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Recruitment and Selection Process
of
iLACS Technologies
1-Introduction to Recruitment & Selection Process
1.1. Introduction to Recruitment:
Recruitment refers to the process of attracting, screening, selecting, and on boarding a qualified
person for a job. At the strategic level it may involve the development of an employer
brand which includes an 'employee offering'. The stages of the recruitment process include job
analysis and developing a person specification; the sourcing of candidates by networking,
advertising, or other search methods; matching candidates to job requirements and screening
individuals using testing (skills or personality assessment); assessment of candidates' motivations
and their fit with organizational requirements by interviewing and other assessment techniques.
The recruitment process also includes the making and finalizing of job offers and the induction
and on boarding of new employees.
Depending on the size and culture of the organization recruitment may be undertaken in-house
by managers, human resource generalists and / or recruitment specialists. Alternatively parts of
all of the process might be undertaken by either public sector employment agencies, or
commercial recruitment agencies, or specialist search consultancies.
The recruitment process varies from company to company, and most of the recruitment
process in a company has the following steps they are as follows
a) Job analysis
b) Sourcing
c) Screening and selection
d) Lateral hiring
e) On boarding
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a) Job Analysis:The starting point to a recruitment effort is to perform a job analysis and/or in
some cases a task analysis, to document the actual or intended requirements of the job.From these the relevant information is captured in such documents as job
descriptions and job specifications. Often a company will already have job descriptions
that represent a historical collection of tasks performed. Where already drawn up, these
documents need to be reviewed or updated to reflect present day requirements. Prior to
initiating the recruitment stages a person specification should be finalized to provide the
recruiters commissioned with the requirements and objectives of the project.
b) Sourcing:Sourcing is the use of one or more strategies to attract or identify candidates to fill
job vacancies. It may involve internal and/or external advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media, professional
publications, window advertisements, job centers, or in a variety of ways via the internet.
Alternatively, employers may use recruitment consultancies to find otherwise scarcecandidates who may be content in their current positions and are not actively looking to
move companies may be proactively identified. This initial research for so-called passive
candidates, also called name generation, results in contact information of potential
candidates who can then be contacted discreetly to be screened and approached.
c) Screening and selection:Suitability for a job is typically assessed by looking for
relevant skills, knowledge, aptitude, qualifications and educational or job relatedexperience. These can be determined via: screening rsums (also known as CVs); job
applications; interviews. More proactive identification methods include performance
assessments, psychological, aptitude, numeracy and literacy testing. Many recruiters and
agencies use applicant to perform the filtering process, along with software tools
forpsychometric testing and performance based assessment. Performance based
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assessment is a process to find out if job applicants can perform the responsibilities for
which they are applying. In many countries, employers are legally mandated to ensure
their screening and selection processes meet equal opportunity and ethical standards.
In addition to the above selection assessment criteria, employers are likely torecognize the value of candidates who also have the so-called 'soft skills', such as
interpersonal or team leadership and have the ability to reinforce the company brand
through their behavior in front of customers and suppliers. Multinational organizations
and those that recruit from a range of nationalities are also concerned candidates will fit
into the prevailing company 'culture'.
d) Lateral hiring:"Lateral hiring" refers to a form of recruiting; the term is used with two different, almost
opposite meanings. In one meaning, the hiring organization targets employees of another,
similar organization, possibly luring them with a better salary and the promise of better
career opportunities. An example is the recruiting of a partner of a law firmby another
law firm. The new lateral hire then has specific applicable expertise and can make a
running start in the new job. In some professional branches such lateral hiring was
traditionally frowned upon, but the practice has become increasingly more common. An
employee's contract may have a clause preventing such lateral hiring.
In another meaning, a lateral hire is a newly hired employee who has no prior specific
applicable expertise for the new job, and for whom this job move is a radical change of
career. An example is the recruiting of a university professorto become chairman of
the board of a company.
e) On Boarding:"On boarding" is a term which describes the process of helping new employees become
productive members of an organization. A well-planned introduction helps new employees
become fully operational quickly and is often integrated with a new company and environment.
On boarding is included in the recruitment process for retention purposes. Many companies have
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on boarding campaigns in hopes to retain top talent that is new to the company; campaigns may
last anywhere from 1 week to 6 months.
1.2. Introduction to Selection Process
The selection process is based on the following parameters in the organization. When
there is opening in an organization, organization look for people, as per the process, as per the
department and they schedule their interview accordingly which makes them know about the job
vacancy, job opening and help the candidates in performing so the HR basically deals with this
process and completes all the necessary details of the process of selection of the candidates as
per the process and methods. They apply certain principles for selection of the candidates and
give the position to the candidates as per their requirement, qualification; eligibility, experience
and necessary positions and they specify the specific job to specific employee so they canperform better. Selection process is not that easier to perform because this task requires lot of
skills as per the level of screening the students. This is a very challenging and a difficult task or a
job to select and reject the candidates in the interview process because it requires no heart in the
field and only requires the interviewer to think from their mind and apply the tools and necessary
strategies for making this concept clear. This process helps the company in filling the suitable
employees with suitable positions to perform the task and duties in the organization. Selection is
not same as recruitment because it talks about choosing the best and the right candidate for the
position, for the vacancy and for the organization. It requires the candidate should possess skills,
abilities, knowledge, eligibility, qualification and many more.
