
5. Talking to Candidates – Essence of recruitment
6. Scheduling
7. Interviewing
8. Follow up

The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment
formalities.

Step 1 – Getting client & Identify Vacancy.

First of all any consultancy need to get client or any consultancy need to achieve good
company as their client. Any consultancy then do an agreement with that company and
when any vacancy gets pop up in that respected company, it will make approach to that
particular consultancy with whom an agreement has been done.

Talent Corner is successfully working to fulfill the requirements of clients from different
sectors like construction, IT, Non-IT, Travel & tourism and so on

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Step 2- Getting Job Description

Hiring and retaining quality workers is difficult. That is why a good hire starts with an
excellent job description. We offer a wide range of job description forms that will help
your organization by using them as-is or modifying them as a template to suit your
particular job opening.

Download and use the Job Descriptions that we are offering. They come in MS Word
format, as well as in PDF.

Job descriptions are crucial for hiring and retaining the best workers. Often, employees
are lead to believe a job is one thing only to be disappointed to find that the employment
is not as satisfying and challenging. The result is an employee who is difficult to
motivate.

One root cause is the job description originally drawn up the organization itself. It is
important to do yearly job surveys in order to understand exactly what the employees are
doing. What some managers fail to understand is that employee roles tend to change and
morph according to their skills and talents as well as evolving workplace demands.

For this reason we advocate that the HR manager or other administrator conduct an
employee job survey and review their Job Descriptions to make sure they match up. Any
subsequent employee search will be dependent on an accurate description so that when
the employee is hired there will be no surprises, and the quality level and productivity
will rise company-wide.

A job description is a list of the general tasks, or functions, and responsibilities of a

position. Typically, it also includes to whom the position reports, specifications such as
the qualifications needed by the person in the job, salary range for the position, etc. A job
description is usually developed by conducting a job analysis, which includes examining
the tasks and sequences of tasks necessary to perform the job. The analysis looks at the
areas of knowledge and skills needed by the job. Note that a role is the set of
responsibilities or expected results associated with a job. A job usually includes several
roles. The job description might be broadened to form a person specification. An
alternate terminology used under the UN system is Terms of reference (TOR).

Purpose

The objective of a job description is to have an outline of duties and responsibilities to

make the screening process as direct and focused as possible.[1]

Job descriptions may have the following elements:

 improvement cooperation by giving all members of the organization insight in

existing responsibilities/roles

32
  enabling career moves within the organization
 determination of amount of pay per function
 increase of results by specification of responsibilities and key performance
indicators
 development of job owner by specification of competences

Possible job description items

Job

A specific designation of a post within an organization normally associated with a job

description that details the tasks and responsibilities that go with it. With the rise of
online job search engines, job titles became increasingly important. In many cases, this
causes job title inflation.[2]

Job duties

May also be called Tasks Performed; may be as lengthy as necessary to fully describe
each essential duty or responsibility which comprises the employee's functions, generally
starting with principal duties.

Roles and responsibilities

This includes supervisory level, managerial requirements, and any working relationships
and may also include your corporate/individual objectives.

Job specifications or qualifications

This section could include academic requirements such as 5 GCSE's at grade C and
above.

Key role interactions

Salary and benefits

Describes the compensation type, hourly or salary, and amount. In addition it includes
both standard benefits and any fringe benefits associated with the position.

After getting requirements from clients the main job is to prepare JD, sometimes client
provide formatted JD.

Job description gives a crystal clear idea about what the job is and what qualification and
skills required.

33
Some Examples:

Designation Insurance Associate / Sales Associate / Sales Executive / Sales

Representative / Business Development Executive / Relationship
Executive / Financial Planning Officer / Sales Officer / Financial
Executive / Relationship Officer / Financial Officer /
Relationship Associate / Assistant Relationship Manager /
Associate Financial Services Manager / Direct Sales Force / FOS
Job Description Candidate will be part of Sales Channel
Function and will be responsible for selling the insurance plans
of the company. She / He would be required to perform specific
duties such as tele-marketing, cold-calling, customer visits,
prospecting and follow up visits, customer support and coordination.

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Designation Insurance Associate / Sales Associate / Sales Executive / Sales
Representative / Business Development Executive / Relationship
Executive / Financial Planning Officer / Sales Officer / Financial
Executive / Relationship Officer / Financial Officer /
Relationship Associate / Assistant Relationship Manager /
Associate Financial Services Manager / Direct Sales Force / FOS
Job Specification In-depth knowledge of local area, good networking, good
communication skills, computer knowledge. One year of sales in
financial sector would be preferable.

Experience: 0 - 5 years
Compensation 0.00 - 2.00 lacs
Other Remarks Key Skills
Sales, Insurance, Marketing, Banc assurance, Direct Sales, Retail
Sales

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Designation Relationship Manager / Assistant Sales Manager / Financial
Service Consultant / Assistant Business Development
Manager / Acquisition Manager / Senior Executive / Team
Leader / Financial Planning Consultant / Sales Development
Manager
Job Description Responsible for Sales & Development of insurance, client
servicing, lead generation activities & meeting
the sales targets (Team targets and if necessary individual
targets).Ensure high standards of customer satisfaction by ensuring
proper resource availability and customer treatment.
Job Specification Should be good in relationship based consultative selling, concept
sales. Smart, ambitious & having excellent sales & communication
skills. Excellent team handling skills.

Experience:1 - 4 years

Education: Any graduate

Compensation 1.50 - 3.50 lacs
Other Remarks Key Skills
Team Leader, Sales ,Sales & Development, Business Development

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 Designation Sales Manager / Agency Manager / Business Development
Manager / Unit Manager / Area Sales Manager / Financial
Planning Manager / Unit Sales Manager / Business Manager /
Territory Sales Manager / Agency Development Manager
Job Description Recruitment of Insurance Advisors / Executives
Training, motivating & managing them.
Field Work with Advisors / Executives
Set targets for advisors, review these & consistently raise them.
Achievement of monthly Sales Target
To continuously review performance of own team and to improve
their productivity on an ongoing basis.
Provide leadership and management to the team of Advisors.
Review meeting with advisors.
Job Specification Excellent networking abilities.
Team management and good communication.

Experience: 1-6 years

Education: Any graduate, B.A, B.B.A, B.Com, M.A, MBA,
M.Com, M.Sc
Compensation 1.50 – 5.00 lacs
Other Remarks Key Skills
Sales , Good network and communication skills, Sales and business
development, team building

Step 3- Job Posting

Always post jobs with an detail job description as above and option to be sent to friends
and for critical positions display it on the office notice boards or of course at the company
intranet site.

37
Employee feel good when they are provided with an opportunity to refer someone, but
also ensure that none of the employees get emotional on forcing you to take somebody
for the position without the required qualification and skills

Traditionally, we follow the same sources to find the resume for standard type of jobs,
which do not ask for rare skills. That is, we look for resume in internal database or
external database being job portal. And with my experience, I have always found the best
resume for common & regular skills from the obvious source that from any other source.

But yes, of course for niche skills I have had my own share of nightmares by not being
able to get even a single resume in months’ time. But I learned to source resumes from
unconventional sources. Definitely placement agencies come to your rescue most of the
times, but when there are too many constraints with a particular position or job, it’s you
who have to do the entire job. No one except you will be able to find a matching resume.
You will be able to find good resume only when you start thinking out of box. Below are
some of the examples / source from where I have got good responses.
College alumni sites.
Yes you can post you job ads there as well. Usually the administrators of such site would
ask for authenticity of your company and intention of posting a job. Also, they may
provide you with a format for posting.
Forums.
These days there are ample of forums for different professions. Try to know about these
forums and post in 3-4 forums, where you expect to get response.
Closely read all the leading newspapers opportunity.

Talent Corner HR Services mainly uses three portals for job posting as Naukri, Shine &
Times Jobs.

Step 4- Resume Reading and Sourcing

Seeing the dozens of resumes on your desk, you feel compelled to read each one to make
sure you don't pass on someone perfect for the position. But, you really don't have the
time to look through each one that carefully. What do you do?

