SUMMER TRAINING REPORT SUBMITTED TOWARDS THE PARTIAL

FULFILLMENT OF BACHELOR OF BUSINESS ADMINISTRATION DEGREE

Summer Training Project Report

RECRUITMENT AND SELECTION PROCESS OF
MBPPL

Submitted By
Name:Mehak Ahluwalia
Class:BBA(Gen),Sem-V
Enrollment No:0662061708
Batch:2008-2011

INTERNAL GUIDE INTERNAL GUIDE

Name: Name:
Designation: Designation:

Trinity Institute of Professional Studies

Affiliated To Guru Gobind Singh Indraprastha University
TABLE OF CONTENTS

1) Acknowledgement
2) Certificate
3) Declaration
4) Executive Summary
5) Industry profile
i. History
ii. Competitors
iii. Growth Analysis
iv. SWOT Analysis
6) Company’s Profile
I. History
II. Vision and Mission
III. Financial Overview
7) Recruitment
i. Meaning
ii. Definition
iii. Need
iv. Purpose & Importance
8) Difference between recruitment and selection
9) Recruitment process of Moser Baer
10) Selection process of Moser Baer
11) Research methodology
i. Objectives
ii. Basis of methodology
iii. Type of methodology used
12) Findings
13) Suggestions & Recommendations
14) Conclusion
15) References
16) Bibliography
17) Questionnaire
ACKNOWLEDGEMENT

It is in particular that I am acknowledging my sincere feeling towards my mentors

who graciously gave me their time and expertise.

They have provided me with the valuable guidance, sustained efforts and friendly
approach. It would have been difficult to achieve the results in such a short span
of time without their help.

I deem it my duty to record my gratitude towards the project guide

_____________ who devoted his/her precious time to interact, guide and gave me
the right approach to accomplish the task and also helped me to enhance my
knowledge and understanding of the project.

___________
CERTIFICATE

TO WHOM SO EVER IT MAY CONCERN

This is to certify that the project work title “Recruitment and Selection Process”
made by _____________________ is an authentic work carried out by her under
my guidance and supervision in _________________________________.

The report submitted has been found satisfactory for the partial fulfillment of the
degree of _______________.
DECLARATION

I here by declare that the following documented project report titled “Recruitment
& Selection” is an original and authentic work done by me for the partial
fulfillment of Bachelors of Business Administration degree program at
MoserBaer,Delhi.

I here by certify that all the Endeavour put in the fulfillment of the task are
genuine and original to the best of my knowledge.
EXECUTIVE SUMMARY

Today, in every organization personnel planning as an activity is necessary. It is

an important part of an organization. Human Resource Planning is a vital
ingredient for the success of the organization in the long run. There are certain
ways that are to be followed by every organization, which ensures that it has right
number and kind of people, at the right place and right time, so that organization
can achieve its planned objective.

The objectives of Human Resource Department are Human Resource

Planning, Recruitment and Selection, Training and Development, Career
planning, Transfer and Promotion, Risk Management, Performance Appraisal and
so on. Each objective needs special attention and proper planning and
implementation.

For every organization it is important to have a right person on a right job.

Recruitment and Selection plays a vital role in this situation. Shortage of skills
and the use of new technology are putting considerable pressure on how
employers go about Recruiting and Selecting staff. It is recommended to carry out
a strategic analysis of Recruitment and Selection procedure.

With reference to this context, this project is been prepared to put a light on
Recruitment and Selection process. This project includes Meaning and Definition
of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of
Recruitment Process, Recruitment Tips. Sources of Recruitment through which an
Organization gets suitable application. Scientific Recruitment and Selection,
which an Organization should follow for, right manpower. Job Analysis, which
gives an idea about the requirement of the job. Next is Selection process, which
includes steps of Selection, Types of Test, Types of Interview, Common Interview
Problems and their Solutions. Approaches to Selection, Scientific Selection
Policy, Selection in India and problems.

Recruitment and Selection are simultaneous process and are incomplete without
each other. They are important components of the organization and are different
from each other. Since all the aspect needs practical example and explanation this
project includes Recruitment and selection Process of Moser Baer.
INDUSTRY PROFILE
The Indian Information Technology industry accounts for a 5.19% of the
country's GDP and export earnings as of 2009, while providing employment to a
significant number of its tertiary sector workforce. More than 2.3 million people
are employed in the sector either directly or indirectly, making it one of the
biggest job creators in India and a mainstay of the national economy. In March
2009, annual revenues from outsourcing operations in India amounted to US$50
billion and this is expected to increase to US$225 billion by 2020. The most
prominent IT hub is IT capital Bangalore. The other emerging destinations
are Chennai, Hyderabad, Mumbai, Pune, Bhubaneswar, NCR, Jaipur andKolkata.
Technically proficient immigrants from India sought jobs in the western world
from the 1950s onwards as India's education system produced more engineers
than its industry could absorb. India's growing stature in the information age
enabled it to form close ties with both the United States of America and
the European Union. However, the recent global financial crises has deeply
impacted the Indian IT companies as well as global companies. As a result hiring
has dropped sharply and employees are looking at different sectors like the
financial service, telecommunications, and manufacturing industries, which have
been growing phenomenally over the last few years.
India's IT Services industry was born in Mumbai in 1967 with the establishment
of Tata Group in partnership with Burroughs. The first software export
zone SEEPZ was set up here way back in 1973, the old avatar of the modern day
IT park. More than 80 percent of the country's software exports happened out
of SEEPZ, Mumbai in 80s.
Each year India produces roughly 500,000 engineers in the country, out of them
only 25% to 30% possessed both technical competency and English
language skills, although 12% of India's population can speak in English. India
developed a number of outsourcing companies specializing in customer support
via Internet or telephone connections. By 2009, India also has a total of
37,160,000 telephone lines in use, a total of 506,040,000 mobile
phone connections, a total of 81,000,000 Internet users—comprising 7.0% of the
country's population, and 7,570,000 people in the country have access
to broadband Internet— making it the 12th largest country in the world in terms
of broadband Internet users.Total fixed-line and wireless subscribers reached
543.20 million as of November, 2009 .
HISTORY

The Indian Government acquired the EVS EM computers from the Soviet Union,
which were used in large companies and research laboratories. In 1968 Tata
Consultancy Services—established in SEEPZ, Mumbai by the Tata Group—were
the country's largest software producers during the 1960s. As an outcome of the
various policies of Jawaharlal Nehru (office: 15 August 1947 – 27 May 1964) the
economically beleaguered country was able to build a large scientific workforce,
second in numbers only to that of the United States of America and the Soviet
Union. On 18 August 1951 the minister of education Maulana Abul Kalam Azad,
inaugurated the Indian Institute of Technology at Kharagpur in West Bengal.
Possibly modeled after the Massachusetts Institute of Technology these
institutions were conceived by a 22 member committee of scholars and
entrepreneurs under the chairmanship of N. R. Sarkar.

Relaxed immigration laws in the United States of America (1965) attracted a

number of skilled Indian professionals aiming for research. By 1960 as many as
10,000 Indians were estimated to have settled in the US. Kapur (2006)By the
1980s a number of engineers from India were seeking employment in other
countries. In response, the Indian companies realigned wages to retain their
experienced staff. In theEncyclopedia of India, Kamdar (2006) reports on the role
of Indian immigrants (1980 - early 1990s) in promoting technology-driven
growth.

The National Informatics Centre was established in March 1975. The inception of
The Computer Maintenance Company (CMC) followed in October
1976. Between 1977-1980 the country's Information Technology companies Tata
Infotech, Patni Computer Systems and Wipro had become visible. The 'microchip
revolution' of the 1980s had convinced both Indira Gandhi and her
successor Rajiv Gandhi that electronics and telecommunications were vital to
India's growth and development. MTNL underwent technological improvements.
Between 1986-1987, the Indian government embarked upon the creation of three
wide-area computer networking schemes: INDONET (intended to serve the IBM
mainframes in India), NICNET (the network for India's National Informatics
Centre), and the academic research oriented Education and Research Network
(ERNET).
COMPETITORS
CMC
Redington
HCL Info
Spice Mobility
Smartlink Net
Compuage Info
EuroMult
TVS Electronics

GROWTH ANALYSIS

India is now one of the biggest IT capitals in the modern world.

The economic effect of the technologically inclined services sector in India—

accounting for 40% of the country's GDP and 30% of export earnings as of 2006,
while employing only 25% of its workforce.

