FYP - Summer Internship Infrastructure Professional

www.final-yearproject.com | www.finalyearthesis.
com
SUMMER INTERNSHIP PROJECT

on
RECRUITMENT AND SELECTION POLICY
AT
INFRASTRUCTURE PROFESSIONAL
ENTERPRISES (P) LTD.
Report submitted in partial fulfillment of

Masters of Business Administration in HUMAN
RESOURCE AND INDUSTRIAL RELATIONS
BY
PRAGATI SRIVASTAVA
( HR-IR)3RD SEMESTER
ROLL NO.: 43
INSTITUTE OF MANAGEMENT SCIENCES
LUCKNOW UNIVERSITY
BATCH (2011-2013)
www.final-yearproject.com | www.finalyearthesis.com
ACKNOWLEDGEMENT
It is great privilege that I have done my project in such a well

organized and diversified organization. I am grateful to all those
who helped and supported me in completing the project.
First and foremost I would like to thank Ms. Priyanka Bansal

(Asst. HR) and Mr.Bharat Ahuja (Sr. HR manager ) for giving me
an opportunity to work as a summer trainee in
INFRASTRUCTURE PROFESSIONAL ENTERPRISES
(P)LTD; IPE GLOBAL. And thereby fulfilling the requirement
of my MBA course.
I would like to extend my thanks to all the staff of IPE GLOBAL HR

department for their help in gathering relevant data needed for the
project work.
It’s been a wonderful experience working here.
CERTIFICATE
TABLE OF CONTENT
 EXECUTIVE SUMMARY
 INTRODUCTION OF THE STUDY
 COMPANY OVERVIEW(IPE GLOBAL)
 HISTORY OF IPE GLOBAL
 CORE VALUES AND POLICIES AT IPE GLOBAL
 IPE GLOBAL’S QUALITY POLICY
 IPE GLOBAL’S ENVIRONMENT POLICY
 IPE GLOBAL’S EQUITY AND DIVERSITY POLICY
 IPE GLOBAL’S INFORMATION AND DATA SECURITY POLICY
 IPE GLOBAL’S EMPLOYEE CODE OF CONDUCT
 IPE GLOBAL’S ANTI SEXUAL HARRASMENT POLICY
 SECTORS OF IPE GLOBAL
 IPE HEALTH
 IPE URBAN
 IPE RURAL
 IPE ENVIRO
 IPE EDU
 IPE GAPS
 PRACTICES OF IPE GLOBAL
 GOVERNMENT AND CAPACITY BUILDING
 ECONOMIC AND FINANCIAL MANAGEMENT
 PROGRAM DESIGN AND MANAGEMENT
 MONITORING AND EVALUATION
 SOCIAL AND ECONOMIC DEVELOPMENT
 INFORMATION COMMUNICATION TECHNOLOGY
 INTODUCTION TO RECRUITMENT AND SELECTION

 RECRUITMENT
 PROCESS OF RECRUITMENT
 SOURCES OF RECRUITMENT
 SELECTION
 PROCESS OF SELECTION
 RECRUITMENT AND SELECTION POLICY AT IPE GLOBAL
 RECRUITMENT POLICY
 SOURCES OF RECRUITMENT
 SELECTION POLICY
 FINDINGS
 BIBLIOGRAPHY
 CONCLUSION
Executive summary
As a part of academic requirement and completion of MBA
program, I have been assigned to complete internship report
on “Recruitment and Selection process of IPE GLOBAL under
the guidance of Mr Bharat Ahuja.
“Recruitment and Selection process” is a segment of human
resource process; As such I have selected this topic to make it
clear. I have divided this report in some sub segments.
As a young intern in a reputed organization like
INFRASTRUCTURE PROFESSIONAL ENTERPRISES (P)
LTD have tried my best to go through their Recruitment and
Selection process within little tenure of six weeks.
The report starts with a general introduction “IPE GLOBAL”
As well as its history, mission and vision. Then this report
proceeds onto the preliminary talk about the organization.
After that I continue on to the my main focus of the report
IPE’s Recruitment and Selection process describing the
different steps of it.
A detail elaboration of selection of best candidate has been
added in the project part and the contribution of HR
department for selecting the most eligible employees for IPE
has been highlighted.
After completion of this report it can easily say that efficient,
competent and active part in Recruitment and Selection
process take a company to the peak of the success.
INTRODUCTION
INTRODUCTION
This is an internship report. Masters of Business
Administration (MBA) Course requires a 6 weeks 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
Infrastructure professional enterprises (P) ltd.
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.
Objectives of the Study

Broad Objective:
To know overall about the company of IPE GLOBAL and also
know each and every parts of the recruitment and selection
process of that organization.
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 batter methods of modern
technique.
Methodology
Source of Information:
1. Primary: The primary information collected through face to
face interview, observation, and by participation in the
recruitment and selection process.
2. Secondary: The secondary information collected from
website, Magazine, Memorandum, Journals, books and some
other relevant sources.
COMPANY OVERVIEW
IPE Global is the multi-disciplinary consulting identity of

Infrastructure Professionals Enterprise Pvt. Ltd. (IPE), India,
offering a range of integrated, innovative and high quality
services to international agencies, donors and governments
across various sectors and practices.
IPE has undertaken more than 250 challenging assignments

for agencies including The World Bank, ADB, UNICEF, DFID,
USAID, and JBIC
IPE Global is the multi-disciplinary consulting identity of

Infrastructure Professionals Enterprise Pvt. Ltd. (IPE), India,
offering a range of integrated and innovative and high quality
services to international donors, governments and corporate
across various development sectors and services.
Since its inception in 1998, IPE Global has to its credit

undertaking more than 300 challenging assignments for
multilateral and bilateral international agencies including The
World Bank, ADB, UNICEF, DFID, USAID, and JBIC.
IPE partners with governments and development agencies to

provide innovative solutions and support towards a more
inclusive, equitable and sustainable world.
MISSION IS:
To partner with international agencies and government to
provide innovative solutions and support to address the global
challenges of development.
Having worked with more than 500 central, state and local
governments in over 15 countries, IPE Global today has an
extensive spread with its World Headquarters in New Delhi, 2
international offices and 8 branch offices across India. IPE’s
uniqueness comes from a rare mix of highly qualified experts,
cutting edge skills and field level insights from its committed
team of 175 full time professionals and over 300 empanelled
international and domestic consultants. IPE also has strategic
partnerships with several consulting firms and is empanelled
with the Asian Development Bank, the African Development
Bank and several other agencies.
Vision is:
Becoming a cross-sector ‘ideas powerhouse’ bringing together
cutting edge knowledge and management skills to enable
policy reforms for a more inclusive, equitable and sustainable
world.
History of the organization