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2. Company Overview
2.1. Introduction:
iLacs Technologies prime role is to assist the client to identify needs, develop an action plan and
facilitate change to enhance the success of your organization. Our management, human resource, and
training services are designed to improve productivity, efficiency, and communication and employee
morale.
iLacs Technologies specializes in helping clients quickly within defined turn-around time to cost-
effectively meet their hiring needs for various levels across all management disciplines & across
industries with quality professionals on a permanent as well as contract basis.
2.2. Development:
At iLacs, we offer high quality IT Services on Time & Material basis. We integrate
Technology, processes and experience to deliver superior IT Solution that enables the
implementation of your business strategies efficiently and cost-effectively. Also our offshore
development program allows you to offload either all or a portion of the project development to
iLacs's team of experts. The following are the services offered by the company and are as
follows.
a. Enterprise Application Development
b. E-Procurement & Supply Chain Management
c. E-Commerce & E-Business Design and Development
d. Interactive Web-Site and Animation
e. Data Modeling, Mining and Warehousing
f. Offshore Database Admin Services
g. Offshore Application Maintenance and Support
h. Offshore Development Centers (ODC)
The iLacs company consists of the business verticals which are most necessary for the
continuous growth of the organization the following explains the business verticals and they are
as follows
a. Financial Services and Brokerage
b. Retail and wholesale
c. Healthcare
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d. Corporate Investment and Retail Banking
e. Telecommunication and ISPs
f. Real Estate
g. This
Staffing:
Short-term projects are order of the day; Organizations are focused more and more on
their core activities; honor roll plays an important role in measuring business effectiveness;
certain businesses see peaks and troughs in their activities and look for flexibility in their
manpower plan to match with the cyclical demand pattern. We enable organizations in all these
situations by our permanent staffing solutions. iLacs provides permanent staff across a range of
skill-sets across many locations in the country for a variety of industry sectors. We manage the
entire HR process right from recruitment and selection, on-boarding, payroll, compliance,
offboarding and training till providing you detailed management reports.
Our strengths:
iLacs Technologies specializes in helping clients quickly within defined turn-around time
to cost-effectively meet their hiring needs for various levels across all management disciplines &
across industries with quality professionals on a permanent as well as contract basis.
Our consultants and associates use in-house proprietary database with customised
recruitment technology solutions to pair the deserving candidates with matching client
requirements. We make sure that our consultants speak with candidates before sending their
short-listed profiles to respective clients. Hence, our clients benefit from dealing with consultants
who have detailed knowledge of the profession and the marketplace.
Training:
We have the capability to deliver effective training through our huge resource pool of
trainers and consultants with vast hands on industry experience. After extensive interaction
found a big gap in technology transfer between industries and educational institutions.
Our mission is to act as a catalyst and transfer the industry needs to educational
institution and make the emerging professionals to equip themselves to gear up so the
challenges awaiting for them. In one sentence, we are wanted to Bridge the gap between the
industry and education institution.
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A highly trained, focused, dedicated and competent workforce. Services provided by
experts in diverse Domains Strategic, analytical capability, the intellectual curiosity to
understand different domains.
The patience to do the necessary homework. Capability to understand talents andmotivation of individuals being reviewed. Honesty in providing necessary information about
candidates Ability to define problems, challenges of the client and analyzing the candidate fit for
the same.For the benefit of students/ working professionals wanting to upgrade their skill sets,
we are conducting the following training programs
Corporate Training
Internship Training
Professional Training
Project Training
Career Training
Real Time Training
Industrial Training
And also we cover the different technologies which are useful for the careers of students/working
professionals.
Microsoft Technologies - VB. Net, C#.
NetSun Microsystems - Java, J2EE
Database Management System - SQL SERVER 2008, ORACLE 12g, MY SQL
Testing
PHP
Android Development
Embedded Systems
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4.1 Sources of Recruitment
SOURCES OF MANAGERIAL RECRUITMENT
INTERNAL SOURCES EXTERNAL SOURCES
1) Promotion 1) Campus recruitment
2) Transfers 2) Press advertisement
3) Internal notification 3) Management consultancy service
(Advertisement)
& private employment exchanges
4) Retirement 4) Deputation of personnel or
transfer from one enterprise to
another
5) Recall 5) Management training schemes
6) Former employees 6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sourcesThe sources of recruitment can be broadly categorized into internal and external sourcesInternal
Recruitment Internal recruitment seeks applicants for positions from within the
company. The various internal sources include
Promotions and Transfers
Promotion is an effective means using job posting and personnel records. Job posting
requires notifying vacant positions by posting notices, circulating publications or announcing at
staff meetings and inviting employees to apply. Personnel records help discover employees who
are doing jobs below their educational qualifications or skill levels. Promotions has many
advantages like it is good public relations, builds morale, encourages competent individuals
who are ambitious, improves the probability of good selection since information on the
individuals performance is readily available, is cheaper than going outside to recruit, those
chosen internally are familiar with the organization thus reducing the orientation time and
energy and also acts as a training device for developing middle-level and top-level managers.
