A PROJECT REPORT

ON

RECRUITMENT AND SELECTION

AT

Submitted to: Submitted by:

Mr. P.K.Srivastva Sandeep Kumar

HR Head MBA (Pursuing)

METZELER (Sahibabad) IIPM, New Delhi

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CERTIFICATE

This is to certify that SANDEEP KUMAR student of INDIAN INSTITUTE OF

PLANNING AND MANAGEMENT, NEW DELHI, has completed her field

work report at METZELER AUTOMOTIVE PROFILESYSTEMS, Sahibabad

Unit, on the topic of “Recruitment and Selection” in the academic year 2010-12 .

He has worked under our guidance and direction. The said report is based on

bonafide information.

Project Guide Director

Date:-

Place:-

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DECLARATION

I hereby declare that the project titled “Recruitment and Selection” is an original

piece of research work carried out by me under the guidance and supervision of

Mr.P.K.Srivastava, H R Head at Metzeler and Prof. PUSHP LAMBA, Faculty of

IIPM. The information has been collected from genuine & authentic sources. The

work has been submitted in partial fulfillment of MASTER IN BUSINESS

ADMINISTRATION, at IIPM NEW DELHI.

Place: SANDEEP KUMAR

Date:

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ACKNOWLEDGEMENT

The joy of ingenuity!!! This is doubtlessly what this project is about. I would like to add a heartfelt word for the people who have helped me in bringing out the creativeness of this project. To commence with things I would like to take this opportunity to gratefully and humbly thank to Mr. P.K.Srivastva, HR Head, Metzeler Automotive Profile Systems, Sahibabad, for being appreciative enough by giving me an opportunity to undertake this project in Metzeler. Respected project guide Mr. Nitin Bisht and Ms. Deepa pandey, for their encouragement and support. My special thanks to Prof. Pushp Lamba and Mr. R.C.Jain, Senior faculty of IIPM for their helpful support and Mr. Ramavtar tyagi & Mr.Ravindra tyagi who helped me to get the opportunity & to start my journey of corporate experiences. finally My parents need special mentions here for their constant support and love in my life. I also thank my friends and well wishers, who have provided their whole hearted support to me in this exercise. I believe that this Endeavor has prepared me for taking up new challenging opportunities in future.

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INDEX

CONTENT PAGE NO.

About metzeler ………………………………………………… 6Introduction of recruitment and selection ……………………... 23Recruitment …………………………………………………… 24Selection ……………………………………………………….. 27Purpose of Recruitment and Selection ……………………….... 30Sources of recruitment and selection ………………………….. 31Recruitment and selection process …………………………..… 33Need of transactional analysis in recruitment and selection ……38Theory of transactional Analysis ………………………………..39Transactional analysis application ……………………………....44Transactional analysis for managers ………………………….…47Personality test at metzeler ……………………………………...49Transactional inventory for managers …………………………..53Scoring ………………………………………………………….56Example of DABUR INDIA Pvt. Ltd. ………………………….58Challenges faced by H R in recruitment and selection……….…60Recent trend in recruitment and selection …………………....…61Tests used in recruitment and selection ……………………...…63Learning’s and experiences ……………………………...……..66Conclusion ………………………………………………...…....66Bibliography ………………………………………………...….67

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ABOUT METZELER

HISTORY

THE PRELUDE

The company metzeler automotive profile india private ltd. (formerly BTR wadaco automotive Pvt. Ltd.), started it’s sealing system operations in November, 1993 as a joint venture between Schlegel Corporation, U.S.A. and Wadhwas group, who were holding 60% equity of the company at that time. The company was initially set up to supply sealing systems to Maruti Udyag Ltd, a joint venture between Suzuki of Japan and government of India.

Schlegel corporation, doing business in the name and style “Metzeler Automotive profile system” (hereinafter referred to as MAPS) progressively increased its share in the equity of the company from 40% in 1993 to 100% in 1999. The sealing system business of MAPS was brought over by CVC capital partners in march 2000. In july, 2001, MAPS sold 26% of the equity stake in the company to Toyota gosei Co.Ltd, another of global repute. Currently it is called as MAPS sealing system S.A”.

TAKEOVER BY COOPER STANDARDS INCLUSIVE

The company has been acquired by cooper standard automotive Inc., head quarter in Novi, Mich, U.S.A., a global leader in each of its product lines, specializes in the manufacture and marketing of system and components for the global automotive industry. Cooper Standard Automotive Inc. employs more than 16000 across 62 facilities in 15 countries. Cooper standard principle share holders are GOLMAN SACHS CAPITAL PARTNERS AND THE CYPRESS GROUP.

The company is manufacturer of high performance body seals and glass runs. The plant is located on the outskirts of Delhi at Sahibabad. we have the coveted ISO 9001 and QS 9000 quality system certifications and used world class ERP systems.

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We have recently been bestowed with the ISO 14001 and OHSAS 18001 certification on the field of environmental management and occupational health and safety management system. We have the ability to design, prototype and manufacture world class sealing system for the automotive industry.

The company has the latest CAD facility to undertake to design and development of static and dynamic sales for car manufactures.

UNITS OF MAPS INDIA PVT. LTD.

MAPS INDIA is the global leader in the sealing systems. In india they have four plants located at Sahibabad, Manesar , gurgaon and dharuhera. The total strength of employees at all the 4 units as follows:-

S.NO. UNIT NO. EMPLOYEES1. SAHIBABAD 8302. DHARUHERA 7163. MANESAR & GURGAON 389

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Located at Sahibabad, 20

KM from

Connaught Place,

New Delhi

MAPS India – Plant 1 : Sahibabad Plant (Mixing, Extrusion & Honda Finishing operations)

Quality Certification : ISO/TS – 16949, ISO- 14001 & OHSAS - 18001

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MAPS India – Plant 2 : Dharuhera Plant

(Finishing operations : M&M, GMI, Tata, Fiat & Ford)

Distance -

From Dharuhera Plant : 30 KMFrom Sahibabad Plant : 95 KM

Year of Establishment : Dec 2007

Quality Certification : ISO/TS – 16949, ISO- 14001 & OHSAS - 18001

MANUFACTURING SITES

(PLANT INFORMATION)

REGD. OFFICE

301-302, tolstoy house

15, Tolstoy Marg, New Delhi

SAHIBABAD UNIT

24-A site 4 Sahibabad Industrial Area, Ghaziabad (U.P)

Plant Size: 19057 m2

Staff Members: 103*

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MAPS India – Plant 3 : Manesar Plant

(Finishing operations – Nissan, Toyota, Maruti )

Distance -From Sahibabad Plant : 70 KMFrom Dharuhera Plant : 30 KMFrom Maruti, Manesar Plant : 2 KM

Date of Establishment : 1st Feb 2010

Connected Power – 600 KVA

Quality Certification : ISO/TS – 16949, ISO- 14001 & OHSAS - 18001

Operators: 315*

Tel No. 0120-4181710, 2896393-400

0120-4181705, 2896406

MANESAR UNIT

DHARUHERA UNIT

Plot No.-11 Industrial Estates, Dharuhera (Haryana)

Plant size: 10200m2

Staff Members: 40*

Tel No.: 01274243623

SALES TURNOVER

Indian Operations : 125 crores

Worldwide : 2.5 billion US dollars

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MISSION “ Provide quality and value added product using upgraded technologies and skills to meet our customers’ expectations”.

“ Provide development opportunities to our people and encourage team work for superior performance”.

VISIONTo be the “ Largest Preferred Supplier” in Indian Automotive sealing system and ensure stakeholders satisfaction, by providing quality products in a safe and green environment.

OUR BELIEF

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“ Today metzeler requires a steady flow of ideas and solutions from those who r closest to the process and the customers”.

CORE VALUES

Committed to customers Openness Adaptability Integrity Mutual Trust, Respect and Care Strive for continuous important

PRESENT COMPOSITION OF COMPANY’S OWNERSHIP

Presently the major stake of the company’s shares is held by COOPER STANDARD AUTOMOTIVE INC. and the rest by TOYODA GOSEI Pvt. Ltd.

