Recruitment and Selection Process in

Carrier Midea India Ltd.

INTRODUCTION

Introduction
This is an internship report. PGDM Course requires a two months attachment with an
organization followed by a report assigned by the supervisor in the organization and
endorsed by the faculty advisor. I took the opportunity to do my internship in an
international consumer durable company which is one of the leading air conditioners
and home appliances provider in India under the proper guidance of onsite supervisor
Mrs.Priya, I have conducted my study on Recruitment and Selection process' in CMI.
My faculty supervisor Mrs.Ahuti bhargava, also approved the topic and authorized me
to prepare this report as part of the fulfillment of internship requirement and gave me
proper guidance and assistance over time.

Background of the study

There is no doubt that the world of work is rapidly changing. As part of an organization
then, HRM must be equipped to deal with the effects of the changing world of work.
For them this means understanding the implications of globalization, technology
changes, workforce diversity. Changing skill requirements, continuous improvement
initiatives contingent workforce, decentralized work sites and employee involvement
are the issue for confront. Now it is a big challenge for the HRM to support the
organization by providing the best personnel for the suitable position in shortest
possible time. Starting with recognizing the vacancies and planning for them is a great
task. Moreover selecting
attracting the suitable candidates and selecting the best person in time is a challenge.
The cost of the recruitment is significant. So, proper planning and formulate those plan
3

is the task that require more focus and improvement. Equal opportunity and sourcing
is also a vital part. Realizing this need we tried to find the difference and similarities
between theoretical aspects with the practical steps taken by the company. We took
an attempt to demonstrate the feature for the further improvement.
Objectives of the Study
Broad Objective:
To know overall about the company of Carrier Midea India Pvt. Ltd. and also know
each and every parts of the recruitment and selection process of that company.

Specific Objectives:
1. To focus on major elements of Recruitment and Selection process.
2. To focus on the process of Recruiting and selecting personals.
3. To focus on the updates and the better methods of modern technique.

Scope of the research

The report deals with the recruitment and selection process in terms of theoretical
point of view and the practical use. The study will allow learning about the recruitment
and selection issues, importance, modern techniques and models used to make it
more efficient. The study will help to learn the practical procedures followed by the
leading organizations. Moreover the study will help to differentiate between the
practice and the theories that direct to realize how the organization can improve their
recruitment and selection process.

COMPANY PROFILE

About Carrier Midea India

With a view to combine the strengths of two stalwarts of the global air-conditioning
industry, Carrier and Midea Group have partnered which led to the formation of
Carrier Midea India Private Limited (CMI).
Aiming to be a leading participant in the home appliance segment in India, CMI is a
40:60 Joint Venture between Carrier and Midea. The venture brings together
Mideas world class design and manufacturing expertise in residential air
conditioning coupled with Carrier Indias strong pan-India distribution network.
CMI, commenced operations in 2012 at its new manufacturing facility situated at
Bawal, Haryana about 60kms from Gurgaon. Spanning approximately 150,000
sq. ft., the plant is one of Indias largest manufacturing facilities for air
conditioners with an initial annual flat volume production capacity of 7,00,000,
which will be expanded to 1,000,000 units. With an investment of Rs. 500 crore
over a five to six year period, Carrier Midea India will further strengthen its
position in the residential air conditioning and white goods market in India.

CMI Operations
Employee Strength: The current employee strength is over 300 professionals. Many
have moved from Carrier India and Mideas existing employee base to form the
core operatives of CMI. The initial employee base was further strengthened by
induction of experienced professionals hired from diverse business backgrounds.

Factory
Currently CMI has one manufacturing facility in Haryana. The new factory
is spread across approx.1, 50,000sqft. Of area. The facility has an initial
annual flat volume production capacity of 7, 00,000, which will be
6

expanded to 1,000,000 units.

Quality
Quality & Assurance are the key pillars for the organization. High
standards for quality and processes are ensured for all the products
offered by us which undergo mandatory 100% quality check at the
production stage.
Environmentally Responsible
The factory is an environmentally responsible facility with 100 percent
recycled water, rain water harvesting, evaporative air-cooling in
production areas and maximum use of natural lighting on the shop floor
to save energy.

Sales and Distribution

The existing network of channel partners is over CMI has an extensive
network of more than 600 sales and service dealers coupled with over
1000 distributors and retailers throughout the country.
CMI has 21 sales offices across India.

