50673202 project-on-recruitment-and-selection-process

PROJECT REPORT
ON
RECRUITMENT AND SELECTION PROCESS
SUBMITTED TO ANNAMALAI UNIVERSITY, IN
PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE
DEGREE OF MASTER OF BUSINESS ADMINISTRATION IN
APPLIED MANAGEMENT
By
Name
ENROLMENT NUMBER-
UNDER THE GUIDANCE OF
PROFESSOR SOHAN LAL SHARMA
DIRECTORATE OF DISTANCE EDUCATION
ANNAMALAI NAGAR
2008-2010

TITLE OF THE PROJECT
“RECRUITMENT AND SELECTION
PROCESS”

DECLARATION
I hereby declare that the project entitled
RECRUITMENT AND SELECTION PROCESS
Submitted to the Annamalai University, in partial fulfillment of the
requirements for the Degree of Master of Business Administration in
Applied Management is my original work and the project has not formed the
basis for the award of any degree, diploma, associate ship, fellowship or
similar other titles. It has not been submitted to any other university or
institution for the award of any degree or diploma.
Place: Kota Name:
Date: 21/03/2010 Enrolment No.:

PREFACE
People are a company’s most important assets. They can make or break the
fortunes of a business. In today’s highly competitive business environment
placing the right people in the right position is very critical for the success of
any organization.
The recruitment and selection decision is of prime importance as it is the
vehicle for obtaining the best possible person-to-job fit that will, contribute
significantly towards the Company's effectiveness. It is also becoming
increasingly important, as the Company evolves and changes, that new
recruits show a willingness to learn, adaptability and ability to work as part
of a team. The Recruitment & Selection procedure ensures that these criteria
are addressed
In this project I have studied Recruitment and Selection process of My
Liberty Homes and attempted to provide some ways so as to make
recruitment more effective and to reduce the cost of hiring an employee.
I am privileged to be one of the students who got an opportunity to do my
training with My Liberty Homes. My involvement in the project has been

very challenging and has provided me a platform to leverage my potential in
the most constructive way.
This project however is an attempt to share as best as possible my
experience in corporate world with all my colleagues and my faculty.
I would be delighted to receive reader’s comments which maybe valuable
lessons for my future projects.

ACKNOWLEDGEMENT
I express my sincere thanks to my project guide, Mr. Sohan Lal Sharma,
Associate professor of management studies for guiding me right form the
inception till the successful completion of the project. I sincerely
acknowledge them for extending their valuable guidance, support for
literature, critical review of project and the report and above all the moral
support they had provided to me with all stages of this project.
I would like to express big thanks to Miss Shweta Solanki and Miss Neha
Aarya for her all time support and time to time guidance. Her experience,
knowledge and support lead me to complete my project timely and
successfully.
My thanks are due to all those who have directly or indirectly helped me in
preparing this project report. However, I accept the sole responsibility for
any possible error of omission and would be extremely grateful to the
readers of this project report if they bring such mistakes to my notice.
Place: Kota Name:
Date: 21/03/09 Enrolment No.:

EXECUTIVE SUMMARY
In today’s rapidly changing business environment, organizations have to
respond quickly to requirements for people. The market has been witnessing
growth which is manifold for last few years. Many players have entered the
economy thereby increasing the level of competition. In the competitive
scenario it has become a challenge for each company to adopt practices that
would help the organization stand out in the market. The competitiveness of
a company of an organization is measured through the quality of products
and services offered to customers that are unique from others.
Thus the best services offered to the consumers are result of the genius
brains working behind them. Human Resource in this regard has become an
important function in any organization. All practices of marketing and
finances can be easily emulated but the capability, the skills and talent of a
person cannot be emulated. Hence, it is important to have a well-defined
recruitment policy in place, which can be executed effectively to get the best
fits for the vacant positions. Selecting the wrong candidate or rejecting the
right candidate could turn out to be costly mistakes for the organization.
Therefore a recruitment practice in an organization must be effective and
efficient in attracting the best manpower.

 Preface
 Acknowledgement
 Executive Summary
TABLE OF CONTENT
 Objective of the study

OBJECTIVE OF THE STUDY
The main objectives for undertaking this project are:
 To understand the internal Recruitment process in organization.
 To identify areas where there can be scope for improvement.
 To give suitable recommendation to streamline the hiring process.
 To develop practical knowledge with theoretical aspects.
 To know about the importance of recruitment and selection
 To find out better process of recruitment.
 To know about the role of recruiter.