Toyoda Gosel26%

Automotive sealing system

74%

Sales

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ACHIEVEMENTS

Quality certification: ISO/TS-16949, ISO- 14001 and OHSAS- 18001 2001- BEST H R PRACTICE NATIONAL AWARD (2nd BEST IN

INDIA) 2002-MERIT AWARD OF QUALITY CIRCLE AT QC

INTERNATIONAL CONVENTION IN INDIA 2003-AWARD FOR SUPERIOR PERFORMANCE THROUGH

KAIZEN 2004-AWARD OF HONOUR FOR PROMOTING QUALITY CIRCLE

FROM QCFI 2005- EXCELLENT AWARD FOR QUALITY CIRCLE NATIONAL

CONVENTION 2005-MARUTI SUZUKI “KAIZEN AWARD” 2006-QUALITY AWARD FOR TKM BEST SUPPLIER 2006-DELPHI AWARDED FOR TOP FOUR SUPPLIERS 2006-ALLAINCE SUPPLIER EVALUATION SYSTEM ‘B’ GRADE

CERTIFICATION FROM RENAULT-NISAAN 2007-EXCELLENT AWARD FOR Q C NATIONAL CONVENTION 2007-AUTO MONITOR – AWARD FOR BEST HUMAN RESOURCE

INITIATIVE OF THE YEAR (PARTNERS IN PROGRESS)

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2008-FORD Q1 CERTIFICATE 2008-INSAAN FIRST PRIZE FOR THE “BEST PRACTICE IN

EMPLOYEES INVOLVEMENT” (PARTNERS IN PROGRESS) 2009-INSAAN- 11th NATIONAL SUGGESTION SUMMIT 2010-INSAAN 12th NATIONAL SUGGESTION SUMMIT

PRODUCT PROFILE

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Product Applications

EPDM & PVC based rubber profiles for automotive application.

Sponge Door Seals

Glass Runs

Dense Seals

Trunklids and Waist Belts

ALL TYPE OF EPDM

TAILGATE WEATHERSTRIP

BACK DOOR WINDOW SEAL

WAIST BELT

GLASS RUN

SUNROOF SEAL

WIND SHEILD

HOOD WEATHERSTRIP

INNER/ OUTER DOOR WEATHER STRIP

As full service supplier of complete sealing system to international OEM’s, MAPS India is in control of the development and production process. For the development of material, prototyping, tooling, testing, and simulation to mixing, extrusion and finishing all these process steps are conducted directly at MAPS. This ensures consistent and failure free processes at the end, a safely functioning products.

SEALING SYSTEMS

Flexible connection between the doors and the passengers compartments and between the trunk lid and body and body protect the interior of a vehicle against the effect of the weather and dust. Sealing system contribute towards a reduction of the drag coefficient and towards minimizing wind noise. They meet the exact design requirements of specific car type with regard to shape and surface of materials.

METZELER SEALINGS

System can be mounted quickly and easily and they provide smooth functioning of doors, window hoods and tail gates and sliding roofs. The product group rubber sheeting and compound is also a part of sealing system units of metzeler.

WIRE CAREER

This special product is used as metal carrier in a number of applications such as door seals, crash helmets, and motor bile shields. Used in car

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sealing, these wire carriers are designed to provide optimum seal quality and flexibility as well as weight reduction.

STAMPED METAL

The use of this product is similar to wire carrier with similar applications. This product is to provide the optimum strength and flexibility and helps to retain the seal on the body profile.

MANUFACTURING FACILITY

Two intermix of 45.6 Ltr capacity One banbury mixer with 86 Liters. Capacities with auto loading of

carton, caco3 and process oil and semi auto chemical weighing. 4 dual durometer extrusion lines, well equipped with flocked

/coating 4 single durometer extrusion lines Wire carrier unit 90 Pneumatic transfer presses 110 hydraulic transfer presses (15-25 ton capacity) 7 injection mouduling presses Power lack up of 3450 kava MTD stations Effluent treatment plant Utilities like chillers, compressor, cooling tower etc. Mfg. pro/ERP, lotus, notes, internet facilities. Compound testing and product test lab well equipped with

reheometer (o2) viscometer, UTM, & microscope

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DESIGN FACILITY

Metzeler India has latest CAD (computer aided Design) and FEA (Finite Element Analysis) facility to undertake design of static and dynamic seal for all automotive applications. It uses top end CATIA stations to design seals for car makers and 2D, 3D mechanical drawings. Surface modifying, solid moulding, corner mould design, extrusion die design etc. it has global support for virtual methods techniques such as CAD and FEA, rapid prototyping digital mock-ups (DMU) and simulations. Metzeler india has access to state of art testing facilities to conduct durability. Acoustics / wind tunnel and other tests on rapid prototyped components to know beforehand the performance of future products are conducted frequently.

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organization structure and employee profile

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managing director

AGM SBU TATA AND FIAT PLANT HEAD - DHARUHERA

CFO

AGM HR

AGM SBU M&M, GMI & FORD

AGM SUPPORT SERVICE

SR MANAGER INTERNATIONAL MARKETING

SENIOR MANAGER IR

SENIOR MANAGER SBU HONDA & TOYOTA

SR MANAGER MATERIALS

AGM D&D SUB RENAUT

SR MANAGER TECHNICAL

AGM SUB MARUTI PLANT HEAD- GURGAON

EMPLOYEE PROFILE

FORMULTED HR STRATEGIES

PARTNERS IN PROGRESS STRATEGIC COMMUNICATION WITH ALL

EMPLOYEES SUGGESTION SCHEME QUALITY CIRCLE STAR PERFORMER KRA (KEY RESULT AREA) FOR ALL STAFF MEMBARS TOTAL PRODUCTIVE MAINTENANCE TRAINING SHE PROGRAMME INDUSTRY FAMILY BONDS DEVELOPMENTS CULTURE HARITAGE DEVELOPMENT

HR PRACTICES EMPLOYED BY THE COMPANY

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S.No. GRADES DESIGNATION1. M AGM2. M1 SENIOR MANAGER3. M2 MANAGER4. M3 ASSISTANT MANAGER5. 0 SENIOR OFFICER / SENIOR ENGINEER6. 01 OFFICER /ENGINEER7. 02 ASSISTANT OFFICER / ASSISTANT ENGINEER8. E SENIOR TEAM LEADER9. E1 SENIOR ASSOCIATE / TEAM LEADER10. E2 ASSOCIATE / ASSOCIATE TEAM LEADER11. T TRAINEE

MAPS INDIA EMPLOYEE ENGAGEMENT PRACTICES THROUGH EMPLOYEE INVOLVEMENT:-

FACE IN THE CROWD OUTSTSNDING INNOVATION AWARD FAMILY NIGHT OUT FOREIGN TRIP 5S COMPETITION IN HOUSE MAGAGINES HIGH TEA WITH MD SUGGESTION SCHEME KAIZEN AND STAR PERFORMER SCHEME QUIZ AND COMPETITION COMMUNICATION MEET SPORTS CLUB INTER UNIT COMPETITION ANNUAL FUNCTIONS HOLI MILAN DEEPAWALI CELEBRATION SAFTY WEEK QUALITY MONTH IN HOUSE DOCUMENRTY FILM DEPARMENTAL COMPETITIONS (SLASH, BEST

OF EXTRUSION ETC…) QUALITY CIRCLES

THE HR PROCESS AT MAPS

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S. No. ACTIVITIES ADVANTAGES APPROCHES1. COMMUNI

CATION ACTIVITIES

a) Helps to get what’s going on within the company outside of their immediate team.

b) Helps to create an environment of trust and openness within the organization.

c) Employees feel they are listened and are able to express dissatisfaction and work together to resolve any causes without affecting their performance.

Monthly/weekly meetings for updates on corporate goals and directions

Report generation on monthly meetings and seek suggestions.

2 Reward scheme

a) Removes barriers to satisfaction in the organization.

b) Provides framework for rewarding everyone in the organization.

c) Financial motivation to

Compensation and benefits programs

Incentives Long service and

good performance awards.

Reward for idea generation

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everyone / an opportunity to achieve.

3 Team building activities

a) Generate a feeling of belongings

b) Helps to create a community at a work place

Team recreational activities such as trips, tournaments etc….

