Chapter - I
INTRODUCTION
1
INTRODUCTION RECRUITMENT & SELECTION:
Recruitment is an important part of a business' human resource planning. Recruitment is the process of searching for the prospective employees and stimulating them to apply for jobs in the organization.
Once the required number and the kind of human resources are determined, the managemen managementt has to find places places where where required required human resource resourcess are/wil are/willl be available and also work out strategies for attracting them towards the organization before selecting suitable candidates for jobs. This process is generally known as Recruitment.
It is a process through which an organization brings in new employees to revamp its operations. The objective of this process is to identify right talent who quali qualify fy for the requir required ed vacan vacanci cies, es, align aligning ing with with the shortshort-te term rm and long-t long-term erm objectives of the organization.
According to Edwin B Flippo, recruitment is “the process of searching for prospective employees and stimulating them to apply for jobs in the organization ".
The overall aim of the recruitment and selection process is to obtain the number and quality of employees that are required in order for the business to achieve its objectives.
There are three main stages in recruitment: requir ireme ement nts. s. This This invo involv lves es the the prep prepar arat ation ion of job Identify fy and defin definee the requ 1) Identi descriptions, job specifications and person specifications 2) Attract potential employees - there are various methods for doing this which are
described in a separate revision note 3) Select and employ the appropriate people from the job applicants 2
INTRODUCTION RECRUITMENT & SELECTION:
Recruitment is an important part of a business' human resource planning. Recruitment is the process of searching for the prospective employees and stimulating them to apply for jobs in the organization.
Once the required number and the kind of human resources are determined, the managemen managementt has to find places places where where required required human resource resourcess are/wil are/willl be available and also work out strategies for attracting them towards the organization before selecting suitable candidates for jobs. This process is generally known as Recruitment.
It is a process through which an organization brings in new employees to revamp its operations. The objective of this process is to identify right talent who quali qualify fy for the requir required ed vacan vacanci cies, es, align aligning ing with with the shortshort-te term rm and long-t long-term erm objectives of the organization.
According to Edwin B Flippo, recruitment is “the process of searching for prospective employees and stimulating them to apply for jobs in the organization ".
The overall aim of the recruitment and selection process is to obtain the number and quality of employees that are required in order for the business to achieve its objectives.
There are three main stages in recruitment: requir ireme ement nts. s. This This invo involv lves es the the prep prepar arat ation ion of job Identify fy and defin definee the requ 1) Identi descriptions, job specifications and person specifications 2) Attract potential employees - there are various methods for doing this which are
described in a separate revision note 3) Select and employ the appropriate people from the job applicants 2
It is important to appreciate that recruitment is a continuous process - because of: •
Staff departures (e.g. retirements, sackings, resignations)
•
Changes in business requirements (e.g. new products, markets, expanded operations)
•
Changes in business location (a relocation often triggers the need for substantial recruitment)
•
Promotions
Recruitment is becoming more and more important in business. In particular, this reflects the increasing need for a well-motivated and flexible workforce that requires less management supervision.
Importance of Recruitment and Selection: Create a talent pool of candidates to enable the selection of bestcandidates for
organization Determine the future requirements of organization in conjunction with its
personnel planning and job analysisactivities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Attract and encourage more and more candidates to apply in the organization.
3
NEED OF THE STUDY
•
In order to exist in the market, survival in the society and to achieve the goal, severa severall organ organiza izati tions ons must must have have the the adequa adequate te human human resour resource cess with with the the necessary qualification, skills, knowledge, work experience and attitude to work.
•
To know how an organization performs in terms of productivity and this should be directly proportional to quality and quantity of its human resources.
•
In order order to get the right kind kind of people in right right place place and in right time time the organi organiza zatio tion n should should have have the speci specific fic and clea clearr person personnel nel polici policies es and recruitment methods which are essential for the growth of the organization.
•
Recruitment Recruitment forms the first stage in the process in the selection selection and sizes with the placement of the candidate.
•
To maintain good human relations one has to be perfect in his duties that are going to be performed.
•
Unle Unless ss
there there exist existss goo good d recru recruit itme ment nt polic policie ies, s, no organi organiza zati tion on can run
smoothly. In order to adopt or initiate good recruitment policy or procedures, the the manag anagem emen entt shou should ld be thor thorou ough gh with with all all the the tech techni niqu ques es in the the methodology used in recruitment selection policy.
4
OBJECTIVES OF THE STUDY The main objective of Recruitment & Selection process is Getting the " Right Job for the Right Man at the Right Time ".
1) To study the effectiveness of Recruitment and Selection process in the organization. 2) To study the Recruitment and Selection process/methods at choice for recruiting Software development professionals. 3) To identify the various traits that the Software development professionals should possess. 4) To know whether the employees are satisfied with Recruitment and Selection procedures followed in the company. 5) To study Recruitment and Selection process is adequate or not.
5
SCOPE OF THE STUDY
The study is conducted at Dr. Reddy’s Laboratories Pvt. Ltd., BRANDED FORMULATIONS division Hyderabad and is confined to the operations of this division only.
•
The scope of this project extends to learning about latest developments and best practices in HR Recruitment, and Organizational Development. It will cover many existing HR issues like Recruitment, Retention Strategies, and Organizational Transformation etc.
•
Identifying, mapping, measuring, objectively analyzing and improving HR services within the existing organization structure
•
Findings of this project will be used as an important document for creating well defined package of HR solutions for Himansu IT Services Limited
•
All the work done during this project is for the internal purpose of Himansu IT Services Limited
6
RESEARCH METHODOLOGY
The different phases of the study will include Studying, Analyzing, Mapping, Redesigning and implementing various recruitment practices of Satyam Computer Services Limited. Description of various phases is as follows•
Define the process and establish its boundaries, do initial data gathering (e.g. Existing process maps, performance measures), develop high-level problem hypothesis
•
Document the Recruitment process, and retention strategies refine the problem hypothesis, establish Key Performance Indicators (KPIs), measure baseline KPIs, draw-up retention strategies for benefits
•
Design the process, revise the process flows and define any additional interventions required, establish benefits targets.
•
Run a pilot implementation where there are significant uncertainties about aspects of the new process, use this to adjust process flows, validate benefits, and develop implementation plans Implementation. Put new strategies in place, carry out analysis, establish performance measurements (KPIs, benefits tracking), set up employee feedback report and hand over back to company
Data Collection Primary Data
It is collected through existing recruitment & selection process of Dr.Reddy’s & interaction with various HR managers all over India.
7
Secondary data:
It is gathered from journals, internet, operation manual & books on recruitment & selection process.
LIMITATIONS OF THE STUDY The data collected is confined to frontline sales officer a part of Branded Formulations all over India. By considering the time constraint, the other portfolios were not dealt. •
Each of the HR services is a specific thesis of study in itself
•
The Range of services or solutions cannot be generalized
•
The company prefers to maintain its confidentiality regarding its policies and procedures, hence obtaining data can be an arduous task
•
HR processes are subject to variation from one client to another
•
A detailed study of the organization and its approach may not be possible due to the limited boundaries of time
8
Chapter -II
COMAPANY PROFILE
9
Dr. REDDY’S LABORATORIES- AN OVERVIEW Dr. K. Anji Reddy in 1984 as private limited company under the companies Act 1956 promoted Dr.Reddy’s Laboratories Pvt.Ltd.. The name of the company was changed to dr. Reddy’s Laboratories Ltd. in 1985, when it became a public company. The company shot into prominence for being the first in the country to manufacture and sell the bulk drug methyldopa. Over the years Dr.Reddy’s Laboratories Ltd. Leveraged its expertise in synthetic Chemistry innovating and emerging with more first time launches of bulk drugs in India.
In 1994-95 standard equity fund ltd. a company dealing all types of Drugs, Pharmaceuticals and chemicals and also stocks, bonds and carrying on R&D of drugs was amalgamated with Dr.Reddy’s. The company is dedicated towards providing medical profession with the latest and drugs confirming to international quality standards at affordable prices to patients through continuous innovation.
The group companies Dr.Reddy’s Laboratories and cheminor drugs Ltd. and an independent non-project research organization Dr.Reddy’s Research Foundation has acquired world class expertise in the development and the manufacture of organic Intermediates. Bulk Pharmaceutical and finished dosage. The expertise enables the group to provide high quality and cost effective pharmaceutical products to the world market. The group enjoys the competitive in domestic as well as international markets due to this professional orientation ability in developing and commercializing technologies for synthesis of organic intermediates and Pharmaceutical active ingredients. 10
Dr.Reddy’s Laboratories Ltd. is the technology driven and science based organization while their focused in the past has primarily been process development they are now directing their efforts and resources towards basic research and innovative process technology Dr.Reddy’s Research foundation. Dr.Reddy’s Laboratories to occupy a unique position among pharmaceutical companies in the Indian markets.
