4384. Recruitment & Selection Process at Vodafone

TABLE OF CONTENT

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Executive Summary

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Introduction to the topic

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Introduction of organization

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Literature Review

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Objectives

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Research Methodoogy

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!ata "naysis # Interpretation

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Recommendation # Suggestion

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$oncusion

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"nnexure

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%ibiography

1

EXECUTIVE SUMMARY

"s in case case of any any other other functio functiona na area area i&e i&e mar&et mar&eting ing'' product production ion or fina finance nce'' the wor&  wor&   personne department has aso to be panned( )anning in the personne area a rea is mainy concerned with crystaizing from where the right type of peope can be secured for future anticipated vacancies(

Manpower panning is the process by which management determines how the organization shoud move from its current manpower position to its desired manpower position( *hrough  panning' management strives to have the right number and the right &inds of peope' pe ope' at the right  paces' at the right time' doing things' which resut in the growth and success of both+ the organi organizat zation ion and the individu individua( a( *he manpowe manpowerr panni panning ng is one of the basic steps steps in the recruitment and seection procedure(

Recruitmen Recruitmentt and Seection Seection is is the the process process wherein wherein the organizati organization on finds finds the the best best candidate candidate among the vast array of candidates( *he function that ocates the sources where from the re,uired human resources can be avaiabe and to attract them towards the organization is &nown as recruitment.

Seection Seection can be defined defined as the process process wherein wherein the the organizat organization ion has to to seect seect a sma sma ot of   peope who are usefu to the organization in terms of their capabiities and their ,uaifications( *he main aim of organization at this stage is to have a we+e,uipped manpower efficient enough to hande a the tas&s gracefuy(

*his *his projec projectt entit entited ed "Recruitment "Recruitment and Selection Selection in Vodafone”  odafone”   aims at studying the recruitment and seection procedure underta&en at this ever growing organization( *he project gives a brief idea as to how the whoe process wor&s( Every organization has different poicies' at times uni,ue and it is very rare that the poicy of one organization matches to the poicies of  another organization(

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It is true that the the success of any organization depends upon the od dictum: right person for  the right job. "t the same time it is a the more important to have right and tested combination

of recruitment and seection poicies to attract' seect and appoint a desired ot and repenish it from time to time(

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INTRODUCTION OF RECRUITMENT  AND SELECTION

RECRUITMENT Recruitment and seection are the most important functions in an organization because with the hep of these functions the management seects the best avaiabe candidate from a batch of them( *he organizations' in this growing competitive word' need to have the best of the manpower so as to have an edge over its competitive(

"ccording to -ippo' "Recruitment is the process of searching for prospective employees and   stimulating and encouraging them to apply for jobs in an organization." 

In the words of .oder'” Recruitment is a process to discover the sources of manpower to meet  the requirements of the staffing schedule and to employ effective measured for attracting that  manpower in adequate numbers to facilitate effective selection of an efficient working force." 

*he recruitment needs can be cassified into+ 

)anned(



"nticipated(



/nexpected(

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)anned need arise from changes in the organization and retirement poicy( *hese occur due the expected changes in the organization so the management can ma&e a proper poicy for it(

"nticipated need refer to the movements in personne which an organization can predict by studying the trends in the interna and externa environments(

Resignations' deaths' accidents and iness resut in to the unexpected needs(

FEATURES:

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Recruitment is a process or a series of activities rather than a singe event(

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It is a in&ing activity as it brings together the empoyers and empoyees(

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It is positive process because in this activity the empoyers want to have the maximum number of job see&ers so as to have a wider scope for choice utimatey eading in spotting right persons for job(

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It is an important function as it ma&es it possibe to ac,uire the number and type of   persons re,uired for the effective functioning of the organization(

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It is an on going function in a the organizations' but the voume and nature of  recruitment varies with the size' nature and environment of the organization(

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It is a compex process because a number of

factors affect it ++the nature of the

 job offered' image of the organization' organizationa poicies' wor&ing conditions etc(

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SOURCES OF RECRUITMENT:

*he various sources of recruitment are +



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Internal Sources 0 Incude+ 

)resent Empoyees who can be transferred or given promotions(

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*he retired and retrenched empoyees who want to return to the company(

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!ependents and reatives of the deceased and disabed empoyees(

External Sources 0 $onsist of+ 

)ress advertisements(

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$ampus Interviews(

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)acement "gencies(

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Recommendations(

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Recruitment at factory gate(

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Empoyment Exchanges(

!uring my short stint at 1odafone' it was observed that the recruitment need of 1odafone is diversified( It needs persons who have &nowedge of use' processing of natura ingredients of  number of varied products' technica &now+how of atest industria technica &nowedge' and computer appications to pharmaceutica industry to manua wor&ers( *he importance of the  process coud be understood that the present wor& force of 1odafone is 2'344 empoyees( 5ence' the recruitment and seection procedure shoud match the compexities of the need and at the same shoud commensurate with the compex need of the organiza

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SELECTION Seection is the process of choosing the best candidate out of the a the appicants( In this  process' reevant information about the appicants is coected through a series of  steps so as to evauate their suitabiity for the job to be fied(

It is the process of matching the ,uaifications with those re,uired for the job so that the candidate can be entrusted with the tas& that matches with his credibiity( It is a process of weeding out unsuitabe candidates and finay identifying the most suitabe candidates(

*his process divides the candidates into two categories+the suitabe ones and the unsuitabe ones( *he suitabe peope prove to be the asset for the organization( Seection is a negative process  because in this process the management tries to minimize the number of peope at each step so that the fina decision can be in the ight of a the factors and at the end of it best candidate is seected( Seected candidate the has to pass through the foowing stages+



)reiminary Interview(

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"ppication -orm(

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Seection *est(

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Seection Interview(

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)hysica Examination(

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Reference $hec&(

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-ina "pprova(

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Empoyment(

 Preliminary nterview is the initia screening done to weed out the undesirabe candidates( *his is

mainy a sorting process in which the prospective candidates are given the necessary information about the nature of the job and the organization( 6ecessary information about the candidate is aso ta&en( If the candidate is found suitabe then he is seected for further screening ese he is dropped( *his stage saves the time and effort of both the company and the candidate( It avoids

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unnecessary waiting for the candidate and waste of money for further processing of an unsuitabe candidate(

 !pplication orm is a traditiona and widey used device for coecting information from

candidates( *his form as&s the candidates to fi up the necessary information regarding their   basic information i&e name' address' references' date of birth' marita status' educationa ,uaifications' experience' saary structure in previous organization and other such information( *his form is of great hep because the scrutiny of this form heps to weed out candidate who are ac&ing in education' experience or any other criterion provided by the organization( It aso heps in formuation of ,uestions' which wi be as&ed in the interview( *hese forms can aso be stored for future references thus maintaining a databan& of the appicants( #election $ests  are being increasingy used in empoyee seection( *ests are sampe of some

aspect of an individua7s attitudes' behavior and performance( It aso provides a systematic basis for comparing two or more persons( *he tests hep to reduce bias in seection by serving as a suppementary screening device( *hese are aso hepfu in better matching of candidate and the  job( *hese revea the ,uaifications' which remain covered in appication form and interview(

#election nterview invoves the interaction of the empoyer and the empoyee(

Seection

invoves a persona' observationa and face+to+face appraisa of candidates for empoyment( It is an essentia eement of the seection procedure( *he information obtained through appication form and test can be crosschec&ed in the interview(

*he appicants who have crossed the above stages have to go through  Physical %&amination either by the company7s physician or the medica officer approved for the purpose( *he main aim is to ensure that the candidate is physicay fit to perform the job( *hose who are found  physicay unfit are rejected(

*he next stage mar&s of checking the references( *he appicant is as&ed to mention in his appication form the names and addresses of two or three person who &now him we( *he organization contacts them by mai or teephone( *hey are re,uested to provide their fran&  opinion about the candidate without incurring any

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iabiity( *he opinion of the references can be usefu in judging the future behavior and  performance of a candidate(

*he executives of the concerned departments then finally approve the candidates short+isted by the human resource department( Empoyment is offered in the form of an appointment etter  mentioning the post' the ran&' the saary grade' the date by which the candidate shoud join and other terms and conditions in brief( "ppointment is generay made on a probation of one or two years( "fter satisfactory performance during this period the candidate is finay confirmed in the  job on permanent basis or reguarized(

Seection is an important function as no organization can achieve its goas without seecting right  persons for the re,uired job( -auty seection eads to wastage of time and money and spois the environment of an organization( Scientific seection and pacement of personne can go a ong way in buiding up a stabe wor&force( It heps to reduce absenteeism and abour turnover( )roper  seection is hepfu in increasing the efficiency and productivity of the enterprise(