Product Range
The airconditioners would be available across all BEE star labels
The range would include window and split AC in the residential segment
Light commercial segment includes Inverter AC, cassette, VRF, floor
standing, ceiling and floor and ducted airconditioners
Microwave ovens
7

 Water Dispensers

Manufacturing
Overview
Carrier Midea India has a manufacturing facility situated at Bawal,
Haryana about 60kms from Gurgaon. Spanning approximately 150,000
sq. ft., the plant is one of Indias largest manufacturing facilities for air
conditioners with an initial annual flat volume production capacity of
7,00,000, which will be expanded to 1,000,000 units. With an investment
of Rs. 500 crore over a five to six year period, Carrier Midea India will
further strengthen its position in the residential air conditioning and white
goods market in India.
This plant is a significant milestone for Carrier Midea India. Beginning
construction in February 2012, the plant became fully operational in the
short timeframe of just eight months. With state-of-the-art technology, it
targets increased localization of world-class technology for the Indian
consumer. The facility also aims at providing an employee-focused
working environment for more than 1,000 people that the factory will
engage once it reaches full capacity.
During the manufacturing processes, Carrier Midea India focuses on
improving efficiencies in energy, waste, water, and carbon emissions. In
addition to implementing energy-saving practices in its facilities, Midea
also focuses on minimizing resource consumption throughout the entire
supply chain, including procurements and logistics.

JOB PART
I was working there as an intern so I dont have to handle any core
responsibilities. I only look after the supporting work, like: updating
organizational chart, sourcing resumes from job portal, calling candidates
for scheduling Interviews and main work was updating the files of existing
employees, create new employees files.
Updating Organizational Chart
On the second week of my internship, I was given a task to recreate the
organizational chart.
Maintaining employees files
Before all employees files based on paper, which creates lots of problems
to maintain because it need lot of space, paper, cabinet to keep, spend
time to search and main problem was it has risk to loose. So now we
convert it from paper based to computer based. And also search those
papers which are missing and add those. At a time more than one person
can join in an organization and all of them have different files which is
created
Sourcing Resumes from Job Portal
CMI was using a specific job portal to source relevant resumes as and
when required. For any job opening in any location across India. As I got
the opportunity to work at corporate office, it was the duty of my external
mentor to look for all the job opening in CMI across India, for which I was
assisting her.

10

RECRUITMENT AND SELECTION

11

INTRODUCTION

Recruitment and Selection

Recruitment and selection are two of the most important functions of
personnel management. Recruitment precedes selection and helps in
selecting a right candidate.
Recruitment is a process to discover the sources of manpower to meet
the requirement of the staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers to facilitate
effective selection of efficient personnel.
Staffing is one basic function of management. All managers have
responsibility of staffing function by selecting the chief executive and
even the foremen and supervisors have a staffing responsibility when
they select the rank and file workers. However, the personnel manager
and his personnel department is mainly concerned with the staffing
function.
Every organization needs to look after recruitment and selection in the
initial period and thereafter as and when additional manpower is required
due to expansion and development of business activities.
Right person for the right job is the basic principle in recruitment and
selection. Ever organization should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally
important and essential for the orderly working of an enterprise. Every
business organization/unit needs manpower for carrying different
business activities smoothly and efficiently and for this recruitment and
selection of suitable candidates are essential. Human resource
12

management in an organization will not be possible if unsuitable persons

are selected and employment in a business unit.

MEANING OF RECRUITMENT
Recruitment means to estimate the available vacancies and to make
suitable arrangements for their selection and appointment. Recruitment is
understood as the process of searching for and obtaining applicants for
the jobs, from among whom the right people can be selected.
A formal definition states, It is the process of finding and attracting
capable applicants for the employment. The process begins when new
recruits are sought and ends when their applicants are submitted. The
result is a pool of applicants from which new employees are selected. In
this, the available vacancies are given wide publicity and suitable
candidates are encouraged to submit applications so as to have a pool of
eligible candidates for scientific selection.
In recruitment, information is collected from interested candidates. For
this different source such as newspaper advertisement, employment
exchanges, internal promotion, etc.are used.
In the recruitment, a pool of eligible and interested candidates is created
for selection of most suitable candidates. Recruitment represents the first
contact that a company makes with potential employees

Definition:
According to EDWIN FLIPPO,Recruitment is the process of searching for
prospective employees and stimulating them to apply for jobs in the
organization.
13

Need for recruitment:

The need for recruitment may be due to the following reasons / situation:
a) Vacancies due to promotions, transfer, retirement, termination,
permanent disability, death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and
diversification of business activities of an enterprise. In addition, new
vacancies are possible due to job specification.
Purpose and importance of Recruitment:
1. Determine the present and future requirements of the organization on
conjunction with its personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing
the number of visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.
5. Meet the organizations legal and social obligations regarding the
composition of its work force.
6. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
7. Increase organizational and individual effectiveness in the short term
and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources
for all types of job applicants.

