Recruitment and Selection at SPECTRUM

A PROJECT REPORT ON RECRUITMENT AND SELECTION PROCESS AT
By FLORENCE LALCHHUANSANGI Enrolment No: MBA172 Batch of 2012-2014
MASTER OF BUSINESSADMINISTRATION(MBA)
DOON BUSINESS SCHOOL

122Mi, Behind Pharma City, Selaqui, Dehradun-248001, Uttarakhand July 2013
Human Resource Recruitment & Selection
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DECLARATION
I the undersigned hereby declare that the project report entitled Human Resources Recruitment and Selection is an original work developed and submitted by me under the guidance of Mr.Pryank Rajwanshi. The empirical findings in this project report are not copied from any report and are true and best of my knowledge.
DATE: = PLACE: ROLL NO.: Signature of student
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ACKNOWLEDGEMENT
With immense please I am presenting Human Resources Recruitment and selection Project report as part of the curriculum of Master of Business Administration. I wish to thank all the people who gave me unending support
I express my profound thanks to my project guide Mr.Pryank Rajwanshi and all those who have indirectly guided and helped me in preparation of this project.
I also like to extend my gratitude to all staffs and my batch mate who provided moral support, a conductive work environment and the much-needed inspiration to conclude the project in time and a special thanks to my parents who are integral part of the project. Thanking you. NAME : DATE:
SIGNATURE
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CERTIFICATE OF ORIGINALITY
(To be filled in by the student in his / her handwriting) I___________________________________________________________________, Enrolment No. __________________ of 2011, am a full-time bona fide student of Master of Business Administration (MBA) Program of Doon Business School, Dehradun. I hereby certify that this training report / project work carried out by me at______________________ __________________________________________________________________________ submitted in partial fulfillment of the requirements of the program is an original work of mine under the guidance of the industry guide __________________________________________ ___________________________________________________________________________ and internal (faculty) guide _____________________________________________________ and is not based on or reproduced from any existing work of any other person or on any earlier work undertaken at any other time or for any other purpose, and has not been submitted anywhere else at any time.
(Student's Signature)
(Internal Guide Signature)
Date:
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EXECUTIVE SUMMARY
The Human Resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. 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. 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. The term HR recruiter may sound redundant, as both human resources managers and recruiters both find job candidates and get them hired, this job is very specific. Recruiters will work from resumes or by actively soliciting individuals qualified for positions. A recruiter's job includes reviewing candidate's job experiences, negotiating salaries, and placing candidates in agreeable employment positions. Recruiters typically receive a fee from the hiring employers.
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TABLE OF CONTENT
ACKNOWLEDGEMENT PREFACE COMPANY PROFILE INTRODUCTION ABOUT RECRUITMENT AND SELECTION PROCESS OBJECTIVE OF STUDY RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS RECOMMENDATIONS AND SUGGESTIONS CONCLUSION BIBLIOGRAPHY ANNEXURE
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COMPANY PROFILE
A SPECTRUM undertakes the employer responsibilities for the quality and continuity of the apprentices and trainees employment and training. The SPECTRUM also manages the additional care and support necessary to achieve the successful completion of the training contract. SPECTRUM as such we employ apprentices and trainees under an
Apprenticeship/Traineeship Contract and place them with host employers to undertake their required on-the-job training and experience. We arrange the apprentices/trainees off-thejob training and provide care, mentoring, advice and support to achieve the successful completion of the training contract.
Two directors, set up Spectrum Infogain Services in 1993. They had a wide network of contacts and were held in high regard by regional and local business personnel and communities.
When Spectrum Infogain Services started its operations, the company had very few trainees or apprentices. Over the years, the company has grown to be one of the most respected Group Training Organisations in the local area, with over 1000 trainees and apprentices . Spectrum Infogain Servicesplans to continue serving the local community by providing employment opportunities in a broad range of industry areas by implementing its quality
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management system and procedures, and by maintaining its reputation for high standards of service to our customers and our employees.
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VISION AND MISSION Vision Spectrum Infogain Services makes a vital, ongoing contribution to the community by providing opportunities for young people to access quality training. Mission Spectrum Infogain Services mission is to provide safe and effective training and management systems for apprentices in our chosen markets. Quality Management Spectrum Infogain Services shows by example to its customers, that by adopting the principles and intent of sound quality management practices, our company can continuously improve and expand our business standing and reputation. Spectrum Infogain Services aims to be respected by our customers for our attitude and behavior towards them, the quality of our work and services, and for the value for money we give. Spectrum Infogain Services also seeks to have a working environment and culture in which employees are happy, motivated, enthusiastic, and take pride in their company. Code of Ethics Spectrum Infogain Services believes that sustainable success can only be achieved through a consistent and passionate adherence to a strong set of values. These values are described below: Customers Our customers provide our livelihood. Our customers are the focus of everything we do. We understand our customers needs and consistently deliver better solutions than our competitors. We conduct our business affairs to the highest ethical standards ensuring there is no conflict of interest and work diligently to be a respected member of the business community.
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Our People Our leadership and management philosophies and strategies are designed to facilitate the realisation of each persons full potential. We treat each other fairly, and with respect for individual dignity. We adhere to the highest standards for the safe operation of our business and the protection of our people. We accept the highest level of personal responsibility for our actions and the consequences that flow from them. Our Community We understand the needs and aspirations of our community and participate in initiatives to foster its ongoing development. Code of Practice Our Code of Practice summarises our operational policies and our commitment to quality customer service. Sample Group Training: is committed to the provision of a high standard of quality and continuous improvement of its services that include: recruiting, managing and tracking host employers recruiting and placing, apprentices and trainees ensuring the welfare and career support of apprentices and trainees monitoring apprentices and trainees training Rotating apprentices and trainees to other host employers where required.
Complies with all national and state regulatory and legislative requirements. implements, monitors and maintains effective financial management procedures maintains secure, accurate and confidential HR, customer and financial records advertises and markets its services openly, honestly and with integrity. recruits employees, apprentices and trainees on the basis of access and equity. inducts new recruits to the organisations policies, procedures and practices, and to their own roles and responsibilities
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ensures a safe and healthy environment for employees, apprentices and trainees prohibits discrimination in any form towards any employee, apprentice/trainee or customer. manages the on-going development and performance of employees. encourages feedback and evaluation on its performance from its stakeholders.
Legislative and Regulatory Requirements Spectrum Infogain Services ensures that all staff are aware of and comply with the following legislative and regulatory requirements: Discrimination and Harassment Spectrum Infogain Services is an equal opportunity employer. Spectrum Infogain Services believes that all employees are entitled to be treated on the basis of their ability and merit, and to work in an environment which is free of discrimination. Spectrum Infogain Services is committed to achieving equal employment opportunity for all employees. Through this, the full potential of employees can be developed and the overall effectiveness of the company increased. Accordingly, all employees are entitled to access employment, promotion, training and transfers on the basis of merit, and will be assessed on the basis of their skills, qualifications, abilities, prior work performance and attitude. All human resource policies and practices are based on the merit principle. This means selecting and/or rewarding the best person in each situation; it does not mean there will be favouritism or quotas. Under federal and state anti-discrimination laws, discrimination in employment on the following grounds is against the law: Age criminal record medical record Aids/HIV status impairment parental status colour marital status political opinion Page 11
pregnancy sex social origin
race sexual harassment trade union activity
religion sexual preference
Spectrum Infogain Services management ensures that all employees are treated equitably and are not subject to discrimination or harassment. They also ensure that people who make complaints, or those who are witnesses to complaints, are not victimized in any way. Incidents of discrimination, victimization and/or bullying are not tolerated. If anyone believes that discrimination, harassment or bullying in relation to their employment by Spectrum Infogain Services has occurred, the issue should be raised with the relevant manager. In the case of suggestions of inappropriate action by a manager, the issue/s should be raised with the Director. The person with whom the problem has been raised must: advise the Director, in writing, of the complaint/problem, and investigate the matter promptly, confidentially and impartially, and ensure that the complainant is kept fully informed of all action if the matter is proved, ensure that rectifying action is taken.
Where harassment is involved, any action taken by Spectrum Infogain Services must involve the preliminary approval of the Director as it may involve termination of employment or, if the harassment continues, may pose a threat to continued employment. The existence of this Policy, and its likely effect on employment if breached, must be brought to the notice of all current employees, and raised with all new employees, by managers and supervisors. Access and Equity Spectrum Infogain Services is committed to the goals of equal opportunity and affirmative action in vocational education training and employment. All members of the management team support these goals, which are also a legal requirement in all workplaces. Spectrum Infogain Services aims to provide a work and training environment for staff, apprentices and trainees that embraces equity, fairness and respect for social and cultural Human Resource Recruitment & Selection Page 12
diversity.
Furthermore we foster a culture that is free from unlawful discrimination,
harassment and vilification as determined by legislation. Spectrum Infogain Services depends on the continued co-operation of all staff members to implement its goals of equal opportunity and affirmative action in vocational education training and employment. The Director is responsible for the implementation of the Access and Policy but works closely with the Personnel Manager and Senior Executive Team to do this. Occupational Health and Safety In order to meet all Occupational Health, Safety and Welfare requirements, Spectrum Infogain Services has implemented an integrated management system that incorporates all OH&S criteria that must be satisfied. The OH&S Coordinator has the authority and responsibility to ensure that we meet all Occupational, Health & Safety regulations. The management of Spectrum Infogain Services encourages all staff to support the Coordinator. To ensure suitability and improvement in our systems, conformance to safe work practices is included in our audit program. All staff, apprentices and trainees are provided with OH&S information at induction and throughout the period of employment with Sample Group Training. Apprentices and trainees are provided with relevant personal protective equipment at induction. Spectrum Infogain Services believes that safety is everyones responsibility. Workers Compensation Employees, apprentices and trainees are covered by the Spectrum Infogain Services Workers Compensation insurance policy. For apprentices and trainees this is for the duration of their training contract. This insurance covers any injuries which occur during work and generally when travelling to and from work or place of study along the normal route. All accidents must be reported and recorded as soon as possible to the supervisor and to Sample Group Training. Spectrum Infogain Services is aware of its obligations as an employer under the Child Protection (Prohibited Employment) Act 1998. Upon entering on duty all staff complete a
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Working With Children Check Employment Screening Consent form which is stored in personnel files.
National Employment Standards The Fair Work Act 2009 provides a safety net of minimum terms and conditions of employment through the National Employment Standards (NES). The 10 minimum workplace entitlements in the NES include: 1. A maximum standard working week of 38 hours for full-time employees, plus reasonable additional hours. 2. A right to request flexible working arrangements to care for a child under school age, or a child (under 18) with a disability. 3. Parental and adoption leave of 12 months (unpaid), with a right to request an additional 12 months. 4. Four weeks paid annual leave each year (pro rata). 5. Ten days paid personal/carers leave each year (pro rata), two days paid compassionate leave for each permissible occasion, and two days unpaid carers leave for each permissible occasion. 6. Community service leave for jury service or activities dealing with certain emergencies or natural disasters. This leave is unpaid except for jury service. 7. Long service leave. 8. Public holidays and the entitlement to be paid for ordinary hours on those days. 9. Notice of termination and redundancy pay. 10. The right for new employees to receive the Fair Work Information Statement.
External Monitoring Spectrum Infogain Services makes contact with our apprentices and trainees, their off-the-job training provider and their host employer or representative, at least once each quarter. The aim is to provide employees with regular constructive feedback on their performance and to create a framework for open discussion between the employee the host employer and Sample Group Training. This contact also provides an opportunity to carry out safety assessment and monitoring of the work area. Page 14
Responsibilities and Authorities
Organization
The organization chart showing functional relationships is shown below. Position descriptions detailing responsibilities and authorities for all staff are documented and maintained in personnel files. Responsibilities and authorities are explained to new staff via our induction process. Position descriptions are signed by the particular staff members as
evidence of completion and effectiveness of our induction process. Policies Spectrum Infogain Services policies, as documented in this manual, describe the way in which we conduct our business. These policies have been designed to meet the needs of all stakeholders and are continually reviewed during the Quality System Review process regarding the need for improvement and/or suitability. New staffs are made aware of the policies during induction and they are prominently displayed within our premises. They are also located on our website.
Management System Review