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INTRODUCTION TO VODAFONE ORANISATION !ROFILE (

1odafone over the years "s 1odafone was formed in 89:; as a subsidiary of Raca Eectronics )c( *hen &nown Raca *eecom Limited' approximatey 24< of the company7s capita was offered to the pubic in October 89::( It was fuy demerged from Raca Eectronics )c and became an independent company in September 8998' at which time it changed its name to 1odafone =roup )c( -oowing its merger with "ir *ouch $ommunications' Inc( >?"ir *ouch@A' we changed our name to 1odafone "ir *ouch )c on 29 Bune 8999 and' foowing approva by the sharehoders in =enera Meeting' reverted to our former name' 1odafone =roup )c' on 2: Buy 2444( Cey miestones in the deveopment of 1odafone can be found in the foowing sections' organized by year0 "##$

1odafone agrees to ac,uire *ee2 Itaia Sp" and *ee2 *eecommunication Services SL/ from *ee2 "% =roup( >OctoberA 1odafone announces competion of the ac,uisition of 5utch Essar from 5utchison *eecommunications Internationa Limited( >MayA

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Safaricom' 1odafone@s partner in Cenya announces the aunch of M+)ES"' an innovative new mobie payment soution that enabes customers to compete simpe financia transactions by mobie phone( >-ebruaryA 1odafone agrees to buy a controing interest in 5utchison Essar Limited' a eading operator in the fast growing Indian mobie mar&et' >-ebruaryA 1odafone announces agreements with both Microsoft and .ahooD to bring seamess Instant Messaging >IMA services to the mobie which can be accessed from both the )$ and mobie handsets( >-ebruaryA 1odafone signs a series of ground+brea&ing agreements which wi ead to the mobiizing of the internet( .ou *ube agrees to offer 1odafone customers speciay rendered .ou *ube pages on their mobie phones( ith =ooge' 1odafone announces its intention to deveop a ocation+based version of =ooge Maps for( ith e%ay' 1odafone announces it is to offer the new e%ay mobie service to customers' ith MySpace(com 1odafone announces an excusive partnership to offer  1odafone customers a My Space experience via their mobie phones( >-ebruaryA( 1odafone reaches 244 miion customers >BanuaryA "##%

Sae of 23< sta&e in Switzerand7s Swiss $OM >!ecemberA Sae of 23< sta&e in %egium7s )roximus( >"ugustA *he number of 1odafone ivesD $ustomers with F= reached 84 miion in March 244G( e ac,uired *esim Mobi *ee&omuni&asyon 5osteter >*ur&eyA in May 244G( Launch of mobie *1 capabiity and 1odafone Radio !B' which offers a personaized' interactive radio service streamed to F= phones and )$s( F= broadband through 5S!)" aunched offering faster than F= speeds( Bapan business sod to Softban&(

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?Ma&e the most of now@ goba mar&eting campaign aunched( Sir Bohn %ond succeeds Lord MacLaurin as $hairman( "##&

e competed the ac,uisition of Mobi-on S("( >RomaniaA and Oscar Mobie a(c( >$zech RepubicA >MayA( Launch of 1odafone Simpy' a new easy+to+use service for customers who want to use voice and text services with minimum compexity >MayA( Introduction of 1odafone )assport' a voice roaming price pan that provides customers with greater price carity when using mobie voice services abroad >MayA( "##'

e aunched our first F= service in Europe with 1odafone Mobie $onnect F=H=)RS data card( e have 8; )artner 6etwor&s with new agreements in $yprus' 5ong Cong and Luxembourg( 1odafone iveD with F= aunched in 8F mar&ets >6ovemberA( "##(

"t the =SM "ssociation "wards $eremony in $annes' -rance' we won the mobie industry7s most prestigious awards in two categories' %est $onsumer ireess "ppication or Service and %est *eevision or %roadcast $ommercia for its goba consumer service' 1odafone iveD Our   premium handset for 1odafone iveD' the Sharp =84' won the %est ireess 5andset "ward for  the Sharp $orporation( 1odafone iveD attracts 8 miion customers in its first six months( 1erizon ireess and 1odafone co+operate on aptop e+mai' internet and corporate appications access for the /S and Europe( "rums Sarin succeeds Sir $hristopher =ent as $hief Executive(

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"##"

e tria our goba mobie payment system in the /C' Itay and =ermany( *he tria enabes customers to purchase physica and digita goods using their mobie phone( e aunch the first commercia European =)RS roaming service( $ustomers are abe to seamessy access services such as corporate e+mai' intranet and personaized information on their mobie phones' aptops or )!"s over =)RS( *he 1odafone =roup -oundation is aunched' with pans to contribute J24 miion to community  programmers' guided by the =roup Socia Investment )oicy( In October' we announce the aunch of 1odafone iveD' a new consumer proposition' and Mobie Office' a new business proposition( In 6ovember' 1odafone Remote "ccess is aunched as part of Mobie Office( *he service gives business customers an easy way to connect to their corporate L"6 to access e+mai' caendar and other business specific appications whist on the move( "##)

e ac,uire Ireand7s eading mobie communications company' Eirce( 1odafone and $hina Mobie >5ong CongA td >$5MCA sign a 7strategic aiance agreement7( *he =roup competes the ac,uisition of a 23< sta&e in Swisscom Mobie( e introduce instant messaging to our networ&s' a faster and more efficient way to communicate using text messages via SMS or ")( -irst goba communications campaign aunched in "ugust( *he campaign features *1' cinema'  print' onine and outdoor media' each version as&ing the ,uestion' 75ow are youK7( -irst 1odafone )artner "greement with *!$ Mobi "HS' !enmar&7s eading mobie operator( *he agreement is the first of its &ind in the mobie industry and means 1odafone and *!$ Mobi wi cooperate in deveoping' mar&eting and advertising internationa roaming products and services to internationa traveers and corporate customers( e ma&e the word7s first F= roaming ca >between Spain and BapanA(

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On ; -ebruary' terms are agreed with the Supervisory %oard of Mannesmann by which Mannesmann woud become a part of the 1odafone community( *he transaction amost doubes the size of the 1odafone =roup( *he agreement to ac,uire Mannesmann "= receives European $ommission cearance on 82 "pri 2444( 1erizon ireess is aunched in May' the combination of 1odafone "ir*ouch7s and %e "tantic7s /S ceuar' )$S and paging assets( 1odafone Essar is a ceuar operator in India that covers8G teecom circes in India (the name of  the company 'the mar&eting brand used is simpy 1odafone (its offers both prepaid postpaid =SM ceuar phone coverage through out India and is especiay strong in the metros( 1odafone Essar provides 2= services based on 944Mhz and 8:44Mhz digita =SM technoogy 'offering voices and data services in 8G of the countries 2F icense (the company is often praised for its aware winning advertisement which a foow a cean 'minimaist oo& (Sep 89 2441odafone the word eading internationa mobie communication company has fuy arrived in India (1odafone Essar announced today that the 1odafone brand wi be aunched in India from 28st sep onward (*he popuar and endearing brand '5utch wi be transitioned to 1odafone across India (this mar&ed a significant chapter in the evoution of 1odafone as a dynamic and ever growing  brand (1odafone the word eading mobie te Essar in may 244 #company was formay renamed 1odafone Essar in Buy 244 ("sim =hosh ' Managing !irector of 1odafone( 1odafone group ?s communication company competed the ac,uisition of 5utch "run Sarin is visiting in India even as the %ritish operator bid for a majority sta&e in India mobie services operator  5utchison Essar has run into tough competition 1odafone Essar is owned by 1odafone G
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In !ecember 244G 5utch Essar re aunched the 5utchP brand nation wide 'consoidating its services under a singe identity (the companioned into agreement with 6** !o $o Mo to aunch i+mode mobie internet service in India during 244 (the company used to be named 5utchison Essar 'refecting the of its previous owner '5utchison (the brand was mar&eted as 5utch (after  getting the necessary government approvas with regard to the ac,uisition of a majority by the 1odafone group (*he company was rebranded as 1odafone Essar( 1odafone have both )repaid# )ostpaid #have a83(FG miion subscribers and 8(4;< mar&et( share in India and operator 8G circe

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S*OT ANALYSIS 1odafone is one of the eading $ompanies in the word( %ut Li&e any other sector' 1odafone aso has its Strengths' ea&nesses' *hreats and Opportunities which have been identified as beow0

).) Stren+t,s

I( II( III( I1( 1( 1I( 1II( 1III( I( ( I(

Strong internationa )resence and %rand recognition( Ony Indian operator' with 1S6L' that has an internationa submarine cabe Strong advertising with QooQoo concept e defined cost reduction initiatives' managed )urchasing' outsourcing *he brand name it has in the Indian mar&et *he &ind of subscriber base it has in the Indian mar&et It has the 2nd highest mar&et share in India>source 0 i&ipediaA It has a 2nd highest subscriber base in India 8st being "irte Its strong advertising strategies and impact on peope Its India@s Frd biggest mobie carrier>source0 %usiness standardA Exceent 6etwor& $overage