RECRUITMENT
“The art of choosing men is not nearly as difficult as the art of enabling
those one has chosen to attain their full worth”.
Definition:-
Recruitment is the process of recruiting potential personnel to fill up the
existing requirement of the organization. It is the process of discovering
potential applicants for actual or anticipated job vacancies. Recruitment
involves encouraging individuals with the needed skills to make applications
for employment with the firm.
Objective:-
The main objective of recruitment is to increase the number of applications
for the job available in the organization, to select the best applicant who is
the best fitted to the job.

Need for recruitment:-
It makes possible to choose the right person in the right time at the right
place. It also makes it possible to acquire the number and type of people
necessary to ensure the continued operation of the organization.
• Planned needs: - Such needs arise from changes in the organization
policies.
• Anticipated needs: - It refers to those movements in personnel which
an organization can predict by studying trends in internal or external
need.
• Unexpected needs: - Such need arises due to illness, death and
resignation.
Recruitment follows HR planning and goes hand in hand with selection
process by which organizations evaluate the suitability of candidates. With
successful recruiting to create a sizeable pool of candidates, even the most
accurate selection system is of little use.

Recruiting begins when a vacancy occurs and the recruiter receives
authorization to fill it. The next step is careful examination of the job and
enumeration of skills, abilities and experience needed to perform the job
successfully. Other steps follow:
 Creating an applicant pool using internal or external methods
 Evaluate candidates via selection
 Convince the candidate
 And finally make an offer
Scope: To define the process and flow of activities while recruiting,
selecting and appointing personnel on the permanent rolls of an
organization.
Authorization:
S.No. Authorized Signatory
1 Head- Human resource
2 Managing director
Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized
by the Head-human Resources and the Managing Director.
Exclusions:
The policy does not cover the detailed formalities involved after the
candidate joins the organization.
SELECTION

Personnel Selection Best Practices:
Personnel selection practices (e.g., interviews, ability and personality tests)
continue to capture the most attention from staffing scholars. There are
several comprehensive reviews of selection practices, as well as discussions
of research and practical applications. Rather than review all this research,
the present review summarizes the major new developments.
Article 1: Pre-selection:
1. The selection of candidates for membership of the Scientific Committee
of FRA shall be advertised through a call for expressions of interest in
accordance with the present procedures. The call for expressions of interest
shall be published in the EU Official Journal (OJ), in relevant leading
academic publications as well as the Agency’s website. The closing deadline
for submission of candidates’ expressions of interest shall be fixed six weeks
after the above mentioned publication.
2. The Director of the Agency shall prepare and organize the work for the
pre-selection of the members of the Scientific Committee. He or she shall
chair a pre-selection panel, composed of the Heads of Unit of the Agency

and a person appointed for the purpose by the Council of Europe. Two
members of the FRA Management Board may attend the pre-selection panel
as observers.
3. The pre-selection panel shall verify the eligibility of the candidates, in
accordance with the eligibility requirements. Failure to comply with one of
these requirements will result in the exclusion of the concerned candidate
from the next steps of the selection process.
4. The pre-selection panel shall then assess each eligible candidate according
to the requirements for selection. It will draw up an ‘Individual Assessment
Form’ for each candidate which will include a short comment, highlighting
the specific values/shortcomings of the person.
5. The Director shall present the results of the pre-selection process to the
FRA Executive Board, including information on the candidates deemed
ineligible.
Article 2: Selection:

1. The Executive Board shall assess all the candidates on the basis of the
established selection requirements.
2. In this assessment the Executive Board shall take into account:
• The work of the pre-selection panel;
• The need that the specialist fields of the members of the Scientific
Committee shall cover the most relevant scientific fields linked to
fundamental rights, in accordance with the mission and objectives of FRA;
• The need to ensure even geographical and gender balance.
3. The Executive Board shall submit to the Management Board a list of most
eligible candidates. This list should include more than eleven and fewer than
twenty-two names. This list will also include merit points and a conclusion
concerning the suitability as a member of the Scientific Committee for each
candidate.
4. The Chair of the Executive Board shall present the results of the selection
process to the Management Board, including a record of the candidates not
included in the lists mentioned above as well as on candidates deemed
ineligible.

5. The Agency services shall provide technical and logistic support for the
selection process.
Article 3: Appointment:
1. On the basis of the list submitted by the Executive Board, the
Agency’s Management Board shall appoint the members of the
Scientific Committee, after having consulted the competent committee
of the European Parliament. The candidates not appointed shall be put
on a reserve list.
2. Members will be appointed for a five-year term, which shall not be
renewable.
3. The reserve list shall be valid for the duration of the term of the
appointed Scientific Committee. In case of a vacancy, the
Management Board shall appoint a new member from the reserve list.
The filling in of a vacancy shall be for the rest of the duration of the
term of the Scientific Committee.