However, promotions restrict the field of selection preventing fresh blood & ideas from entering
the organization. It also leads to inbreeding in the organization. Transfers are also important in
providing employees with a broad-based view of the organization, necessary for future
promotions.RECRUITMENT AND SELECTION 14
Employee referralsEmployees can develop good prospects for their families and friends by acquainting
them with the advantages of a job with the company, furnishing them with introduction and
encouraging them to apply. This is a very effective means as many qualified people can be
reached at a very low cost to the company. The other advantages are that the employees would
bring only those referrals that they feel would be able to fit in the organization based on their
own experience. The organization can be assured of the reliability and the character of the
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referrals. In this way, the organization can also fulfill social obligations and create goodwill.
Former EmployeesThese include retired employees who are willing to work on a part-time basis,
individuals who left work and are willing to come back for higher compensations. Even
retrenched employees are taken up once again. The advantage here is that the people are already
known to the organization and there is no need to find out their past performance and character.
Also, there is no need of an orientation programme for them, since they are familiar with the
organization.
Dependents of deceased employeesUsually, banks follow this policy. If an employee dies, his / her
spouse or son or
daughter is recruited in their place. This is usually an effective way to fulfill social obligation
and create goodwill.
Recalls: -
When management faces a problem, which can be solved only by a manager who has proceeded
on long leave, it may de decided to recall that persons after the problem is solved, his leave maybe extended.
Retirements: -
At times, management may not find suitable candidates in place of the one who had retired,
after meritorious service. Under the circumstances, management may decide to call retired
managers with new extension.
Internal notification (advertisement): -
Sometimes, management issues an internal notification for the benefit of existing employees.
Most employees know from their own experience about the requirement of the job and what
sort of person the company is looking for. Often employees have friends or acquaintances who
meet these requirements. Suitable persons are appointed at the vacant posts.RECRUITMENT AND
SELECTION 15
(II) External Recruitment External recruitment seeks applicants for positions from sources
outside the company. They have outnumbered the internal methods. The various external
sources include
Professional or Trade Associations :-
Many associations provide placement service to its members. It consists of
compiling job seekers lists and providing access to members during regional or national
conventions. Also, the publications of these associations carry classified advertisements from
employers interested in recruiting their members. These are particularly useful for attracting
highly educated, experienced or skilled personnel. Also, the recruiters can zero on in specific
job seekers, especially for hard-to-fill technical posts.
Advertisements :-
It is a popular method of seeking recruits, as many recruiters prefer advertisements
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because of their wide reach. Want ads describe the job benefits, identify the employer and tell
those interested how to apply. Newspaper is the most common medium but for highly
specialized recruits, advertisements may be placed in professional or business journals.
Advertisements must contain proper information like the job content, working
conditions, location of job, compensation including fringe benefits, job specifications, growth
aspects, etc. The advertisement has to sell the idea that the company and job are perfect for the
candidate. Recruitment advertisements can also serve as corporate advertisements to build
company image. It also cost effective.
Employment Exchanges:-
Employment Exchanges have been set up all over the country in deference to the
provision of the Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959.
The Act applies to all industrial establishments having 25 workers or more each. The Act
requires all the industrial establishments to notify the vacancies before they are filled. The
major functions of the exchanges are to increase the pool of possible applicants and to do thepreliminary screening. Thus, employment exchanges act as a link between the employers and
the prospective employees. These offices are particularly useful to in recruiting blue-collar,
white collar and technical workers.
Campus Recruitments:-
Colleges, universities, research laboratories, sports fields and institutes are
fertile ground for recruiters, particularly the institutes. Campus Recruitment is going global with
companies like HLL, Citibank, HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance looking
for global markets. Some companies recruit a given number of candidates from these institutes
every year. Campus recruitment is so much sought after that each college; university department
or institute will have a placement officer to handle recruitment functions. However, it is often
an expensive process, even if recruiting process produces job offers and acceptances eventually.
A majority leave the organization within the first five years of their employment. Yet, it is a
major source of recruitment for prestigious companies.RECRUITMENT AND SELECTION 16
Walk-ins, Write-ins and Talk-ins
The most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or resumes. Direct
applications can also provide a pool of potential employees to meet future needs. From
employees viewpoint, walk-ins are preferable as they are free from the hassles associated with
other methods of recruitment. While direct applications are particularly effective in filling entrylevel and
unskilled vacancies, some organizations compile pools of potential employees from
direct applications for skilled positions. Write-ins are those who send written enquiries. These
jobseekers are asked to complete application forms for further processing. Talk-ins involves the
job aspirants meeting the recruiter (on an appropriated date) for detailed talks. No application is
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required to be submitted to the recruiter.
Contractors:-
They are used to recruit casual workers. The names of the workers are not entered in the
company records and, to this extent; difficulties experienced in maintaining permanent workers
are avoided.
Consultants:-
They are in the profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend professionalism to the
hiring process. They also keep prospective employer and employee anonymous. However, the
cost can be a deterrent factor.
Head Hunters:-
They are useful in specialized and skilled candidate working in a particular
company. An agent is sent to represent the recruiting company and offer is made to the
candidate. This is a useful source when both the companies involved are in the same field, andthe employee is reluctant to take the offer since he fears, that his company is testing his loyalty.
Radio, Television and Internet:-
Radio and television are used to reach certain types of job applicants such as
skilled workers. Radio and television are used but sparingly, and that too, by government
departments only. Companies in the private sector are hesitant to use the media because of high
costs and also because they fear that such advertising will make the companies look desperate
and damage their conservative image. However, there is nothing inherently desperate about
using radio and television. It depends upon what is said and how it is delivered. Internet is
becoming a popular option for recruitment today. There are specialized sites like naukri.com.