)." *ea-nesses

I( II( III( I1( 1( 1I(

/ncertainty in revenue growth in the 5S!)" networ& based on historicay sow consumer mar&et ta&e+up of F= data services Low R#! /bi,uitiouegory' products' services 5igh customer churn >FF(FF
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).( Oortun/t/es

I( II( III( I1( 1( 1I( 1II( 1III( I(

Emerging mar&ets and expansion abroad Innovation Latest and ow cost technoogy )roduct and services expansion =rowing data business and F= auctioning 1"S as a means to increase "R)/ >big boss' Qoo Q44A =rowing Enterprise soution mar&et >84(2< in 2449 anticipatedA Large capita can be raised by isting 1odafone on Indian Stoc& Exchange>I)OA *ower sharing business with Indus *owers

).' T,reats

I( II( III( I1( 1( 1I( 1II(

6ew entrant7s ow price offering Mobie 6umber )ortabiity 5ighy competitive mar&et Sti ags behind major competitors in /S" Extremey high penetration rates in &ey European mar&ets Reguatory intervention on tariffs creates pressure on revenues )oor $onnect with Rura "reas

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LITERATURE REVIE* RECRUITMENT !ROCESS

DETERMININ MAN!O*ER RE0UIREMENT

18

   

!E*E RMI6I6= RE/IREME6*

SO/R$I6= RES/MES

S5OR*LIS*I6= $"6!I!"*ES

-IL *ERI6= $"6!I!"*ES

I6*ER1IEI6=

E1" L/"*I6=  SELE$*I6=

" Recruitment anaysis is conducted depending on the job profie( " we+ designed and comprehensive recruitment anaysis is invauabe to an organization@s we being( Recruitment anaysis basicay ensures the avaiabiity of the right resources in the right pace to match the future organizationa needs( Recruitment anaysis can be defined as the process of ensuring the right number of ,uaified peope' into the right job at the 19

right time to deiver the resuts in an efficient and effective manner( Recruitment is the process of  searching for and attracting ,uaified candidates to appy for the positions that are avaiabe( hether your company is heaviy recruiting or in the midst of a hiring freeze' you shoud aways have a recruiting pan( )ans wi vary based on hiring voume and type of position' but you shoud articuate a standard strategy of how you recruit and fi positions( " we+defined recruiting strategy wi hep ensure that the right empoyees are in pace when needed(

*he objectives are0 8( *o maintain the re,uired ,uantity and ,uaity of human resources re,uired( 2( *o forecast the turnoverHattrition rates( F( *o pan to meet organizationa human resource needs at the time of expansion or  diversification( ;( *o ma&e contingent pans to hande sudden re,uirements and situations of shortfa(

SOURCIN RESUMES:

*here various methods of recruiting are given beow0

). INTERNAL SOURCES: Many organizations try and identify empoyees from within the

organization to be groomed to ta&e on higher responsibiities( Interna recruiting is beneficia' as wor&ers &now the firm cuture managers aready &now the wor&ers and the interna advancement can motivate the empoyees( In today@s technoogicay advanced word many organizations depend on their 5RIS( Some of the interna sources are0 a( 1o2 !ost/n+s: Openings are pubished on buetin boards >eectronic or hard copyA or in ists avaiabe to a empoyees( Interested empoyees must repy within a specified number of days and they may or may not have to obtain the consent of their immediate supervisors( *his is the process used by managers to provide information about job openings to empoyees(  b( E3lo4ee Re5errals: Empoyees wor&ing with an organization recommend their friends or ac,uaintances for vacant positions in the organization( *his source is usuay one of the most effective and reiabe methods of recruiting 20

 because many ,uaified peope especiay for the ower and midde management are reached at a very ow cost to the company( c( Contract Mana+e3ent: *emporary wor&er poos are created to meet out the unexpected demand of the human resource in the organization( d( !re6/ous E3lo4ees: Organizations can recruit their previous empoyees as they can prove to be reiabe as they aready &now about the organization  poicies and procedures and need not to be trained and easiy adjust to the environment(

". EXTERNAL SOURCES: *o meet demands for taent brought about by business growth to

see& fresh ideas or to repace empoyees who eave organizations periodicay turn to the outside abor mar&et( Managers oo& outside the firm for peope who have not wor&ed at the firm before( *he foowing methods are adopted to recruit peope form outside0

a( !ress A76ert/se3ents: "dvertisements are paced in both newspapers and trade  journas and three factors infuence the choice of this media+cost' profie of the readership and circuation( Some factors affecting the design of advertising are0 

*he image of the organization(



*he nature of the job(



*he chosen media(



*he prediction of the target mar&et(

 b( *al-8INS: In a wa&+in no prior appointment is there' the appicant approaches the organization directy( It is the most common and east expensive approach as in this the job see&ers submit unsoicited appication etters or resumes and from empoyees  point of view' wa&+ins are preferabe as they are free from the hasses associated with other methods of recruitment( !irect appications are particuary effective in fiing entry+eve and uns&ied vacancies' some organizations compie poos of potentia empoyees from direct appications for s&ied positions(

21

c( E3lo43ent A+enc/es: Empoyment agencies now provide occupations for amost a eves in an organization( *hey are broady cassified into pubic or state agencies'  private agencies and headhunters( d( 1o2 S/tes: 1arious job sites i&e 6au&ri(com'*imes jobs(com'Monster(com etc come in very handy in finding candidates with the desired s&is( e( 1o2 5a/rs + Bob fairs typicay wor& best for entry+eve candidates' but events targeting diversity andHor speciaty careers' e(g( engineers' can be found( f( Cororate *e2 s/te + hen job see&ers are interested in a company they wi go directy to that company7s eb site to conduct research andHor oo& for avaiabe jobs( Ma&e sure your eb site7s job section ma&es it easy to find and appy for jobs(

S9ORT 8 LISTIN:

Short isting is the transition phase between recruitment and seection( It is the stage where the tota number of appicants is reduced to seect the group the empoyer wishes to carry on to the seection phase( Short isting may comprise of severa stages depending on the number of appication received' the compexity of the job re,uirements and sophistication of the seection process used by the organization( Short isting comprises of0

). NO*LEDE OF MATC9IN CV;s: -irst of a the candidates are short isted on the

 basis of matching the $1@s( *he $1@s or curricuum vitae are universay used and their form is standardized( *ypicay a $1 comprises of0 

Evidence of S&is' "biities and "chievements



Empoyment 5istory



Experience



Education



Languages

22

". MET9ODS OF S9ORT LISTIN: *he most common way to reduce the number of 

appications by short+isting them by categorizing them to various departments first( *hen as&ing the department heads to shortist the appropriate candidates accordingy(

(. S9ORT8LISTIN 8 T9E !ROCESS: 

Short isting must be carried out independenty by at east two peope and ideay' as many of 

the interview pane as possibe( 

"ny member of staff' who may prejudice the outcome' shoud be excuded from short isting(



Short isting shoud aways be carried out using the person specification so that appications

can be measured and assessed against criteria and be made on the basis of fact and not assumptions( 

*he use of short+isting form is recommended( *he short+isting pane to record individua

assessment of each candidate and provide feedbac& can use short+isting form( 

Short+isting form must be used at the interview stage( Short+isting decisions must be based

ony on the information contained in the appication form and any other supporting information suppied by the candidate( Irreevant information in the appication form shoud be disregarded( 

*he attributes in the person specification must be consistenty appied to a candidates

irrespective of their gender' ethnic origin' age' socio+economic bac&ground' disabiity' reigious or poitica beiefs' famiy circumstances' sexua orientation or other irreevant factors( 

Some information can ony be determined at interview stage or as group exercises'

 presentation' tests' etc( 

"fter individua assessment of each appication' decision of whom to short ist must be ta&en(

Once a short ist has been drawn up' candidates shoud be invited for interview( In the short isting of candidates the foowing things shoud be &ept in mind0 o

Evidence of s&is' abiities and achievements that match the criteria that have been specified as essentia for the job as cosey as possibe(

o

$onsistency of empoyment >oo& for unexpained gapsA(

o

uaifications compatibe with the dates given(

o

Evidence of career deveopment( 23

o

Evidence of industry &nowedge(

o

)revious empoyer(

24

FILTERIN:

-itering techni,ues are used to reduce the number of appicants and aso gather reevant information needed before conducting the interview( -itering techni,ues invove different methods' such as0 

Cnowedge %ased -itering



S&i %ased -itering



"ttitudinaH%ehaviora -itering



NO*LEDE
number of appications is more i&e in $ampus recruitment( *he evauation is done based on candidate@s academic ,uaification' percentage of mar&s scored and experience eve or through simpe written tests(

SILL


using simuation exercises are varied( !ifferent types of simuation exercise incude0 