Today, Bangalore is known as the Silicon Valley of India and contributes 33% of
Indian IT Exports. India's second and third largest software companies are head-
quartered in Bangalore, as are many of the global SEI-CMM Level 5 Companies.
And Mumbai too has its share of IT companies that are India's first and largest,
like TCS and well established like Reliance, Patni, LnT Infotech, i-Flex, WNS,
Shine, Naukri, Jobspert etc are head-quartered in Mumbai. and these IT and dot
com companies are ruling the roost of Mumbai's relatively high octane industry
of Information Technology.
Such is the growth in investment and outsourcing, it was revealed that Cap
Gemini will soon have more staff in India than it does in its home market of
France with 21,000 personnel+ in India
SWOT ANALYSIS

STRENGTH

 Welfare maximization
 Trust of public & society
 Monopolies from certain sectors
 Large capital availability

WEAKNESS
 Lack of professional management, being subjected to political interference
 Over-capitalization
 Large overheads, mainly due to overstaffing
 No autonomy
 Low emphasis on cost minimization
 Resistance or delays in implementation of technical innovation

OPPORTUNITIES

 Disinvestment to certain extent

 Listing on stock exchange
 Expansion in domestic as well as international market
 Marketing innovations
 Building good image
 Implementation of new technology

THREATS

 Competition from private players

 Globalization
 Disinvestment
 Increasing consumer flow towards private companies
 Trade unions
Company’s Profile

History

Moser Baer India was founded in New Delhi in 1983 as a Time Recorder unit in
technical collaboration with Maruzen Corporation, Japan and Moser Baer
Sumiswald, Switzerland.

In 1988, Moser Baer India moved into the data storage industry by commencing
manufacturing of 5.25-inch Floppy Diskettes. By 1993, it graduated to
manufacturing 3.5-inch Micro Floppy Diskettes (MFD).

In 1999, Moser Baer India set up a 150-million unit capacity plant to manufacture
Recordable Compact Disks (CD-Rs) and Recordable Digital Versatile Disks
(DVD-Rs). The strategy for the optical media project was identical to what had
successfully been implemented in the diskette business - creating a facility that
matched global standards in terms of size, technology, quality, product flexibility
and process integration. The company is today the only large Indian manufacturer
of magnetic and optical media data storage products, exporting approximately 85
percent of its production.

Since inception, Moser Baer has always endeavored to create its space in the
international market. Aiding the company in its efforts has been a carefully-
planned and sustainable business model - low costs, high margins, high profits,
reinvestment and capacity growth. Along the way, deep relationships have been
forged with leading OEMs, with the result that today there are hardly any global
technology brands in the optical media segment that Moser Baer is not associated
with.
Vision and Mission
Vision
"Touching every life across the globe through high technology products and
services"

Mission
We will drive growth through our excellence in mass manufacturing.
We will move up the value chain through rapid development of technology, products
and services.
We will leverage our relationships, distribution, cost leadership and "can do" attitude
to become a global market leader in every business.

Values

Teamwork
Thinking and working together across functional silos, hierarchies, businesses and
geographies. Cooperating and supporting each other towards common goals.

Integrity
Consistently behaving and taking decisions in an ethical, trustworthy and fair
manner in all spheres of life.

Passion
Missionary zeal coming out of one's heart to drive to the goal which gives one a
feeling of "do it with pride" and "love to be there". A feeling that encourages one
to dream & realise the dreams. Self commitment to give more than 100% & create
value.

Speed
Meeting and exceeding customer's expressed or implied expectations by a "do it"
attitude and by doing right, first time, on time and every time.
Board Of Directors
The difference between a good company and a great one lies in its core
management team. Moser Baer's Board is a classic example of just how a group
of thought leaders, visionaries, evangelists and technocrats can come together to
galvanize a company to achieve excellence - and that too on a global scale. Meet
the people who provide the inspiration and guidance to make it all happen for
MoserBaer.

Deepak Puri
Managing Director

Ratul Puri Nita Puri

Executive Director Whole time Director

source:www.moserbaer.com
 FINANCIAL OVERVIEW

New Delhi, August 12, 2010: Moser Baer India Limited (MBIL) today released its
financial results for the first quarter of FY 2010-11. The company Board of
Directors, at its meeting in New Delhi, approved the financial results for the
quarter ended June 30, 2010.

Highlights include:

 Quarter performance impacted due to one time non recurring operating

factors to the tune of Rs 76 Crores
 PV business order book surges beyond Rs 1200 crores mark substantial
business visibility for the next 2 -3 years
 Moser Baer emerges as the largest multi-technology PV player in India
Crystalline Silicon (c-Si) and Thin Film PV plants operating at full
capacity
 100 MW of c-Si cell and module expansion to be operational by year end
 EPC business emerges as the leading player in the Indian solar market,
gearing to execute projects totalling 200 MW in the next 12 months
 Blu Ray disc achieves significant global traction, shipments grew 10 times
YoY

Commenting on the company growth strategy, Deepak Puri, Chairman &

Managing Director, MBIL, said We are at the threshold of the renewable
energy revolution. It will completely transform our economic and social systems.
Our strategy is to leverage our global expertise and capabilities to capture around
35 % of the domestic demand emanating out of the National Solar Mission. He
added:The National Solar Mission will help accelerate our process to emerge as
India first Giga Watt player.

INTRODUCTION
 Recruitment and Selection

Recruitment and selection are two of the most important functions of

personnel management. Recruitment precedes selection and helps in selecting a
right candidate.

Recruitment is a process to discover the sources of manpower to meet the

requirement of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of
efficient personnel.
Staffing is one basic function of management. All managers have responsibility of
staffing function by selecting the chief executive and even the foremen and
supervisors have a staffing responsibility when they select the rank and file
workers. However, the personnel manager and his personnel department is mainly
concerned with the staffing function.

Every organization needs to look after recruitment and selection in the initial
period and thereafter as and when additional manpower is required due to
expansion and development of business activities.

‘Right person for the right job’ is the basic principle in recruitment and
selection. Ever organization should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally important
and essential for the orderly working of an enterprise. Every business
organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable
candidates are essential. Human resource management in an organization will not
be possible if unsuitable persons are selected and employment in a business unit.

MEANING OF RECRUITMENT
 source:www.googleimage.com

Recruitment means to estimate the available vacancies and to make suitable

arrangements for their selection and appointment. Recruitment is understood as
the process of searching for and obtaining applicants for the jobs, from among
whom the right people can be selected.

A formal definition states, “It is the process of finding and attracting

capable applicants for the employment. The process begins when new recruits are
sought and ends when their applicants are submitted. The result is a pool of
applicants from which new employees are selected”. In this, the available
vacancies are given wide publicity and suitable candidates are encouraged to
submit applications so as to have a pool of eligible candidates for scientific
selection.

In recruitment, information is collected from interested candidates. For this

different source such as newspaper advertisement, employment exchanges,
internal promotion, etc. are used.

In the recruitment, a pool of eligible and interested candidates is created for

selection of most suitable candidates. Recruitment represents the first contact that
a company makes with potential employees

According to EDWIN FLIPPO , “Recruitment is the process of

searching for prospective employees and stimulating them

to apply for jobs in the organization.”
Need for Recruitment

The need for recruitment may be due to the following reasons / situation:
a). Vacancies due to promotions, transfer, retirement, termination, permanent
disability, death and labour turnover.
b). Creation of new vacancies due to the growth, expansion and diversification of
business activities of an enterprise. In addition, new vacancies are possible
due to job specification.

Purpose and Importance of Recruitment

 Determine the present and future requirements of the organization on

conjunction with its personnel-planning and job analysis activities.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of the selection process by reducing the number
of visibly under qualified or overqualified job applicants.

 Help reduce the probability that job applicants, once recruited and selected,
will leave the organization only after a short period of time.

 Meet the organization’s legal and social obligations regarding the composition
of its work force.

 Begin identifying and preparing potential job applicants who will be

appropriate candidates.

 Increase organizational and individual effectiveness in the short term and long
term.

 Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.

Recruitment is a positive function in which publicity is given to the jobs

available in the organization and interested candidates are encouraged to submit
applications for the purpose of selection.
 Recruitment represents the first contact that a company makes with potential
employees. It is through recruitment that many individuals will come to know a
company, and eventually decided whether they wish to work for it. A well-
planned and well-managed recruiting effort will result in high quality applicants,
whereas, a haphazard and piecemeal efforts will result in mediocre ones.

Difference (Recruitment and Selection)

1.) Recruitment is the process of searching for prospective candidates and
motivating them to apply for job in the organisation
Whereas, selection is a process of choosing most suitable candidates out of those,
who are interested and also qualified for job.

2.) In the recruitment process, vacancies available are finalized, publicity is given
to them and applications are collected from interested candidates.
In the selection process, available applications are scrutinized. Tests, interview
and medical examination are conducted in order to select most suitable
candidates.

3.) In recruitment the purpose is to attract maximum numbers of suitable and

interested candidates through applications.
In selection process the purpose is that the best candidate out of those qualified
and interested in the appointment.

4.) Recruitment is prior to selection. It creates proper base for actual selection.
Selection is next to recruitment. It is out of candidates’ available/interested.

5.) Recruitment is the positive function in which interested candidates are

encouraged to submit application.
Selection is a negative function in which unsuitable candidates are eliminated and
the best one is selected.

6.) Recruitment is the short process. In recruitment publicity is given to vacancies

and applications are collected from different sources
Selection is a lengthy process. It involves scrutiny of applications, giving tests,
arranging interviews and medical examination.

7.) In recruitment services of expert is not required

Whereas in selection, services of expert is required

8.) Recruitment is not costly. Expenditure is required mainly for advertising the
posts.
Selection is a costly activity, as expenditure is needed for testing candidates and
conduct of interviews.
RECRUITMENT PROCESS OF MBPPL

Objectives:

 To streamline the Recruitment Process,

 To ensure that we always hire the RIGHT people at RIGHT role at RIGHT
time, and
 Also to thrive a strong Employer Branding to attract the best talents available
in the Industry.

