anamika hdfc recutimet.docx
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A PROJECT REPORT
ON
“RECRUITMENT & SELECTION”
AT
(HDFC)
SUBMITTED TO:
UP TECHNICAL UNIVERSITY, LUCKNOW
IN THE PARTIAL FULFILLMENT FOR THE AWARD OF THE
DEGREE OF
Master of Business Administration
( Session 2008-10 )
SUBMITTED BY:
ANAMIKA SHARMAMBA – 3rd Sem
Roll No - 081197040
INSTITUTE OF PROFESSIONAL EXCELLENCE AND
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MANAGEMENT ,GHAZIABAD.
(A -131,S.S.G.T. R!"#, I$#%'"* A+" , NH -, G"/"0"# -11 )
PREFACE
There are number forces that make marketing an endlessly changing activity The constantly
activity sociological! "sychological and "olitical environment may re"resent the uncontrollable
marketing factors To understanding these factors in better #ay marketing research is of almost
im"ortance
This Pro$ect Re"ort has been com"leted in Partial fulfillment of my %anagement Program! Post
&raduate 'i"loma in (usiness %anagement )%(A* in the com"any +',C -TAN'AR' ./,E
/N-0RANCE The ob$ective of my "ro$ect #as RECR0/T%ENT AN' -E.ECT/ON AT
+',C (AN23
+',C -TAN'AR' ./,E is the name #hich is #orking as one of the best "rivate insurance
com"any in insurance sector
4ith such large "o"ulation and the unta""ed market of "o"ulations insurance ha""ens to be very
big o""ortunity in /ndia Today it stands as a business gro#ing at the rate of 15678 "ercent
annually Together #ith banking services! /t adds about 9 "ercent to the country:s &'P /n s"ite
of all this gro#th the statistics of the "enetration of the insurance in the country is very "oor
Nearly ;8< of /ndian "o"ulations are #ithout .ife /nsurance cover and the +ealth /nsurance
This is an indicator that gro#th "otential for the insurance sector is immense in /ndia
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AC2NOLEDGEMENT
Progress in life! business or any "ro$ects comes through taking initiatives = continuing to
"rogress on ne# conce"ts = ideas The original momentum is not enough to kee" you moving
for#ard >our "rogress #ill grit to halt unless you refill your engine for ins"iration #ith fuel of
fresh ideas #ith enthusiasm = "ro"er guidance Accom"lishment re?uires the effort of many
"eo"le and this #ork is no different / #ould like to thank all those #ho hel"ed me directly or
indirectly and #hose diligent efforts made this "ro$ect "ossible
/ am grateful to P!4. S"' G%5'" )'&* of /nstitute of %anagement Education for creating a
conducive environment in the institute for a "ur"oseful education
/ e@"ress my "rofound gratitude to D. D.P. G!6"* )'irector*! D. T"%$" G"%'"7 )Assistant
'irector* = M. G%5++' S$8 S"9#+:" )Pro$ect Co6ordinator* of /nstitute of %anagement
Education for their encouragement
/ #ould like to thank most to M. A"' S$8 (HR M"$"8+) #hose initiative and guidance
enabled me to conce"tualie and construct the "ro$ect “R+9%'7+$' & S+*+9'!$” /t has been
great to #ork under their guidance
/ also take this o""ortunity to e@"ress my "rofound gratitude to all those res"ondents #ho made
this "ro$ect successful by coo"erating #ith me
.ast but not the leastB / #ould like to thank my "arents and colleagues for their kind su""ort
B++$% 2%7"
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DECLARATION
/ hereby declare that the "ro$ect re"ort entitled R+9%'7+$' & S+*+9'!$ "'3 submitted for the
M"'+ !4 B%$+ A#7$'"'!$ is my original #ork and the Pro$ect Re"ort has not formed
the basis for the a#ard of any degree! di"loma! associated! or other similar title
'ateD 6 5th June 788 to 18th July
PlaceD6 Ne# 'elhi ANA%/2A -+AR%A
%(A rd -emester
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CONTENTS
Page No
1 Cover Page 161
7 Preface 767
Ackno#ledgement 6
F 'eclaration F6F
5 Table of Content 565
Part G 1
H (rief +istory of Organiation H69
9 Organization structure 11-
11
8. Vision, Mission & Value 12-
16
9. Performance 17-2110. Prouct an ser!ice 22-"6
11. Pro#lem of t$e organization "7-
"8
Part % 2
12. O#ecti!e "9-'0
1(. )esearc$ Met$oolog* '1-
90
1". +nal*sis O/ 91-
9"
1'. inings 9'-96
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16. onclusion 97-
110
17. 3imitation 111-
111
18. +nne4ure 112-11(
19. 5i#liogra$* 11"-117
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PART - I
BRIEF HISTOR; OF THE ORGANIZATION
The +ousing 'evelo"ment ,inance Cor"oration .imited )+',C* #as amongst the first to
receive an in "rinci"le a""roval from the Reserve (ank of /ndia )R(/* to set u" a bank in the
"rivate sector! as "art of the R(/Is liberaliation of the /ndian (anking /ndustry The bank #as
incor"orated in August 1F in the name of +',C (ank .imited! #ith its registered office in
%umbai! /ndia The bank commenced o"erations as a -cheduled Commercial (ank in January
15
P!7!'+
+',C is /ndiaIs "remier housing finance com"any and en$oys an im"eccable track record in
/ndia as #ell as in international markets -ince its ince"tion in 199! the Cor"oration has
maintained a consistent and healthy gro#th in its o"erations to remain the clear market leader in
mortgages and banking services in /ndia /ts outstanding loan "ortfolio covers over a million
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d#elling units +',C has develo"ed significant e@"ertise in retail mortgage loans to different
market segments and also has a large cor"orate client base for its housing related credit facilities
4ith its e@"erience in the financial markets! a strong market re"utation! large shareholder base
and uni?ue consumer franchise! +',C #as ideally "ositioned to "romote a bank in the /ndian
environment
5usiness ocus+',C (ankIs mission is to be a 4orld Class /ndian (ank The (ankIs aim is to build a sound
customer franchise across distinct businesses so as to be the "referred "rovider of banking
services in the niche segments that the bank o"erates in and to achieve healthy gro#th in
"rofitability! consistent #ith the bankIs risk a""etite The bank aims to ensure the highest level of
ethical standards! "rofessional integrity and regulatory com"liance +',C (ankIs business
"hiloso"hy is based on four core valuesD O"erational E@cellence! Customer ,ocus! Product
.eadershi" and Peo"le The (ank signed a strategic business collaboration agreement #ith Chase
%anhattan (ank in ,ebruary 1
aital tructureThe authoried ca"ital of +',C (ank is RsF58 crores The "aid6u" ca"ital is Rs7;17 crores
The +',C &rou" holds 7F5< of the bankIs e?uity #hile about 1< of the e?uity is held by
the de"ository in res"ect of the bankIs issue of American 'e"ository -hares )A'-A'R /ssue*
The /ndian Private E?uity ,und! %auritius )/PE,* and /ndocean ,inancial +oldings .td!
%auritius )/,+.* )both funds advised by J P %organ Partners! formerly Chase Ca"ital Partners*
together hold about 11H< of the bankIs e?uity Roughly 1;< of the e?uity is held by ,//s!
NR/sOC(s #hile the balance is #idely held by about 88!888 shareholders The shares are
listed on the The -tock E@change! %umbai and the National -tock E@change The bankIs
American 'e"ository -hares are listed on the Ne# >ork -tock E@change under the symbol
K+'(K
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T7+B"$< A7"*8"7"'!$
/n a milestone transaction in the /ndian banking industry! Times (ank .imited )another ne#
"rivate sector bank "romoted by (ennett! Coleman = Co Times &rou"* #as merged #ith
+',C (ank .td! effective ,ebruary 7H! 7888 As "er the scheme of amalgamation a""roved by
the shareholders of both banks and the Reserve (ank of /ndia! shareholders of Times (ank
received 1 share of +',C (ank for every 595 shares of Times (ank The amalgamation added
significant value to +',C (ank in terms of increased branch net#ork! e@"anded geogra"hic
reach! enhanced customer base! skilled man"o#er and the o""ortunity to cross6sell and leverage
alternative delivery channels
D'0%'!$ N+'=!