RECRUITMENT AND SELECTION
Recruitment and selection are the two phases of the employment process.
The differences between the two are:
The recruitment is the process of searching the candidates for employment
and stimulating them to apply for jobs in the organization WHEREAS
selection involves the series of steps by which the candidates are screened
for choosing the most suitable persons for vacant posts.
The basic purpose of recruitments is to create a talent pool of candidates
to enable the selection of best candidates for the organization, by attracting
more and more employees to apply in the organization WHEREAS the basic
purpose of selection process is to choose the right candidate to fill the
various positions in the organization.

RECRUITMENT AND SELECTION
PROCESS
Recruitment process involves a systematic procedure from sourcing the
candidates to arranging and conducting the interviews and requires many
resources and time. A general recruitment process is as follows:
 Identify vacancy
 Prepare job description and person specification
 Advertising the vacancy
 Managing the response
 Short-listing
 Arrange interviews
 Conducting interview and decision making

Process Cycle
1.0 Scope
1.1 Purpose of the Procedure:
Recruiting and selecting the right people is paramount to the success of the
IPCC and its ability to retain a workforce of the highest quality. This
Recruitment and Selection Procedure sets out how to ensure as far as
possible, that the best people are recruited on merit and that the recruitment
process is free from bias and discrimination.
1.1 Job Analysis
1.2 Form
1.3 Request to Fill
1.4 Job description
1.5 Person Specification
2.0 Recruitment and Selection Framework
2.1 Overview of Process

• Assess the need for the job and ensure there is adequate funding for it.
• Review the job description to ensure that it meets the present and future
requirements.
• Review the person specification to ensure it meets the requirements of the
job description.
• Design the selection process.
• Draft the advertisement and select the advertising media.
• Short list using the person specification only.
• Interview and test short-listed candidates.
• Validate references, qualifications and security clearances.
• Make appointment.
Managers hold the responsibility for ensuring this framework is followed.
HR is available for advice and will assist in general administration of the
recruitment process.

3.0 Recruitment and Selection Provisions
3.1 Review the Job and the Need for It
Managers need to consider the following issues:
• Is the job still necessary?
What value does it add to the team and to the delivery of service?
• How will the post be funded?
Positions outside of existing establishment require the Director’s and Chief
Executive’s approval.
• Does the job description need updating?
If so, the grade for the job and the person specification may need to be re-
evaluated. The HR Team is available to provide advice on constructing both
job descriptions and person specifications and advising on grading issues.
• Is this jobbing a politically restricted post or will the incumbent have
unsupervised access to children or vulnerable adults?
• What type of employment could be offered?

Full-time, part-time?
Is job-sharing an option?
Permanent or fixed term contract, secondment or agency?
Use of fixed term contracts is most appropriate for covering a particular
task/project/item of work or an interim appointment. They should not
normally be used to fill permanent posts. Agency staff may be used to cover
short term peaks in work or projects or interim vacancies, i.e. whilst a
permanent position is being advertised. Should total employment under any
of these arrangements extend beyond 12 months, the individual may have an
entitlement to permanent employment rights, including redundancy.
Employment through an agency may count towards this 12 month period.
Use of secondments must be in accordance with the IPCC Secondment
policy. If it is proposed to proceed to recruit to the post, it is the
responsibility of the Manager to ensure that the Authority to recruit form is
completed and sent to HR as soon as possible.

3.2 Design Selection Process
Managers need to design the selection process they will use, giving
consideration to the following points:
3.2.1 Panel Composition:
All interviews for permanent posts must be conducted by a panel. The
Manager is responsible for selecting interview panel members – being
mindful of:
• The requirement that the panel consists of at least two people, and if
possible, is mixed in terms of race and gender
• The requirement that at least one panel member has received training on
recruitment and equal opportunities, normally limited to that provided by the
IPCC. If not IPCC trained, the matter should be referred to Human
Resources.
• The requirement that each panel member be familiar with anti-
discrimination legislation

• The willingness and ability of potential panel members to attend all
interviews for the duration
of the recruitment process, to maintain consistency and to ensure fair
treatment of all candidates.
Panel members must be satisfied that their relationship with any candidate:
• Will not improperly influence their decision
• Will not give rise to suspicion about their motives
3.2.2 Selection Tests:
Where selection tests are a valid method of assessing a candidate (i.e.
effectively measures the job criteria, is relevant, reliable, fair and unbiased –
also considering the predictive capacities of tests), they are an extremely
useful tool and are recommended for use. Managers should seek advice from
HR on the use of such tests .All psychometric tests used in selection must be
developed, administered and interpreted by accredited people.
3.2.3 Interview Questions