The world economy underwent a sea-change circa 1990-95.
With the loosening of trade and currency restrictions, greater
flexibility and an unprecedented focus on development, the
developing countries were fast embracing the reform mantra.
Simultaneously, there was a shift in the development
paradigm with the Rio Earth Summit (1992) adopting the ‘Rio
Declaration on Environment & Sustainable Development’, and
the Copenhagen World Summit for Social Development (1995)
paving the way for the Millennium Declaration and
Millennium Development Goals (MDGs) being adopted by 189
countries in 2000.
They started with a small office space in New Delhi with staff
strength of 3 dedicated professionals who began initially with
looking at effectiveness and efficiency enhancement in some
sectors in Municipal Corporation and Public Finance. The
team worked on a few assignments directly with central and
state governments for the first two years. The company had a
strategic Mow with Enterprise London School of Economics
(ELSE) since its inception.
IPE’s passion for innovation and reforms lead to a rapid

growth and within a few years of its formation, in January
2001, IPE Global was given its first small assignment by the
Department for International Development, UK (DFID). It was
a study of the fiscal impact of State Level Public Enterprises
(SLPE) on the state finances of Orissa. After in the White
Paper released by the Government of Orissa on SLPE Reforms
and was rated as the best piece of work in the 5 year SLPE
reform program.
This marked the starting point for IPE and soon they were
working on small assignments with the World Bank, Asian
Development Bank (ADB), DFID and JICA. They also
associated with established consultancy firms as consortium
partners and worked in our core areas of specialization.
IPE’s first major milestone was in 2001 when they won their
first global bid as lead of a consortium – the Inception Phase
Consultancy for the DFID supported Kolkata Environmental
Improvement Program (KEIP). In quick succession they also
won another global bid by the Japan Bank for International
Cooperation (JBIC) for the Agra Municipal Reform Project.
Their next major milestone was when they won their first ever
extensive research and immense hard work, the study came
out with some remarkable observations and was well
appreciated by both, the DFID and the Government of Orissa.
This study also found reference international tender for a
foreign country – the ADB funded assignment for Local
Government Infrastructure Improvement Project in Sri Lanka
in 2004. Thereafter, of course IPE won many more projects and
worked in several other countries including Bhutan, Nepal,
Afghanistan, Bangladesh, Maldives, Ethiopia, Jordan and
South Africa.
The next milestone was in 2006 when they were selected by

DFID to provide a three year technical assistance to the
Government of West Bengal for health sector reforms in the
state. Thereafter, they won several further contracts for large
scale project management and are currently managing some of
the large health sector projects of DFID as well as for state

project managers for national programs such as the JNNURM.
Over the years, IPE has emerged to be a leading development

sector consultant and a consultant of choice for many
development partners and governments. They believe their
commitment, enthusiasm and perseverance are crucial
elements of our values which we bring to any assignment.
Now with more than 300 successful projects for various

international agencies such as the Asian Development Bank
(ADB), World Bank, UNDP, DFID, JBIC, JICA, DANIDA, EC,
ACBF, UNICEF, and USAID, experience of working with over
20 state governments and 500 local governments, IPE is
recognized as a pioneer in the spectrum of services for
international development.
IPE today operates through 9 offices in India, corporate offices

in the UK and Philippines and a team of over 175 expert full-
time professionals and over 300 empanelled consultants.
CORE VALUES AND POLICIES

OF
IPE GLOBAL
IPE’s work culture is driven by its values which are engrained
in the hearts and minds of every IPE professional who then
embodies these values and shares them with their clients.
Across IPE locations worldwide, you will find five core at
work:
 Integrity – to honor their commitment and act with

responsibility in all their relationships.
 Innovation – to address development issues by looking
beyond the obvious, experimenting and stimulating
creativity.
 Passion – to excel through quality, to delight their
clients, to enjoy their work.
 Perseverance – to hold on when the problem appears too
challenging, to try again differently, to not let go, to not
give up.
 Learning – to learn from their experiences, to encourage
new ideas and try new possibilities.
IPE’s QUALITY POLICY
IPE places quality uppermost in all its processes and products.

Quality, for them, is not merely the absence of defect but a
continuous and never ending pursuit towards excellence. Thus,

the IS0 9001:2008 certification for IPE is merely one
acknowledgement of their efforts – and an inspiration to
continue their quest.
IPE GLOBAL’S ENVIRONMENT POLICY
At IPE Global, concern for the environment is integral to their

business strategy towards sustainability and they achieve to
fulfil all their environmental obligations and commitments
towards being a responsible global corporate citizen.
IPE GLOBAL’S EQUITY AND DIVERSITY POLICY
IPE is committed to providing a workplace that embraces

diversity, inclusion and equal employment opportunity and is
free from harassment and discrimination on any ground. IPE
believes that a diverse workplace provides a fertile breeding
environment for innovation and solutions to global
development challenges.
IPE GLOBAL’S INFORMATION AND DATA SECURITY

POLICY
IPE believes that sound information is the key to good

decisions. IPE is committed to protect and safeguard all
critical information and information processing assets in order
to ensure secure provision of services and business continuity.
It stresses on accuracy of records, information confidentiality
and protecting personal information.
IPE GLOBAL EMPLOYEE CODE OF CONDUCT
IPE considers its employees to be its biggest asset and hence

seeks to recruit, retain and develop them in a way that is
mutually beneficial and individually empowering. IPE seeks to
create an open, equal and diverse environment where thoughts
are encouraged, ideas are incubated and dreams are achieved.
ANTI SEXUAL HARASSEMENT POLICY OF IPE
IPE will not, under any circumstances, condone or tolerate

conduct which may constitute sexual harassment on the part
of its management, supervisors or non-management personnel.
It is their policy that all persons have the right to work in an
environment free from any type of sexual harassment. When a
complaint of sexual harassment is received at IPE, an Anti
Sexual
Harassment Committee will be set up in accordance with the

guidelines laid down by the Honorable Supreme Court in
Vishaka v. State of Rajasthan, which will conduct an inquiry
into the allegations contained in the complaint. Any person
found to have engaged in such conduct will be subject to
immediate discipline up to and including discharge.
Sexual harassment has been defined as:
“Unwelcome sexually determined behavior (whether directly or

by implication) such as:
(a) Physical contact and advances,
(b) Demand or request for sexual favors,
(c) Sexually colored remarks, OR
(e) Any other unwelcome physical, verbal or non-verbal

