Geo tv am

RECRUITMENT AND SELECTION AT GEO TV
Bachelor of Business Administration (HR)
Submitted to:
Major (R) Khalid Nasr
Submitted by:
Amna Mishal Kazmi
GF8-306
MINHAJ UNIVERSITY
GULBERG CAMPUS, LAHORE
HR – dissertation Page 1
1

Recruitment and Selection Process at GEO TV
A dissertation
Presented to the Faculty of the
Business Administration Department,
Minhaj University,
Gulberg Campus, Lahore.
In particular fulfillment of the Requirements for the Degree of Bachelors in Business
Administration (HONS)
2

DEDICATION
I am dedicating my work to my mother and respected teacher Khalid Nasr (R), who have
played a vital role in our studies and have guided us at every step with their precious
ideas. No doubt this dedication is insufficient and we can never repay for the role which
they have played in our studies but we are sure that their work will prove itself an asset in
our life.
3

ACKNOWLEDGEMENT
All the praise is for Almighty Allah Who gave us the strength, mental and physical
capabilities to accomplish this Project.
We would love to express our gratitude and sincere appreciation to
Major Khalid Nasr for his encouragement, constructive teaching approach and
maintaining a healthy and competitive atmosphere in the class that helped us to
embrace this formidable challenge.
We would like to extend our thanks to everybody who helped us to make this
Project a brilliant success.
Thank You
4

EXECUTIVE SUMMARY
Geo Television Network has basic setup in Pakistan. It starts working in 1966. It has a
satellite based network. Company is well known by its brand name GEO. Their
tremendous efforts for providing up to date information all over the country and out of
the country are highly appreciated by the international Television Channels.
Here we studied GEO, which have a unique transmission system.
Report is starts from the history of the company and then we have completely described
all the related material under the concepts of four major functions of Management which
are; Planning, Leading, Organizing and Controlling.
In planning phase we described the Short-Term, Intermediate and Long-Term Goals. It
also includes Level of Planning, S.W.O.T analysis and Company Profile.
In the Leading phase we briefly mentioned the environment of the GEO which is
supported by the Internal Communication, Level of Formality and Internal Culture of the
organization.
We have written about GEO's organizing stage comprehensively. We have clearly
mentioned their level of management, Organization Structure, Decision Making Style and
Departments of GEO. A brief study of their HR department is also included in the
organizing phase.
Finally, we have written about how they are having control over their employees,
Policies, Markets and Quality of their business operations.
A short about achievements and awards of GEO is also considered while our study.
5

INTRODUCTION
RECRUITMENT
Recruitment means to estimate the available vacancies and to make suitable arrangements
for their selection and appointment. Recruitment is understood as the process of
searching for and obtaining applicants for the jobs, from among whom the right people
can be selected.
A formal definition states, “It is the process of finding and attracting capable applicants
for the employment. The process begins when new recruits are sought and ends when
their applicants are submitted. The result is a pool of applicants from which new
employees are selected”. In this, the available vacancies are given wide publicity and
suitable candidates are encouraged to submit applications so as to have a pool of eligible
candidates for scientific selection.
In recruitment, information is collected from interested candidates. For this different
source such as newspaper advertisement, employment exchanges, internal promotion, etc.
are used.
In the recruitment, a pool of eligible and interested candidates is created for selection of
most suitable candidates. Recruitment represents the first contact that a company makes
with potential employees
Definition:
According to EDWIN FLIPPO,” Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organization.”
Need for recruitment
The need for recruitment may be due to the following reasons / situation:
8

a) Vacancies due to promotions, transfer, retirement, termination, permanent disability,
death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to job
specification.
The Impact of Recruitment
The key function of a recruitment manager is to seek out and then hire candidates who
will meet existing and future organizational job vacancies, and will fit with company
culture and relate well to the customers.
The recruiter’s task is actually made easier when they have a basic familiarity with the
various jobs that they need to find candidates for. They also need to have a
comprehensive understanding of the company that the candidates will be working for.
Possessing a clear understanding of the duties, responsibilities and conditions of the job,
possible salary and benefits packages, and an overall appreciation for the workplace
setting, including the culture, will assist the recruitment manager to find the best
candidate to fill a vacancy.
The Impact of Recruitment ON Business Success
Successful and progressive organizations develop business, marketing, human resource,
and financial plans that help them to steer the business on an ongoing basis.
Progressive companies who plan and strategize have usually undertaken the following
activities:
9

 Developed practical, goal driven business plans
 Linked a forward thinking human resource plan to their business plan
 Adopted short, medium, and long term targets
 Implemented measures to monitor the performance of senior employees
 Implemented a plan to “develop and promote” senior employees;
 Developed and delivered formal induction and ongoing professional development
training programs for all staff.
PURPOSE AND IMPORTANCE OF RECRUITMENT
1. Determine the present and future requirements of the organization on
conjunction with its personnel-planning andjob analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave
the organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition of its
work force.
6. Begin identifying and preparing potential job applicants who will be appropriate
candidates.
7. Increase organizational and individual effectiveness in the short term and long term.
10

8. Evaluate the effectiveness of various recruiting techniques and sources for all types of
job applicants
Sources of Recruitment
Figure: 2 – Source of Recruitment
The sources of recruitment can be broadly categorized into internal and external sources-
Internal Recruitment
Internal recruitment seeks applicants for positions from within the company. The various
internal sources include
11
SOURCES OF MANAGERIAL RECRUITMENT
INTERNAL SOURCES
Promotion
Transfers
Internal notification
Retirement
Recall
Former employees
Miscellaneous
external sources
EXTERNAL SOURCES
1) Campus recruitment
2) Press advertisement
3) Management consultancy
service & private employment
exchanges
4) Deputation of personnel or
transfer from one enterprise to
another
5) Management training
schemes
6) Walk-ins, write-ins, talk-ins

 Promotions and Transfers
Promotion is an effective means using job posting and personnel records. Job posting
requires notifying vacant positions by posting notices, circulating publications or
announcing at staff meetings and inviting employees to apply. Personnel records help
discover employees who are doing jobs below their educational qualifications or skill
levels. Promotions has many advantages like it is good public relations, builds morale,
encourages competent individuals who are ambitious, improves the probability of good
selection since information on the individual’s performance is readily available, is
cheaper than going outside to recruit, those chosen internally are familiar with the
organization thus reducing the orientation time and energy and also acts as a training
device for developing middle-level and top-level managers. However, promotions restrict
the field of selection preventing fresh blood & ideas from entering the organization. It
also leads to inbreeding in the organization. Transfers are also important in providing
employees with a broad-based view of the organization, necessary for future promotions.
 Employee referrals
Employees can develop good prospects for their families and friends by acquainting them
with the advantages of a job with the company, furnishing them with introduction and
encouraging them to apply. This is a very effective means as many qualified people can
be reached at a very low cost to the company. The other advantages are that the
employees would bring only those referrals that they feel would be able to fit in the
organization based on their own experience. The organization can be assured of the
reliability and the character of the referrals. In this way, the organization can also fulfill
social obligations and create goodwill.
 Former Employees
12

These include retired employees who are willing to work on a part-time basis, individuals
who left work and are willing to come back for higher compensations. Even retrenched
employees are taken up once again. The advantage here is that the people are already
known to the organization and there is no need to find out their past performance and
character. Also, there is no need of an orientation program for them, since they are
familiar with the organization.
 Dependents of deceased employees
Usually, banks follow this policy. If an employee dies, his / her spouse or son or daughter
is recruited in their place. This is usually an effective way to fulfill social obligation and
create goodwill.
 Recalls
When management faces a problem, which can be solved only by a manager who has
proceeded on long leave, it may de decided to recall that persons after the problem is
solved, his leave may be extended.
 Retirements
At times, management may not find suitable candidates in place of the one who had
retired, after meritorious service. Under the circumstances, management may decide to
call retired managers with new extension.
 Internal notification (advertisement)
Sometimes, management issues an internal notification for the benefit of existing
employees. Most employees know from their own experience about the requirement of
the job and what sort of person the company is looking for. Often employees have friends
13

or acquaintances who meet these requirements. Suitable persons are appointed at the
vacant posts.
External Recruitment
External recruitment seeks applicants for positions from sources outside the company.
They have outnumbered the internal methods. The various external sources
Include
 Professional or Trade Associations
Many associations provide placement service to its members. It consists of compiling job
seeker’s lists and providing access to members during regional or national conventions.
Also, the publications of these associations carry classified advertisements from
employers interested in recruiting their members. These are particularly useful for
attracting highly educated, experienced or skilled personnel. Also, the recruiters can zero
on in specific job seekers, especially for hard-to-fill technical posts.
 Advertisements
It is a popular method of seeking recruits, as many recruiters prefer advertisements
because of their wide reach. Want ads describe the job benefits, identify the employer and
tell those interested how to apply. Newspaper is the most common medium but for highly
specialized recruits, advertisements may be placed in professional or business journals.
Advertisements must contain proper information like the job content, working conditions,
location of job, compensation including fringe benefits, job specifications, growth
aspects, etc. The advertisement has to sell the idea that the company and job are perfect
for the candidate. Recruitment advertisements can also serve as corporate advertisements
to build company’ image. It also cost effective.
14