Human Resources hold the IPCC Interview Guides that contain competency
based interview questions. Managers need to ensure they contact Human
Resources prior to interview to obtain copies of these guides.
3.3. Advertising
Reaching any target market can be extremely difficult. Through niche
websites like RD, you can guarantee that the people using the service have
an interest in your field. As more and more people turn to online means for
their information and service needs, an active web presence is vital for any
organization, large or small. Utilizing all the benefits of online advertising
and adding the clout already held by Australia's leading industry news
provider, Specialist News, ads placed with RD are a great way to generate
interest in new products and services, or to improve awareness of your
brand.
3.3.1 Advertising the vacancy:
All vacancies at all levels must be advertised - there will be no “word of
mouth” recruitment as this can lead to indirect discrimination.

No vacancy can be advertised until the request to fill procedure has been
completed, and up-to-date job description, person specification and KSF
outline have been sent electronically to the Recruitment Office. These will
ensure that: We do not break our own operational policies;
• Candidates receive the best possible information;
• We are properly prepared to respond to candidates’ enquiries;
• We are properly prepared to carry out the best interviews; possible
and thus
• Make the correct decisions;
NHS jobs are the medium for externally advertised vacancies in the first
instance. Internal vacancies will be advertised in the Vacancy Bulletin
produced by the Recruitment Office. External vacancies will be advertised in
the Vacancy Bulletin and NHS Jobs.
The recruiting manager should indicate the preferred advertising medium on
the Request to Fill Form in the event that no appointment has been made
from advertising in the Vacancy bulletin and NHS jobs.. If the recruiting
manager wishes to advertise in more than 1 journal, he/she will agree to fund
50% of the costs from the Directorate budget.

The HR department routinely monitors the cost and response rate of
advertisements and, as a result, will give advice on the choice of
publications to ensure more cost-effective advertising. For some posts it is
not necessary to pay for expensive advertising space, when Job Centre plus
or internal bulletin can provide suitable candidates at no cost. Care will be
taken to ensure that both the wording and placement of advertisements
encourage a wide cross-section of the population to apply. All vacancies will
be listed in the weekly Vacancy Bulletin produced by the Recruitment Team
and circulated throughout the Trust and to specific organizations. The aim of
the advertisement is to attract suitable candidates only, at the least cost. The
information it should contain is taken largely from the job description and
the person specification, as set out below:
• Job title
• Grade and/or salary as appropriate
• Brief description of the post
• Essential requirements, such as shift work or travel
• Any positive features such as training prospects

• A contact person/telephone number for further information about the
job
• Encourage informal visits, where applicable
Recruiting a Candidate Pool:
A. Looking Inside:
• Consider possible internal candidates with an interest in the post.
• Determine if the position level requires an external search.
B. External Search:
• Advertising -
• Brief position description
• Minimum qualifications
• include information needed from candidate
I. A resume
ii. A letter from the candidate

iii. A concise work sample or essay (if applicable)
iv. Names & phone #s of 3 references
• State length of response time
• Ad placement (local, national, journals, etc.)
• Emails or faxes accepted?
• Focused Contacts - person-to-person networking.
The object is to reach good candidates who are happily and productively
employed elsewhere, but who may be open for a change. The recommended
position announcement for all positions must include a non-discrimination
statement and be approved by divisional vice president and executive
director of human resources. A line ad may be placed with:
A) Chronicle of Higher Education
B) Area newspapers
C) Selected professional journals
And will be posted internally in accordance with established College policy
to include our web links.. Efforts should be made to target advertising to
women and minorities. (Maximum Cost $700) Letters of application and

vitae will be received by the search committee through the Department of
Human Resources. A log of all applicants must be maintained and placed on
file at the end of the search in the Human Resources office. An EEO Data
Form will be mailed to each applicant to acknowledge receipt of their
application as well as to collect specific data for diversity analysis. When
completed, this form remains separate from the candidate’s application and
is not available to the hiring manager or others involved in the search.
Ways to approach businesses-
1. Contact the company's community relations officer: If the officer is
supportive, it may lead to a steady source of volunteers. Some companies
provide other types of agency support where their employees volunteer.
2. Recruit through posters: You often can arrange to display your posters
in stores, Restaurants, schools, public libraries, churches, hospitals, and
large offices. Ask to speak with the decision makers. Make a brief statement
about your program and ask for permission to display a poster.