conduct of sexual nature, in circumstances which give rise to a
reasonable apprehension that such conduct would
disadvantage / humiliate the victim or would pose a safety /
health hazard to her, in connection with her employment or
work.”
IPE, do encourage healthy fraternization among their

personnel.
SECTORS OF IPE GLOBAL

IPE has well defined sectors and practices based on which it is
able to provide the right mix of skills, experience and tools to
help partner agencies and governments.
The sectors and practices are linked in a matrix format

allowing each practice to work across all the sectors/domains.
Hence, for instance, governance and capacity building as a
practice is provided specific to health sector, urban sector,
education sector and other domains where IPE currently
works.
 HEALTH AND NUTRITION (IPE HEALTH)
IPE has sect oral expertise in almost all areas of health and
nutrition including policy, planning, service delivery, hospital
management, Behavior Change Communication (BCC), health
financing and health and nutrition services improvement. IPE
has been privileged to work on several large health and

nutrition sector reform program in India apart from working
with the Global Fund for AIDS, Tuberculosis and Malaria
(GFATM). They believe that Health is the major determinant
of the quality of life and features in 3 of the 8 Millennium
Development Goals (MDGs). The MDGs priorities reducing
child mortality, reducing maternal mortality and combating
AIDS, malaria and other diseases as the first step towards a
more equitable and fair world. The debilitating effect of ill-
health on poverty is also well recorded. Hence, an investment
in health sector has a large impact on well-being of the people,
especially the poor and the vulnerable.
Nutrition is another area critical to a nation's future and is

included in the first MDG as ‘Reducing poverty and
hunger’. Several countries with otherwise mid-level health
indicators show poor performance in nutrition highlighting the
need for focused attention in this area. In several of our health
sector program, they have worked to integrate health reforms
with the nutrition and sanitation interventions for ensuring a
sustainable solution.
Their expert teams of health and nutrition specialists along

with the related practice experts help local, state and national
governments improve their public health systems and services.
Some key areas of support by IPE have been:
 Strategic Planning for the health sector

 Large scale program design for health sector
 Managing large sector reform programs in the health
sector
 Enhancing convergence between health and related
programs
 Better understanding of health finances
 Reform Communication to functionaries

 Capacity Building of health and nutrition officials /
workers
 Monitoring and Evaluation of health programs
 Mainstreaming reforms in health sector
 Enhanced monitoring through Health MIS
 Preparation of BCC strategy and material for health and
nutrition
 Procurement reforms in health sector
 Improving Hospital Management
 Innovative use of technology
 Organizational review and development of health
departments
 Evidence based decision making for health policies.
 URBAN DEVELOPMENT (IPE URBAN)
Despite developing countries generally having a higher

population in the rural sector, the urban sector has caught the
imagination of development professionals and agencies over
the last few decades. With more than a quarter of people living
in cities and economic opportunities bringing in teeming
millions, cities and especially its underbelly – the slums
remains, in some ways, worse than its rural counterparts.

Hence, if cities are to function as engines of economic growth,
they will need adequate development, the poor will need
additional support and the state will need to ensure equity.
IPE’s original and core expertise is in the urban sector. For the
last 12 years, they have been consistently working on urban
development issues and have seen the changes in the sector,
right from the days when the whole focus was on resource
mobilization to the current status where with abundance of
funding from JNNURM, the focus has shifted to project design,
management and maintenance. Their work has ranged from
developing urbanization strategies, diagnostic studies, legal
drafting, identification of interventions, designing of systems,
handholding and capacity building and enhancing governance
systems, among many.
IPE has been working with Municipal Bodies, Urban

Development Authorities, state agencies and international
donors in designing, implementing, managing and evaluating
various urban programs. Besides India, IPE has also worked
on international assignments in the urban sector of Bhutan,
Afghanistan, Sri Lanka and Indonesia respectively.
Some of the areas where IPE has worked/is working are:
 Preparation of City Vision Statement and State / National

Urban Strategy;
 Development of City Development Plans for mid-term (5
years) and short term (1 year)annual plans;
 Design of large scale urban program covering areas like
institutional and organizational systems, resource
mobilization and financial management, social

development and economic development;
 Business Process Re-engineering (BPR) of systems and
practices to bring in transparency and efficiency
 Preparing Detailed Project Report (DPRs) for various
urban infrastructure projects by municipalities;
 Slum up gradation, development and empowerment
including rehabilitation and resettlement plans;
 Social development activities including economic
development, Thrift & Credit Societies, providing voice
and economic opportunities to the vulnerable;
 Enhancing citizens accountability through Citizen’s
Charter, grievance redress systems and use of IT in
governance;
 Drafting enabling legal framework including Acts, Rules
and regulations which facilitate modern systems and
management;
 Helping municipal bodies migrate to modern efficient
accounting and financial management practices (i.e.
double entry, accrual accounting);
 Developing Geographical Information System (GIS) to
improve revenue collection, infrastructure management
and spastics planning;
 Designing e-governance strategy, developing functional
specifications for software, testing and implementation of
software;
 Designing State level Municipal Development Funds to
allow leveraging of various sources of finance;
 Project management services for various projects
including JNNUR funded infrastructure, housing and
social development projects;
 Designing bond issues and helping raise funds from
external sources
 Enhancing revenues from property tax and finding

innovative ways of raising revenue without increasing tax
levels;
 Identifying land and other passive assets which can be
leveraged to raise further funds for the municipality;
 Designing PPP projects for commercial development and
service delivery;
 Capacity Building of municipal staff including training,
best practice visits and handholding.
 RURAL DEVELOPMENT (IPE RURAL)
Most developing countries like India are truly found in

the villages – not just the cities. With more than 70% of
the population residing there, any national level
improvement in development indicators would need
improvements in the rural areas of the country. It is with
this intention that IPE Global has a specialized sector to
facilitate and address rural development issues. This
includes economic development, improved planning,
capacity building of local government institutions such as
Village, Block and District Panchayats, better
implementation of rural development programs and

poverty alleviation.
IPE offers the full range of its practices in the rural

development sector. Hence apart from working to build
capacity of panchayat and rural government leaders, they
have been helping in economic planning, comprehensive
district planning, and convergence across various
programs at the Panchayat level as well as to develop a
National Level Panchayat Accounts Manual for all the
Panchayats in India. They have also conducted surveys,
provided benchmarking services, developed community
based information systems, developed financial
management systems and set up processes for service
delivery, complaint redress and people's participation.
They have also developed and designed systems for
monitoring and evaluation on an on-going basis.
 Conducting capacity building and study programs for