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The %anaging 'irector! %r Aditya Puri! has been a "rofessional banker for over 78 years! and
before $oining +',C (ank in 1F #as heading CitibankIs o"erations in %alaysia
The (ankIs (oard of 'irectors is com"osed of eminent individuals #ith a #ealth of e@"erience
in "ublic "olicy = administration and commercial banking -enior e@ecutives re"resenting
+',C and J P %organ Partners )formerly Chase Ca"ital Partners* are also on the (oard
-enior banking "rofessionals #ith substantial e@"erience in /ndia and abroad head various
businesses and functions and re"ort to the %anaging 'irector &iven the "rofessional e@"ertise
of the management team and the overall focus on recruiting and retaining the best talent in the
industry! the bank believes that its "eo"le are a significant com"etitive strength
/ec$nolog*+',C (ank o"erates in a highly automated environment in terms of information technology and
communication systems All the bankIs branches have connectivity #hich enables the bank to
offer s"eedy funds transfer facilities to its customers %ulti6branch access is also "rovided to
retail customers through the branch net#ork and Automated Teller %achines )AT%s*
The (ank has made substantial efforts and investments in ac?uiring the best technology available
internationally! to build the infrastructure for a #orld class bank /n terms of soft#are the
Cor"orate (anking business is su""orted by ,le@cube! #hile the Retail (anking business by
,in#are! both from /6fle@ -olutions .td )formerly Citicor" /nformation Technology /ndia .td*
The systems are o"en! scaleable and #eb6enabled
The (ank has "rioritied its engagement in technology and the internet as one of its key goals
and has already made significant "rogress in #eb6enabling its core businesses /n each of its
businesses! the (ank has succeeded in leveraging its market "osition! e@"ertise and technology to
create a com"etitive advantage and build market share
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ORGANIZATION STRUCTURE
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MISSION & >ISION
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PERFORMANCE
+',C (ank caters to a #ide range of banking services covering both commercial and
investment banking on the #holesale side and transactional branch banking on the retail side
The bank has three key business areasD6
") !*+"*+ B"$
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Personal .oans and .oans for Consumer 'urables and T#o6#heelers /t is also a leading
"rovider of 'e"ository Partici"ant )'P* services for retail customers
+',C (ank #as the first bank in /ndia to launch an /nternational 'ebit Card in association #ith
L/-A )L/-A Electron* and issues the %asterCard %aestro debit card as #ell The debit card
allo#s the user to directly debit his account at the "oint of "urchase at a merchant establishment!
in /ndia and overseas The (ank launched its credit card in association #ith L/-A in November
7881 The (ank is #ell "ositioned as a leader in various net based (7C o""ortunities including a
#ide range of internet banking services for ,i@ed 'e"osits! .oans! (ill Payments! etc
9) T+"%6 O5+"'!$
4ithin this business! the bank has three main "roduct areas 6 ,oreign E@change and 'erivatives!.ocal Currency %oney %arket = 'ebt -ecurities! and E?uities 4ith the liberaliation of the
financial markets in /ndia! cor"orate need more so"histicated risk management information!
advice and "roduct structures These and fine "ricing on various treasury "roducts are "rovided
through the bankIs Treasury team
)ating
+',C (ankIs "rogramme for Certificates of 'e"osits has been rated by the /ndian rating agency
Credit Analysis = Research .td )CARE* T+ CD "+ "'+# PR 1? '+ 8+' "'$8 4!
!' '+7 $'%7+$' $#9"'$8 %5+! 9"5"9'6 4! +5"67+$'.
F$"$9"* S'+$8'
>ear End 6 %ar 788;
Credit'e"osit D FH <
/nvestment'e"osit D HF <
Cash'e"osit D ;7 <
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Credit/Deposit; 39%Investment/Deposit; 54%
Cash/Deposit ; 7%
S"+ I$4!7"'!$
1@
Recent Price )Rs* D 799;5
Lolume D 58799
>ear To 'ate +igh )Rs* D 8
>ear To 'ate .o# )Rs* D 1;9
,ace Lalue )Rs* D 18
%arket Ca"italiation )Rs Crore* D 9;9HF
-hares Outstanding ).akhs* D 7;785
%arket .ot D 1
>"*%"'!$ R"'!
>ear End 6 %ar 788;
PriceEarnings D 78;
Price(ook D F
Price-ales D ;9
'ividend >ield )
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Cash )Rs* D 117H
'ividend )Rs* D
Total /ncome )Rs* D 9197
Earnings )Rs* D 1H
I$9!7+ S'"'+7+$'
>ear End 6 %ar 788; )Rs Crore*
Total /ncome D 78779
Other /ncome D F91
O"erating Profit D ;9H
/nterest D 111H
'e"reciation D 18H1F
Net Profit D ;9H
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BOARD OF DIRECTOR
C"7"$ "8#+ C"5!!
M"$"8$8 #+9'! A#'6" 5%
D+9'! >+$
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PRODUCT AND SER>ICE
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P!0*+7 !4 '+ O8"$/"'!$ "$# 4%'%+ !4 '+ O8"$/"'!$
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PART -II
OBECTI>E
To study the Recruitment = -election Practices at +',C (AN2 ./%/TE'
To identify the various factors com"anies undertake "rior to the recruitment "rocess
To study ho# the com"anies establish a fit bet#een their business strategy and
recruitment strategy
To study ho# the com"anies have co"ed #ith change in the market vis a vis its
recruitment "rocess
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RESEARCH M;THOLOG;
T+ 5%5!+ !4 '+ 7+'!#!*!86 '! #+90+ '+ ++"9 5!9+#%+. T $9*%#+ !:+"**
++"9 #+8$, '+ "75*$8 5!9+#%+, '+ #"'" 9!**+9'!$ 7+'!#, "$# '+ 4+# 7+'!#
"$# "$"*6 5!9+#%+.
Out of total universe 8 res"ondents from com"any have been taken for convenience The
sam"le "rocedure chosen for this are statistical sam"ling method +ere randomly em"loyee:s are
selected and intervie#ed An in de"th intervie# is conducted #ith the +uman Resource +ead
/nformation! #hich / collected! #as based on the ?uestionnaires filled u" by the sam"le
em"loyees
0nder secondary method / took the hel" of various reference books #hich / have mentioned in
bibliogra"hy and also by #ay of surfing through the com"any #ebsite
P7"6 D"'"
%+'!$$"+ Corres"onding to the nature of the study direct! structured ?uestionnaires
#ith a mi@ture of close and o"en6ended ?uestions #ill be administered to the relevant
res"ondents #ithin the Personnel and other 'e"artments of the organisation
I$-#+5' $'+:+= #ill be conducted #ith the to" level management "ersonnel involved as
"anel members of the recruitment = selection committees of the organisation to substantiate
the ?uestionnaire administered
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S+9!$#"6 D"'"
• O8"$"'!$"* *'+"'%+ Any relevant literature available from the organisation on the
Com"any "rofile! recruitment = selection "rocedures! Job s"ecifications (KSAs)!
de"artment6#ise break u" of man"o#er strength and the orgnaisational structure
• O'+ S!%9+ A""ro"riate $ournals! magaines such as Human Capital ! relevant
ne#s"a"er articles! com"any brochures and articles on ### sites #ill also be used to
substantiate the identified ob$ectives
S"75*$8 P*"$ "$# D+8$
A questionnaire will be used for the purpose of research:
Questionnaire: To test the validity and effectiveness of the recruitment and selection
"rocedures #ithin the organisation and to test the validity and effectiveness of the "olicies
and "rocedures #ithin the organisation .
♦ The basic rationale of Questionnaire is to ascertain the perception of the non-HR
departments in terms of the validity and effectiveness of the policies and procedures used by
the organisation. It is also in line with the assessment of any suggestions/recommendations
that the respondents from these Departments might have in terms of the use of an alternative
source/device of recruitment and selection than what already forms the current practice of
the HR Department.
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Questionnaire #ould be administered to 15 res"ondents! holding a senior designation #ithin
the Personnel 'e"artment of the organisation /t #ill also be administered to at least 15
res"ondents belonging to typical 'e"artments #ithin the organisation and holding senior
designations #ithin their res"ective 'e"artments
n depth inter!iews #ould also be conducted #ith these res"ondents #ith the aim of
substantiating their vie#s entailed from the Questionnaire.
The total number of em"loyees covered in the ?uestionnaires are 8! 78 (usiness E@ecutives
and 18 Non6(usiness E@ecutives
S"75*$8 E*+7+$'
,or the "ur"ose of administering the Questionnaire! the res"ondents #ould com"rise of
"ersonnel holding senior designations #ithin the Personnel 'e"artment of the organisation
The res"ondents for the Questionnaire #ill also be "referably be "anel members of the
Recruitment = -election (oard of the organisation
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The res"ondents #ould com"rise of "ersonnel holding senior designations #ithin certain
ty"ical 'e"artments identified #ithin the organisation! namelyD
- S'!+
- F$"$9+
- O5+"'!$
- E*+9'!$9
- E$8$++$8
S"75*$8 T+9$%+
Judgement -am"ling #ould be used for the "ur"ose of choosing the sam"le for the "ur"ose
of administering Questionnaire The identified e@"ert #ould have a thorough kno#ledge
about all the res"ondents #ithin the Personnel 'e"artment of the organisation Thus hisher
e@"ertise #ould be incor"orated in locating! identifying and contacting the re?uired
res"ondents
Again Judgement sam"ling #ould be effectively used in identifying the typical non 6 +R
'e"artments #ithin the organisation and subse?uently for the location and identification of
suitable res"ondents for Questionnaire.