Also, websites of companies have a separate section wherein; aspirants can submit their
resumes and applications. This provides a wider reach.RECRUITMENT AND SELECTION 17
Competitors:-
This method is popularly known as poaching or raiding which involves
identifying the right people in rival companies, offering them better terms and luring them
away. For instance, several executives of HMT left to join Titan Watch Company. There are
legal and ethical issues involved in raiding rival firms for potential candidates. From the legal
point of view, an employee is expected to join a new organization only after obtaining a no
objection certificate from his/ her present employer. Violating this requirement shall bind the
employee to pay a few months salary to his/ her present employer as a punishment. However,
there are many ethical issues attached to it.
Mergers and Acquisitions:-
When organizations combine, they have a pool of employees, out of whom some
may not be necessary any longer. As a result, the new organization has, in effect, a pool of
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qualified job applicants. As a result, new jobs may be created. Both new and old jobs may be
readily staffed by drawing the best-qualified applicants from this employee pool. This method
facilitates the immediate implementation of an organizations strategic plan. It enables an
organization to pursue a business plan, However, the need to displace employees and to
integrate a large number of them rather quickly into a new organization means that the
personnel-planning and selection process becomes critical more than ever.
Evaluation of External Recruitment:
External sources of recruitment have both merits and demerits.
The merits areThe organization will have the benefit of new skills, new talents and new experiences, if
people are hired from external sources.
The management will be able to fulfill reservation requirements in favour of the
disadvantaged sections of the society.
Scope for resentment, heartburn and jealousy can be avoided by recruiting from outside.
The demerits areBetter motivation and increased morale associated with promoting own employees relost to the organization.
External recruitment is costly.
If recruitment and selection processes are not properly carried out, chances of right
candidates being rejected and wrong applicants being selected occur.
High training time is associated with external recruitment.
98% of organizational success depends upon efficient employee selectionRECRUITMENT AND
SELECTION 18
5.1 60-Second Guide to Hiring the Right People
0:60 Define the Duties:
To find promising employees, you must first determine what you want them to do. Carefully
consider all direct and associated responsibilities and incorporate them into a written job
description. Be careful with general titles such as typist or sales clerk, as they have different
meanings to different people.
0:49 and What it Takes to do Them:
Fulfilling these responsibilities will require some level of skill and experience, even if it is an
entry-level position. Be reasonable about your expectations. Setting the bar too high may limit
your available talent pool; setting it too low risks a flood of applications from those unqualified
for the job.
0:37 Make it Worth their While:
Likewise, you dont want to be overly generous or restrictive a bout compensation. State and
local chambers of commerce, employment bureaus and professional associations can help you
determine appropriate wages and benefits. Scanning descriptions of comparable jobs in the
classified ads and other employment publications will also provide clues about prevailing wage
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rates.
0:38 Spread the Word:
How you advertise your job opening depends on who you want to attract. Some positions are as
easy to promote as posting a help wanted sign in your store window or placing an ad in your
local newspaper. For jobs requiring more specialized skills, consider targeted channels such as
trade magazines, on-line job banks and employment agencies (though these may require a fee).
And dont overlook sources such as friends, neighbors, suppliers customers and present
employees.
0:25 Talk it Over:
Because you have clearly defined the role and requirements, you should have little difficulty
identifying candidates for interviews. Make sure you schedule them when you have ample time
to review the resume, prepare your questions and give the candidate your undivided attention.
After the interview, jot down any impressions or key points while theyre still fresh in your
mind. This will be a valuable reference when its time to make a decision.0:12 Follow-up on Interviews:
You want to believe your candidates are being honest, but never assume. Contact references to
make sure youre getting the facts or to clea r up any uncertainties. Professional background
checks are a wise investment for highly sensitive positions, or those that involve handling
substantial amounts of money and valuables. RECRUITMENT AND SELECTION 19
0:03 Youve Found Them; Now Keep Them:
Now that youve hired ideal employees, make sure they stay with you by providing training and
professional development opportunities. The small business experts at SCORE can help you
craft human resource policies and incentive plans that will ensure your company remains the
small business employer of choice.
OBJECTIVES OF THE PROJECTEvery task is undertaken with an objective. Without any objective a task is rendered
meaningless. The main objectives for undertaking this project are:
To understand the internal Recruitment process at ILACS company
To identify areas where there can be scope for improvement
To give suitable recommendation to streamline the hiring process
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RECRUITMENT AND SELECTION
The art of choosing men is not nearly so difficult as the art of enabling those one has
chosen to attain their full worth.
Recruitment is the process by which organizations locate and attract individuals to fill job
vacancies. Most organizations have a continuing need to recruit new employees to replace those
who leave or are promoted in order to acquire new skills and promote organizational growth.
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:
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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.
ACTIVITY FLOW
The organization philosophy should be kept in mind while formulating the recruitment
procedure.
The HR department would set the recruitment norms for the organization. However, the
onus of effective implementation and compliance with the process rests with the heads of the
respective functions and departments who are involved in the recruitment and selection process.
The process is aimed at defining the series of activities that needs to be performed by
different persons involved in the process of recruitment, the checks and control measures to be
adopted and information that has to be captured.