Social activities such as family gatherings

Community outreach such as volunteering and fund raising

4 Leadership development activities

a) Stimulating good performance.

b) Boosts creativity

c) Easer succession planning

Coaching and monitoring activities to give honest feedback by supervisors and peers

Open and transparent culture to empower people and develop intrapreneurs

INTRODUCTION

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TO RECRUITMENT AND SELECTION:

Recruitment is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to replace those who leave or are promoted in order to acquire new skills and promote organizational growth. Recruitment is defined as, “a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Recruitment is a ‘linking function’, joining together those with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter. In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for unqualified persons to self-select themselves out. Thus, the recruitment process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

Selection refers to the task of choosing or picking the suitable candidates by first asking for and gaining access to useful information about the candidate. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates. The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job in an organization best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employee’s work. Any mismatched in this regard can cost an organization a great deal of money, time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in

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frustration. He may even circulate ‘hot news’ and juicy bits of negative information about the company, causing incalculable harm to the company in the long run.

RECRUITMENT

Recruitment is “hiring” of employees from outside. Recruitment has been regarded as the most important function of the HR department , because unless the right type of people are hired, even the best plans, organization chart and control system would not do much good. Recruitment is the discovering of potential applicant for actual or anticipated organizational vacancies. Accordingly the purpose of recruitment is to locate sources of manpower to meet the job requirements and job specification. It is defined as ‘ a process to discover the sources of manpower to meet the requirements of staffing schedule and to apply effective measures for attracting the manpower to adequate number to facilitate effective selection of an effective workforce”

Yoder points out that recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employee effective measures to attracting that manpower in adequate number to facilitate effective selection of an effective workforce.

Edwin B Flippo defines recruitment as “the process of searching for prospective employees and stimulating them to apply for the jobs in the organization.”

“It is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their application are submitted. The result is a pool of applicants from which new employees are selected.”

Evaluation of the recruitment method

The following are the evaluation of the recruitment method 1: Number of initial enquires received which resulted in completed application forms 2: Number of candidates recruited. 3: Number of candidates retained in the organization after six months. 4: Number of candidates at various stages of the recruitment and selection process, especially those short listed.

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Objective of recruitment

1: To attract with multi dimensional skills and experience that suite the present and future organization strategies. 2: To induct outsider with new perspective to lead the company. 3: To infuse fresh blood at all levels of organization. 4: To develop an organizational culture that attracts competent people to the company. 5: To search or headhunt people whose skill fit the company’s values. 6: To seek out non-conventional development grounds of talent 7: To devise methodology for assessing psychological traits. 8: To search for talent globally not just with in the company. 9: To design entry pay that competes on quality but not on quantum. 10: To anticipate and find people for position that doesn’t exists yet.

Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals come to know about the company and eventually decide whether they wish to work for it. The recruitment process should inform qualified individuals about the job so that applicant can make comparison with their qualification and interest.Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals come to know about the company and eventually decide whether they wish to work for it. The recruitment process should inform qualified individuals about the job so that applicant can make comparison with their qualification and interest.

Factors affecting recruitment

There are two types of factors that affect the Recruitment of candidates for the company.

1: Internal factors: These includes - Company’s pay package

- Quality of work life

- Organizational culture

- Company’s size

- Company’s product

- Growth rate of the company

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- Role of trade unions

- Cost of recruitment

2: External factors: These include - Supply and demand factors

- Employment rate

- Labor market condition

- Political, legal and government factors

- Information system

Factors to be undertaken while formulating recruitment policies

The following factors should be undertaken while formulating the policies - - Government polices

- Recruitment sources

- Recruitment needs

- Recruitment cost

- Organizational and personal policies

SELECTION

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Selection is a negative process and involves the elimination of candidates who do not have the required skills and qualification for the job proposed. Also it is a process of differentiating between applicants in order to identify and hire those with greater likelihood of success in job. The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. It is the system of function and devise adopted in a given company to ascertain whether the candidate’s specifications are matched with the job specifications and recruitment or not. Selection process or activities typically follow a standard pattern, beginning with an initial screening interview and concluding with final employment decision. The traditional selection process includes: preliminary screening interview, completion of application form, employment test, comprehensive interview, background investigation, physical examination and final employment decision to hire.

Organization for selection

Until recently the basic hiring process was performed in a rather unplanned manner in many organizations. In some companies, each department screened and hired its own employees. Many mangers insisted on screening their own employees as they thought no one else could do that as efficiently as they themselves. But now selection is centralized and handled by the Human Resource Department. This type of arrangement is also preferred due to some of these advantages:

- It is easier for the application because they can send their applications to a single centralized department.

- It facilitates contact with applicants because issues pertaining to employment can be cleared through one central location.

- It helps operating managers to concentrate on their operating responsibilities. This is especially helpful during the chief hiring period.

- It can provide for better selection because hiring is done by specialist trained in staffing techniques.

- The applicant is better assured of consideration for a greater variety of jobs.

- Hiring cost is cut because duplication of efforts is reduced.

- With increased governmental regulation on selection process, it is important that people who know about these rules handle a major part of the selection process.

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Ideally, a selection process involves mutually decision making. The organization decides whether or not to make a job offer and how attractive the job offer should be.

Barriers to effective selection:

The main objective of selection process is to hire people having competence and commitment towards the given job profile. But due to some reason the main purpose of effectively selecting candidates is defeated. These reasons are:

1: Perception or the Halo effect: Many a times the interviewer selects a candidate according to the perception he has or he made up while talking or looking at the individual. This way he does not see through the caliber or the efficiency of the individual and many times it leads to the selection of the wrong candidates.

2: Fairness: During the selection process the interviewer does not select the individual on the basis of his knowledge and hence the right type of the candidates is not selected.

3: Pressure: The people from the HR department and also have a lot of pressure from the top management and from other top class people for selecting the candidates they want. This ways the purpose of effective selection process of effective selection process is defeated as they have to select that individual whether or not he is capable of the job. that is being offered.

Essential of selection procedure

- Someone should have the authority to select.

- There must be sufficient number of applicants from whom the required number of employees to be selected.

- There must be some standards of personnel with which a prospective employee may be compared.

Factors effecting selection decision

Includes: - Profile matching - Organization and social environment

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- Multi correlations - Successive hurdles

NEED FOR RECRUITMENT AND SELECTION:

The need for recruitment may be due to the following reasons / situation: Vacancies due to promotion, transfer, retirement, termination, permanent

disability, death and labor turnover. Creation of new vacancies due to growth, expansion and diversification of

business activity and enterprise. In addition, new vacancies are possible due to job specification.

PURPOSE OF RECRUITMENT AND SELECTION:

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The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to:

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.

DIFFRENCE BETWEEN RECRUITMENT AND SELECTION

RECRUITMENT SELECTION1. Recruitment refers to the process of Selection is concern with picking up the right

identifying and encouraging prospective candidate from a pool of applicants.employees to apply for jobs.

2. Recruitment is said to be positive in its Selection on the other hand is negative in its approach as it seeks to attract as many application in as much as it seeks to Candidates as possible. eliminate as many unqualified applicants as possible in order to identify the right candidate.

SOURCES OF RECRUITMENT:

The following are the most commonly used methods of recruiting people.

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INTERNAL METHODS: This refers to the filling of job vacancies from within the business - where existing employees are selected rather than employing someone from outside. A business might decide that it already has the right people with the right skills to do the job, particularly if its training and development programme has been effective.

Promotions and Transfers This is a method of filling vacancies from within through transfers and promotions. A transfer is a lateral movement within the same grade, from one job to another. It may lead to changes in duties and responsibilities, working conditions, etc., but not necessarily salary. Promotion involves movement of employee from a lower level position to a higher level position accompanied by changes in duties, responsibilities, status and value.

Job Posting Job posting is another way of hiring people from within. In this method, the organization publicizes job opening on bulletin boards, electronic method and similar outlets. One of the important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company.

Employee Referrals Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. Employees working in the organization are encouraged to recommend the names of their friends, working in other organizations for a possible vacancy in the near future. In fact, this has become a popular way of recruiting people in the highly competitive industry nowadays. Companies offer rich rewards also to employees whose recommendations are accepted.

EXTERNAL METHODS: This refers to the filling of job vacancies from outside the business. Most businesses engage in external recruitment fairly frequently, particularly those that are growing strongly, or that operate in industries with high staff turnover

Campus Recruitment It is a method of recruiting by visiting and participating in college campuses and their placement centers. Here the recruiters visit reputed educational institutions

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with a view to pick up job aspirants having requisite technical or professional skills. Job seekers are provided information about the jobs and the recruiters. A preliminary screening is done within the campus and the short listed students are then subjected to the remainder of the selection process. If campus recruitment is used, steps should be taken by human resource department to ensure that recruiters are knowledgeable concerning the jobs that are to be filled in the organizations and employ effective interviewing skills.