 Employment Exchanges
Employment Exchanges have been set up all over the country in deference to the
provision of the Employment Exchanges (Compulsory Notification of Vacancies) Act,
1959. The Act applies to all industrial establishments having 25 workers or more each.
The Act requires all the industrial establishments to notify the vacancies before they are
filled. The major functions of the exchanges are to increase the pool of possible
applicants and to do the preliminary screening. Thus, employment exchanges act as a link
between the employers and the prospective employees. These offices are particularly
useful to in recruiting blue-collar, white collar and technical workers.
 Campus Recruitments
Colleges, universities, research laboratories, sports fields and institutes are fertile ground
for recruiters, particularly the institutes. Campus Recruitment is going global with
companies like HLL, Citibank, HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance
looking for global markets. Some companies recruit a given number of candidates from
these institutes every year. Campus recruitment is so much sought after that each college;
university department or institute will have a placement officer to handle recruitment
functions. However, it is often an expensive process, even if recruiting process produces
job offers and acceptances eventually. A majority leave the organization within the first
five years of their employment. Yet, it is a major source of recruitment for prestigious
companies.
 Walk-ins, Write-ins and Talk-ins
The most common and least expensive approach for candidates is direct applications, in
which job seekers submit unsolicited application letters or resumes. Direct applications
can also provide a pool of potential employees to meet future needs. From employees’
viewpoint, walk-ins are preferable as they are free from the hassles associated with other
methods of recruitment. While direct applications are particularly effective in filling
15

entry-level and unskilled vacancies, some organizations compile pools of potential
employees from direct applications for skilled positions. Write-ins are those who send
written enquiries. These jobseekers are asked to complete application forms for further
processing. Talk-ins involves the job aspirants meeting the recruiter (on an appropriated
date) for detailed talks. No application is required to be submitted to the recruiter.
 Contractors
They are used to recruit casual workers. The names of the workers are not entered in the
company records and, to this extent; difficulties experienced in maintaining permanent
workers are avoided.
 Consultants
They are in the profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend professionalism to
the hiring process. They also keep prospective employer and employee anonymous.
However, the cost can be a deterrent factor.
 Head Hunters
They are useful in specialized and skilled candidate working in a particular company. An
agent is sent to represent the recruiting company and offer is made to the candidate. This
is a useful source when both the companies involved are in the same field, and the
employee is reluctant to take the offer since he fears, that his company is testing his
loyalty.
 Radio, Television and Internet
16

Radio and television are used to reach certain types of job applicants such as skilled
workers. Radio and television are used but sparingly, and that too, by government
departments only. Companies in the private sector are hesitant to use the media because
of high costs and also because they fear that such advertising will make the companies
look desperate and damage their conservative image. However, there is nothing
inherently desperate about using radio and television. It depends upon what is said and
how it is delivered. Internet is becoming a popular option for recruitment today. There are
specialized sites like naukri.com. Also, websites of companies have a separate section
wherein; aspirants can submit their resumes and applications.
This provides a wider reach.
 Competitors
This method is popularly known as “poaching” or “raiding” which involves identifying
the right people in rival companies, offering them better terms and luring them away. For
instance, several executives of HMT left to join Titan Watch Company. There are legal
and ethical issues involved in raiding rival firms for potential candidates. From the legal
point of view, an employee is expected to join a new organization only after obtaining a
‘no objection certificate’ from his/ her present employer. Violating this requirement shall
bind the employee to pay a few months’ salary to his/ her present employer as a
punishment. However, there are many ethical issues attached to it.
Factor Influencing Recruitment
Given its key role and external visibility, recruitment is naturally subject to influence of
several factors. These include external as well as internal factors.
17
External Forces
Supply & Demand
Unemployment Rate
Labour Market
Political – Legal
Image
Recruitmen
t
Internal Forces
Recruitment Policy
HR Planning
Size of the Firm
Growth & Expansion

Figure: 3 - Factor Influencing Recruitment
External Factors
Of particular importance is the supply and demand of specific skills in the labour market.
If the demand for particular skill is high relative to the supply, an extraordinary recruiting
effort may be needed. For instance, the demand for program and financial analysts is
likely to be higher than their supply, as opposed to the demand supply relationship for
non technical employees.
When the unemployment rate in a given area is high, the company’s recruitment process
may be similar. The number of unsolicited applicants is usually greater and increase size
of the labour pool provides better opportunities for attracting qualified applicants. On the
other hand, as the unemployment rate drops recruiting efforts must be increased and new
sources explored.
For a long time the issuing relating to unemployment everyone in India. Policy makers,
politicians, administrators, union leaders and academicians used to harp on the problem
frequently. Not anymore. One half decades of liberalization has resulted in economic
prosperity making people forget about unemployment. The issue now is employability a
not unemployment. Any individual worth capable of something is sure of securing a job,
of course in the private sector
Labour market conditions in the local area are to be primary importance in the recruiting
for the most non – managerial, supervisory and middle management position. However,
18

so far as recruitment for the executive and professional position is concerned, condition
of the all India market is important.
Another external factor is the political and legal considerations. Reservations of jobs for
SCs, STs, Minorities and other backward classes are the political decisions. There is a
strong case for giving preference to people hailing from less advantaged selection of the
society. Reservations have been accepted as inevitable by all section of the society. The
Supreme Court also has agreed upon the 50 percent reservation of seats and jobs.
They cover working condition, compensations, retirement benefits a safety a health
employees in the industrial establishment. There are an act which deals with recruitment
and selection. Child labour act 1986, for instant prohibits employment of children in
certain employment, a seek to regulate the working condition in the certain other
employment. Similarly, we have the employment exchange act 1959 which mandates the
employers must notify the vacant position to the employment exchange. The apprentice
act 1961, the interstate migrant work man Act 1979. The factory ACT 1948, mines act
1952, also deal recruitment. Above all these, they have constitution which prohibits
discrimination in matter of employment an also provides for protective discrimination to
less privileged section to the society. Preferences to sons of the soil in another political
factor. Public leader, clamour that preferences must be given to people of the respective
states in the matter of employment.
The company’s image also matters in attracting large number of job seekers.
Internal Factors
There are certain internal forces which deserve consideration while recruiting personnel.
One such internal factor is the recruiting policy of the organization. Most firm a policy on
recruiting internally or externally. Generally the policy is to prefer internal sourcing as
own employees known the company well a can recommend candidates who fit the
organization’s culture.
19

Another related policy is to have temporary and part time employees. An organization
hiring temporary and part time employees is I less advantages positions in attracting
sufficient applications.
In Multinational Corporation, there is policy relating to recruitment of locals citizens.
MNCs operating in our country prefer local citizens has they can understand local
languages customs and business practices well.
A major internal factor that can determine the success of the recruiting program is
whether or not engages in HRP. In most cases a company cannot attract the prospective
employees in sufficient numbers and with required skills overnight. It takes times to
examine the alternative regarding the appropriate sources of the recruits and most
productive methods for obtaining them. On the best alternatives have been identified,
recruiting plans may be made. Effective HRP greatly facilitates the recruiting efforts.
Size is another internal factor having its influence on the other recruitment process. An
organization with 1000 employees will find recruiting less problematic than a firm with
just 100 employees.
Cost of recruiting is yet another internal factor that has be consider. Recruiting cost is
calculated per new hire and the figure is considered now a days. Recruiters must,
therefore, operate within budgets. Careful HRP and forethought by recruiters can
minimize the recruitment cost. One cost saving measure, for instance, is recruiting for
multiple job openings simultaneously. The best solution is to use proactive personnel
practices to reduce employee turnover, thus minimize the need of recruiting. Evaluating
the quality, quantity. And cost of recruitment helps ensure that it is efficient and cost
effective.
Finally, an organization registering the growth an expansion will have more recruiting on
hand then one which find its fortunes declining.
20

E- Recruitment
E-recruiting, also known as web-based recruiting, is the term that describes a method of
recruiting employees, using web based resources, such as a company’s Internet site or its
corporate intranet. These days e-recruiting is used by more and more companies, who
want to locate, screen, test and recruit candidates.
Companies that implement e-recruitment as a resource for their recruitment suggest that
the primary drivers for using e-recruitment are:
 Promotion of their corporate image
 A reduction in the cost of recruitment
 Streamlined and paperless administration
In general, recruitment using web-based technology is only being utilized and exploited
by the big end of town recruiters. But e-recruiting is actually open to every recruiter and
provides plenty of advantages. All recruiters need to know that they too can take
advantage of e-recruiting - they just need to start small and build up their processes so
that e-recruiting forms a valuable part of their strategy.
College Graduates
Establishing a Valuable College Partnership
Knowing that college partnerships are a great way to recruit candidates it is important
that you establish a relationship that is beneficial to the recruit, the college and the
graduate.
Developing and analyzing a college recruitment program is something that should be
thoroughly investigated. A selection of suggested questions to help you determine if the
program is going to be of value, are listed below:
Your Recruitment Strategy
21