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

available in the organization and interested candidates are encouraged to
14

submit applications for the purpose of selection.

RECRUITMENT PLANNING

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the
companys budgeting activity. The respective Functional heads would
submit the manpower requirements of their respective functions/
departments to the board of Directors as part of the annual business
plan after detailed discussion

with the head of human Resource

Function along with detailed notes in support of the projected numbers

assumptions regarding the direct and indirect salary costs for each
position.
B. A copy of the duly approved manpower plan would be forwarded by the
HR department for their further actions during the course of the year. The
annual budget would specify the manpower requirement of the entire
organization, at different levels, in various functions/departments, at
different geographical locations and the timing of the individual
requirements. It would also specify the requirement budget, which is the
cost allotted towards the recruitment of the budgeted staff and the
replacement of the existing employees. The manpower plan would also
clearly indicate the exact time at which the incumbent should be on
board in such a way that the Regional HR has adequate notice for the
time lapses involved in sourcing any other activities.
C. The Regional HRs would undertake the planning activity and necessary
preparations in advance of the anticipated requirements, as monthly and
quarterly activities on the basis of the approved budget, estimated
separations and replacements therefore.
D. The vacancies sought to be filled or being filled shall always be within
the approved annual manpower budget and no recruitment process shall
be initiated without the formal concurrence of the Head of the Regional
HR under any circumstance. Head of the Regional HR shall also have
15

the responsibility to monitor the appointments being considered at any

point of time with specific respect to the duly approved manpower
budgets.

Review of Manpower Plans and Additional Manpower

A. Review of manpower budgets shall take place on a quarterly basis. In
the event of any new position or any deviations to the original plans,
details of the positions maybe forwarded to the VP-HR along with the
adequate supporting information. The recommendations would normally
require a formal approval of the Managing Director. Alternately, VP-HR
may record the summary of his discussion with the Managing Director
and the MDs approval on the recommendations, to signify the final
decision taken regarding the recommendations.

SOURCING OF SUITABLE CANDIDATES

Selection of Sources
Regional HR would tap various sources/channels for getting the right
candidate. Depending on the nature of the position/grade, volumes of
recruitment and any other relevant factors, the Regional HR would use any one
multiple sources such as:
Existing database (active application data bank);
Employee referral as per any company scheme that may be approved
from time to time;
Advertisement in the internet/newspapers/magazines/companys
sites/job sites or any other media;
Placement Agencies (particularly for positions of Managers and above);
Headhunting firms particularly for senior positions, specialist positions
and critical positions;
Direct recruitment from campuses/academic institutes;
16

 Job websites and

Any other appropriate sources.

The norms for using any of the sources are not water tight. Number of
positions, criticality of positions and the urgency of the positions, confidentiality
requirements, relative efficacy and cost considerations would play a role in the
choice of the appropriate sourcing mechanism.

ADVERTISEMENTS
The media for releasing advertisement would depend on the level of the
position being considered and the urgency of the requirements.
The advertisement mode that could be broadly specified as newspapers
(local or mainline depending on requirements), internet sites and
business magazines.

Placement Agencies/Headhunting Agencies

Depending upon the vacancies, fresher fitting different description listed
above may be recruited from time to time, from academic institutes of
appropriate standards/reputation/grade, in the requisite numbers and at the
compensation/stipend amounts to be formally approved of the VP-HR. Plans
for such recruitment need specific special approval of VP-HR. norms
regarding the identification of the appropriate institutes, constitution of the
selection panels, timings of the recruitment, number of candidates to be
recruited into different positions, choice of the appropriate selection process
and the tools thereof shall be decided by the Head of the Regional HR in
consultation with the VP-HR, depending on the specific features of the
position.