The management system is reviewed as required as part of fortnightly managers meetings. The purpose of the Management System Review is to assess the suitability and effectiveness of our system, and to determine whether any changes in policy, procedure, methods or objectives are considered necessary to meet current and future needs.
Records of these meetings are maintained as part of our Records Management System (refer section 4.3).
Input The directors develop an agenda prior to the managers meeting, which includes amongst other issues: action items arising from earlier meetings results of Management System Reviews customer feedback departmental performances status of any new or outstanding problems and their solutions suitability of our quality system and any need for change Appropriateness of existing policies and procedures.
Output Minutes of meetings are taken, and responsibility for actions is allocated together with a time frame for action. Actions are monitored and reviewed at subsequent meetings. System Structure General The documented management system used throughout Spectrum Infogain Services consists of three basic levels:
Level 1
Our Company Manual that documents our background, policies, and responsibilities, and explains the various controls in place to ensure that we conform to relevant industry criteria and continually meet our stakeholder requirements.
Level 2
Procedures that describe how the various Spectrum Infogain Services processes are performed.
Level 3
Checklists, forms and other documentation which provide guidance for implementing specific activities.
Management System Control The effective implementation of the management system is monitored by internal audits as described in Section 4.9. Document control is outlined in Section 6. Business Planning and Marketing Sample Group Trainings business strategy is developed and maintained using a dynamic process driven by our chosen customers. The fundamental elements of this process are that we: select our markets identify our potential customers establish the needs of our customers develop and deliver quality products and services to our customers check that our customers are happy with our products and services modify our products and services to better meet our customers needs as appropriate
We use XY System to ensure a strong, ongoing link between our business strategy and the day-to-day operations of the business. The system
provides us with a clear framework to establish strong cause and effect relationships between the financial goals of the company, the needs of our customers and our capacity to meet these needs. It also provides a clear set of measures and early warning system to monitor our performance and enable prompt and effective responses where performance is not matching expectations. Financial Management Our objective is to ensure that pricing of services by Spectrum Infogain Services produces an operational surplus. Whilst Spectrum Infogain Services is a not-forprofit-company, it must not operate at a loss and in order for us to remain in business, prices must cover costs, be competitive and produce a surplus. We aim to meet the daily cash requirements of the company and its subsidiaries through the effective management of fixed term deposits, bank overdraft facilities and other cash on hand.
ADMINISTRATION Human Resources (Company Staff and Contractors) It is the responsibility of Spectrum Infogain Services to recruit, select, train, develop, and then maintain quality staff who are satisfied and motivated to achieve company goals. Spectrum Infogain Services supports and encourages the personal growth and development of all our employees. Staff Recruitment/Induction/Development Spectrum Infogain Services regards the use of appropriately trained staff to be essential in maintaining the high standard of its equipment and services. All staff receives instruction in the operation of the management system and the principles embodied in the companys policies during their initial induction process. All required skills are identified and documented. Management is responsible for reviewing the level of staff competence within the company and for identifying where additional training may be required. Training needs are discussed as part of Spectrum Infogain Services meetings. Competence is demonstrated by the ability to do the job through: experience and/or qualifications and/or Training (internal or external).
Documentary evidence of experience and/or training and/or qualifications is maintained.
Records Management All Spectrum Infogain Services staff are responsible for ensuring that all records are properly maintained to demonstrate the operation and the effectiveness of our business. The following are examples of records: customer requests customer contact records apprentices and trainees training records approved supplier records management meeting minutes monitoring results reports complaints and appeals
All records must be legible and identifiable to the process concerned. They must be stored and maintained in such a manner as to enable easy retrieval by those staff requiring access. They must also be suitably filed and clearly indexed in alphabetical, numeric or date order or as appropriate. Spectrum Infogain Services defines minimum retention times and guidance for disposing of records in the referenced procedure. When agreed with the customer, records shall be made available to the customer. Customer records and data of a confidential nature are restricted from easy access. Details of methods, responsibilities and documentation are defined in the relevant procedure.
Invoicing We aim to produce, distribute and archive our payroll invoices in a serviceable and consistent manner on a weekly basis. Our internal invoices are produced and authorised in a timely and efficient manner to enable appropriate external invoices to be raised. It is our desire to maintain the continuity of invoicing and the flow of paperwork for easy accessibility, benefiting both our employees and our customers. Purchasing Spectrum Infogain Services assesses and approves all suppliers prior to use by our staff. Assessment takes the form of an initial assessment followed by ongoing monitoring of performance. The selection of suppliers and the degree of control exercised depend upon the equipment type, supplier performance, customer requirements, and their ability to meet the specific requirements of our management system. Spectrum Infogain Services maintains records of approved suppliers and subcontractors. Purchase Orders/Requisitions Purchase Orders and Requisitions shall contain a clear description of the equipment or service ordered. Such description shall contain as appropriate, specifications, equipment codes, serial numbers and titles and any other relevant data. All purchase orders / requisitions are reviewed and authorised before release to the supplier.
Details of methods, responsibilities and documentation are defined in the relevant procedure.
Payroll
In Sample Group Training, an apprentice or trainees work times and allowances are faxed or emailed to the pay office from the host employer or apprentice/trainee on a weekly basis. Before processing payroll all work times are verified with host employer to ensure there are no discrepancies. The pay office with the aid of software package produces the payroll and pays slips for all apprentices/trainees and staff. Before wages are transmitted electronically into the personal bank accounts of staff and apprentices/trainees, a senior staff member checks the payroll. Spectrum Infogain Services files all transmitted timesheets from host employers and apprentices/trainees and all payroll summary reports and copies of pay slips are filed in a secure area for future reference. All pay slips are distributed to apprentices/trainees and staff. Vehicle Fleet Management The Spectrum Infogain Services vehicle fleet is both an asset and a vital resource in the conduct of our business. Vehicles are not only provided to managers as part of a salary package, but other employees may be provided with a vehicle as a necessary requirement for carrying out a specific role. In all cases, during working hours, each vehicle is to be made available upon request by any staff member who has a current drivers licence, for company business.
It is our objective to effectively manage the company vehicle fleet by following organisation Vehicle Fleet Management guidelines. Internet/E-mail Use Sample Group Trainings objective is to ensure the correct use of the email system and the Internet, whether the facility be used for company or for personal reasons. It should be noted that personal use is not encouraged, as these technologies are work tools). Spectrum Infogain Services encourages each individual to be aware of the risks associated with using these facilities, such as confidentiality, copyright, viruses and illegal sites.
Internal Audits
Spectrum Infogain Services maintains a process of internal audit of its compliance with the National Standards for Group Training Organisations. All aspects of the Quality System are audited at regular intervals to: assess compliance with documented procedures identify system improvements identify any non-conformances Instigate corrective action where required.
An audit program is maintained by the Assistant General Manager with such scope as to ensure that all aspects of the Quality System are audited. The frequency of such audits is determined according to the results of previous audits and the significance of individual system activities. In any event, all aspects of the Quality System are audited at least once per year. Audits include an evaluation of:
activities, processes, work areas and process methods practices, systems, procedures and instructions Documentation.
Audits are performed in line with documented procedures and checklists. Suitably qualified staff who are not directly responsible for the area being audited, perform the audits. Audit findings are documented and recorded. The manager responsible for an audited area shall review and agree to any corrective actions necessary to correct non-conformances identified during the audit and take timely corrective and/or preventive action. Deficient areas are re-audited to ensure that action taken has been effective. Details of methods, responsibilities and documentation are defined in the relevant
PRODUCTS AND SERVICES