 Do you see any greater return on your investment when you hire a graduate as
opposed to an experienced candidate?
 How do you locate and assess a study program that produces genuine, well
rounded candidates?
 Do you have a college recruiting strategy and is it different to that of your
competitors?
 Does your recruitment strategy work in the same way across all colleges or do
you need to develop something specific?
 Do all colleges output the same level of qualified graduate?
 If you spend more money, will you necessarily get a better graduate?
 Who should ‘own’ and manage the graduate recruiting program in your firm?
What Is Diversity Recruitment
Today America possesses a very diverse population. Smart, progressive companies
recognize that to be even more successful they must build a workforce that is reflective of
their target market – that is, American consumers. These companies now make consistent
efforts to broaden the slate of applicants that are attracted for vacancies.
As employers strive to create a workforce that is reflective of the marketplace, the
competition for these candidates is increasing in ferocity. These companies are now
engaging recruiters who are highly skilled in identifying, sourcing and recruiting the top
end of diverse talent that is available and interested. For many companies, the ability to
22

attract these individuals will, over time, bring their companies increased market share,
government contracts and for some, export market opportunities.
Five Steps To Effective Diversity Recruiting
In a job market that is always ultra competitive, it makes sense for a recruiter to sweep
for the widest possible talent pool. Here are five ways to ensuring that your diversity
recruiting is as effective as possible:
 Build a constant diversity message - What you need to do is integrate a diversity
message into your regular recruiting materials and advertising
 Don’t advertise in different places - People want to be hired because of their
qualifications, not just because they form part of a minority group. These
candidates go to the same places to look for a job as anyone else – so you don’t
need to post in different places
 Demonstrate the diversity of your organization – Include current profiles of
existing diverse employees on your corporate website
 If you haven’t reached your diversity goals then say so – If you are trying to
improve representation of minority groups within your business, then don’t be
afraid to be open about this
 Invest in education - One effective way to enhance diversity recruiting is for a
company to become actively involved in increasing college enrolment of
minorities
 Give back to the community - Consider ways to increase your visibility among
minority groups – this might be through board or committee membership,
volunteer work, or support of local community activities
23

Strategies for Recruiting and Retaining a Diverse Workforce
In order to effectively recruit and retain a diverse workforce for your organization try the
following:
 Understand demographic changes in the workforce and in the customer base
 Ensure that majority groups aren't marginalized in the process of recruitment or
ongoing employee management
 Build long-term relationships with minority organizations in your local area
 Learn how to effectively interview diverse candidates without appearing
patronizing or unnecessarily sympathetic
 Become the employer of choice for a diverse workforce by implementing diverse
friendly policies
 Ensure retention by developing a diversity-friendly culture that supports open
communication and cross culture tolerance
 Place a recruitment emphasis on competency-based credentials rather than past
experiences
 Encourage the placement of interns, graduates and students who are members of
diverse groups
 Ensure that all levels of management have received diversity training
 Compile interview panels that are culturally diverse to minimize potential bias
24

 Encourage high level people of color, women, and people with disabilities in your
company to assist in providing names of possible recruits
 Develop a diversity statement, set formal goals, and design formal strategies
 Ensure that motivational speakers who work with your employees are diverse
themselves and are aware of, and respectful to, diverse participants, readers and
audiences.
Goals of Recruitment
o To attract highly qualified individuals.
o To provide an equal opportunity for potential candidates to apply for
vacancies.
25

SELECTION
Selection is defined as the process of differentiating between applicants in order to
identify (and hire) those with a greater likelihood of success in a job.
Selection is basically picking an applicant from (a pool of applicants) who has the
appropriate qualification and competency to do the job.
The difference between recruitment and selection:
Recruitment is identifying n encouraging prospective employees to apply for a job.
And Selection is selecting the right candidate from the pool of applicants.
Selection can be conceptualized in terms of either choosing the fit candidates, or rejecting
the unfit candidates, or a combination of both. Selection involves both because it picks up
the fits and rejects the unfits. In fact, in Indian context, there are more candidates who are
rejected than those who are selected in most of the selected processes. Therefore,
sometimes, it is called a negative process in contrast to positive program of recruitment.
Stone has given a formal definition; “Selection is the process of differentiating between
applicants in order to identify (and hire) those with a greater likelihood of success in a
job.”
26

DIFFERENCE (RECRUITMENT AND SELECTION)
1.) Recruitment is the process of searching for prospective candidates and motivating
them to apply for job in the organization
Whereas, selection is a process of choosing most suitable candidates out of those, who
are interested and also qualified for job.
2.) In the recruitment process, vacancies available are finalized, publicity is given to them
and applications are collected from interested candidates.
In the selection process, available applications are scrutinized. Tests, interview and
medical examination are conducted in order to select most suitable candidates.
3.) In recruitment the purpose is to attract maximum numbers of suitable and interested
candidates through applications.
In selection process the purpose is that the best candidate out of those qualified and
interested in the appointment.
4.) Recruitment is prior to selection. It creates proper base for actual selection.
Selection is next to recruitment. It is out of candidates’ available/interested.
5.) Recruitment is the positive function in which interested candidates are encouraged to
submit application.
27

Selection is a negative function in which unsuitable candidates are eliminated and the
best one is selected.
6.) Recruitment is the short process. In recruitment publicity is given to vacancies and
applications are collected from different sources
Selection is a lengthy process. It involves scrutiny of applications, giving tests, arranging
interviews and medical examination.
7.) In recruitment services of expert is not required
Whereas in selection, services of expert is required
8.) Recruitment is not costly. Expenditure is required mainly for advertising the posts.
Selection is a costly activity, as expenditure is needed for testing candidates and conduct
of interviews.
History of Formation of GEO Network
• 1966 Letter to the President of Pakistan asking him to permit private sector
television to combat the propaganda war
• Sep 1990 First feasibility/research paper on TV potential in Pakistan completed
for GEO followed by national and International study tour
• Dec 1991 Made first pilot for first new show for GEO, then named "Newsreel"
• Dec 1995 Transponder leased/reserved for GEO on Asia Sat 1
• Aug 1996 Due to political confrontation GEO launch postponed
• 1998 First advertisement in all major newspapers of Pakistan looking for
television talent and announcing GEO for the first time
• July 2001 Largest HR recruitment campaign launched
• Nov 2001 BBC Technologies hired as technical consultants for GEO
28

• 15-Nov 2001 Core team of the channel is established to chalk out policies,
strategy and implementation plan
• 2-Dec 2001 String of nationwide interviews, consisting 25 cities, begin as
recruitment campaign attracts attention of 40,000 applicants
• 20-Dec 2001 Contracts with builders, key vendors, technology partners,
transponder and Dubai Media City are finalized
• 5-Jan 2002 Construction of state-of-the-art HQ studios and offices begins
• 10-Jan 2002 Construction begins at Dubai Media City for offices and
transmission studios
• 1-Feb 2002 A senior team of int'l consultants lands in Pakistan to complete recce
for training
• 1-Mar 2002 The initial batch of 200 candidates for training are recruited
• 1-Mar 2002 Television equipment worth millions begin to arrive in Pakistan for
the training process
• 1-Apr 2002 Training by 16 foreign producers, reporters, writers and camera
operators starts!
• 1-Jun 2002 First batch of trainees graduate are sent to different areas of Pakistan
equipped with necessary recording equipment
• 14-Jun 2002 Bomb blast at US consulate takes place, about a kilometer from
training camp. The under training news team is put to the test with 4 hours of non-
stop test transmission. Exclusive footage makes headlines across the world. BBC
shows GEO footage. BBC producer visits training camp and commends GEO
team for excellent coverage.
• 30-Jul 2002 A team of senior journalists takes over Dubai office to prepare for
test transmission
• 5-Aug 2002 First signals from satellite are tested
• 14-Aug 2002 GEO's test transmission starts at 12:00 noon PST with 24-hour news
content; frequency kept secret
• 15-Aug 2002 Cable Operators start tuning into secret frequency and begin airing
GEO's test transmission without channel's consent
29

• 5-Sep 2002 Geo team begins nationwide 5-day tour marketing the channel to
cable operators, introducing them to the channel and getting their feedback
• 5-Sep 2002 Signs of brand power begin to emerge as GEO's logo is copied and
imitated by local brands i.e. GEO Biryani, GEO Water and GEO Washing
Powder
• 11-Sep 2002 First advertisement announcing GEO frequency
• 30-Sep 2002 Construction of state-of-the-art, HQ and offices completed. Team
moves in from training camp
• 11-Jan 2003 Launching ceremony of infotainment and entertainment programs,
with a duration of 2 hours per day, is held at Mohatta Palace in Karachi
• 11-Mar 2003 London and New York Bureaus made operational
• 20-Mar 2003 Geo and CNN sign partnership contract for collaboration
• 7-Apr 2003 Geo begins transmission in UAE through E-Vision
• 14-Aug 2003 Geo completes its 12 months of non-stop on air transmission
30