MBPPL is a growing company & hence is expected to continue recruiting on a

large scale. It is necessary that recruitment process is streamlined & adhered to.
Therefore the following guidelines on recruitment process are made:

Guidelines:

 It shall be necessary that manpower requisition form as per the attached

annexure is properly authorized & forwarded to respective HR Department.
 Recruitment process to be followed by HR is attached here with.

Scope:

Covers all the vacant positions across the functions, levels & hierarchy.
To enable HR to initiate the hiring process at any point of time during the year,
the respective HOD / functional / Regional heads need to follow the below-
mentioned steps –
 Fill-up a ‘Manpower Requisition Form (MRF)’ (Refer Annexure I)
 Get the MRF approved by the concerned approving authorities (as per the
Recruitment Approval matrix shown below), and
 Forward the approved MRF to HR.

Recruitment Quality Norm:

In today’s knowledge driven business scenario, People are perceived as the most
valuable assets of an organization and the optimum utilization of the skill,
knowledge, attitude, they posses, are directly instrumental to the growth of any
organization.
Therefore, while recruiting a candidate for any role, position, level, function, it
should always be ensured that there is no compromise in the quality of people, we
hire.
Besides checking the presence of role -specific key competencies & the
behavioral attributes required to perform a job, few basic eligibility criteria should
be considered, even before a candidate is called for the Initial rounds of
Interviews -

 Academic Qualification: Minimum Graduate (Recognized university) for all

positions in CS–1 to CS–7, and there should not be any unjustified gaps in
education.
 Psychometric / General Intelligence test: All the short-listed candidates should
be run through a Psychometric / General Intelligence test and candidates
qualifying this test, would be eligible for the next rounds of tests / interviews.
 Reference check: Reference check is MUST for all recruitments across the
country and HR should always ensure that Reference check is done before
extending the offer to a selected candidate.

a).Candidates selected after rounds of tests/Interviews would be asked to provide

the names & contact details of at least 3 persons as his/her Professional
References, and
b).HR would contact these references and the comments & remarks of the
referees would be documented and preserved for future records.
c).HR in some of the critical cases may also carry out an Independent Reference
Check through the respective Placement consultants (who had sourced the CV of
the concerned candidate),who would check with at least 2 referees (one each from
2 different organizations) whom the concerned candidate had worked with in the
past.
 RECRUITMENT PROCESS OF MOSER BAER

Manpower projections by Departmental Heads

Approval from CEO / PRESIDENT /PROJECT HEAD/HEAD HR

Manpower requirement forward to HR

Compilation of manpower Sources by HRD

INTERNAL EXTERNAL

Consultant Advertisement & Web

Promotions/transfers Employee Referral Portals

Forward the resumes to the

HR- Screens the resumes Interview Panels

Short listed by the panel members

Interview by the Panels

Selected candidates – HR round

Fig-1
1. Manpower projections by departmental Heads:

Offer letter issued Reference check

 source:www.googleimage.com

In the very first step of recruitment process, the requirement of number of

employees needed is ascertained. It can be done with the help of various
departments as each department searches the positions lying vacant so that it can
be seeked overall how many people are yet to be engaged and into which
departments, so accordingly the recruitment process for filling up the vacant posts
starts.

2. Approval from CEO/President/Project Head/HR Head:

Head of the department will forward their manpower requirement in prescribed

‘Requisition Form’ to the HR Department through the CEO/ President /Project
Head competent to sanction creation of posts indicating therein the last date by
which placement of personnel is desired for different posts keeping in view the
normal lead time for recruitment.
The requirement will be examined with reference to the sanctioned manpower.
HR Department will decide on the post to be filled after considering Job Rotation,
redeployment of surplus staff and Trainees.
 MANPOWER REQUSITION FORM
Date of Requisition (Please fill the date below):

Position to be Position reports

Requisitioning Dept: Recruited: to: Location:

Experience Required Age group( In No. of

Qualification: (In Yrs): Yrs): Vacancy (‘s):
Basic Level Technical Level

Special skills ( If Any Required):

Brief Job Description(Please Attach the JD Separately):

New / Additional Requirement Replacement

Is this Position: YES NO YES NO

In case of Replacement, then Replacement Against:

Name of the Employee (Resigned / Designation of the employee (Resigned /
Terminated): Terminated): Date of Leaving:

In case of New / Addition Requirement, please give justification (Please attach

process flow chart / organizational structure Separately):

Authorized Signatory’s:
Request Approved By (MD,
Request Proposed By ED, CE, CEO, COO, CFO, Authorized
Particulars: (Hiring Manager): CTO, HOD) Signatory from HR
:Name

Designation:

Signature:
Date:

For HR Department Use Only:

Indicated
Name of the Person Designation Date Of Actual Date
Hired Offered Grade Date of Offer Joining of Joining
3. Manpower requirement forward to HR:

After ascertaining the needs of manpower and getting it approved from the higher
authorities, then after this the approved vacant positions are then forward to HR
department so that the right person at the right vacant place can be placed
efficiently and effectively.

4. Compilation of Manpower source by HRD:

When the Human Resource Department gets the responsibility to fill the vacant
positions then they search out various sources from where efficient people can be
hired accordingly to the job requirements. There can be number of people
interested to be placed at the position but to choose the most suitable and efficient
among various sources is the most challenging task.

5. Sources of recruitment:

There are many sources from where employees can be hired. Further it can be
broadly categorized into internal and external sources:-

(I) Internal Recruitment – Internal recruitment seeks applicants for positions

from within the company.

As a conscious focus of the organization to nurture high potential talents by

providing them suitable career growth opportunities within the organization,
efforts would always be made to fill in specific vacancies from it’s existing human
resource pool.
The entire process would be done through Internal Job Posting (IJP) and
communication including the job profile, candidate profile, eligibility (who can
apply), application deadline etc. would be made available by HR.
Employees possessing necessary skills, knowledge, experience matching with
those required for the job may apply through the appropriate communication
channels as prescribed in the IJP.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
individual’s performance is readily available, is cheaper than going outside to
recruit, those chosen internally are familiar with the organization thus reducing
the orientation time and energy and also acts as a training device for developing
middle-level and top-level managers. However, promotions restrict the field of
selection preventing fresh blood & ideas from entering the organization. It also
leads to inbreeding in the organization. Transfers are also important in providing
employees with a broad-based view of the organization, necessary for future
promotions.

 Employee referrals-
Employees can develop good prospects for their families and friends by
acquainting them with the advantages of a job with the company, furnishing them
with introduction and encouraging them to apply. This is a very effective means as
many qualified people can be reached at a very low cost to the company. The
other advantages are that the employees would bring only those referrals that they
feel would be able to fit in the organization based on their own experience. The
organization can be assured of the reliability and the character of the referrals. In
this way, the organization can also fulfill social obligations and create goodwill.

Employees can also refer their relative’s name whom so ever they find suitable as
related to the job requirement. This is done with a view of achieving the following
objective of MBPPL.

As MBPPL is in the project stage at present & are doing lot of recruitments. It is
possible that relatives of existing employees may be/are applicants for
employment in MBI. Therefore it is desirable to state company’s policy on
recruitment of relatives.

o Recruitment in MBI is strictly on merit & suitability of applicant for the

position.
o However it is expected that an employee whose relative is called to appear in
the selection process shall make a declaration in writing to HR dept.
o If the employee’s relative is a candidate then the employee shall not be a part
of the selection process & if selected as far as possible, placement under
his/her supervision or dept shall be avoided. In exceptional cases this need to
be approved by HR.
o Any attempt/effort to influence the selection process in any manner shall be
viewed seriously & treated as misdemeanor.
 (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

 Advertisements :-
It is a popular method of seeking recruits, as many recruiters prefer
advertisements because of their wide reach. Want ads describe the job benefits,
identify the employer and tell those interested how to apply. Newspaper is the
most common medium but for highly specialized recruits, advertisements may be
placed in professional or business journals.
Advertisements must contain proper information like the job content, working
conditions, location of job, compensation including fringe benefits, job
specifications, growth aspects, etc. The advertisement has to sell the idea that the
company and job are perfect for the candidate. Recruitment advertisements can
also serve as corporate advertisements to build company’ image. It also cost
effective.

 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.

 Employment Exchanges:-
Employment Exchanges have been set up all over the country in deference to the
provision of the Employment Exchanges (Compulsory Notification of Vacancies)
Act, 1959. The Act applies to all industrial establishments having 25 workers or
more each. The Act requires all the industrial establishments to notify the
vacancies before they are filled. The major functions of the exchanges are to
increase the pool of possible applicants and to do the preliminary screening. Thus,
employment exchanges act as a link between the employers and the prospective
employees. These offices are particularly useful to in recruiting blue-collar, white
collar and technical workers.
6. HR- Screens the resumes

source:www.googleimage.com
Effective resume screening is an important step in the hiring process. The role in
this process is to find those potential employees whose skills and experience look
good on paper and should be contacted for an interview. But to know exactly what
one is looking for, in a resume is confusing and difficult task.