Recruitment and Selection is conducted by:
HR & Branch Manager
Functional Head
RECRUITMENT PLANNING
Recruitment planning on the basis of budget
A. The manpower planning process for the year would commence with the companys
budgeting activity. The respective Functional heads would submit the manpower
requirements of their respective functions/ departments to the board of Directors as part
of the annual business plan after detailed discussion with the head of human Resource
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Function along with detailed notes in support of the projected numbers assumptions
regarding the direct and indirect salary costs for each position.
B. A copy of the duly approved manpower plan would be forwarded by the HR department
for their further actions during the course of the year. The annual budget would specify
the manpower requirement of the entire organization, at different levels, in various
functions/departments, at different geographical locations and the timing of the individual
requirements. It would also specify the requirement budget, which is the cost allotted
towards the recruitment of the budgeted staff and the replacement of the existing
employees. The manpower plan would also clearly indicate the exact time at which the
incumbent should be on board in such a way that the Regional HR has adequate notice
for the time lapses involved in sourcing any other activities.
C. The Regional HRs would undertake the planning activity and necessary preparations in
advance of the anticipated requirements, as monthly and quarterly activities on the basis
of the approved budget, estimated separations and replacements therefore.
D. The vacancies sought to be filled or being filled shall always be within the approvedannual manpower budget and no recruitment process shall be initiated without the formal
concurrence of the Head of the Regional HR under any circumstance. Head of theRegional HR shall also have the responsibility to monitor the appointments being
considered at any point of time with specific respect to the duly approved manpower
budgets.
Review of Manpower Plans and Additional Manpower
A. Review of manpower budgets shall take place on a quarterly basis. In the event of any
new position or any deviations to the original plans, details of the positions maybe
forwarded to the VP-HR along with the adequate supporting information. The
recommendations would normally require a formal approval of the Managing Director.
Alternately, VP-HR may record the summary of his discussion with the Managing
Director and the MDs approval on the recommendations, to signify the final decision
taken regarding the recommendations.
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SOURCING OF SUITABLE CANDIDATES
Selection of Sources
Regional HR would tap various sources/channels for getting the right candidate.Depending on the nature of the position/grade, volumes of recruitment and any other relevant
factors, the Regional HR would use any one multiple sources such as:
Existing database (active application data bank);
Employee referral as per any company scheme that may be approved from time to time;
Advertisement in the internet/newspapers/magazines/companys sites/job sites or any other
media;
Placement Agencies (particularly for positions of Managers and above);
Headhunting firms particularly for senior positions, specialist positions and critical
positions;
Direct recruitment from campuses/academic institutes;
Job websites and
Any other appropriate sources.
The norms for using any of the sources are not water tight. Number of positions,
criticality of positions and the urgency of the positions, confidentiality requirements, relative
efficacy and cost considerations would play a role in the choice of the appropriate sourcing
mechanism.
ADVERTISEMENTS
All recruitment advertisements (in any form and any medium) shall always conform to the
KLI compliance norms and would not be released by any department or branch without the
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approval of the VP-HR. depending on the specifics of each position for which recruitment
advertisements are to be released, Regional HR may obtain assistance from the companys
marketing department and/or any external advertising agencies for the preparation of the
contents. Key features of the positions as notified by the Functional Heads would normally
form a part of the advertisement text.
The media for releasing advertisement would depend on the level of the position being
considered and the urgency of the requirements.
The advertisement mode that could be broadly specified as newspapers (local or mainline
depending on requirements), internet sites and business magazines.
Placement Agencies/Headhunting Agencies
Depending upon the vacancies, fresher fitting different description listed above may be
recruited from time to time, from academic institutes of appropriate
standards/reputation/grade, in the requisite numbers and at the compensation/stipend amounts
to be formally approved of the VP-HR. Plans for such recruitment need specific special
approval of VP-HR. norms regarding the identification of the appropriate institutes,
constitution of the selection panels, timings of the recruitment, number of candidates to be
recruited into different positions, choice of the appropriate selection process and the tools
thereof shall be decided by the Head of the Regional HR in consultation with the VP-HR,
depending on the specific features of the position.
Screening the candidates
First level screening
The Candidates would be screened by the HR Manager/Branch Manager for the
respective locations. Screening would be on the basis of the profile of the candidate and the
departmental requirements.
This assessment will be with respect to:
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a. The general profile of the candidate,
b. Personality fit of the candidate into the profile,
c. Aptitude/attitude of the candidate,
d. Motives of the person to join the company and whether focus is in the short term or is a
long term player,
e. Basic skill level on our set of requirements, say numerically ability, networking ability,
etc
f. Establish the annual guaranteed cash compensation of the individual and check whether
the person would fit into the system.
g. Explain the role of Sales manager to the applicant and check the acceptance of the
candidate for the same.
In case of need, the Regional HR may take a Tele interview of the candidate for further
assessment process.
Second Level Screening
Aptitude Test
If the first assessment is positive, the candidates will give the aptitude test, once such test
is selected approved by the company. The scoring, interpretation and the generation of interview
probes from that test will also be done at this time. People who qualify the minimum criteria on
this test will be put up on to the Functional Head (VPs in case of HO) for functional assessment
and suitability into the role.