GEO TELEVISION NETWORK
31

GEO started its test transmission on 14 August 2002. “The National association of
Broadcasters (USA). World’s largest association of broadcasters has honored
GEO with the “Award for Quality” declaring it an international standard
television channel.” To build a reputable identity in a cluster of different
channels in just a period of four years was not an easy task. Geo is known for
its unique entertainment, hot talk shows, truth revealing news and informative
programs.
INTRODUCING GEO TV
GEO TV was established in May 2002. Test transmission started on 14th August 2002
on the PAS 10 digital satellite. Regular transmission started on 1st October 2002. Geo
TV is the first South Asian Urdu language channel to provide content comparable with
excellent television broadcasters. Geo is the fastest growing TV Channel in Pakistan
with ratings exceeding all satellite delivered TV channels in the market. Geo has the
widest distribution on cable systems in Pakistan with 100% carriage within 90 days of
launch.
It launched the first interactive infotainment programs in Pakistan, engaging and
empowering the viewer. Consistently scoops all rival broadcasters on major news
events. Besides seven bureaus in Pakistan, a robust international network feeds live
content from New York, Washington and London. Intelligent Media Consultant has
given formal multi-disciplinary training to 500 members of GEO staff including all
producers, reporters, writers, camerapersons and editors.
Its member team comprising of CNN, BBC producers, cinematographers, editors and
presenters were split in Dubai and Karachi for 5 months to complete the training.
Mission statement
GEO informs and entertains while celebrating cultures and
prompting dialogue in the spirit of "live and let live".
Vision Statement
32

“GEO will be the voice of freedom from the Asian subcontinent. It will highlight the
issues of concern and the cultural richness of its people through information, discussion
and entertainment. GEO will propagate transparency of responsibility that will ensure its
position as the most credible and meaningful source of information, through quality
programming based on issues. GEO will provide entertainment audiences can relate to,
thereby creating viewer loyalty and response. GEO will forge an alliance amongst its
three stakeholders - viewers, advertisers and shareholders to maximize viewer
ownership. GEO will invest in human resources as it recognizes it to be the foundation
upon which the GEO future will be built. It is this very foundation that will allow GEO
to attain and sustain a leadership position, thus fulfilling the promise associated with its
creation.”
Basic Objective
Like all for-profit organizations, GEO’s basic objective is also revenue generation.
33

LITERATURE REVIEW: RECRUITMENT AND
SELECTION
Recruitment
Most definitions of recruitment emphasize the organization’s collective efforts to
identify, attract, and influence the job choices of competent applicants. Organizational
leaders are painfully aware that recruiting talent is one of their most pressing problems.
Tight labor markets give applicants considerable choice between employers.
Professional, information/knowledge-based, technical, and service occupations. Some
reports indicate that nearly half of all employees are at least passively looking for jobs,
and a sizable minority is continually actively searching (Towers Perrin, 2006). This is
such a problem that many organizations actually face a greater recruiting challenge than a
selection challenge. Selection will only be effective and financially defensible if a
sufficient quantity of applicants apply to the organization. Compounding this challenge is
that many organizations struggle with how to attract a diverse workforce. Thus, there is
growing recognition that recruiting—by itself and irrespective of selection—is critical not
only for sustained competitive advantage but basic organizational survival (Taylor &
Collins, 2000). Reflecting this importance, there have been several excellent reviews on
recruitment (Breaugh & Starke, 2000; Highhouse & Hoffman, 2001; Rynes & Cable,
2003; Saks, 2005; Taylor & Collins, 2000). This review obviously does not provide the
depth or detail of those reviews. Rather, this review selects the more recent developments
with the greatest implications for organizational effectiveness.
An excellent place to start the review is with the recruitment meta-analysis conducted by
Chapman, Uggerslev, Carroll, Piasentin, and Jones (2005). They summarized 71 studies
to estimate the effect sizes and path relationships between recruiting predictors
(job/organizational attributes, recruiter characteristics, perceptions of recruitment process,
perceived fit, perceived alternatives, hiring expectancies) and applicant attraction
outcomes (job pursuit intentions, job/organization attraction, acceptance intentions, job
choice). This meta-analysis helps organize and clarify a rather diverse literature, and
there are many specific findings, with the key ones listed below:
34

• Perceptions of person-organization fit (PO fit) and job/organizational attributes were
the strongest predictors of the various recruiting outcomes. The next strongest set of
predictors tended to be perceptions of the recruitment process (e.g., fairness), followed by
recruiter competencies and hiring expectancies. Interestingly, recruiter demographics or
functional occupation showed almost no relationship to the recruitment outcomes.
• Gender and study context (lab-field) were the only two moderators found to be
important (although others may exist that could not be tested). Interestingly,
job/organizational attributes and justice perceptions were weighed more heavily by real
applicants, suggesting lab studies may be primarily useful for studying early stages of
recruitment.
• There was support for mediated recruitment models, such that recruitment predictors
influence
job attitudes and job acceptance intentions, which in turn influence job choice. Although
acceptance intentions are the best proxy for actual job choice, they are an imperfect
proxy.
• Discouragingly, actual job choice was studied infrequently and was poorly predicted.
On the other hand, given the nominal nature of job choice measures, one must wonder
how large this effect should be.
Overall, there is good support linking many recruitment predictors to intention and
perceptual criteria. The attributes of the job/organization and fit with the job/organization
will influence intentions and (modestly) behavior. Hard criteria are infrequently studied,
and when they are, the relationships are much smaller. We need to know how large these
relationships could be, or can be, for the top predictors. Finally, demographics of both the
applicant and recruiter seem to play a minor role, although individual differences may be
more important. (Staffing in the 21st Century: New Challenges and Strategic
Opportunities Journal of Management 2006; 32; 868, Robert E. Ployhart)
35

SELECTION
Personnel Selection Best Practices
Personnel selection practices (e.g., interviews, ability and personality tests) continue to
capture the most attention from staffing scholars. There are several comprehensive
reviews of selection practices (e.g., Evers, Anderson, & Voskuijl, 2005; Schmitt, Cortina,
Ingerick, & Wiechmann 2003), as well as discussions of research and practical
applications (Guion & Highhouse, 2006 Ployhart, Schneider, & Schmitt, 2006; Ryan &
Tippins, 2004). Rather than review all this research, the present review summarizes the
major new developments. Procedures and arrangements for the selection and appointment
of the members of the Scientific Committee of the European Union Agency for
Fundamental Rights (FRA)
Article 1: Pre-selection:
1. The selection of candidates for membership of the Scientific Committee of FRA shall
be advertised through a call for expressions of interest in accordance with the present
procedures.The call for expressions of interest shall be published in the EU Official
Journal (OJ), in relevant leading academic publications as well as the Agency’s website.
The closing deadline for submission of candidates’ expressions of interest shall be fixed
six weeks after the above mentioned publication.
2. The Director of the Agency shall prepare and organize the work for the pre-selection of
the members of the Scientific Committee. He or she shall chair a pre-selection panel,
composed of the Heads of Unit of the Agency and a person appointed for the purpose by
the Council of Europe. Two members of the FRA Management Board may attend the
pre-selection panel as observers.
3. The pre-selection panel shall verify the eligibility of the candidates, in accordance with
the eligibility requirements. Failure to comply with one of these requirements will result
in the exclusion of the concerned candidate from the next steps of the selection process.
4. The pre-selection panel shall then assess each eligible candidate according to the
requirements for selection. It will draw up an ‘Individual Assessment Form’ for each
36

candidate which will include a short comment, highlighting the specific
values/shortcomings of the person.
5. The Director shall present the results of the pre-selection process to the FRA Executive
Board, including information on the candidates deemed ineligible.
Article 2: Selection
1. The Executive Board shall assess all the candidates on the basis of the established
selection requirements.
2. In this assessment the Executive Board shall take into account:
• The work of the pre-selection panel;
• The need that the specialist fields of the members of the Scientific Committee shall
cover the most relevant scientific fields linked to fundamental rights, in accordance with
the mission and objectives of FRA;
• The need to ensure even geographical and gender balance.
3. The Executive Board shall submit to the Management Board a list of most eligible
candidates. This list should include more than eleven and fewer than twenty-two names.
This list will also include merit points and a conclusion concerning the suitability as a
member of the Scientific Committee for each candidate.
4. The Chair of the Executive Board shall present the results of the selection process to
the Management Board, including a record of the candidates not included in the lists
mentioned above as well as on candidates deemed ineligible.
5. The Agency services shall provide technical and logistic support for the selection
process.
Article 3: Appointment
1. On the basis of the list submitted by the Executive Board, the Agency’s Management
Board shall appoint the members of the Scientific Committee, after having consulted the
competent committee of the European Parliament. The candidates not appointed shall be
put on a reserve list.
2. Members will be appointed for a five-year term, which shall not be renewable.
37

3. The reserve list shall be valid for the duration of the term of the appointed Scientific
Committee. In case of a vacancy, the Management Board shall appoint a new member
from the reserve list. The filling in of a vacancy shall be for the rest of the duration of the
term of the Scientific Committee. However, in accordance with Article 14, paragraph 1 of
the Regulation, the Management Board shall follow a process of appointment identical to
the one followed for the appointment of the original member including consultation of
the competent committee of the European Parliament.
38