In=tra4s: In+trays or in+bas&ets invove wor&ing from the contents of a

manager@s in+tray' which typicay consist of etters' memos and bac&ground information( .ou may be as&ed to dea with paperwor& and ma&e decisions' baancing the voume of wor& against a tight schedue( 

Test o5 ro7uct/6e t,/n-/n+: *he tests oo& at the voume' diversity

and originaity of your ideas( .ou are presented with open+ended ,uestions reating to various probems and situations and are as&ed to generate responses within a time imit( 

rou exerc/ses: =roup exercises are timed discussions' where a

group of participants wor& together to tac&e a wor&+reated probem( Sometimes you are given a particuar roe within a team' for exampe the saes manager or personne manager( *here woud be assessors' who are not oo&ing for right or wrong answers'  but for how you interact with your coeagues within the team(

25



!resentat/on: !resentat/on: .ou may be as&ed to ma&e a forma presentation to a

number of assessors either on a topic given in advance or in some cases to interpret and anayze given information and present a case to support a decision( 

Fact=F/n7/n+ Exerc/ses: In a fact+finding exercise' you may be as&ed

to reach a destination starting from ony a partia &nowedge( .our tas& is to decide what additiona information you need to ma&e the decision and sometimes aso to ,uestion the assessor to obtain this information( 

Role=!la4s: In a roe+pay' you are given a particuar roe to assume for 

a certain tas&( *he tas& wi invove deaing with a roe payer in a certain way and there wi be an assessor watching the roe+pay( 

Soc/al Soc/al E6ents: E6ents: -rom the moment you report to reception unti you

eave' participant wi be under scrutiny as part of the seection procedure T so the way he behav behaves es at a a time timess is impor importa tant nt(( 5e wi wi be expec expecte ted d to cope cope with with gener genera a sociaizing amongst other candidates as we as with the management and wi be observed at mea times( *his gives an opportunity to find out as much informay about the organization as he can( 

"biity tests attempt to measure measure awareness' awareness' &nowedge A2/l/t4 Tests: Tests: "biity and other such aspects( *hey aso measure simpe s&is i&e probem soving( Each test is presented under exam conditions with a strict time imit( Empoyers use aptitude test either as a sma part of the interviewing process or to determine whom they wi interv interview iew i(e( i(e( those those who achiev achievee a certai certain n mar&( mar&( *ests ests are of differ different ent types types i&e i&e Language /sage' Speing' 6umerica "biity' "biity' Reasoning' etc(



invoves )sychometric )sychometric ATTITUDINAL>
*esting( It heps in &nowing how empoyees fit into an organization@s cuture( Organizationa  psychoogy shoud not be confused with cinica psychoogy( )sychoogica assessment aims to assist organizations with their human resource issues( "ssessing "ssessing candidate@s aptitude and persona

26

stye heps organizations ma&e effective seection decisions( )sychometric testing is mainy of  two types0 o

)rojective T E(g( *"*' Rorschach' etc(

o

Inventory %ased T E(g( M%*I' -IRO' etc(

INTERVIE*IN:

"n interview is a procedure designed to obtain information from a person@s ora responses to ora en,uiries( Interview is by far the most widey used personne seection procedure( *he interview is the foca point of the recruiting process( )art of the seection process' usuay the fina portion of an examination' for the purpose of evauating education' experience' and persona ,uaifications of the candidates' candidates' aso &nown as ora interview interview(( It is a meeting between an eigibe eigibe and an appointing appointing  power in order to discuss appointment to a specific vacancy( vacancy( "n interview is a conversation between two or more peope where ,uestions are as&ed to obtain information from the interviewee( Interviews can be divided into two rough types' interviews of  assessment and interviews for information(



ASSESSMENT

*he most common type of interview for assessment is a job interview between an empoyer and an appicant( *he goa of such an interview is to assess a potentia empoyee to see if heHshe has the socia s&is and inteigence suitabe for the wor&pace( Simiar interviews are aso used for  admissions to schoos' aotment of grants' and other areas( In most deveoped countries' rues and reguations govern what can be as&ed in these interviews( 5ighy persona ,uestions and those unreated to the job at hand are forbidden' as are ,uestions which invite discrimination >Udo you pan to start a famiyKUA( 5owever some interviewers tend to as& such ,uestions in order to see how the interviewee reacts and if >sA he is abe to eeganty 27

avert the ,uestion( Such interviews can be brief fifteen+minute affairs or they can stretch for  many hours even over a series of days( "nother important type of interview is the psychoogica one that can be divided into three forms0 structured' semi+structured and non+structured( 

INFORMATION

*hese interviews are used by journaists' aw enforcement' and private investigators( " recent technoogica trend in journaism interviewing has been the rise of e+mai interviews( *hese interviews differ from traditiona teephone and face+to+face interviews in that interviewees can have more time to formuate a written response( " good interview resuts from 

)roper preparation(



Identifyin Identifying g the candidate@ candidate@ss abiities abiities before discussin discussing g

the position( 

"s&ing a series of open T ended ,uestions(



Evauating interviewing resuts(

=ood interview interview ,uestions ,uestions start with job description description >anaysisA(*he >anaysisA(*he job descripti description on incudes incudes tas&s' responsibiities and re,uirements( *hose who currenty perform the job shoud create it( *his wi reduce the inaccuracies and increase the interviewer@s awareness of the actua job duties( It shoud further0 

successfu performance in the job and then 

!ete !eterrmine mine

the

com compet petenci encies es

need needed ed

ran& them respectivey( respectivey( )rep )repar aree ,ues ,uesti tion onss hat hat meas measur uree each each defi define ned d

competency( 

for 

Estabish an evauation method for the resuts(

28

T9E OVERALL INTERVIE* !ROCESS

!RE 8 INTERVIE* !RE!ARATORY !9ASE T9E INTERVIE* ITSELF

T9E !OST INTERVIE* ASSESSMENT AND DECISION !9ASE

T9E !RE 8 INTERVIE* !RE!ARATORY !9ASE: *he pre T interview phase incudes few

things to be done for ensuring effectiveness of the tota operation so as to avoid any mista&es' which adversey affects the whoe interview process( It states0



/se the data of job anaysis to determine the re,uirements for effective performance of the job and the criteria by which these

29

may be identified and assessed( *hese data provide the foundation for the whoe seection process( !etermine acceptabe entry eves for 



new staff vis + a vis the job re,uirements for fuy effective performance( 

/se other tests and information to suppement the evidence provided by the interview( "ny other seection methods used need to be vaidated' i(e( shown to improve the predictive ,uaity of the process(



!ecide the pane of interviewers( hen an interview board is used the membership shoud be the smaest number necessary to fufi the tas&( )ay particuar attention to a+important



environmenta detais such as time' pace and setting to enabe candidates to fee as comfortabe as possibe( )roduce a coverage pan designed to



 provide the maximum possibe significant information( hen interview boards are hed' discuss



and agree the objectives' criteria' the coverage pan and the areas that each board member wi cover(

T9E INTERVIE*:

*he interview process shoud0 $oncentrate initiay on estabishing a



sympathetic' productive atmosphere to encourage candidates to ta& freey(

30

%egin with introduction and a brief 



expanation of the purpose and scope of the interview( -oow



the

broad

chronoogica'

systematic coverage pan throughout in order to ensure a comprehensive coverage( !eviations are i&ey to create gaps in the information obtained( In board interviews arrange for each



interviewer to interview in turn( )ay utmost attention to the form of 



,uestion' i(e(0

$oncentrate on ac,uiring as much evidence as



 possibe of potentia abiity to do the re,uired job' based on the facts of  past behavior and achievements(

In genera avoid hypothetica ,uestions'



especiay those which have no bearing on the job( *hey can ony  produce hypothetica answers(

/se a simpe open ,uestion form which does not



impy answers( 

%e constanty aert to possibe effects of the interviewee@s non+verba behavior and manner and possibiity of misinterpretation of  intentions by candidates( %e a itte sympathetic and avoid extremes of codness(

31

)ace information in perspective(



!OST 8 INTERVIE* ASSESSMENT AND DECISION:

More often than not there are more candidates than vacancies( *he seectors shoud assess the suitabiity of each individua candidate instead of comparing the merits of candidates( It shoud0 

Systematicay assess the evidence obtained in the ight of the job re,uirements( In assessing evidence concentrate on soid



facts of past behavior as indicators of motivation' attitudes' vaues' persona ,uaities and abiities and in sum of potentia to do the job( *here is a itte correation between the behavior and i&ey behavior in the actua environment and conditions of wor&( 

In the assessment process ta&e account of a avaiabe evidence( *he documents are very usefu when written by the authorities competent to confirm the facts of past performance( *hey are of much more doubtfu vaue when they purport to assess suitabiity for empoyment because of the i&eihood of bias and the writer@s probabe ac& of direct &nowedge of the job re,uirements(