Follow these steps for a foolproof way to screen out unqualified resumes, leaving you
with the cream of the crop:

1. Refer to the job description

the first step to screening applications is to look at the qualifications, skills and
experience required from the job description that you so carefully created for the position.
Make a checklist of the must-have skills and the nice-to-haves.

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2. Compare the applications to the checklist

Read through each application and give one point for each must-have skill that the
applicant possesses and one point for each nice-to-have skill. At the end, the more points
an applicant has, the more closely he/she matches the requirements of the position.

3. Look past the resume format

Don't be thrown off by the different styles and formats of resumes that you receive. In
this first review of applications, you can pick out whether the candidate does or does not
possess the skills that you require, regardless of how the resume looks.

4. Categorize each applicant

Separate each applicant into a Yes, Maybe or No pile. "Yes" applicants are those who
possess all the must-have skills and most of the nice-to-have skills. "Maybe" applicants
are those who possess all or most of the must-have skills and some of the nice-to-have
skills. "No" applicants are lacking both must-have and nice-to-have skills.

5. Select candidates to proceed to the next step

Depending on your time availability, you will most likely interview candidates in the Yes
pile and possibly some in the Maybe pile. If there are no candidates in the "Yes" pile,
review the candidates in your "Maybe" pile and see if any are worthwhile considering
further. Or, if you are lucky enough to have lots of candidates in the "Yes" pile, you will
need to narrow the number of applicants even more by looking at what additional skills
and experience they bring to the table. A common process is to use the initial review of
resumes to screen candidates out, while a more careful second review is used to screen
candidates in.

6. Don't settle

finding the right employee for your business is critical to your company's success.
Settling for the wrong employee can cause you much more harm down the road than
good. Provided that you are sure that your job description accurately reflects the position
that you are trying to fill, if you don't find what you're looking for in the applications that
you have received, go back and re-advertise the position. You will save yourself
tremendous time, energy and heartache by hiring the right employee, the first time.

7. Red flags

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although not necessarily a reason to screen out a resume, are on the lookout for the
following red flags: frequent changes in employers or positions; large gaps in
employment; a resume with no dates; spelling and grammar mistakes; vague descriptions
of duties & responsibilities. Any concerns should be questioned during the interview.

Ok, now let’s move on to reading resumes, which is one of the most important skills
required by the recruiters. First and foremost step before starting with reading resumes, is
to read & understand the job description properly.
Reading resumes for sure enhances the skill - ‘attention to detail’ and everyone would
agree that it is very important for any kind of job on the earth. And this also saves a lot of
time & effort for the next set of steps in the recruitment process. Of course this will as
well help in jotting down various questions for preliminary interviews or for telephonic
interest checking with the candidates
Here is a classical example of a junior level Software Engineer resume bit.
Responsibilities:
• – Coding & Development.
• –Unit testing.Technology/Platform /Software: Java, C++, C, UNIX, Oracle and
XML.

I am very sure; each one, of us who are into IT recruitment would have come across
similar kind of resumes with above responsibilities. Tell me, how would you be able
decide on which programming language, the person would actually be coding on, until &
unless you read the
Resume properly and ask the right question to him / her. And if you do just the keyword
search and pick up the wrong person, just know at the end that he/she is not working in
Java but in C++, which is not what you are looking for.
This is at very basic level, but yes, we all do this mistake or would have done during our
initial days of recruitment or rather to put it positively, this is how we start to learn the art
of ‘scrutinizing’ the resume.

Traditionally, we follow the same sources to find the resume for standard type of jobs,
which do not ask for rare skills.
That is, we look for resume in internal database or external database being job portal.
And with my experience, I have always found the best resume for common & regular
skills from the obvious source that from any other source.
But yes, of course for niche skills I have had my own share of nightmares by not being
able to get even a single resume in months’ time. But I learned to source resumes from
unconventional sources. Definitely placement agencies come to your rescue most of the
times, but when there are too many constraints with a particular position or job, it’s you
who have to do the entire job. No one except you will be able to find a matching resume.
You will be able to find good resume only when you start thinking out of box. Below are
some of the examples / source from where I have got good responses

The whole world is experiencing the effects of one of the worst recessions in history that
has resulted in a global financial instability. Businesses have hit the all-time low and

40
unemployment rate has touched the all-time high. Massive layoffs have engulfed more
than 2.5 million jobs over the past 12 months in the U.S. alone. Interestingly, job cuts
have resulted in a surge of resumes in job boards. Majority of the companies have also
shrunk their recruiting budgets to a larger extent.

Despite all these events, recruitment has not been stopped completely; the employers are
very selective in recruiting the right candidate. So as a recruiter, you need to look through
several resumes from different sources to find the best candidates. As sourcing resumes
from job boards is quite expensive, the only place where you can source resumes for
FREE is the Internet. Even experts have identified that sourcing resumes using search
engines is one of the key areas that need to be focused in the year 2009 to help tide over
the current crisis.

Typically a simple resume search, for example in Google, will fetch you resumes along
with a lot of other unwanted data. You have to manually filter the resumes from the
search results. Expert recruiters use advanced search queries to eliminate the unwanted
data and narrow down the search results to appropriate resumes.

The advanced search queries constitute Boolean search options (AND, OR, NOT) and
other advanced search techniques that enables you to find resumes using various search
parameters (title, url, site, link, file type, group, etc.). However the major challenge is, to
use these advanced Google search queries, you need to be an expert in writing and
structuring the search queries. In addition, whenever you search for resumes using a
keyword, you need to generate a lot of search queries which is time consuming and
tiresome.

SAMPLE RESUMES:

*All the personal details have not been displayed for confidentiality purpose

1. Financial Officer

Objective:

To apply for a managerial position in customer service department to utilize my

knowledge and skills in the field.

Work Experience:

Working in a one of the major insurance company, Bharti AXA Life Insurance
Company Limited as a Financial Officer from Dec 2008 to till now.

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ING Vysya Life Insurance Company Ltd. as a Sales Executive from Feb 2008 to Dec
2008.

Work Profile:

Achieving primary sales volume

To create & build good relationship with customer

Doing good selling and achieving monthly target

Summer Internship:

Company: IFB Industries Limited (Home Appliance Division)

I have successfully completed the summer training in IFB Industries Limited on the topic
“Trade Survey on IFB Washing Machine” during 1st June 2007 to 31st Aug 2007 (3
months).

Work profile:

Selling of IFB’s Washing Machines

Consumer and Trade partners’ perception

Brand awareness & Competition

Professional Credential:

MBA with Marketing as Major and Finance as minor specialization from Bijupatnaik
Institute of Information Technology and Management (BIITM) under Biju Patnaik
University of Technology (BPUT) Orissa of the Batch 2006-2008.

Academic Credentials:

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Bachelor of Science (Hons.)- Mathematics from Hindol College, Dhenkanal under Utkal
University, Orissa in 2006

12th Sc. From Hindol College, Dhenkanal under Council of Higher Secondary Education
(C.H.S.E.), Orissa in 2003

10th from Gopabandhu high School, Dhenkanal under Board of Secondary Education
(B.S.E), Orissa in 2001

Corporate Training Programmes Attended:

I have gone through a various training programmes such as;

Managerial Skills Development (MSD)

Effective Communication

Leadership & Presentation Skills

Psychological Counseling & Practice (PCP)

Computer Knowledge:

Gained proficiency in MS Office packages like Word, Excel and Power point with
Internet Application.

2. Relationship Manager

Objective:
To contribute towards the organization in achieving its goals by utilizing my skills to the
best of my ability in a competitive work environment. Self learning and updating my skill
sets along the way is something that I consider mandatory.

