1.

INTRODUCTION
The recruitment and selection process is the center of the human resources department for

any company. It is the most effective way to staff the company with qualified professionals for

every available job. Some articles that are relevant to the recruitment and selection process

include testing methods, vetting resumes and application letters, interview techniques and

recruitment methods.

. A human resources specialist must be able to apply all these techniques as well as be

trained in dispute resolution, keeping employee morale high and answering a wide variety of

questions. Some companies hire a separate recruitment firm to bring in the best employees for

their businesses. Aptitude tests are sometimes administered to prospective employees to

determine the applicant’s abilities. More specific testing, such as that for computer literacy and

mathematical abilities, can also help employers find an appropriate candidate. The Wonderlic

Cognitive Ability Test is often used to test the prospective employees aptitude for learning and

problem solving. All tests should be fair and accurately determine an applicant’s abilities. All

information on the resume and cover letter must be checked for accuracy.

Employees may have access to sensitive information so their resumes must be vetted

before they can be considered for employment. An applicant who lies on a resume, cover letter

or application will be immediately denied the opportunity for employment. Some companies

prefer using a formal interview process while others favor an informal process. Most businesses

require applicants to be interviewed by someone in the human resources department and their

immediate supervisor. The human resources interview usually covers the basics to ensure that the

applicant really is qualified for the position.

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 Sometimes the supervisory interview is a test to make sure the applicant is intelligent,

personable and easy to work with. The current project aims to study the recruitment and

selection process at Modern Age International. It also attempt to know about different strategies

those are implementing in recruitment process. The project also aims to know how the company

attracts with multi-dimensional and experiences that suit the present and future organizational

strategies. The project finally suggest improvements for enhancing the effectiveness of the

recruitment and selection program

Difference between Recruitment and Selection

Recruitment is the process of enticing a prospective employee to fill in a vacant position

through advertising, while selection is the process of choosing the appropriate candidate from the

result of the recruitment. In lame man terms, Recruitment is the introduction of the opportunity

for you to apply and selection is choosing the right candidate for the position.citehr.com is a

good source. . The strategies in recruitment are Recruitment Process Outsourcing

Poaching /Riding, Online or E – Recruitment, Campus Recruitment Referral recruitment,

Summer Internship, Contract Recruitment, Temporary Recruitment. And the trends in selection

process is Application, Interview, Psychometric Assessment, Reference check, the offer,

Orientation

Importance of Recruitment and Selection

Recruitment and Selection are one of the significant part for any organization as it

provides the right candidates on the right place which support the organization ability to acquire,

retain and develop the best talents and skills for the organization. The article highlights the facts

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regarding the need, advantage, process and functions of Recruitment and Selection for any

organization.

Needless to say, efficiency and effectiveness of employees plays a crucial role in

achieving the desired goals for any organization. For the successfully running of the company it

is essential to appoint efficient worker and thus the Recruitment and Selection is the basic

significant factors which decides by Human Resource Department of the organization.

Recruitment and Selection are one of the significant part for any organization as it provides the

right candidates on the right place which support the organization ability to acquire, retain and

develop the best talents and skills for the organization.

Recruitment is the process, which help the organization in searching of employees and

encouraging them to apply for the job as per the requirement of the organization. In facts it is the

process, which provide link with the employee and ensured the right candidate at the right place

for the organization. For this Recruitment encouraged the candidate to apply for the post in

maximum number to that right candidate can be choose.

On the other hand, Selection is the process where qualifications of candidates matched as

per the requirements of the available job so that right candidate can be chosen. In fact Selection

is the process by which an organization chooses the right candidates among the unsuitable

candidates by wedding them. As choosing a right candidate for the right post is not a easy task so

all the process of Selection should be done in more pragmatic and professional way as a faulty

Selection process can be a wastage of time and money and it also heart the basic environment of

the company.

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 Recruitment consists of various steps and candidate will have to face all the steps helps in

finding the suitability of candidate for the organization. First of all organization find out

regarding the current availability of job and its description then advertisement published with full

details of the specification for the vacancy. Company inspire maximum candidate to fill the

application so that it can get maximum applicant and then short listing of the probable candidate

with their suitability and specification accordance with the vacancy.

Then the major part is to arrange interview for the short listed candidates, which provide

the interaction to the applicants with the experts of the organization. Interview can be done on

various levels so that suitability of the candidates can be matched with the requirements and job

specifications.

As Selection the process of choosing the most suitable candidate out of many unsuitable

candidates, so it involves with the series of steps, which helps in screening the right candidate

through various way. Screening of candidates can be done with various steps and ways. For

short-listing of the candidates various mode can be utilize like telephonic interview, video

conferencing, personal interview etc.

People in recruitment and selection

There may be a range of internal staff involved with recruiting, selecting, and inducting new

employees into the organization, and as the HR Manager it is your responsibility to coordinate

and support the activities of these staff.

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They may include:

 Administration staff

 HR officers or external consultants

 Line managers, supervisors, team leaders

 Workplace trainers. Senior management will need to have an overview of your

employment activities, e.g., you may trend and results in the form of periodic HRMIS-

generated reports.

Other people who you involve in your recruitment strategy may include:

 Recruitment agencies

 Specialists (internal or external) in areas like technology, operational functions,

production, OH&S and training and development. You should factor in the human

resources you need when developing the budget for your recruitment proposal.

Technology in recruitment and selection

There is a whole world of technology available to you, which will improve the efficiency

and effectiveness of your employment practices. HRMIS (Human Resource Management

Information Systems) can provide an employment information system for collecting and

analyzing data. This data can be translated, for example, into statistics on applicants and

potential applicants, on successful and unsuccessful recruitment and selection results, and

induction outcomes. You can access reports on issues pertinent to where and how you recruit and

select staff — reports for example of EEO cases, industry results, demographics, and labour

market trends. HRMIS have many other facilities that will assist you when you are employing

staff — facilities such as payroll administration, performance-based benefits schemes, training

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and development, performance assessment, and occupational health and safety planning.

Databases, spreadsheets, word processing, desktop publishing, and web site development all

provide the opportunity for you to improve and expand your recruitment and selection activities

and induct new employees you should factor in your use of HRMIS when developing the budget

for your recruitment proposal

Theories and Policies Of Recruitment And Selection

Objective theory

1. Assumes applicants use a very rational method for making decisions

2. Thus, the more information you can give them (e.g. salaries, benefits, working condition,

etc), the better applicants weight these factors to arrive at a relative “desirability” index

Subjective theory

1. Assumes applicants are not rational, but respond to social or psychological needs (e.g.

security, achievement, affiliation)

2. Thus, play to these needs by highlighting job security or opportunities for promotion or

collegiality of work group, etc.

Critical Contact theory

1. Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g.

(promptness, warmth, follow-up calls, sincerity, etc.)

2. Research indicates that more recruiter contact enhances acceptance of offer, also

experienced recruiter (e.g. middle-aged) more successful than young or inexperienced

recruiter - may be especially important when recruiting ethnic minorities, women, etc.

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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. 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?

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Hr Challenges in Recruitment

Recruitment is a function that requires business perspective, expertise, ability to find and

match the best potential candidate for the organization, diplomacy, marketing skills (as to sell the

position to the candidate) and wisdom to align the recruitment processes for the benefit of the

organization.

The HR professionals – handling the recruitment function of the organization- are

constantly facing new challenges. The biggest challenge for such professionals is to source or

recruit the best people or potential candidate for the organization.

In the last few years, the job market has undergone some fundamental changes in terms

of technologies, sources of recruitment, competition in the market etc. In an already saturated job

market, where the practices like poaching and raiding are gaining momentum, HR professionals

are constantly facing new challenges in one of their most important function- recruitment. They

have to face and conquer various challenges to find the best candidates for their organizations.

The major challenges faced by the HR in recruitment are:

 Adaptability to globalization – The HR professionals are expected and required to keep in

tune with the changing times, i.e. the changes taking place across the globe. HR should

maintain the timeliness of the process

 Lack of motivation – Recruitment is considered to be a thankless job. Even if the

organization is achieving results, HR department or professionals are not thanked for

recruiting the right employees and performers.

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  Process analysis – The immediacy and speed of the recruitment process are the main

concerns of the HR in recruitment. The process should be flexible, adaptive and

responsive to the immediate requirements. The recruitment process should also be cost

effective.

Strategic prioritization – The emerging new systems are both an opportunity as well as a

challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks

to meet the changes in the market has become a challenge for the recruitment professionals.

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2. COMPANY PROFILE

MODERN AGE INTERNATIONAL

Modern Age group with its head quarters in Dubai is a premier international freight

forwarding company that provides a one-stop solution for every client for their logistical needs

since its inception in 1985. Globalization and the internet have opened markets to international

competition and enhanced the transportation of goods. We have contacts with various

international carriers / agents that secure space on movements worldwide. Our extensive network

of agents and partners allow our clients to benefit from a package tailored to their individual

needs and service requirements whether by air, sea or road.

As an international freight forwarding company, Modern age shipping offers a

comprehensive air, sea and land freight service that is committed to the safe, reliable and cost-

effective delivery of your consignment. We provide a cost effective road freight service using

our own / outsourced fleet of vehicles and carefully chosen carriers who will ensure your

consignment arrives on time, every time! We have a worldwide air and sea freight forwarding

service from port-to-port and door-to-door with weekly departures. Our experienced freight

specialists work closely with you to develop just the right solutions to meet your specific

shipping needs utilizing the most advantageous routes, carriers and cost-effective methods of

transportation.