Sourcing and Selection of Host Employers A host employer hosts an apprentice or trainee to provide on-the-job work. Spectrum Infogain Services employs apprentices and trainees and places them with a host employer who provides the on-the-job training component of the apprenticeship or traineeship. An apprentice or trainee may be rotated through a number of host employers to gain experience in the full range of tasks required to complete the apprenticeship/traineeship. Spectrum Infogain Services has a number of well-established methods for sourcing and selecting host employers. In the first instance, Spectrum Infogain Services aims to select host employers that are known within the industry and/or in the local area. Spectrum Infogain Services seeks organizations known for their expertise and/or professional reputation. Spectrum Infogain Services also works with a number of other agencies, including Australian Apprenticeships Centers, the Department of Education, Employment and Workplace Relations, the NSW Department of Education and Training, Industry Training Advisory Bodies and public and private Registered Training Organisations to further identify suitable host employers. Spectrum Infogain Services identifies other suitable, host employers through its staff and their own work backgrounds and networks. Spectrum Infogain Services may advertise services and canvass local organizations. They also outline the benefits of the group training program to interested host employers who approach them. All host employers are interviewed to establish their willingness to take part in the contracting of apprentices and trainees. Spectrum Infogain Services then outlines expectations, the legal requirements, OH&S and duty of care obligations and
training responsibilities applicable to all host employers. A health and safety check of a prospective host employers work environment is conducted by our field officer before placing a trainee or apprentice with them. Spectrum Infogain Services enters into a contractual agreement with the host employer. This contract may include the length of the traineeship, the number of days a week the host employer will host the trainee, payment details etc. Spectrum Infogain Services Administration personnel establish an individual file for each host employer which contains as a minimum: Host employer details Qualifications and experience of the supervisor of the apprentice/trainee OHS checklist of host employers site Charge out rates agreement Completed checklist of information provided to host employer Outcome of credit check Field Officers recommendation of suitability as a host employer Host employer contract
Recruitment and Selection of Apprentices/Trainees Spectrum Infogain Services is actively involved in a multi-faceted approach to promoting our services to both apprentices and trainees and host employers throughout the calendar year. This includes amongst other initiatives, print based editorials and interest stories, showcasing of innovative projects, advertisements inviting applications, promotion at career markets, expos etc. There are, of course, times throughout the school calendar where it is critical that Spectrum Infogain Services seeks applications to ensure a high calibre of applicant.
Depending on the type of vacancy and the criteria, two types of applications can be called for: Expressions of Interest are used where the vacancy does not yet exist but applicants are needed to assist further promotion. A formal written application with appropriate attachments is used to assess applicants against certain criteria. However, the written application is only one consideration in the selection process. Spectrum Infogain Services staff conduct interviews with each applicant who is applying for the same position answering the same set of generic questions. Specific sections will be added to the generic set of questions to address criteria for a particular vacancy. We stress that there are no right or wrong answers but that the questions are used to stimulate conversation and to give applicants a chance to sell themselves in the interview. Some testing is normally conducted to indicate numeracy, literacy and reasoning ability. Other evidence may also be used for example a vocational psychologists report, consideration of previous related training, or other demonstrated interests, abilities or achievements. Where a vacancy becomes available the eligibility list is used and a selected applicant is advised and appropriately trained in site specific OH&S as per company policy. The OH&S requirements and paperwork are completed prior to placement. An interview with the host employer as per their criteria is also arranged and host employer OH&S requirements met prior to placement. Signing Up of Apprentices/Trainees Spectrum Infogain Services is obliged to inform all new apprentices and trainees of their rights and responsibilities at sign-up. The following verbal and written information must be supplied:
conditions of employment (hours, requirements, etc) wages, forwarding of timesheets and other payroll advice mutual suspension and dismissal procedures policies (Occupational Health and Safety, Equal Employment
Opportunity, Access and Equity, Rehabilitation) injury and grievance procedures
It is important at this stage to make the new employee feel a part of Spectrum Infogain Services and ensure they have no reservations in coming to us with any problems, whether they be on a professional or personal basis. Induction of Apprentices/Trainees All new apprentices and trainees are inducted into the position with Spectrum Infogain Services in a 4 hr information session which covers such items as: What is Group Training? Apprentice/Trainee Handbook policies and procedures Roles and responsibilities of the SPECTRUM and field officers Roles and responsibilities of the host employer and workplace supervisor Roles and responsibilities of the apprentice/trainee Code of Conduct OH&S and safe work practices Personal protective equipment kit and how to use, clean and store such equipment. Attendance requirements for work and off-job training Off-the-job training requirements Wages, time-sheets, leave entitlements and procedures Absenteeism
Workers Compensation Rotations Suspensions
Spectrum Infogain Services endeavours to have all apprentices and trainees placed at the earliest possible convenience, with a host employer. We aim to monitor and supervise the training at all times so as to facilitate a timely and successful completion of their training. Monitoring and Pastoral Care An Spectrum Infogain Services Field Officer monitors the employment and training outcomes and welfare of each apprentice and trainee throughout the period of the apprenticeship or traineeship. This might involve visiting the apprentices/ trainees workplace or calling them by phone, talking to the host employer, talking to the registered training organisation where the
apprentice/trainee is enrolled.
The purpose being, to ensure all parties are
satisfied with the arrangements and that the apprentice/ trainee is making steady progress towards achieving satisfactory outcomes. If apprentices and trainees report any situation which threatens their well being and or orderly progress, or if they require reasonable assistance with work-related or training issues, Spectrum Infogain Services will evaluate each request for help and provide necessary support and/or counselling to them.
Rotations Where it is identified that an apprentice/trainee cannot get sufficient exposure to the range of experiences, equipment or environments required of the
apprenticeship/traineeship
Spectrum
Infogain
Services
will
rotate
the
apprentice/trainee to another host employer in order to maximize their training as per the relevant industry requirements. A rotation may occur where a host employer is unable to maintain an apprentices/trainees employment. The steps for monitoring and rotating apprentices and trainees start with them being logged into a data base along with their host employers. The
apprentice/trainee could be rotated for a number of reasons. Each reason must be logged and recorded on their personal file for future reference.
Suspensions and Cancellations

An apprenticeship/traineeship may be suspended where no suitable host employer is available, where an apprentice/trainee is unable to work for an extended period or where an apprentice/trainee requires extended leave. The maximum period of suspension for an apprentice is 3 months and for a trainee it is 1 month. Client Feedback and Complaints Handling Positive and negative feedback is a major indicator of customer satisfaction and outlines the extent of any problem or issue. Spectrum Infogain Services will deal with all complaints it receives in an expedient manner and at an appropriate level of management. Data Analysis Data analysis is a major component in the successful day to day running of Sample Group Training. It allows us to control, coordinate and to analyse the structure, process and relevant service areas of the company for the purpose of continuous improvement. Spectrum Infogain Services conducts annual surveys with our stakeholders for feedback on our services. These are collated, analyzed
and reported to the Board of Directors and drive the continuous improvements of the organization. System Problems and Improvements All problems will be rectified in a timely and effective manner by whatever means is appropriate so as not to business. pardise the accounting soundness of the
We believe this is important for the continued upgrading and
improvement of all systems within the company.
DOCUMENTATION Company Manual Issue and Document Control Spectrum Infogain Services lists and tracks all documents (including this manual). There is a Master List of Documents and each document has a version number and date on the bottom of each page. These documents may not be changed unless this is authorised by the responsible officer. A small section of a sample Master List for internal documents is shown below. Master List of Internal Documents
All controlled copy issues of this manual and other controlled documents must be authorised by the Directors prior to release (signature required on first page). Controlled copies of the manual are printed on the Spectrum Infogain Services coloured letterhead and indicate a copy number. When a change is made to this manual, all holders update their copies. Uncontrolled copies of the manual and other documentation are stamped FOR INFORMATION ONLY and need not be authorized by the General Manager. They can be printed on Spectrum Infogain Services letterhead or be a photocopy of an original. Uncontrolled copies will be current when issued but are not updated when changes are made. A copy number is not required. Such copies are usually given to organizations outside Spectrum Infogain Services for marketing reasons or when we need to show regulatory bodies that we comply with requirements. It is intended that only one hard copy be produced for access. Access for all staff will be available electronically.
INTRODUCTION
RECRUITMENT
Recruitment is the process of attracting qualified applicants for a specific job. The process begins when applications are brought in and ends when the same is finished,the result is a pool of applicants, from where the appropriate candidate can be selected.Recruitment is the process of attracting prospective employees and stimulating them for applying job in an organization.
Recruitment is the process of hiring the right kinds of candidates on the right job. Recruitment is process of creating a common platform between the employers and the prospective employees, sothat both of them evaluate each other and take a decision which is mutually beneficial. Thus, recruitment enables the organisation to select suitable employees for different jobs. it is the most important function of the personnel department. It is concerned with the discovery of the sources of
manpower and tapping of these sources so that the potential employees are properly evaluated and the new employees areplaced and inducted to fill up the vacant position in the organization. Recruitment aims at developing and maintaining adequate supply of labour force according to the need of the organization. Recruitment is an oppurtunity to all qualified candidates that fulfills the requirements of the company.
Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus interviews, etc. It is the two way process; it satisfies the organization strategic requirement. It helps candidates to assess the job, the organization and whether they meet the position requirement.
PURPOSE AND IMPORTANCE OF RECRUITMENT

Recruiting people who are wrong for the organization can lead to increased labor turnover, increased costs for the organization, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it. Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience. This describes the main features of such systems, and other related issues. Systems should be:
Efficient - cost effective in methods and sources Effective - producing enough suitable candidates without excess and ensuring the identification of the best fitted for the job and the organization
Fair - ensuring that right through the process decisions are made on merit
RECRUITMENT PROCESS
A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as:

Has the function changed? Have work patterns, new technology or new products altered the job? Are there any changes anticipated which will require different, more flexible skills from the jobholder?
Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organization or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes. Writing a good job description or job specification helps in the process of analyzing the needs of the job.
RECRUITMENT PROCESS INCLUDE

JOB DESCRIPTION/JOB SPECIFICATION This should detail the purpose, tasks and responsibilities of the job. A good job description should include:

Main purpose of the job - try to describe this in one sentence Main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating', instead of vaguer terms like 'dealing with', 'in charge of'
Scope of the job - expanding on the main tasks and the importance of the job. Job importance can be indicated by giving information such as the number of people to be supervised, the degree of precision required and the value of any materials and equipment used.
A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person specification - a profile of the skills and aptitudes considered essential and desirable in the job-holder. It enables prospective applicants to assess themselves for the job and provides a benchmark for judging achievements. PERSON SPECIFICATION Drawing up the person specification allows the organization to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that
someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other. Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees. Factors to consider when drawing up the specification include:

Skills, knowledge, aptitudes directly related to the job The type of experience necessary The competencies necessary Education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (e.g. graduate trainees), when a higher level of education may be specified
Any criteria relating to personal qualities or circumstances which must be essential and directly related to the job, and must be applied equally to all groups irrespective of age, sex, race, nationality, creed, disability, membership or non-membership of a trade union. To do otherwise is potentially discriminatory.
The person specification helps the selection and subsequent interview to operate in a systematic way, as bias-free as possible. The use of competency-based approaches can help by focusing on the 'match' between candidate and role, but
they are best used where they are an integral part of the continuing assessment and development of staff. PAY After setting the job and the person specifications, consideration should be given to pay rates. Factors such as scales, grades and negotiated agreements, as well as market rates and skills shortages, may affect the wage or salary, and organizations should be aware of the requirements of equal pay and discrimination legislation. Unless there is a formal system for increments or length of service, paying the new employee a different rate from that paid to the preceding post holder may contravene the relevant legislation. Employers must also comply with the provisions of the National Minimum Wage Act 1998. The Agricultural Wages Board sets the minimum rates for workers in agriculture.
ATTRACTING APPLICANTS
The search for suitable candidates now begins. The process of marketing needs to be undertaken carefully so as to ensure the best response at the least cost. The object is to get a good selection of good quality candidates. Possible methods to consider are:
TYPES OF RECRUITMENT
INTERNAL RECRUITMENT - this method can have the advantage of building on existing staff's skills and training, and provides opportunities for development and promotion. It is a good way to retain valuable employees whose skills can be further enhanced. Other advantages include the opportunity for staff to extend their competencies and skills to the
benefit of both the organization and the individual, and the enhancement of individual motivation.
EXTENAL RECRUITMENT _every organization has to tap external sources for various positions because all the vacm\ncies can not be filled through internal recruitment.the present employee may be insufficient or they may not fulfill the specifications of the jobs to be filled. The various external sources of recruitment are _
COMMERCIAL RECRUITMENT AGENCIES - often specialize in particular types of work, e.g. secretarial, office work, industrial, computing, and may already have potential applicants registered with them
EXECUTIVE SEARCH ORGANIZATIONS - usually working in the higher management/specialist fields, will seek out suitable candidates working in other companies by direct approach, or via specialist advertising
NATIONAL NEWSPAPERS - advertising in the national press is expensive, but likely to produce a good response for particular, specialist vacancies. Remember too there are national ethnic group newspapers which will reach a wide audience
Specialist and professional journals - less expensive than the national press, these journals can guarantee to reach the precise group of potential applicants for specialist and professional vacancies
INTERNET - is beginning to emerge as a recruitment medium. It is mainly used for graduate-level and technical jobs because it tends to target
a self-selected group who are computer literate and have access to the web at their place of study or work. Its use is likely to grow
LOCAL NEWSPAPERS, RADIO - for less specialized jobs, or to target groups in a particular local area, advertisements in the local media may produce a good response
Local schools, colleges and the Careers Service - maintaining contact with schools, colleges and careers advisers will ensure that the organizations needs for school/college leavers with particular skills and abilities are known. It can be particularly useful to offer students the opportunity to spend some time at the company, on work experience, or 'shadowing'
WORD OF MOUTH - introduction via existing employees or through an employers' network. Whilst this may be economical, it is likely to lead to a much smaller pool of suitable applicants and does not normally satisfy equal opportunities requirements because any imbalance in the workforce may be perpetuated. The Commission for Racial Equality and the Equal Opportunities Commission both warn against such practices where the workforce is predominantly one sex or racial group.
THE NEXT STEP IS TO CONSIDER The design and content of any advertisement used
How applicants are to respond - by application form, fax, telephone, in person at the organization or agency, by letter, by email on the Internet, by tape or Braille.
Who is to be responsible for sifting the applications? What is the selection process going to be?
If interviews are to be held, when will they be and will everyone who needs to be involved be available?
Are selection tests to be used? Is there the expertise to administer them and ensure they are non-discriminatory and appropriate?
Are references/medicals to be requested? Are arrangements in hand to give prompt acknowledgement of applications received?
ADVERTISEMENT
Any advertisement needs to be designed and presented effectively to ensure the right candidates are attracted. Look through national, local or professional papers and see what advertisements catch the eye. The newspaper office will often advise on suitable formats. Advertisements must be tailored to the level of the target audience, and should always be clear and easily understood. They must be nondiscriminatory, and should avoid any gender or culturally specific language. To support this, the organization should include in the advert its statement of commitment to equal opportunities, which will underline the organization as one that will welcome applications from all sections of the community.
Consider the following factors in the advertisement:
If the organization is well known, does it have a logo that could feature prominently in the advertisement? Make the advertisement consistent with the company image
Should the job title be the most prominent feature? Keep the text short and simple while giving the main aspects of the job, pay, career prospects, location, contract length
Can specific details - such as pay, qualifications and experience required be given in a way, which will reduce the number of unsuitable applications?
Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate qualifications, which may discourage valid applications?
Can you provide job details on tape or in Braille and accept applications in a similar format?
Is the form of reply and the closing date for applications clear? Is there a contact name and phone number for further information and enquiries?
All advertisements should carry the same information, whether for internal or external use.
APPLICATION FORMS
Application forms can help the recruitment process by providing necessary and relevant information about the applicant and their skills. The design of the form needs to be realistic and straightforward, appropriate to the level of the job. Using application forms has the following advantages:
Comparing like with like is easier. CVs can be time-consuming and may not provide the information required.
They provide the basis for an initial sift, and then for the interview. The standard of completion can be a guide to the candidate's suitability, if writing and presentation skills are essential to the job; however, is aware of the possibility of disability discrimination.
They provide a record of qualifications, abilities and experience as stated by the applicant.
Care also needs to be taken over some less positive aspects of application forms:
There is a temptation to use application forms to try to extract too much information, e.g. motives, values and personality characteristics. The form should concentrate on the experience, knowledge and competencies needed for the job.
Some people may dislike filling in forms and so be put off applying for the job. Some very experienced people may find the form inadequate, whilst those with little in the way of qualifications or experience may be intimidated by large empty spaces on the form
Application forms add another stage, and therefore more time, to the recruitment process. Some candidates may be lost if they can obtain work elsewhere more quickly.
SELECTION
Selection is the process of choosing the best out of the available candidates. It adopts the process through which more candidates are rejected and fewer candidates selected therefore it is also called negative process.
In other words, it is the process of picking individuals with requisites qualifications and competence to fill jobs in the organization.
DEFINITION OF SELECTION
It is the process of differentiating between applicants in order to identify those with a greater likelihood of success in a job. The techniques used are highly specialized. And the outcome of selection process is in the form of finalizing candidates who will be offered job.
Interviewing can be carried out by individual (ex superior or departmental managers), by panels of interviews or in the form of sequential interviews by different experts and can vary from a five minute chat to a process of several days, ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for:
Aptitudes (particularly for school leavers) Attainments General intelligence.
(All of these need skilled testing and assessment) In more senior posts other techniques are; Leaderless groups Command exercises Group problem solving
SELECTING THE BEST CANDIDATE

Whatever form the applications take, there may be a need to sift them before moving on to the interview stage. Such a sift serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, two or more people should undertake such sifting, and it should involve the direct line manager/supervisor as well as personnel. The sifting stage can also help the organization by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organization. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the applicant. See References and checking for further information. Some jobs require medicals to be given at the commencement of employment, and employers may seek preliminary information on a separate medical questionnaire at the time of recruitment.
The candidates who best match the specifications may then be invited for interview. The invitation letter should tell candidates that they should advise the organization in advance if any particular arrangements need to be made to accommodate them on arrival or during the interview; for instance, ramp access or lighting levels. The invitation letter should also clearly state whether the organization would pay the candidate's reasonable travel expenses for the interview.
WHO MAKES THE DECISION