Advertisements These include advertisements in newspapers; trade, professional and technical journals; radio and television; etc. The ads generally give a brief outline of the job responsibilities, compensation package, prospects in organizations, etc. This method is appropriate when (a) the organization intends to reach a large target group and (b) the organizations wants a fairly good number of talented people – who are geographically spread out.

Employment Agencies These businesses specialize in recruitment and selection. They often specialize in recruitment for specific sectors (e.g., finance, travel, secretarial). They usually provide a shortlist of candidates based on the people registered with the agency. They also supply temporary or interim employees.

Recruitment Consultancies Companies give their manpower requirements to Placement & Recruitment Consultants who undertake the job of identifying suitable candidates for the Company.

Unsolicited Applicants / Walk-ins Companies generally receive unsolicited applications from job seekers at various points of time; the number of such applications depends on economic conditions, the image of the company and the job seeker’s perception of the types of jobs that might be available etc. Such applications are generally kept in a data bank and whenever a suitable vacancy arises, the company would intimate the candidates to apply through a formal channel

STEPS IN RECRUITMENT & SELECTION PROCESS

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STEP 1: MANPOWER PLANNING

Manpower planning is done to identify the vacancies arising out of business needs. Each department undertakes manpower planning every year. Manpower planning may be necessitated due to separation in the form of resignation, termination, transfers etc., expansion / reorganization, time bound jobs of temporary nature / leave vacancies, retirements (premature or on attaining the 58 years of age). Annual manpower budget, including current staff strength, is prepared by the Business Head and approved by the Budget Committee comprising of Business Heads / Corporate Heads / JMD and the Chairman.

STEP 2: IDENTIFICATION OF A VACANCY

The department head identifies the need for hiring based on Manpower Hiring Plan (Manpower Budget). The vacancies can be arising due to resignations, terminations and retirement of employees.

STEP 3: REVIEW THE NEED FOR THE POSITION OR VACANCY

The department head review the requirement for the position and the need to fill the vacancy. He checks whether the requirement is as per Manpower Hiring Plan (Manpower Budget). Then, Head of the Department raise a Manpower Requisition Form in a standardized format and forward the copy of MRF to the CEO for approval. The Department Head along with HR Manager check whether the hiring requirement is for an existing role or a new role. If the requirement is for existing role then the Department Head forward the MRF to the HR Department. If the requirement is for a new role, then the Department Head create JobDescription for the role in a standard format and forward it with the MRF to the HR Department to start the recruitment process.

STEP 4: SOURCING OF SUITABLE CANDIDATES

The HR Executive considers and assesses the best way of attracting a pool of suitably qualified candidates, who will meet the needs of the business. Depending on the nature of the position/grade, volumes of recruitment and any other relevant factors, the Regional HR would use any one or multiple sources such as:

Existing database Employee referral as per any company scheme that may be approved from

time to time Advertisement in the internet/newspapers/magazines/company’s sites/job

sites or any other media

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Placement Agencies / Consultants Direct recruitment from campuses/academic institutes;

A list of resourceful / quality consultants with agreed rate of commission is prepared by the HR Executive based on specialization in the manufacturing Industry, past history, market reputation and ability to deliver.

STEP 5: COLLECT THE RESUMES

The HR Executive forward the JD’s to the placement consultants and collect the resumes or profiles from all the consultants

STEP 6: SCREENING OF RESUMES

The HR Executive screen the resumes as per JDs and MRF and shortlist profile fit. He verifies whether the candidate has appeared for an interview with the company previously from the application database. If the candidate has appeared for an interview previously, then review the feedback from the Interview Assessment Form (IAF) and other documents filled.

STEP 7: SHORTLISTING OF CANDIDATES

The HR Executive forward all the HR-Short listed resumes to concerned HOD with resume snapshot attached in mail with a copy to VP function, Head HR and Manager HR. The Concerned HOD shortlists the candidates to be called for an interview as per requirement for the Job and forwards the list to HR Department. The HR Executive prepares the Interview Calendar and forwards it to the Concerned HOD and HR Manager with copy to HR Head and VP function.

STEP 8: SCHEDULE INTERVIEWS

The HR Executive obtains a tentative schedule from Concerned HOD and Head HR for interviewing the candidates. He asks the consultants to line up the short listed candidates on scheduled interview date. Regular follow up is to be done with candidates by the HR Executive to ensure 100% participation.

STEP 9: CONDUCT INTERVIEWS

The HR Executive in consultation with the concerned department will set up an interview panel consisting of HR Head / Manager and Department Head / Manager. On the date of Interview, the HR Executive circulates the Application

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Blankand Travel Reimbursement Form to the candidates for procuring information about the candidate. The HR Executive forwards the Interview Assessment Sheet to the Interview Panel. The interview panel assesses the candidate based on the factors mentioned below, in a prescribed format and gives its recommendations for approval.

Attitude Knowledge Communication Experience Team spirit Loyalty expectation Initiative

The HR Executive coordinates the interview process. The HR Executive collects all filled TRF’s with Original bills (Tickets) from the candidates and gets those forms approved by HR Head and forward the approved TR list along with the filled Travel Reimbursement Forms and original bills to the Finance and Accounts for processing.

If the candidate is rejected, the HR Executive communicates the same to the candidate and files the Interview Assessment Sheet, application blank along with resume of candidate in the Application Database.

STEP 10: MAKE OFFER OF EMPLOYMENT

The Concerned HOD and Head HR make verbal offer to the shortlisted candidate and discuss other terms and conditions of employment. If the candidate accepts the offer then conduct reference check for the prospective employee (Via telephone, Mail).

STEP 11: RENEGOTIATE OFFER

If the shortlisted candidate rejects the offer due to salary reasons, the HR Head renegotiate salary with the candidate, if suitable, along with other terms and conditions.

STEP 12: REFERENCE CHECK

Reference checks of the final short listed candidate are conducted by Head-HR. The candidate is asked to mention in his application blank, the names and addresses of two or more persons who know him well. These may be his previous

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employers, heads of education institutions or public figures. These people are requested to provide their frank opinion about the candidate without incurring any liability. The opinion of referees can be useful in judging the future behavior and performance of candidate. If the result of reference check is positive then continue with the induction process. If the result of reference check is negative, then withdraw the offer and send rejection letter to the candidate.

STEP 13: LETTER OF INTENT

The selected candidate will be given an intent letter with prescribed details as given below:

Functional Band Position for which selected Place of initial Posting Expected Date of Joining. Advise for medical examination. Details of the testimonials and other documents to be submitted at the time

of joining. Acceptance by the selected candidate

STEP 14: MEDICAL CHECK UP

The selected candidate is sent for a medical checkup at reputed hospitals before final selection / issuance of letter of intent or after final selection / issuance of letter of intent. In case the candidate is declared unfit for employment the offer / intent letter will stand cancelled.

STEP 15: ON BOARDING & INDUCTION

On the date of joining the employee is issued an appointment letter by the HR Head. The appointment letter include all the terms and conditions governing employment including Designation, Department, Salary & Scale of Pay, Date of appointment, Probation, Medical Fitness, Retirement, Termination of Services, Secrecy, Transfer etc. All new joinees undergo an induction program as per requirement soon after joining the organization. Induction program is done by HR Department in consultation and involvement of concerned department / other departments. During the process of induction, the new member is briefed about the following:

1. Company Profile & Products 2. Geographical familiarization 3.Organizational Policy & Procedures 4. Socialization with department rituals.

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5. Employee Involvement activities

The induction process shall begin by verification of the following original merit certificates wherever applicable subject to the level of hiring:

Educational certificates Proof of date of birth Four passport sized photographs of self One passport sized photographs (each) of spouse, dependent children

(if applicable) for medical insurance purpose. Relieving letter from the previous employer (If the relieving letter is

not available, declaration regarding resignation shall be obtained from the candidate)

Copy of experience certificates for all the previous employments (if Salary slips certificate from the previous employer

TDS certificate and Form 16 from previous employer (or Salary certificate)

Copies of certificates and testimonials Nomination and other documents pertaining to provident fund,

gratuity

NEED OF TRANSACTIONAL ANALYSIS IN RECRUITMENT AND SELECTION

In H R practices, an H R has to interact with his seniors, subordinates, clients, colleagues and juniors. Sometimes, when crossed transaction takes place, it leads to the conflict between the employees. Here, an H R has to resolve the issue and

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make calm environment. Transactional analysis helps an HR to know the personality type of these employees, so that he solves the particular issue accordingly.