Dr.Reddy’s Laboratories is on of the largest producers of bulk drugs and one of the major forces in the world for commodity bulk drug with a wide range of bulk drugs and finished dosages forms, The company has been a pioneer in India to redevelopment of latest bulk activities especially quinolines Anti-hypertensive, and pain relievers. The company accounts for more than 1/3 of Indian formulation industries consumption of these products.
The mission of the company is to achieve global leadership as manufactures of quality but that you substances and finished formulations. This lead to the expansion of company’s activities in international markets, and the vision of the company is to be of the leading pharmaceutical company across the globe, led to the establishment of company’s second formulation manufacturing with state of art technology in the areas of production, quality control and research development.
Dr.Reddy’s Laboratories Ltd. research and development team of highly qualified scientists proved to be among the best such outfits in the country. It is the first to introduce 3 to 4 drugs in the country every year. Its strength is also its ability to develop process in a short time for new drugs. The whole department worked as team to facilitate faster development of new drugs and environmental area during the years reduces consumption of water and efficient generation. The company has also continuously developed and re-engineered its manufacturing process in order to device a new and innovative process of manufacturing which resulted in less affluent generation.
11
The company today has its subsidiaries in India, Hong Kong, Singapore, Russia, Netherlands and Antilles Kingdom of Netherlands, Joint Venture in Russia, Brazil and Uzbekistan.
ABOUT THE BULK ACIVITIES DIVIDION, UNIT-V The bulk Activities Division, unit-v is located at Peddadevulapally, Nalgonda District, Andhra Pradesh. The industry was started in the year 1988 with a capital cost of Rs.42.57 Crores. The setup is spread over an area of 64 Acres. The facility is approved by FDA and the systems are certified for ISO 9001. Dr.Reddy’s Laboratories has 8 Strategic Business units (SBUs).They are 1.
Branded Finished Dosage
2.
Generic Finished Dosage
3.
Bulk Actives
4.
Custom Chemicals
5.
Biotechnology
6.
Diagnostics
7.
Critical Care
8.
Discovery Research
Andhra Pradesh Industries (API’S): Dr.Reddy’s API division is a proven manufacturer of bulk actives. Its comphasis is on building profitable revenue from exports to regulated markets like USA and Western Europe. Dr.Reddy’s Laboratories Ltd has 7 Bulk Active Units. They are as: In India only. 1.
B D-1- Jeedimetla,Hyderabad.
12
2.
B D-2- Bollaram,Hyderabad.
3.
B D-3- Bollaram,Hyderabad.
4.
B D-4- Bollaram,Hyderabad.
5.
B D-5- Miryalaguda.
6.
B D-6- Pydibheemavaram.
7.
B D-7- Pydibheemavaram.(EOU
MARKET The company exports bulk drug to nearly 70 countries and its formulation to Geographically Strategic areas. The formulation is exported to Russia and other CIS Countries. Chine, Vietnam, South East Asian Countries, middle east, Bangladesh, Sri Lanka and Romania. Dr.Reddy’s specializes in manufacturing and marketing of bulk Pharmaceutical
activities,
finished
dosage
forms,
Diagnostics
kit
and
in
Biotechnology.
To produce high quality products it is not enough Dr.Reddy’s Laboratories Ltd. has a wide network of 24 consignment agents in the country who hold inventories but a possible down to 1200 stockiest who in turn feed 10,00,000 retail outlets all over India.
PRODUCTS: Dr.Reddy’s Laboratories Ltd. bulk drugs and tablets and capsules. It produces tablets like OMEZ (OMPEPRAZOLE), Periestiel (cisapride), Nise (nimesulide), Stamlo(Amlodipine), Enam(enalapril meleate), Lanzap (Lansoprazole),Lomoday (lenoflxaon), it also produces bulk drugs like S.No.
Name of the product
1. 2. 3. 4. 5.
Quanapril Ranitidine Naproxine Famotidine Enapril
Production Capacity per month 100kgs 1330MT 12MT 750kgs 100 kgs
Application of Drug
Anti Hypertension Anti Ulcer Anti Inflammatory Anti Ulcer Anti Allergenic
The bulk Activities Division, Unit –V has 13 departments viz. 1.
Ranitidine
2.
Naproxine
3.
Famotidine
4.
Engineering services
5.
Quality Control
6.
Quality Assurance
7.
TSD-R&D
8.
SHE
9.
Warehouse
10.
SCM
11.
HRD
12.
RA
13.
Liaison
Nature of Activity: The quality is given prime importance in the manufacture of products in Dr. Reddy’s Laboratories Ltd. at the each and every stage the sample of the product is taken and tested if it is according to the prescribed standards then it will be processed otherwise it will be send back. The quality of the raw material is also checked while the material is going for production.
14
Human Resource - Department: The superior –subordinate Relationships are defined by organization charts, which former documents that indicate that chain of command and that titles that have assigned to the manager and at her personnel’s.
The Vice President (Human Resource) is the head of the all Human Resource activities in the Dr. Reddy’s group. He will be directly reporting to the managing director of the organization. Under vice president (Human Resource) there are 3 managers (Human Resource) looking after diagnostic division , formulation manufacturing, and formulations Marketing there is also two senior managers looking after bulk drugs manufacturing units and other for training and development. The chief security and vigilance officer will be directly reporting to vice – president. There is one Assistant Manager (Human Resource) looking after Corporate office and one senior executive employee relations reporting directly to vice – president(Human Resource) under Senior Manager Bulk Drug Manufacturing there are one Assistant Manager , one Executive and one Labor Welfare Officer looking after three bulk drugs units. Under them there are officer (Human Resource) in each unit.
Human resource philosophy: •
Hold positive regard for each Individual.
•
Fasten Career building by providing opportunities through thinking.
•
Innovating and learning.
•
Nature a climate that provides Individual growth.
Human Resource Policy: •
Always select employees who are the best of available candidates.
15
•
Active participation in professional association.
•
Maintain high standards of discipline.
•
Encourage free flow of ideas and suggestion all rounds so that employees can give there best in a free and domestic atmosphere.
•
Maintenance of high standard of working conditions – cleanliness all.
•
Give opportunity for self- development.
•
Encouraging participative management Providing
Internal training courses
External training courses
Participating in seminars
Participating in lectures at institutions of management.
16
SAFETY HEALTH & ENVIRONMENT POLICY Dr.Reddy’s Laboratories Ltd (DRL) as an innovation and responsible health care company, considers safety, health and protection of the environment as in integral part of the business. DRL shall achieve continued commitment to safety, health and environment. •
Complying with relevant legal statutes.
•
Conducting active R&D and technology planning in new process development to minimize the adverse impact on safety health and environment.
•
Using and maintaining equipment systems & facilities to provide a safe work atmosphere to our employees contractors, visitors and neighboring community and move towards our aim of becoming incident and injury free units.
•
Conserving resources and preventing pollution using a closed cycle approach.
•
Continually improving safety, health and environment aspects through objectives targets, management programs, audits and reviews.
•
Establishing emergency preparedness through planning and process safety analysis.
•
Maintaining good housekeeping in our plant premises.
•
Creating safety, health and environment awareness and developing required level of knowledge and skills in al l employees through need based training and internal communication.
17
Our vision & values: Core Purpose:
“To help people lead healthier lives” Vision:
“To become a Discovery led global pharmaceutical company. Mission:
“To be the 1st Indian pharmaceutical company that successfully takes its products from discovery to commercial launch globally Values:
We strive for Excellence in everything we think, say and do. Quality:
We are dedicated to achieving the highest levels of quality in everything we do to delight customers, internal& external, every time Respect for the Individual:
We uphold the self esteem and dignity of each other by creating an open culture conducive for expression of views and ideas irrespective of hierarchy Innovation & Continuous Learning:
We create an environment of innovation
and learning that fosters, in each
one of us, a desire to excel and willingness to experiment Collaboration & Teamwork:
We seek opportunities to build relationships and
leverage knowledge,
expertise and resources to create greater value across functions, business and locations
Harmony & Social Responsibility:
We take utmost care to protect our natural environment and serve the communities in which we live and work.Our business practices are guided by the highest ethical standards of truth, integrity and transparency.