Tied Agency Sales Manager candidates short listed by the BM have will then take sales
Aptitude test, once such a test is finalized. For the final selection, the regional Manager
(Business Heads for HO) will meet the candidates short listed by the branch manager/VP. The
chart specifying the Minimum approval level for each level of recruitment is specified below:
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Category Branch
Manager/Chief
Manager
Area
Manager/AVP/VP
Business
Heads
Managing
Director
CSE/ADVISORS Yes No No No
BIC Yes Yes No No
BM/CM Yes Yes Yes No
SM Yes Yes Yes Yes
General Norms regarding interview Process:
A. Interviews should consider the entire data provided by the candidate either through the
formal CV or otherwise before coming to a conclusion about the candidate. They may
insist on seeing the proof of the claims made by the candidate regarding qualifications,
experience and other achievements. They may, at their discretion, decide to meet the
candidate on more than one occasion or to refer the candidate to another panel.
B. Ratings on various attributes of the candidates shall be recorded in the interview
evaluation sheet, soon after the interview is over. Along with these numerical ratings,
qualitative observations about the candidate and overall decision regarding selection or
otherwise (including a decision to defer the induction, referral to another panel,
considering for another position) shall be forwarded to the associated Recruitment
Manager/ Head of Regional HR. Individual panel members have the option of appending
their additional remarks/observations. No selection will be treated as final unless the IES
form is filled comprehensively. Suitably appropriate IES formats may be created for
specific positions.
C. Any discrepancies noticed by the panel members regarding the authenticity of the data
provided by the candidate should be specifically and formally recorded on the IES form
and suitably high lightened.
D. Specific points to be probed during the reference check process, if any, must also be
clearly recorded and high lightened on the IES forms.
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Administrative Actions Regarding Interviews
A. Scheduling and the venue of the interviews would be handled by the recruitment team in
consultation with the short listed candidate and the selection panel members, after taking
mutual convenience into account. For field positions, respective branch/regional heads
would undertake this co-ordination.
B. After the final round, if the candidate is selected, the complete set of papers Personal
Data Form, CV, job requisition no., Interview evaluation sheet ,reference check details,
educational details, along with the interviewers recommendations and Reference check
form should be forwarded by the recruitment managers to recruitment head. Fitment of
the candidate into a grade and compensation fitment shall be on the assumption of
authenticity of the information provided in the CV/application form.C. An appropriate formal communication shall be sent to the candidate whose candidature is
not being taken forward, or details of the verbal/telephonic communications provided to
the candidate shall be recorded on the candidates papers, by the recruitment
team/associated line managers. In the case of interviews taking place at the
branch/regional levels, similar noting should be recorded on the individual candidates
papers.
Negotiations of the terms and conditions and other pre-appointment formalities
A. In the case of sales-Tied Agency functions, the branch managers will be allowed to fix
the salary and grade of the incoming sales manager, provided the compensation does not
exceed 20% of the candidates current cash salary. Any fitment beyond this norms will
need the approval of Head-HR. HR will forward a worksheet to support the BMs to
evaluate the appropriate cash CTC of the incumbent. For all other functions, the
compensation and grade would be fixed post a discussion between the Head of the
Regional HR and the associated AVP/VP. Any candidate being offered a CTC of more
than 4lacs will need the sign off from HEAD-HR. In appropriate cases, at the discretion
of the VP-HR, a deviation may be referred to the Managing Director, for the MDs
formal approval.
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B. Responsibility for negotiations and finalization of the terms shall rest with the best
Branch Manager/Associated Manager. They may seek the assistance of the recruitment
managers, whenever required. Reference checks process should not normally be initiated
unless the candidate has indicated his firm acceptance of the offer being made by us.
Reference checks
A. Normal, reference checks should be undertaken with at least one reference. A second
reference check will be done if considered necessary. Responsible officials from the
former employers, academic institutes and/or any other eminent personalities can be
considered as appropriate references. Close relatives and friends cannot be considered as
references. Wherever feasible and considered appropriate, a reference should be made
with a senior official of the candidates current employer. In case the candidate is
currently un-employed, reference should be made with the latest employer. The format of
reference check is to be used as a framework for conducting the process.
B. Where the minimum two reference checks are not possible (particularly with the current
employer) or where there is a mixed response from different sources, the matter may be
to the VP-HR for a final decision. Depending on the seniority and any other
considerations about the positions, VP-HR would normally consult the functional headconcerned, before coming to conclusions. Any candidate whose credentials are doubtful
shall not be recruited.
C. In case of recruitment of Management trainees, fresher and life advisors as sales
Managers no reference checks will be required.
Employment offer letter
A. When a recruitment Manager is fully satisfied about the selection of the right candidate
and about completion of all the formalities connected with the appointment of candidate
including requisite documentation, satisfactory reference check reports and medical
fitness, he/she would forward the relevant papers listed below to the head of recruitment.
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Personal Data form
Employee requisition form duly filled by the regional Head/Branch Manager
Interview evaluation sheet filled by the regional head/Branch manager/interviewer withhis/her comments.
Latest and updated resume of the candidate
Photocopy of the appointment letter of the last employer or latest salary slip.
Employment details.
Two Professional references.
Language Proficiency.
B. Document check list for every grade is as follows:
Authorization Release Form.
Background check Form.
Highest Education certificate.
Highest Education marksheet.
1 Month Salary Slip of Current Employer.
1 Month Salary Slip of Last Employer.
Relieving Letter of last Employment.
Proof of Residence.
2 Passport Size Photograph.
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C. Regional HR manager will take the signature of Head-HR on the employee requisition
form and forward the papers to the employee service team for issuance of the offer letter.