Work Experience:
Company: Bajaj Allianz Life Ins. Co. Ltd. (Current)
Title: Relationship Manager

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Period: 3 years
Area of work
Financial Planning for customers of Syndicate Bank (banc assurance) i.e.: Insurance and
Investments in Capital markets, Debt markets and Traditional products.
Key tasks and responsibilities:
Customer retention through good after sales.
Product awareness of various investment avenues available to the customer from the
bank.
Outdoor calls, especially HNI clients of the bank accompanied by bank staff.
Conducting training programs for Syndicate Bank staff.
Customer acquisition on second priority basis.
Currently coordinating with 10 Branches in Goa region.
Was in charge of 2 outstation branches i.e.: Ratnagiri and Vengurla.
Notable achievements
Selected on deputation to Mumbai Syndicate Bank to participate in a business generation
campaign for 2 weeks.
Total premium collected for the fiscal 2008 - 09 Rs 1.3 Crores
Highest premium collected Rs 15 Lakhs.

Company: HDFC Bank

Title: Sales Executive
Period: 1 year
Dept of work: Retail Assets - Personal Loans
Key tasks and achievements:
Business generation through bank leads.
Looked after 3 branches vis a vis; Perform, Panjim, Caranzalem.
Organized mela at Verna Industrial Estate, Goa.
Highest loan disbursed Rs 20 Lakhs.

Company: Intelenet Global Services pvt. ltd. Mumbai

Title: Customer Service Executive

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Period: 1 year
Process: Inbound BPO services Household Bank Credit Cards.
Key tasks and achievements:
Credit card account servicing
Target based online Sales of credit card products.
Awarded highest number of clients serviced in a month.

Education Qualification:
BSc from St.Xaviers College of Arts, Science & Commerce with second class

H.S.C from St.Xaviers H.S.S. Obtaining second class

S.S.C from St. Britto High School with first class

References: On request

3. Branch Sales Manager

Career Contour

Since Jan'07

HDFC Standard Life Insurance Co. Ltd. Branch Sales Manager

Key Highlights

Spearheaded all the activities of 2 BDMs, 10 SDMs as well as 125 Financial Consultants
for selling insurance plans.

Worked towards attaining the average activation in excess of 35%.

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Adeptly nurtured 2 SDMs to attain promotion to the next level.

Instrumental in maintaining of quality in the Sales Process with a high persistency of

98%

Record of mentoring as well as handling FLS to attain incentive worth Rs. 50,000/- per
month; developed maximum incentive earners.

Distinction of timely carrying out the deviation analysis of target v/s achievement for
each FLS; created a proper Performance Improvement Planning for them.

Nov'05 - Dec'06

SBI Life Insurance Co. Ltd. as a Territory Manager

Key Highlights

Effectively spearheaded a team with 25 advisors and directed them in ways of promoting
various insurance schemes thus attaining preset business targets.

Formulated and implemented effective business strategies in the existing as well as

untapped markets.

Deftly created as well as retained various HNI advisors for attaining maximum profits.

Merit of attaining an award for acquiring highest business in terms of premium income of
Rs. 75 Lakhs in a short span of 6 months.

Nov'04 - Oct'05

ING Vysya Life Insurance Co. Ltd. as a Sr. Sales Manager

Key Highlights

Strived towards exploring fresh business opportunities using road shows as well as
exhibitions.

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Steered efforts in augmenting the business by 50%.

Accountable for developing HNI clients though builders, developers, media personalities,
businessmen, etc.

Instrumental in liaising with corporate for the recruitment of advisors.

Jun'01 - Nov'04

ICICI Prudential Life Insurance Co. Ltd. as an Agency Manager & Unit Manager

Key Highlights

Pivotal in driving insurance care consultants in developing clients.

Proficiently led the Regional Managers Century Challenge to attain 160 policies in a
single month.

Awarded a Trophy in NITE of Stars for performers.

Prestige of acquiring a constant activisation ratio at over 60%; average productivity per
active advisor being over 6.

Recognized and awarded a special incentive for acquiring over Rs. 6 million and
finishing in top slot.

Deftly received a certificate from Chief Agency Officer for qualifying the Assessment
Centre.

Jun ‘96 –Feb ‘01

Alpic Finance Ltd. as a Exec-Sales & Marketing

Key Highlights

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Involved in designing as well as carrying out various strategies for increasing business
volumes of mutual funds.

Managed a network of 250 investment consultants in the branch.

Adeptly acquired a business worth Rs. 2 crores in IDBI Flexibond issue as part of lead
managers’ team.

Distinction of attaining business valued:

Over Rs. 6 crores in the Maharashtra Krishna Valley Development Co. issue.

Rs. 2.5 crores for Alpic Liquid Bonds and Tax Savings Bonds and Mutual Funds.

Jul'93 - May'94

20th Century Finance Corp. Ltd. as a Junior Officer

Key Highlights

Played a key role in delegating new channels partners for effective penetration.

Handled all activities related to Lease Disbursements, Cheques Release, documentation

etc. Studied consumer buying patterns and likely devised strategies for expanding
existing product line. Record of securing a prestigious Gujarat Electricity Board
disbursement of Rs. 6 crores; completed the assignment within a day.

Scholastics

MMS (Master of Management Studies) from MGM Institute of Management in 1996

B.Com from SIES College of Commerce & Economics in 1993

Step 5- Talking to Candidates – Essence of recruitment

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I have learnt the harder way to make notes well in advance on what to discuss with the
candidates before calling them. This helps in saving time, talking right to the point and
getting all the relevant responses from the candidate. Also, just don’t
blindly follow any of the checklist forms if you or your company has devised. Make a
sense out of it before using it. Also, try to attach the info collected with the hardcopy of
resume and as well enter your comments on to any of the recruitment application system
that you use, this will help in future references.

This practice, especially for recruitment consultancy companies proves very handy, when
more than one consultant needs to touch database with the candidates for their various
clients. But there should always be a set of guidelines in considering
A candidate for more than one position. As far as possible don’t send single candidate’s
resume to more than one client at a time.

I am sure, that will never happen with anybody, but definitely

Do regular follow up with the client, so that after a decent wait, the same candidate can
be considered for another client or another position.
whenever you talk with candidates, be it preliminary, or interest checking or face to face
interview, please give enough time for them to ask questions, this will help you to be
more clear about the job and opportunities and fill in all those gaps which may exist
without your
Knowledge in the job description provided to you.

You don’t necessarily have to answer all the questions right away. But this will
definitely help in working on your listening & analyzing skill.
Most importantly, if you are serious about hiring a person, be positive and serious about
it especially when you meet them face to face. I have met so many HRM professionals,
without the right attitude during the initial interviews; I have come across quite a few of
them who don’t even have the courtesy to smile.

Step 6- Scheduling

After discussing about the position, we move forward with scheduling for interview.
Inform the candidates about the appropriate date and time of interview and how much
time will the interview take, and what would be the subsequent steps in recruitment
process.
1. Inform well in advance to everyone who is required and responsible
For the interview.

2. Make a list of candidates called for the interview and distribute to the
Following persons:
To yourself - please carry one copy with you all the time during the day of
Interview with the contact numbers of candidates.
Front desk personnel
Technical People (Manager/Leader)

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3. Equip your colleague with one – in case if you are moving around and if anyone wants
any information on this, he/she can always help.

4. May sound as if you are giving your work to someone else. NO, it would just help in
building team spirit and will help to work towards being process oriented than people
oriented.

If candidates are made to wait regularly, try to find out who is lacking on managing their
time, and try to put it across to the person and ensure it does not happen again. Filling a
position is a two way process, if we are evaluating candidates, even they are doing in turn
And with the kind of competitive market that exists in today’s scenario, we should not
lose out on good candidates because of these trivial issues.
Some may argue that those make a fuss about waiting may not have enough patience, but
I would put it this way that the company do not have system & process, even if it does,
nobody follows it.

Step 7 – Interviewing

People love to learn about other people, and interviews are an effective way to
accomplish that learning. Successful interviewing is not simple, but there are basic steps
you can take to make sure your interviews are successful and that you come up with
interesting, useful information about those you interview. Here are five such basic steps,
whether you are doing an in-person interview or a remote interview by telephone or
email:

1. Prepare as Much as You Can in Advance. This should be obvious, but often it isn't.
You should go into the interview knowing as much as you can about the person you are
interviewing. Especially, you should know what their likes and dislikes are, what may
especially anger or irritate them, and what your audience most wants to know about them.
You use this information as a tool to shape the content and flow of the interview.
Depending on the type of interview and the preparation time you have, of course, your
advanced preparation may be limited. Do the best you can.