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Awards and Recognition
Best Management Award 2005-May Day 2005 Labour Department, Govt. of Andhra Pradesh
Best Employer Award 2002-Hewitt Business Today
Most Respected Company Awards 2004 The Business world
India’s Best Managed Company-2004-05 Business Today presented by Microsoft
CHEMTECH CEW Award- Achiever of the Year 2000 Chemtech Foundation
DH Avenue Awards for HR Excellence Centre for Change Management
Pharmabio Awards-2004 Chemtech Foundation
Sodex ho PASS Award for HR Excellence Organization with innovative HR Practice-2004 Presented by Asia Pacific Congress
Third Express Pharma Award- Best Bulk Drug Company
WORLDSTAR Award for Packaging Excellence-2003 Omez Capsules Pack with Anti-Counterfeiting Features
INDIASTAR 2002- Indian Institute of Packaging 19
Mintop Forte Customer Convenience Pack – APF The Asia Packaging Federation
Entrepreneur of the Year – 2001 – Ernst & Young Healthcare and Life Sciences 2001 India
Best Employers in India 2004 – Hewitt CNBC TV 18
Business Development Deal 2005-2006
Express Pharma Pulse Awards Pharma Excellence Awards
Leveraging Global Opportunity 2005-2006 Pharma Excellence Award
IBLA Indian Corporate Citizen of the Year – 2005
Operational Excellence 2005-2006 Pharma Excellence Award
20
Chapter - III
INDUSTRY PROFILE
21
ABOUT THE PHARAMACEUTICAL INDUSTRY The Indian Pharmaceutical industry is one of the largest and most advanced amongst the developing countries. The Industry is currently in a position to manufacture bulk drugs belonging to several the rape tic groups requiring various manufacturing process. Excellent technical facilities have also been development for production of major dosage forms like Tablets, Capsules, and the liquid orals, Indictable etc. Today India is in position to produce 70 percent of its requirements of bulk drugs and almost all its requirements of formulation.
The pharmaceutical industry in India today has the capability of producing a wide range of bulk drugs, covering a large spectrum of technologies and almost all formulations. In fact the countries are almost fully self –relevant in terms of formulations technology. Among the bulk drugs, which are critical to the country’s health needs the most important are penicillin and rafampiein. It is worth mentioning that India has research to cost effective production of wide range of products such as methyldopa, paracetamoI, buprofen, Aspirin, Ampicilline etc., and a host of other items. The process improvements achieved in these areas is internally competitive with the results that most of these products have found markets even in Advanced Countries like the U.S.A., Germany etc. The Drug and pharmaceutical industry in India during the last 50 years has shown tremendous progress if one takes into consideration the growth. As seen in other developing countries with percent of word’s population, India has one of the lowest drug expenditure precipitate
among
developing and developed nations With the growth in India economy, Pharmaceutical sales are expected to benefit due to the increased spending power to middle and the lower middle classes. It is estimated that there are presently 24,000 firms engage in the production of drugs and Pharmaceuticals. The industry which is represented by an estimated 24,000 units entailing an approximate investment of 1200 crores. In spite of hurdles the industry has shown good growth over the years. But when compared with the developed countries of the world, the Indian Pharmaceutical industries are very small. It accounts for only 1.2 percent of the world pharmaceutical production.
22
Introduction to the Pharmaceutical Industry Pharmaceuticals are medicinally effective chemicals, which are converted to dosage forms suitable for patients to imbibe. In its basic chemical form, pharmaceuticals are called bulk drugs and the final dosage forms are known as formulations. Usage of pharmaceuticals is governed by the underlying medical science. The four primary medical sciences are as under.
•
Allopathy or modern medicine has gained global popularity.
•
Ayurveda, an ancient Indian science, mainly uses herbal remedies.
•
Unani, having Chinese origin, is prevalent in South East Asia.
•
Homeopathy, founded by a German physician, was fairly popular in the early 19th century.
World-over, the pharmaceuticals industry is focused on Allopathy, the most modern medical science. Other modes of medical treatment such as Homeopathy, Ayurveda and Unani are more prevalent in third world countries.
Bulk Drugs Bulk drugs are medicinally effective chemicals. They are derived from 4 types of intermediates (raw materials), namely •
Plant derivatives (herbal products)
•
Animal derivatives e.g. Insulin extracted from bovine pancreas
•
Synthetic chemicals
•
Biogenetic (human) derivatives eg Human insulin
Bulk drug discovery requires intensive and expensive research. So new drugs are patented1 by the innovator to ensure commercial gains on his R&D investment. When a drug goes off-patent it becomes generic. Bulk drugs can be broadly categorized as •
under patent
•
generic or off-patent.
23
A patent provides exclusivity of manufacturing/ licensing to the discoverer ie patent holder for a stipulated time period. Formulations
Doctors, post-diagnosis to cure a disease or disorder in the patient primarily prescribes formulations.
To prevent misuse/ incorrect
administration,
most
formulations are disbursed by pharmacies only under medical prescription and these are called ethical products. However, some formulations such as pain balms, health tonics etc can also be purchased by users directly. These are called over-the-counter (OTC) products.
Formulations can be categorized as per the route of administration to patients, •
Oral ie tablets, syrups, capsules, powders etc taken internally.
•
Topical i.e. ointments, creams, liquids, aerosols that are applied on the skin.
•
Parenterals i.e. sterile solutions injected in an intravenous or intramuscular fashion.
•
Others such as eye-drops, peccaries, surgical dressings etc.
Why US market is such a lucrative?
World Audited Market
2003 Sales ($ban)
% Global sales ($)
% Growth (constant $)
North America European Union Rest of Europe Japan Asia, Africa and Australia Latin America TOTAL
229.5 115.4 14.3 52.4 37.3 17.4 $466.3bn
US 2003 Global pharmacy sales by region 24
49% 25 3 11 8 4 100%
+11% 8 14 3 12 6 +9%
•
market has a share of around 50% of the Global sales [~229.5%]
•
In of that Generic drugs sales accounted for 15-20$bn.
•
In US, 180 day exclusivity will be offered if the company successfully challenges the innovator company on the patents and get the FDA approval will get 6 months exclusivity period. During this period, only innovator and first to file generic company can market their drugs all the other generic companies can only enter into the market after 181th day.
Because of all these reasons, Most of the Indian companies wants to enter into the US market, so my thesis work is also concentrated on the US regulatory system and FDA approval system.
25
Chapter -IV
THEORITICAL ASSPECTS
The Recruitment & Selection Process 26
The Recruitment and Selection process promotes successful hiring decisions that can truly impact the success of a department or faculty.
The Recruitment and Selection process consist of six stages
Stage 1 Agree to vacancy to be filled
Understand the job
Stage 2 Job analysis
Sort out the knowledge, skills and aptitudes
Stages 1 - 3
needed to do the job Recruitme nt
Stage 3 Attracting a Field of Candidates
Deciding where suitable applicants can be found, and persuading them to apply
Stage 4 Sorting Candidates
Methods of finding out if candidates have required knowledge, skills, aptitudes
Stage 5 Selection Interviews
Make actual choice
Stages 4-6 Selection
Stage 6 Introduction
Introduction of new recruit to organization, ensuring he/she will start with enthusiastic attitude and settle down quickly The recruitment and selection process general outline. It is to be noted that the vacancy would arise either because an employee left or because it was created as part of the human resource plan.
Job Analysis
27
The management of a business need to determine what work needs to be done. Job analysis is a key part of this need.
Job analysis concentrates on what job holders are expected to do. It provides the basis for a job description, which in turn influences decisions taken on recruitment, training, performance appraisal and reward systems.
What is contained in a job analysis?
A job analysis would typically contain:
Job purpose
What is the job meant to do - and how does this related to other parts of the business?
Job content
Duties and responsibilities
Accountabilities
What results / outputs is the job holder responsible for?
Performance
How will the job holder's performance be measured?
Criteria
Resource requirements
E.g. equipment, location
How is a job analysis carried out?
28
Several techniques should be used to complete an effective job analysis: •
•
Research business documents - e.g. procedures manuals Ask relevant managers about the requirements and purpose of the job; what are the key activities; what relationships does the job have with other posts. Develop a comprehensive profile through these discussions
•
Interview the existing job holder (if the job already exists) -e.g. ask store managers in retail stores and build a profile from asking those who actually do the job
•
Observe the job holders to see what they really do.