Panchayat functionaries from other states / countries to
learn from good practices;
 Micro planning at the village level and consolidation of
rural development plans at the Block and District Level;
 Social Safety Nets for development program in rural
areas;
 Standard financial management and accounting
procedures at all levels of Panchayats in India;
 Participatory techniques for poverty reduction including
Focus Group Discussions, PLA and other tools;
 Women empowerment and economic development plans
in rural areas;
 Evaluation of rural development programs;
 Tracking of expenditure related to rural livelihood
programs.
 ENVIRONMENT AND CLIMATE CHANGE (IPE

ENVIRO)
‘Sustainability’ is the key word in today’s development

world. Right from the ill effects of industrial development
on environment to the climate change issues resulting
there from, it is clear that the world is for ‘change’ as long
as its long term costs do not outweigh its immediate
benefits. And this perhaps explains why Environment and
Climate Change features among the 8 Millennium
Development Goals of the world.
As evolving and aware organizations, they are well-aware

of the importance of sanitation, environment management
and climate change management issues. Their various
recent projects have specific components to mitigate the
adverse effects of global warming, climate change and
carbon emissions.
Some of the areas of IPE’s work in this sector have been:
 Preparation of Detailed Project Report (DPR) for better

and enhanced Solid Waste Management in several cities
of India
 Piloting and implementing community based Solid Waste
Management programs including segregation at source;
 Helping states move towards better sanitation facilities
especially for the poor and vulnerable groups including
women;
 Assisting in developing strategy and implementation for
Bio-medical waste management in hospitals of the health
sector;
 Water sector issues including adapting to climate change
issues and ensuring availability of potable water in the
villages;
 Helping states / countries progress industrially with zero
net carbon balances i.e. to build an ecologically
sustainable industrial environment;
 Energy management including conservation, alternative
sources and reduction of waste;
 E-governance, M-Governance and paperless office in the
public sector to reduce paper wastage;
 Integrating climate change issues in the development
agenda of various governments / agencies.
 EDUCATION (IPE EDU)
Having addressed all the major areas of development

sector, IPE has ventured of late to offer its expertise and
practice specialization to the education sector. They
believe that education is the key to changing the fortune
of a country, an economy or a group of people. Most
developing countries face the scourge of illiteracy,
unemployment and consequent low growth. If education
at all levels can be ensured, a country will be able to
gainfully utilize its human resources and turn a potential
liability to an opportunity for achievement.
Although there have been some efforts at enhancing

education services in developing countries, they feel that
the sector is yet to receive its credit in terms of reforms
and progress. Despite featuring as the Second MDG, most
interventions in the education sector have been limited to
funding schools, teachers and at most legislation. They
feel that the good practices of other sectors need to be
imbibed into the education sector. They believe that it is
not merely technical competence which will determine the
quality of services but the managerial efficiency of the
system also counts. IPE is thus helping to enhance
management systems, review and plan for better services

in the education sector.
 GOVERNMENT AND PUBLIC SECTOR

MANAGEMENT
(IPE GAPS)
The Government and Public Sector (GAPS) sector in IPE deals

with all the other sectors in government and public sector
where we have provided or can provide services. Although
their other sectors to provide services to government and
public sector agencies, this specialized sector provides service
to national, state and other agencies including public sector
companies bringing to them the wealth of experience of IPE in
public administration and reform.
Some of the other areas of government and public sector

(GAPS) where IPE has been active are:
 Feasibility study and design for restructuring of loss-

making Public Sector Enterprises;
 Governance enhancement including Organizational and
institutional development
 Review of General Budgetary Support and other aid
models;
 Public Financial management and accountability issues;

 National Capacity Building for Poverty Reduction;
 Capacity building to address issues of minorities and
vulnerable groups.
 Capacity development for improved service delivery,
management and training support;
 Policy analysis and strategy development;
 Review of existing systems, process re-engineering and
change management;
 Organizational development and institutional
development;
 Monitoring flow of public money and its use at various
levels (expenditure tracking);
 Studies on cost recovery from public services;
 Documentation of reforms and development initiatives.
Practices of ipe global

IPE has well defined sectors and practices based on which it is
able to provide the right mix of skills, experience and tools to
help partner agencies and governments.
The sectors and practices work through a matrix matching

practice needs with domain specific knowledge. Hence, for
instance, governance and capacity building as a practice is
provided specific to health sector, urban sector, education
sector and other domains where IPE currently works.
 GOVERNANCE AND CAPACITY BUILDING
This is the first and most crucial sector helping to enhance

governance in all the sectors and organizations they work. IPE
believes that governance is much more than the mere absence
of corruption – it is a philosophy of accountability. Their model
of governance is based on the UNDP model as below:
 ECONOMIC AND FINANCIAL MANAGEMENT
Finance is one of the most important and limited resources

available with government. Its proper use can help target
areas of need, bring in efficiency and improve services
especially for the poor. For them, helping governments and
their agencies use their funds better is one of the tenets of good
governance – bringing in efficient systems and accountability
in management of this limited public resource.
Their specialized team of professionals works in all aspects of

the financial management cycle (shown alongside) helping to
reinforce economic and financial management through fiscal
discipline and financial integrity. From the financial planning
stage to resource allocation, monitoring and analysis, they are
there at every step of the way to help governments and
agencies ensure that public resources are used effectively and
reach the intended beneficiaries.
 PROGRAM DESIGN AND MANAGEMENT
IPE has developed considerable expertise in designing,

managing and implementing development projects and
programmes. From standalone small projects to multi-
departmental sector reform programs, they have achieved
success in all these areas.
PROGRAM DESIGN
At IPE, they believe that half of the success of a program is in

its design – hence they go through a robust process of situation
analysis, diagnostic studies, stakeholder analysis, and
consultations and then arrive at the contours of the likely
program. The proposed program interventions, and
arrangements are then shared with the stakeholders and
based on their feedback, the design is finalized. Their technical
experts not only help our clients to clarify their goals and
objectives but also analyzing alternative measures to achieve
them.
Their areas of work under this design component are:
 FEASIBILITY DESIGN
These are the pre-project design activities and deal with the
efficacy of certain interventions in attaining the Goals of the
program. These could be in the form of Pre-Project Technical
Assistance (PPTA), Appraisal Missions or standalone studies
assessing the feasibility of actions.
Their high quality team ensures that each feasibility

study is comprehensive, reliable and robust and aids the
client in its decision of going ahead with the proposed
project.
 PRIORITISATION AND RISK ANALYSIS
Project design requires gathering, synthesizing, and analyzing