Effective Resume Screening

After carefully reading each resume, it’s always a good idea to sort it according to
its suitability in proceeding on to the next level:
1. Looks good on paper - let’s call to set up an interview!
2. Not sure - hold on for now; might consider at a later time
3. Not what we’re looking for

Sorting resumes in this way will help simplify and speed-up the recruitment
process by allowing you to select only those individuals for an interview who
have the knowledge, skills and experience you’re most looking for. During this
step, you should also make note of any information provided on the resume that
requires clarification or follow-up at the interview stage.

7. Forward the resumes to the Interview Panels:

All CVs received against a specific requirement will be processed by HR and
short listed after which they are forwarded to the respective Functional Head for
scrutiny with a view to selecting for interview. Only those candidates are
considered who are suitable in terms of qualification, experience, nature and
quality of technical knowledge, professional expertise required for each specific
post.
On completion of the screening by the concerned department, the Head of the
Department will forward to the HR a list of candidates considered eligible for
test/interview, spelling out clearly the criteria adopted for screening and the basis
of rejection of application in each case.
After the applications are finally screened, HR department will prepare a final list
of eligible candidates indicating levels for which the candidate should be called
for interview after aligning with respective Functional Head / Project Head /
President for interview.

8. Short listed by the panel members:

The shortlist should be:
 completed as soon as possible after the closing date;

 based on the agreed selection criteria;

 confidential;
 achieved through consensus.
Short listing should be done on the basis of the agreed selection criteria which
will have been based on the person specification and job description. Short listing
decisions must be objective and based on factual information. The short listing
panel must be aware of the need to avoid any unlawful or unfair direct or indirect
discrimination and guard against making assumptions about the skills or abilities
of particularly groups based on sex, race, age or any other discriminatory factors.
Panels should note that where there are sufficient suitable candidates from the
European Economic Area it is entirely lawful to exclude candidates requiring
work permits from the shortlist. It is also lawful to priorities University staff
seeking redeployment who are ‘at risk’ over other candidates.
Short-listing decisions should ideally be made at a short listing meeting attended
by the full selection panel. As a minimum two people from the panel must be
involved in making short listing decisions. Other than the initial consideration of
redeployees on the Talent Register short listing cannot be completed until after the
closing date. If late applications are received it is at the discretion of the recruiter
whether to accept them or not, but if there is more than one late application for a
vacancy all must be treated consistently. Late applications from staff at risk of
redundancy should be considered wherever possible.
A candidate’s disability can never be a reason for excluding them from a short-list
if through a reasonable adjustment or adaptation they could perform the role. HR
team will be able to provide advice in relation to funding which may be available
for aids to help the individual in employment (e.g. adapted computers or special
chairs) or adaptations which may be required to premises.
Where two candidates have applied for a vacancy on a job share basis, their
applications should be considered in relation to the criteria for the post, in the
same way as other applicants. Both candidates should be considered jointly and
both should meet the requirements for the post if they are to be short-listed.
All candidates must be notified regarding the outcome of their application as soon
as is practicable, with successful candidates being invited for interview.
Candidates not short listed should be written to, notifying them of the decision
and thanking them for their application.

9. Interview by the panels:

The next step is conducting a productive interview. Interview process

requires few very essential features written below which should be
kept in mind:

Introduce yourself- Greeting candidates courteously shows respect for them and
will help put them at ease. Tell them something about yourself and the company.
This is the first impression the candidate will make of, so present a tidy office and
turn off your cell phone.
Set the stage-Set the tone by telling the applicant what to expect for the next half
hour or so. Remember, the person taking interview is also being observed.
Interviewer behavior will set the tone for the interview. If one come across as
being too casual, an applicant may take the interview less seriously. But being too
serious will likely make the candidate more nervous. In either case, the main
motive is to bring out the best in the individual. How one conduct himself during
the interview must also reflect the image and values of your business.
Review the job-Spell out what the position involves in more detail than was
outlined in the job posting, so candidates can make sure the job is right for them.
Let them know what the core duties and responsibilities will be, and any working
conditions that may affect them. Say whether the position is permanent or
temporary, or on contract.
Start with generalized questions-Begin by asking a few questions about a
candidate's background and interest in the position. Get candidates to tell you
about how they see themselves in relation to the job and what they can contribute.
Review the applicant’s resume-Ask candidates about specific positions on
their resume that relate to the position you are hiring for. Ask them about job
details, responsibilities, what they accomplished, pressures they encountered. Ask
about any inconsistencies or gaps in employment or education, as there may be a
simple explanation. Ask about the candidate's reasons for leaving a past or
current job.
Ask some consistent questions-Use a specific set of questions for all applicants.
This will help to compare candidates and find the one whose skills and abilities
most closely match what one is looking for.
Vary your questions- It’s important that you ask questions on skills specifically
related to the duties and responsibilities of the position. This will help to uncover
candidates' strengths and weaknesses. Don’t forget that open-ended questions are
best during interviews, such as "What was the most difficult challenge of your last
job?"
Give candidates a chance to ask questions-Confidently answering any question
thrown at you means knowing all aspects of the position and being able to clarify
your expectations, in addition to listing the benefits of working for your business.
Applicants should be given the chance both to answer your questions and to ask
questions of their own to determine if the job and the company are right for them.
Their questions can help you assess whether candidates have adequately prepared
for the interview and are genuinely interested in the job. An effective strategy is
the 80/20 rule: You do 80 per cent of the listening and 20 per cent of the talking.

10. Selected Candidates- HR round:

After the interview is conducted the decision regarding the candidate’s further
step towards the process of recruitment is taken.

11. Reference Checking

Conducting reference checks is one of the most important steps in the selection
process. Since past performance is often the best indicator of future performance,
references allow you to talk to past supervisors in order to determine if the
applicant being considered is suited for the role.
Reference checking allows you to ensure that you are finding the most qualified
person who is also a good match for the position. By conducting reference checks,
you can avoid costs associated with failed probation periods and poor
performance, which can impact your guests or clients and damage your image or
reputation.

Why perform reference checks?

These checks help you confirm information on the candidate's application form
and resumes. You will also gain greater insights into the candidate's skills,
knowledge and abilities from someone who has actually observed the candidate
perform.
It is important that during the interview process, you obtain consent from the
applicant to contact their references and ask employment-related questions. A
common mistake managers often make is asking candidates to choose their
references. Instead, you should tell the candidates that you wish to speak to the
people who actually supervised them. It is good practice to speak to two or three
work-related references. If the candidates’ current employers do not know they
are seeking work elsewhere, then go to the previous employers.
Before making the calls, it is good practice to make a list of questions so that you
are asking the same set of questions, giving you a consistent frame on which to
base your decisions. All questions should be job-related and legal. You cannot ask
questions during a reference check that you are prohibited from asking during an
interview.
12. Job offer

Job offer letters start the employment relationship off on a positive note. Say as
much as you can about the job and its responsibilities, but make sure to avoid
promising more than you can deliver. Keep the tone direct and positive. Let the
candidate know that they were chosen specifically and that you recognize the
skills and experience they bring to your company. All this encourages new
employees to feel confident, not only of their decision to have accepted your job
offer, but in their ability to perform the job itself.
Job offer letters also serve as the legal basis for employment. Before you send the
job offer letter to the chosen candidate, make sure that you can stand behind its
contents. Check with colleagues or consult a lawyer if you have questions. The
letter is, after all, legally binding. You should be fully satisfied that the terms and
conditions you have spelled out for the new employee are exactly what they
should be.
Facts to include in a job offer letter:

1. Salary: State the starting salary, frequency of payment and method of payment,
such as by cheque or direct deposit. If your company offers performance bonuses
or stock options, state these clearly and in full

2. Benefits: Briefly describe the benefits coverage provided by your company

such as dental, health and/or other types of insurance. Note that benefits
information will be communicated in further detail upon orientation of the new
employee

3. Dates and Times: Be explicit. For instance, state when you want the signed
offer returned, the length of the probationary period (if appropriate), expectations
concerning hours of work per week, and the job start date and time

4. Name Relevant Documents: If your company requires new employees to sign

other documents, such as non-confidentiality or non-compete agreements, attach
them to the offer. Remember to note when you want these returned by too .
SELECTION

source:www.googleimage.com

Selection is defined as the process of differentiating between

applicants in order to identify (and hire) those with a greater
likelihood of success in a job.

Selection is basically picking an applicant from (a pool of applicants)

who has the appropriate qualification and competency to do the job.

The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to
apply for a job.
And
Selection is selecting the right candidate from the pool of applicants.
 SELECTION PROCESS
Selection is along process, commencing from the preliminary interview of the
applicants and ending with the contract of employment.

The following chart gives an idea about selection process: -

HR-Screens the resumes according to the JD from multi-sources

Forward resumes to the interview Panel/Concerned functional

heads

Short listed by the panel member

A general mail specifying the JD sent to short listed candidates

As hydro projects are based at remote locations, initial

interaction is preferred the rough telephone.