2. Establish Rapport With Your Subject. Try, if possible, to meet with your subject prior
to the actual interview and show them you are friendly and that you are genuinely
interested in them. Part of this step involves putting your subject at ease about the
physical layout and surroundings of the interview, i.e., where you will sit or stand, where
they will sit or stand. If you are planning to tape or videotape the interview, try to make
your subject familiar and at ease with the technology you are using.

50
3. Control the Flow of the Interview. You are the one doing the interview and you need to
move through it using the questions and very brief comments you have prepared ahead of
time. Don't let the subject feel they are going to control the interview with a personal
agenda when you have objectives you need to accomplish. (Look again at Step 1.) At the
same time, be alert for unforeseen or unplanned information that may come up during the
interview. Don't miss out on something good because it may be unexpected. Be in
control, but be prepared to "go with the flow" if the flow looks good. Your goal is to part
with the subject knowing you got what you needed, and to appreciate any bonus that
come along.

4. Part on the Friendliest Possible Terms. Make an effort to be courteous and express
appreciation for the interview. This will leave the door open for any follow-ups, as well
as create good networking opportunities for additional interviews with people your
subject might know. Never kill a potential future lead with a bad attitude or ingratitude.
Always try to end the interview on good terms.

5. Get All the Spelling Right. Yes, you read that correctly. It is amazing the number of
common words and "obvious" names that can be misspelled when you write up the
interview. If your subject is well known, this might not be much of an issue. But even
well known people have lesser known friends and family members. Don't let spelling
those names trip you up. How do you get the names spelled correctly? You ask, of
course. Even "famous" people appreciate the professionalism and concern you show by
asking to get the spellings correct. Don't let inattention to spelling details ruin your good
work.

Successful interviewing and interviews may not be simple, but can be fun. With a little
care and attention to these five basic steps, interviews can be well done and professional.

Conducting the Interview

1. Set the feeling tone for the interview:

When you meet the person you will be interviewing so introduce yourself and thank the
person for agreeing to do the interview. Explain the purpose of the interview and how
you plan to use it.  Try to make the interviewee as comfortable as possible.  Having
good sensitivity in the interview is very important. Be prepared to deal with painful
moments with humanity and sensitivity and also be thoughtful and caring during the
interview.

 2. Set up Equipment:

Don’t make a big deal about the equipment. Get it set up and tests it by asking the
interviewee to state their name and address into the microphone.  We suggest using
clip on lavaliere mikes vs. stand up mikes.   Be sure that the mike is turned on and the
tape recorder volume is set properly.  It is wise to bring a partner or friend along to
keep track of the equipment while you concentrate on the interview. Common sense

51
 dictates that you bring a second person along to interview someone in his or her
home.

3. Prepare the Person:

Say the following to the person you are interviewing “Please just share your story with us
today. Share any memories you may have. The more you talk the better. I’ll ask
questions at the end.”

4. Start the Tape Recorders:

When you are ready to start the interview, make sure the tape recorders are turned on and
the cassette tapes are recording.  Use two recorders in case one fails. Start out the
interview by saying, “I’m talking with ______ who is going to be sharing his/her
experiences during (name of event).” Stop and play the tape to make sure it is
operating and the voice is loud and clear.

5. Let the Interviewee Talk:

Let the person talk. Remember that the interviewee should do most of the talking. It is
extremely important that you show interest in what the person is saying. Your body
language needs to show interest. You can do this with eye contact and nodding your
head.  Do not be afraid of occasional silences. Give the interviewee think time. Do
not fill the silences with another question.  Keep a moderate pace and allow
interviewees to completely finish answering a question before asking another. Also,
make sure you ask follow up questions. Use your outline of questions, but remain
flexible. Always remain unbiased during the interview.

6. Get Consent:

Either at the start or at the end of the interview goes over the “Interview Consent Form”. 
Getting this form signed by the interviewee is critical because it gives you the right to
use the interview in your project.  The consent form also informs the interviewee
about how you will be using the interview.

7.  Word/Name list:

Consider asking the interviewee to help you with spelling keywords, locations, and
names. Also inquire about any additional materials such as photographs and diaries
that might help you in your History Day research.

Talent Corner HR Services has Interview form that should be filled by candidates so that
to get an idea about candidate which is more useful to judge the candidate before an
actual interview.

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Step 8 – Following up

Follow up diligently with the technical people / supervisors for the feedback on the
candidate. Ensure to get written comments on the candidate and attach the same with the
resume.
If it is a final interview and the candidate is selected, please don’t wait until you or the
responsible person drafts an offer letter. Brief the candidate informally about the
feedback and subsequent offer. Try to get the nerve of the candidate to better understand
how keen he/she is to join your company. And in case if the candidate is to be called for
the next level of interview; try to schedule subsequent levels of interview with as little
gap of days as possible. Candidates lose out interest pretty fast because of the various
other opportunities available these days.

I know and very well understand that for most of the technical
Positions, we are required to be behind technical managers / supervisors to get a go
ahead. But learn the tactic of pressurizing them in a smart
HRM way.

Candidate is very keenly looking for a change and may accept another offer.
He/she is one of the few candidates with particular skill set that we are looking for.
Candidate is fitting right on the bill /salary front. And all other reasons that you can
Genuinely present. And of course very important part of follow up is the regret
Communication through email to all the candidates who were at least called for
Final interviews.

• Give out the Offer letter within 10 days of final interview and not later than that
though even 10 days is also the stretched upper limit. And try as much as
possible to give an offer letter to the candidates in person rather than through
email (at least for local candidates).
• This will help us in finding the candidates’ willingness to join the company.
Also, be open for any discussion regarding the offer you made to the candidate.
And welcome their queries regarding take home salary, benefits, leave policy,
incentive, etc.
• And always present an offer letter with a closing date of not more than a week. If
a candidate is not able to make a decision in good 5 business days, then he/she
may not be worth the offer. After two days call the candidate to find the decision
and get a joining date. And by the end of the week make sure you have the final
decision on joining and date of joining.
• Try not to over stretch to accommodate any candidate and also at the same time
look for all possible genuine options to hire the right candidate.

For sure we would be happy that candidates recruited by us are joining our company, but
don’t let your attitude become taken for granted. Be as formal as possible with the
candidates on first day of their employment. Make sure you have organized for all
necessary resources to begin work, even if he/she is going to be on training for a while.

53
Generally with smaller & mid-sized companies, work stations and other resources for
new joiners are not organized right on the first day.
Of course there would be a lot of formalities and constraint to it, but as an HRM
professional work with concerned people and bring in a culture
Where you can provide all the resources to the new joiner on the very first day.
This in turn will speak a lot about the well set process within the organization and
definitely creates an everlasting first impression.
Also, I myself have experienced that, how much ever you try one or two necessary
joining forms gets delayed to be completed because of missing info either from us or
from the candidates. Make sure that you get all the required official & statutory
information filled within 15 days to one month time from the joining date.
Use your follow up skill to utmost efficiency in here.

3.2 RECRUITMENT POLICY

Recruitment policy of any organization is derived from the personnel policy of the
same organization. In other words the former is a part of the latter. However, recruitment
policy by itself should take into consideration the government’s reservation policy, policy
regarding sons of soil, etc., personnel policies of other organizations regarding merit,
internal sources, social responsibility in absorbing minority sections, women, etc.
Recruitment policy should commit itself to the organisation’s personnel policy like
enriching the organisation’s human resources or servicing the community by absorbing
the retrenched or laid-off employees or casual/temporary employees or dependents of
present/former employees, etc.
Policies: Recruitment policy of any organization is derived from the personnel policy of
the same organization. However, recruitment policy by itself should take into
consideration the government’s reservation policy, policy regarding sons of soil, etc.,
personnel policies of other organizations regarding merit, internal sources, social
responsibility in absorbing minority sections, women, etc.