3. Ask public libraries to accept free bookmarks to give away: These
could have a brief program description on one side and explain why you
need volunteers on the other side.
4. Check out community clearing houses: In some cities there are
organizations that put volunteers together with community services
programs. Often newspapers run a periodic column that lists organizations’
needs for volunteers.
3.4. Applications:
A file will be set up for each individual vacancy and held in the Recruitment
Office containing the following:
• Application Form
• Job Description, person specification, KSF outline
• Terms & Conditions of Employment
• Information about the Department in which the vacancy exists should
be provided by the Manager (if available).

Any other relevant information, when an enquiry is received from an
applicant without internet access, an application pack will be sent within 24
hours.
3.5. Short listing:
Equal Opportunity Monitoring Forms will be separated from the Application
Forms prior to short listing and retained by the Recruitment Office The
shortlist must be drawn up by minimum of two people, one of whom should
be the recruiting manager. All panel members participating in short listing
must be familiar with the job description, person specification and KSK
outline.
Short listing must be based only on the information given in the application,
which is assessed against the criteria contained in the person specification
and must be consistently applied to all candidates. A record of the

assessment must be recorded on the Shortlist Record Form or on NHS Jobs.
This is especially important in the event of any subsequent allegation of
discrimination.
If there are large numbers of candidates meeting all the criteria for the job, it
will be necessary to examine the degree to which each candidate meets the
essential criteria, and by short listing those candidates who, in their
application, demonstrate the greatest ability to meet the criteria which can be
tested at short listing stage. Any potentially suitable candidates who have
disabilities with skills and abilities which broadly match the job description
and person specification should also be short listed, whether internal or
external candidates.
In order to avoid allegations of favoritism, anyone involved in the selection
process, which is connected by close friendship or is related to a candidate,
must inform the appropriate HR Business Partner. Where there is a declared
interest, following guidance from the HR Business Partner, a representative
from HR may be included in the selection panel.
In situations where there are internal candidates only, it is recommended that
a third party not involved in the immediate area should be involved in the
selection process and interview process. This will help to ensure, and be

seen to ensure, that fairness is maintained and that a person is selected on
merit. A late application will be a genuine reason for not short listing a
candidate and only in very exceptional circumstances and in consultation
with the HR Business Partner will a late application be considered. It is
recommended that the maximum number of candidates per shortlist is
six/eight.
3.6. Interview
“Any person to person between two or more individuals with a specific
purpose in mind is called
Interview”
There are basically two types of Interviews.
 Structured Interviews
 Unstructured Interviews

Structured Interviews:
In which interviewer asks those questions which are pre- defined.
“One type that has been widely studied and is considered relatively
structured is situational questions.
Unstructured Interviews:
In which interviewer asks those questions which are not pre- defined which
ask randomly.
The development of questions from incidents is part of the art or, at least, the
unwritten aspects of structured interviewing. Some authors acknowledge that
"literary license" is needed. Incidents are often grouped into dimensions
first, and then the incidents that best represent the dimensions are turned into
questions.
“If necessary, questions can be repeated, or candidates can be given a card
containing the question”.
3.6.1. Arrangements for interviews

Interviewing and selecting:
You may as well toss a coin’ Professor Eysenck's opinion on the validity of
the interview as a selection device is well known. Nevertheless the interview
seems likely to remain as the principle selection device despite its faults. To
sharpen the effectiveness of the interview the panel should ask the candidate
to give a presentation. This offers the chance for the candidate to show what
they have achieved, show how they hope to fit in and illustrate their
communication skills. The interviewer needs to posses three different skills
• Information gathering, to elicit the facts
• Interpreting and evaluating information, to consider what the facts
mean.
• Decision making, to act on the facts and the analysis.
Gathering the information, eliciting the facts.
The right physical environment is important. Interviews require a quiet
undisturbed room. If the interview is informal a circle of chairs of equal
height and similar spacing may well be appropriate. If the interview is
formal and held round a table. Spacing and lighting are also important. The
candidate should not be asked to walk miles to their seat, nor blink into the

silhouettes of the interview panel against a window. The chairman should
make the candidate welcome introduce the panel by name, and say whom
they represent.
The format of the interview should be outlined to the candidate. The
interviewer needs to listen to develop an interested and attentive
interviewing style, with plenty of eye contact. Verbal reinforcement should
be forthcoming from the interviewer. Silence can be used in a positive way
to allow the candidate to develop their answers fully. Questions should be
linked to what the candidate has said to elicit a flow of information.
They should include:
A. Problem questions:
These suggest a situation specific to the job where the candidate must show
their capacity to, for example, priorities tasks under pressure. What was your
most challenging situation in the last year and how did you deal with it?
B. Open questions:
‘Tell me about….’
C. Probing questions:

‘Why do you want to leave your present job’ or ‘What was your worst
moment there?’
D. Closed questions:
These interrupt the information low in order for the interviewer to redirect it
to a new topic.
‘When did you…? Or how many…?’
At the end consider if you have gathered the information necessary for a
decision. Ask the candidate back in if a question needs clarification. Allow
the candidate, to question the panel, or offer the information on areas such as
salary, study facilities, start date, accommodation or questions regarding the
job description. Interpreting and evaluating the information Interviewer,
know thy self.
Making the decision
The panel should:
• Consider whether each candidate is appointable.
Do they fulfill the essential criteria?