Candidates found suitable in this round are called for Personal

Interview at Head Office

AM’s above are sent psychometric test (SQL, Thomas profile

or some one else depending on the position)

Offer
Appointment
Letter Issued
Letter
 Checking of references & background

Selection Decision

Offer letter

Appointment letter

Fig-2
1. Job Discription
Writing job descriptions is an important step in planning your staffing programs. They
form the foundation for many important processes such as job postings, recruitment,
selection, setting expectations, compensation, training and performance management.
Job descriptions should give a brief overview of the role, how it relates to your mission
or vision, a list of key responsibilities, requirements and qualifications.

Job Description and Frame for selection of the Candidate

Part I – Job Identification Section
Level/ Designation A

Department, Division and Location B

Reports to C
Span of control D
[direct reports only]
Organization Chart

Part II – Job Purpose Section

Role Objective

Principal
Accountabilities

Decision
Making
 Minimum /
essential
Qualification
needed
Preferable /
Desirable
Qualification
Minimum Experience Matrix
Total Experience Minimum length of No. of years
required service / area in worked at the
(No. of Years) particular field. desired / required
Profile of Level
Experience

Age Profile

Personal
Qualities
Personality
(Dispositions,
energy Level,
attitude and
carrier
progression

Unacceptable
Traits

Essential Traits

2. Forward the resumes to the Interview Panels:

All CVs received against a specific requirement will be processed by HR and short listed
after which they are forwarded to the respective Functional Head for scrutiny with a view
to selecting for interview. Only those candidates are considered who are suitable in terms
of qualification, experience, nature and quality of technical knowledge, professional
expertise required for each specific post.
On completion of the screening by the concerned department, the Head of the
Department will forward to the HR a list of candidates considered eligible for
test/interview, spelling out clearly the criteria adopted for screening and the basis of
rejection of application in each case.
After the applications are finally screened, HR department will prepare a final list of
eligible candidates indicating levels for which the candidate should be called for
interview after aligning with respective Functional Head / Project Head / President for
interview.

3. Short listed by the panel members:

The shortlist should be:
 completed as soon as possible after the closing date;
 based on the agreed selection criteria;
 confidential;
 achieved through consensus.
Short listing should be done on the basis of the agreed selection criteria which will have
been based on the person specification and job description. Short listing decisions must
be objective and based on factual information. The short listing panel must be aware of
the need to avoid any unlawful or unfair direct or indirect discrimination and guard
against making assumptions about the skills or abilities of particularly groups based on
sex, race, age or any other discriminatory factors.
Panels should note that where there are sufficient suitable candidates from the European
Economic Area it is entirely lawful to exclude candidates requiring work permits from
the shortlist. It is also lawful to priorities University staff seeking redeployment who are
‘at risk’ over other candidates.
Short-listing decisions should ideally be made at a short listing meeting attended by the
full selection panel. As a minimum two people from the panel must be involved in
making short listing decisions. Other than the initial consideration of redeployees on the
Talent Register short listing cannot be completed until after the closing date. If late
applications are received it is at the discretion of the recruiter whether to accept them or
not, but if there is more than one late application for a vacancy all must be treated
consistently. Late applications from staff at risk of redundancy should be considered
wherever possible.
A candidate’s disability can never be a reason for excluding them from a short-list if
through a reasonable adjustment or adaptation they could perform the role. HR team will
be able to provide advice in relation to funding which may be available for aids to help
the individual in employment (e.g. adapted computers or special chairs) or adaptations
which may be required to premises.
Where two candidates have applied for a vacancy on a job share basis, their applications
should be considered in relation to the criteria for the post, in the same way as other
applicants. Both candidates should be considered jointly and both should meet the
requirements for the post if they are to be short-listed.

4. A GENERAL MAIL REGARDING THE JD IS SENT TO THE

SELECTED CANDIDATES

Dear Sir
A job opening at Moser Baer please for the post of CS &Legal Advisor, please go through
the JD--

 Finalization of Business Contracts, MoU and MoA with State Govts.

 Analysis of Hydro Projects based on CERC Tariff Guidelines, Merchant
Sales & Hydro Power Policy
 Preparation of Business Presentations for Management
 Preparation of Information Memorandum and Project Briefs.
 Responsible for Hydro Business Management Reports.
 Interacting with Consultants for Carbon Credit.
 Assisting in Financial and commercial Due Diligence.
 Studying Bid Documents for point of view of Commercial, Financial &
Legal Aspects.
 Finalizing Business Agreements
 Scrutiny of Commercial Contracts.
 Assisting CEO in various Business Documentation and Presentations
 Scanning Statutory, Regulatory, Environmental rules and regulation and
its impacts on Hydro Business.

Waiting for your response.

XYZ
Manager – HR
Moser Baer

5. Preparing for a Telephone Interview

Companies often prefer to conduct telephone (screening) interviews before inviting
candidates to their offices for a face-to-face interview.
This applies particularly:
 When candidates will have to travel a long way
 When there are large numbers of candidates
 When screening by CV is difficult (when for example, personality is more
important than experience or qualification)
 When a large part of the job will involve talking to people on the telephone.

From the telephone interview, objectives should be:

 To obtain enough information to decide if you would like to proceed with the
interview process
 To give just enough information to answer the hiring manager's questions and
persuade them that you are indeed worth interviewing face-to-face
 To 'close' the interview effectively and agree a time, date and place for your face-
to-face interview

Preparation
Preparation for a telephone interview is as important as preparation before any other form
of interview or meeting. The impression you create in the opening moments, and the
manner with which you present yourself will determine whether or not you will be
successful.
Find out as much as you can about the company and the job description. If your
telephone interview has been arranged by a third party, you should receive much of this
information from them. But in any case, do your own researches - company websites are
one of the best sources of information. Find out about the size and structure of the
company, its products and its markets.
Make a note of any questions you would like to ask. Ask about things if they are
important to you, especially if your decision whether to proceed depends upon the
answers (for example: will I have to relocate? (if that is something you don't want to do!).
Otherwise, ask broad questions such as 'What training will be given?', 'What
opportunities are the for advancement?'. Have these questions written down.
Have a notepad and pen ready, along with your diary.
Have your CV at hand. In all probability the hiring manager will have a copy of it too,
so you probably won't be asked to describe your background in detail.
Prepare mentally, or better still in writing, a very brief 'potted history' to answer the
demand 'Tell me about yourself.' Managers ask this not because they want the
information (they already have your CV!), but because they want to listen to you, to find
out how communicative you are, and how you sound.

6. Preparing for the interview

When interviewing job candidates, you want to determine what sort of people they are,
how good their interpersonal skills are, how they might react under stress, whether they
have the skills for the job, and whether they have been honest in their resumes.

Conducting the interview

Now that you are well prepared, you are in a position to conduct a productive interview.
If you are uncertain of your interviewing skills, you can always learn more by contacting
your local chamber of commerce, taking courses at the community college level, or
seeking the assistance of companies like Talent Edge Solutions.

 Introduce yourself. Greeting candidates courteously shows respect for them and
will help put them at ease. Tell them something about yourself and the company.
This is the first impression the candidate will make of you, so present a tidy office
and turn off your cell phone.

 Set the stage. Set the tone by telling the applicant what to expect for the next
half hour or so. Remember, you too are being observed. Your behaviour will set
the tone for the interview. If you come across as being too casual, an applicant
may take the interview less seriously. But being too serious will likely make the
candidate more nervous. In either case, you’re unlikely to bring out the best in the
individual. How you conduct yourself during the interview must also reflect the
image and values of your business.
 Review the job. Spell out what the position involves in more detail than was
outlined in the job posting, so candidates can make sure the job is right for them.
Let them know what the core duties and responsibilities will be, and any working
conditions that may affect them. Say whether the position is permanent or
temporary, or on contract.
 Start with generalized questions. Begin by asking a few questions about a
candidate's background and interest in the position. Get candidates to tell you
about how they see themselves in relation to the job and what they can contribute.
 Review the applicant’s resume. Ask candidates about specific positions on
their resume that relate to the position you are hiring for. Ask them about job
details, responsibilities, what they accomplished, pressures they encountered. Ask
about any inconsistencies or gaps in employment or education, as there may be a
simple explanation. Ask about the candidate's reasons for leaving a past or
current job.
 Ask some consistent questions. Use a specific set of questions for all
applicants. This will help you to compare candidates and find the one whose skills
and abilities most closely match what you’re looking for.
 Vary your questions. It’s important that you ask questions on skills specifically
related to the duties and responsibilities of the position. This will help you
uncover candidates' strengths and weaknesses. Don’t forget that open-ended
questions are best during interviews, such as "What was the most difficult
challenge of your last job?"
  Give candidates a chance to ask questions. Confidently answering any
question thrown at you means knowing all aspects of the position and being able
to clarify your expectations, in addition to listing the benefits of working for your
business. Applicants should be given the chance both to answer your questions
and to ask questions of their own to determine if the job and the company are
right for them. Their questions can help you assess whether candidates have
adequately prepared for the interview and are genuinely interested in the job. An
effective strategy is the 80/20 rule: You do 80 per cent of the listening and 20 per
cent of the talking.