Modern age international trading was started in the year 2008 at Cochin, Kerala India as a

subsidiary of modern age shipping to cater to the needs of shipping and cargo industry and now

it has grown into an independent company dealing in UN certified DG cartons, UN specified

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inner packing for chemical transportation, packing materials hygiene care products like tissues,

ear buds, napkins, kitchen towels etc.

Modern age international started as a regional office of modern age international trading

and is independent in its activities of trading apart from supporting its parent companies. Modern

age international is the all Kerala supplier of space luggage-which is an internationally

recognized brand of high quality luggages.We have network offices and representatives all over

Kerala and in major Indian cities. Our product list is growing with quality consumer oriented

products and services.

FREIGHT FORWARDING

1. AIR FREIGHT

The company offers a comprehensive air service that is committed to the safe, reliable and

cost-effective delivery of your consignment. We have an extensive network of dedicated agents

across the world to ensure timely customs clearance and delivery. We have the expertise and

ability to move single or complex shipments by air, at any time and to any destination. Rest

assured that whatever the size of your organization and the scale of your project Modern age

shipping will deliver.

 Daily departures from all UAE Airports

 Door to Airport & Door to Door Services

 Import and Export Services available to any destination

 All import clearances undertaken

 Duty and Tax payment facilities available

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  Cross Border services available

 Direct Airline Services at Preferential Rates

 Pallet Building / Unit Load Device (ULD)

 Global Consolidations to Airport or Delivered

 24 Hour Customer Support Team

 IATA Cargo Agent

2. SEA FREIGHT

The company offers a worldwide freight forwarding service by sea from port-to-port and

door-to-door, with weekly departures.

We strive to deliver competitive rates and solutions for moving our client’s consignments

around the world. From personal effects to anything as large as cars and machinery you can be

confident that Modern age shipping will deliver the highest levels of speed, efficiency and

reliability.

Our shipping services include:

 Full Container Load (FCL)

 Less Container Load (LCL)

 Door-to-Door

 Door-to-Port

 Import Services

 Documentation

 RO/RO (Roll on / Roll off)

 Conventional / Break-bulk Services (For large pieces of machinery)

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 3. ROAD FREIGHT

Road transport is the most convenient method of delivery as goods can be collected from the

point of supply and delivered to your chosen destination with little or no intermediate handling.

The company can offer a cost effective road freight service using our own fleet and

outsourced fleet of vehicles with carefully chosen carriers who will ensure your consignment

arrives on time, every time!

With the support of our working partners and strategically placed hubs we are able to deliver

throughout the United Arab Emirates and beyond the borders of UAE whilst maintaining the

highest levels of service.

Rest assured that Modern age shipping has the full skill and experience to offer an unrivalled

coverage and service to all our clients.

VISION

Our vision is to be the No. 1 freight forwarder in the Asia. Our aim is to be the first

choice for people who wish to use freight forwarding and value added services. Through superior

customer services and efficiency of operations we will continue to offer 'Quality Services' which

is seen as best in its class.

MISSION

"To be recognized as a market leader in the freight forwarding industry by way of

providing customized services, where our core culture, people, innovation and ethical values

represent a strong philosophy towards meeting and exceeding customer expectations."

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OPERATIONS

A key area of our expertise lies in developing sound solutions, and then putting them into

practice to achieve intended results. Our strengths in developing and deploying solutions include

those of management and forwarding processes = air, sea, land transportation, documentation,

warehousing, dangerous goods handling, storage, packing & removals and other customized

solutions.

The basic premise of our operations is that whoever owns the supply chain ought to be

able to communicate with any one of their trading partners, at any time. We develop totally

integrated solutions that foster communication between suppliers, manufacturers, distributors

and end users.

APPROACH

The company is dedicated to offering efficient and cost effective freight forwarding and

value added solutions that are founded on:

 Keen understanding of customers and their respective businesses

 Outstanding quality and operational excellence

 Integration of assets and expertise

 Flexibility, agility and innovation across all operations

 Trained and professional workforce

While each customer has certain unique requirements to be able to operate at peak

performance, the value of our MODEL is realized by the integration of people, processes and

technology into one seamless operation.

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CUSTOMER SATISFACTION

Our focus lies in ensuring that customers and their satisfaction is ensured that will help place

our organization prominently in the industry. This also helps us to stay ahead of our competitors

in the industry. We follow the below rules to ensure effective services to our customers:

 Entire clearance processes of pre-shipments

 Consultation for most effective air and sea shipments

 Timely action and response on clients enquiries

 Complete documentation on shipments

 Timely deliveries

 Constant tracking of cargoes and customer updates

QUALITY POLICY

The company's fundamental principles of work are the highest quality degree and

reliability of given services. We closely listen and carefully analyze your wishes, with the

purpose to provide input to continually improve of our service

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OVERVIEW OF THE INDUSTRY

Industry snapshot

 The Indian Logistics Industry is estimated at US$ 125 billion in 2010

 Generated employment for 45 million people

 The industry is expected to grow annually at the rate of 15- 20 per cent, reaching

revenues of approximately $ 385bn by 2015.

 Highly Unorganized with organized sector responsible only for 6%

 Market share of organized logistics players is also expected to double to approximately

12 per cent by 2015

 The size of the 3PL industry is estimated to be~US$1.5 bn in FY11 (1% of logistics cost).

 The share of 3PL services is expected to increase from 6% in FY06 to 13% in FY11, at a

CAGR of 25%

 Logistics costs are 10-20% of GDP

 Indian Infrastructure is rated 54th among the 59 countries -- Road : 56/59, Rail: 25/59,

Seaport: 51/59, Airport: 40/59

Several factors helped the growth of logistics industry in India over the decade that includes

changing tax system, rapid growth in industries such as automobile, pharmaceuticals, FMCG and

retail. However, major sectors that are investing huge amounts in logistics industry are aviation,

metal & mining and consumer durables. With increasing competition and cost, focus on

outsourcing, entry of foreign players is having positive impact on the industry. Three major

contributors for the growth of the logistic industry are: emergence of organized retail, increase in

foreign trade and India becoming soon the manufacturing hub.

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INDUSTRY TRENDS

TRANSPORTATION

Container cargo represents only about 30% (by value) of India's external trade-much

lower when compared with the global containerized cargo average of 70-75%. At a growth rate

of 12%, India's container cargo traffic is estimated to reach 15 million TEUs by FY16E from

about 7.5 million TEUs now (at 12 major ports). In comparison, China has created capacity at its

ports to handle more than 100 million TEUs a year. Out of the 15mn TEUs of total container

traffic, we estimate Exim rail container traffic to be 5mn TEUs by FY16E. This would be a huge

opportunity and will significantly benefit container rail operators.

Rising investment in the rail and port spaces also fuels growth in allied industries like

wagon manufacturing, port handling equipment, railway electrification systems and construction

companies.

To reduce the transportation cost and for quicker movement of cargo Multimodal

transport operation is introduced (MTO). MTO helps exporters with less documentation for

instance single document for all modes of transport.

THIRD PARTY LOGISTICS

Outsourcing is everywhere. Logistics industry is no exception. Logistics services like

transportation, warehousing, cross docking, Inventory management, packaging and freight

forwarding all are part of third party logistic services. Companies in India currently outsource an

estimated of 52% of logistics. And 3PL industry is estimated to be US$ 1.5bn in FY11. 3PL

represents only 1% of logistics cost emphasis its significance in the industry. Future is no doubt

lying in outsourcing. As the growth in the 3PL market is expected to be in the range of 25-30%

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CAGR over FY11-13E. As of now, the 3PL activity is limited to only few industries like

automotive, IT hardware, and telecom and infrastructure equipment.

The organized 3PL market in India can be categorized into three major

segments – public sector, private sector and foreign entrants. Some of the major players in

each category are: TVS logistics, DIESL (TATA), Panalpina, TCI, Gati, Allcargo, V Trans,

Total, VRL and Reliance etc.

PRIVATE PARTICIPATION

The industry is becoming more competent with the entry of global giants like Gazeley

Broekmen (Wal-Mart's logistics partner), CH Robinson and Kerry logistics and large Indian

corporate houses like Tata, Reliance and Bharti group. A series of mergers and acquisition like

DHL acquired Blue Dart, TNT acquired Speedage Express Cargo Service and Fedex bought over

Pafex, are also leading to consolidation industry at various levels and segments. Many of these

companies are planning to broaden their areas of operation and are also planning to develop their

own logistic parks across the country. If the trend continues as per the estimates, the market

share of the organized logistics players is expected to double from 6% in 2007 to approx. 12% by

2015.

EXPRESS LOGISTICS

Organized players have monopoly over the express logistics industry. 65% of express

business is in the hands of organized players, while semi-organized and unorganized players

accounts for 25% and the remaining 10% of the market by EMS Speed Post. But altogether

different picture can be witnessed in the domestic segment. In domestic front, unorganized

players hold 41% of the market share based on price advantage. While organized players

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accounts for 45% and EMS Speed Post the remaining 14%. Key players in express cargo are:

DHL, FedEx, TNT, UPS, AFL, DTDC, First Flight Couriers, TCI Express, Gati and VRL etc.