As recruitment and selection is a part of H R practices, an H R find out the personality type of the candidate, to whom he is interviewing. An H R has to select a best fit person for the particular job. He has to take care of certain kind of issues, like whether the person going to fulfill the job requirements or not, he is enough experienced and skillful or not. In this concern, TRANSACTIONAL ANALYSIS helps an H R, to know the personality type of the candidate so that he can select the right type of person, for the right job, at the right time.

Transactional Analysis one of the most important traditional tool for recruitment & selection:1.As you have to analyse some one, who is new to the organisation and you have very limited resources to assess them as per the job descriptions & job specifications.( In cases of employees you have time to assesss them you have various information pertaining to them .You can use several HRD ineterventaions to allign them as per your requirement but in case of new recruitment you can not opt for experiments)

2.Understanding of the persons state, understanding the capabilty of the individual to understand self & others in a given situations.

3.If a candidate is going through interview then in that case with the help experienced psychologist/HR, one can able to find attitude of the candidate for excelling your job requirement.

4.There are several set of questionnaires which may be developed to hit the ego state of the individuals know his suitability to your job & organisations.

Theory of Transactional analysis

Eric Berne's Transactional Analysis - early TA history and theory

Transactional Analysis is one of the most accessible theories of modern psychology. Transactional Analysis was founded by Eric Berne, and the famous

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'parent adult child' theory is still being developed today. Transactional Analysis has wide applications in clinical, therapeutic, organizational and personal development, encompassing communications, management, personality, relationships and behavior. Whether you're in business, a parent, a social worker or interested in personal development, Eric Berne's Transactional Analysis theories, and those of his followers, will enrich your dealings with people, and your understanding of yourself.

Roots of transactional analysis

Throughout history, and from all standpoints: philosophy, medical science, religion; people have believed that each man and woman has a multiple nature.

In the early 20th century, Sigmund Freud first established that the human psyche is multi-faceted, and that each of us has warring factions in our subconscious. Since then, new theories continue to be put forward, all concentrating on the essential conviction that each one of us has parts of our personality which surface and affect our behavior according to different circumstances.

In 1951 Dr Wilder Penfield began a series of scientific experiments. Penfield proved, using conscious human subjects, by touching a part of the brain (the temporal cortex) with a weak electrical probe, that the brain could be caused to 'play back' certain past experiences, and the feelings associated with them. The patients 'replayed' these events and their feelings despite not normally being able to recall them using their conventional memories.

Penfield's experiments went on over several years, and resulted in wide acceptance of the following conclusions:

The human brain acts like a tape recorder, and whilst we may 'forget' experiences, the brain still has them recorded.

Along with events the brain also records the associated feelings, and both feelings and events stay locked together.

It is possible for a person to exist in two states simultaneously (because patients replaying hidden events and feelings could talk about them objectively at the same time).

Hidden experiences when replayed are vivid, and affect how we feel at the time of replaying.

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There is a certain connection between mind and body, i.e. the link between the biological and the psychological, eg a psychological fear of spiders and a biological feeling of nausea.

Early transactional analysis theory and model

In the 1950's Eric Berne began to develop his theories of Transactional Analysis. He said that verbal communication, particularly face to face, is at the centre of human social relationships and psychoanalysis.

His starting-point was that when two people encounter each other, one of them will speak to the other. This he called the Transaction Stimulus. The reaction from the other person he called the Transaction Response.

The person sending the Stimulus is called the Agent. The person who responds is called the Respondent.

Transactional Analysis became the method of examining the transaction wherein: 'I do something to you, and you do something back'.

Berne also said that each person is made up of three alter ego states:

Parent

Adult

Child

These terms have different definitions than in normal language.

Parent

This is our ingrained voice of authority, absorbed conditioning, learning and attitudes from when we were young. We were conditioned by our real parents, teachers, older people, next door neighbors, aunts and uncles, Father Christmas and Jack Frost. Our Parent is made up of a huge number of hidden and overt recorded playbacks. Typically embodied by phrases and attitudes starting with 'how to',

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'under no circumstances', 'always' and 'never forget', 'don't lie, cheat, steal', etc, etc. Our parent is formed by external events and influences upon us as we grow through early childhood. We can change it, but this is easier said than done.

Child

Our internal reaction and feelings to external events form the 'Child'. This is the seeing, hearing, feeling, and emotional body of data within each of us. When anger or despair dominates reason, the Child is in control. Like our Parent we can change it, but it is no easier.

Adult

Our 'Adult' is our ability to think and determine action for ourselves, based on received data. The adult in us begins to form at around ten months old, and is the means by which we keep our Parent and Child under control. If we are to change our Parent or Child we must do so through our adult.

In other words:

Parent is our 'Taught' concept of life Adult is our 'Thought' concept of life Child is our 'Felt' concept of life

When we communicate we are doing so from one of our own alter ego states, our Parent, Adult or Child. Our feelings at the time determine which one we use, and at any time something can trigger a shift from one state to another. When we respond, we are also doing this from one of the three states, and it is in the analysis of these stimuli and responses that the essence of Transactional Analysis lies. the poem by Philip larkin explains how parental conditioning affects children and their behaviour into adulthood. And for an uplifting antidote by the lovely Thich Nhat Hanh quot. These are all excellent illustrations of the effect and implications of parental conditioning in the context of Transactional Analysis.

At the core of Berne's theory is the rule that effective transactions (ie successful communications) must be complementary. They must go back from the receiving ego state to the sending ego state. For example, if the stimulus is Parent to Child, the response must be Child to Parent, or the transaction is 'crossed', and there will be a problem between sender and receiver.

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If a crossed transaction occurs, there is an ineffective communication. Worse still either or both parties will be upset. In order for the relationship to continue smoothly the agent or the respondent must rescue the situation with a complementary transaction.

In serious break-downs, there is no chance of immediately resuming a discussion about the original subject matter. Attention is focused on the relationship. The discussion can only continue constructively when and if the relationship is mended.

Here are some simple clues as to the ego state sending the signal. It can be seen these clearly in others, and in yourself:

Parent

Physical - angry or impatient body-language and expressions, finger-pointing, patronizing gestures,

Verbal - always, never, for once and for all, judgmental words, critical words, patronizing language, posturing language.

Child

Physical - emotionally sad expressions, despair, temper tantrums, whining voice, rolling eyes, shrugging shoulders, teasing, delight, laughter, speaking behind hand, raising hand to speak, squirming and giggling.

Verbal - baby talk, I wish, I dunno, I want, I'm gonna, I don't care, oh no, not again, things never go right for me, worst day of my life, bigger, biggest, best, many superlatives, words to impress.

Adult

Physical - attentive, interested, straight-forward, tilted head, non-threatening and non-threatened.

Verbal - why, what, how, who, where and when, how much, in what way, comparative expressions, reasoned statements, true, false, probably, possibly, I think, I realize, I see, I believe, in my opinion.

 

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And remember, when you are trying to identify ego states: words are only part of the story.

To analyze a transaction you need to see and feel what is being said as well.

Only 7% of meaning is in the words spoken. 38% of meaning is paralinguistic (the way that the words are said). 55% is in facial expression. (source: Albert Mehrabian)

There is no general rule as to the effectiveness of any ego state in any given situation (some people get results by being dictatorial (Parent to Child), or by having temper tantrums, (Child to Parent), but for a balanced approach to life, Adult to Adult is generally recommended.

Transactional Analysis is effectively a language within a language; a language of true meaning, feeling and motive. It can help you in every situation, firstly through being able to understand more clearly what is going on, and secondly, by virtue of this knowledge, we give ourselves choices of what ego states to adopt, which signals to send, and where to send them. This enables us to make the most of all our communications and therefore create, develop and maintain better relationships.

Transactional analysis applicationTransactional analysis is a social psychology developed by Eric Berne. Over the past four decades Eric Berne's theory has evolved to include applications to psychotherapy, counseling, education, and organizational development.