7. Pshycometric Test

Psychometric assessments provide an MOT of what goes on under the human bonnet.
They can show the strengths and limitations within one person or compare one
individual’s performance with that of others.
Psychometric assessments are a way of making hard-headed business decisions. They
will increase your bottom line by decreasing staff turnover, identifying talent and creating
a more efficient and productive organisation.
Psychometric tools look at:

 Abilities: people's capacity to work with numbers, words, diagrams and

systems
 Behaviour: how people are likely to behave. This covers a huge range of
aspects from people's motivations and values to how they react to authority
and their honesty or integrity.
Mix and match these and you get dedicated tools for areas such as emotional intelligence,
trainability, leadership, customer service orientation and how people think – areas that are
directly related to particular jobs. Assess lots of people in your company and you can get
an organisational profile: how well your teams work; what particular skills they lack;
who’s going to fit in.

Research shows that interviews, CVs, references and application forms are very bad at
predicting whether people will succeed. Interviews are subjective because you are hugely
influenced by your prejudices, likes and dislikes, sometimes without even realising them.
If you think back, you’ll remember the great candidate who proved to be a complete
disaster.

However, answers to a psychometric questionnaire should never be used in isolation -

they provide only part of the picture. Interviews and other selection methods should be
used alongside any assessment to build-up a 'complete' picture of each candidate.

8. Reference Checking

Conducting reference checks is one of the most important steps in the selection process.
Since past performance is often the best indicator of future performance, references allow
you to talk to past supervisors in order to determine if the applicant being considered is
suited for the role.
Reference checking allows you to ensure that you are finding the most qualified person
who is also a good match for the position. By conducting reference checks, you can avoid
costs associated with failed probation periods and poor performance, which can impact
your guests or clients and damage your image or reputation.

Why perform reference checks?

These checks help you confirm information on the candidate's application form and
resumes. You will also gain greater insights into the candidate's skills, knowledge and
abilities from someone who has actually observed the candidate perform.
It is important that during the interview process, you obtain consent from the applicant to
contact their references and ask employment-related questions. A common mistake
managers often make is asking candidates to choose their references. Instead, you should
tell the candidates that you wish to speak to the people who actually supervised them. It
is good practice to speak to two or three work-related references. If the candidates’
current employers do not know they are seeking work elsewhere, then go to the previous
employers.
Before making the calls, it is good practice to make a list of questions so that you are
asking the same set of questions, giving you a consistent frame on which to base your
decisions. All questions should be job-related and legal. You cannot ask questions during
a reference check that you are prohibited from asking during an interview.

How to conduct reference checks

 Identify yourself, your title, organization name and tell them you are calling about
a reference for a candidate you are considering
 Ask if now is a good time to talk or whether they would rather schedule a call at a
later time
 Make sure they understand that you have the consent from the applicant and that
all responses will remain confidential
 It is important to give a brief description of the role you are considering the
applicant for, so that they can comment in context
 Give them time to answer your questions. Let them respond, and do not cut them
off or put words in their mouth.

Reference Checking Format

Name: _______________________ Reference Name: ________________________

Company Name/ Address /Phone Number:
_____________________________________________________________________
Dates of Employment: From: ______________ To: ___________________________
Designation: ______________________ Present Salary: _____________________
Emp_Code:________________________

S.No Particulars Remarks

1 Key Responsibility

2 Achievement

3 Management and Team Player

4 Relationship with Seniors and Co-

workers

5 Integrity

6 Reason for leaving

7 Overall Assessment

Reference Check Done by: Verification By:

Signature: Signature:

9. Reaching a Selection Decision

To reach to a selection decision, we will need to integrate all the valuable information we
have collected from different sources, including the interview, background checks and
any other supplementary methods used to evaluate candidates.
To obtain the most accurate and valid results, one should assign a weighting or
quantitative value to each of the assessment methods used during the selection process.
Whatever weighting system we develop, remember to draw on all the relevant
information we have collected and use the same approach with all candidates.
At the end of this stage in the process, we will have a ranked list of candidates. After we
and the other interviewers discuss the integrated results, we will be able to decide which
candidate is most suitable and is the first choice to fill the position.
One can include a wide range of information to help you design the final selection
process – from the resumé and initial application materials through to the behavioural
interview, background reference checks and supplementary evaluation methods like
knowledge tests or workplace simulations.

10. Offer Letter Issued

source:www.googleimage.com

Job offer letters start the employment relationship off on a positive note. Say as much as
you can about the job and its responsibilities, but make sure to avoid promising more than
you can deliver. Keep the tone direct and positive. Let the candidate know that they were
chosen specifically and that you recognize the skills and experience they bring to your
company. All this encourages new employees to feel confident, not only of their decision
to have accepted your job offer, but in their ability to perform the job itself.

Job offer letters also serve as the legal basis for employment. Before you send the job
offer letter to the chosen candidate, make sure that you can stand behind its contents.
Check with colleagues or consult a lawyer if you have questions. The letter is, after all,
legally binding. You should be fully satisfied that the terms and conditions you have
spelled out for the new employee are exactly what they should be.

MBIL/PERS/2008

May 28, 2008

Mr. Abhishek Mishra
E-226, First Floor,
Greater Kailash - 2,
New Delhi - 110048

Dear Amit,

We are pleased to offer you the position of Officer Trainee, on the terms as stated below.

You will be paid a consolidated stipend of INR Eleven Thousand per month (INR 11, 000
per month).

You will endeavor to join your duties on or before February 20, 2007 at our Head Office.

You will be required to submit copies of certificates & testimonials including clearance
certificate from the present employer upon joining.

This offer letter is issued on the understanding that all the information given by you in the
application / employee data form / during the interview or data provided prior to and / or
at the time of interview is true. If it is found at any time that the information given by you
is not correct or true or you have knowingly suppressed any information, the company
will have the right to withdraw the offer at any time without any compensation.

It is requested to please return the duplicate copy after putting your signature as
acceptance of this offer.

Thanking you,

Yours truly,
For MOSER BAER INDIA LTD,

Jarpum Gamlin
Senior Manager – HR

(Note: This offer is valid only up to the date of joining)

11. Appointment Letter

HR Department issues appointment letters in the prescribed format in duplicate which the
prospective candidate is expected to sign as a token of his acceptance of all the clauses.
Letter of Intent will indicate the last date by which the candidate must join the company
failing which the offer of appointment will deem to have been withdrawn, unless
extension of the last date has been granted by the appointing authority.
  All the documents and testimonials submitted by candidates are checked for
authenticity

 Fixation of remuneration is done as per the compensation band.

 An induction program is conducted for new joinees.

 In case of Managers, all acknowledged copies of the letter of appointment are

then, immediately sent to HO.

Letter of Appointment

Date:

To,
Employee Code: ___________________

Dear,

Sub: Letter of Appointment

We are pleased to offer you an appointment in our organization as _________________.

You will be based in our Baroda office.

You will be on training for an initial period of three months and on probation for a period
of six months following successful completion of training. Your transition from trainee to
probationer will be based on your appraisal at the end of the period of training.

You are required to agree to the special terms and conditions as described in Annexure –
A1.

You will be paid gross emoluments as detailed in Annexure – A.

Your employment with us will be governed by the Terms & Conditions as detailed in
Annexure – B.

Your offer has been made based on information furnished by you. However if there is a
discrepancy in the copies of documents or certificates given by you as a proof of above
we retain the right to review our offer of employment.

Employment as per this offer is subject to your being medically fit.

Please sign and return duplicate copy of this letter in token of your acceptance.

We congratulate you on your appointment and wish you a long and successful career with
us. We are confident that your contribution will take us further in our journey towards
becoming world leaders. We assure you of our support for your professional development
and growth.

Yours truly,
For COMPANY NAME

AUTHORIZED SIGNATORY

Encl.: As above
Annexure – A1

1. The company follows a holding policy for new trainees under which the company
will retain 25% of your CTC for the first four months of your employment with
us. This amount will be held with the company for a period of one year from the
date of your taking up employment and payable to you in full upon completion of
the above said period.

2. If you decide to resign from the company before completion of one year you
forfeit the holding amount and no claim whatsoever will be entertained in this
regard.

3. In the event that you decide to leave the company before a period of one year the
following shall apply as is the case: -
You will be required to give at least one month notice of resignation to the
company or pay to the company one month’s salary in lieu of the notice. You will
also forfeit the amount in holding with the company.

4. The company will provide you extensive training during the first three months of
your employment with us and expects you to return the investment made on this
training in the form of personal value addition to the company. The training
materials provided to you are property of the company and confidential
information. Carrying the materials outside the company or disclosing them to
any one other than employees of the company is a breach of trust and will result
in immediate forfeiture of the holding amount and termination of employment
without notice.

5. Spreading rumors, soliciting employees of the company for outside employment

or coercing coworkers to leave the company is strictly prohibited and frowned
upon. Such actions will result in immediate termination of employment without
notice and forfeiture of your holding amount.

Please indicate your understanding and acceptance of the above terms and conditions by
signing in the space provided below.

I accept.

(Signature, name & date)

Annexure – A

Salary structures can be bifurcated as under:

Basic Pay
Cost of Living
Allowance
(COLA)
House Rent 40% of basic
Allowances pay
Medical 1,250/- per
Allowances month
Conveyance 800/- per
Allowances month
Performance
Incentives
Other
Allowances
Deductions P.F. Professional TDS
Tax
Leave Salary No leave Other eligible
Salary Salary

Total CTC:
Annexure – B

1. Personal Particulars:
You will keep us informed of any change in your residential address, your family
status or any other relevant particulars. You would also let us know the name and
address of your legal heir/nominee.