information with objectivity and detail to support a program
decision that makes optimum use of resources to achieve
desired results. They help their clients through proposing
interventions that are ethically sound, technically up-to-date,
relevant to the program setting and acceptable by the intended
beneficiaries.
 MONITORING AND EVALUATION
At IPE, they believe that monitoring is the essential but

missing strand of most development projects today. Although
most projects are well conceived, well designed and even well
rolled out, their success is often not at the levels envisaged.
This is due to the absence of a regular monitoring system.
Similarly evaluation of a program at proper interval gives an
idea about how far the objectives set under the program has
been achieved and/or are likely to be achieved.
At IPE they believe that Monitoring and evaluation forms part

of the Performance Management Framework and encompasses
setting performance indicators, measuring them over time,
evaluating them periodically and finally making course
corrections as needed.
 SOCIAL AND ECONOMIC EMPOWERMENT
Even in today’s world of economic advancement, certain groups

are often found to be marginalized by the society at large. Such
marginalized people who do not have access to opportunities
for becoming self-sufficient, have no other option but to depend
on charity or welfare. Their lack of self-sufficiency makes them
lose their self-confidence which in turn often leads to
psychological and social problems.
Through social and economic empowerment, the basic

opportunities which are otherwise denied to the marginalized
people are created and made available to them. Social and
economic empowerment is usually achieved by encouraging
and developing the skills for self-sufficiency with a focus on
eliminating the need for relying on charity or welfare of any
kind.
 SLUM DEVELOPMENT
Found in the urban fringes and often in centres of old cities,

these ghettos are often worse than their rural counterparts.
IPE works to make life in these slums better for the people by:
 Access to basic infrastructure services to the people living

there
 Addressing issues of land tenure and squatter settlements
 Special infrastructure development drives especially to
enhance water supply, sanitation, lighting and housing
 Economic development including community mobilization,
program design and support
 Linkages with education and health services to enable

better service and improved quality of life.
 POVERTY REDUCTION POLICY AND CAPACITY

BUILDING
They have worked on developing national and state policies for

poverty reduction and have carried out several capacity
building measures for their implementation.
 PARTICIPATORY LEARNING AND APPRAISAL
Participatory Learning and Appraisal (PLA)places emphasis

on understanding of people’s own point of view. The underlying
idea is that different people perceive and understand reality in
different ways and that local knowledge matters. In
participatory learning, different innovative approaches and
methods are adopted to enable local people to share, enhance
and analyze their knowledge of life and conditions in order to
plan and act in a rational manner. Methods that are flexibly
adjusted to the particular objectives of the process and involve
respondents as active participants in drawing up maps,
profiles, diagrams or conducting semi-structured interviews
and focused discussions are implemented.
 INFORMATION COMMUNICATION AND

TECHNOLOGY
Information Communication technology (ICT) has emerged as

an enabler for growth and development of a developing nation,
provided the right policy measures and enabling environment
are in place.
IPE has been encouraging proper use of ICT for improved

governance and enhanced satisfaction of the customers served
by its clients. In many instances they have offered innovative
solutions to their clients for deployment of ICT for effective
monitoring purposes. This results in development of user-
friendly tailor made software / applications that is not only
useful, but also ‘used in full’.
At IPE, they believe that ICT offers a unique and innovative

window to enhance their systems, build in efficiency and create
simple accountability mechanisms. They also believe that the
digital divide, characterized by highly unequal access to and
use of ICT will reduce over time, making ICT the single biggest
unifier of the various population groups. Hence they look at
ICT both as a supply (i.e. government) issue as well as a
demand (i.e. consumer, citizen) issue.
INTRODUCTION TO RECRUITMENT
AND SELECTION
Today, in every organization personnel planning as an

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

Human Resource Planning, Recruitment and Selection,
Training and Development, Career planning, Transfer and
Promotion, Risk Management, Performance Appraisal and so
on. Each objective needs special attention and proper planning
and implementation.
For every organization it is important to have a right

person on a right job. Recruitment and Selection plays a vital
role in this situation. Shortage of skills and the use of new
technology are putting considerable pressure on how
employers go about Recruiting and Selecting staff. It is
recommended to carry out a strategic analysis of Recruitment
and Selection procedure.
With reference to this context, this project has been

prepared to put a light on Recruitment and Selection process.
This project includes Meaning and Definition of Recruitment
and Selection, Need and Purpose of Recruitment, Evaluation of
Recruitment Process, Recruitment Tips. Sources of
Recruitment through which an Organization gets suitable
application. Scientific and Unscientific Recruitment and
Selection, which an Organization should follow for, right
manpower at the right place
. Job Analysis, which gives an idea about the requirement

of the job. Next is Selection process, which includes steps of
Selection, Types of Test, Types of Interview, Common
Interview Problems and their Solutions.
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.
According to EDWIN FLIPPO,” Recruitment is the

process of searching for prospective employees and stimulating
them to apply for jobs in the organization.” 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. On the other hand, 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
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 labor
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 organization’s 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.
PROCESS OF RECRUITMENT
Recruitment refers to the process of attracting, screening,
and selecting qualified people for a job at an organization or
firm. For some components of the recruitment process, mid-
and large-size organizations often retain professional
recruiters or outsource some of the process to recruitment
agencies.
 Identify vacancy
 Prepare job description and person specification
 Advertising the vacancy

 Managing the response
 Short-listing
 Arrange interviews
 Conducting interview and decision making.
Sources of Recruitment
Every organization has the option of choosing the candidates

for its recruitment processes from two kinds of sources
(Internal and External Sources).
The sources within the organization itself (like transfer of
employees from one department to other, promotions) to fill a
position are known as the internal sources of recruitment.
Recruitment candidates from all the other sources (like
outsourcing agencies etc.) are known as the external sources of
recruitment.
The Recruitment Sources in the recruitment process are the
sources of candidates. Generally, the HRM Function recognizes
two main sources of candidates for the job positions: internal
and external sources of candidates.
Internal Recruitment – is a recruitment which takes place

within the concern or organization. Internal sources of
recruitment are readily available to an organization. Internal
sources are primarily three –
Transfers, promotions and Re-employment of ex-employees.
Re-employment of ex-employees is one of the internal sources
of recruitment in which employees can be invited and
appointed to fill vacancies in the concern. There are situations
when ex-employees provide unsolicited applications also.
Internal recruitment may lead to increase in employee’s
productivity as their motivation level increases. It also saves
time, money and efforts. But a drawback of internal
recruitment is that it refrains the organization from new blood.
Also, not all the manpower requirements can be met through
internal recruitment. Hiring from outside has to be done.
Internal sources are primarily:
Transfers: The employees are transferred from one

department to another according to their efficiency and
experience.
Promotions (through Internal Job Postings) :The

employees are promoted from one department to another with
more benefits and greater responsibility based on efficiency
and experience.
Re-employment of ex-employees: Re-employment of ex-

employees is one of the internal sources of recruitment in
which employees can be invited and appointed to fill vacancies
in the concern. There are situations when ex-employees
provide unsolicited applications also.