WAREHOUSES

Recently, warehouses have become key growth drivers in the logistics industry. Apart

from conventional storing services, warehouses now providing value-added services like

consolidation and breaking up of cargo, packaging, labeling, bar coding and reverse logistics etc.

warehousing and related activities account for approx. 20% of the total logistics industry. Most

of the warehousing space in India lies with unorganized players in domestic front, which is

causing wide supply and demand gap in storage space. According to KPMG, an additional

120million square feet of warehousing space is needed by 2012 to bridge this gap. Currently, the

organized warehousing industry in India has a capacity of approx. 80million metric tons and is

growing at 35 to 40 per cent per annum. An investment of approximately US$ 500million is

being planned by various logistics companies for the development of about 45million square feet

of warehouse space by 2012.Many players in this segment such as Multi Modal Logistics Park,

Mega Food Parks and Free Trade Warehousing Zones have planned next generation storage

models.

Current status and dynamics of the industry

The extant literature on the logistics industry points to a number of issues that service

providers have to address, such as pricing pressures, high costs of operations and low returns on

investments, hiring and retaining talent, pressure from clients to broaden the range of service

offerings and internationalize operations, demand for customized solutions and more value-

added services, besides infrastructural bottlenecks and government regulations. Service providers

complain that clients expect them to have the latest software, databases and ERP (Enterprise

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Resource Planning) packages, and invest in new technologies such as RFID and satellite-based

real-time tracking systems. Clients perceive that these investments are part of the basic service

package, and often do not want to match the same with increased payments for these additional

services. Pressure from clients to broaden the range of service offerings and internationalize

operations, has forced service providers to look for suitable alliances, mergers and acquisitions

that help fill the gaps in service offerings, and industry verticals and geographic areas served,

achieve economies of scale and enhance service providers’ capability to support international

operations.

Current scenario of logistics industry in India

India has been growing rapidly with over 1 billion potential consumers and a 200 million

middle class. Combined with a huge talent pool and progressive government policies, India is the

focal point of growth. The logistics industry has over the years faced a few challenges such as

central and state tax, local levies licenses, registrations and paperwork with infrastructure

development. The market although large is predominantly fragmented with multiple factors

demographic, retail, media, land & supplier fragmentation. But the scenario is fast improving

with an enthusiastic upswing in infrastructure. The golden quadrilateral project, a planned

network of divided 4-lane highways to connect all its major cities, is a good start. This will

enable a significant increase in inbound and outbound cargo. Another initiative in planning has

been the development of six world class airports and 20 seaports. There are several emerging

trends in India. The current logistics market is 6.7 billion Euros, with in sourced logistics at 91%.

There will be a considerable increase in this sector. The key driving factors for supply chain

management are the changes in regulatory framework, for example, vat. Globalization also plays

a major role in the increasing the efficiency of supply chain management. The attached clip

effectively shows the impact of capabilities gap. The key challenge for supply chain is to deliver

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the right product, in the right quantity, in the right condition to the right customer at the right

place, at the right time, at the right cost.

This industry gives large number of jobs in shipping for dedicated employees. It requires

a huge and committed manpower to manage for functioning of different segments. Jobs in

shipping industry require qualified employees for ship management, and to fulfill the trading

formalities. The shipping industry, not only is a source of employment for the people, who are a

directly a part of it, but also offers employment to other inter-related industries.

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4. OBJECTIVES AND SCOPE

Broad Objective:

To know overall about the company. And also know each and every parts of the recruitment and
selection process of that company.
Specific Objectives:
1. To focus on major elements of Recruitment and Selection process.

2. To focus on the process of Recruiting and selecting personals.

3. To focus on the updates and the batter methods of modern technique.

Need For the Study

 To Increase the effectiveness of different recruiting techniques and sources for all types

of job applicants in the organization.

 To identify the various sources of recruitment.

 To obtain the number and quality of employees that can be selected in order to help the

organization to achieve its goals and objectives

Scope of the Study

 To understand the various sources of recruitment provided in the organization.

 It helps to analyze the recruitment policy of the organization.

 It enables us to evaluate the effectiveness of different recruiting techniques and sources

for all types of job applicants in the organization.

Methodology
Source of Information:

1. Primary: The primary information collected through face to face interview, observation, and

by participation in the recruitment and selection process. To study the effectiveness of

recruitment and selection process in Modern Age International.

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2. Secondary: The secondary information collected from website, Magazine, Memorandum,

Journals, books and some other relevant sources.

Both primary and secondary data sources will be used to generate this report. Primary data

sources are scheduled survey, informal discussion with professionals and Observation while

working in different desks. The secondary data sources are different published reports, manuals,

price updates and different publications of this company.

 To study the various sources of recruitment.

 To study the factors influencing the recruitment and selection procedure.

 To study the present and future manpower requirements of the organization.

 The proposed work will especially address the present scenario of recruitment and

Selection procedures in the two leading recruitment and selection

 To evaluate the shortcomings if any of their presently used decision making

Methodologies.

 Support the organization ability to acquire, retain and develop the best talent and skills.

 Determine present and future manpower requirements of the organization in coordination

with planning and job analysis activities.

 Obtain the number and quality of employees that can be selected in order to help the

organization to achieve its goals and objectives.

 Create a pool of candidates so that the management can select the right candidate for the

right job from this pool

 Attract and encourage more and more candidates to apply in the organization Increase the

pool of candidates at minimum cost.

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  Acts as a link between the employers and the job seekers Infuse fresh blood at all levels

of the organization.

 Meet the organization's legal and social obligations regarding the composition of its

workforce.

 Increase the effectiveness of various recruiting techniques

Scope of the research

The report deals with the recruitment and selection process in terms of theoretical point

of view and the practical use. The study will allow learning about the recruitment and selection

issues, importance, modern techniques and models used to make it more efficient. The study will

help to learn the practical procedures followed by the leading organizations. Moreover the study

will help to differentiate between the practice and the theories that direct to realize how the

organization can improve their recruitment and selection process.

Limitations of the research

The main limitation of the study is the collection of information. Because most of the

information are confidential. So they don’t want to disclose them. And I am not able to show any

forms which they use in the time of joining or we use to upgrade the files.

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 4. RESEARCH METHODOLOGY

Recruitment and selection of new team members need to be undertaken with the primary

aim that “the required numbers of employees with required talent are available when needed”

(Bratton and Gold, 2001, p.13), in our case the required number of employees are seven team

members with special characteristics and talents specified as above.

It is important to have a clear understanding about the differences between recruitment

and selection. The primary aim of recruitment is searching for and obtaining potential job

candidates in sufficient numbers and quality in order for the organization to be able to select the

most appropriate people to satisfy its job needs. (Dowling and Schuler, 1990).Selection, on the

other hand, involves selecting candidates among recruited pool of candidates in order to hire for

the job. (Hackett, 1991)

The primary aim of recruitment is considered to be “to obtain at minimum cost the

number and quality of employees required to satisfy the human resource needs of the company”

(Armstrong, 2001, p.385)

In order to employ the members of the team for the roles specified above the following

recruitment strategy is going to be followed as proposed by Beardwell et al (2004):

Firstly, each individual vacancy within the team, and their roles and responsibilities are

going to be specified. Secondly, all available recruitment methods are going to be critically

analyzed in order to identify the most suitable ones taking into account the specifications and

objectives of the team. Thirdly, recruitment advertisements are going to be undertaken in

accordance with the chosen specific recruitment method(s). Fourthly, employment

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documentations are going to be dealt with as regards to each person recruited. Fifthly,

recruitment monitoring and evaluation is going to take place taking advantage of previous

experiences regarding this matter. Sixthly, recruited candidates are going to be shortlisted in

order to precede them to the next stage which will be the selection of job candidates. The

recruitment and selection process itself of the team members for the roles of ‘plant’,

monitor/evaluator, co-coordinator, resource investigator, implementers, completer/finisher, team-

workers, shaper, and ‘specialist’ will consist of following g stages:

Stage 1. Leads will be generated for above roles within the team through advertising vacancies

in external recruitment sources (internet and job centers), as well as internal recruitment sources

(intranet and transfers from other departments). Only 800 applicants will pass the initial

screening of their applications on the basis of basic requirements of the positions from among all

of the applicants for the jobs.

Stage 2. Further screening of applications will be undertaken on the basis of qualifications of

applicants and other criteria and as a result only 300 applicants will be invited out of initial 800.

Stage 3. Among 300 invited applicants only 60 will be chosen for the interviews. The rationale

for the choice at this stage will be based on the suitability of candidates for the roles advertised

on the basis of knowledge and other criteria.

Stage 4. 60 remaining applicants will be interviewed for the positions in the team and as a result

of interviews only 18 candidates will be remaining still with the chance of being employed to the

vacancies in the team.

26
Stage 5. Offers of employment will be made to all remaining 18 candidates and as a result of

negotiating with them about their pay package and other aspects of their future employment,

only 9 people who represent the roles of ‘plant’, monitor/evaluator, co-ordinator, resource

investigator, implementers, completer/finisher, team-workers, shaper, and ‘specialist’ will be

selected to be members of the team and they become new hires for the company.

The recruitment and selection processes need to be approached professionally in order to

achieve their objectives. The primary objectives of recruitment and selection processes is the

attraction of large number of applicants with suitable skills, experiences and qualifications in

order to choose among them through various available methods for the employment in an

organization and these methods should be cost effective as well.

The recruitment and selection plan outlined above meets all the requirements outlined

above and ensures that a large number of applicants are attracted for various positions within the

team, the most suitable of them are selected though efficient selection methods which are at the

same time cost efficient.

RESEARCH DESIGN

The research was based on assessing recruitment and selection practices of the

Organization. The design was a descriptive study which used both quantitative and qualitative

tools to recruitment and selection practices adopted by the Organization. The study was based on

the use of questionnaires. These approaches were used because they were satisfactory tools for

collecting data for the sample population to investigate the topic under study.