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DIAGNOSTIC MODEL
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C!75!'!$ !4 *"0! 4!9+ "$# *!9"'!$ !4 !8"$/"'!$
As the number of legal re?uirements has increased! it has become more im"ortant for an
organiation to analye the com"osition of #orkforce -uch analysis is done to determine
#hether the firmIs em"loyment "ractices are discriminatory The location of the organiation
and the relevant market #ill "lay a ma$or role in the com"osition of the #ork force
Therefore! government and union restrictions labor market conditions! the make u" of the #ork
force and the location of the organiation are e@ternal forces that affect each other None of these
forces are necessarily more im"ortant than any other force Each of them must be considered in
develo"ing a sound recruitment "lan that results in an effectively functioning organiation
"#$%AC#&"S &' #H$ %$C%#A" #H$ &%*A"+A#&"
The nature of the organiation and the goals of the manager are highlighted in the above
diagram! as is the nature of the task The techni?ues used and the sources of recruits vary #ith
the $ob As
afar as the
a""licants are
concerned!
their abilities and "ast #ork e@"erience affect ho# they go about seeking a $ob
5;
'esirable End Results
-ocially res"onsible = Com"etitive! high ?uality Com"etitive!high
Ethical "ractices "roducts ?uality services
HUMAN RESOURCE PROCESSES
Protecting andEvaluating
• -afety!
health =#ellness
• Evaluation
Ac?uiring+uman
Resources
• +R
"lanning
• Job Analysis
= design
• Recruitment
= -election
'evelo"ing+uman
Resources
• Orientation
= Training
• 'evelo"me
nt
• Career
Planning
Re#arding+uman
resources
• Performanc
e Evaluation
• Com"ensati
on
• (enefits =
-ervices
I$'+$"* E$:!$7+$'"*
I$4*%+$9+
• -trategy• &oals
• Organiational Culture
• Nature Of the task
• 4ork grou"
• .eader:s style =
e@"erience
E'+$"* E$:!$7+$'"*
I$4*%+$9+
• &ovtRegulations =.a#s
• The 0nion
• Economic ConditionsD
domestic =/nternational
• Com"osition Of labor
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T+ !8"$/"'!$ :+= !4 +9%'$8
-everal as"ects affect recruiting from organiationIs vie# "oint D the recruiting re?uirements set!
organiation "olicies and "rocedures! and the organiational image
R+9%'$8 +%+7+$'
The recruiting "rocess necessarily begins #ith a detailed $ob descri"tion and $ob s"ecification
4ithout these! it is im"ossible for recruiters to determine ho# #ell any "articular a""licantIs fits
the $ob /t should be made clear to the recruiter #hich re?uirements are absolutely essential and
#hich ones are merely desirable This can hel" the organiation avoid having unrealistic
e@"ectations of "otential em"loyees D an em"loyer might e@"ect a""licants #ho stand first in
their class! are "resident of all e@tra curricular activities! have #orked their #ay through school!
have 18 years of e@"erience and are #illing to #ork for long hours
Contrasted #ith this unrealistic a""roach! the effective organiation e@amines the s"ecifications
that are absolutely necessary for the $ob Then it uses these as its beginning e@"ectations for
recruits
,inding a""licants #ho "ossess the needed skills for a $ob is the KscienceK of recruiting (eyond
determining #hether an a""licant has the skills needed for the $ob! recruitment in the coming
years #ill also have to determine #hether the a""licant #ill function #ell #ithin the culture and
value system of the organiation /ntervie# "erformances in terms of inter"ersonal styles is one
of the most critical factors used by recruiters to evaluate "ros"ective $ob candidates
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O8"$/"'!$ 5!*9+ "$# 5"9'9+
/n some organiationIs! +R% "olicies and "ractices affect recruiting and #ho is recruited One
of the most significant of these is "romotion from #ithin This "olicy means that organiationIs
recruit from outside the organiation only at the initial hiring level They feel this is fair to
"resent loyal em"loyees and assures them a secure future and a fair chance of "romotion! and
most em"loyees favor this a""roach -ome em"loyers also feel this "ractice hel"s "rotect trade
secrets
O8"$/"'!$"* 7"8+
The image of the em"loyer generally held by the "ublic can also affect the recruitment all else
being e?ual it is easier for the organiation #ith a "ositive cor"orate image to attract and retain
em"loyees than an organiation #ith a negative image
The good or bad! #ell6kno#n or unkno#n images of these organiationIs #ill affect ho# they are
vie#ed by the $ob recruits The organiations image is com"le@! but it is "robably based on #hat
the organiation does and #hether it is "erceived as "roviding a good "lace of #ork The larger
the organiation! the more likely it is to have a #ell6develo"ed image A firm that "roduces a
"roduct or service the "otential em"loyee kno#s about or uses is also more likely to have an
image for the a""licant
The organiationIs image is also affected by its industry These images change Job a""licants
can seldom have intervie#s #ith all the organiations that have $ob o"enings of interest to them
(ecause there are time and energy limits to the $ob search! they do some "reliminary screening
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One of these screens is the image the a""licants have of the organiation! #hich can attract or
re"el them
/n sum! the ideal $ob s"ecifications "referred by an organiation may have to be ad$usted to meet
the realities of the labor market! government or union restrictions! the limitations of its "olicies
and "ractices and its image /f an ade?uate number of ?uality "eo"le a""ly! the organiation may
have to ad$ust the $ob to fit the best a""licant or increase its recruiting efforts
T+ 5!'+$'"* +75*!6++ :+= !4 +9%'$8
The a""licants have abilities! attitudes and "references based on "ast #ork e@"eriences and
influences by "arents! teachers and others These factors affect recruits in t#o #aysD ho# they
set their $ob "references and ho# they go about seeking a $ob
P+4++$9+ !4 +9%' 4! !8"$/"'!$ "$# !0
Recruits have a set of "references for a $ob The recruit also faces the limitation of labor market!
government and union restrictions and the limits og organiational "olicies and "ractices The
recruit must antici"ate the com"romises $ust as the organiation does
4hat factors affect the organiation decisionM A more educated set kno#s the labor market
better! have higher e@"ectations of #ork and find organiationIs that "ay more and "rovide and
more stable em"loyment
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!0 +"9 "$# 4$#$8 " !0 '+ +9%'
/t is not al#ays enough to be sim"ly in the right "lace at the right time The effective $ob
searcher creates o""ortunities in a systematic #ay Effective $ob search involves several ste"s
including self6assessment! information gathering and net#orking! targeting s"ecific $obs and
successful "resentation
The $ob search "rocess begins #ith self6assessment The "ur"ose of self6assessment is for $ob
searchers to recognie their career goals! their strengthIs and #eaknesses! interests values and
"referred life styles This information is later used in the search "rocess to hel" the a""licant
assess #hether there is a fit #ith a "articular $ob offer The assessment is similar to #hat
organiational recruiters #ill be doing! only from the "ers"ective of the a""licant
/nformation gathering and net#orking are methods for generating lists of "otential em"loyers
and $obs! information sources include ne#s"a"ers! trade "ublications! college recruitment offices
and organiational insiders
METHODS OF RECRUITING
%ost $ob o"enings are filled #ith "eo"le from #ithin the organiation and entry6level "ositions
are the most likely to be filled by e@ternal sources %ethods for internal recruiting include $ob
"osting! skill inventories! $ob bidding and referrals %ethods of e@ternal recruiting include
school and college recruiting! advertising! and using em"loyment agencies and e@ecutive
research firms and the internet
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I$'+$"* :+% +'+$"* +9%'$8 7+'!#
/nternal recruiting methods include "osting "osition o"enings! distributing memos #ithin the
organiation and searching organiational databases for a match bet#een the skills re?uired to
"erform the $ob and the skills held by the current em"loyees This method of recruiting looks to
internal sources to fill "ositions and encourages "romotions from #ithin E@ternal recruiting
methods include advertising "osition 4hether managers choose internal or e@ternal6recruiting
methods de"ends on the degree to #hich organiationIs strategy encourages "romotions and
transfers from #ithin the organiation Recruiting from #ithin can lead to $ob satisfaction and
motivation if em"loyees see ne# career o""ortunities available /n addition filling "ositions #ith
e@isting em"loyees ensures to large e@tHent that these em"loyees are socialied as to the
organiationIs culture and "ersonality +o#ever "roblems can arise if the internal "romotion
system is not vie#ed as fair
The best #ay to avoid negative backlash #hen hiring or "romoting from #ithin is to install fair
"ractices and "rocedures /f ste"s are taken to ensure a fair internal "romotional "rocess! most
"eo"le #ill acce"t their loss and remain "roductive and useful organiational citien E@ternal
recruiting method hel"s bring ne# ideas and a""roaches to the organiation
I$'+$"* +9%'$8 7+'!#
!0 5!'!$$8
%any "osition can be filled as a result of "osting the $ob o"ening on the bulletin boards!