THEORITICAL ASPECTS
PRINCIPLES OF THE RECRUITMENT PROCESS
It is important that recruiters, internal human resources personnel, and external
contractors, understand the key principles behind the recruitment process.
While most companies have their own very specific recruitment agenda, generally their
policies are quite similar to the following:
 Applicants will always be recruited by a process of selection on merit
 Applicant information will always remain confidential and their privacy will be
respected
 The process must remain objective and focused on filling the vacancy
 The process must abide by any relevant federal or state based legislation
 Selection panel members will declare any conflicts of interest prior to
participating in the process
Recruitment Checklist
Hiring a new employee is an important process to get right, for all businesses who want
to select the right candidates. The process itself has significant legislative requirements
and should be well conducted and well documented in order to protect both the employer
and the employee throughout the process.
On the following page, we have constructed a summarized recruitment checklist that will
give you an overall feel for the process so that you can follow it for yourself step by step.
Table - 1
Sample – Overview of a Recruitment Process
39

PLAN
 Make the decision to recruit
 Discuss option with recruiter
 Draft a Job Description for the role
PROMOTION
 Determine if you need to advertise
 Prepare a promotional plan
 Prepare any recruitment documents
 Draft advertisement
 Place advertisement
 Conduct support promotions including on the
Web
SELECT
 Establish Selection Committee
 Process applications
 Determine Shortlist
 Complete Aptitude/Psychological testing
 Consider applicant presentations
 Interview
 Check references
 Select best candidate
While this basic recruitment checklist gives you an overview of how the process runs, the
process is actually far more detailed and difficult.
The more detailed checklist outlined on the following pages will help you further refine
your hiring process and keep track of your recruiting efforts. It clearly, and very
specifically, communicates the recruiting process and suggests who should take
responsibility for various aspects of the recruiting process as it progresses.
40

TABLE - 2
Sample Recruitment Checklist – Detailed
STEP PERSON
RESPONSIBLE
ACTION
1 Hiring Manager Identifies the need for a new employee -
permanent, temporary, contractor or casual.
Prepares draft Job Description (if it is a new role)
and arranges its sign off by line manager.
Arranges for existing Job Description to be
signed off by line manager.
Forwards copy of the Job Description to the
Recruiter.
Determines composition of selection panel and
sends initial advice.
2 HR Coordinator Prepares promotional schedule for the role
including advertising, web site promotion and
other methods.
Posts the position on recruiting web sites.
3 Recruiter Meets with Hiring Manager.
Confirms job description and expected skills.
Creates a candidate profile and develops initial
screening criteria including salary qualification,
and discusses recruitment strategy.
41

Determines if the position requires any form of
pre-appointment testing
4 Hiring Manager
and/or other
Managers
Sources referral candidates via their networks
and then reviews resumes.
Contacts these candidates and seeks initial
interest.
Refers potentially suitable and interested
candidates to Recruiter for follow up, as
appropriate.
5 HR Coordinator or
Recruiter
Screens resumes of potential candidates.
E-mails pre-interview questionnaire to
candidates.
6 Recruiter Requests that HR Coordinator sets up on-site or
telephone Interviews with high potential
candidates.
7 HR Coordinator Receives Resumes and any related documents
from Recruiter and enters candidate information
into appropriate human resource database.
Contacts the candidates to schedule the
interviews and forwards employment
applications via email.
8 Recruiter or HR
Coordinator
Conducts the phone interview and records
information on candidate database, and
either
Shares the feedback with Hiring Manager and
requests of HR Coordinator to set up an on-site
interview,
or
42

Returns resume to HR Coordinator for entering
status into database, e-mailing rejection letter,
and filing.
9 HR Coordinator Schedules on-site interviews with Selection
Panel.
Co-ordinates and confirms Interview Schedule.
Advises candidates of interview details
10 Receptionist Greets candidates at reception area.
Notifies Recruiter or first Interviewer of
candidate’s arrival.
11 Recruiter If no phone screen was completed, interviews
candidates for the position, as well as…
If phone screen was completed, meets briefly
with candidate on salary, recaps interview
process,
sets candidate’s expectations of company’s
response time line, reviews Interview Schedule,
and introduces candidate to selection panel.
12 Selection Panel Meets with candidate and conducts interview.
Selection Panel immediately completes the
interview process by communicating their
feedback to the Hiring Manager and Recruiter
ONLY.
13 Recruiter /HR
Coordinator Administers Test if applicable.
14 Hiring Manager Assesses candidates’ interview performance by
evaluating interview feedbacks and/or test results
and decides to Hire
43

OR
Not to Hire a candidate.
Notifies Recruiter of the decision
15 Recruiter or HR
Coordinator
If hire, verifies employment references from last
2 managers, excluding current manager unless
approved by candidate.
If no hire, either notifies unsuccessful candidate
of their status or advises HR Coordinator to send
candidate a “Non-Selection” letter and closes
database file.
16 Recruiter Assesses candidates’ reference feedback:
If favorable, decides to Hire a candidate,
completes an
Offer Request Form, and obtains appropriate
approvals. Extends verbal offer to candidate and
enters status in database
If unfavorable, notifies Manager and takes
appropriate steps as mutually agreed with
manager, i.e. either notifies unsuccessful
candidate of their status or advises HR
Coordinator to send candidate a “Non-Selection”
letter and enters status in database.
17 Candidate Accepts, declines, or negotiates the offer and
notifies
Recruiter of decision by the date mutually
determined.
18 Recruiter Updates Hiring Manager:
If offer has been accepted: Advises HR
44

Coordinator to generate offer letter and compile
employment induction package to send to
candidate.
If offer has been declined: Continues the
recruiting process and updates candidate’s status
in appropriate human resources database.
45

Recruitment Process
Recruitment refers to the process of identifying and attracting job seekers so as to build a
pool of qualified job applicants. The process comprises five interrelated stages, viz,
1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control.
Figure: Recruitment Process
Figure: 1 – Recruitment Process
The ideal recruitment program is the one that attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions with the
organization, when offered. Recruitment programs can miss the ideal in many ways i.e.
by failing to attract an adequate applicant pool, by under/over selling the organization or
by inadequate screening applicants before they enter the selection process. Thus, to
approach the ideal, individuals responsible for the recruitment process must know how
46
Manpower Planning
Strategy Development
Searching Screening
Evaluation
and control

many and what types of employees are needed, where and how to look for the individuals
with the appropriate qualifications and interests, what inducement to use for various types
of applicants groups, how to distinguish applicants who are qualified from those who
have a reasonable chance of success and how to evaluate their work.
STAGE 1: Recruitment Planning
The first stage in the recruitment process is planning. Planning involves the translation of
likely job vacancies and information about the nature of these jobs into set of objectives
or targets that specify the
(1) Numbers and
(2) Types of applicants to be contacted.
Numbers of contact
Organization, nearly always, plan to attract more applicants than they will hire. Some of
those contacted will be uninterested, unqualified or both. Each time a recruitment
Program is contemplated, one task is to estimate the number of applicants necessary to
fill all vacancies with the qualified people.
Types of contacts
It is basically concerned with the types of people to be informed about job openings. The
type of people depends on the tasks and responsibilities involved and the qualifications
and experience expected. These details are available through job description and job
specification.
STAGE 2: Strategy Development
When it is estimated that what types of recruitment and how many are required then one
has concentrate in
47

(1). Make or Buy employees.
(2). Technological sophistication of recruitment and selection devices.
(3). Geographical distribution of labour markets comprising job seekers.
(4). Sources of recruitment.
(5). Sequencing the activities in the recruitment process.
‘Make’ or ‘Buy’:
Organization must decide whether to hire le skilled employees and invest on training and
education programs, or they can hire skilled labour and professional. Essentially, this is
the ‘make’ or ‘buy’ decision. Organizations, which hire skilled and professionals shall
have to pay more for these employees.
Technological Sophistication:
The second decision in strategy development relates to the methods used in recruitment
and selection. This decision is mainly influenced by the available technology. The advent
of computers has made it possible for employers to scan national and international
applicant qualification. Although impersonal, computers have given employers and job
seekers a wider scope of options in the initial screening stage.
Where to look:
In order to reduce the costs, organizations look in to labour markets most likely to offer
the required job seekers. Generally, companies look in to the national market for
managerial and professional employees, regional or local markets for technical
employees and local markets for the clerical and blue-collar employees.
48