27
SOURCES OF DATA

Both primary and secondary source of data were used in conducting the research.

PRIMARY SOURCES

In getting primary data there are several approaches available to gathering data. In order

to collect reliable and valid information, the researcher contacted employees of the Human

resource department of the bank. The method used in collecting the primary data was

questionnaire.

QUESTIONNAIRES

The purpose of using questionnaire was to identify and assess the effectiveness of the

recruitment and selection practices of the organizations. A set of questionnaire was prepared with

open – ended as well as close ended questions.

SECONDARY SOURCES

The study also made use of secondary data in collecting information. The sources of the

secondary data include books, internet search, articles, and journals among others. This helped to

identify how others have defined and measured key concepts, the data sources that of others used

and this helped to discover how this research project is related to other studies.

SAMPLE SIZE

A sample size of 5 employees was chosen from the selected organizations for the study.

This was based on the staff strength of the various departments and to ensure that the sampled

was representative enough to draw conclusion.

28
DATA COLLECTION INSTRUMENT

The researcher used questionnaire. The researcher prepared the questionnaires to be

responded by the sampled employees of the organization. The questions were designed to make

the purpose of the study successful after the results have been ascertained. This instrument gave

expected information about the recruitment and selection procedures or practices.

ADMINISTRATION OF INSTRUMENTS

Copies of the questionnaire were distributed to respondents at work places. After some

time, the researcher went back and collected the answered questionnaires. The researcher

explained the questions to the respondents thoroughly after copies of the questionnaire were

given them.

DATA ANALYSIS

The collected data analyzed manually based on questionnaire and the collected data were

statistically analyzed, using the Statistical Package for Social Sciences software. Representations

like tables and charts were used to ensure easy and quick interpretation of data.

29
 5. REVIEW OF LITERATURE

According to Costello (2006) recruitment is described as the set of activities and processes

used to legally obtain a sufficient number of qualified people at the right place and time so that

the people and the organization can select each other in their own best short and long term

interests.

According to Korsten (2003) and Jones et al. (2006), Human Resource Management

theories emphasize on techniques of recruitment and selection and outline the benefits of

interviews, assessment and psychometric examinations as employee selection process. They

further stated that recruitment process may be internal or external or may also be conducted

online. Typically, this process is based on the levels of recruitment policies, job postings and

details, advertising, job application and interviewing process, assessment, decision making,

formal selection and training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare,

business or industrial sector may offer insights into the processes involved in establishing

recruitment policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market

scenario/ conditions and interviews, and psychometric tests in order to find out the potentialities

of job seekers. Furthermore, small and medium sized enterprises lay their hands on interviews

and assessment with main concern related to job analysis, emotional intelligence in

inexperienced job seekers, and corporate social responsibility. Other approaches to selection

30
outlined by Jones et al. (2006) include several types of interviews, role play, group discussions

and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead

to difficulties and unwanted barriers for any company, including untoward effects on its

profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In

additional, insufficient recruitment may result into lack of labour or hindrances in management

decision making, and the overall recruitment process can itself be advanced and amended by

complying with management theories. According to these theories, the recruitment process can

be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold grading

system, personal interviews, as well as psychological tests (Jones et al. 2006).

Price (2007), in his work Human Resource Management in a Business Context, formally

defines recruitment and selection as the process of retrieving and attracting able applications for

the purpose of employment. He states that the process of recruitment is not a simple selection

process, while it needs management decision making and broad planning in order to appoint the

most appropriate manpower. Their existing competition among business enterprises for

recruiting the most potential workers in on the pathway towards creating innovations, with

management decision making and employers attempting to hire only the best applicants who

would be the best fit for the corporate culture and ethics specific to the company (Price 2007).

This would reflect the fact that the management would particularly shortlist able candidates who

are well equipped with the requirements of the position they are applying for, including team

work. Since possessing qualities of being a team player would be essential in any management

position (Price 2007).

31
 Hiltrop (1996) was successful in demonstrating the relationship between the HRM

practices, HRM-organizational strategies as well as organizational performance. He conducted

his research on HR manager and company officials of 319 companies in Europe regarding HR

practices and policies of their respective companies and discovered that employment security,

training and development programs, recruitment and selection, teamwork, employee

participation, and lastly, personnel planning are the most essential practices (Hiltrop 1999). As a

matter of fact, the primary role of HR is to develop, control, manage, incite, and achieve the

commitment of the employees. The findings of Hiltrop’s (1996) work also showed that

selectively hiring has a positive impact on organizational performance, and in turn provides a

substantial practical insight for executives and officials involved. Furthermore, staffing and

selection remains to be an area of substantial interest. With recruitment and selection techniques

for efficient hiring decisions, high performing companies are most likely to spend more time in

giving training particularly on communication and team-work skills (Hiltrop 1999). Moreover

the finding that there is a positive connection existing between firm performances and training is

coherent with the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to

develop HR practices that are more focused on training in order to achieve competitive benefits

In other words, the recruitment process provides the organization with a pool of

potentially qualified job candidates from which judicious selection can be made to fill vacancies.

Successful recruitment begins with proper employment planning and forecasting. In this phase of

the staffing process, an organization formulates plans to fill or eliminate future job openings

based on an analysis of future needs, the talent available within and outside of the organization,

and the current and anticipated resources that can be expanded to attract and retain such talent.

Also related to the success of a recruitment process are the strategies an organization is prepared

32
To employ in order to identify and select the best candidates for its developing pool of human

Resources.

Organizations seeking recruits for base - level entry positions often require minimum

qualifications and experiences. These applicants are usually recent high school of

university/technical college graduates many of whom have not yet made clear decisions about

future careers or are contemplating engaging in advanced academic activity. At the middle

levels, senior administrative, technical and junior executive positions are often filled internally.

The push for scarce, high - quality talent, often recruited from external sources, has usually been

at the senior executive levels. Most organizations utilize both mechanisms to effect recruitment

to all levels.

The focus of recruitment and selection according to Montgomery (1996) is on matching

the capabilities and in calcinations of prospective candidates against the demands and rewards

inherent in a given job. Jovanovic (2004) said recruitment is a process of attracting a pool of high

quality applicants so as to select the best among them. For this reason, top performing companies

devoted considerable resources and energy to creating high quality selection systems.

Recruitment and selection process are important practices for human resource management, and

are crucial in affecting organizational success Jovanovich (2004).

Due to the fact that organizations are always fortified by information technology to be

more competitive, it is natural to also consider utilizing this technology to re-organize the

traditional recruitment and selection process through proper decision techniques, with that both

the effectiveness and the efficiency of the processes can be increased and the quality of the

recruitment and selection decision improved. A human resource information system is a system

exploited to acquire, store, manipulate, analyze, retrieve, and distribute relevant information

33
regarding an organization's human resources (Huselid, 1995). The purpose of the system is to

support human resource services from the strategic level down to the tactical and operational

levels. Many decision-making problems, including recruitment and selection, are herein

involved. The system facilitates automated or computerized procedures to solve the problems,

and is of vital importance as an aggressive tool in the information age.

Researchers indicate that effective recruitment practices and policies enable boards to

find the best candidate for their organization. The personnel function becomes especially

important when recruiting and selecting new administrators. A critical role for human resource

management is how to elicit positive reactions from candidates when discussing administrative

roles. When opportunities are presented to employees to move towards careers in administration

(i.e., tapping shoulders of potential candidates), often a negative reaction occurs.

People without administrative experiences have negative perceptions and views of the

role of the administrator. In attempts to attract and support individuals to the administrator’s

position it is necessary to identify what barriers prevent potential candidates from applying to the

pool. Job complexity and Workloads are perceived by employees as the two considerations

having had the greatest impact on the number of applicants for administrative positions. Other

factors include poor remuneration as it relates to demands and expectations of the job and lack of

resources and support structures in. Many highly qualified, competent, and talented employees

dismiss careers in administration because they do not want to sit in an office all day. Until some

alternative image is understood, or at least some support and resources put in place, a problem of

pre-screening and identification will not likely improve (Mullins, 1999)

Heidrick & Struggles an International Inc of Singapore published an article “Internal

versus external hiring decision” in 2006 by Charles Moore, Managing partner.

34
 Is it better to hire from within or outside of your organization? This was the problem

faced by Heidrick International Inc. The firm had strong internal candidates, but was adamant

about entertaining outside talent for Friel’s successor. After a few months, the board met to

review a shortlist of external candidates, but despite the exhaustive process chose an internal

applicant. While some may argue that we could have saved time and money by only looking

within, the process ensured that every possible option was considered, and that we arrived at the

best solution for the firm’s.

Hiring externally has a number of challenges. The more seniority a position carries, the

greater the chance for failure. Unlike middle managers, the spotlight is immediately focused on

the new senior executive. At many companies in Asia, the new executive will be confronted with

a “sink or swim” situation: He will either adapt to the new culture in which he finds himself, or

he will drown — and the company will be left with little more than an expensive lesson.

An internal hire, on the other hand, has proven his ability to operate within the

Company’s culture. So why not, then, stick with only internal candidates? While certainly safer

in the short term, relying only on internal promotions can lead to far greater long-term problems

for an organization.

Whether an external hire succeeds in his position often depends on the company’s strong,

forward-looking human resources team, which understands a company’s business strategy and

proactively puts systems in place to ensure new executives adjust to their new culture. They

provide the new executive with a mentoring and coaching network that will guide him through

the critical first 12 months on the job. As for the executive himself, he should refrain from

making radical changes as much as possible from day one.