In some companies there will be a personnel or human resource specialist who will undertake most of the sifting and short listing. It is very important that the line manager/supervisor for the job also be involved, both at the job and person specification stage and at the interview stage. The final selection will thus normally be a joint decision, except in those very small companies where only a line manager/supervisor is available to do the recruitment of staff. Gaining the commitment of the immediate manager/supervisor by involving them in the selection process can be vital to ensuring that the new employee is settled successfully into the organization. It may be useful both for the candidates to see the environment in which they would be working, and, if they are to be part of a team, for the current team members to meet the candidate. SELECTION TECHNIQUES There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centers, role plays and
team exercises, to name a few. Usually a range of methods will be used by the organization depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment. GETTING STARTED The following information is intended to give applicants information about the selection process. Suggestions for completing the employment application, getting ready for the written test(s), attending an appraisal interview, and other general procedures are included.
GENERAL INFORMATION The first step is the completion of the employment application a rsum employment/salary history may be substituted for selected positions. The job announcement will clearly state if a rsum will be an acceptable substitute. In either case, this is your initial opportunity to provide information on your qualifications as they relate to the position for which you are applying. Completed applications are initially screened to determine whether an applicant meets the minimum qualifications for the position as outlined in the Job Announcement. Applications of those applicants determined as meeting the minimum qualifications are then reviewed by a Human Resources Analyst and a subject matter expert to determine who is to be invited to continue in the examination process. A limited number of candidates whose applications clearly show that among those competing they are better qualified in terms of relevant training and
experience will be invited to continue in the examination process as outlined in the Job Announcement under "Application Process." THE APPLICATION The employment application is your first chance to present your qualifications to the City. As such, it is extremely critical to your continued participation in the examination process. Before you begin, please review thoroughly what the Job Announcement specifies as the requirements to qualify for the position. You must meet these criteria to be considered for the position; please ensure you do, or you will be wasting your effort in completing the application. Most entries on the form are self-explanatory, but a few pointers on filling it out may help:
Be accurate and honest. Falsification can lead to disqualification or dismissal.
Be thorough when discussing experience. Convey experiences most directly related to the particular position, including volunteer work.
Resumes may be attached, but will not substitute for application entries (unless specified in the Job Announcement). The application form provides a standard format necessary for consistent review of applications. "See resume" may result in disqualification.
Applications must be received no later than the Final Filing Date specified on the Job Announcement. Postmarks are normally not accepted, so allow for mail delivery time.
If you need more space to discuss your qualifications, you can attach additional sheets, provided they are similar in format to the original application form.
WRITTEN EXAMS Written exams are usually obtained from one of several test construction firms available to us. These tests are designed to determine your level of technical and/or analytical abilities associated with the particular position for which you have applied. Questions are usually multiple choices, using scanned answer sheets for computerized scoring. Some tips on filling out these sheets: a) make sure you are marking your answer in the row that corresponds to the test booklet question, b) if you change an answer, completely erase it so the scanner doesn't pick it up as a response, c) use only the pencils provided and make dark marks, and d) do not bend or fold your answer sheet. You can approach such tests in many ways, and if you are comfortable with your methods, then by all means continue to follow them. If you haven't had much testing experience, here are some ideas on how to tackle a test. PERFORMANCE EXAMS Performance exams test your ability to accomplish specific job-related tasks by providing the opportunity to actually perform them. These tests are scheduled through the Human Resources Department office, with notification to you in writing of the date, time, location and duration of the test. You will be given instructions on the tasks to be completed and then asked to complete them. Individuals with considerable relevant experience will conduct the evaluations. Safety, quality of work, adaptability, performance under stress, etc. are evaluated.
SPECIALIZED TESTING
Some positions will require specialized testing, such as agility, shorthand, writing, etc. These tests are scheduled just as other tests are and you would be notified in writing of results. PRACTICAL TESTS If the job involves practical skills, it may be appropriate to test for ability before or at the time of interview. This is generally acceptable for manual and word processing skills, but less useful for clerical and administrative posts. Telephone skills are increasingly in demand, and candidates for telesales/call centre work will almost invariably be asked to undertake a practical test. Any tests must, however, be free of bias and related to the necessary requirements of the job. Consideration in giving any tests must include the objectives of such a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the costs and benefits of such a method. PSYCHOMETRIC AND PSYCHOLOGICAL TESTS, INCLUDING BIODATA There are numerous tests commercially available, which can assist in measuring aspects of personality and intelligence such as reasoning, problem solving, decision making, interpersonal skills and confidence. Although many large organizations have used them for a number of years, they are not widely used, and some tests are considered controversial - for instance, those that assess personality. Any organization considering the use of psychometric or psychological tests should refer to the guides available, and make sure they have the need, skills and resources necessary. Tests should never be used in isolation, or as the sole selection technique. Where a decision is made solely on the automatic processing of personal data, an
applicant may require that the organization reconsiders any rejection or make a new decision on another basis. Biodata (short for biographical data), is a questionnaire format with multiple choice answers. The questions are of a biographical nature and answers are scored according to the scoring key developed by the employer. In general only really large employers, who have a large throughput of applicants, successfully use Biodata. Use of Biodata, like other tests, needs careful control to avoid any possibility of discrimination or invasion of privacy. Think carefully before using any test - is it actually necessary for the requirements of the job? Is the test relevant to the person/job specification? What is the company policy about using tests, storing results and giving feedback to the candidate? Marking criteria must be objective, and the record sheets should be retained in accordance with the Data Protection legislation.
OTHER SELECTION METHODS
WORK SAMPLES Interviews suffer from a basic problem when asked what they would do in a particular situation candidates give the answer, which they feel the interviewer wants to hear. The work sample technique attempts to overcome this problem by asking candidates to take on mini-jobs in a selection situation. Properly designed work samples capture key elements of a real job. Work samples have shown some of the highest validity scores compared to other selection methods. Even the
smallest companies could employ the simpler forms, such as the following:
* A typing test for keyboard skills * role-playing * group decisions * presentations * reports The most sophisticated of work-sample procedures include 'in-basket tests', sometimes called 'in-tray exercises'. Candidates are given a typical in-tray
containing a selection of material such as letters to be answered, reports to be analyzed, items to be prioritized, etc. They are given instructions on what to do and a time limit. Standard scoring methods are available. ASSESSMENT CENTRES Assessment centers are procedures and not necessarily places. They function on the principle that no individual method of selection is particularly good and no individual assessor is infallible. They use multiple methods and several assessors in structured programmes which attempt to minimize the inadequacies of each method and cancel out the prejudices of individual selectors. Inevitably, assessment centers are a very expensive method of selection. They are focused on potential. INTERVIEWS Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Every candidate should be offered the same opportunities to give the best presentation of them, to demonstrate their suitability and to ask questions of the interviewer.
A structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen. Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation. Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview. All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best.
PREPARING THE INTERVIEW The interviewer should prepare by:
Reading the application form, job and person specifications to identify areas which need further exploration or clarification
Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, e.g. job knowledge, training, and qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?'
Being ready for the candidates' questions, and trying to anticipate what additional information they may seek.
CONDUCTING THE INTERVIEW Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc. If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may also prove valuable in offering an additional opportunity to assess the candidate's interaction with possible colleagues. Consider whether any adjustments need to be made to accommodate an interviewee who has indicated a disability on the application form - it is easy to overlook simple adjustments that may be reasonable to make:
Candidates with hearing impairment may not only need to be able to clearly see the interviewer as they are talking, but may need communication support if they are not to be placed at a disadvantage
Is there an alternative to steps for access to the building? Can the interview take place elsewhere, where access might be easier for someone with a physical disability?
It is common that both interviewer and candidate are nervous. Thorough preparation will help both of you. Be careful not to fill silences by talking too much - the aim of the interview is to draw information from the candidate to decide if they would suit the job. The candidate should do most of the talking. Nevertheless, the interviewer will want to encourage candidates to relax and give of their best in what is, after all, a somewhat unnatural setting. It is important to keep the conversation flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview. The following pointers may be helpful in conducting the interview:
Introduce yourself (and other interviewers if present); this also gives the candidate time to settle down.
Give some background information about the organization and the job this helps everyone to focus on the objective.
Structure the questions to cover all the relevant areas, and don't ask too many 'closed' questions. Open-ended questions (ie ones that can't be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how'.
Avoid leading questions. Listen, and make brief notes as necessary on salient points. Have a time frame and keep to it, allowing sufficient time for candidates to ask any questions they might have.
Make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary - be careful to avoid inadvertent discrimination.
TYPES OF INTERVIEW
THE PANEL INTERVIEW When used, the results of this component of the exam process will be used to determine if you should be included on the List of Eligible Candidates forwarded to the hiring authority for consideration for a departmental Selection Interview. This portion of the examination is normally weighted 100% (or as indicated on the Job Announcement). Typically, your previous test results are used only to qualify you for participation in the Panel Interview. The Panel is comprised of qualified individuals, which may or may not be employees of the City. Normally, the panel will consist of three evaluators. These individuals will evaluate your responses to a variety of job-related questions over the scheduled time period. Candidates receiving an average score of 70% or higher are placed on the List of Eligible Candidates. The List of Eligible Candidates is categorized into three blocks determined by the candidates averaged
score: "A" block: Superior Candidate; "B" block: Well Qualified; "C" block: Qualified. Please keep in mind that being on the List of Eligible Candidates does not mean you will be selected for a position; it indicates that you are technically qualified. The following are some tips for the Panel Interview:
Questions are job and experience related. Prepare for your responses along those lines.
Concentrate and keep your answers to the point as a limited amount of time is scheduled for each interview.
Be aware of the information given on your application. The board may ask questions about it.
Make sure you arrive for your interview about ten minutes early to give yourself a chance to relax. Allow plenty of time for travel, etc.
Board members may take notes to help them remember you; don't be distracted.
INFORMAL INTERVIEWS Many employers invite applicants for informal interviews prior to the main selection procedure. These interviews are useful for information exchange, particularly in the case of professionals. They provide an opportunity to discuss the full nature of the job, the working environment, prospects for further development and promotion. There seems to be some ambiguity as to whether informal interviews should be used as part of the pre-selection process by the employer rather than self-selection by the candidate. The crux of the issue depends on what interviewees have been told. If they have been led to believe that it is a truly informal information session
they will not consider the process to be fair if they are subsequently told that they have not been short listed as a result. FORMAL INTERVIEWS Despite the existence of alternative methods of selection most employers regard the formal selection interview as the most important source of evidence in making the final decision. A selection interview can be neatly defined as a conversation with a purpose, but not infrequently the purpose is obscure to the point of invisibility. More often than not, pointless chat would be nearer the mark. The interview has attracted severe criticism for a very long time - being attacked on the grounds of its subjective nature, questionable validity and unreliability.
THE SELECTION INTERVIEW Once the List of Eligible Candidates is established it is sent to the Department(s) that is hiring to fill a current vacancy. The Department Head is responsible for setting up Selection Interviews. He/she may interview anyone on the list, since all persons referred to the department are qualified. The Department Head will be looking for the candidate with the best qualifications for their particular position. The candidate selected to fill the vacancy will undergo a medical examination, drug screen, background investigation, and a probationary period (see job announcement) before attaining permanent employment status. Additionally, in accordance with Federal Law, the candidate is required to provide proof of identity and proof they may legally work in the United States. All employees are also required to sign an oath of affirmation of allegiance as required by State Law.
REFERENCES AND CHECKING State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities. Do not ask for personal information or for conjecture about the applicant. Remember too that completing a reference takes time and proper consideration; so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory. The holding of particular qualifications, training or licenses may be important to the job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it is good employment practice to make sure the applicant knows, and that copies of any relevant documents will be held on their personnel file. The timing of reference and qualification checks is variable. It is often the case that references are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary evidence of qualifications to the interview. Job offers are sometimes made 'subject to satisfactory references being received', but this is not advisable. The referee may simply fail to provide any kind of reference. There is no legal requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those grounds, the organization could face legal action by the applicant. The organization needs a policy of what to do in circumstances such as the non-supply of a reference - an initial 'probationary' period might be an acceptable way of proceeding.
APPROVAL BY APPROPRIATE AUTHORITY
When selection interview is passed, references are checked, physical examination is done, and then on the basis of this the appropriate authority gives the acceptance for the selection.
FINAL SELECTION
In this, the offer letter is given to the candidate selected and there side demands acceptance in specific period. THE OFFER Once the successful candidate is identified, and any necessary references and checks completed, send out an offer letter. This is preferable to telephoning the candidate, as a letter enables the specifics of the job to be re-stated, with the terms and conditions, any pre-conditions (e.g. subject to exam success), or postconditions (e.g. subject to a satisfactory probation period). Remember that the employment contract is a legal one, and exists even before the candidate has commenced employment. The offer letter should set out the following points:

The job title and the offer of that job Any conditions (pre or post) that apply to the offer The terms of the offer - salary, hours, benefits, pension arrangements, holiday entitlement, place of employment, etc
The date of starting, and any probationary period What action the candidate needs to take, e.g. returning a signed acceptance of the offer, agreement to references, any date constraints on acceptance
If the letter is to form part of the contract of employment, it should say so. Alternatively it could form the main terms and conditions of employment a written statement required by law to be issued to employees within two months of them starting work.
EVALUATION The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. The selection process, if properly done, will ensure availability of such employees. People who work independent of the HR department conduct periodic audit.
IMPORTANCE AND USEFULNESS OF STUDY

1. A properly planned and systematic recruitment process is necessary to minimize disruption of work due to changes in employees and to secure equitable distribution of employment opportunities.
2. The main purpose is to have an inventory of eligible persons from amongst which proper selection of the most suitable person can be made.
3. To find and employ the best qualified person for each job.
4. To retain the most promising of those hired.
5. To offer promising opportunities for life time working careers.
6. To provide facilities and opportunities for growth on the job. It aims at integrating organizational needs and employee needs.
7. It provides each employee with freedom and opportunity, to utilize and develop knowledge and skills to maximize possible extent.
8. Proper recruitment and selection process ensures the right kind of person, at the right place and at the right time.
RECRUITMENT AND SELECTION
The following will be the rules for recruitment:
1. IDENTIFICATION OF VACANCY
Whenever a vacancy arises as per approved manpower strength or new position is created in any function/ department, the personnel requisition data form is to be filled up and sent to HRD department.
2. OBTAINING SANCTION FOR FILLING UP VACANCY

HRD department will provide necessary data/information required in the requisition form for taking sanction from the appropriate authority.
3 . ISSUANCE OF THE PERSONNEL REQUISITION DATA FORM

On receipt of the sanction duly approved from the sectioning authority, the original copy shall be sent to concerned department.
4 .NOTIFICATION OF VACANCY/INTERNAL SOURCES
Action will be initiated to notify the vacancy (ies) to be filled to employment exchange (accept unskilled) and for identification of internal candidates if available with sister units/other businesses.
5.EXTERNAL SOURCING IF INTERNAL CANDIDATES ARE NOT AVAILABLE

The following sources shall be tapped in order of priority: Internal data bank Net surfing Head hunting (for senior positions only) Approved consultants/placement agencies (prior approval to be taken from the appropriate authority regarding terms & conditions) Advertisements (sanction from the appropriate authority shall be obtained regarding the text, coverage and cost for releasing of advertisement in print media/website)
6. SCREENING OF APPLICATIONS Applications received shall be forwarded to concerned department for screening as per laid down criteria and identification of eligible candidates Call letters will be issued to eligible candidates as per annexure-11
7. SELECTION PROCESS FOR ALL CATEGORIES EXCEPT TRAINEES

Written test/job test/computer sill test / psychometric test will be conducted for job specific requirement.
Hrd department shall maintain data bank of different types of tests for different types of jobs/leaves designed by experts in the related area and administer the same to candidates.
PRELIMINARY INTERVIEW
Candidates who have cleared the written/job test etc. or who are being called directly for the interview shall be required to fill up the personal data form before appearing for the interview. Candidates shall be evaluated on various parameters as per interview sheet enclosed in annuxure-1V
FINAL INTERVIEW
Candidates shortlisted on the basis of tests/preliminary interview will be called for final selection round of interview.
SELECTION PROCESS FOR TRAINEES

Candidates for trainee position who are to be recruited from the campuses or otherwise will undergo the following: Written test (inclusive of psychometric & computer sill tests) Group discussion Preliminary interview final interview
INTERVIEW BOARD
The constitution of interview board shall depend upon the level of the post for which the selection is being done. The interview board shall include:
FOR MANAGERS & ABOVE Unit Chief Functional Head/HOD Functional Head-HRD
FOR OTHER CATEGORIES Functional Head/HOD Functional Head-HRD
FINAL INTERVIEW
FOR MANAGERS & ABOVE Business Chief Unit Chief Functional Head concerned Functional Head-HRD Functional Head-Sister Units FOR OTHER CATEGORIES Business Chief Unit Chief Functional Head-HRD
INTERVIEW REPORT
A formal interview report will be prepared as per specific format for further action as per annexure-5
LETTER OF LATENT
Terms and conditions of appointment negotiated or offered to the selected candidates shall be documented on a sheet of paper to be signed by the candidate, HRD officer and appointing authority. This sheet will be kept in the record. On the basis of the above, a `letter of intent` shall be issued to the selected candidates on the specified format, enclosed as annexure-6
VERIFICATION OF CREDENTIALS (INFORMAL/FORMAL)