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Psychotherapy

Transactional analysis is a powerful tool to bring about human well being. In psychotherapy, transactional analysis utilizes a contract for specific changes desired by the client and involves the "Adult" in both the client and the clinician to sort out behaviors, emotions and thoughts that prevent the development of full human potential. Transactional analysts intervene as they work with clients in a safe, protective, mutually respectful-OK/OK--- environment to eliminate dysfunctional behaviors and establish and reinforce positive relationship styles and healthy functioning. Transactional analysts are able to use the many tools of psychotherapy, ranging from psychodynamic to cognitive behavioral methods in effective and potent ways. Examples of transactional analysis psychotherapy can be seen in our Master Therapists series, the Ellyn Bader and Peter Pearson Couples Therapy Videotapes and the Carlo Moiso-Isabelle Crespelle DVD.

Counseling

Counselors who utilize transactional analysis work contractually on solving “here and now” problems. Counseling work focuses on creating productive problem solving behaviors. Using transactional analysis, counselor's establish an egalitarian, safe and mutually respectful working relationship with their clients. This working relationship provides tools clients can utilize in their day-to-day functions to improve the quality of their lives.

Educational

Transactional Analysis is a practical educational psychology that offers a way of transforming educational philosophy and principles into everyday practice. TA concepts provide a flexible and creative approach to understanding how people function and to the connections between human behaviour, learning and education. Teaching them to both teachers and students is a process of empowerment, enhancing effective methods of interaction and mutual recognition.

Educational TA is both preventive and restorative. TA concepts are developed and used with people of all age\s and stages of development in their various social settings. The aim is to increase personal autonomy, to support people in developing their own personal and professional philosophies and to enable optimum psychological health and growth.

The key philosophical concepts that underpin Educational TA are:

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Effective educators offer empathic acceptance of all human beings as people together with respect for their dignity. These qualities are at the heart of successful learning relationships.

People at any age and stage can learn to take responsibility for their own decisions and actions.

Educational difficulties can be addressed effectively with co-operative goodwill and a coherent theoretical framework that makes sense of the human dynamics involved.

The process of educational TA is contractual, so that all parties know where they stand, and what agreements have been made for what purposes. Throughout the process the ideas and methods of TA are used openly to promote informed co-operation and the sharing of power between all parties.

TA can be used to address important issues in:

initial and continuing teacher education institutional climate and culture developmental and educational needs self esteem building parent education student motivation staff morale and teacher well-being blocks to learning and teaching behaviour management

Above all educational TA is invaluable in helping people to thrive and in promoting healthy and effective learning in a wide variety of contexts.

Organizational

Transactional Analysis is a powerful tool in the hands of organizational development specialists. Through presenting the basic concepts of transactional analysis and using it as the basic theory to undergird the objectives of their clients, organizational development specialists build a common strategy with which to address the particular needs of organizations and to build a functional relationship, as well as eliminate dysfunctional organizational behaviors.

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TA applications for managersWhether as individual or in society and organizational role, we interact with others. There are three main areas of our interpersonal interactions. We interact with emotions, affections, fear, anger, curiosity, etc.

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The habitual way of person’s interacting with other can be called his/ her interpersonal style. A useful conceptual framework to describe an individual’s style is ‘TRANSACTIONAL ANALYSIS.’ In the TA the human behavior is divided into three interpersonal styles and these styles are further divided into 6 sub styles. Which are discussed below ,

Parent, Adult and Child

We each have internal models of parents, children and also adults, and we play these roles with one another in our relationships. We even do it with ourselves, in our internal conversations.

Parent

There are two forms of Parent we can play.

The Nurturing Parent is caring and concerned and often may appear as a mother-figure (though men can play it too). They seek to keep the Child contented,

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offering a safe haven and unconditional love to calm the Child's troubles. In one word we can say when it is supportive we called as nurturing parent.

The Regulating (Critical) Parent, on the other hand, when tries to make the Child do as the parent wants them to do, perhaps transferring values or beliefs or helping the Child to understand and live in society. They may also have negative intent, using the Child as a whipping-boy or worse. Behave strict and dominating character.

Adult

In this behavioral activity, person thinks logically and acts rationally. It is a rational part of us. An adult gather the information, evaluate that and make the decision. All of we can say that ability to think and determine the action is a function of adult behavior. The Adult in us is the 'grown up' rational person who talks reasonably and assertively, neither trying to control nor reacting aggressively towards others. The Adult is comfortable with them self and is, for many of us, our 'ideal self'.

Child

There are four types of Child we can play.

The cutely-named Creative child ( Little Professor) is when it is thoughtful, creative and imaginative. The natural child is curious and exploring, Child who is always trying out new stuff (often much to their Controlling Parent's annoyance). Together with the Natural Child they make up the Free Child.

The Adaptive Child reacts to the world around them, either changing them to fit in or rebelling against the forces they feel. When the child is fearful, guilty or ashamed then it is called as Adaptive child.

The Reactive( rebellious ) Child is a kind of behavior which can be defined as a person who does not care about rules and regulations. This kind of behavior is shown when people lose their patience on the trifles

This is reference to the selection and recruitment test in METZELER related to “Exploring your personality”.

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Transactional analysis concept are quite popular, there are three ego stats which is used in a transaction by a person. These three interpersonal style of an individual depends on the person’s combination of 6 ego stats with the life positions. Combining the 6 ego stats with the four life positions, we obtain 24 influence style. (parrek 1984).

24 style may be too extensive some situations. As james (1975) and avary (1980) have suggested, 2 dimensions ( ok and not ok) can be combined with various life positions. Combination of 6 ego stats ( two parent , one adult and three child) with 2 life positions ( ok and not ok) we obtain 12 styles. They are illustrated below.

Twelve influence styles

Ego stats Style in two life positions Not ok Ok

Nurturing parent Regulating parent AdultCreative childReactive child Adaptive child

Rescuing PrescriptiveTask – obsessive BohemianAggressiveSulking

Supportive Normative Problem – solvingInnovative AssertiveResilient

1. Rescuing styleSuch a style indicates a dependency relationship in which the manager, trainer, or consultant perceives his main role as rescuing subordinates, participants trainee or client, who is seen as incapable of taking care of himself. Another characteristic of this style is that support is provided conditionally, contingent on deference to the provider. The general attitude is one of superiority; the person’s support constantly reminds other of their dependence. Obviously this style does not help other people to become independent and to act by themselves.

2. Supportive style In this style, support is provided when needed. James uses the term supportive coaches for managers with this style. They encourages their

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subordinates and provides the necessary condition for continues improvement. Consultant in this style show patients in learning about the problem of their clients and have empathy with them.

3. Prescriptive stylePeople with this style are critical of the behavior of others, they develop rules and regulations and impose them on others. Managers using this style make quick judgments’ and insist that certain norms be followed by all the subordinates. A consultant may give advice and prescribe solutions for client rather than help client to work out alternative solutions to their problems.

4. Normative styleThese managers are interested in developing proper norms of behavior for their subordinates and in helping them understand why some norms are more important than others. A consultant with this style not only helps clients to solve the specific problem, he helps them to develop ways of approaching a problem and raise questions about relevant values. Such a consultant emphasizes the development of general approach to the problem. Trainers with this style influence the participants through modeling behavior. They also raise question about the appropriateness of some aspects of behavior and work.

5. Task-obsessive stylePeople with this style are more concern with the task. Matters not directly related to the task are ignored. They are not concerned with feelings and, in fact, fail to recognize them since they do not perceived them as related to the task. They attempt to function like computers. A task-obsessive trainer is insensitive to the emotional needs, personal problem and apprehensions of the participants.

6. Problem solving styleIn this style, a manager concern with the solving problems but does not see them as being merely confined to the task. For such persons, the problem have various dimensions. The focus to the manager, consultant, or trainer is on dealing with and finding out solutions to, problems. In this process they solicit the help of and involve subordinates, clients trainees and participants.

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7. Bohemian styleThe creative child is active in this style. The person has lots of ideas and impatient with current practice. The person is less concerned with how the new idea work then with the idea themselves. Such people are nonconformists and enjoying experimenting with new approaches, primarily fun. They rarely allow one idea or practice to stabilize before going to another.

8. Innovative styleInnovators are enthusiastic about new ideas and approaches and enthuse others too. Unlike the bohemian they pay enough attention to nurturing their ideas so that they result in concrete action and become internalized in the system.

9. Aggressive stylePeople with this style are fighters. They may fight for their subordinates, client and participants, or for their ideas and suggestions, hoping that this will help them to achieve the desired result. Their aggressiveness, however, makes people avoid them and not take them seriously.