35
 The process includes formal mentoring and an external coaching program. And after six

months, a 360-degree appraisal is conducted with the new executive. Interestingly, Goodyear’s

on-boarding efforts apply not only to external candidates, but also to internal executives that take

on a new role.

As discussed by Jackson et al. (2009), Human resource management approaches in any

business organization are developed to meet corporate objectives and materialization of strategic

plans via training and development of personnel to attain the ultimate goal of improving

organizational performance as well as profits. The nature of recruitment and selection for a

company that is pursuing HRM approach is influenced by the state of the labour market and their

strength within it. Furthermore, it is necessary for such companies to monitor how the state of

labour market connects with potential recruits via the projection of an image which will have an

effect on and reinforce applicant expectations.

Work of Bratton & Gold (1999) suggest that organizations are now developing models of

the kind of employees they desire to recruit, and to recognize how far applicants correspond to

their models by means of reliable and valid techniques of selection. Nonetheless, the researchers

have also seen that such models, largely derived from competency frameworks, foster strength in

companies by generating the appropriate knowledge against which the job seekers can be

assessed. However, recruitment and selection are also the initial stages of a dialogue among

applications and the company that shapes the employment relationship (Bratton & Gold 1999).

This relationship being the essence of a company’s manpower development, failure to

acknowledge the importance of determining expectation during recruitment and selection can

lead to the loss of high quality job seekers and take the initial stage of the employment

36
relationship so down as to make the accomplishment of desirable HRM outcomes extremely

difficult.

In the opinion of Bratton and Gold (1999), recruitment and selection practices are

essential characteristics of a dialogue driven by the idea of “front-end” loading processes to

develop the social relationship among applicants and an organization. In this relationship, both

parties make decisions throughout the recruitment and selection and it would be crucial for a

company to realize that high-quality job seekers, pulled by their view of the organization, might

be lost at any level unless applications are provided for realistic organization as well as work

description. In view of Jackson et al. (2009) and Bratton & Gold (1999) applicants have a

specific view of expectations about how the company is going to treat them; recruitment and

selection acts as an opportunity to clarify this view. Furthermore, one technique of developing

the view, suggested by Bratton and Gold (1999), are realistic job previews or RJPs that may take

the form of case studies of employees and their overall work and experiences, the opportunity to

“cover” someone at work, job samples and videos. The main objective of RJPs is to allow for the

expectations of job seekers to become more realistic and practical. RJPs tend to lower initial

expectations regarding work and a company, thereby causing some applications to select

themselves; however RJPs also increase the degree of organization commitment, job satisfaction,

employee performance, appraisal and job survival among job seekers who can continue into

employment (Bratton & Gold 1999) Jackson et al. (2009).

However, the process of recruitment does not cease with application of candidature and

selection of the appropriate candidates, but involves sustaining and retaining the employees that

are selected, as stated by Silzer et al. (2010).

37
 Work of Silzer et al. (2010) was largely concerned with Talent management, and through

their work they were successful in resolving issues like whether or not talent is something one

can be born with or is it something that can be acquired through development. According to

Silzer et al (2010), that was a core challenge in designing talent systems, facing the organization

and among the senior management. The only solution to resolve the concern of attaining efficient

talent management was by adopting fully-executable recruitment techniques. Regardless of a

well-drawn practical plan on recruitment and selection as well as involvement of highly qualified

management team, companies following recruitment processes may face significant obstacles in

implementation. As such, theories of HRM can give insights in the most effective approaches to

recruitment even though companies will have to employ there in house management skills for

applying generic theories across particular organizational contexts. Word conducted by Silzer et

al (2010) described that the primary objective of successful talent strategies is to create both a

case as well as a blueprint for developing the talent strategies within a dynamic and highly

intensive economy wherein acquisition, deployment and preservation of human capital-talent

that matter,, shapes the competitive advantages and success of many companies (Silzer et al.

2010).

38
 6. DATA INTERPRETATION AND ANALYSIS

TABLE: 1
Gender. Responds Percentage
male 75 75%
female 25 25%

CHART: 1

7500%
80

70

60

50

40
2500%
30

20
75% 25%
10

0
Responds Percentage

male female

INTERPRETATION:
In the above diagram showing that the recruitment and selection.75 no of respondents are in the form of
Male and 25 no of respondents are in the form of Female.

TABLE: 2
39
 Age. Responds Percentage
below25 40 40%
25-35 25 25%
35-45 20 20%
45-55 15 15%

CHART: 2

45
40
40

35

30
25
25
20
20
15
15

10

5
40% 25% 20% 15%
0
below25 25-35 35-45 45-55

Responds Percentage

INTERPRETATION:

In the above diagram showing that the recruitment and selection for age groups. The high
responds of age group is below 25, very low level respond age group is 45-55. 25-35 of the age
respond 25% and the age of 35-45 is responded parentage is 20%.

TABLE: 3

40
 Since how many years have you been Responds Percentage
working with this organization?
0-5 Years 25 25%
5-10 Years 45 45%
10 to 15 Years 20 20%
More than 15 Years 10 10%

CHART: 3

50
45
45

40

35

30
25
25
20
20

15
10
10

5
25% 45% 20% 10%
0
0-5 Years 5-10 Years 10 to 15 Years More than 15 Years

Responds Percentage

INTERPRETATION:

In the above diagram showing that the question since how many years have you been working
with this organization? is recruitment and selection. The high responds of this question is 5-10
years for 45%, 5 year working experience persons respond 25%, 10-15 years experience persons
respond 20% and the 10% of respond more than 15 years working experience persons.

TABLE: 4

41
 Does the organization clearly define the position Responds Percentage
objectives, requirements and candidate specifications
in the recruitment process?
Yes 65 65%
No 35 35%

CHART: 4

100
3500%
90
80
70
60
50
40
30 6500%

20
35%
10
0 65%
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question does the organization clearly defines the position
objectives, requirements and candidate specifications in the recruitment process? For recruitment
and selection. The high responds percentage is 65% for ‘Yes’ and the responds for the answer
‘No’ is 35% only.

TABLE: 5

42
 How well are the organization’s affirmative action Responds Percentage
needs clarified and supported in the selection process?
Poor 25 25%
Adequate 25 25%
Excellent 50 50%

CHART: 5
50

50
45
40
35
30 25 25

25
20
15
10
25% 25% 50%
5
0
Poor Adequate Excellent

Responds Percentage

INTERPRETATION:

In the above diagram showing that the question how well are the organization’s affirmative
action needs clarified and supported in the selection process? For recruitment and selection. The
responds of in these answers 25% Poor, 25% Adequate and 50% Excellent.

TABLE: 6

43
 How would you rate the HR department’s Responds Percentage
performance in recruitment and selection?
Poor 10 10%
Adequate 25 25%
Excellent 65 65%

CHART: 6

70
65

60

50

40

30
25

20

10
10

10% 25% 65%

0
Poor Adequate Excellent

Responds Percentage

INTERPRETATION:

In the above diagram showing that the question How would you rate the HR department’s
performance in recruitment and selection? For recruitment and selection. The options are poor,
adequate and Excellent, these answers respond persons are 10% Poor, 25% Adequate and 65%
Excellent.

TABLE: 7

44
 Is the organization doing timeliness recruitment Responds Percentage
and Selection process?
Yes 60 60%
No 40 40%

CHART: 7

100
90 4000%

80
70
60
50
40
30 6000%
20
40%
10
0 60%
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question is the organization doing timeliness recruitment
and Selection process? For recruitment and selection. The high responds percentage of these
question is 60% for ‘Yes’ and 40% is ‘No’.

TABLE: 8

45
 Rate the effectiveness of the interviewing process Responds Percentage
and other selection instruments, such as testing?
Poor 25 25%
Adequate 60 60%
Excellent 15 15%

CHART: 8

70

60
60

50

40

30
25

20
15

10

25% 60% 15%

0
Poor Adequate Excellent

Responds Percentage

INTERPRETATION:

In the above diagram showing that the question Rate the effectiveness of the interviewing
process and other selection instruments, such as testing? For recruitment and selection. The
options are poor, adequate and Excellent, these answers respond persons are 25% Poor, 60%
Adequate and 15% Excellent.

TABLE: 9

46
 Does HR train hiring employees to make Responds Percentage
the best hiring decisions?
Yes 45 45%
No 55 55%

CHART: 9

5500%
60
4500%
50

40

30

20

10 45% 55%

0
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question Does HR trains hiring employees to make the
best hiring decisions? For recruitment and selection. The high responds percentage of these
questions is 55% for ‘No’. The respond of answer ‘Yes’ is very low 45%.

TABLE: 10

47
 Rate how well HR finds good candidates from Responds Percentage
non-traditional sources when Necessary?
Poor 30 30%
Adequate 60 60%
Excellent 10 10%

CHART: 10

70

60
60

50

40

30
30

20

10
10

30% 60% 10%

0
Poor Adequate Excellent

Responds Percentage

INTERPRETATION:

In the above diagram showing that the question Rate how well HR finds good candidates from
non-traditional sources when Necessary? For recruitment and selection. The options are poor,
adequate and Excellent, these answers respond persons are 30% Poor, 60% Adequate and 10%
Excellent.

TABLE: 11

48
 Does the HR Department is efficient in Selection Responds Percentage
Policy of the employees?
Yes 50 50%
No 50 50%

CHART: 11

100
90 5000%
80
70
60
50
40
30
5000%
20
10 50%

0 50%
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question does the HR Department is efficient in Selection
Policy of the employees? For recruitment and selection. In this questions respond is equal
answers for ‘yes’ and ‘No’, the percentages is 50% is respectively.