Screening the candidates

First level screening

17

The Candidates would be screened by the HR Manager/Branch

Manager for the respective locations. Screening would be on the basis of the
profile of the candidate and the departmental requirements.
This assessment will be with respect to:
a. The general profile of the candidate,
b. Personality fit of the candidate into the profile,
c. Aptitude/attitude of the candidate,
d. Motives of the person to join the company and whether focus is in the
short term or is a long term player,
e. Basic skill level on our set of requirements, say numerically ability,
networking ability, etc
f. Establish the annual guaranteed cash compensation of the individual
and check whether the person would fit into the system.
g. Explain the role of Sales manager to the applicant and check the
acceptance of the candidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for
further assessment process.

Second Level Screening

Aptitude Test
If the first assessment is positive, the candidates will give the aptitude
test, once such test is selected approved by the company. The scoring,
interpretation and the generation of interview probes from that test will also be
done at this time. People who qualify the minimum criteria on this test will be
put up on to the Functional Head (VPs in case of HO) for functional
assessment and suitability into the role.
Tied Agency Sales Manager candidates short listed by the BM have will
then take sales Aptitude test, once such a test is finalized. For the final
selection, the regional Manager (Business Heads for HO) will meet the
candidates short listed by the branch manager/VP. The chart specifying the
18

Minimum approval level for each level of recruitment is specified below:

Category

Branch

Area

Business

Managing

Manager/Chief

Manager/AVP/VP

Heads

Director

CSE/ADVISORS

Manager
Yes

No

No

No

BIC

Yes

Yes

No

No

BM/CM

Yes

Yes

Yes

No

SM

Yes

Yes

Yes

Yes

General Norms regarding interview Process:

A. Interviews should consider the entire data provided by the candidate
either through the formal CV or otherwise before coming to a conclusion
about the candidate. They may insist on seeing the proof of the claims
made by the candidate regarding qualifications, experience and other
achievements. They may, at their discretion, decide to meet the
candidate on more than one occasion or to refer the candidate to
another panel.
B. Ratings on various attributes of the candidates shall be recorded in the
interview evaluation sheet, soon after the interview is over. Along with
these numerical ratings, qualitative observations about the candidate
and overall decision regarding selection or otherwise (including a
decision to defer the induction, referral to another panel, considering for
another position) shall be forwarded to the associated Recruitment
Manager/ Head of Regional HR. Individual panel members have the
option of appending their additional remarks/observations. No selection
will be treated as final unless the IES form is filled comprehensively.
Suitably appropriate IES formats may be created for specific positions.
C. Any discrepancies noticed by the panel members regarding the
authenticity of the data provided by the candidate should be specifically
19

and formally recorded on the IES form and suitably high lightened.
D. Specific points to be probed during the reference check process, if any,
must also be clearly recorded and high lightened on the IES forms.

Administrative Actions Regarding Interviews

A. Scheduling and the venue of the interviews would be handled by the
recruitment team in consultation with the short listed candidate and the
selection panel members, after taking mutual convenience into account.
For field positions, respective branch/regional heads would undertake
this co-ordination.
B. After the final round, if the candidate is selected, the complete set of
papers Personal Data Form, CV, job requisition no., Interview evaluation
sheet, reference check details, educational details, along with the
interviewers recommendations and Reference check form should be
forwarded by the recruitment managers to recruitment head. Fitment of
the candidate into a grade and compensation fitment shall be on the
assumption of authenticity of the information provided in the
CV/application form.
C. An appropriate formal communication shall be sent to the candidate
whose candidature is not being taken forward, or details of the
verbal/telephonic communications provided to the candidate shall be
recorded on the candidates papers, by the recruitment team/associated
line managers. In the case of interviews taking place at the
branch/regional levels, similar noting should be recorded on the
individual candidates papers.

Negotiations of the terms and conditions and other pre-appointment formalities

A. In the case of sales-Tied Agency functions, the branch managers will be
allowed to fix the salary and grade of the incoming sales manager,
provided the compensation does not exceed 20% of the candidates
current cash salary. Any fitment beyond this norms will need the approval
of Head-HR. HR will forward a worksheet to support the BMs to evaluate
20

the appropriate cash CTC of the incumbent. For all other functions, the
compensation and grade would be fixed post a discussion between the
Head of the Regional HR and the associated AVP/VP. Any candidate
being offered a CTC of more than 4lacs will need the sign off from
HEAD-HR. In appropriate cases, at the discretion of the VP-HR, a
deviation may be referred to the Managing Director, for the MDs formal
approval.
B. Responsibility for negotiations and finalization of the terms shall rest with
the best Branch Manager/Associated Manager. They may seek the
assistance of the recruitment managers, whenever required. Reference
checks process should not normally be initiated unless the candidate has
indicated his firm acceptance of the offer being made by us.