D. Employee services team will issue offer letter, to be signed by the National Recruitment
Manager or Chief Manager-HR, and send the same to the concerned Branch Manager/
HR Manager.
E. It would be the responsibility of the Branch Manager/HR Manager to ensure that the
accepted copy of the offer letter is forwarded to the employee service team within a week
of receipt of the offer letter. Till this letter is issued, the offer has not taken place in
formal sense. A copy of the offer letter shall be duly signed and returned to the candidate.
Candidate would be expected to fulfill various joining formalities, which are also
formally communicated to him/her in the form of a checklist that is attached to the letter
of offer. The Regional HR head shall have the overall responsibility and accountability to
maintain the templates of the offer letters and also for drafting of suitable non-standard
terms to any specific candidate.
F. The employee service team will follow up Branch Manager/Regional HR Manager for
the joining of the candidate and will collect all relevant documents from the candidate
including the joining report, before issuing the appointment letter. The employee serviceteam may enlist the help of the Branch Manager to ensure that all necessary documents
within ten days o the person joining. After the all necessary documents, the employee
service team will send the appointment letter to the new joiner.
G. Once the documentation is complete for the new joiner (including the accepted
appointment letter), people who may have joined before 20th
of the month but have not
been included in the payroll for the month because of delay in receipt of papers will be
given ad-hoc salary advance (up to maximum of 65% of the prorated salary). This
advance will be adjusted once the person gets included in the subsequent months payroll.
H. If the person does not submit the relieving letter from the previous organization, where
required to be submitted as per the table given above, within three months of joining, the
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employee service manager can put their salary on hold till such time as the said
documents are received.
Key tasks of Regional HR Head
Regional HR Head will have the authority and responsibility to administer/implement the
recruitment and selection process as outlined. An illustrative list of the key deliverables of these
incumbents is listed below.
Ensuring inductions as per quality, numbers, time and cost consideration of the company in
accordance with the approved manpower budget.
Creation of appropriate sourcing mechanism along with tracking the performance of thesemechanisms.
Creation of quarterly and monthly recruitment plans
Effective coordination with external parties such as candidates, placement agencies,
consultants, academic/professional institutes and any other including the custody of the
formal agreements , tracking timely payments and adjusted thereto
Creation of comprehensive and appropriate tools, linkages, documents, templates and any
other mechanisms to ensure smooth execution of the process requirement, along with timely
improvements thereto
Assistance to user department and line managers including in interviewing/selection
support, scheduling etc.
Effective internal communication with user departments and line managers including
making the standard recruitment formats and other templates easily available to such users
and notifying the modifications to such formats and templates.
Creation and maintenance of qualitative information base regarding candidates, placement
agencies, campuses, institutes, and any other employment-market information.
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Creation and maintenance of appropriate and high-quality MIS for current and future needs
of the organization, including publication/circulation of appropriate reports there from to the
relevant users within the company.
Monitoring recruitment costs
Complete documentation for the entire recruitment and selection process for easy and quick
retrieval in a readily auditable format
Timely and effective communication with all internal and external parties including the
candidates
Tracking the progress of the selected candidates including resignation, extensions ofprobation periods/training period, etc for the purpose of improvement to recruitment and
selection process.
Effective coordination with the post recruitment arm of the Human Resource function
Documentation and creating MIS regarding waiver, deviation, etc and identifying the key
areas for improvement in the formal recruitment and selection process document.
SWOT Analysis of ILacs techologiess Recruitment Process
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Strengths
Brand equity of Kotak Mahindra Bank.
Rigorous Pre-Hiring assessment tests to
understand aptitude and personality of
candidates.
Proper reference checks to ensure that only
bonafide candidates are appointed.
Adequate number of channel partners to
generate footfalls for each location.
Footfall MIS being maintained at each
branch locally by Admin.
Weaknesses
Pre assessment tests are costly.
Conversion of footfalls is low.
Lengthy pre-offer formalities.
Huge employee turnover.
Opportunities
Campus recruitments have huge potential
for fulfilling manpower requirements cost
effectively.
Tie up with recruitment agencies on
supplying fixed number of footfalls week
on week.
Develop exclusive contract with channel
partners to meet the manpower
requirements.
Make blue form brief and to the point.
Threats
Increasing number of private players in
This sector creates ample choices, frequent
and easy mobility for employees.
Same channel partners are handling all
This companies. This leads to same pool of
candidates being circulated to all partners.
Increasing spill over as a candidate has
more than one offer at the time of making a
job shift.
As the This industry is small, senior level
candidates hesitate to meet HR of other
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Reduce turn around time of making an
offer.
companies for the fear of grapevine.
RECOMMENDATIONS & SUGGESTIONS
Compress the "white space" in your hiring process.
White Spaces are delays in hiring process that are unproductive, waste time, and virtually assure
you'll lose talented candidates. Often the longest delays occur between critical selection events.
For example, a recruiter may need several weeks to screen a few hundred resumes from the Web
job boards, or candidates who make it through screening may wait weeks to interview with ahiring manager.