The key information that needs to be collected includes: o
Job title
o
Main duties and tasks
o
Targets and performance standards that the job holder is required to achieve
o
The amount of supervision that is normally given / freedom of decision-making in the job
o
Skills and/or qualifications needed for the job (including personal skills)
Conducting a Job Analysis There are three different times when a job analysis should be performed: •
When new jobs are created
•
When jobs have changed because of new technology, methods etc.
•
When they have not been analyzed for a period of time and a new worker
is required for the job.
The information from a job analysis is used to identify competencies, prepare position descriptions, and develop job specifications.
What we are looking for:
29
No component of the selection process is as critical as getting, at the outset, a clear idea of what you are looking for. We get that information from paper and from people. Before hiring a new person into a position, and before creating a new position, take the time to do a job analysis. This may be a good time to make changes in a position. •
Review the duties and responsibilities to make sure they are reflected in the job or position description.
•
Identify effective versus ineffective job behaviors.
•
Try to identify critical incidents that identify predictive situations and effective behavior.
These can be used in the job interview to describe specific situations a candidate might encounter on the job and get a preview of how he/she might behave in that situation.
Job Description A job description sets out the purpose of a job, where the job fits into the organization structure, the main accountabilities and responsibilities of the job and the key tasks to be performed.
Why is a job description important?
A job description has four main uses: •
Organization - it defines where the job is positioned in the organization
structure. Who reports to whom? •
Recruitment - it provides essential information to potential recruits (and the
recruiting team) so that they can determine the right kind of person to do the job (see person specification) •
Legal - the job description forms an important part of the legally-binding
contract of employment •
Appraisal of performance - individual objectives can be set based on the job
description·
Contents of a Job Description 30
The main contents of a job description are:
Job Title: this indicates the role/function that the job plays within an
organization, and the level of job within that function (e.g. Finance Director would be a more senior position than Financial Accountant - although both jobs are in the "finance department")
Reporting responsibilities: who is the immediate boss of the job holder?
Subordinates: who reports directly TO the job holder?
Main purpose: who is involved in the job overall
Main tasks and accountabilities: description of the main activities to "be
undertaken and what the job holder is expected to achieve (e.g. in the case of the Management Accountant, this might include "Complete monthly management accounts by 10th working day of each month and prepare report on all key performance variances ")
Employment conditions.
Person Specification A person specification describes the requirements a job holder needs to be able to perform the job satisfactorily. These are likely to include: - Education and qualifications - Training and experience - Personal attributes / qualities
Person Specification Vs Job Description A job description describes the job; a person specification describes the person needed to do the job. A person specification can, therefore, form the basis for the selection of the most suitable person to fill the job.
How should a person specification be created? The most common approach now used by recruiters is to use what are known as "competencies" to design the person specification. These are then classified as "essential" or "desired" to determine which are most important.
31
Competencies might include some or all of the following:
Physical attributes (e.g. state of health, aged, speech) Attainments (e.g. highest level of education completed, relevant market experience, ability to supervise/manage)
Aptitudes (e.g. verbal reasoning; numerical aptitude )
Interests (social activities; sporting activities)
Personal circumstances (e.g. ability to work shifts; full or part time)
Person specifications have to be prepared and used with great care. In particular, it is important to ensure that the list of essential or desired competencies does not lead to unlawful discrimination against potential employees.
Position Descriptions
Every employee in the company, including those in senior management, should have a position description.
A position description is a legal document. Without one, both employee and employer can be confused about roles and expectations. There is a widely held belief in some organizations that giving employees clear job descriptions will have a detrimental effect on productivity. Research indicates that just the opposite is more likely to be true. Employees who know what their role is will be more willing to work hard, and to stretch the boundaries of their position when required.
An effective position description should include: •
A job title
•
Job purpose
•
Reporting relationships
•
Key responsibility areas
•
Limitations of the position in terms of problem-solving and decision making
•
Environmental factors 32
Requirements to perform the job, also known as "job specifications" may be a part of the position description as well. This will include the education, experience, training and competencies required to do the job.
A performance based job description also includes a realistic job preview, a frank summary of the job, detailing salary, benefits, vacation, hours of work, overtime, deadlines, work volumes and work environment.
Where Do We Find Candidates? Competitors
If they've been turning away applicants, they might send you their extras.
Persons who are
These are the people who are most often overlooked at hiring
Over looked
time. If these people can keep up with the job, you might end up with a dedicated worker who'11 be looking for a chance to make a positive impact on your organization
Retired seniors
Again, there are a lot of experienced retirees out there who have a lifetime of skill and experience behind them. They can be a real asset, especially in a new business.
Companies that
Executives at downsizing companies are usually more than
have announced
happy to send you their soon-to-be-unemployed people, as
cutbacks
most upper management folks actually do care about the welfare of their employees.
Educational
Professors you've made friends with will give you the inside
Institutions
track to their best performers and those top performers could
Employees
be yours. Ask established employees for people they know who can do the job. Because your employees will have to work with those people, they'll usually make a good choice.
33
Evaluating Resumes
With more applicants than ever before having their resumes professionally prepared, the resume is rapidly losing its value as an evaluating tool. The "best" resume may not always come from the "best" candidate; it often comes from the applicant who has had the most jobs (and thus, the most practice writing resumes) or the applicant who has hired a skilled resume writer.
Nevertheless, resumes may provide clues to narrow down a large field of applicants.
How to Use Resumes to Your Best Advantage:
•
Be wary of the functional resume. A functional resume usually has no dates,
only descriptions of experience and qualifications. The applicant who writes such a resume >could well be right for the job, but functional resumes are often written by applicants who have been excessive job jumpers, or else have been out of work for a considerable length of time. •
Watch out for trivia . A resume that is "puffed-up" with trivia (sports
interests, hobbies, etc.) may be a sign that the applicant is weak in experience and skills. It could also mean the applicant won't have enough time for the job. •
Beware of qualifiers . Many resumes are filled with phrases like, "knowledge
of...," "assisted with ...," "had exposure to ... Don’t confuse these qualifying descriptions with hard hands-on experience. •
Don't be misled by a lengthy education section . Applicants who hick
appropriate education often beef up their background with lengthy (and often meaningless) descriptions of special courses and seminars. •
Be sensitive to sour grapes . If the resume leads you to believe that the
applicant is bitter about past jobs, tread with care. If anger shows through in a resume, it can easily surface on the job. . •
Don't excuse sloppiness . An applicant who isn't astute enough or doesn't care
enough to make the resume letter-perfect is not generally a good bet to be conscientious on the job. 34
•
Don't read more into a resume than is already there . You can usually
assume that what is left off a resume is a skill or quality that the person doesn't have.
•
Look for evidence that shows a willingness to work. This quality may not
be easy to detect from a resume, but if you find it, consider the applicant very carefully. Hard workers are not easy to find. •
Let a technical specialist do the technical screening. Check with a
specialist in the same field as the position being staffed. They can often tell, on the basis of a resume alone, which applicants should be eliminated from consideration.
Resume Screening Guides •
Create your own form. Adapt it to the position.
•
Assign points based on importance of the criteria.
•
Set a pass/fail mark.
Realistic Job Previews Why do new employees leave their job in the first year?
•
Some employees simply accept a position until a better offer comes in
•
Others don’t fit in well with the company culture
•
Similarly, some employees don’t like the working conditions of the job
•
Other employees discover they cant or don’t want to do the work
•
Unfortunately, some employees don’t always like their managers and coworkers
•
Similarly, some employees discover the job duties or reporting relationships become unacceptable after a reorganization of the department
35
Key Benefits of a Realistic Job Preview: •
Reduces turnover fewer surprises on the job for new employees
•
Time savings applicants can self-select out of the job early in the process
•
Positive first impressions honest communication and disclosure early in the process
Recruitment - Internal Recruitment
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.
How is it done?