Retired and Retrenched employees may also be recruited once
again in case of shortage of qualified personnel or increase in
load of work. Recruitment such people save time and costs of
the organizations as the people are already aware of the
organizational culture and the policies and procedures.
The dependents and relatives of Deceased employees and
Disabled employees are also done by many companies so that
the members of the family do not become dependent on the
mercy of others.
External Recruitment – External sources of recruitment

have to be solicited from outside the organization. External
sources are external to a concern. But it involves lot of time
and money .The external sources of recruitment include –
Employment at factory gate, advertisements, employment
exchanges, employment agencies, educational institutes, labor
contractors, recommendations etc.
Employment at Factory Level – This a source of external

recruitment in which the applications for vacancies are
presented on bulletin boards outside the Factory or at the
Gate. This kind of recruitment is applicable generally where
factory workers are to be appointed. There are people who
keep on soliciting jobs from one place to another. These
applicants called as unsolicited applicants. These types of
workers apply on their own for their job. For this kind of
recruitment workers have a tendency to shift from one factory
to another and therefore they are called as “badly” workers.
Advertisement – It is an external source which has got an

important place in recruitment procedure. The biggest
advantage of advertisement is that it covers a wide area of
market and scattered applicants can get information from
advertisements. Medium used is Newspapers and Television.
Employment Exchanges – There are certain Employment

exchanges which are run by government. Most of the
government undertakings and concerns employ people through
such exchanges. Now-a-days recruitment in government
agencies has become compulsory through employment
exchange.
Employment Agencies – There are certain professional
organizations which look towards recruitment and
employment of people, i.e. these private agencies run by
private individuals supply required manpower to needy
concerns.
Educational Institutions – There are certain professional

Institutions which serve as an external source for recruiting
fresh graduates from these institutes. This kind of recruitment
done through such educational institutions is called as
Campus Recruitment. They have special recruitment cells
which help in providing jobs to fresh candidates.
Recommendations – There are certain people who have

experience in a particular area. They enjoy goodwill and a
stand in the company. There are certain vacancies which are
filled by recommendations of such people. The biggest
drawback of this source is that the company has to rely totally

on such people which can later on prove to be inefficient.
Labor Contractors – These are the specialist people who

supply manpower to the Factory or Manufacturing plants.
Through these contractors, workers are appointed on contract
basis, i.e. for a particular time period. Under conditions when
these contractors leave the organization, such people who are
appointed have to also leave the concern.
SELECTION
Selection is defined as the process of differentiating

between applicants in order to identify (and hire) those with a
greater likelihood of success in a job.
Selection is basically picking an applicant from (a pool of

applicants) who has the appropriate qualification and
competency to do the job.
SELECTION PROCESS
Selection is a long process, commencing from the

preliminary interview of the applicants and ending with the
contract of employment.
 PRELIMINARY INTERVIEW
The applicants received from job seekers would be subject to

scrutiny so as to eliminate unqualified applicants. This is
usually followed by a preliminary interview the purpose of
which is more or less the same as scrutiny of application, that
is, eliminate of unqualified applicants. Scrutiny enables the
HR specialists to eliminate unqualified jobseekers based on the
information supplied in their application forms. Preliminary
interview, on the other hand, helps reject misfits for reason,
which did not appear in the application forms. Besides,
preliminary interview, often called ‘courtesy interview’, is a
good public relation exercise.
 SELECTION TEST
Job seekers who pass the screening and the preliminary

interview are called for tests. Different types of tests may be
administered, depending on the job and the company.
Generally, tests are used to determine the applicant’s ability,
aptitude and personality.
 INTERVIEW:
The next step in the selection process is an interview.
Interview is formal, in-depth conversation conducted to
evaluate the applicant’s acceptability. It is considered to be
excellent selection device. It is face-to-face exchange of view,
ideas and opinion between the candidates and interviewers.
 REFERENCE CHECK:-
Many employers request names, addresses, and telephone

numbers of references for the purpose of verifying information
and perhaps, gaining additional background information of an
applicant. Although listed on the application form, references
are not usually checked until an applicant has successfully
reached the fourth stage of a sequential selection process.
When the labor market is very tight, organizations sometimes
hire applicants before checking references.
Previous employers, known as public figures, university
professors, neighbors or friends can act as references. Previous
employers are preferable because they are already aware of
the applicant’s performance. But, the problem with this
reference is the tendency on the part of the previous employers
to over-rate the applicant’s performance just to get rid of the
person.
 SELECTION DECISION:-
After obtaining information through the preceding steps,

selection decision- the most critical of all the steps- must be
made. The other stages in the selection process have been used
to narrow the number of the candidates. The final decision has
to be made the pool of individuals who pass the tests,
interviews and reference checks. The view of the line manager
will be generally considered in the final selection because it is
he/she who is responsible for the performance of the new
employee. The HR manager plays a crucial role in the final
selection.
 PHYSICAL EXAMINATION: -
After the selection decision and before the job offer is

made, the candidate is required to undergo a physical fitness
test. A job offer is, often, contingent upon the candidate being
declared fit after the physical examination. The results of the
medical fitness test are recorded in a statement and are
preserved in the personnel records. There are several
objectives behind a physical test. Obviously, one reason for a
physical test is to detect if the individual carries.
 JOB OFFER: -
The next step in the selection process is job offer to those

applicants who have crossed all the previous hurdles. Job offer
is made through a letter of appointed. Such a letter generally
contains a date by which the appointee must report on duty.
The appointee must be given reasonable time for reporting.
This is particularly necessary when he or she is already in
employment, in which case the appointee is required to obtain
a relieving certificate from the previous employer. Again, a
new job may require movement to another city, which means
considerable preparation, and movement of property.
RECRUITMENT AND SELECTION

POLICY AT IPE GLOBAL
RECRUITMENT POLICY OF IPE

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. The recruitment
has the objective of searching for and obtaining applications
for job seekers in sufficient number and quality.
The need for recruitment may be due to the following reasons
/situation:
a) Vacancies due to promotions, transfer, termination of
the existing consultant.
b) Creation of new vacancies due to the growth, expansion
and diversification of the organization or a new project is
being implemented by the organization.
SOURCES OF RECRUITMENT IN IPE GLOBAL