TABLE: 12

49
 Does the HR maintain an adequate pool of Responds Percentage
quality “protected class” applicants?
Yes 65 65%
No 35 35%

CHART: 12

100
3500%
90
80
70
60
50
40
30 6500%

20
35%
10
0 65%
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question Does the HR maintains an adequate pool of
quality “protected class” applicants? For recruitment and selection. The high responds
percentage of these questions is 65% for ‘Yes’. The respond of answer ‘No’ is very low 35%.

TABLE: 13

50
 Does the organization do proper Job Analysis Responds Percentage
before Selection Process begins?
Yes 70 70%
No 30 30%

CHART: 13

100 3000%
90
80
70
60
50
40
7000%
30
20
30%
10
0 70%
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question Does the organization do proper Job Analysis
before Selection Process begins? For recruitment and selection. The high responds percentage of
these questions is 70% for ‘Yes’. The respond of answer ‘No’ is low 30%.

TABLE: 14
51
 Do you think organization prefers referred Responds Percentage
candidates?
Yes 60 60%
No 40 40%

CHART: 14

100
4000%
90
80
70
60
50
6000%
40
30
20
40%
60%
10
0
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question Do you think organization prefers referred
candidates? For recruitment and selection. The high responds percentage of these questions is
60% for ‘Yes’. The respond of answer ‘No’ is low 40%.

TABLE: 15

52
 Does the selection methods used by the Responds Percentage
Organization are reliable?
Yes 55 55%
No 45 45%

CHART: 15

100
90 4500%
80
70
60
50
40
30 5500%
20
45%
10
0 55%
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question Does the selection methods used by the
Organization are reliable? For recruitment and selection. The high responds percentage of these
questions is 55% for ‘Yes’. The respond of answer ‘No’ is low 45%.

TABLE: 16

53
 Does the HR team act as a consultant to enhance the Responds Percentage
quality of the applicant pre-screening process?
Yes 75 75%
No 25 25%

CHART: 16

100 2500%
90
80
70
60
50 7500%
40
30
20
25%
75%
10
0
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question does the HR team act as a consultant to enhance
the quality of the applicant pre-screening process? For recruitment and selection. The high
responds percentage of these questions is 75% for ‘Yes’. The respond of answer ‘No’ is very low
25%.

TABLE: 17

54
 How do you rate the Selection Policy of the Responds Percentage
organization?
Good 60 60%
Average 30 30%
Poor 10 10%

CHART: 17

70

60
60

50

40

30
30

20

10
10
60% 30% 10%
0
Good Average Poor

Responds Percentage

INTERPRETATION:

In the above diagram showing that the questions How do you rate the Selection Policy of the
organization? For recruitment and selection. The options are Good, average and Poor, these
answers respond persons are 60% good, 30% Average and 10% Poor.

TABLE: 18

55
 Rate how well HR finds good candidates from non- Responds Percentage
traditional sources when necessary?
Poor 25 25%
Adequate 65 65%
Excellent 10 10%

CHART: 18

70
65

60

50

40

30
25

20

10
10

25% 65% 10%

0
Poor Adequate Excellent

Responds Percentage

INTERPRETATION:

In the above diagram showing that the question Rate how well HR finds good candidates from
non-traditional sources when necessary? For recruitment and selection. The options are poor,
adequate and Excellent, these answers respond persons are 25% Poor, 65% Adequate and 10%
Excellent.

TABLE: 19

56
 Do you think organization looks for experienced Responds Percentage
employees in selection Process?
Yes 80 80%
No 20 20%

CHART: 19

2000%
100
90
80
70
60
50
40 8000%
30
20
20%
10
0 80%
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question Do you think organization looks for experienced
employees in selection Process? For recruitment and selection. The high responds percentage of
these questions is 80% for ‘Yes’. The respond of answer ‘No’ is very low 20%.

TABLE: 20

57
 Which is the most important quality the Responds Percentage
organization looks for in a candidate?
Knowledge 22 22%
Past Experience 20 20%
Optimistic Nature 15 15%
Discipline 23 23%
Team Work Ability 15 15%
Other 5 5%

CHART: 20

25
23
22
20
20

15 15
15

10

5
5

22% 20% 15% 23% 15% 5%

0
Knowledge Past Experience Optimistic Nature Discipline Team Work Ability Other

Responds Percentage

INTERPRETATION:

In the above diagram showing that the question Which is the most important quality the
organization looks for in a candidate? For recruitment and selection. The persons respond this
question is 22% of Knowledge, 20% of Past Experience, 15% of Optimistic Nature, 23% of
Discipline, 15% of Team work Ability and 5% of others.

TABLE: 21

58
 is the Resume screening and Short listing method used Responds Percentage
by the organization is satisfactory?
Yes 75 75%
No 25 25%

CHART: 21

100 2500%
90
80
70
60
50 7500%
40
30
20
25%
75%
10
0
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question is the Resume screening and short listing method
used by the organization is satisfactory? For recruitment and selection. The high responds
percentage of these questions is 75% for ‘Yes’. The respond of answer ‘No’ is very low 25%.

TABLE: 22

59
 Do you think criteria for short listing of candidates Responds Percentage
used by the organization is satisfactory?
Yes 55 55%
No 45 45%

CHART: 22

100
90 4500%
80
70
60
50
40
30 5500%
20
45%
10
0 55%
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question Do you think criteria for short listing of
candidates used by the organization is satisfactory? For recruitment and selection. The high
responds percentage of these questions is 55% for ‘Yes’. The respond of answer ‘No’ is very low
45%.

TABLE: 23

60
 Does the organization do employee verification Responds Percentage
before and after selection?
Yes 60 60%
No 40 40%

CHART: 23

100
4000%
90
80
70
60
50
6000%
40
30
20
40%
60%
10
0
Responds Percentage

Yes No

INTERPRETATION:

In the above diagram showing that the question Does the organization do employee verification
before and after selection? For recruitment and selection. The high responds percentage of these
questions is 60% for ‘Yes’. The respond of answer ‘No’ is very low 40%.

7. FINDINGS AND CONCLUSIONS

61
 7.1 FINDINGS

Strengths: The skills and intellect of GlaxoSmithKline employees are fundamental to the current

and future success of the business. It is MODERN AGE INTERNATIONAL's human capital

that maximizes the potential of the Group’s scientific, commercial and financial assets. The

company pays maximum attention and efforts in recruiting highly qualified employees who are

willing to face challenges in achieving company's goals.

- MODERN AGE INTERNATIONAL Cochin recruitment policy is strict in the sense

that it does not allow any favor or preferential treatment to anyone. It remains committed to

employment policies which do not discriminate between potential or existing staff on the

grounds of color, race, ethnic and national origin, gender, marital status, religious beliefs or

disability.

- MODERN AGE INTERNATIONAL Cochin is committed to recruit suitably qualified

and experienced candidates for all vacant positions confirming the hiring procedures to the local

law and the company's requirements. No one who is below 18 years of age can be hired as an

employee for MODERN AGE INTERNATIONAL Cochin on regular, contract or temporary

status.

- Role template is the basis of MODERN AGE INTERNATIONAL Cochin recruitment,

selection and placement, training, performance appraisal, salary administration, promotion and

other personnel actions for its employee.

- In case of top-level employee recruitment, the interview is taken by divisional head who

is completely unaware about the candidate; as a result there is a less chance of occurring

biasness.

62
 - HR and the concerned line manager will maintain absolute confidentiality of the

implementation of any part of the recruitment process. No query will be responded or no

information will be provided regarding the status of any recruitment until the entire process is

completed.

Weakness: To recruit any employee for any permanent post MODERN AGE

INTERNATIONAL. needs to pass the budget from its headquartered at least one year back. As a

result, in case of emergency situation the company cannot recruit permanent employee within a

very short period of time.

TRENDS IN RECRUITMENT ANDSELECTION PROCESS:

RECRUITMENT

Recruitment Process Outsourcing:

The recruitment is one of the leading functions that organization outsourced. External

service providers are conducting all or parts of clients' recruitment services. This practice is very

common today and widely accepted in the Industry. This practice will help the organization in

reducing time and costs in recruitment.

Head Hunting and Poaching:

Head Hunting means you attract the employ of your choice from competitors by the way

offering lucrative packages for beginning the work for your organisation.Poaching means

intended to offer job who are already working with another organization and which is known.

Indian retail and software sector are facing this serious brunt of poaching today. This is very

common in BFI sector for gaining immediate advantages. Various implication presents in this

process cracking of relationship and offering unrealistic salary for immediate gain.

63
E recruitment:

Internet has created revolution in recruitment and selection process. Career with us or

Job@organisation is common button on Companies website .Today aspirants having global

mindset and information on opening are available online with placement consultant website,

companies website, city line websites and other portal.Organisation are collecting database

whole of the year through this and excersing this to its level best. This will help in time and

money cost for the companies and for aspirants it is easier to access it on 24/7.

Summer Internship Programme: This programme bridges the gap between concepts reinforced
in class room and real corporate and environmental situation. Corporate having opportunity to
evaluate students for long term perspectives. Internship programme is undertaken in the
discipline concerned.

Referral recruitment:

Refer the people for job with your esteemed organization. This is very common term in

Modern Age International; in fact, this is the process of recognizing the employee's loyalty and

Values. This means organization needs valuable employees like you.

Campus Recruitment:

This campus recruitment is the systems where various organizations visit the college
campuses to recruit bright youngsters to work for them. The various selection processes tend to
remain the same for most of the companies. The selection occurs through 3 main steps,

(I) Aptitude test,

(ii) Group discussion (GD) and,
(iii) Personal Interview.