Internal vacancies are usually advertised within the business via a variety of media:
•
Staff notice boards Intranets
•
In-house magazines / newsletters (for example, Emap, a major publishing
•
business) have a weekly staff magazine devoted solely to advertising jobs within the organization! •
Staff meetings
Advantages of internal recruitment •
Gives existing employees greater opportunity to advance their careers in the business
•
May help to retain staff who might otherwise leave
•
Requires a short induction training period
•
Employer should know more about the internal candidate's abilities (= a reduced risk of selecting an inappropriate candidate)
•
Usually quicker and less expensive than recruiting from outside
36
Disadvantages of internal recruitment
•
Limits the number of potential applicants for a job
•
External candidates might be better suited / qualified for the job
•
•
Another vacancy will be created that has to be filled Existing staff may feel they have the automatic right to be promoted, whether or not they are competent
•
Business may become resistant to change; by recruiting from outside, new perspectives and attitudes are brought in
Recruitment - External Recruitment
This refers to the filling of job vacancies from outside the business (contrast with internal recruitment). Most businesses engage in external recruitment fairly. Frequently, particularly those that are growing strongly, or that operate in industries with high staff turnover.
How is it done?
There are several ways of looking for staff outside the business:
Employment / recruitment 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.
The main advantages with using an agency are the specialist skills they bring and the speed with which they normally provide candidates. They also reduce the administrative burden of recruitment. The cost is the high agency fees charged often up to 30% of the first year wages of anyone employed.
37
Headhunters / Recruitment Consultancies
"Up market" recruitment agents who provide a more specialized approach to the recruitment of key employees and/or senior management. They tend to "approach" individuals with a good reputation rather than rely on long lists of registered applicants - often using privileged industry contacts to draw up a short list. The cost of using a headhunter or recruitment consultant is high.
Job centers
Government runs agency - good for identifying local candidates for relatively straightforward jobs. The job centre service is free to employers and is most useful for advertising semi-skilled, clerical and manual jobs.
Government Funded Training Schemes
There is a variety of government-funded schemes that provide potential recruits, including the New Deal and Modem Apprenticeships. The advantage of these schemes is that government funding lowers the cost of employment and the business can get to know the employee before committing for the long-term. However, relatively few employment requirements are covered by these schemes.
Advertising
Probably the most common method. Advertising allows the employer to reach a wider audience. The choice of advertising media (e.g. national newspaper, internet, specialist magazine etc) depends on the requirement for the advert to reach a particular audience and, crucially, the advertising budget.
Advantages of external recruitment
These are mainly the opposite of the disadvantages of internal recruitment. The main one being that a wider audience can be reached which increases the chance that the business will be able to recruit the skills it needs.
38
SELECTION:
The organization attempts to select the applicant whose qualification is most closely related to those required for successful performance of the major duties and responsibilities of the position.
The selection of a candidate with the right combination of education, work experience, attitude, and creativity will not only increase the quality and stability of the workforce, it will also play a large role in bringing management strategies and planning to fruition.
The Interviewing & Hiring Process
It is process were in the candidate is tested for technical skills and qualifications necessary for the job. For more senior and managerial positions, you're proven leadership ability and project management skills will be an important factor for a candidate
Factors in the Hiring Process
Level I Factors
: Outward appearance.
Level II Factors : Education and job history. Level III Factors : Attitude, self-motivation, persistence, maturity, aptitude,
temperament. Level III traits tend to be highly stable. Our goal is to predict future performance by
getting a deeper understanding of how someone has displayed level III qualities in the past.
39
Principles for Exploring Past Actions
•
The best predictor of future performance is past performance in similar circumstances.
•
The more varied the situations in which behavior is demonstrated, the more deeply-rooted the behavior.
•
The more recent the behavior, the more predictive of future performance.
•
The more long-standing the behavior, the more deeply-rooted it is.
•
People reveal past patterns of behavior most vividly in instances where they experience greatest successes or setbacks.
Behavioral Interview Techniques
The goal of the interview process is to predict future job performance based on examples of previous specific behaviors, which illustrate the desired competencies through tactful probing. A behavioral interview is a structured interview that is created after a thorough analysis of the job skills needed for a successful job performance.
The competencies are then selected that define the knowledge, skills and abilities, which must be assessed during the interview process. This paves the way to develop interview questions designed to identify the presence of these competencies. The interviewers are looking for behaviors in situations similar to those that will be encountered in the new job. By relating a candidates answers to specific past experiences, you'll develop much more reliable indicators of how the individual will most likely act in the future.
Behavioral questions ensure spontaneity since candidates can’t prepare for them in advance. Hence, your assured of more accurate answers in the selection
40
process, and you're provided with specific ammunition to use later down the line in the reference-checking process.
Purpose of Behavioral Interviewing
The behavioral interviewing tools will ensure that the selection process is: •
Objective
•
Consistent and transparent
•
Based on the competencies and proficiency level of the job
•
A good predictor of performance
Past behavior in specific situations will indicate more accurately candidate's personal preferences, attitudes and behaviors. A person can have the skills and knowledge to do the job, but may not have the inclination to do it.
The behavior-based interview incorporates structured questions on the candidates past behavior in situations similar to those that will be encountered in the new position. It goes beyond determining whether a person can do the job. It better determines if a person will do a good job; how it will be done and to what extent.
Interview Information Taxonomy Where can we find the information we need?
Most interviewers will agree very quickly to the principle that the best predictor of future behavior will be past behavior or performance. They will even agree to a further refinement, the best indicator of future behavior will be past behavior in similar circumstances. While we know that no two events are exactly alike, we can search for circumstances in the candidates past that will be quite similar to what they will face in the future. However, as interviewers, we often don't act like we believe this principle. We spend a good deal of our time asking questions that elicit information of lesser importance. For example, this is the information that emerges in most selection interviews, in this order:
41
1. Biographical facts, Credentials and Achievements 2. Technical knowledge 3. Experience/activity descriptions 4. Self-evaluation information •
Likes and dislikes
•
Strengths and weaknesses
•
Statements of Goals/attitudes/philosophy
•
Hypothetical, speculative statements
5. Behavior descriptions
Determining the Skills or Competencies You Need
Technical skills: Those skills that call upon specific technical knowledge or
experience. Can the individual do the job? How do you determine technical skills? Ask yourself these questions:
•
What specific kinds of machines will the employee use?
•
What specific kinds of computer hardware/software will they use?
•
Is there a certain specific and prescribed way they must manipulate tools?
What do you really need? You'll have to decide if previous experience in these technical skills is important, or if you will train the successful candidate. Though technical skills are often more easily learned than performance skills, many jobs demand that a person arrive with their technical skills already in place.
Performance skills are the Will factors . These are the tasks and responsibilities
assigned to the position. They are closely tied to work habits that reflect the way a person gets a job done. They may relate to working with or managing other people, making decisions, following guidelines, dealing with the public etc.
A Customer Service Supervisor, for example, might need to supervise three customer service representatives, apply established guidelines to specific customer inquiries, and solve work unit problems. These are all performance skills . 42
At the same time, you may expect this employee to be skilled in using Word, have some knowledge of database management, including designing and maintaining a database, and know how to set up spreadsheets. These are considered technical skills. If you have a long list of competencies or skills listed for this position, categorize them into Must Have and Nice to Have. You can usually explore candidate's abilities in no more than six or seven areas in one interview. Your time is best spent on primary skills.
Design your interview so you cover the technical can do skills first, and then go on to performance skills. There is just no point in finding out if the candidate has the performance skills if s/he can’t do the job. However, once you know the person can do the job, spend the remaining 60% of your time and questions on will they do the job, including whether they will fit your workplace.
Sample Competence Factors •
Achievement motivation
•
Attention to detail
•
Career interest
•
Creativity
•
Decision making ability
•
Human relations skills
•
Independent work/initiative
•
Leadership
•
Learning ability
•
Organization commitment
•
Planning and organizing skills
•
Problem analysis
•
Stress tolerance
•
Technical ability
•
Turnover risk
•
Adaptability 43
•
Calculating skill/mathematical ability
•
Written communication
•
Oral/verbal communication
Performance - based Assessments
One of the greatest challenges during the selection process is administering the process in a timely manner so that you don't lose top performers to the competition, or to jobs in other organizations. It is also important to make efficient use of your time so that time away from regular duties during the selection process is kept to a minimum.
These challenges can be overcome through the use of performance-based assessments. Assessments completely evaluate an applicants skills/abilities and personal suitability for the job, using a series of written performance-based exercises and questions. In a sense, its like a written interview but much more.
Performance-based assessments are written exercises that help to evaluate short listed applicants before they proceed to the interview. Develop them by collecting a sample of the key duties and challenges unique to the actual job vacancy.
The range of activities an incumbent would typically perform on the job over six to twelve months is translated into a set of paper-based or computer based questions and exercises that take the applicants approximately one to three hours to complete.
Advantages include: •
More than one applicant can perform an assessment at the same time.