10.Assertive styleIn this style, the person is concern with the exploration of problem. Perseverance is the main characteristic. Such persons confront the organization to get things done for their subordinates or clients. They are more concerned with confronting problems then with confronting other persons for the sake of confrontation. A consultant with this style may also confront the client in order to help him explore various dimensions. Such people are frank and open but also perceptive and sensitive. They respect the feeling of others.

11.Sulking stylePeople with this style keep their negative feelings with themselves, find it difficult to share them, and avoid meeting people if they have not been able

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to fulfil their part of the contract. Instead of confronting problems, a person with this style avoid them and feels bad about the situation, but does not express these feelings openly.

12.Resilient styleIn this style, person shows creative adaptability, learning from others, accepting others ideas, and changing their approach when required.

Transactional style inventory – managersRead each statement and write your response on this sheet, against the corresponding number, according to the key given below;

Write 1 if you rarely or never behave this way.

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Write 2 if you occasionally behave this way.

Write 3 if you sometimes behave this way.

Write 4 if you often behave this way.

Write 5 if you almost always behave this way.

No. Item

Response 1 I assure my people of my availability to them.2 I delay doing things that I do not like.3 I raise questions with my people about what should or should

not be done.4 I communicate strong feelings and resentment to my

colleagues/ seniors without caring whether this will affect my relationship with them.

5 I collect all the information needed to solve various problems.6 I discuss new ideas with my people without working out the

details of these ideas.7 I respect and follow organizational traditions that seems to give

the organization its identity. 8 I provide my people with the solution to their problem.9 I take up the cause of my department /people and fight for

them.10 I admonish my people for not acting according to my

instructions.11 I think of new and creative solutions.12 I collect information and data , even when these are not

immediately needed or used. 13 I help my people to become aware of some of their strengths.14 I avoid meetings with my seniors and colleagues if I have not

been able to fulfil their expectations.15 I help my people to see the ethical dimensions of some of our

actions.16 I champion my people’s cause , even the cost of organizational

effectiveness.17 I think out many alternative solution to problems before

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adopting one for action.18 I overwhelm my colleagues with new ideas.19 I accept others’ suggestions that appeal to me.20 I instruct my people in detail about work problems and their

solutions.21 I zealously argue my point of view in organizational meetings.22 I give clear instructions to my people about what should or

should not be done.23 I try out new things.24 I go into all details of the specific work to be performed.25 I reassure my people of my continued help.26 I do not express my negative feelings during unpleasant

meetings but continue to be bothered by them. 27 I help my people and colleagues to examine the appropriateness

of proposed actions.28 I express strong resentment to my seniors or colleagues about

things that have not been done as promised.29 I continuously search for various resources from which needed

information can be obtained in order to work out solutions to problems.

30 I try out new ideas or methods without waiting to consolidate the previous ones.

31 I accept help from others and appreciate it.32 I encourage my people to come to me frequently to seek my

advice and help.33 I express my feelings and reactions frankly in meetings with

seniors and colleagues.34 I clearly prescribe standards of behavior to be followed in my

work unit.35 I enjoying try out new ways and see problem as a challenge.36 I work primarily on organizational task, sometimes at the cost

of sensitivity and attention to the feelings of the people.

Page no. 364 SCORING SHEET

Please fill the format below to know your personality style…Style Items and Responses Total OEQ

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Nurturing parent

1. 13. 25.

8. 20. 32.

Regulating parent

3. 15. 27.

10. 22. 34.

Task 5. 17. 29.

12. 24. 36.

Adaptive 7. 19. 31.

2. 14. 26.

Assertive 9. 21. 33.

4. 16. 28.

Innovative 11. 23. 35.6. 18. 30.

Total ok Not ok

Ok+not ok

DSBS

SCORINGThe answer sheet can be used for scoring, or software available for this purpose can be used for detailed analysis. Scoring key is also given with the instrument.

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1. Add the responses for the item in each row, and write the total on the first blank space at the end of the row. For example, responses to item 1, 13, and 25 will be totaled in the first row. Thus there will be 12 totals. (for 12 rows)

2. The total of 12 row represent the total of 12 styles. In the lower portion of the answer sheet, the two term, DS and BS, means dominant style and back up style respectively.

3. Against DS, write the name of that style which has the highest score among the 12 rows. If two or more style has the same score, no specific DS is indicated.

4. Against BS, write the name of the style which has the next highest score. If more than one style has the same score, no specific BS is indicated. This is neither good nor bad. In cases of DS and BS, it may either mean flexibility of styles, or that no specific DS of BS has emerged.

5. For the OEQ (operating effectiveness quotient) value of each odd row (1,3,5,7,9,11)and write them in the last space given against each row. OEQ indicates the percentage of the potential that is being used effectively in a particular style. The odd row represents ok styles, and the even row represents not ok styles. There are pairs of ok and not ok styles (1-8, 3-10, 5-12, 11-6, 9-4, 7-2). Locate the ok score in the first or top row of exhibit 2, and the not ok score in the first column of the table. See where the located row and column interact, and write down the score against ok row. For example if totals of row 1 and 8 are 12 and 8 respectively, 64 is the figure where 12 in the first row and 8 in the first column meet;64 is then the OEQ in this case.

Style item

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Supportive (ok nurturing parent) 1, 13, 25Rescuing (not ok nurturing parent 8, 20, 32Normative (ok normative parent) 3, 15, 27Prescriptive (not ok normative parent) 10, 22, 34Problem solving (ok adult) 5, 17, 29Task obsessive (not ok adult) 12, 24, 36Innovative (ok creative child) 11, 23, 25Bohemian (not ok creative child) 6, 18, 30Assertive (ok reactive child) 9, 21, 33Aggressive (not ok reactive child) 4, 16, 28Resilient (ok adaptive child) 7, 19, 31Sulking (not ok adaptive child) 2, 14, 26

Exhibit 1

Exhibit 2: Operating Effectiveness Quotient (OEQ)

Not okScores

3456789101112131415

Ok scores3 4 5 6 7 8 9 10 11 12 13 14 15

0 100 100 100 100 100 100 100 100 100 100 100 1000 50 67 75 80 83 85 87 89 90 91 92 920 33 50 60 67 71 75 78 80 82 83 85 860 25 40 50 57 62 67 70 73 75 77 78 800 20 33 43 50 55 60 64 67 69 71 73 750 17 28 37 44 50 54 58 61 64 67 69 700 14 25 33 40 45 50 54 57 60 62 65 670 12 22 30 36 42 46 50 53 56 59 61 630 11 20 28 33 38 43 47 50 53 55 58 600 10 18 25 31 36 40 44 47 50 53 55 570 9 17 23 28 33 37 41 44 47 50 52 540 8 15 21 27 31 35 39 42 45 48 50 520 8 14 20 25 29 33 37 40 43 45 48 50

 EXAMPLE OF RECRUITMENT AND SELECTION:

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DABUR INDIA Ltd.

Dabur India Ltd. selects the future employees keeping everything in mind right from the qualification of the employsees to the future prospects-both of the organization and the employees.

The first step involves the filling up of Manpower Indent Form. This form is filled up by the department, which is having the vacancy. The form consists of various questions which are to be answered like if the current vacancy is a replacement vacancy, its reason is to be specified -the factors which resulted it like death, retirement etc.The department is required to give the qualifications that the future candidate should possess.

In the next step, this form is given to the Human Resource (HR) department; this department sees if the position can be filled through internal sources. The internal sources can be transfers, promotion etc. In the case of internal sources, the recommendations of the employees are not taken into consideration. If the HR department does not find suitable candidate within the organization then this department has to give reasons for it. The form then goes to the Corporate HR for its approval.

When the suitable candidate is not available within the organization, the organization then moves to the outside world for filling up the vacancies. If the number of employees required is large then the company has in its consideration three ways-

• The Data bank of the organization• Advertisements. • Contacting large consultants.

The company maintains a databank of the candidates, which is used when the number of vacancies to be filled up is large. The sources of databank can be the qualified candidates who had applied in the organization earlier but due to some reasons could not join the organization. Advertisements are the second big source to attract the candidates. These are having much larger scope and reach to a number of people. The qualifications required by the organization and the criteria could be described in detail.