2. Nature of Work:
You will work at high standard of initiative, creativeness, efficiency and economy
in the organization. The nature of work and responsibilities will be assigned and
explained to you by your senior from time to time.

3. Working Hours:
The regular working hours of the company are from __________ to __________
including 30 minutes for lunch break and 15 minutes for tea break.

4. Assignment, Transfer and Deputation:

Though you have been engaged to a specific position, the company reserves the
right to send you on deputation/transfer/assignment to any of the company’s
branch offices in India or abroad, whether existing at the time of your
appointment or to be set up in the future.

5. Training:
You will hold yourself in readiness for any training at any place whenever
required. Such training would be imparted to you at the company’s expense.
Kindly note that refusal to participate in a training programme without any
extraneous circumstances would lead to automatic termination of your
employment.

6. Intellectual Property Right:

If during the period of your employment with us you achieve any invention,
process improvement, operational improvement, or other process/method likely to
result in more efficient operation of any of the activities of the company, the
company shall be entitled to use, utilize and exploit such improvement and you
shall assign all rights thereof to the company for the purpose of seeking any patent
rights or for any other purpose. The company shall have the sole ownership rights
of all the intellectual property rights that you may create during the tenure of
association with the company including but not limited to the creative concept
that you may develop during your association with the company.

7. Secrecy/Confidentiality:
You will not during the course of your employment with the company or at any
time there after divulge or disclose to any person whomsoever, make any use
whatsoever for your own purpose or for any other purpose other than that of the
company, of any information or knowledge obtained by you during your
employment as to the business or affairs of the company including development,
 process reports and reporting system and you will during the course of your
employment hereunder also use your best endeavour to prevent any other person
from doing so.

8. Restrain:
i. Access to Information:
Information is available on need to know basis for specific groups and the
network file server of the company is segregated to allow individual sectors
information access for projects and units. Access to this is authorized through
access privileges approved by unit mentors or project mentors.

ii. Restriction on Personal Use:

Use of company resources for personal use is strictly restricted. This includes
usage of computer resources, information, internet service, and working time of
the company for any personal use.

9. Leave:
You will be entitled to leave as per law in force and as laid down in the Standing
Orders of the company. Three days advance intimation is required to be given for
availing leave. In the event of a sick leave you will be required to furnish a
doctor’s certificate for the period of leave. The company follows strict time
schedule and late comings are discouraged, unless otherwise notified by you in
advance. Late marks will be accorded to you for every late entry with one day of
absence counted for every three late marks.

10. Security:
Security is an important aspect of our communication and office infrastructure.
Communication security is maintained by controlling physical access to computer
system, disabling all working stations, floppy disk drives and companywide
awareness about the need for protection of intellectual property and sensitive
customer information.

11. Termination of Service:

i. Either party can terminate this employment by serving a notice of one month on
the other, save and accept that the company may at its option pay salary in lieu
of the notice period to terminate employment with immediate effect.
ii. Unauthorized absence or absence without permission from duty for a
continuous period of 7 days would make you loose your lien on employment. In
such case your employment shall automatically come to an end without any
notice of termination or notice pay.
iii. You will be governed by the laid down code of conduct of the company and if
there is any breach of the same or non conformance of contractual obligation or
with the terms and conditions laid down in this agreement, your service can be
terminated without any notice; notwithstanding any other terms and conditions
stipulated herein the company reserves the right to invoke other legal remedies
as it deems fit to protect its legitimate interest.
12. Standing Orders:
You will abide by the Standing Orders, rules & regulations and service conditions
that may be in force or application to the organization or are framed from time to
time by the company.

13. Appointment in Good Faith:

It must be specifically understood that this offer is made based on your
proficiency on technical/professional skills you have declared to possess as per
your application for employment and your ability to handle any assignment/job
independently. In case at a latter date any of your statements/particulars furnished
are found to be false or misleading or your performance is not up to the mark or
falls short of the minimum standard set by the company, the company shall have
the right to terminate your services forthwith without giving any notice
notwithstanding any other terms and conditions stipulated therein.

The above terms and conditions are based on the company’s policy, procedures
and other rules currently applicable in India and are subject to amendments and
adjustments from time to time. In all matter including those not specifically
covered here such as traveling, retirement, etc. you will be governed by the rules
of the company as shall be in force from time to time.
 RESEARCH METHODOLOGY

Objective

A). Primary Objectives:

1. To study the recruitment and selection process of Moser Baer.
2. To study the practical application of recruitment process.
3. How can companies use new i.e. recruited employees as an effective tool to achieve
organizational effectiveness and efficiency?

B). Secondary Objectives

1. To observe the work environment in organization.
2. To get experience and expertise in making projects.
3. To enhance my communication skills.
4. To increase my confidence.

Research Design:

A Research design is the arrangement of collection and analysis of data from the
employee in a manner that is relevance to the research purpose as per the company’s
guidelines. Research is a journey from known to unknown facts. The manipulation of
things, concepts or symbols for the purpose of generalizing to extend, correct or verify
knowledge, whether that knowledge aids in construction of theory or in practice of an art.
It is the descriptive research and to find the effectiveness of Recruitment and selection.
The main aim is, to find out the effectiveness of Recruitment & Selection procedure and
submit the suggestions and recommendations, which is coming out from the research, to
Moser Baer,Delhi.

Data Collection:
1. Primary data
The literature study was also useful in designing the questionnaire. Several rough drafts
were prepared for forming of the questionnaire. These data’s were collected by structured
questionnaire, inline with the outcome to fetch the real findings what is the prevailing
practice with respect to Moser Baer recruitment & Selection policy.

2. Secondary data
Secondary data was collected on the basis of company profile, Company magazines and
some advertisement, internet and the likes.
INSTRUMENTS USED:
MS Word and MS Excel were used to prepare the project.

Analytical tool:
Analytical tool used is graphical representation, sample size and pie chart for easy
understanding of the finding of result.

SCOPE OF THE STUDY:

 The entire project study is designed to cover the whole organization of
Moser Baer,Delhi
 The primary objectives are to analyze and understand the employee’s opinion and
ideas regarding Recruitment and Selection.
 To understand the kind of Recruitment and Selection, preferences of employees and
observe the prevailing practice at Moser Baer,Delhi
 The scope of study can be classified into:

Benefits to the organization:

This study helps to understand the nature of employee’s opinion about Recruitment and
Selection procedure, and identify the improvements to be made in the existing system .By
verifying the employee’s suggestion; the company can adopt new policies towards
Recruitment & Selection.

Benefits to the Researcher:

This study helps to understand the realistic procedures of Recruitment & Selection and
gain the practical knowledge to the researched.

METHODOLOGY ADOPTED FOR DATA COLLECTION:

In order to recruit the employees for the company we were told to contact the
consultancies and after that directly to the colleges. For the post of financial services
consultants we targeted to those colleges who are either perusing their course in
Bachelors (Graduation colleges) or MBA colleges within Delhi wings are the methods
through which we collected the data regarding the recruitment in the colleges:

 Making the list of graduation based colleges in Delhi: First of all, we collected the
names of the various colleges that were running the courses of graduation in Delhi
only. After that we called up the placement coordinator or the principal of the
college and asked them for the appointment for presentation. During this
collection of data we searched on the internet for the contact numbers of the
various colleges. But we were supposed to target the whole of the Delhi.
 Making the list of various consultancies: In order to have the contact details of
the consultancies, we called up the consultancies again. There we got the names
of the consultancies and contact numbers of the concerned persons there. We had
the Conversations with them. But we did not talk about the cost per individual or
charges that were charged by the company. The charges and everything that was
related to the money.

 It was handled by the seniors itself by listening to their talks with the various
consultancies we get to know about the negotiations that was to be done at that
time.

 We got registered ourselves as recruiters at various job sites at internet like

monster India, times groups, naukri.com etc. out of these sites only one site got
back and responded back and it was times group. They sent me a number of
students who had experience in insurance field and were interested in marketing
profile job also But unfortunately, we were bound to the Delhi. So, we collected
the data through the secondary sources also that is internet.
 DATA ANALYSIS
&
INTERPRETATION

1.Qualification

Sl.no Qualification No of % of
respondents respondents
1 Schooling/metric 4 8
2 Diploma 20 40
3 Graduate 18 36
4 Post graduate 2 4
5 Prof. Qualification 6 12
6 Total 50 100

Data Interpretation:-
In the above chart 8% of respondents are schooling/metric and 40% of respondents
are Diploma holders and 36% of respondents are Graduate and 4% of respondents are
Post graduate and 12% of respondents are prof. qualification.
2. Experience

S.no Years of experience No of % of

respondents respondents
1 1-5yrs 36 72
2 6-10yrs 6 12
3 11&above 8 16
4 Total 50 100

Data Interpretation:-
In the above chart 72% of respondents have 1-5yrs experience and 12% of
respondents have 6-10yrs experience and 16% of respondents have 11 &above
experience.