announcing the o"ening in a com"any ne#sletter or "osting announcement on the com"anies
intranet A $ob "osting "rocedure enables em"loyees to strive for a better "osition #ithin the
com"any Notices of im"ortant o"enings should include all6im"ortant information about the $ob
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-ome firms have turned to com"uters to make their $ob "osting more fruitful All em"loyees
#ho #ish to "artici"ate com"lete ?uestionnaires about themselves! #hich include items
concerning relocation #illingness and "references as #ell as training and educational
backgrounds A fe# skills are selected out of the total that best re"resent their functional skills
4hen a "osition needs to be filled the re?uirements are matched and candidates selected
Although "ositing $obs can be an efficient method of recruiting! number of "roblems have been
associated E@am"le it can lead to "ersonal bias and stiff com"etition
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$,#$%"A- %$C%#"* $#H&
S9!!* "$# 9!**+8+ +9%'$8
Recruiting at high school or vocational schools is often a strategic a""roach ado"ted by
organiations #ith "osition o"enings at the entry level or internal training "rograms Recruiting
at the college level serves as a ma$or source for ac?uiring managerial! "rofessional and technical
skills
The ga" that e@ists bet#een the skills that organiations #ill need over the ne@t several years
and those currently "ossessed by "otential em"loyees is gro#ing The number of $obs re?uiring
a college degree is on the increase 0nfortunately for the organiation it is a very time
consuming and e@"ensive e@ercise (ut "ressures from the e@ternal environment #ill continue to
force organiations to be highly visible and active in this kind of recruiting
/n college recruiting the organiation sends an em"loyee usually called a recruiter! to a cam"us
intervie# candidates and describes the organiation to them Coinciding #ith the visit! brochures
and other literature about the organiation are often distributed The organiation also runs ads
to attract the candidates
/n the ty"ical "rocedure! those seeking em"loyment register at the college "lacement service
This "lacement service is a labor market e@change "roviding o""ortunities for students and
em"loyers to meet and discuss "otential hiring Preliminary intervie# #ith em"loyers is done
-tudents are given detailed influence about the $ob and the "rofile -alaries are negotiated The
e@"enses are borne by the organiation %any of the changes are designed to reduce overall
recruiting costs #hile maintaining a strong a""licantIs flo# into the organiation The trend
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seems to be for an organiation to develo" a stronger! ongoing relationshi" #ith a relatively
select number of schools
A#:+'$8
Advertising $ob o"enings in ne#s"a"ers! magaines! ne#sletters and other media sources is a
relatively ine@"ensive recruiting mechanism Advertising is useful for filling o"en "osition
?uickly Advertising usually does not target a s"ecific audience -"ecified defined advertisements
#ill attract ?ualified a""licants! dissuade un?ualified ones from a""lying and make the
recruitment "rocess more efficient
P:"'+ +75*!67+$' "8+$9+
Private em"loyment agencies vary considerably in sie and effectiveness as good sources of
em"loyee and must be chosen carefully by em"loyers and $ob seeking alike A "reliminary
intervie# is conducted for the a""licants 0nfortunately some agencies are more concerned #ith
"lacing em"loyees ?uickly than in effecting a good match bet#een the em"loyee and the
organiation The discre"ancy can be reduced if the +R managers give detailed and s"ecific
re?uirements
T+ $'+$+' "$# '+
One of the fastest gro#ing recruitment methods is the internet and the 444 Com"anies #ho
do use the lnternet as a recruiting source a""ear to be ha""y #ith the "rocess and the results /t
allo#s access to broader set of "eo"le and hence broader set of e@"ertise and skills /t is also
faster and convenient +o#ever it may not be accessible to all
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UTILIZING RECRUITING RESOURCES
Com"anies fre?uently use a variety of internal and e@ternal recruiting strategies to locate and
hire their #orkers Although one techni?ue may #ork #ell for some organiations! the same
techni?ue may "rove ineffective for others -ome techni?ue may mesh #ell #ith the
organiationIs com"etitive strategy! but others do not
(y integrating both internal and e@ternal recruiting techni?ues! a com"any can develo" an
overall recruiting "lan that is s"ecifically tailored to su""ort its overall strategy and result in
selection of highly ?ualified a""licants
E@actly ho# many recruits are needed can be determined from "ast recruitment efforts
-"ecifically a yield ratio can be develo"ed for each "osition to be filled A yield ratio is the
number of candidates #ho "ass a "articular recruitment hurdle divided by the number #ho
attem"ted the hurdle
/t is im"ortant to kee" in mind that the "lan should su""ort the com"anies overall strategic
a""roach
R+- R+9%'7+$' '"'+8+
Re6Recruitment strategy is a series of ste"s a com"any can take and retain key em"loyees Re6
Recruitment strategies are a good idea! but essential in turbulent times such as after do#nsiing
or a ma$or organiational restructuring 2ey em"loyees are defined as em"loyees #hose loss
#ould have a most detrimental effect on the organiation
Once the key em"loyers have been located! the ne@t ste" is to determine #hat can be done to
motivate them to remain #ith the organiation A fle@ible #ork arrangement #ill mean
something different to every em"loyee! so it is im"ortant to dearly delineate #hat key em"loyees
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#ant and need #ith res"ect to fle@ibility ,le@ibility can also be offered by introducing
com"ressed #ork #eeks! fle@ible starting times and com" time #here #orkers can leave #ork
for an hour or t#o to deal #ith family matters An increase in the com"ensation can also hel"
retain a key em"loyee Retention bonuses have also been used successfully as a means of getting
technical staffers 4ithout a salary ad$ustment key em"loyees may be stolen a#ay by
com"etitors!
C"++ #+:+*!57+$' !55!'%$'+
College graduates entering #ork force for the first time are clear about their e@"ectations and are
less #illing to ada"t their values and #ork styles to accommodate to their em"loyers
The follo#ing factors entice first careerist to stay #ith the $ob and the com"anyD
1 /mmediate involvement in the essential #ork of the firm
7 The ability to a""ly ne#ly learned kno#ledge and skills
The o""ortunity to understand the big "icture of the firm
F Ra"id career develo"ment
5 Ra"id salary advancement
H The o""ortunity to learn ne# skills
Com"anies are res"onding to these needs by offering a variety of "rograms for ne# em"loyees
One factor that should be considered "rior to selection is the KfitK bet#een the individual career
ob$ectives and the career "ath that can be realistically offered by the firm Career "lateauing
#hich refers to the "oint in a career #here future hierarchical movement is unlikely! has become
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a real "roblem in organiationIs today 'o#nsiing and restructuring has severely restricted the
"otential for vertical movement in many managerial career "aths
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ALTERNATI>ES TO RECRUITMENT
Another strategic business decision can be made is not to recruit /nstead they can rely on
alternative staffing o"tions
Common alternati!e staffin/ options
T"#'!$"* '+75!"6 +*5
A "otential em"loyee is recruited! tested! screened and em"loyed by a tem"orary staffing
agency They assign ?ualified individuals to #ork at a clients site! generally to su""ort or
su""lement the current #ork force
L!$8 '+7 '+75!"6 "8$7+$'
/t is becoming increasing "o"ular for an organiation to staff "art of its #ork force #ith
tem"orary #orkers on an ongoing basis These individuals are not considered short6term
re"lacements! but more a "art of the regular #ork force
P"' '7+ +75*!6++
4orkers #ho #ork less than F8 hours a #eek are considered "art time em"loyees They
can be organiationIs "ay roll or assigned via a tem"orary agency
E75*!6++ *+"$8
A Com"any #ill transfer some of its em"loyees to a leasing firm The leasing firm then
leases back the #orkers to "erform the same $ob they did for the Client Com"any +o#ever
the leasing firm is no# res"onsible for cost and #ork associated #ith the ty"ical +R
functions such as Payroll! benefits and record kee"ing
I$#+5+$#+$' 9!$'"9'!
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/nde"endent contractors are self6em"loyed individuals #ho market a s"ecific skill they
"osses to a variety of com"anies A Com"any #ill hire them for a s"ecific "ro$ect or
contract Payment is usually based on the time and effort the individuals "ut forth on the
"ro$ect and e@"enses are fre?uently reimbursed
O%'!%9$8 +:9+
An inde"endent com"any #ith e@"ertise area #ill contract #ith a firm to take full
res"onsibility for that s"ecific function in the organiation
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E>ALUATING THE RECRUITING METHODS
&iven the im"ortance of recruiting to the organiation the method used in recruiting should be
evaluated "eriodically One of the most im"ortant reasons to evaluate recruiting method is to
determine the cost versus benefits of various methods 4hen recruiting method do not attract
enough a""licants many organiation:s res"ond by raising the salaries Although some $ob
a""licants may be enticed by money! this may not be a cost6effective method of recruiting
,urther em"loyees #ithin the organiation may "erceive ine?uity if ne# em"loyees are brought
in at a similar or even higher salary
Recruiting costs include factors such as the cost of advertising! the salaries and travel e@"enses
of recruiters! travel e@"enses of "otential $ob a""licants and recruiting agencies These costs
must be #eighed against factors such as the "otion of acce"tance offers At a minimum!
organiations should com"are the length of time a""licants from each recruiting source stay #ith
the organiation #ith the cost of hiring from a "articular source The effectiveness of recruiting
method varies among organiations and even $obs #ithin the same organiation
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THE SELECTION PROCESS
S+*+9'!$ is the "rocess of choosing individuals #ho have the ?ualifications to "erform a
"articular $ob #ell Organiation differs as to the com"le@ity of their selection systems -ome
organiationIs make a strategic decision to fill "ositions ?uickly and ine@"ensively by scanning
a""lication forms and hiring individuals based on this information alone Other organiationIs
ho#ever makes a strategic decision to choose the best "erson "ossible by having an elaborate
and sometimes costly selection system These systems may re?uire "otential em"loyees to fill
out a""lication forms and "rovide information for a background check! take a number of $ob
related tests! and "erform #ell through a series of intervie#s %ost organiationIs have more
than one selection "rocess
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that have been found to "redict successful $ob "erformance A""licants receive "oints according
to the information they re"ort on the form and can then be ranked based on their total "oints
Although #eighted a""licants blanks have been found to be "redictive of future "erformance! the
time and cost of develo"ing an effective are often "rohibitive
Resumes are often instead of a""lication blanks Job a""licants develo" their o#n resumes!