The following factors should be taken into consideration in formulating recruitment

policy. They are:-

 Government policies
 Personnel policies of other competing organizations
 Organisation’s personnel policies
 Recruitment sources
 Recruitment needs
 Recruitment cost
 Selection criteria and preference

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Specific issues which may be addressed in Recruitment Policy:

1) Statement : Nondiscrimination (EEO employer) or particular protected class

members that may be sought for different positions (see also Affirmative Action
guidelines)
2) Position description: Adherence to job description (& qualifications) in recruitment
& selection -BFOQ’s -bonafide occupational qualifications
3) How to handle special personnel in recruitment/selection: e.g. relatives (nepotism)
veterans (any special advancement toward retirement for military experience?),
rehires (special consideration? vacation days or other prior benefits?), part-time or
temporary personnel (special consideration? benefits?)
4) Recruitment budget/expenses: what is covered? Travel, Lodging/meals, Staff travel
to recruit, relocation, expenses, etc.
5) Others:
a. Residency requirement in district?
b. Favors, special considerations related to recruitment? - E.g. get spouse a job?

IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES

Recruitment policies are mostly drawn from personnel policies of the

organization. According to Dale Yodar and Paul D. Standohar, general personnel policies
provide a wide variety of guidelines to be spelt out in recruitment policy. After
formulation of the recruitment policies, the management has to decide whether to
centralize or decentralize the recruitment function.
This policy complies with, and supports, the Company’s Equal Opportunities Policy by:
 Ensuring that every stage of the recruitment and selection process is carried out in
a systematic way, based on pre-agreed criteria, to eliminate the potential for
personal bias affecting the decision making process.
 Ensuring that all decision points are fully documented to assist with subsequent
monitoring.
 Making the whole procedure as open as possible, to ensure that all candidates
understand why decisions have been taken and, where they wish, to obtain
meaningful feedback.
 Enabling demonstration of robust, transparent processes and thereby providing a
basis for defense in the event of challenge.
There are seven main stages to the procedure:
 Pre-advertisement

55
  placing advertisements and dealing with enquiries and applicants
 short-listing
 interviewing and selection
 Post-selection procedures
 Induction
 monitoring

Analyzing Your Workplace:

To assist you analyze your workplace to identify recruitment or selection issues for
women, we suggest you:
 revisit your workforce profile to find where your female employees are.
 consult with your employees.
 Examine your existing recruitment and selection policies and practices.

Developing Policy and Procedures

 Put in place a policy requiring recruitment and selection processes to select the
best person for the job.
 Develop a quality, consistent process for recruitment that delivers diverse recruits.
 Have a recruitment strategy that links to your business plan, and to a strategy to
retain employees.

Reviewing Recruitment and Selection Opportunities

 Monitor each stage of the recruitment process to identify any practice that may
disadvantage some candidates.
 Investigate whether women have equal opportunity in the recruitment and
selection process by collecting information on the numbers of men and women:
 applying for positions
 being short-listed
 being interviewed
 being appointed, and
 Survey staff about their perception of equity in recruitment procedures.

56
  Consider collecting diversity information as part of the process. There could be a
pool of diverse candidates you’re not reaching or unnecessarily excluding.

Reviewing Job Descriptions:

 Ensure all job profiles/descriptions reflect the real requirements of the job, rather
than describing the person who filled that job previously.
 Write job profiles in language that encourages both men and women to apply –
including women of and Differing backgrounds. For example, avoid use of jargon
and acronyms that tend to be exclusive.

3.3 Recruitment legislation

Equal Pay Act 1970
 First introduced the principle that it is unlawful for employers to discriminate
between men and women in the terms and conditions of their contract of
employment.
 Applies equally to men and women.
Sex Discrimination Act 1975
 This Act is the principal legislation for gender and marital status, with some
additional provisions in later Regulations.
 The Act makes it unlawful to discriminate on the grounds of gender and marital
status in relation to access to employment, vocational training, promotion and
other terms and conditions of employment.
Any unfavorable treatment on the grounds of pregnancy, childbirth or maternity and
paternity leave would constitute sex discrimination.
 Applies equally to men and women.
 Includes some very limited circumstances where it is legal to employ only a
particular gender on the grounds of the type or circumstances of the work (termed
a Genuine Occupational Qualification) e.g. certain health or prison work
providing a special service to people of one gender.

57
  No qualifying period – protection begins from day one of employment and is also
applied to job applicants.

Race Relations Act 1976

Race Relations Act (Amendment) Regulations 2003
 The Act makes it unlawful to discriminate on the grounds of ethnic, racial or
national group in relation to access to employment, vocational training, promotion
and other terms and conditions of employment.
 Applies equally to all ethnic, racial or national groups Includes some very limited
circumstances where it is legal to restrict employment to those of a particular race,
ethnic or national group on the grounds of the type or circumstances of the work
(termed a Genuine Occupational Qualification)
 No qualifying period – protection begins from day one of employment and also
applies to job applicants.

Disability Discrimination Act 1995

Disability Discrimination (Amendment) Act 2003

 The act makes it unlawful to discriminate on the grounds of a disability in relation

to employment (although the scope of the Act is much wider than just
employment).
 It covers a wide range of mental or physical conditions with a substantial or long-
term adverse effect on a person’s ability to carry out normal day-to-day activities.
 As well as direct discrimination, the Act also covers less favorable treatment –
treating a person with a disability less favorably for a reason related to their
disability where such treatment cannot be justified.
 Discrimination or less favorable treatment cannot be justified where the employer
has failed to make a reasonable adjustment to the working environment,
arrangements or conditions.

58
  The definition of reasonable pertains to how effective, practical and costly the
adjustment would be in relation to the resources and support available to the
employer.

3.4 Tools used by Talent Corner HR Services.

1. HireCraft

HireCraft is a pioneer in recruitment process automation for Recruitment Consulting

Business and Internal Recruitment Process Automation. In business since January, 2006.
HireCraft has achieved leadership position in the recruitment solutions space in India
within a short span of 3 Years.
HireCraft is an end-to-end automation solution, which ensures maximum productivity,
efficiency and profitability in your recruitment process.

Managing all your unmanaged resumes, sourcing/ short listing the appropriate resumes,
capturing your candidate requirements, planning and delivery of timely services ?
HireCraft solution provides all this and more.

 Some of the key functionalities of the HireCraft solution will include:

1. Vendor Management & Vendor Portal.

2. Resume Management, Parser and De-Duplication.
3. Requirement Management.
- Captures approved requirements and manage them.
- Screen and Shortlist Resumes.
- Interview Scheduler.
- Offer and On-Boarding.
4. Flexi Staffing Solution.
5. Payables Management.
6. Job Board Module.
7. Personalized Mass email & SMS Integration.
8. Internal reference management through Intranet

Purpose:

 Management team with strong understanding of technology and global

market place.
 Professional and technically competent team to deliver nothing less than
the best solutions and successful implementations on par with the global
standards
 Focus and commitment to domain and business models

59
  We provide truly affordable solutions having significantly low Total Cost
of Ownership compared to market standards
 Working with experts in Quality Domain for being the youngest company
to achieve SEI certificates.
 Mastering other management practices in the development and support
areas for improving the quality and speed in Software Development.
 Working on the Quality process framework, which can adapt to customers
internal processes easily and hence adapt to a required situation in a better
way.
 Going further in creating closer relationships with internal customers in
your Human Resource processes in which internal customers have a say in
determining the employee performance appraisals and thus in employee
rewards etc.