64
Hiring great candidates is a pretty hard job. Recruiters try to dip into their employee's social
network by having them refer candidates they know.

Contract Recruitment:

In this kind of recruitment two basic points to be considered, first abilities to match a job

requirement and the specialized skill and professionalism of contractors. Communication is

critical throughout the process- Contracts, Insurance, accommodation and expenses all need to

organize efficiently and professionally.

Temporary Recruitment:

Flexible Work Forces that can respond to your ever changing business demand. This is

recognized by quick, efficient and provides strong level of fit between the requirement of

companies and matching skill, attitude and behavior of candidates. This is one of the most

noticeable effects of downsizing epidemic and labor shortage of past two decades has been

dramatic rise in the use of temporary employees. Today, JUST IN TIME, can be formed staffing

all types of jobs in the organization including, professional, technical and higher executive

position.

SELECTION

Application:

If you go through advertisement for recruitment, one item is common, “Last date

of application", means buy the application, fill the application and reaches the application on or

before that date, in the very first of important date. The common application form generally

consists of:

65
 Personal Information: It comprises name, date of birth, gender, marital status, detail of

his family, annual income of the family, address etc. This help in identifying the applicant’s

socio economic strata and family background. This information also helps in the assess his

suitability in the organization, in the job and in the team that he would be associated with.

Educational Qualification: This includes schools, colleges and institution attended by

applicants or jobseekers, the period of study, the various courses taken and subjects studied the

percentage of marks scored and the class of grade secured by him. This component provides

opportunity to assess an applicant's academic background.

Work experience: This provides basic information on applicant's previous job. This will

help the prospective employers to understand and evaluate the, candidate's suitability to the job,

his working habits and his competencies. In relation to the job.

Salary: (Present and Expected): The salary structure is important because different

companies have different salary structure. A company might have low basic salary but higher

percentage of other components.

Personality Items: This requires the applicants to provide information on his strengths

and weaknesses, his professional goals- both long terms and short terms and his hobbies and

interest. This extra information help the employers to understand his hobbies and interest. This

extra information helps the employers understand personality of applicants which would help in

motivating and improving his performance on the job.

Reference Checks: In this ways organization wants to check credibility of candidates

and to get past record of an applicant.

66
Interviews:

Preliminary Interview: The aim of prelims is to eliminate the applicants who are

obviously unqualified of jobs. These interviews are generally informal and unstructured and

conducted even before the candidates fill in the application blanks. This is presenting more

obvious facts and information. This enables the manager to quickly evaluate the interviewee on

the basis of appearance and quality of communication.

Formal and structured Interview: This interview is based on through job analysis,

which directs the flow of interview. The questions cover all pertinent facts. The same questions

are asked to all candidates which helps in better evaluation.

Unstructured Interview: No structured frames of questions. The more open ended

questions. A candidate remained comfortable throughout the interview. This tends to more

subjective.

In-depth Interview: This is more suitable in selecting the candidates for high end

technology and high skill jobs. Experts in the relevant areas test the candidates, knowledge and

understanding of the subjects and assess his expertise. They determine suitability of candidates

for the jobs in questions and based on this evaluation.

Panel Interview: In this process, representatives from various departments get to meet

and interview a candidate. This reduces the subjectivities involved in the one to one interview.

67
 Group Interview: This method is resorted to when the number of applicants is high and

time available for interviewing is short. This method is useful in while recruiting for entry level

and junior management position.

Stress Interview: the objective is to test the applicant’s abilities to perform and deliver

under stress. Interviewers put the interviewee under stress by repeatedly interrupting him,

criticizing his answer, asking him unrelated questions or keeping quiet for long time after

interviewee has finished talking.

Psychometric Assessment:

This is standardized procedure to measure intelligences or aptitude or personality of

aspirants. This is one of the important parts of selection process of many domestic and

international organizations. This help employer to find best match of individual to occupation

and working ambience. It should be standardized, reliable, predictive and non discriminatory.

Reference Check:

The information given by the candidates is checked by references after final decision

taken and before offer is to made. This reference might have been work related (such as former

supervisor or co worker) or they might have been personal (such as friend, clergy, or family

members). In either case, to the extent that you could, you provided the organization with a list

of people who you believed would generally speak favorably about you.

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The Offer:

Once the candidates are evaluated and final decision is taken, then the offer letters is

made which is formal, written and requires acceptance in writing. The objective of the offer

letter is “we are pleased to select you for our esteemed organization."

The Medical examination:

This is very common in hiring process .This is in fact mentioned in the clause in offer

letter to the candidates , which says that the offer is conditional on the candidates being

medically fit..

The Orientation:

Orientation is process by which we introduce new employees to the organization, their

superiors, coworkers and job. The orientation process provides a foundation upon which new

employees can build their skill and contribute to our efforts to providing responsive and effective

services to the organization.

8.2 SUGGESTION

 Manpower requirement for each department in the company is identified well in advance.

 If the manpower requirement is high and the recruitment team of the HR department

alone cannot satisfy it, then help from the placement agencies is needed.

 Time management is very essential and it should not be ignored at any level of the

process.

69
 The recruitment and selection through placement agencies as the last resort and is utilized

only when need.

 The recruitment and selection procedure should not to lengthy and time Consuming.

 The candidates called for interview should be allotted timings and it should not overlap

with each other.

 The company can go for campus interview in order to get talented candidates to improve

the organization effectiveness.

 Some changes can be implemented in recruitment policies as it stands as an obstacle of

recruiting talented candidates.

 Intelligence test should be implemented in selection process to test the knowledge of the

candidates.

 The organization can minimize the candidate eligibility verification process.

 Strategic planning: Successful employment planning is designed to identify an

organization human resources need. The company have to use software to keep

employees update; which type of qualified employees they have; forecast future

requirement of qualified employees like other MNCs

 Checking Policy: When the candidates come for interview or written exam the authority

doesn’t check the person with the picture that the candidates attached with the

application.

 Using 3rd party: The Company can use 3rd party for the entire department to reduce

cost. And it is not possible all time to get the best CV, in that case 3rd party can help.

70
 Vacancy Fill up: Most of the time company filled the vacant position from outside. But

they can fill it by promoting appointment or suitable person in the organization.

 Emphasize on internal search: The Company basically relied on external search for

recruiting purpose. They must attempt to develop their own low level employees for

higher positions through more internal search. To do so they must ensure a

communication network notifying interested persons of opportunities, including

advertising within the organization like “position open” bulletin board in every

department.

 Job fair: All of these organizations must use open up recruiting efforts to the external

community like job fair through external search. They can participate in career and job

fairs and open houses and must develop and support educational programs and become

more involved with educational institution that can refer more diverse talent pool.

 Background investigation: HR department should undertake a background investigation

of applicants who appear to offer potential as employees. They should verify an

individual legal status to previous work through checking credit reference, criminal

records and so on.

71
8.3 CONCLUSIONS

This is the conclusion chapter. Here the research questions are answered and the
limitations and contributions of the study are analyzed with a gap for further research on the
subject.

Recruiting people with the right skills and qualities is essential for any organization if it

is to maintain and improve its efficiency. Not only the personnel manager but also the line

manager/supervisor has a part to play in the selection process. It is crucial that both these people

have training to enable them to carry out their roles effectively.

Careful analysis of the job to be done, and of the competencies required to do it, is
necessary if the right people are to be fitted into the right job. Having selected the best candidate
for the job, the next stage is to ensure that the new recruit is successfully integrated into the
organization through a well planned induction programme.

Induction need not be an elaborate exercise, but it must be thought out in advance, carried

out in a timely and careful manner, and evaluated to ensure that it meets the needs of the

employee. The benefits of a good induction programme are a more settled employee, a more

effective response to training, lower labour turnover, and improved industrial relations.

Drawing from Winhold’s typology (figure 03) conclusions can be made that Modern Age

International is both innovative and autonomous. This is justified by the fact that it searches for

different categories of employees and is very accurate in its recruitment process in the searching

and buying of innovative human capital and other companies into the business. Since the

company also has predefined recruiting standards (appendix 02) and look for best candidates, the

company is seen as autonomous. The innovative strategy is characterized by the fact that the firm

tries to attract as many potential innovators as possible. It is likely to use all recruitment channels

72
available, such as newspapers, head hunters or employment agencies, and social networks.

Internet circulars are used to attract as many applicants as possible. The Company attracts a large

heterogeneous group of applicants that matches its EOP, the Regional Balance and diversity

policies.

Irrespective of this, other opinions projected Modern Age International’s recruitment

packages as a mere lip service. This means that such policies represent a smoke screen since

what is preached is not put in practice. The empirical validation to this claim stems from the fact

that successively, Modern Age International has been manned by two directors from the same

family in spite the fact that Cameroon hosts approximately 256 ethnic groups. Of course the

mandates of these directors were not chosen by balloting meaning that the ethnic succession

policy of regional balance was seldom applied in these circumstances. Modern Age International

can thus be classified as a negative organization from Healy’s (1993) argument since the

company assumes that it does not discriminate whereas it might consciously discriminate.

Recruitment discrimination has been identified as arousing a lot of curiosity in most state

corporations in Cameroon. Most recently, the prime minister of Cameroon watered down

accusations of managerial slips by managers of the Cameroon Airline Company underlining

discrimination in recruitment as a contributory factor to the company’s inability to deliver

anticipated outcomes since 2006, (Cameroonpostline, 14th July 2012). At this juncture, it is

difficult to argue the 68.3% rate of underemployment in the country that is being perpetuated by

corruption/discrimination thus, confirming the Transparency International CPI that ranks

Cameroon 134 out of 182 countries considered in its classification. From these analyses, it will

not be an overstatement to conclude that the result of this study is general sable to other state

owned corporations.