Reference checks
A. Normal, reference checks should be undertaken with at least one
reference. A second reference check will be done if considered
necessary. Responsible officials from the former employers, academic
institutes and/or any other eminent personalities can be considered as
appropriate references. Close relatives and friends cannot be considered
as references. Wherever feasible and considered appropriate, a
reference should be made with a senior official of the candidates current
employer. In case the candidate is currently un-employed, reference
should be made with the latest employer. The format of reference check
is to be used as a framework for conducting the process.
B. Where the minimum two reference checks are not possible (particularly
with the current employer) or where there is a mixed response from
different sources, the matter may be to the VP-HR for a final decision.
Depending on the seniority and any other considerations about the
positions, VP-HR would normally consult the functional head concerned,
before coming to conclusions. Any candidate whose credentials are
doubtful shall not be recruited.
C. In case of recruitment of Management trainees, fresher and life advisors
21

as sales Managers no reference checks will be required.

Employment offer letter

A. When a recruitment Manager is fully satisfied about the selection of the
right candidate and about completion of all the formalities connected with
the appointment of candidate including requisite documentation,
satisfactory reference check reports and medical fitness, he/she would
forward the relevant papers listed below to the head of recruitment.
Personal Data form
Employee requisition form duly filled by the regional Head/Branch
Manager
Interview evaluation sheet filled by the regional head/Branch
manager/interviewer with his/her comments.
Latest and updated resume of the candidate
Photocopy of the appointment letter of the last employer or latest
salary slip.
Employment details.
Two Professional references.
Language Proficiency.

B. Document check list for every grade is as follows:

Authorization Release Form.
Background check Form.
Highest Education certificate.
Highest Education marksheet.
Graduation cetificate
1 Month Salary Slip of Current Employer.
Last 3 Month Salary Slip of Last Employer.
Relieving Letter of last Employment.
22

 Proof of Residence.
4 Passport Size Photograph.

C. Regional HR manager will take the signature of Head-HR on the

employee requisition form and forward the papers to the employee
service team for issuance of the offer letter.
D. Employee services team will issue offer letter, to be signed by the
National Recruitment Manager or Chief Manager-HR, and send the
same to the concerned Branch Manager/ HR Manager.
E. It would be the responsibility of the Branch Manager/HR Manager to
ensure that the accepted copy of the offer letter is forwarded to the
employee service team within a week of receipt of the offer letter. Till this
letter is issued, the offer has not taken place in formal sense. A copy of
the offer letter shall be duly signed and returned to the candidate.
Candidate would be expected to fulfill various joining formalities, which
are also formally communicated to him/her in the form of a checklist that
is attached to the letter of offer. The Regional HR head shall have the
overall responsibility and accountability to maintain the templates of the
offer letters and also for drafting of suitable non-standard terms to any
specific candidate.
F. The employee service team will follow up Branch Manager/Regional HR
Manager for the joining of the candidate and will collect all relevant
documents from the candidate including the joining report, before issuing
the appointment letter. The employee service team may enlist the help of
the Branch Manager to ensure that all necessary documents within ten
days of the person joining. After the submission of all necessary
documents, the employee service team will send the appointment letter
to the new joinee.
G. Once the documentation is complete for the new joinee (including the
accepted appointment letter), people who may have joined before 20 th of
the month but have not been included in the payroll for the month
because of delay in receipt of papers will be given ad-hoc salary
23

advance (up to maximum of 65% of the pro-rated salary). This advance

will be adjusted once the person gets included in the subsequent
months payroll.
H. If the person does not submit the relieving letter from the previous
organization, where required to be submitted as per the table given
above, within three months of joining, the employee service manager
can put their salary on hold till such time as the said documents are
received.