INTERNAL SOURCES
EXTERNAL SOURCES
Recruitment from internal sources

There are sound reasons for recruiting from sources within the
organization. The various internal sources of recruitment can
be Promotions, Transfers and Employee referrals. Promotions
from within build motivation and a sense of commitment
among the organization and the consultant. When the vacancy
arises urgently and needs to be fill immediately then the
existing employees are asked to give the references as this
process is both time saving and the money saving. The
references received are further screened and shortlisted for the
interview.
Recruitment from external sources

External recruitment seeks applicants for positions from
sources outside the company. The various external sources of
recruitment can be inviting applications through posting
advertisement on job portals, newspapers, or inviting
applications from recruitment agencies.
{The process of recruitment in IPE starts with
advertisement published on www.devnet.com. The
advertisement is published for 7 to15 days depending upon the
number of positions vacant for the position advertised. The
application are received on the email-id mentioned in the
advertisement. CVs are then downloaded and saved in a
particular folder date wise. After downloading the CVs matrix

is prepared for all the CVs which contain the personal details
of the candidate and all the details related to the skills
required for the position as experience, computer skills, etc.
Once the matrix is complete then the initial screening is done
and those who got the highest experience and meeting all the
requirements for the position are shortlisted for the interview.}
Once the adequate number of applications is received
then the interview process starts with the telephonic
interview. The shortlisted candidates are called for Personal
Interview round. Depending upon the position, the personal
interview round can also include the written test or computer
test to analyze the technical skills of the candidates. The
candidates who are shortlisted in personal interview are being
recommended for validation round which is held in UNICEF
office and then those candidates who are finally selected in
validation round are considered as the finally selected
candidates for the position.
SELECTION POLICY AT IPE
Selection is a long process, commencing from the

preliminary interview of the applicants and ending with the
contract of employment.
After the selection decision and before the job offer is made,
the reference check is initiated for the selected candidates.
Reference check is conducted by sending out mails to the
reference provided by the candidate. These references are
generally the supervisors of the selected candidates. If the
feedback provided by the reference speaks well about the short
listed candidate it is considered as positive ref. check or vice
versa.
Once the positive feedback is received from the refers, the
offer letter is sent to the selected candidate.
Conducting interview for the particular post
A) Preparing interview file for interview
B) Collecting documents supporting age proof,

education & professional experience from the
candidates
C) Giving candidates the consultant interview file form

by the candidate
D) Submission of travel claim form by the outstation

candidates.
E) Deciding the interview panel by the HR manager,

IPE.
F) Interview panel is decided based on the open

requisition visa via panel members’ qualification,
current job profile & previous work exposure.
G) Taking the candidate through various round of

interview as per the set standard of client.
H) Ranking of candidate by the technical panel.
I) Finalizing the ranking sheet by taking an aggregate

of the scores ranked on different attribute of candidate set
as criteria for selection
J) Attributes varies from requisition to requisition
K) Preparing Minutes of Interview.

Minutes of Interview Are

Minutes are the letter which is prepared during the interview
and it has some of its own agenda. While preparing minutes
we have to keep following things in our mind.
Contents of minutes
 In which month the advisement was given for the

vacancies
 What was the medium of advertisement
 No. of candidates short listed
 No. of candidates attended the interview
 Name of the candidates who attended the interview
 Venue and the time of interview
 Name of the panel members with designations and name
of their organizations they belongs to were present at the
time of interview
 Getting approval for the final selected candidates
JOB OFFER
The next step in the selection process is job offer to those

applicants who have crossed all the previous hurdles. Job offer
is made through a letter of appointed. Such a letter generally
contains a date by which the appointee must report on duty.
The appointee must be given reasonable time for reporting.
This is particularly necessary when he or she is already in

employment, in which case the appointee is required to obtain
a relieving certificate from the previous employer. The
candidate is required to accept the offer if he is interested to
join the organization and also inform about the date of joining.
POST SELECTION PROCESS
JOINING FORMALITIES
After the job offer has been made and candidates accept
the offer, certain documents need to be executed by the
employer and the candidate. One such document is the
Consultant Entry Form. This form contains vital details
about the candidate, which are authenticated and attested by
him/her. This form will be a valid record for the future
reference. The other documents and certificates which are
required at the time of joining are:
 Joining application
 2 photocopies of PAN CARD
 2 passport size photograph
 Medical Fitness Certificate
 Bank Declaration Form
 Form 11
 The remaining certificates pertaining to education and
experience if left any at the time of interview
CONTRACT OF EMPLOYMENT
After the joining formalities are done the contract of
employment is issued to the consultant. The basic information
that should be included in a written contract of employment
will vary according to the level of the job, but the following
checklist sets out the typical headings:
 Job title
 Clauses and terms of employment
 Term of Reference
 Rate of pay, allowance, method of payments.
 Holiday List
 Leave Policy
 Grievances procedure
 Disciplinary procedure
 Arrangements for terminating employment.
 Arrangements for union membership (if applicable).

 Special terms relating to rights to patent s and designs,
confidential information and restraints on trade
after termination of employment.
 Employer’s right to vary terms of the contract subject to
proper notification being given.
Alternatively called employment agreements or simply

bonds, contracts of employment serve many useful
purposes. Such contracts seek to restrain job-hoppers, to
protect knowledge and information that might be vital to
a company’s healthy bottom line and to prevent

competitors from poaching highly valued employees. Most
employers insist on agreements being signed by newly
hired employees. But high turnover sectors such as
software, advertising and media are more prone to use
contracts. The drawback with the contracts is that it is
almost to enforce them. A determined employee is bound
to leave the organization, contract or no contract. The
employee is prepared to pay the penalty for breaching the
agreement or the new employer will provide
compensations. It is there as on that several companies
have scrapped the contracts altogether.
And at the same time they are introduced & engaged by the
guidelines for the consultant and the guidelines includes:
Introduction
These guidelines address the right & responsibility of all

consultants to be engaged under the social mobilization
network/other network by Infrastructure Professional
Enterprise (P) Ltd.
This policy statement contains a general enunciation of
policy and not detailed procedural guidelines for each
policy. These policies aim to ensure fair and consistent
application and are intended to provide consistent policy
interpretation to member of the organization.
Working Days
The consultant shall be expected to be available 24 man-days

in a calendar month. Absence, if any due to unavoidable
circumstances, shall b deductible from the professional fees on
a pro data basis.
Leaves
Availing leaves require prior approval of the supervisors. In