Large number of consultants also constitutes a big source. Many people register themselves with these consultants and they act as a bridge between the organization and the candidates. The consultants provide the company required

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details about all criteria. These consultants are fixed for the organization, which are chosen on the basis of their performance. In case of overseas recruitment it is checked whether their Indian counterparts can perform the job efficiently or not. If need arises then they are also taken through consultants. But if the number of vacancies is very small then the organization takes the help of the local consultants.

The candidates are then required to fill up the Application Form. This form requires the candidate to fill the details regarding the previous employment, if any and his personal data. The form is having details regarding like the marital status, organization structure, the position held by the candidate, his salary structure, the top three deliveries to the organization that proved to be beneficial to the organization, career goals, his strengths and weaknesses etc.

After the application form has been duly filled and submitted, the selection process starts wherein the candidate has to pass through various stages and interview. The interview panel consists of the persons from Corporate (HR), and other persons including the executives from the department for which the vacancy is to be filled.

The selected candidates are then short-listed. The short listed candidates are then given priority numbers; this is due to the reason that sometimes the candidate who is having first priority is unable to join the organization due to some reasons then in that case the candidate next in the priority list is given preference. The candidate has to undergo medical examination and his credentials are verified. After qualifying these stages, the candidate is then absorbed in the organization and explained his/her duties. This phase marks the end of the selection procedure.

Dabur India Ltd.also performs Campus interviews as and when the need arises. The esteemed organization also provides apprentice training-wherein the organization trains the people in the working of the organization and gives then stipend. If these trainees are found useful to the organization then they are absorbed in the organization else they are given certificate so that they can show this as an experience and get a job elsewhere.

CHALLENGES FACED BY HR IN RECRUITMENT PROCESS

The major challenges faced by the HR in recruitment are:

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Adaptability to Globalization The HR professionals are expected and required to keep in tune with the changing times, i.e. the changes taking place across the globe. HR should maintain the timeliness of the process

Lack of Motivation Recruitment is considered to be a thankless job. Even if the organization is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers.

Process Analysis The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective.

Strategic Prioritization The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals

Attracting Highly Talented Ones The number of highly talented professionals is less. All the big MNC's are trying to attract these people with high salaries, perks, incentives etc. There is a tough competition among these companies to get these candidates on their roles. These days, its not just salaries which will pull the candidate in but various factors like brand, culture, location, job security, reputation of the company etc play a major role in recruiting a talented professional.

RECENT TRENDS IN RECRUITMENT PROCESS

The following trends are being seen in recruitment process:

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Recruitment process outsourcing

The recruitment is one of the leading functions that organization outsourced. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. This practice helps the organization in reducing time and costs in recruitment.

Poaching and head hunting

“Buying talent” (Rather than developing it) is the latest mantra being followed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organization might be a competitor in the industry. Head Hunting means you attract the employ of your choice from competitors by the way offering lucrative packages for beginning the work for your organization.

A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. Indian software and the retail sector are the facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.

E- Recruitment

Internet has created revolution in recruitment and selection process. E- Recruitment is the use of technology to assist the recruitment process. Today aspirants having global mindset and information on opening are available online with placement consultant website, companies website, city line websites and other portal. The job seekers send their applications through mail using the Internet. Organizations are collecting database whole of the year through this and exercising this to its level best. This will help in time and money cost for the companies and for aspirants it is easier to access it on 24/7.

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Summer internship programme:

This programme bridges the gap between concepts reinforced in class room and real corporate and environmental situation. Corporate having opportunity to evaluate students for long term perspectives. Internship programme is undertaken in the discipline concerned.

Talent strategy

Talent strategy means examining the kinds of competencies that will be needed in the next few years, and then comparing those needs with the current competencies. Based on the types of gaps, an organization then decides whether to promote, transfer, terminate, and so forth

DIFFERENT TYPE OF TESTES USED IN SELECTION PROCESS

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Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicant’s ability, aptitude and personality.

The following are the type of tests taken:

1. Ability tests:

Assist in determining how well an individual can perform tasks related to the job. An excellent illustration of this is the typing tests given to a prospective employer for secretarial job. Also called as ‘ACHEIVEMENT TESTS’. It is concerned with what one has accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. Questions have been prepared and tested for such trades as asbestos worker, punch-press operators, electricians and machinists. There are, of course, many unstandarlized achievement tests given in industries, such as typing or dictation tests for an applicant for a stenographic position.

2. Aptitude test:

Aptitude tests measure whether an individual has the capacity or latent ability to learn a given job if given adequate training. The use of aptitude test is advisable when an applicant has had little or no experience along the line of the job opening. Aptitudes tests help determine a person’s potential to learn in a given area. An example of such test is the general management aptitude tests (GMAT), which many business students take prior to gaining admission to a graduate business school programme.

Aptitude test indicates the ability or fitness of an individual to engage successfully in any number of specialized activities. They cover such areas clerical aptitude, numerical aptitude, mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These tests help to detect positive negative points in a person’s sensory or intellectual ability. They focus attention on a particular type of talent such as learning or reasoning in respect of a particular field of work.

Forms of aptitude test:

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Mental or intelligence tests: They measure the overall intellectual ability of a person and enable to know whether the person has the mental ability to deal with certain problems.

Mechanical aptitude tests: They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and problem solving abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc.

Psychomotor or skills tests: They are those, which measure a person’s ability to do a specific job. Such tests are conducted in respect of semi- skilled and repetitive jobs such as packing, testing and inspection, etc.

3. Intelligence test:

This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured. The intelligence is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities.

4. Interest Test:

This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc. such tests indicate which occupations are more in line with a person’s interest. Such tests also enable the company to provide vocational guidance to the selected candidates and even to the existing employees. These tests are used to measure an individual’s activity preferences. These tests are particularly useful for students considering many careers or employees deciding upon career changes.

5. Personality Test:

The importance of personality to job success is undeniable. Often an individual who possesses the intelligence, aptitude and experience for certain has failed because of inability to get along with and motivate other people. It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role. Personality tests are similar to interest tests in that they, also, involve a serious problem of obtaining an honest answer.

6. Projective Test:

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This test requires interpretation of problems or situations. For example, a photograph or a picture can be shown to the candidates and they are asked to give their views, and opinions about the picture.

7. General knowledge Test:

Nowadays G.K. Tests are very common to find general awareness of the candidates in the field of sports, politics, world affairs, current affairs.

8. Perception Test:

At times perception tests can be conducted to find out beliefs, attitudes, and mental sharpness.etc.

9. Graphology Test:

It is designed to analyze the handwriting of individual. It has been said that an individual’s handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential.

10. Polygraph Test:

Polygraph is a lie detector, which is designed to ensure accuracy of the information given in the applications. Department store, banks, treasury offices and jewellery shops, that is, those highly vulnerable to theft or swindling may find polygraph tests useful.

11. Medical Test:

It reveals physical fitness of a candidate. With the development of technology, medical tests have become diversified. Medical servicing helps measure and monitor a candidate’s physical resilience upon exposure to hazardous chemicals.

LEARNINGS & EXPERIENCES

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Every Endeavour undertaken to accomplish challenging goals, can only be successful under the experienced and encouraging guidance. I am privileged to have undergone training at Metzeler automotive profile system. As learning never stops, my learning at Metzeler has come from a lot of exposure, and close interaction with the HR department. In brief my learning’s and achievements can be summarized as under:

Observed the Interview Process & filing vacancy. Understanding of profiles. Communicating with the HR Manager regarding the process. Learnt how to manage workers and other employees. Learnt the effective use of communication tools

CONCLUSION

Success of every business enterprise depends on its human resource. Recruiting and selecting the right people for your business is a challenge. Finding the right man for the job and developing him into a valuable resource is an indispensable requirement of every organization. Proper recruitment helps the line managers to work most effectively in accomplishing the primary objective of the enterprise. In order to harness the human energies in the service or organizational goals, every HR manager is expected to pay proper attention to recruitment and selection activities in an organization. Thus, personnel functions recruitment and selection, when carried out properly, would enable the organization to hire and retain the services of the best brains in the market.

The recruitment process inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions. 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 decide whether they wish to work for it.

BIBILIOGRAPHY

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Books:

1. Human Resource Management by T.N.Chhabra2. Organizational Behaviour by Kavita Singh3. Training instruments in HRD & OD by udai pareek

Websites:

1. Wikipedia2. Changingminds.org3. Businessballs.com4. cite.HR5. www.dabur.com 6. www.hcl.in

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