#hich should include essentially standard information
T;PES OF SELECTION TESTS
A number of selection tests have been develo"ed to aid the human resources manager in hiring
em"loyees The follo#ing section covers mental ability test! #ork sam"le tests! trainability tests!
"ersonality and interest inventories and honesty tests as selection devices
M+$'"* "0*'6 '+'
Pa"er and "encil tests have been develo"ed by "sychologists and are used by organiationIs to
measure mental ability and a"titude Ability and a"titude tests e@amine a variety of tests such as
general intelligence! an understanding of s"atial relationshi"s! numerical skills! reasoning and
com"rehension
!< "75*+
Also called "erformance tests! #ork sam"le tests measure the ability to do something rather than
the ability to kno# something These tests may measure motor skills or verbal skills 4ork
sam"le tests should test the im"ortant as"ects of the $ob -ince $ob a""licants are actually
"erforming a small "ortion of the $ob! it is difficult to KfakeK ones ability on these tests
One of the most effective #ays to design #ork sam"le tests is by using the results of a $ob
analysis! because the results of a $ob analysis indicate #hich tasks are most critical and #hich are
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re?uired for successful com"etition of the task /t is easy to determine #hich activities need to
be re"resented on the tests
T"$"0*'6 '+'
,or $obs in #hich training is necessary due to
1 The skills level of the $ob a""licants
7 Changing nature of the $ob! trainability tests are useful
Essentially the goal is to determine the trainability of the candidate /n the first ste" of the
"rocess! the trainer demonstrates ho# to "erform a "articular task Then the $ob a""licants are
asked to "erform the task #hile the trainer hel"s to coach him or her through the "rocess several
t;mes ,inally the candidate monitors the "erformance! recording any errors! to determine the
overall trainability of the $ob a""licant
(ut #ork sam"le tests and trainability test have sho#n to have high to moderate success
"redicting $ob "erformance
P+!$"*'6 "$# 8+$+"* $'++' $:+$'!+
Personality and general interest inventories are tests that have no KcorrectK or KincorrectK
ans#ers /nterest tests are used to measure an individualIs #ork and career orientations
Personality tests focus on identifying traits or ty"ical behaviors of individuals and are used to
measure a variety of traits including aggression! self6esteem and ty"e A behavior Although
"ersonality and general interest inventories are tests that have no KcorrectK or KincorrectK
ans#ers /nterest tests are used to measure an individualIs #ork and career orientations
Personality tests focus on identifying traits or ty"ical behaviors of individuals and are used to
measure a variety of traits including aggression! self6esteem and ty"e A behavior Although
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"ersonality tests can be costly! they can hel" human resources managerIs determiner individual
characteristics o"t obtained from a resume! thus increasing the likelihood of finding a go KfitK
bet#een the $ob "osition and the em"loyee
A serious criticism of "ersonality inventories is their tendency to be invasive in that they seek to
Kuncover3 revealing data about a "ersonIs "syche Com"anies that use this ty"e of "re
em"loyment tests must therefore ensure that the information they seek and the #ay they use this
information are relevant to the $ob in order to "revent la#suits by re$ected a""licants
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THE INTER>IE
%ost organiationIs! regardless of sie! use intervie#ing as a selection method /nterestingly!
intervie#s have been criticied for being unreliable sources of information due to "erce"tual and
$udgment errors on the "art of the intervie#er E@am"le intervie#ers often form a first
im"ression of the $ob a""licant based on the influence obtained on the a""lication blank or the
first t#o minutes of the intervie#
Another ty"e of "erce"tual error is called the H"*! +44+9'. /n this case! one characteristic or
behavior of the $ob a""licant overrides all or most other characteristics
C!$'"' +44+9' have also been found to distort intervie#er $udgments about $ob a""licants
Contrast effects occur #hen the intervie#er evaluates a $ob a""licant by com"aring this "erson to
"revious $ob a""licants
Other "erce"tual errors can distort an intervie#ers evaluation include stereoty"ing! leniency!
strictness and central tendency errors
Establishing a system for conducting an intervie# can im"rove the reliability and validity of
intervie# assessments
T65+ !4 $'+:+=
/ntervie#s can be classified into three general categoriesD structured! semi structured and
unstructured
S'%9'%+#
4hen conducting a structured intervie#! the intervie#er asks ?uestions from a "re"ared list
and does not deviate from it e@ce"t for some follo# u" ?uestions 'uring the intervie#!
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the intervie#er records his or her thoughts and reactions on a standard organiational form
4hen different intervie#er reach the same or similar conclusion about a given candidate!
the inter"retation reliability is high 0nfortunately this ty"e of intervie# is very restricted
T#o most common ty"es of structured intervie#s are the behavioral descri"tion intervie#
and the situational intervie#
T+ 0+":!"* #+95'!$ $'+:+= allo#s you to gather and evaluate information
about #hat candidates have done in the "ast to "redict ho# they #ill act in the future A
thorough $ob analysis of the $ob is done for #hich the intervie# is being develo"ed The
s"ecific 2-A8s are uncovered! re?uired by the $ob as #ell as a""ro"riate and im"ortant
behaviors "erformed by the $ob incumbents Ne@t ?uestions #ill have to be designed
#hich elicit the behaviors
The second ty"e of structured intervie# is the '%"'!$"* $'+:+= /n this $ob e@"erts
develo" ?uestions that focus on situations that might arise in the actual $ob /t is conducted
#ith a "anel of intervie#ers! each of them inde"endently rate the a""licants This ty"e of
intervie# is kinder to the a""licant because a "ast e@am"le does not have to be "rovided
S+7 '%9'%+#
+ere only the ma$or ?uestions are "re"ared in advance and are recorded on a standardied
form This ty"e of intervie# involves some "lanning on the "art of the intervie#er but
allo#s for some fle@ibility regarding e@actly #hat and ho# ?uestions are asked Although
the inter rater reliability is not so high as #ith structured intervie#! the information
obtained may be richer and "ossibly more relevant
U$'%9'%+# $'+:+=
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The unstructured intervie# involves little "lanning or no "lanning on the "art of the
intervie#er 'ue to lack of "lanning! the intervie#s tend to vary greatly bet#een
intervie#ers and also bet#een intervie#ees 0nstructured intervie#s have lo# reliability
and seldom yield valid and useful information
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MANAGERIAL SELECTION DE>ICES
-election devices for managers can differ from non6managerial em"loyee selection Assessment
centers #ere develo"ed to ta" these numerous managerial skills by collecting #ork sam"le
information an assessment center is not a "lace but a "rocess /n this "rocess trained
"rofessional evaluators! called assessors! observe and record and evaluate ho# a candidate
"erforms in simulated $ob situations
Although the validity of assessment center tends to be high! some "roblems recently have been
identified #ith this selection device
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RECRUITMENT AND SELECTION - O>ER>IE
Till recently the rules of recruitment #ere very retrogressive Com"anies sim"ly hired fresh
graduates or %(As 6 seeking out the to" rankers 6 started them off as trainees! "aternally
oversa# their vertical "rogress and re"eated the "rocess every year On the rare occasions that
they had to recruit at higher levels! they advertised 6 the discreetness of the address matching the
stature of the com"any as a coveted em"loyer 6 or used services of a head hunter and chose on
the basis of a track record Job ho""ers #ere never favored and com"anies hired everyone for
lifetime
No# a recruitment revolution is beginning And the "eo"le #hom com"any #ill soon com"ete
for most fiercely #ill be those #ho have earned their s"urs in different functions! com"anies!
industries6 and not one com"any! one function s"ecialist +aving succeeded in hiring them!