Do they match the person specification?
• Each panel member should rank the candidates without conferring with
other panel members.
• Choose the best candidate.
Never choose person of lesser ability out of fear of being overshadowed.
This produces a dull un progressive unit. On the other hand Einstein might
not fit well with the team.
• Use references to back up your choice, to screen for factors which
disqualify rather than qualify.
References have greater value as a negative test rather than a positive one to
highlight an abrasive personality or poor sickness record.
Screening Interviews:
These are usually shorter interviews used for the purpose of conducting a
brief evaluation of a Candid ate. Successful candidates are asked back for a
more in-depth interview.

One-on-one interviews:
These interviews involve a candidate being questioned by one interviewer –
also common in early stages of selection.
Telephone Interviews:
Occasionally interviews are conducted over the telephone. This can be a
disorienting experience mainly because neither party can see each other.
Hence you need to rely on verbal cues from the interviewer as well as
demonstrating a lot of enthusiasm, clarity and positive tone with your voice.
Avoid being caught unawares and unprepared for a telephone interview –
you are entitled to have at least a day’s notice to prepare. Find a quiet
comfortable place where you can ensure there won’t be any interruptions.
Panel interviews and on-site/second interviews:
After a first interview you may be asked to a second interview which is often
on-site with the employer. Panels consist usually of 2-3 people, often from
different parts of an organization eg. a graduate recruitment specialist, a

technical expert and a person representing the area you could work in.
Ensure you address all panel members equally. These interviews are
sometimes incorporated as part of an assessment centre.
Case Study Interviews:
Some organizations, especially consulting firms, use case study questions to
evaluate Candidate’s analytical skills. These scenarios can often be quite
challenging. The Careers Centre has a range of tips and resources to help
prepare for these interviews.
At the Interview: Questions to Expect
Most questions asked at interview can be predicted and usually focus on
three issues:
• Can you do the job? Do you have the qualifications and/or skills?
• Will you do the job? Do you have the enthusiasm/motivation?
• Will you fit in? Could they work with you? Do you get on well with
people?
Here are some interview common questions:

• What interests you about this position?
• Why do you think you would be successful in this position?
Competency-Based Interviews:
Competency or behavior-based interviews operate from the premise that the
most accurate predictor of future performance is past behavior in a similar
situation. This type of interview is now commonly used in selection
processes. Questions are probing in nature and the competencies employers
look for include:
• Team work/interpersonal skills
Give me some examples about when you have had to handle difficult people.
• Achievement drive
What would be the best example of you giving a project or piece of work
your absolute best effort and being disappointed by the outcome? What
would you do differently a second time?
• Flexibility

Tell us about a time when you have had to adapt quickly to substantially
changed circumstances at university or at work.
• Persuasiveness and negotiation ability
Describe a time when you have been required to negotiate in difficult
circumstances. Why was it important for you to become involved? What
strategies did you use?
• Analytical thinking
Describe a project that you have worked on that has required a high level of
analysis and contribution of new ideas.
3.7. Selection
3.7.1 Decision to Appoint:
After interview process the require candidate is selected for a job. Panel
members decide to hire that individual who is fulfilling the requirements.

3.8. Offers
3.8.1 Offer of Employment:
Organization offers the job to the Individual.
3.9 Other Requirements:
3.9.1 Post interview feedback & notification to applicants:
HR is responsible for providing all candidates with written notification of
the outcome of their application. If feedback is requested from an
unsuccessful short-listed candidate, the manager should provide a valid
reason to the candidate for rejection together with constructive feedback.
Written feedback will not normally be provided.
3.9.2 Monitoring Recruitment and Selection (Reporting):
HR will monitor the recruitment processes to ensure they are not
discriminatory and will provide statistical data to the Senior Executive
Group on a regular basis.
Role of Recruiter