case of absence from the duty station without prior notice to
supervisors, organization can take any disciplinary action
including termination of contract.
Remuneration policy
 Release of monthly professional fees is subject to receipt

of reports as outlined in the terms of reference. The
organization should receive the reports by the consultant
within the time frame mentioned in the TOR and fees will
be released after receipt of the reports.
 The monthly professional fees of consultant shall be
credited to your bank account or mailed to the registered
address in the form.
 Information regarding bank account/mailing address shall

be given by the consultant to the accounts department
immediately upon joining.
Reimbursable Expense
Consultant will be reimbursed for actual travel under taken

and expenditure incurred depending on type/classification of
consultant.
Insurance
The consultant while per forming services under this
agreement shall be covered under a group insurance scheme
against risk of ‘loss of life or accident’ and entitled to
reimbursement of such medical expenses incurred during
the period of engagement in accordance with such policy as
enunciated from time to time.
Duty station
A consultant will have to work fulltime in a particular
district/location to be allocated to him/her based on the
organization’s requirement.
Orientation
Orientation consist of introduction to aim, objectives,
technical expertise and field exposure with a view to develop
genuine welcome and to develop positive perspective about
basic task, expected deliverables and orienting the new staff
with their work environment
Appraisal System
A formal appraisal system for rating work performance shall

be followed. Consultant immediate supervisor shall carry out
appraisals.
The appraisal shall be acknowledged and signed with

comments by the consultant.
Appraisal is done twice in the year:
 Midyear Appraisal
 Annual Appraisal
Grievance Redress
The organization is committed to prompt and resolution of
all dispute of any nature that may arise in the workplace.
Termination of services
The organization shall give a 15 days notice or 15 days
professional fees in lieu of notice in case of premature
termination of a consultancy agreement or vice versa
Termination of the consultancy takes place automatically

with the expiry of the consultancy agreement without any
further notice. It can also be terminated in case of
termination of contractor’s contract with its client
Disciplinary action against a consultant may be taken in

case of poor performance based on the feedback received
from the supervisors.
Final payment would be released only after obtaining No
Dues Certificate in respect of the outgoing consultant.
Feedback on exit
Feedback for improvement of organizational climate would
be taken from consultants voluntarily leaving the
organization in an exit form
Every consultant is entitled for a certificate of work done
from them.
Findings
As we know, Recruitment refers to the process of finding

possible candidates for a job or function, usually undertaken
by recruiters. It also may be undertaken by an employment
agency or a member of staff at the business or organization
looking for recruits. And Selection is a process by which
candidates employment are divided in to two classes those
who will be offered employment and those who will not.
Recruitment and selection is one of the most important for
every employee. Cause by this Organization makes a person as
the member of it. There is a general process of recruitment and
selection that a company should follow. In IPE recruitment
and selection is done by a specific process and which is very
modern. It starts with the manpower requisition and end with
appointment. And after that the IPE arrange various types of
training and development program for the employees to
develop their skill. In true sense IPE follow a developed
recruitment process for selecting right people in right place.
BIBLIOGRAPHY
 WWWW.IPE GLOBAL.COM
 http://www.linkedin.com/company/ipe-global-
private-limited
 IPE ANNUAL MAGAZINE
CONCLUSION
Recruitment and selection process are important aspects in

staffing and the decisions regarding them have to be taken
keeping in view the fit between the employee and the
organization. IPE decides whether to recruit from the internal
workforce or select through external sources. Interview is one
of the most important selection methods. The core concepts in
staffing include matching individual needs with organizational
needs, the importance of staffing as a process, the importance
of organizational and job analysis, the person- job fit for an
organization and the growing emphasis on person-
organization fit.

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www.final-yearproject.com | www.finalyearthesis.

SUMMER INTERNSHIP PROJECT

Report submitted in partial fulfillment of

It is great privilege that I have done my project in such a well

First and foremost I would like to thank Ms. Priyanka Bansal

I would like to extend my thanks to all the staff of IPE GLOBAL HR

 INTODUCTION TO RECRUITMENT AND SELECTION

Background of the study

Objectives of the Study

IPE Global is the multi-disciplinary consulting identity of

IPE has undertaken more than 250 challenging assignments

IPE Global is the multi-disciplinary consulting identity of

Since its inception in 1998, IPE Global has to its credit

IPE partners with governments and development agencies to

History of the organization

IPE’s passion for innovation and reforms lead to a rapid

The next milestone was in 2006 when they were selected by

the large health sector projects of DFID as well as for state

Over the years, IPE has emerged to be a leading development

Now with more than 300 successful projects for various

IPE today operates through 9 offices in India, corporate offices

CORE VALUES AND POLICIES

 Integrity – to honor their commitment and act with

IPE’s QUALITY POLICY

IPE places quality uppermost in all its processes and products.

continuous and never ending pursuit towards excellence. Thus,

IPE GLOBAL’S ENVIRONMENT POLICY

At IPE Global, concern for the environment is integral to their

IPE GLOBAL’S EQUITY AND DIVERSITY POLICY

IPE is committed to providing a workplace that embraces

IPE GLOBAL’S INFORMATION AND DATA SECURITY

IPE believes that sound information is the key to good

IPE GLOBAL EMPLOYEE CODE OF CONDUCT

IPE considers its employees to be its biggest asset and hence

ANTI SEXUAL HARASSEMENT POLICY OF IPE

IPE will not, under any circumstances, condone or tolerate

Harassment Committee will be set up in accordance with the

Sexual harassment has been defined as:

“Unwelcome sexually determined behavior (whether directly or

(a) Physical contact and advances,

(b) Demand or request for sexual favors,

(c) Sexually colored remarks, OR

(e) Any other unwelcome physical, verbal or non-verbal

IPE, do encourage healthy fraternization among their

SECTORS OF IPE GLOBAL

The sectors and practices are linked in a matrix format

 HEALTH AND NUTRITION (IPE HEALTH)

has been privileged to work on several large health and

Nutrition is another area critical to a nation's future and is

Their expert teams of health and nutrition specialists along

 Strategic Planning for the health sector

 Reform Communication to functionaries

 URBAN DEVELOPMENT (IPE URBAN)

Despite developing countries generally having a higher

remains, in some ways, worse than its rural counterparts.

IPE has been working with Municipal Bodies, Urban

 Preparation of City Vision Statement and State / National

mobilization and financial management, social

 Enhancing revenues from property tax and finding

 RURAL DEVELOPMENT (IPE RURAL)

Most developing countries like India are truly found in

implementation of rural development programs and

IPE offers the full range of its practices in the rural