3.Recruiting candidates on the basis of merit

S.no Merit No of % of
respondents respondents
1 Yes 46 92
2 No 4 8
3 Total 50 100
 Data Interpretation:-
From the chart we come to know 92% of recruitments are done on the basis of
their merit.

4. Providing information to employees, during vacancy

S.no Information to employees No of % of

respondents respondents
1 Yes 42 84
2 No 8 16
3 Total 50 100

Data Interpretation:-
From the chart we come to know 84% of respondent say that the organization inform
during the vacancy.
5. Special preference to current employees for filling up vacancy

S.no Special preference to No of % of

current employees respondents respondents
1 Yes 46 92
2 No 4 8
3 Total 50 100

Data Interpretation:-
From the chart we come to know 92% of respondent answers Yes and 8% of
respondent answers No.

6. Campus interview scheme

S.no Campus interview scheme No of % of

respondents respondents
1 Yes 36 72
2 No 14 28
3 Total 50 100
Data Interpretation:-
From the chart we come to know 72% of respondent answers Yes and 28% of respondent
answers No

7. Recruiting candidates on the basis of job profile

S.no Job profile No of % of

respondents respondents
1 Yes 44 88
2 No 6 12
3 Total 50 100

Data Interpretation:-
From the chart we come to know 88% of respondent answers Yes and 12% of respondent
answers No.
 8.Selection procedure

S.no Selection procedure No of % of

respondent respondents
1 Satisfied 30 66
2 Highly satisfied 8 17
3 Dissatisfied 8 17
4 Total 50 100

Data Interpretation:-
From the chart we come to know 66% of respondent are satisfied and 17% of respondent
are highly satisfied and 17% of respondent are dissatisfied.

9. Methodology of selection:

S.no Methodology of selection No of % of

respondent respondents
1 Excellent 4 16
2 Very good 18 36
3 Good 20 40
4 Poor 8 8
5 Total 50 100
Data Interpretation:-
From the pie chart we come to know 40% of respondents have chosen the answers good
and 36% of respondents have chosen the answers very good and 8% of respondents have
chosen the answers excellent and 16% of respondent chosen poor.

10. Internal source of recruitment

S.no Internal source of No of % of

recruitment respondent respondents
1 Excellent 10 20
2 Very good 18 36
3 Good 22 44
4 Poor 0 0
5 Total 50 100

Data Interpretation:-
From the pie chart we come to know 44% of respondents have chosen the ans.
good and 36% of respondents have chosen the ans. very good and 20% of
respondents have chosen the ans. excellent and 0% of respondent chosen poor
 11. Medical test done at the time of selection

S.no Medical test No of % of

respondents respondents
1 Yes 44 88
2 No 6 12
3 Total 50 100

Data Interpretation:-
From the chart we comes to know 88% of respondent answers necessary and 12% of
respondent answers unnecessary.

12. How did you get an offer?

S.no Offer No of % of
respondent respondents
1 Campus recruitment 15 0
2 Walk-in 20 44
3 Consultant 6 12
4 others 9 44
5 Total 50 100
Data Interpretation:-
From the chart we come to know 0% of respondent preferred campus recruitment and
44% of respondent preferred walk in and 12% of respondent preferred consultant and
44% of respondent preferred others

13. Background investigation:

Sno Background investigation No of % of

respondent respondents
1 Verification by certificate 30 60
2 Verification by previous 8 16
employer/institution
3 Verification by family 2 4
background
4 Police verification 10 20
5 Total 50 100
 Data Interpretation:-
From the chart we come to know 16% of respondent chosen Verification by previous
employer and 4% of respondent chosen Family background investigation and 20% of
respondent chosen police verification and 60% of respondent chosen Verification by
certificate

14. Best method to recruit candidates :

S.no Best method of recruitment No of % of

respondent respondents
1 E-recruiting 10 20
2 Consultant 12 24
3 Telephonic interview
4 Out sourcing 8 16
5 Advertisement 20 40
6 Total 50 100

Data Interpretation:-
From the chart we come to know 20% of respondent chosen E-recruitment and
24% of respondent chosen Consultant and 16% of respondent chosen Outsourcing
and40% of respondent chosen Advertisement
 FINDINGS

1 Most of the respondents belongs to the age group of 20-25 years

2. Most of the respondents Diploma and degree holders.
2 Most of the respondents belong to 1-5 yrs experience category
3 Most of the respondents Trainee.
4 60% 0f respondents are satisfied with the selection procedures and remaining
respondents are highly satisfied, dissatisfied, highly dissatisfied.
5 76% of respondents are satisfied with the performance management system and
remaining respondents are highly satisfied, dissatisfied, highly dissatisfied.
6 40% of respondents have feel good in methodology of selection..
7 Majority of the respondents preferred internal source of recruitment is “good”
8 Most of the respondents preferred conducting medical test is necessary.
9 Most of the respondents considered avoiding frequent recruitment as a advantage
in using a contract agreement.
10 Majority of respondent are preferred attitude, skill, achievement are the base for
internal source of recruitment
11 Majority or respondent feels to adopt new concepts with the existing system.

SUGGESTIONS

1) Internal recruitment sources like employee referrals, past employees etc if used
for recruiting may result in getting eligible candidates at low cost.
2) Proper care has to be taken to be taken to avoid errors that distort the interview.
3) Physical examination if conducted would avoid further difficulties regarding that.
4) A periodic audit of the selection programmed if conducted would result in
effective evaluation of the selection programmed.
5) Preference on the basis of sons of soil should be given to a certain percentage
because the company could take advantage of his local language knowledge. It
increases the corporate image too.
Conclusion

The human element of organization is the most crucial asset of an organization. Taking a
closer perspective -it is the very quality of this asset that sets an organization apart from
the others, the very element that brings the organization’s vision into fruition.

Thus, one can grasp the strategic implications that the manpower of an organization has
in shaping the fortunes of an organization. This is where the complementary roles of
Recruitment and Selection come in. The role of these aspects in the contemporary
organization is a subject on which the experts have pondered, deliberated and studied,
considering the vital role that they obviously play.

The essence of recruitment can be summed up as ‘the philosophy of attracting as many

applicants as possible for given jobs’. The face value of this definition is what guided
recruitment activities in the past. These days, however, the emphasis is on aligning the
organization’s objectives with that of the individual’s. By making this a priority, an
organization safeguards its interests and standing. After all, a satisfied workforce is a
stable workforce which also ensures that an organization has credible and reliable
performance. Ina bid to underscore this subtle point, the project examines the various
processes and nuances one of the most critical activities of an organization.
The end result of the recruitment process is essentially a pool of applicants. Next to
recruitment, the logical step in the HR process is the selection of qualified and competent
people. As such, this process concentrates on differentiating between applicants in order
to identify – and hire- those individuals whose abilities are consistent with the
organization’s requirements.

The reader will do well to note that the transition between the 2 activities is not stringent.
The 2 activities basically have one aim- to yield a perfect employee for the organization.
Nor are these activities typecast. Every organization tailors the processes keeping in mind
the nature of the organization, its needs and constraints.

In the end, this project endeavors to present a comprehensive picture of Recruitment and
Selection and hopes to enable the reader to appreciate the various intricacies involved.
BIBLIOGRAPHY

NEWS PAPERS:
TIMES OF INDIA
THE ECONOMIC TIMES

MAGAZINES:
BUSINESS WORLD
BUSINESS TODAY
INDIA TODAY

WEB:
www.google.com
www.recruitment.naukrihub.com
www.citeHR.com
www.linkedin.com/companies/isgec
 Questionnaire

Research topic
Recruitment& Selection

1. Qualification
Diploma
ITI
Graduate
Post graduate

2. Years of experience
1-5
5-10
10& above

3 Is your organization recruiting candidates on the basis of merit?

Yes
No

4 Is your organization providing information to employees about vacancy?

Yes
No

5 Is your organization giving special preference to current employees for filling up

vacancy?
Yes
No

6 Do you have campus interview scheme in your organization?

Yes
No

7 Is you are organization recruiting candidates on the basis of job profile?

Yes
No

8 Selection procedure
Satisfied
Highly satisfied
Dissatisfied
9 What is your opinion about methodology of selection?
Excellent
Very good
Good
Poor

10. What is your opinion about internal source of recruitment?

Excellent
Very good
Good
Poor

11 What is your opinion about conducting medical test?

Yes
No

12. How did you get an offer?

Campus recruitment
Walk-in
Consultant
others

13. What are procedures involved in background investigation?

Verification by certificate
Verification by previous employer/institution
Verification by family background
Police verification

14. According to you which will be the best way of recruitment?

E-recruiting
consultant
Telephonic interview
out sourcing
Advertisement
 REFERENCES

1) K Ashwathappa, (1997) Human Resource and Personnel Management,

Tata McGraw- Hill 131-176

2) Chris Dukes, (2001) Recruiting the Right Staff

3) John M. Ivancevich, Human Resource Management, Tata McGraw-

Hill, 2004

4) Steve Kneeland, (1999) Hiring People, discover an effective

interviewing system; avoid hiring the wrong person, recruit
outstanding performers

5) Stone, Harold C and Kendell, W.E Effective Personnel Selection

Procedures, 1956