WHY YOU SHOULD USE A RECRUITER:
Working with Executive Recruiters
Executive Recruiters hold the keys to the "hidden job market" - career
opportunities that aren't posted anywhere else. These professionals hold
great influence within the hiring organization, and it's important for
jobseekers to understand how to leverage this resource as part of their
overall career strategy.
Four Key Facts about Executive Recruiters:
1. Jobseekers do not pay fees to search firms. Instead, the companies that
hire recruiters to fill a position pay for their services. This fee is calculated
using the starting salary of the position, and can range from 15%-35% of
that salary. Be wary of any recruiter who asks you to pay them a fee…If you
are asked to pay a fee for job placements services, please let us know
immediately.
2. There are two types of search firms - Retained and Contingency. While
both types charge fees only to the hiring organization, it is important to note
the differences. When the hiring company retains a recruiting firm, that firm

is paid regardless of the results of the search. Retained firms are typically
used to fill higher-level positions at $100,000+ salaries. Contingency search
firms receive payment only when their candidate is hired.
Over the last few years the "search" industry has gone through some
significant changes. While contingency firms have generally always
accepted retained work, many retained firms now accept contingency
work…You decide which type of recruiter is right for you!
3. Don't limit your search by geography. For many higher-end job
assignments, recruiting firms will look nationally or even internationally. It
is absolutely in your best interest to gain exposure among search firms who
fill positions in your industry, function and salary range, no matter where
they are. A Chicago recruiter is just as likely to have an assignment in Los
Angeles as in Boston. That being said, it's much easier to network with local
recruiters and they can be an invaluable resource when penetrating the local
hiring market, particularly for non-executive positions.
4. Some search firms specialize, while others don't. To make your search as
effective as possible, target your efforts towards recruiters those work in
your respective industry and/or specialize in your job function. As you begin
to network with these specialized recruiters you'll find they are very much

aware of where opportunities exist within the micro hiring "economies" of
your shared areas of expertise. However, generalist firms should not be
ignored, especially at the higher executive ranks….Whether retained or
contingency fee-based, search firms are handsomely rewarded for filling
positions on behalf of their corporate clients. Thus, networking and building
relationships with qualified, reputable recruiters is a critical component of
career management strategies.
Making Contact with Your Selected Executive Recruiters:
Next, identify all of the communication channels that make sense for the
firms and recruiters you've identified. The firm may offer an online
mechanism for posting and/or sending your resume and cover letter. Review
the firm's website for job opportunities currently under research, and
establish the preferred communication medium for that firm. In all cases,
respect the indicated communication preferences of the firm and/or the
individual recruiter.
Not unlike introducing your professional "brand" to a hiring organization,
make sure your cover letter and resume/CV are both positioned
appropriately for the areas of expertise in which the recruiter works. Keep in

mind that recruiters are not career managers. They may not have the
expertise or inclination to advise you on changes to your cover letter and
resume, so make sure they're tight before you send them. After providing
your credentials in whatever communication medium you think makes
sense, consider a follow up a few weeks later with another communication
attempt. What you're striving for is a personal contact from the recruiter.
Depending on your "hirability" (qualification level, experience etc.) you may
have to be in the right place at the right time to be recognized at a personal
level.
How Recruiting Firms Can Make a Difference In Your Career:
When contacted by a recruiter treat them as though they are the hiring
organization. Be professional, make your best impression, sell yourself and
your "hirability", and understand that executive recruiters have access to a
lot of talent. Remember, the recruiter doesn't work for you so don't expect
personal, individualized service. Working with executive recruiters is not an
event - it is a process. We have testimonials from Directory of Executive
Recruiters clients that indicate when working with an Executive recruiter,
the "hiring cycle" can take anywhere from two days to two years! In either
case though, most positions secured through executive recruiters fit into the
"dream job" category.

The Significance of the Study:
The study will broaden our understanding the affect of independent variables
which are Recruitment sources, Interview and Recruiters on the dependent
variable which is Recruitment and Selection Process. Current study will add
to existing body of knowledge by signifying.
 Recruitment and selection process importance
 Recruitment sources affects on Recruitment and selection process
 Interviews 3ffects on Recruitment and selection process
 Recruiters affects on Recruitment and selection process
Theoretical Framework
Recruiters
Interviews
Recruitment
Sources
Recruitment
and Selection
Process

Independent Variable Dependent Variable

RESEARCH METHODOLOGY
The study will be conducted to achieve the aforesaid objectives including
both exploratory and descriptive in nature and involve personal interviews
that will be based on the questionnaire format. A Research Methodology
defines the purpose of the research, how it proceeds, how to measure

progress and what constitute success with respect to the objectives
determined for carrying out the research study.
The research process that will be adopted in the present study consists of the
following stages:-
RESEARCH DESIGN: Exploratory Research
A research design is the specification of methods and procedures for
acquiring the information needed to structure or solve the problem. It is the
overall operational pattern or framework of the project that stimulates what
information is to be collected from which source and by what procedure. On
the basis of major purpose of our investigation the EXPLORATORY
RESEARCH was found to be most suitable. This kind of research has the
primary objective of development of insights into the problem. It studies the
main area where the problem lies and also tries to evaluate some appropriate
courses of action.
DATA COLLECTION SOURCES:
 PRIMARY SOURCES-
The data required for the study has been collected from-