•
They can also be completed and submitted electronically, either on-site or around the globe.
44
•
Some of the exercises and questions compiled during development of assessments will be better suited to and subsequently used as performance based interview questions.
For instance:
•
A computer analyst would be required to debug software
•
A manager would be required to review an employees work, identify mistakes, make suggestions for improvement and provide feedback
•
A marketing co-coordinator would be required to create and layout promotional materials using appropriate software
•
An executive director would be required to develop strategies/direction, take action and make decisions based on the contents of a briefing file.
Developing Performance-based Exercises
In addition to technical exercises, applicants must also solve a set of work related problems that demonstrate their ability to perform well within the confines of a certain department or company culture. Performance-based exercises and questions are easy to develop, as they are derived from the job.
Furthermore, they can be developed to simulate any type of corporate culture, work environment or job problems. Even team-work, management skills and interpersonal interactions with co-workers or customers can be assessed.
1. Identify possible performance-based exercises by reviewing the detailed job specific or technically essential qualifications for examples of work (duties, activities, documents produced, services ,provided and assignments, etc.) where the employee is involved in gathering or processing information, products and/or services (make decisions, take actions, etc.) 45
2. Describe the type of information needed (typical instructions or requests, real background
information
employees
need
to
complete
assignments,
summarized files or printouts to review or for action, etc.) to create two to ten performance-based exercises.
3. Gather background information for each performance-based exercise (files, instructions, requests, etc.) in a summarized (one or two pages) narrative or point-form format and/or actual documents or printouts from the job (if they are only a few pages in length). 4. To create performance-based exercises, include background information and include two to four of the following statements for each:
o
Describe what actions you would take... including...
o
Describe any risks associated with your actions or steps and
alternatives you would suggest to minimize risks.
o
List the key elements you would include in... and provide· reasons why
you ... o
List the information you would collect and how or where you would
collect it. o
Describe the steps you would take including time frames
o
Outline the process you would recommend to...
o
List the issues or items that should be considered for.
o
List who you would involve in ...; what their roles would be and
indicate why. o
Describe how you would prevent this type of situation from occurring
in the future. o
Outline three to five options you would consider to ... and provide
reasons why. o
Indicate three to five significant changes that occurred in.... over the
past year.
46
o
Indicate three to five significant changes or challenges you expect in....
in the next three years and outline your strategies to…
Once Once the the exer exerci cise sess are are comp comple lete te,, titl titlee them them and and add add a sugg sugges este ted d completion time (usually 10 to 45 minutes for each exercise depending on the number of questions asked and amount of work required).
DEVELOPING INTERVIEW QUESTIONS
Controlling the Interview
A good interviewer asks questions the right way, listens to answers, and makes appropriate responses. Using these skills in combination can help you control the direction of the interview.
Asking Questions the Right Way
There are basically two kinds of questions A closed question asks for a special fact and generally gets a pretty direct answer, often simply Yes or No. An open-ended question is worded so that the other person will have to stop and think. It generally gets a more complete and thoughtful answer. Used Used the the right right way, way, these these questi questions ons are are inval invaluab uable le inte intervi rview ewing ing tools. tools. However, used the wrong way they can sabotage the interviewers’ best intentions.
1. Can questions: Can the applicant do the job? -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
2. Will Question: Will the applicant do the job? -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
47
When When you you are deali dealing ng with with prospe prospect ctive ive emplo employe yees es who who have have litt little le or no experience in this particular field, or who are right out of school, you may want to ask some hypothetical can and will questions.
•
Hypothetical Can Questions.
•
Hypothetical Will Questions.
Holistic Questions Measure the Whole Candidate Power Interviews
Power interviewing also uses questions that measure an individuals ability to function as an economic advocate who can seek out ways to streamline operations and increase work flow.
Achievement-oriented questions need to be linked to the individual’s track record of increasing revenue (for line positions like sales), decreasing expenses (for staff jobs like like HR and accou accounti nting) ng) and assum assumin ing g respo responsi nsibil bilit itie iess beyo beyond nd the the writ written ten job descriptions (a valuable attribute in a business environment that demands flexibility)
Holistic Questions
To complement behavioral and achievement-oriented questions, a third power power intervi interviewi ewing ng strategy strategy holisti holisticc question questioninging-focu focuses ses on gauging gauging candidat candidates es underst understandi anding ng of how they fit into into an overall overall corporat corporatee plan. plan. Holisti Holisticc question questionss attempt to measure the whole person the individuals work patterns, goals and ability to see the big picture. They often are very broad, open-ended queries that interviewees find find diffi difficul cultt to maste masterr on the spot. spot. For For that that reason reason,, they they ensur ensuree spont spontane aneit ity y in response and successfully measure people’s broad perceptions of their self-worth, self-esteem and abilities to contribute to the firm.
Following are the five most effective holistic questions and a brief interpretation of their applications. •
What are the broad responsibilities of a (job title)? In other words, Tell me how your function contributes to the big picture and relates to the overall goals
48
of your department department or company? company? If candidates candidates properly present themselves on a problem problem-to -to-sol -soluti ution on level, level, then their response responses· s· will will go beyond beyond a mere mere rehash of generic duties. Ask candidates to validate their answers by citing examples of specific tasks and responsibilities. •
What aspects of your job do you consider most crucial? The key points in a candidates response to this question should lie in that persons ability to impact prof profit itabi abilit lity, y, enhanc enhancee the the boss’s boss’s effic efficien iency cy,, make make crit critic ical al decis decision ionss in necessary time frames or provide leadership as a role-model employee.
•
In hindsight, how could you have improved your performance? This query functions as an excellent self-evaluation tool and provides insights into weak areas that should be further explored through the use of a reference check.
•
How many hours a week do you need to work to get your job done? The response provides critical information regarding the individual’s work ethic, outside time commitments and willingness to put career needs over person needs.
•
What areas of your skills do you wan t to improve upon in the next year? This serves as an excellent strategy to uncover any exaggerations or misrepresentations on the resume. It also provides insight into the individuals ability to balance short- term tactical goals with long-term objectives.
Probing Questions
Your role as an interviewer interviewer is to draw out information information from the employee employee that is critical to your understanding of the employee’s capabilities. Most of us are better at presenting our own point of view than we are at drawing out information from others.
A good name for this skill of gathering information from others is probing. When you probe, you: •
Get others involved and participating. Since probes are designed to produce a response, it’s unlikely the other person will remain passive.
•
Get Get impo import rtan antt info inform rmat atio ion n on the the tabl table. e. Peop People le may may not not volu volunt ntee eer r information, or the information they present may not be clear. Your probes help people open up, and present or clarify their information. 49
•
Force yourself to listen. Since probes are most effective in a sequence, you have to listen to a person’s response.
When you use probes, you help improve communication on both sides of the table.
Types of Probes
There are five probes that help you draw out information and ideas from candidates. •
Open probes
•
Pauses
•
Reflective statements/echoes
•
Summary probes
•
Fact-finding questions, and
•
Closed questions Think of a funnel with the probes arranged from the lip to the spout. This
gives you an idea of how probes work. The open probe allows the most information to flow. It is least restrictive. The fact-finding probe is most restrictive since it gathers simple responses like yes and no, or some factual response. The others fall in between in terms terms of the the amount amount of information information they reveal. Effective Effective interviewers interviewers also tailor their probes to the particular particular employee they are dealing with. For example, if you are interviewing interviewing a very reserved, quiet person, using a lot of open probes and pauses will help get them to open up. If you have a very talkative person, you can contain the discussion with more fact-finding questions. Experienced interviewers use a variety of prob probes es.. Th They ey balan balance ce open open probes probes with with factfact-fi findi nding ng probes probes.. Th They ey pause pause to let employees employees consider the questions questions they have just asked. They periodically periodically summarize what was heard to check understanding.
How to Probe for Details and Test for Truthfulness o
What
o
How
o
Tell Me
50
o
Why
o
Review
o
Who
o
Explain
o
When
o
Describe
o
Where
o
Which
o
Give me an Example
Listening for Answers
The ability to really listen is an important skill for any interviewer to have. Listening allows you to understand where the other person is coming from, and shows you're interested in what he/she has to say. Unfortunately, we all experience common listening problems.
1. We let our attention wander. 2. We miss the real point of what is being said. 3. We let our emotions interfere with our judgment. 4. We interrupt and step on the statements of the candidates being interviewed. 5. We think ahead, to what we want to say next and miss what's being said right now.