32

EY INTERVIE*ER SILLS: 

LISTENIN






COMMUNICATION STYLE



0UESTIONIN

8( LISTENIN: Most peope aren@t good isteners( " good istener encourages positive resuts( e isten best when there is a pay+off or a penaty( )ersona istening awareness is the &ey to constructive change( It shoud be &ept in mind that wor& and istening are inseparabe and azy istening is hidden cost in business( e tend to e,uate isteningP with hearingP and that is simpy not the case( =ood istening impies heightened awareness of what you hear' accurate reception of the information presented to you and integration of information in such a way that it is usefu( -our &ey eements of istening0 a(

-ocus

 b(

Empathy

c(

Emotionaism must be avoided

d(

-eedbac&  

2( %ody LanguageA incude foowing which can hep in &nowing what signas you are giving or you can deiberatey send the signas you want to( 

Ar3
thus protecting the body@s vita organs and conse,uenty signifying a defensive action( If the fists are cenched' the person is hoding himHhersef bac& >temporariyA( " disguised arm fod is when one hand moves across the body unnecessariy to adjust a watchstrap or cuff( 

9an7 to Face estures: " very common hand to face gesture is when the spea&er paces

a finger or fingers in front of the mouth when spea&ing which is interpreted as an untruth being 33

tod when the spea&er is rather embarrassed about spea&ing it( *he movement may be traced to an action of wanting to say the words but at the same time' hod them bac& with the hand( *he resut is incongruence and rising of suspicion( If the hand is paced to the chee&' with the forefinger pointing up' often accompanied by a sight titing of the head' this suggests that the istener is in fact istening and ta&ing account of what is said normay a good sign( 

!ostures: *he ?set@ of body whether rigid or reaxed gives immediate signas of reaction

and can be accompanied by other non+verba signas( " forward facing posture with hand obviousy paced in the poc&ets deiberatey suggests a power approach( 

S/tt/n+ an7 S/tt/n+ !ostures: 5ow the other person is sitting can give us some good

indications of their attitudes( Reversing the chair and sitting' eaning over the bac& can indicate  power and contro sumping >with arms foded or casped in the apA may suggest dejection or  submissiveness( *he s,uare+on position behind the des&' with the person eaning forward on the des& with the hands paced downwards on the des& and a stern oo& on the face must signify an aggressive attitude( *his is the most consciousy noted non+verba signa(

F( DIFFERENT TY!ES OF 0UESTIONIN: *he different types of ,uestioning methods are0 o

uestions to avoid

o

Open vs( !irective vs( $ose ended

o

%EI >uestion $yce MethodA

o

)robing



0uest/ons to a6o/7: !on@t as& ?mutipe@ ,uestions' don@t as& ?eading@ ,uestions'

which give the candidate hints about the &ind of answer you want and aso don@t as& ?no+win@ ,uestions( %y restricting answers to areas that show the candidate woud do something wrong' you won@t find what they naturay woud do( *hin& carefuy before as&ing ?cever@ ,uestions as

34

an experienced candidate woud give impressive answers but if their answers past performance ,uestions don@t show their strengths' this type of ,uestion is uni&ey to revea them(



Oen=en7e7 6s. D/rect/6e 6s. Close=en7e7 0uest/ons: Open+ended are those that do

not define the scope you shoud ta&e >i(e(' how many and what &inds of experiences to discussA( OpenTended ,uestions have more room for creativity( Exampes of open+ended ,uestions are0 hat do you &now about our companyK ' hat are your strengths and how do you reate to our  companyK Or what are your biggest accompishments wor& non+wor& during the past few yearsK !irect uestions are used to gather the data that is factua and objective( *hese types of  ,uestions do not probe into the vaues and ideas of the candidate( Exampes of direct ,uestions are0 ith your bac&ground' what ma&es you thin& you can do this jobK Or "re you sure you want this jobK $ose+ended uestions are those types of ,uestions which wi have answers either yes or  no(




a candidate to te stories about experiences( *he objective is to seect and probe for competencies which wi resut in more effective seection decisions( It incudes probing for critica events and specific competencies( "so deciding what data is vaid and predicts future success in the job( *he ,uestion cyce method is we accepted in the industry today( It incudes setting scene ,uestions' as&ing past performance ,uestions' what+if ,uestions' then more detaied and other  ,uestions and asty giving information about the company and the job(



!ro2/n+: *he &ey to getting candidate to ta& openy is to as& probing ,uestions( *he

main purpose of probing is to simutaneousy trac& what the interviewee is saying without direction and constanty foowing a eads that hep reach the objectives of the interview(

;( CONCLUDIN T9E INTERVIE* : *owards the cosing of the interview eave time to answer any ,uestions the candidate may have and if appropriate advocate your firm to the candidate( *ry to end a interviews on a positive note(

35

EVALUATION AND SELECTION:

$ontinua monitoring of your recruiting process wi ead to better hires( hen you identify an issue in your process' adjust your programs accordingy( In addition to trac&ing traditiona metrics such as time+to+fi and cost+per+hire' ma&e sure you ta&e into account ways to measure some of the intangibe metrics' such as ,uaity of hire and retention( Ceeping trac& of your  recruiting and retention successes and chaenges wi hep you fine tune your program into an effective and efficient hiring system that your whoe company can embrace( Evauation re,uires a tota comprehension of the job and of the candidate and of their  reationship to each other( " very important concept that the recruiter shoud be aware of at the time of evauation and seection is that of %ad Recruitment(P hie doing a recruitment it shoud aways be &ept in mind that it does not turn out to be a bad recruitment(

 Bad Recruitment 

*he entire effort' time' cost and resources that are spent in the recruitment process' go wasted if  the recruitment turns out to be a bad recruitment(P " bad recruitment is one where the hired candidate is not abe to do justice to the roeHjob assigned to himHeaves the organization very soonHthe cost of recruitment is higher than the vaue addition that the new empoyee is expected to do in the organization etc( In such a scenario the entire purpose of recruitment is defeated' hence at the time of recruiting the 5R manager shoud a the time have at the bac& of his mind that his recruitment shoud not turn out to be a bad recruitment(

%ad recruitment occurs in F situations0



Cannot 7o: *he person ac&s the s&is re,uired(



*/ll not 7o: *he person ac&s attitude(



Does not -no? ?,at to 7o:  *he person ac&s the &nowedge(

36

$ost of %ad Recruitment

). D/rect Recru/t3ent Costs 

"dvertising



*rave and stay



*ime costs of peope concerned

". In7uct/on Costs 

"dministrative costs



Reocation costs

(. Sta2/l/@at/on Costs

  '.

&.

%.



Learning time



Mentoring and *eam time

De 8 Mot/6at/on Costs 

/nproductive time



Other peope eaving



*eam oss

Cl/ent Relate7 

InternaHExterna $ient oss



-uture business oss

Lea6/n+ Costs 

Other peope eaving



Redundancy costs



5andover costs

37

*,4
Recruitment has ac,uired immense importance in today@s organizations( Organizations have reaized the 1aue of human capita and its roe in their deveopment( Recruitment is the first step in the process of  ac,uiring and retaining human resources for an organization( In today@s rapidy changing business environment organizations have to respond ,uic&y to re,uirements for peope(

%ad recruitments affect the company and the individua( *he wrong person doing the wrong job is harmfu to the companies( .et in a cases' the cause of the bad recruitment can be traced to one of the foowing reasons0

 )oor

anaysis of job function(

 )oor

anaysis of necessary personaity T s&i profie

 Inade,uate

initia screening

 Inade,uate

interviewing techni,ues

 Inade,uate

,uestioning techni,ues

 )oor

utiization of second opinions

 References  Other

were not chec&ed

issues i&e 5ao Effect' Stereotyping' Simiar+to+me Effect' -irst Impression' and Leniency

Errors' etc shoud aso be evauated(

38

Recru/t3ent !roce7ure

START

The candidate goes through

 A Department head raises a requisition

the first level of Interview

Has the

The concerned head fills the manpower requisition

candidate .es

The concerned requisition then goes to the CEO/ED/D O! for the position approval"

qualified the

first round of The candidate fills up the Interview? application blank

I I

 6O

Once the approval is given #$ team sits with the concerned department head/team and finali%es the date within which the requirement is to be filled and discusses the special skills /e&perience"

I I

The candidate goes through the second level

.es

#as the candidate qualified the second level of Interview

#$ decides the source of C's Ads( $eferral( Consultant( )ob *ortals!

The short listed candidates are informed of  the selection process+ venue and time at least ,- hrs in advance

.ES

The candidate goes through a round of #$ interview

#$ invites C's and shortlists the same

I I

#as the short listed candidate turned up on time for the selection process

39

#as the candidate qualified the #$ interview.