CE8s must not e@"ect all of them to stay -ome #ill leave the com"any #hen the com"any
changes its o"erational focus 6 as it must to stay ahead of change and needs different kind of
"eo"le Others #ill o"t for entre"reneurial careers in favor of 6!em"loyment >et others #ill go
back to school to restrictions 6educate themselves and "roceed to the ne@t "hase of their "ortfolio
careersI
Abandoning their old "olicies of hiring only at the bottom! therefore com"anies #ill have to
induct ne# talent at every level! including those #here internal "romotions #ere once develo"ed
rigueur Even the search for CE8s #ill intensify as ne# com"etitors look for team ca"tains and
e@isting com"anies feel the need for ne# ?ualities 6 not available in house 6 in their CE8s lnfact
the search for the right "eo"le at every level #ill "ick u" "ace
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And #hile com"anies #ill have to develo" innovative techni?ues to beat the com"etition at
recruitment hots"ots like cam"uses! they must also look outside their conventional hunting
grounds ,or that is #here "eo"le #ith unorthodo@ 4inning ideas #ill come from CE8s looking
for breakthrough marketers #ill have to recruit them from other industries since everyone
already in the sector #ill only offer tired ideas +unting for kno#ledge #orkers! com"any va
have to raid research laboratories! non6governmental organiationIs! college staff6rooms and even
s"orts fields And the ?uest for managers #ith the ability to lead mega "ro$ects #ill have to be
global and not limited to the country
At the organiational level! com"anies must tailor their man"o#er recruitment "lan to cor"orate
ob$ectives! dra#ing u" the "rofiles of suitable fires accordingly Com"any focusing on ne#
business develo"ment #ill have to seek entre"reneurial abilitiesB com"anies "lanning to
#ithdra# from diversificationIs must look for "ragmatistsB com"anies chasing gro#th through
alliances should hire "eo"le comfortable in different cultural backgrounds Above all com"anies
must hire for the future! antici"ating $obs that may not be in e@istence yet
-o recruitment of managers must focus not on functional e@"ertise! but for attitudes and
a""roaches that fit the cor"orate goals and culture Among the ?ualities that com"anies #ill have
to screen! therefore #ill be interests! dis"osition! attainments! general intelligence! s"ecial
a"titudes are even "hysical makeu" ,or every $ob that a com"any seeks to fill therefore the
must "re"are "sychological "rofiles of the ideal candidate And to test candidates for a fit #ith
that "rofile! com"anies #ill increasingly have to use "sychogra"hics testing techni?ues such as
Thomas Profiling %yers6 (dgg Ty"e irdicator! or the "articular "reference /nventory that dra#
u" the com"lete "sychological and behavioral characteristics of an individual
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The test for "ersonality traits #ill involve using unconventional tools like gra"hology Also on test #ill be candidates result orientation analytical
ability! initiative! communication skills and innovativeness! giving em"loyers as much information as "ossible #ith #hich they decide #hether an
individual #ill be a""ro"riate for the $ob To validate the conclusions of the tests! line managers and human resources "ersonnel #ho conduct
intervie#s #ill have to be trained intervie#ing skills And com"anies #ill have to use multi6session de"th intervie#s ad of one off interactions to
e@"lore different facets of a candidate under different circumstances and varying degrees of "ressure
4hat are the elements #hich com"anies must use to entice to" talent:M Com"ensation #ill be
crucial only till it isnIt absurdly belo# The com"etitor offer /nstead recruiting teams #ill have
to market their com"any as a "lace #here em"loyees have fun #orking! "articularly to "eo"le
that the com"any is trying to hire from old6fashioned organiations
A cor"orate culture that cares for "eo"le and gives them room to gro# #ill be a com"anyIs
strongest magnet for attracting good "eo"le CEOs #ill have to ensure that their line managers
and human resources de"artment design unconventional $obs and daring res"onsibilities to create
offers that their targets cannot refuse And if "ursuing the right "erson and convincing him to
agree takes time! the com"anies should be #illing for it /n the kno#ledge economy the
cor"orate ?uest for intellectual ca"ital #ill be a continuous "rocess
Recruitment costs
.o# cost "er hire may affect the ?uality of recruiting Com"anies may think that the cost of hire
may be high but if the com"any is able to attract the best talent! the com"any is successful
uality of hire is a useful metric to assess the strength of the recruiting "rocess
-ome com"anies evaluate candidates through multi"le intervie#ers! assessment tests! reference
and credit checks! background and educational verifications Even #ith all of these techni?ues
com"anies continue to realie the same Kbell curveK distribution of em"loyee "erformance
Others are smarter! they a""ly the techni?ue of "osition! "rofiling to identify to" "erformers and
to change the bell curve
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Com"anies can design a brief "erformance evaluation "rocess and use it on ne# entrants! #ithin
si@ and 1; months of $oining The ?uality of "erformance "uts the recruiting "rocess to test
4hile filling internal "ositions! the recruiting manager res"onds to his internal customer 6 the
line manager %easure of customer satisfaction "roves to be a "recious techni?ue for fine
tuning the system Recruiting managers use "ost hire surveys and evaluations for this "ur"ose
/t is im"ortant for com"anies to document "re hire re?uirements and conduct ob$ective "ost hire
evaluations %anagers also seek feedback from the candidates themselves -uch data could give
insights into further streamlining the recruiting "rocess
How long before they are in?
Recruitment cycle time is measured by the time taken to fill a vacancy Another metric is
staffing time ratio 6 the ratio of actual time in days to start to "re6contracted time to start The
contracted time to start is agreed u"on bet#een the hiring manager and the recruiter and it can be
changed during the recruiting "rocess #ith mutual consent
Internal hiring a more viable option
Cor"orate recruiters have a dangerous bias to#ards hiring from an outside source /ndustry
giants like +.. and TataIs believe in homegro#n talent %ore often than not heavy recruitment
ha""ens at entry level and incumbents move along a structured career "ath as they gro# #ith the
com"any The "ool of talent kee"s #idening and gains richness #ith time As a result it is never
a daunting task to fill roles created out of une@"ected situations
On the other hand fast gro#ing! innovative relatively ne#er firms tend to focus more on e@ternal
hires! a strategy guided "artly by default and "artly by design (y and large all com"anies end
u" using a mi@ed strategy
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-ome com"anies believe that e@ternal hiring give facts about the com"etitors E@ternal hiring
brings in ne# ideas! "ers"ectives! com"etencies and readymade skills that do a#ay #ith the need
for much investment on training On the other hand internal recruitment #orks fine! sometimes
better The culture of certain com"anies may be such so as to mould the e@isting em"loyees for
further vacancies -uch com"anies boast of lo# em"loyee turnover rate /nternal recruitment
may have its benefits but it also demands a great deal from the +R of the com"any
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I$'+$"* $8 9%' !%' !$ #!=$/$8
(uilding an internal talent "ool #orks as an innovative ans#er to overstaffing! es"ecially if the
com"any is #ary of do#nsiing as the o"tion
I$'+$"* $8 7!+ '"$ %' 4**$8 " *!'
Recruiting by itself serves a single "ur"ose filling a slot (ut #hen a com"any favors internal
over e@ternal sources! it also addresses the critical issue of succession "lanning /t does not cater
to e@ecutive re"lacement alone! it underlines a commitment to leadershi" develo"ment A
greater "ool of talent can be harnessed at a short notice #ithout the hassles of an elaborate search
e@ternally and #ithout investing in further hiring and training costs
The above kind of a "rocess involves "sychometric "rofilers! offsite interactive #orksho"s! multi
rater feedback "rocesses! management games and o"tions as sim"le as observation and "ast
"erformance records
R+9%'$8 ... $ 5'+ !4 !##.