When to look:
An effective recruiting strategy must determine when to look decide on the timings of
events besides knowing where and how to look for job applicants.
STAGE 3: Searching:
Once a recruitment plan and strategy are worked out, the search process can begin.
Search involves two steps
A). Source activation and
B). Selling.
A). Source Activation:
Typically, sources and search methods are activated by the issuance of an employee
requisition. This means that no actual recruiting takes place until lone managers have
verified that vacancy does exist or will exist. If the organization has planned well and
done a good job of developing its sources and search methods, activation soon results in a
flood of applications and/or resumes.
The application received must be screened. Those who pass have to be contacted and
invited for interview. Unsuccessful applicants must be sent letter of regret.
B). Selling:
A second issue to be addressed in the searching process concerns communications. Here,
organization walks tightrope. On one hand, they want to do whatever they can to attract
desirable applicants. On the other hand, they must resist the temptation of overselling
their virtues. In selling the organization, both the message and the media deserve
attention. Message refers to the employment advertisement. With regards to media, it
may be stated that effectiveness of any recruiting message depends on the media. Media
49

are several-some have low credibility, while others enjoy high credibility. Selection of
medium or media needs to be done with a lot of care.
STEP 4: Screening:
Screening of applicants can be regarded as an integral part of the recruiting process,
though many view it as the first step in the selection process. Even the definition on
recruitment, we quoted in the beginning of this chapter, excludes screening from its
scope. However, we have included screening in recruitment for valid reasons. The
selection process will begin after the applications have been scrutinized and short-listed.
Hiring of professors in a university is a typical situation. Application received in response
to advertisements is screened and only eligible applicants are called for an interview. A
selection committee comprising the Vicechancellor, Registrar and subject experts
conducts interview. Here, the recruitment process extends up to screening the
applications. The selection process commences only later.
Purpose of screening
The purpose of screening is to remove from the recruitment process, at an early stage,
those applicants who are visibly unqualified for the job. Effective screening can save a
great deal of time and money. Care must be exercised, however, to assure that potentially
good employees are not rejected without justification. In screening, clear job
specifications are invaluable. It is both good practice and a legal necessity that applicant’s
qualification is judged on the basis of their knowledge, skills, abilities and interest
required to do the job. The techniques used to screen applicants vary depending on the
candidate sources and recruiting methods used. Interview and application blanks may be
used to screen walk-ins. Campus recruiters and agency representatives use interviews and
resumes. Reference checks are also useful in screening.
STAGE 5: Evaluation and Control:
50

Evaluation and control is necessary as considerable costs are incurred in the recruitment
process. The costs generally incurred are: -
1. Salaries for recruiters.
2. Management and professional time spent on preparing job description, job
specifications, advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is, agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.
6. Cost of recruiting unsuitable candidates for the selection process.
Evaluation of Recruitment Process
The recruitment has the objective of searching for and obtaining applications for job
seekers in sufficient number and quality. Keeping this objective in the mind, the
evaluation might include:
1. Return rate of application sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process
5. Time lapsed data
6. Comments on image projected.
Selection Process
A selection process involves a number of steps. The basic idea is to solicit maximum
possible information about the candidates to ascertain their suitability for employment.
Since the type of information required for various positions may vary, it is possible that
51

selection process may have different steps for various positions. For example, more
information is workers. A standard selection process has the following steps:
Figure: 4 - Flow Chart of Selection Process
52
Preliminary Interview
Selection Tests
Employment Interview
Reference and Background Analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation

Environment Factor Affecting Selection
Selection is influenced by several factors. More prominent among them are supply and
demand of specific skills in the labour market, unemployment rate, labour- market
conditions, legal and political considerations, company’s image, company’s policy,
human resources planning and cost of hiring. The last three constitute the internal
environment and the remaining form the external environment of selection process.
STEP -1
Preliminary Interview
The applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. This is usually followed by a preliminary interview the purpose of
which is more or less the same as scrutiny of application, that is, eliminate of unqualified
applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based
on the information supplied in their application forms. Preliminary interview, on the other
hand, helps reject misfits for reason, which did not appear in the application forms.
Besides, preliminary interview, often called ‘courtesy interview’, is a good public relation
exercise.
STEP - 2
Selection Test
Job seekers who pass the screening and the preliminary interview are called for tests.
Different types of tests may be administered, depending on the job and the company.
Generally, tests are used to determine the applicant’s ability, aptitude and personality.
53

The following are the type of tests taken
1). Ability tests
Assist in determining how well an individual can perform tasks related to the job. An
excellent illustration of this is the typing tests given to a prospective employer for
secretarial job. Also called as ‘ACHEIVEMENT TESTS’. It is concerned with what one
has accomplished. When applicant claims to know something, an achievement test is
taken to measure how well they know it. Trade tests are the most common type of
achievement test given. Questions have been prepared and tested for such trades as
asbestos worker, punch-press operators, electricians and machinists. There are, of course,
many unstandardized achievement tests given in industries, such as typing or dictation
tests for an applicant for a stenographic position.
2). Aptitude test
Aptitude tests measure whether an individual’s has the capacity or latent ability to learn a
given job if given adequate training. The use of aptitude test is advisable when an
applicant has had little or no experience along the line of the job opening. Aptitudes tests
help determine a person’s potential to learn in a given area. An example of such test is the
general management aptitude tests (GMAT), which many business students take prior to
gaining admission to a graduate business school program.
Aptitude test indicates the ability or fitness of an individual to engage successfully in any
number of specialized activities. They cover such areas clerical aptitude, numerical
aptitude, mechanical aptitude, motor coordination, finger dexterity and manual dexterity.
These tests help to detect positive negative points in a person’s sensory or intellectual
ability. They focus attention on a particular type of talent such as learning or reasoning in
respect of a particular field of work.
54

Forms of aptitude test
1. Mental or intelligence tests
They measure the overall intellectual ability of a person and enable to know whether the
person has the mental ability to deal with certain problems.
2. Mechanical aptitude tests
They measure the ability of a person to learn a particular type of mechanical work. These
tests helps to measure specialized technical knowledge and problem solving abilities if
the candidate. They are useful in selection of mechanics, maintenance workers, etc.
3. Psychomotor or skills tests
They are those, which measure a person’s ability to do a specific job. Such tests are
conducted in respect of semiskilled and repetitive jobs such as packing, testing and
inspection, etc.
3). Intelligence test
This test helps to evaluate traits of intelligence. Mental ability, presence of mind
(alertness), numerical ability, memory and such other aspects can be measured. The
intelligence is probably the most widely administered standardized test in industry. It is
taken to judge numerical, skills, reasoning, memory and such other abilities.
4). Interest Test
55

This is conducted to find out likes and dislikes of candidates towards occupations,
hobbies, etc. such tests indicate which occupations are more in line with a person’s
interest. Such tests also enable the company to provide vocational guidance to the
selected candidates and even to the existing employees. These tests are used to measure
an individual’s activity preferences. These tests are particularly useful for students
considering many careers or employees deciding upon career changes.
5). Personality Test
The importance of personality to job success is undeniable. Often an individual who
possesses the intelligence, aptitude and experience for certain has failed because of
inability to get along with and motivate other people
It is conducted to judge maturity, social or interpersonal skills, behavior under stress and
strain, etc. this test is very much essential on case of selection of sales force, public
relation staff, etc. where personality plays an important role.
Personality tests are similar to interest tests in that they, also, involve a serious problem
of obtaining an honest answer.
6). Projective Test
This test requires interpretation of problems or situations. For example, a photograph or a
picture can be shown to the candidates and they are asked to give their views, and
opinions about the picture.
7). General knowledge Test
Now days G.K. Tests are very common to find general awareness of the candidates in the
field of sports, politics, world affairs, current affairs.
56

8). Perception Test
At times perception tests can be conducted to find out beliefs, attitudes, and mental
sharpness.etc.
9). Graphology Test
It is designed to analyze the handwriting of individual. It has been said that an
individual’s handwriting can suggest the degree of energy, inhibition and spontaneity, as
well as disclose the idiosyncrasies and elements of balance and control. For example, big
letters and emphasis on capital letters indicate a tendency towards domination and
competitiveness. A slant to the right, moderate pressure and good legibility show
leadership potential.
10). Polygraph Test
Polygraph is a lie detector, which is designed to ensure accuracy of the information given
in the applications. Department store, banks, treasury offices and jewelers shops, that is,
those highly vulnerable to theft or swindling may find polygraph tests useful.
11). Medical Test
It reveals physical fitness of a candidate. With the development of technology, medical
tests have become diversified. Medical servicing helps measure and monitor a
candidate’s physical resilience upon exposure to hazardous chemicals.
12).Choosing Tests
The test must be chosen in the criteria of reliability, validity, objectivity and
standardization. They are: -
57

 Reliability
It refers to standardization of the procedure of administering and scoring the test results.
A person who takes tests one day and makes a certain score should be able to take the
same test the next day or the next week and make more or less the same score. An
individual’s intelligence, for example, is generally a stable characteristic. So if we
administer an intelligence test, a person who scores 110 in March would score close to
110 if tested in July. Tests, which produce wide variations in results, serve little purpose
in selection.
 Validity
It is a test, which helps predict whether a person will be successful in a given job. A test
that has been validated can be helpful in differentiating between prospective employees
who will be able to perform the job well and those who will not. Naturally, no test will be
100% accurate in predicting job success. A validated test increases possibility of success.
There are three ways of validating a test. They are as follows
1). Concurrent Validity: - this involves determining the factors that are characteristics of
successful employees and then using these factors as the yardsticks.
2). Predictive Validity: - it involves using a selection test during the selection process and
then identifying the successful candidates. The characteristics of both successful and less
successful candidates are then identified.
58