1. Lifecycle Resume Sourcing & Management Requirement Management Vendor/

Referral Management & Job Portal Financials Offer & On-Boarding Selection/
Interview Management Reference Check
2. Dashboard for the Managers & CEOs Dashboard give the details of the activities
carried out in a day /month etc. The filters are available to get the required
analytics and graphs. The pending tasks can be escalated to the next level if
unattended. Work Delegation can also be done.
3. Workbench and Search Filter
o Search filter can be used to search for all the resumes from the central
database of Hirecraft. Workbench is the platform to perform all the actions
of recruitment.
4. Assessment Sheet
o Assessment Sheet can be used to assess the candidates. Assessment sheet
can be used in various stages as per the requirement of the organization.
5. Interview Scheduler
o Interview Scheduler can be used to schedule interviews to the candidates
and also the same can be used to send mails to the candidates, interview
panel and source on the schedule
6. Offer Manager
o Offer manager can be used to capture the details of offer.
7. Offer letter generation
o Offer letter generation can be done using the offer manager. To generate
the offer letter select the CTC template, Offer letter template.
8. Planner View When you login, you will be greeted with the work for the day. No
more hassles to remember the pending tasks. You will also be shown the pending
tasks that exceeded the Service Levels. Help you achieve high quality
conformance like Six Sigma.

60
HireCraft view:

61
HireCraft view:

62
 2. TalentScout

Talent Scout is software used by Talent Corner HR Services only for Virtual Recruiters.

63
TalentScout view:

64
 -Chapter
4-
Research Methodology
Research in common parlance refers to a search for knowledge. The advanced
learner’s dictionary of current English lays down the meaning of research as “a careful
investigation of enquiry especially through search for new facts in any branch of
knowledge.”
The systematic approach concerning generalization and the formulation of a
theory is also research. The purpose of research is to discover answers to questions
through the application of scientific procedures.

RESEARCH DESIGN
“A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with economy in
procedure.”
- JOHN.W.BEST
Research may be defined as “any organized inquiry designed and carried out to provide
information for solving a problem”.
- EMORY
“Research is essentially an investigation, a recording and an analysis of evidence for the
purpose of gaining knowledge”.
- ROBERT ROSS

DESCRIPTIVE RESEARCH DESIGN

 Descriptive research design studies are those studies, which are concerned
with describing the character of a group.
The researcher makes a plan of the study his research work. That will enable the
researcher to save and resources such a plan of study or blue print or study is called a
research design.

65
 -Chapter 5-
Data analysis and Findings

DATA COLLECTION

Data collection is one of the important tasks of the research, which is

based on PRIMARY and SECONDARY DATA

 Primary data: - The primary data are those data, which are
collected afresh and for the first time and thus happen to be
original in character. There are some important methods :
 Observation method
 Interview method
 Through questionnaires
 Through Schedules

 Secondary data: - It means data that are already available i.e.,

they refer to the data, which have already been collected and
analyzed by someone else. There are some important methods:
 Books, magazines and newspaper
 Reports prepared by

Recruitment Process, by all means, is a systematic process that consumes your time
invariably in nurturing right candidate for right position.

66
The below chart denotes break-up of requirement process in various sub-processes;
quoting approximate time consumed in each relevant sub-process. It is a complete study
of all the core and non-core activities included in the recruitment process.

Sub Process % of Time

Understanding of the requirement 5%
Placing the job position on respective portals/domain 5%
Sorting the profiles and sending mailers 30%
Screening the responses as per job order 30%
Calling and scheduling 20%
Follow up and closing 10%

Information technology sector

Indian IT industry is witnessing a high growth rate. The sector is recruiting more and
more technical and professional people. The growth rate of recruitment in the sector has

67
been observed as 14.5%. With the immense recruitments and high attrition rate,
organizations focus on higher competitive packages. The average increase in the salary
during 2006 was reported as 16%.

The compensation package for an employee is based on various factors such as his/her
educational level, relevant experience in the industry, job’s position in the hierarchy,
skills and attributes and job related technicality. The average salary offered as per the
experience level of the candidate is as follows:

The figure below indicates the average salary offered by information technology
sector in thousands

Insurance sector

Privatization has brought in lot of surprises for insurance sector. In India, insurance
sector is at the booming stage as only 40% of the population is insured. Private
organizations are striving hard and hard to develop the sector. Organizations are coming

68
up with newer insurance plans to attract the market such as accidental insurance, medical
insurance, medi-claims, family-health insurance, dental insurance, diabetes insurance,
auto insurance, etc. Government is also supporting the insurance sector to increase the
Gross Domestic Product ratio from the sector which is now about 1.4% only.

From the government jobs to private organizations openings, work environment, job
profiles, pay packages and career
Growth options have been changed. From basic salary with small incentives,
compensation systems have been grown to increased salaries, incentives, perks,
allowances, accommodations, etc. The average salary increase for the year 2006 was
17.1%.

Figure below indicates the average salary offered by insurance sector in thousands

IT Enabled services

With IT industry at the boom, Indian IT-enabled services are also enjoying the returns.
Recruitments are taking place at a high rate. It has also given rise to the outsourcing
industry. IT-enabled services cover a rage of service sectors like BPO, KPO, Hardware

69
and Software. The compensation packages in the sector vary from job-job and company
to company. Experience level also forms an integral part of the compensation package.

Compensation Packages in BPO & KPO

BPO and KPO units have entered the Indian markets with lucrative compensation
packages and high incentives. Most of the organizations in the segment are foreign-
owned. Few of the Indian organizations have also come with the BPO and KPO units.

Figure: Average salary offered in BPO and KPO

Compensation Packages in Software & Hardware Services

Software & Hardware services have created lots of jobs in the sector. Fresh and
experienced engineers are offered jobs with high packages. Top players like Microsoft,
Oracle, IBM, HCL, Infosys, Satyam, Sify, Wipro, LG, and Samsung are offering
lucrative packages to attract and retain talented workforce

70
 Figure: Average salary offered in BPO and KPO

I used to work on Naukri.com, TimesJobs.com ,Shine.com and used software’s like

HireCraft and Talentscout

71
List of Companies and positions on which I had worked:
SR Company Name Position Location
NO
1 Jade consumer pvt ltd Sr sales executive Mumbai, Ahmadabad

2 Jade consumer pvt ltd Dispatch executive Bangalore

3 Jade consumer pvt ltd Account executive Bangalore

4 Crisil credit rating pvt ltd Sales Banglore,Indore,Kaithal,Faridabad

representative sonepat
5 Crisil credit rating pvt ltd Mis executive Mumbai

6 GECPL Contracting pvt ltd Accountatnt Mumbai

7 GECPL Contracting pvt ltd Account Assistant Mumbai

8 Orbit corporation pvt ltd Electrician Mumbai

9 Datacomp web Technology Operation Co- Mumbai

pvt ltd ordinator
10 Datacomp web Technology Telemarketing Mumbai
pvt ltd Executive
11 Datacomp web Technology Office Admin Delhi
pvt ltd

12 Navpada Trading pvt ltd Data entry Mumbai

operator

Success to my work in the form of Closures:

Sr Company Name Candidate Position &Location Annual
no Name Package
1 Jade consumer pvt ltd Mr Navdeep Dispatch 1.08L/PA
executive(Banglore)
2 Crisil credit rating pvt Mr Parvez Sales 1.2L/PA
ltd representative(Banglore)
3 Crisil credit rating pvt Mr Sumit Sales 1.2L/PA
ltd Singh representative(Banglore)
4 Crisil credit rating pvt Miss Mis Executive 1.2L/PA
ltd Rameshwari (Mumbai)
5 GECPL Contracting pvt Mr Bhavik Accountant (Mumbai) 1.8L/PA
ltd Mehta
FINDINGS:
 Majority of the respondents come under the age group of 25-30.
 In the 30 respondents 50% of the respondents are male and 50% of the respondents
are female.
 50% of the respondents have got the experience of 5-10 years.
 46.3% of the respondents are getting the salary range between 8000-10000.
 100% of the respondents are getting the on the job training.
 Majority of the respondents are satisfied with their present salary.
 60% of the respondents are satisfied with the incentive scheme
 50% of the respondents are aware with the Job responsibility.
 43.33% of the respondents have the Job knowledge before the assignment of a
particular job.
 60% of the respondents believe that they possess the Leadership qualities in them
which will be the major consideration for the selection process.
 40% of the sample size reveals that qualification is an important factor in the process
of Recruitment and Selection
 Majority of the respondents are satisfied with their relationship between the top level
management and the low level management.
 80% of the respondents feels the communication must be improved Majority of the
respondents are satisfied with the working condition.
 80% of the respondents agree that communication plays a major role in the selection
process
 56.6% of the respondents are good with their communication skills
 63.3% of the respondents have opinion saying that they are satisfied with the safety
measures provided by the organization.
 45% of the respondents have neutral opinion about the grievances handling procedure
by the organization.
 -Chapter 6-
RECOMMENDATIONS AND SUGGESTIONS

Although employees at Talent corner hr Pvt. Ltd are quite satisfied with the
recruitment and selection process held at the company but according to the
project, the company should work in the following areas for making their
Recruitment and Selection more effective.