QUESTIONNAIRE survey among the official’s employees.
PERSONAL INTERVIEWS with the company representatives
regarding Recruitment and Selection.
 SECONDARY SOURCES-
The secondary data has been collected from:
 Internet, websites
 Organizational Reports
 Case Studies
 Business magazines
 Books
 Journals on e-learning Industry.

SAMPLING METHOD
Survey was done by random sampling method.
SAMPLE SIZE
Sample size can be 50 or as per project sampling requirement.
SAMPLE AREA
Kota
MODE OF ANALYSIS
The instrument used for data collection was in the form of questionnaire.
The questionnaire was used as it facilitates the tabulation and analysis of the
data to be collected. The data collected was subjected to simple frequency
distribution and percentage analysis.

Q.1 How much recruitments are assigned to one HR employee at any given
time?
Between 1-3 23.3%
Between 4-6 23.7%
Between 7-10 14.2%
Between 11-20 18.5%
More than 20 11.2%
Q.2 On average, how many hours does the HR staff spend on each
recruitment?
1-5 20.3%
6-10 21.6%
16-20 10.8%
21-30 11.7%
31-40 6.1%
More than 40 9.5%

Unknown 19.9%
Q.3 Average time it takes from notification of vacancy until new hire reports
to work:
Jobs in general – 49 days
Professional jobs – 51 days
Clerical jobs – 45 days
Trades jobs – 44 days
IT jobs – 48 days

CONCLUSION
This study suggest that when Recruitment and Selection Process is properly
established and implemented then organization will must grow because all
the employees will be according to the requirements Recruitment and
Selection Process affects a lot on the organizational activities regarding its
growth because if the people will be according t the requirements and
skillful then cost will reduce and organization must grow. All the study has

prove the fact there is directly and indirectly relationship is present between
these variables and these variables affect on the Recruitment and Selection
Process. All the independent variables are Recruitment sources, Interviews
and Recruiters are all very important in the Recruitment and Selection
Process because by the missing of any one factor there is chance the whole
Recruitment and Selection Process will be affected by these factors. There
are no doubt others factors also affect on the Recruitment and Selection
Process but these are main and require more attention. That is why I choose
these variables.
BIBLIOGRAPHY
WEBSITE
www.scribd.com
MAGAZINES

Business India
Business World
India Today Newspaper
Course Books of MBA
Human Resource Management by L M Prasad
SEARCH ENGINES
www.google.co.in
QUESTIONNAIRE
Name of the employee………………………………………………………...
Designation……………………………………………………………………
Department…………………………………………………………………....
Contact no…………………………………………………………………….

Q.1) Recruitment & Selection Process is Effective for the Organizational
objectives?
Strongly Agree Agree Strongly Disagree Disagree
1 2 3 4
Q.2) R & S Process increase efficiency in the organization activities?
1 2 3 4
Q.3) Do you think best source increase the efficiency on all organization
department?
1 2 3 4
Q.4) R & S Process depends on sources of Recruitment?

1 2 3 4
Q.5) which is the best source for R & S Process?
a) Internal
b) Consultants
c) Print Media
d) Electronic Media
e) Others
Q.6) Better Result of R & S can be increase by Recruitment sources?
1 2 3 4
Q.7) R & S Process depend on Interviews?

1 2 3 4
Q.8) Interviews are the basic filter of the R & S Process?
1 2 3 4
Q.9) Different methods of Interviews should be used?
1 2 3 4
Q.10) Which methods should be used for Recruitment?
a) Structured
b) Unstructured
c) Problem questions
d) Case Study questions
e) others

Q.11) Better Result of R & S can be increase by Interviews?
a) Structured
b) Unstructured
c) Problem questions
d) Case Study questions
e) others
Q.10) R & S Process depend on Recruiters?
1 2 3 4
Q.11) R & S Process end results can be because of Recruiters?

1 2 3 4
Q12) Recruiter should be Knowledgeable and Experience?
1 2 3 4
Q.13) R & S behavior depends on recruiter?
1 2 3 4
Q.14) End Result of R & S process can be wrong because of Recruiters?
1 2 3 4
Signature

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