I I

Ste).*he first round of interview is conducted by a pane comprising of 2+F members' this is

mainy the technica round where the candidates overa &nowedge and expertise are judged(

Ste"."fter a thorough technica screening' the candidates are interviewed by the !irector 

operations V!>OAW' he interviews them and decides the candidates overa suitabiity in the organization( In 1odafone no permanent recruitment ta&es pace without an interview with the !>OA(

Ste(.Once the candidate is recommended by the !>OA' there is an 5R round where the saary of 

the candidate is negotiated( *his is done by the 5R office' 6ew !ehi

Ste'."fter the saary negotiation' the 6oida Office sends the candidate detais to the $orporate

Office 6oida for reference chec& and for generation of appointment etters(

Ste&(*he $orporate Office 6oida' after conducting a reference chec& generates appointment

etters and dispatches the same(

Ste%(*he seected candidates are expected to join the organization within 83days of receiving

the appointment etter( *hey are re,uired to undergo a compete medica chec&+up before joining 1odafone and submit a copy of the same at the time of joining(

Ste$.Retention and /pdating of the Records(

40

Retent/on O5 Recor7s:

  

" records of seection processes of hired candidates are retained in hisHher  personne fie( " records of seection processes of rejected candidates are a so retained for a period of one year from the day on which the candidate@s ast recruitment  process was hed(



*hese records are ceared at the end of one year after scrutiny(

U7at/n+ O5 Recor7s:



*he detai of every empoyee who has been hired has to be updated within five wor&ing days of the date on which his appointment etter has been issued(



If the new hire fais to turn up on hisHher first wor&ing day' this is added to his

records within three wor&ing days from the date on which he was supposed to report to wor& for the first time( *he detais of the empoyees who have finay joined 1odafone has to be added to company !atabase on the same wor&ing day when sHhe first reports to wor&' a these records are saved in a particuar format(

41

9UMAN RESOURCE INFORMATION SYSTEM B9RIS 5uman Resource Information System or 5uman Resource Management Systems >5RMSA shapes an intersection between 5uman resource management >5RMA and information technoogy( It merges 5RM as a discipine and in particuar it@s basic 5R activities and processes with the information technoogy fied( It is a systematic procedure for coecting' storing' maintaining and vaidating data needed by an organization about its human resources' personne activities' and organization unit characteristics( 5RIS is a fast growing area of 5R due to the technoogy driven cuture we ive in( 5RIS are software systems that are designed to ma&e the process of 5R record &eeping much more effective and efficient( *he systems are created to hod empoyee information' and they can span from just payro systems to broad reationa databases that hod a variety of empoyment information( " &ey benefit to computerized records is the abiity to run reports and connect data( In a company without a forma 5RIS system' you7 find 5R professionas utiizing "ccess' Exce' or manua fiing systems to trac& and maintain the needed information concerning empoyees( *raditionay' human resources departments reied on mutipe programs in each department( "n 5RIS integrates a of these programs through a common database and singe+user interface( "n 5RIS combines separate 5R systems into a centraized database that performs the majority of  5R transactions( Role o5 9u3an Resource In5or3at/on S4ste3

5RIS is a much more dynamic concept than the traditiona personne function in an organization which has mutipe functions since it not ony does it dea with the probems of administering the  personne functions but aso heps the organization in severa ways as under0 8(

)roviding support to other systems T Supportive Roe

2(

!eveopment of systems and research T "dministrative roe

F(

Management of 5uman Resources T Manageria Roe

42

;(

!eveoping $ompetencies of various &inds T !eveopmenta Roe

3(

$atering the process needs T )rocess Roe

O2ect/6es o5 9RIS :

8(

*o offer an ade,uate' comprehensive and on+going information system about peope and  jobs in a centraized and accessibe ocation(

2(

*o suppy up to date information at a reasonabe cost(

F(

*o deiver an accurate' timey management information(

;(

*o aow an easy and faster access to data and to faciitate human resource panning decisions(

3(

*o provide data security(

5RIS is designed to monitor' contro the movement of peope from the time they join the organization ti the time they decide to eave the organization( It actuay provides the support for the foowing sub systems0 8( Recruitment Information 2( Leave' transfer' promotion' increment Information F( Manpower panning Information ;( *raining Information 3( )erformance appraisa Information G( )ayro Information

Nee7 5or 9RIS

43

ith the rapid advances in Information *echnoogy' a tighter abor mar&et with higher  recruitment and retention efforts by empoyers together with an increasing mobie wor&force in a goba mar&et pace' the face of the 5uman Resource function has changed forever( " these infuences represent both chaenges and opportunities for a management functions and especiay for 5uman Resources' with empoyees@ s&is and &nowedge becoming the &ey factor  to success in today@s very competitive mar&etpace( In today@s business environment' the 5R functions must not ony be focused on the wor& pace  but aso the mar&et pace and in&ed directy to the core business strategy( In order to achieve this' the 5R department shoud be an integrated unit within the business and therefore centraized( Nee7 For C,an+e

*here are severa very important reasons for reguary reviewing your current system with what is avaiabe in the software mar&etpace( -irst and foremost0 cash the bottom ine( hen was the ast time anyone in your company had ta&en a hard oo& at the costs associated with your current 5R softwareK 5ow much time is spent maintaining personne records' recording time' running and correcting payros' maintaining training and succession fies' etcK 5ow much money and resources are being used to pu information from mutipe databases or converting data in order  to run reportsK 5ow many doube and tripe entries are being made just to preserve the integrity of mutipe systems and databasesK *hese are just a few ,uestions that probaby aren@t being as&ed or answered( " company coud attain cost savings if timey information was avaiabe throughout the organization( " rea time integrated 5R system coud hep you spot costy negative cash fows such as high+targeted turnover' high eves of absenteeism within certain business units' and ow retention( $ompany+wide reporting through an integrated 5RIS system can enabe managers to  proactivey adjust poicy to avoid these unwanted expenses( *rac&ing and managing empoyees training and deveopment on a singe system aows the company to internay promote and fi vacancies internay' further reducing recruitment expenses( %y integrating externa recruitment'  position re,uirements can be matched with appicant@s ,uaifications' aso reducing costs through decreased turnover( !ownoading payro resuts and other cash fows out of payro into 44

accounting can be automatic through an integrated system( *his ony a brief review of cost savings that can be achieved though an integrated 5R system( Select/on !rocess

Seecting 5RIS software can appear to be a reativey ambiguous process to decision ma&ers as the information is aways favoraby s&ewed from software vendors (%y ta&ing a few steps before interviewing vendors' you can accuratey obtain company+specific information( %efore choosing 5RIS the foowing points must be considered by the company( %enefits 

5ow wi our organization benefit from a new 5RIS systemK



hat are the ris&s associated with impementing new 5RIS softwareK



hat are the ris&s associated with deciding to continue to operate as beforeK

-inancia "spects 

5ow much vaue wi this software add to our organization and what are potentia savingsK



5ow do the newy gained benefits compare to the overa investmentK



hat are the ris&s associated with deciding to continue to operate as beforeK



5ow much money is being wasted on opportunity costs associated with the current 5R  softwareK

*rac& Records 

hich and how many other companies within our industry use this softwareK hat is their satisfaction eveK



5ow experienced are the consuting firms in the industryK

45

Interna Resources 

5ow resistant are users to changeK



5ow can I form a dedicated project teamK



5ow ong wi it ta&e for users to be sef+sufficientK

*he -uture 

hich and how many other companies within our industry use this softwareK hat is their satisfaction eveK



5ow much vaue wi this software add to our organization and what are potentia savingsK



5ow do the newy gained benefits compare to the overa investmentK



hat are the ris&s associated with the deciding to continue to operate as beforeK



5ow much money is being wasted on opportunity costs associated with the current 5R  softwareK

*here is aways some degree of uncertainty when it comes to seecting a provider for your 5RIS system' but there are ways to reduce this uncertainty( %y identifying specific needs of a new system' understanding the barriers to ma&ing the best decision and ta&ing measures to overcome these barriers' your company can better understand the process and reduce this uncertainty(

46

9RIS !ract/ces At Vo7a5one

"t 1odafone' a very traditiona approach of maintaining 5RIS is foowed( *he organization does not ma&e use of any specia software for this purpose( 1odafone uses Microsoft+exce for  maintaining a its 5RIS' and at present does not have any centraized information system in the organization(

*he 5R department circuates Roe Summary SheetsH)erformance "ppraisa forms to a the empoyees of the organization' irrespective of their project and cadre( Roe Summary sheets are circuated once in every six months whereas the "ppraisa is done ony once a year( *hese sheets are fied by the empoyees of a departments and sent bac& to the 5R' for updating its 5RIS(

One main master document is prepared in Exce and any type of information that the organization needs can be generated or retrieved from it(