 Talent corner hr Pvt. Ltd. should recruit more technical and qualified candidates
for their required job.

 More emphasis should be laid on the practical aspects of recruitment and

selection.

 Employee reference scheme can be effectively used as a means in recruitment

and selection.

 Psycho metric test and competency mapping can be effectively used.

.
 Refresher courses may organize intermittently for all employees in the rank and file
category to relive job fatigue and monotony of every day work life. So employees can
gain skills by Communication.
 The respondents in the corporate exhibits that communication skills are necessary for
all the employees from different channels.
 -Chapter 7-
Conclusion
The employees of any organization are its life blood, without doubt. With the dawn of this
realization upon the present day business organizations, there appears to be a major shift
towards human resource management. In fact, the employees of today are encouraged to
participate in the major decisions and thus play a vital role in the management of the firm.
The performance of the organization depends on the efficiency that its employees exhibit.
Hence it is of crucial importance that employees with the most suitable qualifications be
selected. This is where the processes of recruitment and selection come in. It is difficult to
separate one from the other.

The company should take the suggestions and ideas from the employees and can conduct and
examine the communication skill set within the employees. So that they can analyze the need
and act accordingly for a better result and the growth of its own and valuable workforce

The human element of organization is the most crucial asset of an organization. Taking a
closer perspective -it is the very quality of this asset that sets an organization apart from the
others, the very element that brings the organization’s vision into fruition.

Thus, one can grasp the strategic implications that the manpower of an organization has in
shaping the fortunes of an organization. This is where the complementary roles of
Recruitment and Selection come in. The role of these aspects in the contemporary
organization is a subject on which the experts have pondered, deliberated and studied,
considering the vital role that they obviously play.

 Most of the employees are satisfied with the recruitment and selection process
initiated by the company.

 Most of the employees are satisfied with the Induction process they receive in
the company.

 Most of the employees’ think that their training needs are well aligned with their
job profile.

 Employees feel that the Induction programs are carefully designed and
appropriately match with the expectation of the new joinee.

 Employees are happy with the Recruitment evaluation rounds adopted by the
company.
 Still some employees feel that the time taken to complete the interview process
is more and should be reduced.
Talent Corner HR Services is company having international presence with spread of
offices, comprehensive marketing and distribution network.

Over the period of my Internship I have learnt that recruitment is most crucial part of any
Organization & it needs to be done with utmost care, Sincerity, dedication and by using
the expertise of the right people.
 -Chapter 8-
References
1. K Ashwathappa, (1997) Human Resource and Personnel Management,
Tata McGraw- Hill 131-176

2. Chris Dukes, (2001) Recruiting the Right Staff

3. John M. Ivancevich, Human Resource Management, Tata McGraw- Hill,

2004

4. Steve Kneeland, (1999) Hiring People, discover an effective

interviewing system; avoid hiring the wrong person, recruit outstanding
performers

5. Stone, Harold C and Kendell, W.E Effective Personnel Selection

Procedures, 1956
 Chapter 9-
Annexure
Given below is an agreement format of Talent Corner HR Services with their clients.

AGREEMENT
This agreement is made
BETWEEN: TALENT CORNER HR SERVICES PVT LTD (hereinafter to be referred to as
"Talent Corner") AND: Open Media Network (“hereinafter to be called "the Client")

Based on our discussions wherein we have agreed to undertake staff searches and selection
assignment on a professional basis, following are the TERMS & CONDITIONS of the
contract Open Media Network:

Talent Corner introduce Candidates to the Client on the understanding that if an appointment
is made within 6 months of the introduction by Talent Corner, the following terms and
conditions will apply: -

1. The Client undertakes to notify Talent Corner immediately upon agreeing to engage a
Candidate introduced by Talent Corner and the terms of the engagement. The Client
agrees and undertakes to pay Talent Corner a Placement Fee amounting to a
percentage of the gross annual salary.
2. The Placement Fee will be equal to 8.33% of the gross annual salary plus service
tax for the Middle Level Management & 12.5% for the Top Level Management.
The gross annual salary excludes the variable components offered to the candidate.
The payment has to be made via cheque in favour of “TALENT CORNER HR
SERVICES PVT LTD”.
3. Introductions are confidential. If Talent Corner introduces a candidate that the client
then introduces to another third party, who engage the Candidate on either a full time
basis or as a contractor, the client agrees and undertakes to pay The Placement Fee.
4. An invoice will be sent to the Client upon commencement of employment and
Placement Fee is payable within 30 days.
5. Whilst every endeavor is made by Talent Corner to introduce satisfactory candidates
to the Client, it is the responsibility of the Client to satisfy themselves of the
suitability of an applicant before engaging them. If required, the Client may take
references and arrange medical examinations prior to the appointment of the
applicant. Talent Corner will provide help wherever is possible to facilitate these
processes.
6. If invoices are settled and due to any reason Candidate resigns within 90 days of
joining then a free replacement for the same position will be provided.
7. No variation in these Terms and Conditions may be made without prior written
agreement from Talent Corner.
8. All solicitations are subjected to Mumbai Jurisdiction only.
9. Please take a note of our SERVICE TAX NO & PAN CARD NO below:
 SERVICE TAX
NO:
PAN CARD NO:

In agreement with the above Terms and Conditions:

Signed for and on behalf of: Signed for and on behalf of:
TALENT CORNER HR SERVICES PVT
LTD
Authorized Officer: Rashesh B Doshi Authorized Officer:

Title/Position: Managing Director Position:

Signature: Signature:

Date: Date:

The Interview Form is as follows:

Personal Details
Name
Address

Res. : Mob. :
Email Address

Applying for Position:

Highest Qualification:

Prior Experience (If Any)

1.

2.

Current CTC :
Expected CTC :
Notice Period :
 Preferred Location:

Explain your role in brief

Reason for leaving job

Strengths and Weakness

Career Aspirations

Family Background:

Father’s :
Mother’s :
Siblings (If Any) :

Please Specify the

Occupation

References:

______________________________________________________________

______________________________________________________________

______________________________________________________________

_____________________________________________________________
Interviewers Name:
 Parameters Remarks

Communication Skills

Subject Knowledge

Attitude

Flexibility

Overall Assessment

Interviewers Signature: ____________ Date: ________

APPOINTMENT LETTER

Appointment Letter (Annexure no. 4) & Posting Order is given to the new joinee on the
completion of the induction process on the 2nd Day

(Annexure no. 2)

Candidate Rating Sheet

Candidate Residence
Name Location

Position Total
Applied for Experience

Posting at Current
Company &
Designation

Rate the candidates on a scale of 1 to 5

1–
2 – Satisfactory 3 – Average 4 – Good 5 – Very Good
Unsatisfactory
FACTORS 1st Round 2nd Round 3rd Round 4th Round 5Th Round

Educational Background
Academic/ Professional//Technical
background
Job Knowledge
Well versed in all aspects of the job.
Ability to keep abreast with latest
development in related fields.
Work/Related Exp:
Total experience in relevant area.