3). Synthetic Validity: - it involves taking parts of several similar jobs rather than one
complete job to validate the selection test.
 Objectivity: - When two or more people can interpret the result of the same test
and derive the same conclusion(s), the test is said to be objective. Otherwise, the
test evaluators’ subjective opinions may render the test useless.
 Standardization: - A test that is standardized is administered under standard
condition to a large group of person who are representatives of the individuals for
whom it is intended. The purpose of standardization is to obtain norms or
standard, so that a specific test score can be meaningful when compared to other
score in the group.
STEP - 3
Interview
The next step in the selection process is an interview. Interview is formal, in-depth
conversation conducted to evaluate the applicant’s acceptability. It is considered to be
excellent selection device. It is face to- face exchange of view, ideas and opinion between
the candidates and interviewers. Basically, interview is nothing but an oral examination
of candidates. Interview can be adapted to unskilled, skilled, managerial and profession
employees.
Objectives of interview
Interview has at least three objectives and they are as follows: -
1) Helps obtain additional information from the applicants
59

2) Facilitates giving general information to the applicants such as company policies, job,
products manufactured and the like
3) Helps build the company’s image among the applicants.
Types of interview
Interviews can be of different types. There interviews employed by the companies.
Following are the various types of interview: -
1) Informal Interview
An informal interview is an oral interview and may take place anywhere. The employee
or the manager or the personnel manager may ask a few almost inconsequential questions
like name, place of birth, names of relatives etc. either in their respective offices or
anywhere outside the plant of company. It’s not planned and nobody prepares for it. This
is used widely when the labour market is tight and when you need workers badly.
2) Formal Interview
Formal interviews may be held in the employment office by the employment office in a
more formal atmosphere, with the help of well structured questions, the time and place of
the interview will be stipulated by the employment office.
3) Non-directive Interview
Non-directive interview or unstructured interview is designed to let the interviewee speak
his mind freely. The interviewer has no formal or directive questions, but his all attention
is to the candidate. Encourages the candidate to talk by a little prodding whenever he is
silent e.g. “Mr. Ray, please tell us about yourself after your graduated from high school”.
60

The idea is o give the candidate complete freedom to “sell” him, without the
encumbrances of the interviewer’s question. But the interviewer must be of higher caliber
and must guide and relate the information given by the applicant to the objective of the
interview.
4) Depth Interview
It is designed to intensely examine the candidate’s background and thinking and to go
into considerable detail on particular subjects of an important nature and of special
interest to the candidates. For example, if the candidate says that he is interested in tennis,
a series of questions may be asked to test the depth of understanding and interest of the
candidate. These probing questions must be asked with tact and through exhaustive
analysis; it is possible to get a good picture of the candidate.
5) Stress Interview
It is designed to test the candidate and his conduct and behavior by him under conditions
of stress and strain. The interviewer may start with “Mr. Joseph, we do not think your
qualifications and experience are adequate for this position,’ and watch the reaction of the
candidates. A good candidates will not yield, on the contrary he may substantiate why he
is qualified to handle the job.
This type of interview is borrowed from the Military organization and this is very useful
to test behaviour of individuals when they are faced with disagreeable and trying
situations.
6) Group Interview
It is designed to save busy executive’s time and to see how the candidates may be
brought together in the employment office and they may be interviewed.
61

7) Panel Interview
A panel or interviewing board or selection committee may interview the candidate,
usually in the case of supervisory and managerial positions. This type of interview pools
the collective judgment and wisdom of the panel in the assessment of the candidate and
also in questioning the faculties of the candidate.
8) Sequential Interview
The sequential interview takes the one-to-one a step further and involves a series of
interview, usually utilizing the strength and knowledgebase of each interviewer, so that
each interviewer can ask questions in relation to his or her subject area of each candidate,
as the candidate moves from room to room.
9) Structures Interview
In a structured interview, the interviewer uses preset standardized questions, which are
put to all the interviewees. This interview is also called as ‘Guided’ or ‘Patterned’
interview. It is useful for valid results, especially when dealing with the large number of
applicants.
10) Unstructured Interview
It is also known as ‘Unpatterned’ interview, the interview is largely unplanned and the
interviewee does most of the talking. Unguided interview is advantageous in as much as
it leads to a friendly conversation between the interviewer and the interviewee and in the
process, the later reveals more of his or her desire and problems. But the Unpatterned
interview lacks uniformity and worse, this approach may overlook key areas of the
62

applicant’s skills or background. It is useful when the interviewer tries to probe personal
details of the candidate it analyse why they are not right for the job.
11) Mixed Interview
In practice, the interviewer while interviewing the job seekers uses a blend of structured
and structured and unstructured questions. This approach is called the Mixed Interview.
The structured questions provide a base of interview more conventional and permit
greater insights into the unique differences between applicants.
12) Impromptu Interviews
This interview commonly occurs when employers are approached directly and tends to be
very informal and unstructured. Applicants should be prepared at all times for on-the-spot
interviews, especially in situations such as a job fair or a cold call. It is an ideal time for
employers to ask the candidate some basic questions to determine whether he/she may be
interested in formally interviewing the candidate.
13) Dinner Interviews
These interviews may be structured, informal, or socially situated, such as in a restaurant.
Decide what to eat quickly, some interviewers will ask you to order first (do not appear
indecisive).
Avoid potentially messy foods, such as spaghetti. Be prepared for the conversation to
abruptly change from friendly chat to direct interview questions, however, do not
underestimate the value of casual discussion, some employers place a great value on it.
Be prepared to switch gears rapidly, from fun talk to business talk.
14) Telephone Interviews
63

Have a copy of your resume and any points you want to remember to say nearby. If you
are on your home telephone, make sure that all roommates or family members are aware
of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is
crucial that you convey your enthusiasm verbally, since the interviewer cannot see your
face. If there are pauses, do not worry; the interviewer is likely just taking some notes.
15) Second Interviews
Job seekers are invited back after they have passed the first initial interview. Middle or
senior management generally conducts the second interview, together or separately.
Applicants can expect more in-depth questions, and the employer will be expecting a
greater level of preparation on the part of the candidates. Applicants should continue to
research the employer following the first interview, and be prepared to use any
information gained through the previous interview to their advantage.
STEP - 4
Reference Check
Many employers request names, addresses, and telephone numbers of references for the
purpose of verifying information and perhaps, gaining additional background information
on an applicant. Although listed on the application form, references are not usually
checked until an applicant has successfully reached the fourth stage of a sequential
selection process. When the labour market is very tight, organizations sometimes hire
applicants before checking references.
Previous employers, known as public figures, university professors, neighbours or friends
can act as references. Previous employers are preferable because they are already aware
of the applicant’s performance. But, the problem with this reference is the tendency on
64

the part of the previous employers to over-rate the applicant’s performance just to get rid
of the person.
Organizations normally seek letters of reference or telephone references. The latter is
advantageous because of its accuracy and low cost. The telephone reference also has the
advantage of soliciting immediate, relatively candid comments and attitude can
sometimes be inferred from hesitations and inflections in speech.
It may be stated that the information gathered through references hardly influence
selection decisions. The reasons are obvious:
• The candidate approaches only those persons who would speak well about him or
her.
• People may write favorably about the candidate in order to get rid of him or her.
• People may not like to divulge the truth about a candidate, lest it might damage or
ruin his/her career.
STEP - 5
Selection Decision
After obtaining information through the preceding steps, selection decision- the most
critical of all the steps- must be made. The other stages in the selection process have been
used to narrow the number of the candidates. The final decision has to be made the pool
of individuals who pas the tests, interviews and reference checks. The view of the line
manager will be generally considered in the final selection because it is he/she who is
responsible for the performance of the new employee. The HR manager plays a crucial
role in the final selection.
STEP - 6
Physical Examination
65

After the selection decision and before the job offer is made, the candidate is required to
undergo a physical fitness test. A job offer is, often, contingent upon the candidate being
declared fit after the physical examination. The results of the medical fitness test are
recorded in a statement and are preserved in the personnel records. There are several
objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the individual carries any
infectious disease. Secondly, the test assists in determining whether an applicant is
physically fit to perform the work. Thirdly, the physical examination information can be
used to determine if there are certain physical capabilities, which differentiate successful
and less successful employees. Fourth, medical check-up protects applicants with health
defects from undertaking work that could be detrimental to them or might otherwise
endanger the employer’s property. Finally, such an examination will protect the employer
from workers compensation claims that are not valid because the injuries or illness were
present when the employee was hired.
STEP - 7
Job Offer
The next step in the selection process is job offer to those applicants who have crossed all
the previous hurdles. Job offer is made through a letter of appointed. Such a letter
generally contains a date by which the appointee must report on duty. The appointee must
be given reasonable time for reporting. Thos is particularly necessary when he or she is
already in employment, in which case the appointee is required to obtain a relieving
certificate from the previous employer. Again, a new job may require movement to
another city, which means considerable preparation, and movement of property.
The company may also want the individual to delay the date of reporting on duty. If the
new employee’s first job upon joining the company is to go on company until perhaps a
66

week before such training begins. Naturally, this practice cannot be abused, especially if
the individual is unemployed and does not have sufficient finances.
Decency demands that the rejected applicants be informed about their non-selection.
Their applicants may be preserved for future use, if any. It needs no emphasis that the
applications of selected candidates must also be preserved for the future references.
STEP - 8
Contract of Employment
After the job offer has been mad and candidates accept the offer, certain documents need
to be executed by the employer and the candidate. One such document is the attestation
form. This form contains vital details about the candidate, which are authenticated and
attested by him/her. Attestation form will be a valid record for the future reference.
There is also a need for preparing a contract of employment. The basic information that
should be included in a written contract of employment will vary according to the level of
the job, but the following checklist sets out the typical headings:
1. Job title
2. Duties, including a parse such as “The employee will perform such duties and will be
responsible to such a person, as the company may from time to time direct”.
3. Date when continuous employment starts and the basis for calculating service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements:
• Paid holidays per year.
• Calculation of holiday pay.
• Qualifying period.
• Accrual of holidays and holiday pay.
67