47

!ro2le3s In T,e Current S4ste3

*he current practice of maintaining empoyee records in exce has the foowing disadvantages0 8( Lac& of proper wor&fow in the organization 2( !ata Inaccuracy F( Improper handing of the information ;( *raditiona way of generating the reports 3( Longer time to retrieve data G( *he entire process of circuating Roe Summary SheetsH)erformance "ppraisa -orm in a departments' coecting them in itsef ta&es very ong( *he entire exercise ta&es amost a month and within this duration there are fresh joinings' resignations and transfers( 5ence the data is not very reiabe(

M4 role In T,e Recru/t3ent !rocess 

My roe incuded downoading profies from 6au&ri(com and initia screening of the $1@s(



*hen getting these profies short isted from the concerned head of the department(



Lining up short isted candidates for a eves of interview i(e(' for the first' second and the fina round(



$oordinating interviews with the paneist as we as the candidates with regards to the timing' date and pace of the interview(



)reparing detaied Synopsis before the interview for the consutation of the interviewer   paneist(



"s soon as the approva is sent by the office' communicating to the candidates to send their current organization@s appointment etter and saary sip for further processing(

48

O<1ECTIVES  SCO!E OF T9E STUDY O<1ECTIVES  SCO!E OF STUDY



*o recruit and retain the human resource of re,uired ,uantity and ,uaity(



*o foresee the impact of technoogy on wor&' existing empoyee and further human resource re,uirement(



*o minimize imbaances caused due to non+avaiabiity of human resources of right &ind' right number in right time and right pace(



*o identify and satisfy individua and group needs(



*o provide of faciities and condition of wor& and creation of favorabe for maintaining stabiity of empoyment(



*o create faciities and opportunities for individua or group deveopment(



*o consider and contribute to minimization of socio economic evi and to improve the wefare of society(



Recruitment of right personne posing re,uisition s&is' &nowedge and competence(

IM!ORTANCE OF STUDY

49



!etermine the present and future Re,uirement of organization in conjunction with the  persona panning and job anaysis



Increase the poo of job candidate with minimum cost(



Evauate the effectiveness of various recruiting techni,ues and sources for a type of job appicant(



Increases organizationa and individua effectiveness in short and ong term(



Start T identify and preparing potentia job appicant who wi be appropriate candidates(



Meet the organization ega and socia obigations regarding the composition of it wor&force(



5ep reduces the probabiity that job appicant once recruited and seected wi eave the organization ony a short period of time(



5ep the increase success rate of the seection process by reducing the number of' obviousy under ,uaified or over ,uaified job anaysis(

50

RESEARC9 MET9ODOLOY

RESEARC9 DESIN !ecision regarding what' where' how' when' how much' by what means concerning an in,uiry in a research design( It is the arrangement of conditions for coection for coection of data in a manner that aims to combine reevance to the research purpose with economy in procedure( *he  pan is the overa scheme or program of research( In other words' scheme or strategy impies how the research on objectives wi be reached and how the probems in the research can be tac&ed( Research reated to human behavior is a systematic design' coection' and anaysis' reporting of data and finding reevant situations to the probems faced by the company(

In short the study endeavors to describe Recruitment and SeectionP situation prevaiing at 1odafone' !ehi with the hep of the opinions cherished by the respondents(

Researc, Met,o7olo+4

*he ,uestionnaires were prepared for the empoyees to &now their opinion about the recruitment and seection process of the company and the fied form were coected and anayzed(

51

Sources o5 7ata: !r/3ar4 Data=  are those which are coected for the first time for a certain investigation( *hese

are origina and essentia raw data( 6o doubt this is very time consuming but nevertheess' the resuts are accurate and reiabe( In the study' the primary data is coected through schedues( Schedues may be defined as a )erforma that contains a set of ,uestions' which are as&ed and fied by the interviewers in face to face situation(

Secon7ar4 Data:  are those information or facts aready coected( Such data are coected with

the objective of understanding the past status of any variabe( Study have been underta&en by coecting the pubished data about profie of the company' its recruitment and Seection process(

Data Collect/on: hen panning was competed' the survey moved into the fied and undertoo& the fiedwor& that is distribution and coection of facts( *he tota numbers of ,uestionnaires distributed were (& out o5 ?,/c, onl4 (# ?ere cons/7ere7 5or anal4s/s ' few were not considered due to incompete

data entry and few ,uestionnaires were not fied(

Sampe !esign0 T4e o5 un/6erse: the universe has a finite number of respondent@s i(e(F3 who are invoved in

the recruitment and /()( Seection process and wor&s ony for their 1odafone( Sa3l/n+ un/t 0 the samping unit is the individua wor&er of 1odafone(

S/@e o5 t,e sa3le 0 the sampe consisted of F4 empoyees(

Sa3l/n+ !roce7ure:  6on probabiity samping is used in the procedure of the research( In

which the probabiity of unit seection is un&nown at any stage of the seection process and the seection of unit is based on the judgment of the researcher was seected(

*he method used was uros/6e sa3l/n+ ( *hese term means seection by design T by choice and not by chance( *he sampe was chosen which was thought to be typica of the universe with regard to the characteristic under investigation( 52

Such type of samping was possibe because of my guide who aready had the necessary re,uired &nowedge about the staff that made it easier to recognize typica items in the universe(

Tools an7 Tec,n/ues 5or Anal4s/s o5 7ata:

Researc,er 3ust 2reat,e l/5e /nto t,e col7 7ata 24 s-/ll5ul anal4s/s an7 ,ence nee7 to 5ollo? t,ree stes 8 e7/t/n+G class/54/n+ an7 anal4@/n+ t,e 7ata.

*he content of the data obtained in a survey were carefuy chec&ed for any possibe inconsistencies and incompeteness( *hen came the carefu anaysis T the data are then coded and tabuated according to the rating in the dummy tabe( "nd then finay tabuated data is interpreted to reach a fina concusion(

DATA ANALYSIS  INTRE!RETATION 53

It is the ast stage of survey( *hrough good presentation' significant facts and comparisons are highighted( T,e resentat/on o5 5acts 7one 24 rear/n+ c,arts l/-e 2ar c,artsG /e c,arts etc.

*he foowing interpretation has been done on the basis of the ,uestionnaires fied up the recruiters of 1odafone( *he main aim behind this interpretation is to show how effectivey recruitment is done by the recruiters of 1odafone and their opinions regarding the recruitment  process

54

)= ARE 1O< !ORTALS
!art/culars Reson7ents .es 88  6o 3 Others0References  Interna !atabase 88 Total (#

H )" (( )) )# )##

FG(G < recruiters says that yes' job portas are the best source of finding the candidates'8G(G< recruiters says ?no@'2F(F< recruiters prefer references and FG(G< prefers interna database(

55

"= MINIMUM NUM
!art/culars Less than 83 %etween 83+24 More than 24 Total

No. o5 reson7ents ; 8 9 (#

H )(.( &%.$ (#H )##

In

8F(F< recruiters ma&e at east ess than 83 cas in a wee& and 3G(G< ma&e at east 83+24 cas in a wee&' F4< recruiters ma&e more than 24 cas in a wee&(

56

(= !ERCENTAE OF RESUME FOR*ARDED FOR FORMATIN !UR!OSES

!art/culars

3 3+84 "bove 84 Total

No. o5 reson7ents 24 : 2 (#

H %%.% "%.$ %.$ )##

GG(G< recruiters forward 3 resumes for formatting purpose in a day' 2G(G< recruiters forward 3+84 resumes in a day and ony G(G< recruiters forward above 84 resumes for formatting purpose in a day(

57

'= DURATION OF CALL !ROCEDURE

!art/culars 83 minutes %etween 83+24 minutes More than 24 minutes Total

No. o5 reson7ents G 28 F (#

H "% %) )( )##

83< recruiters conduct teephonic interview for 83 minutes' G8< recruiters conduct teephonic interview between 83+24 minutes and 8F< recruiters conduct teephonic interview for more than 24 minutes(

58

&= H OF CANDIDATES SELECTED
!art/culars %eow ;4< ;4+:4< above :4< Total

No. o5 reson7ents F 84 8 (#

H )# (( &$ )##

"ccording to 84< recruiters' beow ;4< candidates are seected by the 1odafone' FF< recruiters say that between ;4+:4< candidates are seected by the 1odafone and 3< say that above :4< candidates are seected by the 1odafone(

59

%= !ERCENTAE OF
!art/culars 24< 24+34< "bove 34< Total

No. o5 reson7ents G 83 9 (#

H "# &# (# )##

24< of bio data are rejected by 24< of recruiters' between 24+34< of bio+data are rejected by 34< of recruiters and above 34< of resumes are rejected by F4< of recruiters(

60

$= MINIMUM H OF CANDIDATE SELECTED IN T9E TELE!9ONIC ROUND *IT9IN ONE MONT9 !art/culars %eow 24< 24+34< 34+4< "bove 4< Total