Communication:
Clarity of verbal communication and
method & manner of speech.
Personality & Attitude:
Maturity, poise and stability, mental
alertness and comprehension,
Demonstration of drive, enthusiasm
& vitality.
Fitment & Maturity:
Logical thinking, realistic answers &
culture fitment.
Potential
Ability to meet job expectations and
develop within the organization.
Grooming
Suitably and neatly dressed.
Maintaining the required poise,
posture and grooming necessary for
the job.
FACTORS 1st Round 2nd Round 3rd Round 4th Round 5Th Round

Leadership Ability
Ability to take responsibility, set
directions take initiative and inspire
team members to produce desired
results and lead to team
development
Analytical Ability
Ability to analysis information and
respond with workable decisions
Creativity
Involvement in extra-curricular
activity.
Whether having a creative bent of
mind
System Orientation
Computer literacy. Exposure to any
related software usage. Exposure in
ERP
Column Total

WEIGHTED COLUMN TOTAL : (WCT)

(Column Total/Number of rating factors)
APPRAISAL INDEX Total WCT/Total number of Appraisers =

OVERALL COMMENT

Round 1 (Short listing and Briefing by HR)

Date:

Round 2 (Technical Head)

Date:

Round 3 (Functional Head)

Date:
 Round 4 (HR Head)
Date:

Round 5 (CEO)
Date:

Result ( Tick mark) SELECTED HOLD REJECTED DATABANK

Nature of Employment
Permanent Probation
Contractual Others Specify

Current CTC Notice Period

Expected CTC Date of Joining

(Annexure no. 1)

Employment Application Form

(To be filled by the candidate)

Position Applied For Date of the

 interview

Candidate Background
Name
Present Address
Permanent Address
Contact Numbers (Mobile
& Landline)
E mail id
DOB

Marital status& family

size

Educational Back Ground (Starting from the latest)

Education Name of the Year of Percentage Electives/Major

Board/University Passing

Work Experience (Starting from the current company)

Name of Company Designation Tenur Reason for Leaving

(with complete address and phone e
number) ( num
ber of
years)
At the time At the time
of joining of leaving

Current CTC
Expected CTC
Other Details
Your Hobbies
Extra Curricular
Activities
Any Professional
membership
Personal Vehicle if any

Computer Proficiency
Are you open to relocation

From which source you

came to know about the
job opening

Family Members
Name of the member Name of the member and his/her occupation
Spouse (if married)
Mother
Father
Brother
Sister

Date:
Signature of the candidate

APPOINTMENT LETTER

Ref.No.HR/VFM/APP/……………/0607

Date…………………

Mr.………………..
Address…………….
…………………………
………………………….
Letter of Appointment
Dear Mr.………………..

With reference to your application and subsequent interview with us, Management is
hereby pleased to appoint you in our organization from ……………….. On the following
terms & conditions:

1. DESIGNATION: You will be designated as “………………………………….”

2. PLACE OF POSTING: You will be posted at our site office in …………...

However, at any time during the period of appointment, you will be liable to transfer
in such other capacity that the Company may determine to any other
Department/Branch/Establishment or any other Company under the same
management without adversely affecting your emoluments and general conditions of
service.

3. GRADE: You will be placed in Grade ………. as per the structure of the company.

4. REPORTING: You will functionally and administratively report to

……………………………..or any other person assigned to you by the Management
from time to time.

5. REMUNERATION: You will be entitled to the following remuneration per month,

subject to the express condition of fulfillment of service conditions:

Basic Salary : INR ……………/-P.M

House Rent Allowance : INR …………../- P.M
(@60% of the basic Salary)
Special Allowance : INR ……………. /- P.M
Total : INR ……………. /- P.M

Apart from the above, you shall be entitled reimbursements of Medical, Telephone,
Conveyance as applicable to your grade and as per the rules prevailing of the
company.

Coned---

Other annual benefits/perquisites like Leaves, Provident Fund, LTC, Bonus etc. will be
admissible as per your grade and company policy.

Your remuneration will be revised from time to time at the sole discretion of the
Management. All promotions also shall be at the sole discretion of the Management
and will be based on performance and results.
6. PROBATION: You will be on probation for a period of six months from the date of
joining service. Based on your performance and conduct, this period may be increased
or decreased at the sole discretion of the Management and unless an order in writing
is given to you, you shall not be deemed to have been confirmed.

7. SEPARATION: During probation or extended period(s) thereof, either side can

terminate this contract by giving a notice of fifteen days or payment of equivalent
portion of basic salary in lieu thereof. Subsequent to confirmation, either side can
terminate this contract by giving a notice of one month or payment of one months’
basic salary in lieu thereof.

8. RETIREMENT: You shall retire from the services of the company on attaining the
age of sixty years on the basis of the age submitted by you, subject to your being
medically and mentally fit.

9. OTHER RULES & REGULATIONS:

You are expected to discharge the duties assigned to you from time to time with due
diligence, integrity and responsibility to the entire satisfaction of the management and
also maintain high standard of work expected of you by the Company.

Your appointment in the Company is full time and you shall devote yourself
exclusively to the business of the Company. You will not engage yourself in any other
gain full employment or business (part-time or full time) as long as you are employed
in the Company. Any action contrary to this shall render your services liable for
termination without any notice or payment in lieu thereof.
You are required to deal with the Company’s money, materials and documents with
utmost honesty. If at any time you are found of moral turpitude or of any dishonesty in
dealing with the Company’s money, materials and documents, you shall render
yourself liable for termination without any notice or payment in lieu thereof.

You will not divulge or make public any information related to any aspect of the
Company to anyone not employed by the Company, indulging in such activity shall
render you liable for termination without any notice or payment in lieu thereof.

If any declaration given or information furnished by you to the Company are found to
be false or if you are found to have willfully suppressed any material information at
any point of time during your services with us, your services are liable to be
terminated immediately without any notice or payment in lieu thereof.
Contd---

This appointment shall be subject to your being found and certified physically and
mentally fit. Further you are required to maintain yourself in a state of medical fitness
(physical & mental) In case at any particular point of time you are found medically
unfit during your services with the Company your services will be liable for
termination without any notice or payment in lieu thereof.

In all matters not mentioned herein you will be governed by the rules and regulations
of the company in effect from time to time.
 At the time of joining the Company, you are required to produce the following
certificates/documents:

- Six passport / stamp size recent colored photograph

- Photocopy of passport, self attested
- Photocopies of all educational/professional qualification, self-attested.
- Photocopies of appointment letters, release letters, salary certificates/pay-slips of
- All previous employers, self-attested.
- Proof of residence, local & permanent.
- Age-proof.
- Medical fitness certificate from a registered Medical Practitioner with reference to
- The job profile.

Any disputes arising out of this contract would be settled in the court of law under Delhi
jurisdiction.

Please sign the copy of this letter as a token of your having accepted the same.

We welcome you once again to VIPUL Family and trust your association with us would be a
long and meaningful one.

Received & Accepted

OFFER LETTER

Date……………..

Mr………………….
Address…………….
……………………...
……………………..
Dear Mr. ……
Sub: Letter of Offer

With reference to your application and subsequent discussions you had with us, we are
hereby pleased to offer you the position of “………………….” in our organization.

The terms & conditions of your employment will be in line with those discussed and a
detailed letter of appointment will be given to you after you join us. As informed to you, your
place of posting would be at in NCR and it is transferable within and / or outside NCR to any
of our sites / sister concerns in India.

You are requested to join on or before …………… at ……... at the address mentioned below,

after which our offer stands withdrawn, unless otherwise extended by the Management.

Please report at the following address on the date of joining

Please bring the following documents (along with originals for verification) at the time of
joining:
1. Recent passport size colored photographs: 6 nos.
2. Testimonials of all educational / professional qualifications.
3. Release letter / resignation letter from previous employer.
4. Last drawn pay-slip.
5. Appointment letter / experience certificate of all previous employers.
6. Copy of passport.
7. Identity proof.
8. Residence proof.
9. Medical Certificate.

Please return the copy of this letter duly signed as a token of your having accepted the same.

Welcome to our Group

Yours faithfully,

Received & Accepted