After the selected person joins, a formal questionnaire shall be sent to his/her former employer for credential verification in the format enclosed as annexure -7. However, informal reference check would be undertaken before issuance of letter of intent (LOI). Incase the information is not received from previous employer remark to this effect will be made in the personal file.
MEDICAL EXAMINATION
Selected candidates shall undergo medical examination by company doctor. The doctor on the specified format as per annexure-8 shall send the medical report only the HRD department.
OFFER OF APPOINTMENT
Offer of appointment as per the specified format shall be issued after candidate is found medically fit as per annexure-9 GENERAL Division Unit Department Section
DETAILS REGARDING POSTION Title of position Nature of appointment: Permanent / Contractual
Reason for filling up the position(s) Duration of appointment Category/Rank Number of Position(s) Date by which the position(s) should be filled
SUMMARY OF JOB DESCRIPTION Reports to Job content JOB SPECIFICATIONS Age Group Educational Qualifications Professional Training/Qualifications Work Experience Specific additional/preferred Qualifications and experience Required
Signature HOD
ACTION TO BE INITIATED BY HRD DEPARTMENT Requisition received on (date) Position approved and budgeted/fresh sanction to be taken
FORM WHICH IS FILLED BY THE CANDIDATES
1. Post/position
2. Nature of appointment
3. Category/rank\
4. No. of Position
5. Preferred age
6. Education/
7. Preferred
8. Qualification
9. Add. /Preferred
10. Qualification
11. Work Experience
12. Major Experience
13. Major Responsibility
14. Gross emoluments range
SPECIMEN CALL LETTER
Ref No. Dated
: :
Mr./Ms. Sub : Interview for the post of ______________________________
Sir/Madam, This has reference to your application for the subject position in our organization. You are requested to come for a written test/interview with us as per schedule given below: Date :
Time
Venue
You will be paid Ist/IInd class to and fro rail/bus fare/economy airfare, by the shortest route, subject to production of relevant tickets. Or You may please note that no TA/DA shall be payable for attending the interview.
Thanking You, Yours faithfully,
HRD DEPARTMENT
To From Date Subject Date Time Venue
: : : :
File HRD Department
Interview Report-XXXXXXX : : :
Interview Board Mr. / Ms.__________________ Mr. / Ms.__________________ Mr. / Ms.__________________
No. of candidates called for interview No. of candidates who attended the interview Recommendation :
The following were shortlisted / selected Mr. / Ms._______________ Mr. / Ms._______________
Signatures:
Interview Board _____________ _____________ Ref. No. ______________ Mr. / Ms. _______________ _______________ ________________ ________________ Dated:
Subject
Letter of intent
Dear Sir / Madam,
This has reference to your subject application and subsequent with us.
We are pleased to make our offer to you for employment with us as _______________ on mutually agreed terms and conditions.
You may please note that the present position will be located at _____________.
This offer is subject to your being found medically fit by our authorized medical officer.
As discussed, the formal appointment letter will be issued to you when you report for duty at _____________ on or before____________.
Kindly sign the duplicate of this as a token of acceptance of the above.
Thanking you,
Yours faithfully,
AUTHORISED SIGNATURE
SIEL LIMITED
QUESTIONNAIRE
1. Name
2. Date of joining
3. Date of leaving
4. Reasons for his/her leaving (Please give details)
5. Discipline, attendance, conduct and Performance
6. Was he/she ever guilty of any misconduct? If so/ please give brief details?
7. Gross Salary (inclusive of yearly benefits)
8. Any other information
Dated: ________________
Signature: _______________
Designation: _______________
MEDICAL EXAMINATION REPORT
Name ___________________
S/W/D of __________________
Age
__________________
Years Designation________________
Height _____________Meters
Chest_____________________
Weight_______ Kgs Blood Group_______ Abdomen_________________
Eyesight L/E____________________
R/E_______________________
Blood Pressure Systolic ________________ Diastolic____________________ ECG_____________________________
Mark of identification _______________________________________________
Any Abnormality ___________________________________________________
Recommendation of
Fit / Unfit for the job
Medical officer
Date:
SIGNATURE OF MEDICAL OFFICER
Ref. No. : Sir / Madam,
Date: __________
OFFER OF APPOINTMENT
With reference to your application and subsequent interview, we have pleasure in offering you an appointment on the following terms and conditions:
1. This appointment will take effect from the date you join and you will be on probation for a period of six months.
2. You will be ranked as ___________classified as _____________and designated as ___________________ in _____________department.
3. You will be paid a basic salary of Rs.__________________ (Rupees __________ only) per month. Detailed remuneration is as per annexure-A.
4. No notice period from either side is required during the probation period. However, subsequent to confirmation, this appointment is terminable either by the company or yourself after giving ___________ months notice for every completed year of service subject to a minimum of one _____________ and a maximum of ____________ months notice or payment in lieu thereof.
5. You will automatically retire from the services of the company on attaining the age of superannuation i.e. 58 years as per rules of the company.
6. This appointment is subject to your being related to any Director of the company within the meaning of section 314 of the companies act, 1956. A list of directors of the company is attached.
7. This appointment is subject to your being found and remaining medically (physically and mentally) fit by our medical Officer.
8. The general terms and conditions of employment are as per Annexure-B, which may please be read.
Please return the duplicate copy of this letter of appointment, duly signed by you.
Thanking you,
Yours faithfully,
SIGNATURE OF AUTHORISED OFFICIAL
DETAILS OF REMUNERATION
Mr. /Ms.____________________________ Will are entitled to the following, as per rules of the Company;
1. Basic Salary of Rs.________________(Rupees________ month.
Only) per
2. Special Allowance of Rs___________________ (Rupees ________________ only) per month.
3. House Rent Subsidy of ___________ % of your monthly Basic Salary.
4. Conveyance subsidy of Rs.__________________________ (Rupees ____________ two wheeler car, only) per month for running and maintenance of self-owned
House Furnishing Subsidy of Rs.______________________ (Rupees Only).
____________
Medical subsidy of 11/2 months basic salary per annum. Leave travel assistance of one months basic salary per annum.
Incentive / Reward will be as per rules of the company.
Bonus, provident fund, gratuity, leave facility, retirement as applicable to officers of your rank.
other
(SIGNATURE OF AUTHORISED OFFICIAL)\
REIMBURSEMENT TO CANDIDATES CALLED FOR INTERVIEW
The following guidelines are hereby issued for reimbursement of fare to outstation candidates called for interview:
S. NO. 1
Classification Supervisor/section
Operating Level II
Mode to Travel 1st /class /IIAC/
Incharge (Executive to Joint Manager) 2 Functional Head/HOD (Addl. Manager to DGM) 3 Unit Chief (GM to VP) IV III
Share Taxi/ Deluxe Bus II AC to Air/ Taxi
Economy Class Air / AC Pvt.
Business Chief (VP to Sr. VP)
Economy Class Air / AC Pvt.
ENTITLEMENT FOR OUTSTATION CANDIDATES In case a candidate travels by his/her own conveyance the reimbursement will be at actuals subject to maximum of fare equivalent to IInd AC Rail Fare. No local travel will be reimbursed in any case.
BOARDING/ LODGING In case candidates are required to stay in connection with the interview process, Functional Head-HRD will make arrangement for
Boarding/Lodging of candidates appropriate to their entitlement under TA rules.
APPROVAL OF CLAIMS For operating levels I & II reimbursement of fare to candidates called for interview will be at the discretion of Functional Head-HRD. Reimbursement will be made strictly against production of documents and the same shall be specifically mentioned in the interview call letter.
However in cases where the candidates are unable to produce the documents, the Functional Head HRD, if convinced about the genuineness of the case, can ignore the submission of document.
TERMS AND CONDITIONS OF APPOINTMENT
1. You will have the responsibility for efficient, satisfactory and economical operations in the areas of responsibility that may be assigned to you from time to time. 2. The management may place you anywhere in India or Abroad, as it may consider necessary, at its sole discretion, from time to time subject to the provision that your remuneration and facilities will not be adversely affected. 3. Company personnel are whole-time employees and accordingly you will not undertake any Business, work or public office on payment of otherwise, except with the prior written permission of the management. 4. You will not divulge to any unauthorized person, nor use for any purpose, other than the Companys (or its Associate) operations, plans, know-how etc. that you may come to know as an employee of the company. 5. Unauthorized absence without prior sanction of leave or overstaying sanctioned leave period, for a period of eight days or more will result in automatic striking off your name from the rolls of the company, without any reference to you, amounting to loss of lien of employment, and termination of the contract of appointment.
INDUCTION
JOINING FORMALITIES The new joinee will be required to fulfill the following joining formalities: Provident Fund, including Family Pension Form( Declaration, Nomination and Transfer Form) Gratuity Nomination Form Block Personal Accident Insurance Form Med claim Insurance Form (wherever applicable) Income Tax Declaration Form Declaration Form (Section 314, Indian Companies Act)
The new joinee will be required to submit the following documents/certificates: Medical Fitness Certificate Proof of Age Certificates of Academic/Professional Qualification (Originals with one set of photocopy. Originals to be returned after verification) Proof of Past Employment (Relieving Certificate /Pay slip)
The Functional Head-HRD can condone submission of testimonials related to Salary, Relieving Letter and No Objection Certificate from the previous employer.
EMPLOYEE IDENTIFICATION HRD department will allot/arrange for allotment of the following to the new joinee: Employee Code No. /Department Code No. Attendance Card Identity Card
The new joinee will be required to open a Bank Account and give the Account Number to the Accounts Department and URD Department.
JOINING REPORT HRD Department will circulate the joining Report, in the prescribed format, of new joinee to Unit Chief, HOD, Accounts Department, Administration Department Attendance Office. Format of the joining Report will be Business specific. Administration Department will arrange for suitable sitting arrangement, provision of telephone line, stationery, etc. wherever required.
EMPLOYEE HAND BOOK HRD Department, in consultation with HOD/Unit Chief/Business Chief, will make out a formal Orientation Programme / Induction Training suited to the requirement of job of the new joinee. It will be the responsibility of HRD Department to ensure that Induction Programme is properly conducted in terms of contents, time and schedule and proper attention is paid by the officer concerned detailed to brief the new joinee. It will be responsibility of the Functional Head-HRD to ensure that the new joinee is explained about his job responsibilities, reporting relationships and operational delegation (wherever required) before he/she reports at his/her place of working.
ADVANCE LEAVE AT THE TIME OF JOINING A new joinee, on request, will be allowed advance leave required for shifting his family/settling down at new locationl provide such leave(s) could be adjusted from his/her leave entitlement for the year. Unit
Chief/Business Chief will be authorized to sanction advance leave(s) on the recommendation of Functional Head-HRD.
RECRUITMENT POLICY
OBJECTIVES The objectives of this policy are to: Fill up the gaps on the basis of manpower need assessment, so as to maintain requisite skill inventory at all levels of officers. Aim for an energetic and enthusiastic workforce within innovative approach to work. Recruiting fresh talent fro m reputed institutes and encouraging growth from within would achieve this.
POLICY All recruitment to be undertaken within the approved manpower budget. Recruitment to be made at entry levels only except for positions where requisite skills are not available internally. For filling up the vacancies occurring in the organization, the sourcing would be undertaken from:
1) INTERNAL a) Within the Unit b) Within the Group/Sister Companies (through HRD Department of Unit concerned) 2) EXTERNAL a) Campus in case of entry level only)
b) Net surfing c) Consultants/placement agencies d) Advertisements e) Employment Exchange (statutory requirement) f) Head Hunting for Senior positions only g) Employee referrals
Standard Selection/Rejection criterion shall be employed s per annexure. For officer level, blood relations to be taken only with specific approval if CMD There shall be a common interview Board comprising members from different Businesses for selection at senior level positrons ( Managers & above) Working knowledge on computers shall be essential fro selection Employee recruited upto the level of Manager shall have approbations period for minimum of six months. Those who are not covered under the clause of probation, performance shall be reviewed at the completion of first six months by the selection board to be constituted for this purpose. Selected candidates shall be issued an Appointment Letter containing terms and conditions of employment will be released at the time of joining.
SELECTION PROCESS
A) B) FOR TRAINEES (SEE RELEVANT SCHEMES) FOR OFFICERS
I.
REQUISITION FORM The department where the vacancy has occurred shall send a requisition form as per the laid down format to HRD Department.
II.
SOURCING Internal /External: As laid down in the policy.
III.
CRITERION FOR REJECTION/SELECTION a) When the HRD Department receives application, they shall forward the same to user department to separate out the eligible applicants, as per the job specification.
b) HRD Department will issue preliminary interview call letters to short listed candidates. 1. WRITTEN TEST In case of junior level or where the applications are received in large numbers, Aptitude Test/ Job Test/ Computer Skills Test / Psychometric Test to be taken.
2. INTERVIEW BOARD The constitution of interview board shall depend upon the level of the post for which the selection is being done. The interview board shall include.
FOR MANAGERS & ABOVE CATEGORIES Unit Chief Functional Head /HOD Functional Head /HRD
FOR OTHER
Functional Head /HOD Functional Head /HRD
FINAL INTERVIEW
FOR MANAGERS & ABOVE CATEGORIES Business Chief Unit Chief Functional Head Concerned Functional Head-HRD Functional Head-Sister Units
FOR OTHER
Business Chief Unit Chief Functional Head-HRD
3. INTERVIEW PROCESS SHALL CONSIST OF THE FOLLOWING SIX PHASES
PREPARATION Strategy to employ what information to seek, and what questions to ask. The interviewer can write out the questions in advance, o that he does not omit any.
ESTABLISHING REPORT
Establishing a friendly relationship with the applicant is important to make a candidate feel comfortable and at home. Topics of mutual interest may make him relaxed.
SEEKING AND GIVING INFORMATION
Information like future prospects of the job, facts about the organization, facilities, etc. must be given, as the candidate is also reaching a decision.
CONTROLLING THE INTERVIEW To ensure adequate coverage of each phase of the applicants background and to provide balance in discussing each phase to use the time fruitfully.
CLOSING THE INTERVIEW The interview should be closed when it has accomplished its purpose.
EVALUATING THE INTERVIEWEE
As the applicant is being evaluated during the interview, a careful rating should take place. Reactions should be written down at once, in order to make the most of fresh information and impression.
4. INTERVIEW REPORT
HRD Department will prepare a formal interview report of the selected candidates. The selected candidates then will be called fro finalizing the terms and conditions of appointment.
5. VERIFICATION OF CREDENTIALS INFORMAL
HRD Department shall ensure informal reference checks of the selected candidates before issuing of the `Letter of Intent`
FORMAL
After the selected person joins, a formal questionnaire shall be sent to his former employer for credentials verification. In cases where the response is not received from the previous employers or there is a case fro further investigation the job shall be assigned to an outside agency.
6. OFFER OF INTENT
Once the terms and conditions are agreed upon, the selected candidate shall be issued a Letter of Intent
7. MEDICAL EXAMINATION
The selected candidates shall be asked t undergo medical examination by the company doctor to obtain detailed information about the medical fitness of the candidates. If any abnormalities found, its nature shall be conveyed to the Unit Chief of unit for suitable decision in the matter.
SUCCESSION PLANNING POLICY