• Details of holiday year.
• Dates when holidays can be taken.
• Maximum holiday that can be take at any one time.
• Carryover of holiday entitlement.
• Public holidays.
7. Length of notice due to and from employee.
8. Grievances procedure (or reference to it).
9. Disciplinary procedure (or any reference to it).
10. Work rules (or any reference to them).
11. Arrangements for terminating employment.
12. Arrangements for union membership (if applicable).
13. Special terms relating to rights to patent s and designs, confidential information and
restraints on trade after termination of employment.
14. Employer’s right to vary terms of the contract subject to proper notification being
given.
Alternatively called employment agreements or simply bonds, contracts of employment
serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect
knowledge and information that might be vital to a company’s healthy bottom line and to
prevent competitors from poaching highly valued employees.
Great care is taken to draft the contract forms. Often, services of law firms (prominent
firms in this category include Mulla, Craigie, Blunt and Caroe, Crawford Bailey,
Amarchand Mangaldas
Hiralal, etc.) are engag4d to get the forms drafted and finalized.
Most employers insist on agreements being signed by newly hired employees. But high
turnover sectors such as software, advertising and media are more prone to use contracts.
The drawback with the contracts is that it is almost to enforce them. A determined
employee is bound to leave the organization, contract or no contract. The employee is
68

prepared to pay the penalty for breaching the agreement or the new employer will provide
compensations. It is the reason that several companies have scrapped the contracts
altogether.
STEP - 9
Concluding The Selection Process
Contrary to popular perception, the selection process will not end with executing the
employment contract. There is another step – amore sensitive one reassuring those
candidates who have not selected, not because of any serious deficiencies in their
personality, but because their profile did not match the requirement of the organization.
They must be told that those who were selected were done purely on relative merit.
STEP - 10
Evaluation of Selection Program
The broad test of the effectiveness of the selection process is the quality of the personnel
hired. An organization must have competent and committed personnel. The selection
process, if properly done, will ensure availability of such employees. How to evaluate the
effectiveness of a selection program? A periodic audit is the answer. People who work
independent of HR department must conduct audit. The table below contains an outline
that highlights the areas and questions to be covered in a systematic evaluation.
Four Approaches to Selection
1).Ethnocentric Selection
In this approach, staffing decisions are made at the organization’s headquarters.
Subsidiaries have limited autonomy, and the employees from the headquarters at home
69

and abroad fill key jobs. Nationals from the parent country dominate the organizations at
home and abroad.
2).Polycentric Selection
In polycentric selection, each subsidiary is treated as a distinct national entity with local
control key financial targets and investment decisions. Local citizens manage
subsidiaries, but the key jobs remain with staff from the parent country. This is the
approach, which is largely practiced in our country
3).Regiocentric Selection
Here, control within the group and the movements of staff are managed on a regional
basis, reflecting the particular disposition of business and operations within the group.
Regional managers have greater discretion in decision. Movement of staff is largely
restricted to specific geographical regions and promotions to the jobs continue to be
dominated by managers from the parents company.
4).Geocentric Staffing
In this case, business strategy is integrated thoroughly on global basis. Staff development
and promotion are based on ability, not nationality. The broad and other parts of the top
management structure are thoroughly international in composition. Needless to say, such
organizations are uncommon.
• Problems In Effective Selection
The main objective of selection is to hire people having competence and commitment.
This objective s often defeated because of certain barriers. The impediments, which
check effectiveness of selection, are perception, fairness, validity, reliability and pressure.
70

• Perception
Our inability to understand others accurately is probably the most fundamental barrier to
selecting the right candidate. Selection demands an individual or a group of people to
assess and compare the respective competencies of others, with the aim of choosing the
right persons for the jobs. But our views are highly personalized. We all perceive the
world differently. Our limited perceptual ability is obviously a stumbling block to the
objective and rational selection of the people.
• Fairness
Fairness in selection requires that no individual should be discriminated against on the
basis of religion, region, race or gender. But the low numbers of women and other less
privileged sections of the society in middle and senior management positions and open
discrimination on the basis of age in job advertisements and in the selection process
would suggest that all the efforts to minimize inequity have not been effective.
• Validity
Validity, as explained earlier, is a test that helps predict job performance of an
incumbent. A test that has been validated can differentiate between the employees who
perform well and those who will not. However, a validated test does not predict job
success accurately. It can only increase possibility of success.
• Reliability
A reliable method is one, which will produce consistent results when repeated in similar
situations. Like validated test, a reliable test may fail to predict job performance with
precision.
• Pressure
71

Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and
peers to select particular candidates. Candidates selected because of compulsions are
obviously not the right ones. Appointments to public sectors undertakings generally take
place under such pressures.
Goals of Selection
o To systematically collect information about to meet the requirements of
the advertised position.
o To select a candidate that will be successful in performing the tasks and
meeting the responsibilities of the position.
o To engage in hiring activities that will result in eliminating the under
utilization of women and minorities in particular departments.
o To emphasize active recruitment of traditionally underrepresented groups,
i.e. individuals with disabilities, minority group members, women, and
veterans.
72

DETAILED DISCUSSIONS
Recruitment and Selection Process - GEO TV
1.0 Scope
1.1 Purpose of the Procedure
2.0 Recruitment and Selection Framework
2.1 Overview of the process
3.0 Recruitment and Selection Provisions
3.1 Review the job and the need for it
3.2 Design Selection Process
3.2.1 Panel Composition
3.2.2 Selection Tests
3.2.3 Interview Questions
3.3 Advertising
3.3.1 Advertising of vacancies
3.4. Applications
3.5. Short-listing
3.6 Interviewing
3.6.1. Arrangements for interviews
3.7. Selection
3.7.1 Decision to Appoint
3.8 Offers
3.8.1 Offer of employment
3.9 Other Requirements
3.9.1 Post interview feedback & notification to applicants
(GEO TV, 2008)
73

From Askari bank website, (2008)
74

1.0 Scope
1.1 Purpose of the Procedure:
Recruiting and selecting the right people is paramount to the success of the GEO TV and
its ability to retain a workforce of the highest quality. This Recruitment and Selection
Procedure sets out how to ensure as far as possible, that the best people are recruited on
merit and that the recruitment process is free from bias and discrimination.
1.1 Job Analysis
1.2 Form
1.3 Request to Fill
1.4 Job description
1.5 Person Specification
2.0 Recruitment and Selection Framework
2.1 Overview of Process
• Assess the need for the job and ensure there is adequate funding for it.
• Review the job description to ensure that it meets the present and future requirements.
• Review the person specification to ensure it meets the requirements of the job
description.
• Design the selection process.
• Draft the advertisement and select the advertising media.
• Short list using the person specification only.
• Interview and test short-listed candidates.
• Validate references, qualifications and security clearances.
• Make appointment.
Managers hold the responsibility for ensuring this framework is followed. HR is available
for advice and will assist in general administration of the recruitment process.
75

3.0 Recruitment and Selection Provisions
3.1 Review the Job and the Need for It
Managers need to consider the following issues:
• Is the job still necessary?
What value does it add to the team and to the delivery of service?
• How will the post be funded?
Positions outside of existing establishment require the Director’s and Chief Executive’s
approval.
• Does the job description need updating?
If so, the grade for the job and the person specification may need to be re-evaluated. The
HR Team is available to provide advice on constructing both job descriptions and person
specifications and advising on grading issues.
• Is this job a politically restricted post or will the incumbent have unsupervised access to
children or vulnerable adults?
• What type of employment could be offered?
Full-time, part-time?
Is job-sharing an option?
Permanent or fixed term contract, secondment or agency?
Use of fixed term contracts is most appropriate for covering a particular task/project/item
of work or an interim appointment. They should not normally be used to fill permanent
posts.Agency staff may be used to cover short term peaks in work or projects or interim
vacancies, i.e. whilst a permanent position is being advertised. Should total employment
under any of these arrangements extend beyond 12 months, the individual may have an
entitlement to permanent employment rights, including redundancy. Employment through
an agency may count towards this 12 month period. Use of secondments must be in
accordance with the GEO TV Secondment policy. If it is proposed to proceed to recruit
to the post, it is the responsibility of the Manager to ensure that the Authority to Recruit
form is completed and sent to HR as soon as possible.
76

Geo tv am

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a Geo tv am

Semelhante a Geo tv am (20)

Último

Último (20)

Geo tv am