To improve your listening skills, use the three steps of Active Listening.
1. Non-Verbal Messages : eye contact, an alert expression, head nodding, and a forward lean to the body expresses listening. 2. Cues or Invitations: these are the phrases like uh-huh, O.K., Yes, go on, etc. that signals our attention and invites an individual to continue talking. 3. Clarification of what has been said : We can do this in one of several ways by asking questions, summarizing what has been said, or paraphrasing the message in your own words. Planning the Interview Process Organizing the Interview 51
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Where and when
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Developing an interview format
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Closing:
There are several important steps in the closing process. The interviewer will want to summarize all that has been said so far, and then give the candidate the opportunity to ask questions.
This is also a good time to make certain the candidate is still interested, and tell them about the next steps in the process. You will also want to let the candidate know you will be checking references, and you may want to go one step further and have them sign a reference check form stating you have permission to call on former employees etc. As .you conclude the interview, thank the candidate for coming, shake hands, and escort him/her to the door of the interview room or even to the door of the building.
Scoring Responses
Evaluate applicants with accurate performance-based rating scale Rate applicants question by question Key Features of Performance-based rating scales: •
Performance-based rating scales are easy to use since they can be attached to any question.
•
Performance-based rating scales allow responses to be evaluated on the degree of completeness and correctness.
52
•
Performance-based rating scales can accommodate every possible applicant response from worst or completely unacceptable to the best (it is possible to rate applicant responses that are incomplete, complete responses that also include incorrect information and even innovative responses that haven’t been tried before).
•
Applicants are rated question-by- question, not applicant by applicant (i.e. score all of the applicants on the first question, then score all of the applicants on the next question and so on): this method is more accurate and improves reliability and validity.
Performance based Rating Scale (0 to 4 points)
0
Completely unacceptable solution or response or all key points are missing.
1
Unacceptable solution or response, which would result in problems that are difficult to solve or had a large impact or 25% of a complete response.
2
Acceptable solution or response, which would result in easily correctable problems or 50% of a complete response.
3
Acceptable solution or response which won’t cause problems or 75% of a 3 complete response.
4
Acceptable solution or responses, which are complete and wont, cause any problems.
53
Checking References
There are really only two ways to handle references: thoroughly or not at all. To simply go through the motions of making calls to the names the applicant gives you is generally a waste of time. If you decide to go the "thorough" route, here are six points worth bearing in mind. 1. Don't delay. Start checking references as soon as the applicant has given you permission to do it. The longer you hesitate, the greater the risk of losing the applicant. 2. Put little value on written references handed directly to you by the applicant. The written references some applicants carry with them into an interview are suspect for a couple of reasons. For one thing, letters from former employers are often written on the day of termination and may consequently have been written out of guilt. Sometimes such letters are written by the applicants themselves. 3. Ask permission to call most former employers. The most recent employers may not have bad things to say about an applicant, but this isn't to say that previous employers haven't had problems you'd like to hear about. All the more reason for calling as many of the applicant's former employers as possible. 4. Get references by phone, not by mail. For two big reasons: (1) people tend to be reluctant about putting down negative remarks on paper, and (2) when you're talking to somebody directly, you're in a better position to judge the sincerity and the enthusiasm of the reference.
54
5. When filling a key position, make a personal visit to the person giving the reference if possible. It's worth the time. People are usually more candid in a face-to-face situation than they might be over the phone or on a letter. 6. If you are unable to obtain references from the individuals an applicant has suggested, it is perfectly acceptable to ask if they have other references they might suggest you contact. The best references are previous employers, especially the applicant's immediate supervisors. They can tell you what you want to know. Never contact a company for which the applicant is still working unless the applicant has given specific permission. To do so would jeopardize the applicant's job and is inexcusable. During the inquiry, include the following questions:
•
•
"Specifically, what type of work did he or she do?" ''How did the applicant get along with his or her supervisor, peers, and subordinates?“
•
"What was the employee’s absentee record?
•
"Did the applicant accept direction well?"
•
"Why did the applicant leave?"
•
"If you had an opening and company policy would permit it, would you rehire the applicant? If not, why not?"
Listen to how the answers are given. This often conveys a lot of feelings and attitudes.
Develop a reference guide and use it for each reference.
Reporting the Results
At the end of the interview process, the interviewer should be able to write a one page (double spaced) summary of the candidate's characteristics and suitability for the job. This summary should include an assessment based on all pertinent characteristics used in the evaluation process. It should also include a prediction. of the candidate's success in the job should he or she be chosen as the successful 55
applicant. The hiring decision is extremely important. If you aren't making the decision, the manager who must make it should be supplied with all the facts he or she needs.
SELECTION PROCESS
56
Chapter - V
DATA ANALYSIS
57
DATA ANALYSIS 1) Employees were asked whether they were allocated the post opted by them, for which the following responses to were obtained.
OPTIONS
NO. OF RESPONDENTS
PERCENTAGE
Yes
44
88
No
6 Total
12 50
100
Table 1
Graph 1
INTERPRETATION: Out of the 50 respondent whose opinion was asked about the allocation of the post , 88% of respondents said that they were allotted the post opted by them where as 12% of the respondents said that they were no allotted the opted by them.
58
2. The criterion underlying the filtering of the candidates are?
RESPONSES
% OF RESPONDENTS 30% 30% 15% 25% 100%
Merit Experience Institution Other Total
Table 2
Graph 2
INTERPRETATION From the above analysis it is observed that 15% of respondents said the candidates filtered from institution, 30% from merit,30% from experienced and 25% from other.
59
3. On what source are you recruiting?
RESPONSES
% OF RESPONDENTS 60% 40% 100%
Internal External Total Table 3
Graph 3
INTERPRETATION
From the above analysis we can say that 60% of respondents were recruited from internal source and 40% recruited from external sources.
60
4. Employees were asked as to how they were recruited in the company for which the following responses were obtained.
OPTIONS
NO.OF.
PERCENTAGE
Open competition
RESPONDENTS 38
76
Recommendations
0
0
Employment exchange
0
0
Trade union recommendations
0
0
Consultancy
2
4
Campus interviews
10
20
Total
50
100
Table 4
Graph 4
INTERPRETATION:
61
Out of the 50 respondent questioned about their recruitment in the organization 76% of the respondents were recruited through open competition, 4% through consultancy and 20% through campus interviews.
5. Does the organization follow the employee referral source of recruitment?
RESPONSES
% OF RESPONDENTS
Yes No Total
60% 40% 100%
Table 5
Graph 5
INTERPRETATION From the above analysis that 60% of the respondents followed employee referral source of recruitment 40% of the respondents did not follow employ referral.
62
6. Does the organization conduct reference check before employing the candidate?
RESPONSES
% OF RESPONDENTS
Yes
80%
No
20%
Total
100%
Table 6
Graph 6
INTERPRETATION
63
From the above analysis it was analyzed that 80% of the respondents said that the organization conducted reference check before employing the candidate. 20% were not have any check before employing.
7. Employees were asked about the time period for which they were employed, for which following the responses were obtained.
Options
No. Of. .Respondents
Percentage
Short time period
1
4
Long time period
23
92
Daily wages
0
0
Particular project only
1
4
25
100
Total
Table 7
Graph 7
INTERPRETATION:64
Out of 25 employees who were asked about the time period for which they were recruited, 92% of employees are recruited for long time period where as 4% of employees are recruited only for particular projects.
8. Employees were asked the reasons for the taking up this job, for which the response was as follows. Options Good pay Scale More benefits Career growth All the above Total
No. Of. .Respondents 2 2 10 11 25
Percentage 8 8 40 44 100
Table 8
Graph 8
INTERPRETATION:Of the 25 employees asked about the reason for taking up their respective jobs for which 44% of the employees said that they took the job for all the reasons like
65
‘career growth’ , ‘good pay scale’ as well as ‘more benefits’., the rest 8% answered as ‘good pay scale’ was the main reason for taking up the job in APDDCF Ltd.
9. Does the company conduct a formal orientation program for the candidates?
RESPONSES
%OF RESPONDENTS 100% 0% 100%
Yes No Total Table 9
Graph 9
INTERPRETATION
From the analysis 100% of the respondents said that the company conduct formal orientation program for the candidates.
66
10. Employees were asked whether they found any relations there qualifications and the job offered to them, for which they responded in the following.