OBJECTIVES
The objectives of this policy are to: Reduce the vulnerability of the organization. Identify & develop suitable back ups for all HODs and above positions. Identify a plan of growth & development for potential successors for key positions through: a. Training inputs b. On the job training c. Feed back d. Efforts for self-development by concerned employees. Prepare persons identified for taking on higher responsibility as and when need arises.
POLICY Job Description shall be in place for all HOD`s as per the standard format. Skill inventory to be undertaken for all functions annually to identify skill gaps in various departments. Identification of successor is not available within the same function by comparing the skills available and required for the position as per laid down procedure. Incase successor is not available within the same function; identify potential candidates from other functional areas who can be moved to concerned function.
It shall be the responsibility of the concerned Unit Chief/Business Chief/HRD Department to implement the developmental plan identified for the potential successor. The initiatives taken for the development of the identifies successor by the concerned HOD shall be one of the key criteria for evaluation of his/her HOD`s performance. The Assessment Committee comprising of Business Chief, Unit Chief and HRD Chief shall hold the review of developmental action plan of the successor on a half-yearly basis. The review shall also be present in such meetings. There shall be a well laid down Development Action Plan to equip those identified as successor. To maintain a reservoir of skills in the trainees category both for Commercial and Technical streams and provide them cross functional exposure to make them multi-skilled. These trainees should be groomed for taking on higher responsibilities and to act as safety cover of sudden loss of critical skills. To develop back ups from cross-functional areas fro HOD`s position. These back ups shall officiate during the absence of HOD`s. In case no suitable person is available from internal sources and the present incumbent is due for retirement, the external recruitment should be done not earlier than 2 years of the present incumbents date of retirement.
RESEARCH METHODOLOGY
MEANING OF RESEARCH Research in common parlance refers to a search for knowledge. It is a careful investigation or inquiry specially, through search for new facts in any branch of knowledge. In other words, research comprises defining and redefining problems, formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis.
EXECUTIVE SUMMARY The project was undertaken to analyze the concept ofRecruitment And Selection process at Spectrum Infogain Service . To accomplish the above, 15 employees of Spectrum Infogain Service was interviewed.
COLLECTING THE DATA

In dealing with any real life problem it is often found that data at hand are inadequate and hence, it becomes necessary to collect data that are appropriate. There are several ways of collecting the appropriate data, which differ considerably in context of money costs, time and other resources at the disposal of the researcher.
PRIMARY DATA: This data can be collected either through experiment or through survey. If the experiment is conducted then there would be quantitative measurements, in the case of a survey, any one or more of the following can collect data; 1. By observation 2. Through personal interview 3. Through telephone interview 4. By mailing of questionnaires 5. Through schedules
SECONDARY DATA: This is the data collected through the literatures and the journals that are already available and easily available to the researcher in the library or on the websites these are the data, which has been used by other also for any kind of their use.
Here in my study of recruitment and selection process the primary data was collected by the observation and through informal interviews or discussions with the HR executives and the managers. Secondary data was collected through the literature and the websites of the companies.
SAMPLE UNIT Sample unit here are the persons in the human resource department. i.e. in the recruitment and selection process. Only 15 executives were working in the HR
department. The researcher conducted informal interview and collected data through departmental reports.
OBJECTIVE OF THE PROJECT
The objective of the project was basically seeing that HR dept how to select the suitable candidates for the job. Also see that what are the polices and procedure that are being adopted by a company formally. Find out that what are the basic problems are there in the organization due to employee leave the jobs.
TOOLS AND TECHNIQUES USED DATA COLLECTION PRIMARY DATA- Informal Interview
SECONDARY DATALiteratures,Co.Websites,Departmental Reports
DATA ANALYSIS AND INTERPRETATION

Q.1 Is Recruitment positive process in Spectrum Infogain Services ?
Disagree27%
Agree73%
AGREE: 73% DISAGREE: 27%
INTERPRETATION The above figure depicts that 73% of employees agreed,that Recruitment is positive process in Spectrum Infogain Services . and 27% disagreed with the statement. .
Q.2 Is selection the positive process in Spectrum Infogain Services?
Disagree 33%
Agree 67%
AGREE: 67% DISAGREE:33%
INTERPRETATION The above figure depicts that 67% of employees agreed and 33% of employees disagreed with the statement that selection is the positive process in Spectrum Infogain Services
.Q.3 How many employees are interested to do job in Spectrum Infogain Services.?
Intrest of employee
No 27%
Yes 73%
AGREE: 73% DISAGREE: 27%
INTERPRETATION
The above figure depicts that only 73% employees are interested to do job there and 27% are not interested to do job there because the experience of that place never count like Delhi and other big cities.
Q6
Are you satisfied with the procedures and the policies of the recruitment
followed here?
29
Agree Disagree
71
AGREE -71%
DIAGREE-29%
INTERPRETATION The above figure depicts that 71% of employees are agree with the recruitment policy followed in Spectrum Infogain Services.and 29 % are disagree with the statement.
Q.5. What is the ratio of employee joining and leaving the organization?
35 Joining Leaving 65
Joining -65%
Leaving- 35%
INTERPRETATION -The above figure depicts that the ratio of joining and
leaving the organization is 65:35 respectively.
FINDINGS
After doing the research based on the information given by the managers, executives and the secondary data collected and the projections prepared on the recruitment process and selection process. I can be said that,
The recruitment process is a positive process in Spectrum Infogain Services. Mostly employees are satisfied with the selection process of Spectrum Infogain Services A few of employees are interested to do job in Spectrum Infogain Services because The Experience of that place is never count in Delhi and other big cities.
In Spectrum Infogain Services,mostly employees are satisfied with the policies of recruitment and selection.
In Spectrum Infogain Services.the ratio of leaving and joining employees is not very effective because the experience of that place is never count and the salary is also very low there.
RECOMMENDATIONS AND SUGGESTIONS
The company should that for the senior level selection they always be go for the internal recruitment because it Is the cheaper and time saving source of selection of employee. For the lower level the company should that he go for the campus interview because by this they able to get the employee as per the requirement and the cost of selection will be less. The company should also increase in the salary at the time because some it may be the cause of leaving the job.
. When the employee leave the organization, company should that he fill the exit interview form and keep it in the record so that organization will able to know that what are the basic reason behind leaving the organization.
CONCLUSION
Spectrum Infogain Services is the company, which has the good choice of process of the recruitment and selection. It always tries to select the efficient employee as per the job requirement As my research was in the company it shows that it has the flexible environment where all the employees are free to do work as they like, the motto is to complete the work holding good quality.
Spectrum Infogain Services is the company, which has the good choice of process of the recruitment and selection. It always tries to select the efficient employee as per the job requirement As my research was in the company it shows that it has the flexible environment where all the employees are free to do work as they like, the motto is to complete the work holding good quality They have to work on the tracking of employees, as it waste the time of the person involve in selection, when they came to know by seeing their face that it is the one ho was interviewed previously.
Overall they are the good leaders of recruiting and selecting the candidates, and making their full utilization.
Now they are also forwarding to make use of the smart hiring by which the best candidates of required skill can be located.
Various aspects of recruitment and selection were studied. For conducting this study an interview schedule was prepared and was got filled by individual members i.e. the workers of the industry. Separate interview schedule were prepared in order to note down individual information and then analyze it.
The whole report represent that how what are the various techniques that helps to find out that how we select the best candidates at right time for right job at right place so that we will able to make the work in efficient way
BIBLIOGRAPHY
BOOKS:.
Kotler C.R, Research methodology methods & Techniques, 2nd edition, vishwaprakashan, Delhi.
INTERNET: www.spectruminfogainservices.com www.google.com- training and development www.google.com , www.msn.com, www.hprofesser.com

Recruitment and Selection at SPECTRUM

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A PROJECT REPORT ON RECRUITMENT AND SELECTION PROCESS AT

By FLORENCE LALCHHUANSANGI Enrolment No: MBA172 Batch of 2012-2014

DOON BUSINESS SCHOOL

Human Resource Recruitment & Selection

DATE: = PLACE: ROLL NO.: Signature of student

Human Resource Recruitment & Selection

Human Resource Recruitment & Selection

(Internal Guide Signature)

Human Resource Recruitment & Selection

Human Resource Recruitment & Selection

Human Resource Recruitment & Selection

Human Resource Recruitment & Selection

Human Resource Recruitment & Selection

Human Resource Recruitment & Selection

Human Resource Recruitment & Selection

Human Resource Recruitment & Selection

pregnancy sex social origin

race sexual harassment trade union activity

religion sexual preference

Furthermore we foster a culture that is free from unlawful discrimination,

Human Resource Recruitment & Selection

Human Resource Recruitment & Selection

Responsibilities and Authorities

Management System Review

Documentary evidence of experience and/or training and/or qualifications is maintained.

PRODUCTS AND SERVICES

Opportunity, Access and Equity, Rehabilitation) injury and grievance procedures

Workers Compensation Rotations Suspensions

The purpose being, to ensure all parties are

Suspensions and Cancellations

We believe this is important for the continued upgrading and

improvement of all systems within the company.

PURPOSE AND IMPORTANCE OF RECRUITMENT

RECRUITMENT PROCESS INCLUDE

Consider the following factors in the advertisement:

Aptitudes (particularly for school leavers) Attainments General intelligence.

SELECTING THE BEST CANDIDATE

WHO MAKES THE DECISION

Be accurate and honest. Falsification can lead to disqualification or dismissal.

PREPARING THE INTERVIEW The interviewer should prepare by:

APPROVAL BY APPROPRIATE AUTHORITY

IMPORTANCE AND USEFULNESS OF STUDY

4. To retain the most promising of those hired.

5. To offer promising opportunities for life time working careers.

RECRUITMENT AND SELECTION

The following will be the rules for recruitment:

2. OBTAINING SANCTION FOR FILLING UP VACANCY

3 . ISSUANCE OF THE PERSONNEL REQUISITION DATA FORM

4 .NOTIFICATION OF VACANCY/INTERNAL SOURCES

5.EXTERNAL SOURCING IF INTERNAL CANDIDATES ARE NOT AVAILABLE

7. SELECTION PROCESS FOR ALL CATEGORIES EXCEPT TRAINEES

SELECTION PROCESS FOR TRAINEES

FOR OTHER CATEGORIES Functional Head/HOD Functional Head-HRD

VERIFICATION OF CREDENTIALS (INFORMAL/FORMAL)

DETAILS REGARDING POSTION Title of position Nature of appointment: Permanent / Contractual

FORM WHICH IS FILLED BY THE CANDIDATES

11. Work Experience

12. Major Experience

13. Major Responsibility

14. Gross emoluments range

SPECIMEN CALL LETTER

Ref No. Dated

Mr./Ms. Sub : Interview for the post of ______________________________

Thanking You, Yours faithfully,

Interview Board Mr. / Ms. Mr. / Ms. Mr. / Ms.__

The following were shortlisted / selected Mr. / Ms._ Mr. / Ms._

Weight___ Kgs Blood Group_ Abdomen_______________

Blood Pressure Systolic Diastolic ECG_____________

2. You will be ranked as _____classified as _and designated as _ in _department.

1. Basic Salary of Rs.________(Rupees month.

2. Special Allowance of Rs___ (Rupees only) per month.