Key tasks of Regional HR Head

Regional HR Head will have the authority and responsibility to
administer/implement the recruitment and selection process as outlined. An
illustrative list of the key deliverables of these incumbents is listed below.
Ensuring inductions as per quality, numbers, time and cost consideration
of the company in accordance with the approved manpower budget.
Creation of appropriate sourcing mechanism along with tracking the
performance of these mechanisms.
Creation of quarterly and monthly recruitment plans
Effective coordination with external parties such as candidates,
placement agencies, consultants, academic/professional institutes and
any other including the custody of the formal agreements , tracking
timely payments and adjusted thereto
Creation of comprehensive and appropriate tools, linkages, documents,
templates and any other mechanisms to ensure smooth execution of the
process requirement, along with timely improvements thereto
Assistance to user department and line managers including in
interviewing/selection support, scheduling etc.
Effective internal communication with user departments and line
managers including making the standard recruitment formats and other
templates easily available to such users and notifying the modifications
to such formats and templates.
24

 Creation and maintenance of qualitative information base regarding

candidates, placement agencies, campuses, institutes, and any other
employment-market information.
Creation and maintenance of appropriate and high-quality MIS for
current

and

future

needs

of

the

organization,

including

publication/circulation of appropriate reports there from to the relevant

users within the company.
Monitoring recruitment costs.
Complete documentation for the entire recruitment and selection process
for easy and quick retrieval in a readily auditable format.
Timely and effective communication with all internal and external parties
including the candidates.
Tracking the progress of the selected candidates including resignation,
extensions of probation periods/training period, etc for the purpose of
improvement to recruitment and selection process.
Effective coordination with the post recruitment arm of the Human
Resource function
Documentation and creating MIS regarding waiver, deviation, etc and
identifying the key areas for improvement in the formal recruitment and
selection process document.

SOURCE ACTIVATION:
Typically, sources and search methods are activated by the issuance of
an employee requisition. This means that no actual recruiting takes place
until lone managers have verified that vacancy does exist or will exist.
If the organization has planned well and done a good job of developing its
sources and search methods, activation soon results in a flood of
applications and/or resumes.
25

The application received must be screened. Those who pass have to be

contacted and invited for interview. Unsuccessful applicants must be sent
letter of regret.

26

27

RECRUITMENT & SELECTION - Standard Operating Procedure (SOP)

OBJECTIVE: In order to provide quality manpower and ensure consistency in hiring there is a need to have
standard procedure for recruitment & selection in CMI. This will ensure:
1. Standard recruitment process across functions
2. Selection of the right candidate
3. Lay down ownership of recruitment process
4. Introduce good recruitment practices

MANPOWER REQUIREMENT
Manpower requirement arises due to the following factors
a) Replacement due to transfer of Employee
b) Replacement due to resignation or termination
c) Creation of new position in alignment with the business plans

28

RECRUITMENT & SELECTION PROCESS

Manpower
Requisition

Selection

Salary Negotiation

Screening
Reference Check

Sourcing

Offer to the
Candidate

Figure: RECRUITMENT PROCESS FLOW CHART

1) Manpower Requisition:
In order to be clear about the recruitment need, requirement of the position, job description & the
role, there is a need to fill up the Manpower Requisition Form (MRF).
The process of filling up the MRF is as follows a. MRF to be filled & approved by HODs in case of new position or replacement position.
b. MRF shall include qualification, experience level, job description & specific companies
to be targeted.
c. All the MRFs should be forwarded to HR for approval process.
d. For new Positions - approval from Managing Director is required.
e. For replacement positions - approval is not required from the Managing Director. It will
be verified by HR Head.
f.

No vacancy will be processed without the approved MRF.

g. Each MRF will carry a MRF number assigned to it during approval process and will be
tracked against that number only.
h. Once the MRF is approved, the intimation would be sent to the concerned HOD along
with the MRF number assigned & MRF details. For any future correspondence
regarding the vacancy, the same MRF number should be cited.

29

2) Sourcing for Hiring:

a) After MRF is approved, HR representative/recruitment team will initiate sourcing of resumes.
b) First preference to be given to internal movements, wherever possible.
c) If the internal candidate is not available, for then the sourcing could be done from the following
sources 1. Job Portals / Sites

: Requirement to be posted on Job site and shortlist CV from the

responses
2. Data Bank

: Short listing of CVs from current resume pool available with HR.

3. Employee Reference : Resumes/ names referred by existing employees.

4. Consultants

: Critical & bulk requirement to be filled through consultants.

d) Cost of recruitment & urgency of position to be considered important factors before deciding
the source of recruitment.

3) Screening :
a) HR representative/recruitment team to screen CVs as per requirement mentioned in MRF.
b) First contact to be made by HR through telephonic interview or face to face for HR screening.
c) Screened CVs are sent to respective HODs/reporting managers for functional interviews.
d) Information about the Interview schedules would to be sent to concerned HODs/Reporting
Managers.