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 Further, a critical look at Modern Age International unravels some weaknesses in its

recruitment arrangements. Firstly, there is the absence of CSR policy in the overall business

strategy. This goes to address the second research question by revealing that, the local

community people around where Modern Age International operates do not benefit from the

company. This study is expected to raise the curtains of the unsatisfactory treatment of people

living in the communities where oil companies operate that is being considered today a topical

issue that relates to the increasing questions and evidence of a rift between the stated intensions

of business leaders (in the oil, gas and mining sectors) and their actual impact in the real world.

Despite the fact that many scholars have postulated varying perspectives on CSR for example;

Remington (2005), Armstrong (2009), Frynas (2005, 2009), such conceptual developments have

not been fully integrated and institutionalized into the missions of Modern Age International.

This is evidence in the dissatisfaction of the.

Local community residents about Modern Age International’s operations in their horizon.

Therefore in a more general level what could be learnt from this investigation within a broad

model of business-society relationships is that CSR can provide a coherent framework for

business and society without which there will be lack of social legitimacy like the case of the

Niger Delta in Nigeria where community disapproval stopped oil operations. Of course, the

quality of the firm’s reputation as an employer is only one aspect of its social legitimacy, which

also includes such things as its impacts on the natural environment, Boxall & Purcell (2008).

Secondly, there is a lot of risk taking in the company’s staffing approach. Discrimination in the

labor market should be discouraged not to develop to become a rational decision-making process

in companies because such attitude threatens the exclusion of potential workers from possible

employment, just like the various managing directors of Modern Age International that are being

74
hired through appointments. The relevant best practice prescriptions in this domain has to be

developed acknowledging that the power of the firm in the labor market determines the degree of

choice which the firm can exercise in deciding upon a particular recruitment strategy. Moreover,

it was not seen as a common practice to use the psychometric test in the last phase of selection of

candidates to determine the best personal fit of candidates to the company. From these

observations, Modern Age International’s recruitment strategy could not be qualified as 100%

effective and efficient thus, answering the first research question. In all, it would be an

interesting research contribution to find out the level of growth of companies that strongly adhere

to psychometric test and those that do not consider it as a complementary in the last part of the

recruitment and selection process.

8. LIMITATIONS AND SCOPE FOR FURTHER STUDIES

• The duration of the study was limited and hence elaborate and comprehensive project survey

was not undertaken.

• The personal biases of the respondents might have entered into their response.

• Because of a small period of time only small sample had to be considered which doesn’t

actually reflect and accurate picture

Human Resource Management is the Department where the access of Outside

Researchers is Very Less Because Of their Company secrets and Selection Procedures. So

Finding out the Gaps and exploring the recoupment and selection of the HRD Practices is a

difficult procedure. To Find the Results For Best Practices is To Get Knowledge from the

different organizations and companies and from their employees And when u get the knowledge

75
from the employees about their own organization they will not give you the negativity info about

their Organization.

Every task is undertaken with an objective and accomplishment of this objective determines our

success.

Task:

The recruitment of the company involved a lot search from the database and calling up
candidates to check whether they fit the job specification.

Difficulties:

 Candidates were reluctant to talk at times;

 Candidates who were contacted were not interested in Insurance on many occasions;
 Candidates who were scheduled for interview would not turn up;
 Run out of database many times since most of them would have already been contacted;

Task:

Candidates were to be searched from the job portals and called up to be scheduled for an
interview.

Difficulties:

 A summer trainees we could not separate systems to work on;

 At times many people had for couple of hours to work on the computer;

 Since STD calls had to be made, the availability of phone was limited, so there was

greater coordination required with respect to its usage and maintains a time slot so that

other person has a chance to use.

76
Task:

Intercompany analysis through survey and questionnaire filling.

Difficulties:

 Did not secure cooperation easily;

 People asked lot of counter question so convincing them was a major task;
 People did not disclose much about their employee details.

9. BIBLIOGRAPHY

 Aaker, D. A. (1989), Managing Assets and Skills: The key to a sustainable competitive

Advantage, California Management Review, winter, pp.91-106

 Alberg, R (2001), Frames of mind: feature on online psychometrics, People management,

14th June, pp. 29

 Amba-Rao, S.C. (1994), US HRM Principles: Cross-country Comparisons and Two Case

Applications in India, International Journal of Human Resource Management, 5: 3,

September, pp. 755-78.

 Anderson, N.R. (1992), Eight decades of employment interview research: A retrospective

meta-review and prospective commentary, European work and organizational psychologist,

Vol. 2, No 1, pp. 1-32.

 Anderson, N. and Shackle ton, V. (1993), Successful selection interviewing. Oxford:

77
 Blackwell

 Barber, A.E. (1998), Recruiting employees: Individual and organizational perspectives,

Sage Publications

 Barclay, J.M. (1999), Employee Selection: a question of structure, Personnel Review,

Vol. 28, No. 1/2, pp. 134-151.

 Barclay, J.M. (2001), Improving selection interviews with structure: Organization’s use

of “behavioral” interviews, Personnel Review, Vol. 30, No.1, pp. 81-101

 Barrick, M.R, Mount, M.K. and Judge, T.A. (2001), Personality and performance at the

beginning of the new millennium: what do we know and where do we go next?

International journal of selection and assessment, Vol. 9, No 1/2, March/June

 Bartram, D. (2000), Internet recruitment and selection: kissing frogs to find princes,

International Journal of Selection and Assessment, Vol. 8, No. 4, pp. 261-274

 Bauer, T., Truxillo, D., Paronto, M., Weekley, J.and Campion, M. (2004), Applicant

Reactions to different selection technology, International Journal of Selection and

Assessment, Vol. 12, Nos. 1/2, March / June

 Beardwell, I., Holden, L. and Claydon, T. (2003), Human Resource Management: A

Contemporary Approach, London: Pearson

 Bell, J. (1999), Doing your research project: a guide for first-time researchers in

Education and social science, 3rd ed., Buckingham, Open University Press.

 Bernardin, John H. (2003); Human Resource Management: An experiential approach;

McGraw Hill

 Blackman, M.C. (2002), Personality judgment and the utility of the unstructured

Employment interview, Basic and applied social psychology, Vol. 24, No 3, pp. 241-250

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  Bowen, D.E., Ledford, Jr. G.E and Nathan, B.R (1991), Hiring for the organization,

not the job, Academy of Management Executive, Vol.5, no.4

 Bratton, J. and Gold, J. (2003) Human Resource Management: Theory and Practice.

London: Palgrave, 3rd Ed.

 Break well, G.M., Hammond, S. and Fife-Schaw, C. (1995), Research Methods in

Psychology, London: Sage.

 Buckley, P., Minette, K., Joy, D. and Michaels, J. (2004); The use of an automated

Employment recruiting and screening system for temporary professional employees:

10. APPENDIX

QUESTIONNAIRE
Personal Information

Name (Optional) ……………………………………………………………

Age…………………………. Sex………………………..……

1). Gender.

a. male

b. female

2). Age.

79
a. below25

b. 25-35

C. 35-45

d. 45-55

3). since how many years have you been working with this organization?

a. 0-5 Years

b. 5-10 Years

c. 10 to 15 Years

d. More than 15 Years

4). Does the organization clearly define the position objectives, requirements and candidate

specifications in the recruitment process?

a. Yes

b. No

5). How well are the organization’s affirmative action needs clarified and supported in the

selection process?

a. Poor

b. Adequate

c. Excellent

6). How would you rate the HR department’s performance in recruitment and selection?

80
a. Poor

b. Adequate

c. Excellent

7). Is the organization doing timeliness recruitment and Selection process?

a. Yes

b. No

8). Rate the effectiveness of the interviewing process and other selection instruments, such

as testing?

a. Poor

b. Adequate

c. Excellent

9). Does HR train hiring employees to make the best hiring decisions?

a. Yes

b. No

10). Rate how well HR finds good candidates from non-traditional sources when

Necessary?

81
a. Poor

b. Adequate

c. Excellent

11). Does the HR Department is efficient in Selection Policy of the employees?

a. Yes

b. No

12). Does the HR maintain an adequate pool of quality “protected class” applicants?

a. Yes

b. No

13). Does the organization do proper Job Analysis before Selection Process begins?

a. Yes

b. No

14). Do you think organization prefers referred candidates?

a. Yes

b. No

15). Does the selection methods used by the Organization are reliable?

a. Yes

b. No

82
16). Does the HR team act as a consultant to enhance the quality of the applicant pre-

screening process?

a. Yes

b. No

17). How do you rate the Selection Policy of the organization?

a. Good

b. Average

c. Poor

18). Rate how well HR finds good candidates from non-traditional sources when necessary?

a. Poor

b. Adequate

c. Excellent

19). Do you think organization looks for experienced employees in selection Process?

a. Yes

b. No

20). which is the most important quality the organization looks for in a candidate?

83
a. Knowledge

b. Past Experience

c. Optimistic Nature

d. Discipline

e. Team Work Ability

f. Other

21). is the Resume screening and Short listing method used by the organization is

satisfactory?

a. Yes

b. No

22). Do you think criteria for short listing of candidates used by the organization is

satisfactory?

a. Yes

b. No

23). Does the organization do employee verification before and after selection?

a. Yes

b. No

84