Recruitment business has dro""ed by almost F8< lately and the situation may remain lo# "rofile
at least for the coming months There is general reduction in intake! recruiters are shying a#ay
from taking fresher or even "eo"le from cross6functional industries so that there is less
investment in training OrganiationIs are trying to reallocate $obs! add "ortfolios to e@isting
"ositions even considering outsourcing Jobs are diminishing! merging or even disa""earing
altogether 4hile there are definite signs of conventional recruitment activity having slo#ed
do#n! there are strong signals that organiationIs are successfully e@"erimenting #ith more
innovative techni?ues of talent scouting and sourcing of re?uisite skills need to be re"lenished
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Innovative sourcing .... Its happening
98< of recruitment in /ndia ha""ens through the direct advertising route 0se of recruitment
consultants is the second most favorite techni?ue +ead hunting is very much in demand along
#ith in de"th intervie#ing The /ndian recruiter may have access to the best of /ndian
recruitment consultancy firms as #ell as the cream of international search firms! all fiercely
com"eting on grounds of ?uality and value added service (ut he has started looking for
different sourcing o"tions Em"loyee referrals! for one is gaining "o"ularity
Employee referrals
+',C (AN2 ./%/TE' on "ersonal contacts is still a strong source of recruitment #orld#ide
and is being ca"italied in more so"histicated #ays by many organiationIs +e#lett Packard in
the com"uting sector is re"orted to have ado"ted Kcom"any6o"ting schemesK #hereby em"loyees
are "romoted to recruitment "ositions and re#arded for their ability to become good recruiters
Recruiters have acce"ted the fact that recruitment advertising is an intricate "rocess! involving a
"sychic attitude change /ts not about a sim"le $ob announcement in a ne#s"a"er /t is about
attracting ?uality "eo"le #ho are not des"erately looking for a $ob An international restaurant
chain realie that the candidates need to have a feel of the com"any before they decide to a""ly
for a $ob The com"any "lanned a t#o day event for "otential recruits to #alk in and meet
managers "ersonally! see videos and slide sho#s about the com"any The o"en days also marked
a change in direction as far as the recruiting "rocess #as concerned /nstead of screening for
basic skills and "ast e@"erience! the com"any concentrates on recruiting "eo"le for their
"ersonality! so that "eo"le could fit in
A $+= +*+9'!$ "#
;;
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All /ndia %anagement Association )A/%A* has taken a useful initiative by introducing an all
/ndia level test for the em"loyability of "ros"ective management em"loyees )TE%* The test is
administered to candidates #ho are in the second 1 final year of %(A "rograms or an e?uivalent
course or have less than 7 years of "ost ?ualification #ork e@"erience Candidates are tested on
"arameters like general management skills! thinking skills! a#areness of current business and
economic environment and on their functional areas like marketing! finance! +R'! o"erations
Etc
TE% has been endorsed by H7 com"anies like +..! Ceat .T'! /TC .td! .abor=T! &EC
Alsthom .td! 'C% -hriram etc the scores achieved by the candidates in this test along #ith
other details are sent to cor"orates to be short listed for I/ntervie#s and subse?uent "lacement
Cor"orate houses get access to scientifically evaluated candidates from allover the country
#ithout having to visit each and every cam"us! thus saving time and effort On the other hand!
the candidates get access to a host of com"anies #ithout individually a""lying to them
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A %'"0*+ +9%'7+$' '"'+86
An effective recruitment system like any other +R sub6system needs to be sync #ith the business
strategy and ob$ectives of the organiation Organiations ado"t s"ecific recruiting strategies
tailored to their business needs These business needs may change de"ending on the stage of
gro#th of the organiation
8
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Recruitment strategy varied with stage of growth of the
organization
B%$+ '%"'!$ C""9'+'9 !4 0%$+
'%"'!$
C""9'+'9 !4
9"$##"'+
-tarting a ne# business ,inancial risk
No systems"rocedures
Organiation
O"erational e@"erience base is
lacking
.imited relation #ith
-u""liers! customers
Lision
/n6de"th kno#ledge
-taffing
Organiing and team
(uilding
Turnaround Need for ra"id decision
making
4eak com"etitive "osition
.o# esteemmorale
(ureaucratic organiation
structure
/ncom"etentinefficient
"ersonnel
-trong leader
-trong analytical skills
(usiness strategist
&ood crisis management
-kills
Credibility
Ne# ac?uisitions Ne# management "roving
themselves
E@isting management
defensive about change
Need to integrate ac?uired
Analytical ability
Relationshi" building
skills
Credibility
1
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com"any #ith "arent
.i?uidation of business 4eak com"etitive "ositions
.o# returns
.o# morale! deficiency of
skills
Need to cut losses and make
decisions
'etermination
+ighly analytical in case
of costbenefits
4illing to do dirty $obs
4ants to be res"ected not
$ust liked
Rede"loyment .o# short termlong term risks
Resistance to change
%ismatch of organiation
resources and need
.ack of strategic "lan for ?uite
some time
&ood manager of change
+ighly "ersuasive
-u""ortive
Risk taker
"' "+ '+
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ANAL;SIS
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F
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5
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H
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,/N'/N&
9
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;
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CONC.0-/ON
1 / have given various o"tions for $oining of the candidates in the organiation in the
?uestionnaire Also / got more o"tions from the em"loyees #hile interacting #ith them %ost
of the em"loyees)7;
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Good Salary
Job Security
Promotion
Working Condition
Interesting Work
Management Loyalty
Tactful Disipline
ppreciation
!nderstanding
"eeling#in# on t$ings
%
&
'
'
&
%
'
%
(
%
)mployees satisfaction
*ating scale
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O'+ 4$#$8 !4 '+ %"*'"':+ +5!$+ +$'"*+# 4!7 '+ HR D+5"'7+$' (based on
Questionnaire)
The organisation de"loys both internal as #ell as e0ternal sources for the "rocess of
recruitment
The internal sources of recruitment mainly com"rise ofD
Promotions
Transfers .
The e0ternal sources of recruitment includeD
Em"loyment e@change
Advertisements
• The pipeline for recruitment #ith reference to the internal sources of recruitment is 1
month2 #herein in the case of the e0ternal sources2 it is 3 months.
• The detailed breaku" of the process of selection is as follo#sD
Em"loyment e@change Recei"t of a""lications -creening of a""lications
Trait tests 4ritten tests /ntervie# (panel of 4ud/es) ,inal selection .
• 5al6 ins7write ins are de"loyed by the organisation only on compassionate /rounds. This is
a""licable under certain s"ecial circumstances #herein! in the event of the death of an
em"loyee of the organisation! the laid $ob s"ecifications (in terms of KSAs) #ould be rela@ed
for recruiting a family successorsondaughter
• 8ac6/round in!esti/ations are not used as a means for the verification of data furnished by
the candidate in the application blan6.
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• 9hysical e0aminations are conducted on a very thorough basis for the selection of lower
le!el mana/ement. The organisation lays s"ecific ob specifications in terms of specialised
abilities! vi height! eyesight and #eight for "otential candidates! a""lying at this level E.8.
All selection for -ower le!el mana/ement employees2 within the 'ire
epartment7#echnical station2 requires potential candidates to possess specific
requirements2 in terms of physical dimensions.
• As an indicator of 4ob proficiencyD
The Application form is not considered effective! as it sim"ly furnishes the bio6
data"ersonal information of the a""licant
At the non6managerial level designations! involving routinised o"erations! traditional
paper;and;pencil tests constitute an effective device
nter!iews are considered as a moderately effecti!e device
• Other tests de"loyed as effective selection devices by the organisation areD
A"titude tests
Trait tests
Ty"ing tests
&eneral communication tests
-horthand tests
'riving tests
• These tests form highly effective indicators"redictors for 4ob proficiency.
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S%77"6 !4 '+ +9!77+$#"'!$ 8:+$ 06 '+ N!$-HR #+5"'7+$' " +$'"*+# 4!7
'+ "$"*6
The recommendations given by the different 'e"artments constituting the sam"le for the
analysis! are in terms of additional sources of recruitment and selection devices that should be
de"loyedused by the organisation in addition to current "ractice (specific for these
epartments)
D+5"'7+
$'
R+9!77+$#"'!$ $ '+7 !4
!%9+ !4 +9%'7+$' '! 0+
#+5*!6+# $ "##'!$ '! 9%+$'
5"9'9+
R+9!77+$#"'!$ $ '+7 !4
+*+9'!$ #+:9+ '! 0+ #+5*!6+#
$ "##'!$ '! 9%+$' 5"9'9+
-tores • Em"loyee referrals
• Em"loyee Job "ools
4ork sam"les
Reference checks
,inance • Em"loyment e@change 4ork -am"les
Reference checks
O"erations • Em"loyee referrals
• Consultants
6
Electronics • Cam"us intervie#s (iddle -e!el
ana/ement)
4ork sam"les
Reference checks ( for
Comple0 mana/erial
operations)
Engineerin
g
• Cam"us intervie#s (#op2 middle
and -ower -e!el ana/ement)
4ork sam"les
Reference checks ( for
Comple0 mana/erial
operations)
18
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%"*'"':+ +5!$+ (C&$"#S) 8:+$ 06 '+ :"!% D+5"'7+$' +5!$#+$' (as
entailed from Questionnaire)
D+5"'7+$' F!7 '+ 5!$' !4 :+= !4 '+
!8"$"'!$
F!7 '+ 5!$' !4 :+= !4 '+
D+5"'7+$'
-tores !illing employees based on their
performance should be recruited
instead of giving promotion on
seniority basis.
There is no cadre in the "tores
Department therefore the staff
wor#ing in "tores on rotation is
incorrect. The cadre should have
been there which gives moral
bac#up to e$isting hard wor#ing
employees for their future
prospects.
,inance Right candidate for the right %ob
should be selected irrespective of
constraints regarding caste creed
age etc.
&$perience should be given
preference for middle level
managerial positions over new
candidates.
O"erations There should be no reservations
for any category' the only criteria
should be competence.
In all promotions physical fitness
should be a specific criterion.
Engineering "election of candidates for various
posts in different cadres should be
strictly on the basis of
(ualification and the merit of the
Qualification of candidates along
with merit should be the
consideration for promotion of
candidates in the &ngineering
18F
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candidates. )anagement should
lay emphasis on selecting
professionally (ualified
individuals.
Department. *ow Qualified
engineers should have promotions
only to a certain level.
Electronics +s per the merit of the candidate
selection should be done.