Here at ILacs techologies, the delays occur when the outstation candidates are called for
interviews at Regional branches like Delhi and Mumbai. Sometimes, because of busy schedule
of senior managers and sometimes because of tight schedule of candidate, the interview has to be
postponed. This delay could be minimized by scheduling interviews in the regional locations. It
is recommended to reduce the turnaround time for the recruitment and selection process. It must
be made mandatory for the candidates to take the test, filling up forms etc within the stipulated
time, this will make sure that the candidates do not hold casual attitude and take the recruitment
process more seriously. Additionally it can send across a positive image about the
company. White space in recruitment can be compressed by the use of IT also. Technology
(such as automated or Web-based tracking) is ideal for eliminating unnecessary steps and
reducing delays.
Tie up with more & more consultants from multiple segments
Since the limited placement agencies are sourcing candidates to all This companies, there
often comes the problem of duplication of data. Therefore it is recommended that more and more
consultants should be tied up from multiple segments to attract large pool of new and fresh
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talent.
Know what you're looking for in candidates
It is observed that the candidates sourced by placement agencies and send for further
rounds of interviews are rarely found suitable by the hiring managers. Therefore, in case there is
need to utilize the service of a placement agency, then it is recommended that these placement
agencies be given a well drafted job description and job specification. This can also be circulated
to internal employees under the employee referral scheme. This will help people to get a clearer
picture and provide for most suitable candidates. Thus making efficient utilization of the existing
resources.
Reduce the pre offer formalities
Pre-offer documentation includes filling of a lengthy Blue form which includes all
personal, educational and professional details of candidate. This is very time consuming and
even after taking these details from candidate its not sure that offer will be made or not. This also
becomes frustrating for the candidate sometimes. So, it is recommended that unnecessary details
should not be asked before we make the final offer to the candidate. Blue form should be made
consise.
One size doesnt fits all
An effort must be made to study local condition, education levels. Since applying common
test for all candidates across entire country can overshadow a candidates capabilities. This factor
must be given importance since Indian society is divided on various parameters such as
education, language, infrastructure etc. A test with high level of English and complicated
sentence structure can be a hurdle in areas where language itself is barrier. An option is to have
different tests for different regions.
Blend technology into every aspect of your recruiting and hiring process.
Web-based technology lets you increase hiring speed and quality while reducing costs.
Currently, job boards constitute the biggest use of the Web, offering access to thousands of
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resumes within hours. But the Web can also be a powerful tool for screening and qualifying that
flood of resumes. Companies have begun to use the Web to collect and instantly match data on
candidate skills, motivations, and experiences against job criteria. Other uses of Web-based
technology include online interviewing, candidate assessment and testing, applicant self-
scheduling, and tracking. Work the Web wisely and you save time for recruiters and hiring
managers and nab top candidates before your competitors can.
It is recommended that apart from the person-job fit, method must be devised to check for
person-organization fit. A person-organization helps to assess how well a candidate is suited the
organization. Whether the attitude he/she carries will promote both organizational as well
personal goals. This takes a great importance especially when attrition is high. It will help the
organization to retain its employees for a longer period of time and less burden on recruitmentstaff.
Build and manage your candidate pool as a precious resource:
A "candidate pool" is a group of individuals who have shown interest in working for your
company and are qualified for and ready to fill certain positions. Rather than undertaking the
time-consuming process of filling one job at a time, you draw on the candidate pool and fill jobs
as they become available. How do you keep a pool active? Some companies send theirnewsletters to pool candidates, give them product coupons, and keep in touch through e-mail.
Pool management is not easy in a tight labor market --good candidates often go elsewhere. But
many organizations, especially those with a reputation as a great place to work, are able to fill
positions quickly using the pool concept.
Create winning impression even on those who are not selected
Its very important to create a favorable impression of your organization on all those who
come for interview. Those who are not selected in the first round of personal interview should
also carry this impression that they have missed the opportunity to work in a great company. For
this, there must a proper coordination of the interview of the candidate and greater degree of
professionalism. A candidate when invited for a interview must be attended as soon as possible
and should be made to wait for hours together. Interviews conducted on a scheduled time leave a
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good impression on the candidate. Even if he is not selected, a good impression about the will
make him recommend the name to his people.
CONCLUSION
This is confronted with high attrition rate. Therefore it makes recruitment a critical
function in the organization. In order to grow and sustain in the competitive environment it is
important for an organization to continuously develop and bring out innovations in all it
activities. It is only when organization is recognized for its quality that it can build a stability
with its customers. Thus an organization must be able to stand out in the crowd.
The first step in this direction is to ensure competitive people come in the organization.
Therefore recruitment in this regard becomes an important function. The organization must
constantly improvise in its recruitment process so that it is able to attract best in the industry in
order to serve the best. Thus the organization must look out for methods that can enable it to
adopt best recruitment practices.
LEARNINGS
Every endeavor undertaken to accomplish challenging goals, can only be successful under the
experienced and encouraging guidance. I am privileged to have undergone training at iLacs
technologies. As learning never stops, my learning at iLacs has come from a lot of exposure, on
the job training and close interaction with the corporate. In brief my learning and achievements
can be summarized as follows
Understanding of person and profile fit.
Convince people about the job profile and to sell the job to the prospective
candidate;
Following up with the candidates during the entire selection process;
Learned to convince candidates about the offer rolled out and making them accept
the offer through effective communication;
Learning about salary fitments.
Communicating with the corporate;
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Performance appraisals, its various types, implications and significance;
Handling queries received from various quarters;
Managing HR department in the absence of HR manager;
Reply to official mails;
Prioritize issues according to their importance;
Field work exposure to tap candidates that further strengthened the learning.