Options
No. Of. .Respondents
Percentage
Yes
22
88
No
3
12
Total
25
100
Table 10
Graph 10
INTERPRETATION: Out of 25 respondents who are asked whether they found any relation between their qualification and the jobs offered to them, 88% of the respondents said that they
67
found a relation where as 12% of the respondents said that they did not find any relation.
11. Employees were asked whether they observed any change in the recruitment process in recent times for the which following responses were obtained.
Options
No. Of. .Respondents
Percentage
Yes
5
20
No
20
80
Total
25
100
Table 11
Graph 11
INTERPRETATION: 68
Out of the 25 employees questioned regarding any change in the recruitment in recent times,80% of the respondents did not find any change, where as 20 % of the respondents found some change.
12. Employees were asked about the type of recruitment methodology used in recruitment employees for which the responses are in the following way.
Options Centralized Department Recruitment Total
No. Of. .Respondents 7 18 25
Table 12
Graph 12
INTERPRETATION:
69
Percentage 28 72 100
The employees were asked about the type of recruitment methodology which is prevailing in the organization for recruiting employees 72% of the employees said that departmental recruitment is being followed where each department on realization of the need for employees takes up the task of recruiting them . 28% of the employees said that a centralized policy is being in the organization to recruit the employees. .
13. Employees were asked if any new positions were evaluated in their company for which the following responses were obtained.
Options
No. Of. .Respondents
Percentage
Yes
10
40
No
3
12
Don’t know
12
48
Total
25
100
Table 13
Graph 13
INTERPRETATION:-
70
The employees whose opinion was asked if new positions were evaluated in their organization for which 40% of the employees answered as YES and 12% of the answered as NO , where as 48% answered as DON’T KNOW.
14. The employees were asked whether the requirement of manpower is identified well in advance considering the factors like retirement and also budgeted plans for which they responded in the following way.
Options
No. Of. .Respondents
Percentage
Yes
23
92
No
2
8
Total
25
100
Table 14
Graph 14
INTERPRETATION:
71
Out of 25 respondents whose opinion was asked if the requirement of the manpower in each department/ division is identified well in advance, 92% replied in affirmative and 8% said No.
15. Employees were asked whether the planning of manpower requirement is done in light of business plans of the company for which the following responses were obtained.
Options
No. Of. .Respondents
Percentage
Yes
25
100
No
0
0
Total
25
100
Table 15
Graph 15
INTERPRETATION:72
Of the 25 employees whose opinion was asked regarding the planning of manpower requirement , all the employees agreed that the planning of manpower requirement is being done in the light of the business plans of the organization.
16. What is the level of satisfaction regarding the present recruitment policy?
RESPONSES
%OF RESPONDENTS
Satisfied
60%
Need Improvement
40%
Total
100%
Table 16
Graph 16
INTERPRETATION:
73
From the above analysis th 60% of candidates are satisfied with present policies is recruitment process, other 40% of the candidates are needed improvement in the recruitment policy in a company.
17. Do you feel personnel Interview gives good result?
RESPONSES
% OF RESPONDENTS
Yes
80%
No
20%
Total
100%
Table 17
Graph 17
INTERPRETATION:
74
From the above analysis respondents said that 80% employees assumes that it is a excellent method in an interview 20% of the respondents that it is not necessary In the company.
18. Is the company recruitment process transparent?
RESPONSES
% OF RESPONDENTS
Yes
70%
No
30%
Total
100%
Table 18
Graph 18
INTERPRETATION: 75
From the above analysis respondents said that 70% of the recruitment process is transparent, 30% of the recruitment process is not transparent in the company.
Chapter – VI
FINDINGS SUGGESTIONS AND CONCLUTION
76
FINDINGS •
The most significant finding of the study on Recruitment strategy prevailing in the organization is very effective. The employees are quite satisfied with the current recruitment methods.
•
The study shows that 76% of the employees who have put in long year of service have recruited via open competition. Which shows the transparency of the recruiting policies of the company?
•
92% of the employees have been working in the organization for a long period which signifies the job security and satisfaction offered by the company to its employees.
•
Our study shows that 44% of the employees have joined this organization aiming for career growth, good pay scales, and more benefits which the company offers. Thus the statistics shows that the company has a positive outlook towards the career growth of its employees in addition to the other existing benefits.
•
The company’s approach to its recruitment policy shows that the right person is very essential for the right job, as nearly 88% of the employees felt that they were offered jobs according to their qualification and experience. Thus setting a relationship between qualification and job offered.
•
The study shows that 72% of the employees were of the opinion that the recruitment policy of the company is decentralized with each department recruiting its own employees as per their requirement from the time to time.
•
The company gives utmost importance to its manpower requirements by identifying it well in advance taking into consideration the contingencies like 77
retirement, budgetary plans, and attrition rate. The planning of the manpower requirement is being don’t in the light of the business plans of the company. •
The company has been trying to infuse new blood in the organization by appointing fresh graduates and technologists, to set a competitive so as to face the competitive world outside.
•
The company has been trying to meet the expectation of its employees by providing job satisfaction to them by offering jobs as per their qualification and experience.
SUGGESTIONS Most of the processes regarding the above are in line with the best practices within the industry. However, there is always scope for improvement, which is a moving target. Based on the study conducted, the below are recommendations / suggestions by this project owner.
Dealt in detail with the competencies required for front line sales officer & suggested changes where ever necessary.
•
Competencies recommended
1)
High on learning
2)
Flexible attitude
3)
Grabbing Capability
4)
Should be calculative
5)
Behavioral Aspects (like Strategic Behavior)
6)
Persistence
7)
Planning
8)
Time Management
•
Suggested some behavior based interview questions.
•
Upgrading of the aptitude test pattern.(i.e.)
1) Included the questions related to Data Analysis (Logical, Analytical) 78
2) Included Behavior based questions
CONCLUSIONS
•
Recruitment is mainly based on the requirement existing in the particular division
•
Once filling up of vacancies is approved, the process of recruitment is initiated.
•
The sourcing of candidates is done through Advertisements, Consultancies, internal referrals and various educational institutions.
•
Screening of candidates is based on the job description.
•
The candidates Screened are then called for the Selection process..
•
The short listed candidates are scheduled for interviews with the Product Head and then the HR Manager
•
Once the candidate is selected, the joining date of the candidates will be intimated and Follow up with candidates until joining
79
Chapter – VII
APPENDIX
80
I.QUESTIONNAIRE ON RECRUITMENT
Name:
Department:
Age:
Gender
Designation:
Experience:
:
1. Employees were asked whether they were allocated the post opted by them, for which the following responses to were obtained. a) Yes
b) No
2. The criterion underlying the filtering of the candidates are? a) Merit
b) Experience
c) Institution
d) Others
3. On what source are you recruiting? a) Internal
b) external
4. Employees were asked as to how they were recruited in the company for which the following responses were obtained. a) Open Competition
b) Recommendations
c) Employment Exchange
d) Trade union recommendations
e) Consultancy
f) Campus Interviews
5. Does the organization follow the employee referral source of recruitment? a) Yes
b) No
6. Does the organization conduct reference check before employing the candidate? a) Yes
b) No 81
7. Employees were asked about the time period for which they were employed, for which following the responses were obtained. a) Short time period
b) Long time period
c) daily Wages
d) Particular project only
8. Employees were asked the reasons for the taking up this job, for which the response was as follows. a) Good pay scale
b) More benefits
c) Career growth
d) All the above
9. Does the company conduct a formal orientation program for the candidates? a) Yes
b) No
10. Employees were asked whether they found any relations there qualifications and the job offered to them, for which they responded in the following. a) Yes
b) No
11. Employees were asked whether they observed any change in the recruitment process in recent times for the which following responses were obtained. a) Yes
b) No
12. Employees were asked about the type of recruitment methodology used in recruitment employees for which the responses are in the following way. a) Centralized
b) Department Recruitment
13. Employees were asked if any new positions were evaluated in their company for which the following responses were obtained. a) Yes
b) No
c) Don’t Know
14. The employees were asked whether the requirement of manpower is identified well in advance considering the factors like retirement and also budgeted plans for which they responded in the following way. a) Yes
b) No
15. Employees were asked whether the planning of manpower requirement is done in light of business plans of the company for which the following responses were obtained. a) Yes
b) No
16. What is the level of satisfaction regarding the present recruitment policy? a) Satisfied
b) Improvement
17. Do you feel personnel Interview gives good result? 82
a) Yes
b) No
18. Is the company recruitment process transparent? a) Yes
b) No
Chapter – VIII
BIBLIOGRAPHY
83