4) Selection :
The following steps are mandatory for selection process 1. Functional Round HR screened resumes to be interviewed functionally by predefined
level of Managers as per selection matrix (Refer Annexure 1 & 2).
1.1 Interview Assessment Form (IAF) - Interviewer (both functional and HR) will be required to
fill IAF for selected candidates in functional rounds & further rounds. IAF would include
comments on positive traits along with improvement areas for the candidate interviewed.

30

2. HR Round - Functionally selected candidates to be interviewed from HR perspective as per

selection matrix in case HR round was not possible due to any of the reason. (Refer
Annexure 1 & 2).
3. Candidate Application Form (CAF) - Candidate would be required to fill personal details,
education, and experience details about himself in CAF before final round.
4. Final Round - HR Head, Regional Business Head or Managing Director as applicable as
per selection matrix would (Refer Annexure 1 & 2).

5) Reference Checks :
a) Reference check would be conducted for all the candidates shortlisted across all the bands.
b) Final shortlisted candidate will be required to provide 2 reference check details of the previous
employment (not the current ones) in a predefined format.
c) Reference Check report will be received within 7-10 days.

6) Salary Negotiations :
a) Salary negotiations would be done by HR only based on the current salary drawn.
b) HR would review & verify the documents like salary statement, appointment letter before
finalization of salaries with the candidates.
c) As a good industry practice, salary should not be discussed during functional interviews as
it may lead to over or under commitments by interviewer thus leading to de-motivation of an
employee.

7) Offer :
a) Offer to be rolled out by HR post negotiations, through scanned copy of signed offer
document.
b) Intimation of the offer would be sent to the concerned HOD/Regional Head for his/her
information.
c) Offer letter to have clause Offer is being given to you subject to satisfactory reference

31

check conducted by the company.

8) Turnaround time (TAT) :

a) Turnaround time (TAT) for vacancy closure would be time taken from the approval of MRF by
the Managing Director for new vacancies or acceptance of MRF for replacements in HR
Department (post discussion with HOD) to release of Offer to candidate.
b) TAT for vacancy closure would be as per the Annexure 3.

ANNEXURE 1: Selection Matrix for Support & Other Functions

32

Grade

Screening Functional HR Round

Final

Psychometr

Selection
MD &

ic Test

M9 &

Round
Business

Salary

Final

Negotiation Offer

above
M7 &

HR Head

Head
M9 and

HR Head

HR Head
M9 or above

Yes

HR

HR

M8

HR Head
Senior HR

above

HR Head
Senior HR

& HR Head
M7 or above

Yes

HR

HR

M3 to

Manager or

M7 and

Manager or & Senior HR

M6

above
Assistant

above

above
Assistant

No

HR

HR

Up to

Manager

M5 and

Manager - M5 or above

M2

HR or above

above

No

HR

HR

Manager

HR or above & AM - HR

**If M1, M2, M3 & M4 Grade candidate has been interviewed by Manager in Regional role not less
than M7 Band then the HOD interview is optional.

Sales
Grad
e

Screening Functiona
l Round

HR

Final

Round Selection

Psychometr Aptitude
ic Test

Test

Salary

Negotiatio Offer
n

M9 &

Business

MD &
33

Final

abov

HR Head

Head

HR Head HR Head

e
M7 &

Yes

HR

HR

Yes

Yes

HR

HR

No

Yes

HR

HR

No

No

HR

HR

M9 or

M8

M9 and
HR Head

HR Head above &

above

HR Head
M7 or

M3 to
M6

Yes

Senior HR
Manager or

M7 and Senior HR above &

above

above

or above Manager
Assistant

M1 &

Assistant

M5 and

M2

Manager

above

HR or above

Manager Senior HR

Manager M5 or
- HR or above &
above

AM - HR

P.S. Incase required or the need is felt, psychometric test can be administered to an employee at
any Grade.

ANNEXURE 2: Selection Matrix for Sales & Service Functions

**If M1, M2, M3 & M4 Grade candidate has been interviewed by Manager in Regional role not less
than M7 Band then the HOD interview is optional.
P.S. Incase required or the need is felt, psychometric test can be administered to an employee at
any Grade.

34

ANNEXURE 3: Vacancy Closure Turn Around Time

Grade

TAT

M9 & above

Up to 60 Days

M6 to M8

Up to 45 Days

M1 to M5

Up to 30 Days

35

36