No. o5 reson7ents 3 83 84 4 (#

H )%.$ &# ((.( # )##

8G(G< recruiters say that beow ;4< candidates are seected in the teephonic round within one month' according to 34< recruiters';4+G4< candidates are seected in the teephonic round within one month'G4+:4< candidates are seected in the teephonic round within one month and above :4< no candidate is seected(

61

= IS TELE!9ONIC INTERVIE* SUFFICIENT TO 1UDE T9E OVER ALL CA!A
No. o5 reson7ents 82 8: (#

H '# %# )##

FF(F < recruiters say that teephonic interview is sufficient to judge the overa capabiities of a candidate and GG(G< recruiters don@t agree with this

62

LIMITATIONS OF T9E STUDY

8( -ace to face communication with the candidates appying for the jobs was not possibe as a the interviews were conducted on the teephone itsef( 2( Sampe size was sma so the findings cannot be generaized( F( Recruiters were reuctant to give sufficient information for the study( ;( "naysis of data obtained from the ,uestionnaires was done on the assumption that the respondents gave correct information(

63

CONCLUSION  FINDINS CONCLUSION 1odafone pays a very important and integra part in India companies because in India( 4+:4< is contract positions and a the major companies are totay dependent on recruitment firms to  provide suitabe candidates for the jobs vacant( 1odafone aims to provide ,uaity and cost efficient man+power in a timey manner( It >1odafoneA can improve time+to+hire+ %y outsourcing your recruitment process to Recruiting Bunction >1odafoneA companies can get access to a high ,uaity of candidate  poo( Empoying a arge number of resources' training them and managing them can consume a ot of their time( 1odafone can get companies high ,uaity empoyees without any hasse of searching' finding' short+isting' negotiating' etc( 







It >1odafoneA gives managers the time to focus on other core 5R activities+ by outsourcing day+to+day recruitment activities managers can ta&e out more time for strategic panning' daiy operations' empoyee retention' training' and ong+term peope deveopment initiatives( Outsource the recruitment process through R)O department of 1odafone and yet retain compete contro+ 1odafone( Recruiting Bunction can ma&e it easier for firms to transfer  non+core recruitment processes outside the enterprise whie retaining fu contro of  information and wor&fows in a seamess' tighty integrated manner( Increase recruitment cyce productivity+ %y outsourcing the recruitment process at ow cost' companies get higher revenue and more time to do business deveopment( 1odafone has refined processes that hep you get staff ,uic&y for your day+to+day and scaing needs(

64

FINDINS

Co33on 3/sta-es 3a7e 24 recru/ters:

Recruiters do not spend enough time ta&ing to the candidates( *hey must probe a



candidate on the foowing points0

+ Resume+project wise( + "vaiabiity' wiingness # commitment( + hether they have any offers in hand( + hether they have attended any interviews recenty and how do they fee about the  

same(

+ Rate negotiations' shoud as& for current pay rate # expected pay rate( >6ever discose how much we can offer A(



Most of the recruiters do searches but tites+since every cient have different terminoogy for different roes' so recruiters shoud spend some time understanding the re,uirement first(



Recruiters do not &eep information reated to recruitment process handy(



1ioation of time zones whie caing(

65

C9ALLENES 

"daptabiity to gobaization T *he 5R professionas are expected and re,uired to &eep in tune with the changing times' i(e( the changes ta&ing pace across the gobe( 5R shoud maintain the timeiness of the process



Lac& of motivation T Recruitment is considered to be a than&ess job( Even if the organisation is achieving resuts' 5R department or professionas are not than&ed for  recruiting the right empoyees and performers(



 6o )oaching + *his agreement creates a firm arrangement between the parties to guarantee a reciproca 6on+poaching responsibiity confirming not empoying'  partnering' contracting or engaging each other@s empoyees' agents' consutants' or  anyone otherwise having an interest in operation or management of the other and  provides for a comprehensive soution to confirm compiance of the conditions agreed in the terms of this agreement(



)rocess anaysis T *he immediacy and speed of the recruitment process are the main concerns of the 5R in recruitment( *he process shoud be fexibe' adaptive and responsive to the immediate re,uirements( *he recruitment process shoud aso be cost effective(



Lean 9R 7eart3ent = Smaer teams typicay have a s&eeton recruitment team' or one

that is managing mutipe competing priorities( !uring recruitment drives mandated by the ine business' such organizations are sometimes swamped and strugge in doing bu& hiring(



Strategic prioritization T *he emerging new systems are both an opportunity as we as a chaenge for the 5R professionas( *herefore' reviewing staffing needs and prioritizing the tas&s to meet the changes in the mar&et has become a chaenge for the recruitment  professionas(

66

LEARNIN I had a good earning session wor&ing with 1odafone' beow are the things which I have got opportunity to earn about0

9R Structure 0 have got to &now about the entire 5R structure' &ind of profies and wor& being

done in 5R function by different process owners in their respective verticas i(e( 8( 2( F( ;( 3(

*aent "c,uisition >ResourcingA )erformance Management Learning # !eveopment Empoyee Engagement )ayro and MIS

Recru/t3ent Nee7: Every organization has its objectives or a set of =oa and a suitabe

wor&force with one mission is re,uired to achieve those goas( Recru/t3ent Sources: we have basicay two types of Sourcing which is further divided in its

sub parts0

Interna Resourcing 8 2 F ; 3

*ransfers Interna Bob )ostings )romotions !ependents and Reatives of deceased empoyees Retrenched Empoyees

Externa Resourcing 8 2 F ; 3 G

"dvertisements )acement "gencies H Outsourcing Empoyee Referras Onine Bob )ortas =enera a&+ins $ampus )acements

67

Internal 1o2 !ost/n+: I have witnessed many Interna Bob )ostings in the beginning and have

excusivey handed one interna job posting as we for the position *eam $oach T $ustomer Service' we have started the interview schedued with the written "ptitude and -unctiona tests with the $utoff percentage of G4< foowing by persona interview with Recruitment Lead and -unctiona 5ead(

Inter6/e? 0uest/on/n+ 0 *here are certain types of ,uestionings which shoud be done and which

shoud not be done i&e there are ,uestions which shoud be avoided in interviews i&e' we shoud never as& mutipe or eading ,uestions which give the candidate hints about the &ind of answer  you want and aso we shoud not as& ?no+win@ ,uestions( %y restricting answers to areas that show the candidate woud do something wrong' you won@t find what they naturay woud do *hin& carefuy before as&ing ?cever@ ,uestions as an experienced candidate woud give impressive answers but if their answers past performance ,uestions don@t show their strengths' this type of ,uestion is uni&ey to revea them(

68

RECOMMADATION AND SUESTION T/s to 2e a success5ul recru/ter:=



Spend time to understand the re,uirement



)ic& up right &eywords from the re,uirement for search



Budge candidate7s commitment eve earn how to ,uaify a candidate



Learn how to ,uaify a candidate



%e fast+do not spend unnecessary time on a re,uirement



Learn to Mutitas& 



5ave cear understanding of the documentation and contracts



!eveop good istening s&is' negotiating s&is and anaytica s&is



%e patient



"s the interview with the candidates appying for the jobs is conducted on the teephone ony so communication s&is pay a very major roe because the recruiter is communicating with a person who is from another country( *herefore' there shoud be no communication gaps(

69


REFERENCE

8(

F4 "pr 244: %oo& by *(6( $hhabra Managing 5uman Resource *echni,ues and )ractices 8st Edition )ubished on 2444(

2(

8 "pr 244: )ersonne Management 8st Edition 8st )ubished on 8933(

F(

5uman resource Management C( "shwashappa 3th Edition *M=( Sutan $hand )ubication(

;(

1S) Rao 5uman Resource Management 2nd Edition Exce )ubication(

3(

5uman Resource Management in %usiness $ontext >Frd Edition 244A by "an )rice )ubished by *homson'

M"="QI6ESH6ES)")ERS %/SI6ESS *O!". %/SI6ESS ORL! *5E *IMES O- I6!I" *5E 5I6!/S*"6 *IMES

E%SI*ES X http0HHwww(vodafone(in

70

ANNEXURE

71

0UESTIONNAIRE 8A 6ame of the empoyee0 2A Recruiter code 0 FA "re job portas the ony best source of finding the candidatesK  

.es0  6o 0 Mention' if some other sourceHsources isHare there0

;A In one day at east how many cas are made by the you >recruiterAK ess than 83

0

 between 83 + 24 0 more than 24

0

3A 6umber of resumes forwarded to the manager for formatting )urpose in a day0 3

0

3+84

0

above 84

0

GA !uration of the ca procedure0 83 mins

0

%etween 83+24 mins( 0 More than 24 mins(

0

A "t east how much percentage of candidates are seected by the cients Of 1odafone( %eow ;4< 0

72