!e must segregate good and bad
wor#ers during
selection/promotion
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R+9!77+$#"'!$ +$9*!+# '! HDFC B"$< L7'+#0"+# !$ '+ ++"9
The organisation should de"loy a se/mentation matri0 for the "ur"ose of talent sourcin/.
This is in line #ith the identification of the talents that the organisation needs to attract for
value creation At the same time! the matri0 also serves to screen any redundant talents that
the organisation does not re?uire #ithin its "ool of 2-As
HIGH
.arge number of best talent
is attracted from the target
"rofile of the a""licants
LO
.o# attraction of suitable
talent from target "rofile of
the a""licants
HIGH
Attracts talent in large
numbers
1. RETAIN
'evelo" strategies to attract
and retain talent at any cost
. CONTAIN
2ee" attracting talent
#ithin s"ecified cost limits
)not at any cost*
LO
Attracts mediocre talent
3. ATTAIN
,ocus and go afterattack to
attract talent from the target
"rofile
. ABSTAIN
'o not "ut much energy in
talent sourcing
18H
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• The A/ should endeavor to find out as to #hat attracts the ri/ht employees to a""ly to the
organisation Thus! kno#ing #hat the "otential candidates #ho a""ly e@"ect from the
organisation and the reasons behind their desire to #ork for the organisation #ill hel" in
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• S'%9'%+# $'+:+=D /ntervie#s conducted by the %ecruitment = Selection Committee of
A 2 #hile hiring for senior e0ecuti!e positions2 should cover the follo#ing basic as"ectsD
18;
C%*':"'+ +!%9+
D+'"*+# #+8$ & 5*"$
R+9%'7+$'
D+5*!6
T"$
I$'+8"'+ $'!
I$#%9'
I$'+8"'+ +*+9'!$
'+'$'+:+=
O44+
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'ecision making
Problem solving
Achievement
'eadline consciousness
Crisis management
Customer orientation
.eadershi"
%otivation
Communication
/nter6"ersonal skills
Planning
Ad$ustment
• E7!'!$"* I$'+**8+$9+ The recruitment "olicy of A should incor"orate an evaluation of
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S%88+'!$R+9!77+$#"'!$
S%77"6 !4 '+ +9!77+$#"'!$ 8:+$ 06 '+ N!$-HR #+5"'7+$' " +$'"*+# 4!7
'+ "$"*6
The recommendations given by the different 'e"artments constituting the sam"le for the
analysis! are in terms of additional sources of recruitment and selection devices that should be
de"loyedused by the organisation in addition to current "ractice (specific for these
epartments)
D+5"'7+
$'
R+9!77+$#"'!$ $ '+7 !4
!%9+ !4 +9%'7+$' '! 0+
#+5*!6+# $ "##'!$ '! 9%+$'
5"9'9+
R+9!77+$#"'!$ $ '+7 !4
+*+9'!$ #+:9+ '! 0+ #+5*!6+#
$ "##'!$ '! 9%+$' 5"9'9+
-tores • Em"loyee referrals
• Em"loyee Job "ools
4ork sam"les
Reference checks
,inance • Em"loyment e@change 4ork -am"les
Reference checks
O"erations • Em"loyee referrals
• Consultants
6
Electronics • Cam"us intervie#s (iddle -e!el
ana/ement)
4ork sam"les
Reference checks ( for
Comple0 mana/erial
operations)
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Engineerin
g
• Cam"us intervie#s (#op2 middle
and -ower -e!el ana/ement)
4ork sam"les
Reference checks ( for
Comple0 mana/erial
operations)
%"*'"':+ +5!$+ (C&$"#S) 8:+$ 06 '+ :"!% D+5"'7+$' +5!$#+$' (as
entailed from Questionnaire)
D+5"'7+$' F!7 '+ 5!$' !4 :+= !4 '+
!8"$"'!$
F!7 '+ 5!$' !4 :+= !4 '+
D+5"'7+$'
-tores !illing employees based on their
performance should be recruited
instead of giving promotion on
seniority basis.
There is no cadre in the "tores
Department therefore the staff
wor#ing in "tores on rotation is
incorrect. The cadre should have
been there which gives moral
bac#up to e$isting hard wor#ing
employees for their future
prospects.
,inance Right candidate for the right %ob
should be selected irrespective of
constraints regarding caste creed
age etc.
&$perience should be given
preference for middle level
managerial positions over new
candidates.
O"erations There should be no reservations
for any category' the only criteria
In all promotions physical fitness
should be a specific criterion.
111
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should be competence.
Engineering "election of candidates for various
posts in different cadres should be
strictly on the basis of
(ualification and the merit of the
candidates. )anagement should
lay emphasis on selecting
professionally (ualified
individuals.
Qualification of candidates along
with merit should be the
consideration for promotion of
candidates in the &ngineering
Department. *ow Qualified
engineers should have promotions
only to a certain level.
Electronics +s per the merit of the candidate
selection should be done.
!e must segregate good and bad
wor#ers during
selection/promotion
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L7'"'!$
The organisation should de"loy a se/mentation matri0 for the "ur"ose of talent sourcin/.
This is in line #ith the identification of the talents that the organisation needs to attract for
value creation At the same time! the matri0 also serves to screen any redundant talents that
the organisation does not re?uire #ithin its "ool of 2-As
HIGH
.arge number of best talent
is attracted from the target
"rofile of the a""licants
LO
.o# attraction of suitable
talent from target "rofile of
the a""licants
HIGH
Attracts talent in large
numbers
. RETAIN
'evelo" strategies to attract
and retain talent at any cost
J. CONTAIN
2ee" attracting talent
#ithin s"ecified cost limits
)not at any cost*
LO
Attracts mediocre talent
@. ATTAIN
,ocus and go afterattack to
attract talent from the target
"rofile
. ABSTAIN
'o not "ut much energy in
talent sourcing
A$$+%+
11
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11F
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BIBLIOGRAPH;
1. N+= P"5+
• Times of /ndia
• +industan Times
• Economic Times
• The Pioneer
• The +indu
• Catalyst
• ,inancial E@"ress
•Economic and Political 4eekly
. M"8"/$+
• /ndia Today
• Today:s traveller
• A=%
• (usiness Today
• (usiness 4orld
• (usiness 'igest
3. +0 '+
• ###hdfccom
• ###indiatimescom
. BOO2S
• Robbins P -te"hens! ,rganisational ehavior Prentice +all! 9th Edition! Cha"ter 1H! "ages
HH6HF1
• 2oont +arold = 4eihrich +ein! &ssentials of )anagement %c &ra# +ill! 5th Edition!
Cha"ter 11! "ages 71967F5
11H
http://www.indiatimes.com/http://www.indiatimes.com/
-
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• 'eceno A 'avid = Robbins P -te"hen! ersonnel/HR )anagement Prentice +all! rd
Edition! Cha"ters H!9 = ;! "ages 119678
%A&A/NE
N"7+ !4 '+
M"8"/$+
>!*. N!. M!$' &
6+"
P%0*$8
"8+$96
N"7+ !4
'+ "'9*+
N"7+ !4
'+ ='+
P8. N!.
+uman Ca"ital F -e"I8 +R
/nformation
-ervices
IThe Trick
of not losing
themI
(rahma
&autam
17!1
+uman Ca"ital F -e"I8 +R
/nformation
-ervices
IThe %etrics
of +iringI
6 1F 6 19
+uman Ca"ital 9 'ecI8 +R
/nformation
-ervices
IReady get
set = goI
Jomon
%&
F8 6 FF
+uman Ca"ital F 7 JulyI788F +R
/nformation
-ervices
I-caling
heights
togetherI
(hatnagar
Jyotsna =
%enon
'ee"ti
F8 6 FH
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0E-T/ONNA/RE
NAME
COMPAN;
DESIGNATION
DEPARTMENT
1 4hat is the #orking "eriod of em"loyees in the com"anyM )Tick any one*
4ithin 1 year
(et#een 167 years
(et#een 76 years
(et#een 65 years
7 4hat are the reason of the candidate to $oin the com"anyM )Tick all that a""ly*
Re"utation of the com"any salary "ackage
4orking environment $ob "ros"ects
.ocation of the com"any career gro#th o""ortunity
+o# candidates are recruited in the com"anyM
4ritten e@am #ritten e@am and intervie#
4ritten e@am! &' and intervie# others
F 'id you get the same $ob s"ecification as offered during the intervie#M
>es No
5 /s there any role of 0nion in the organiationM
>es No
H /s there any changes occurred in the recruitment and selection "rocedures of the com"any in
the last five yearsM
>es No
9 /s there any effect of recruitment and selection "rocedure to#ards gratitude of em"loyeesM
>es No
; /s the organiation doing anything to reduce the em"loyee turnover rationM )Tick all that
a""ly*
11;
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(etter salary "ackage
More #enets
Changing /m"roving #orking conditions
(etter "romotion Career 'evelo"ment O""ortunity
Are you satisfied #ith the salary and $ob security "rovided by the com"anyM
>es No
18 /s th