Recruitment and Selection Process in

Carrier Midea India Ltd.

1

INTRODUCTION

2

Introduction

This is an internship report. PGDM Course requires a two months attachment with an

organization followed by a report assigned by the supervisor in the organization and

endorsed by the faculty advisor. I took the opportunity to do my internship in an

international consumer durable company which is one of the leading air conditioners

and home appliances provider in India under the proper guidance of onsite supervisor

Mrs.Priya, I have conducted my study on ‘Recruitment and Selection process' in CMI.

My faculty supervisor Mrs.Ahuti bhargava, also approved the topic and authorized me

to prepare this report as part of the fulfillment of internship requirement and gave me

proper guidance and assistance over time.

Background of the study

There is no doubt that the world of work is rapidly changing. As part of an organization

then, HRM must be equipped to deal with the effects of the changing world of work.

For them this means understanding the implications of globalization, technology

changes, workforce diversity. Changing skill requirements, continuous improvement

initiatives contingent workforce, decentralized work sites and employee involvement

are the issue for confront. Now it is a big challenge for the HRM to support the

organization by providing the best personnel for the suitable position in shortest

possible time. Starting with recognizing the vacancies and planning for them is a great

task. Moreover selecting

attracting the suitable candidates and selecting the best person in time is a challenge.

The cost of the recruitment is significant. So, proper planning and formulate those plan 3

is the task that require more focus and improvement. Equal opportunity and sourcing

is also a vital part. Realizing this need we tried to find the difference and similarities

between theoretical aspects with the practical steps taken by the company. We took

an attempt to demonstrate the feature for the further improvement.

Objectives of the Study

Broad Objective:

To know overall about the company of Carrier Midea India Pvt. Ltd. and also know

each and every parts of the recruitment and selection process of that company.

Specific Objectives:

1. To focus on major elements of Recruitment and Selection process.

2. To focus on the process of Recruiting and selecting personals.

3. To focus on the updates and the better methods of modern technique.

Scope of the researchThe report deals with the recruitment and selection process in terms of theoretical

point of view and the practical use. The study will allow learning about the recruitment

and selection issues, importance, modern techniques and models used to make it

more efficient. The study will help to learn the practical procedures followed by the

leading organizations. Moreover the study will help to differentiate between the

practice and the theories that direct to realize how the organization can improve their

recruitment and selection process.

4

COMPANY PROFILE

5

About Carrier Midea India

With a view to combine the strengths of two stalwarts of the global air-conditioning

industry, Carrier and Midea Group have partnered which led to the formation of Carrier

Midea India Private Limited (CMI).

Aiming to be a leading participant in the home appliance segment in India, CMI is a

40:60 Joint Venture between Carrier and Midea. The venture brings together Midea’s

world class design and manufacturing expertise in residential air conditioning coupled

with Carrier India’s strong pan-India distribution network.

CMI, commenced operations in 2012 at its new manufacturing facility situated at

Bawal, Haryana about 60kms from Gurgaon. Spanning approximately 150,000 sq. ft.,

the plant is one of India’s largest manufacturing facilities for air conditioners with an

initial annual flat volume production capacity of 7,00,000, which will be expanded to

1,000,000 units. With an investment of Rs. 500 crore over a five to six year period,

Carrier Midea India will further strengthen its position in the residential air conditioning

and white goods market in India.

CMI Operations

Employee Strength: The current employee strength is over 300 professionals. Many

have moved from Carrier India and Midea’s existing employee base to form the core

operatives of CMI. The initial employee base was further strengthened by induction of

experienced professionals hired from diverse business backgrounds.

FactoryCurrently CMI has one manufacturing facility in Haryana. The new factory

is spread across approx.1, 50,000sqft. Of area. The facility has an initial

annual flat volume production capacity of 7, 00,000, which will be 6

expanded to 1,000,000 units.

QualityQuality & Assurance are the key pillars for the organization. High standards

for quality and processes are ensured for all the products offered by us

which undergo mandatory 100% quality check at the production stage. 

Environmentally ResponsibleThe factory is an environmentally responsible facility with 100 percent

recycled water, rain water harvesting, evaporative air-cooling in production

areas and maximum use of natural lighting on the shop floor to save

energy.

Sales and Distribution The existing network of channel partners is over CMI has an extensive

network of more than 600 sales and service dealers coupled with over

1000 distributors and retailers throughout the country. 

CMI has 21 sales offices across India.

Product Range

The airconditioners would be available across all BEE star labels

The range would include window and split AC in the residential segment

Light commercial segment includes Inverter AC, cassette, VRF, floor

standing, ceiling and floor and ducted airconditioners

Microwave ovens

Water Dispensers

7

Manufacturing

OverviewCarrier Midea India has a manufacturing facility situated at Bawal, Haryana

about 60kms from Gurgaon. Spanning approximately 150,000 sq. ft., the

plant is one of India’s largest manufacturing facilities for air conditioners

with an initial annual flat volume production capacity of 7,00,000, which will

be expanded to 1,000,000 units. With an investment of Rs. 500 crore over

a five to six year period, Carrier Midea India will further strengthen its

position in the residential air conditioning and white goods market in India.

This plant is a significant milestone for Carrier Midea India. Beginning

construction in February 2012, the plant became fully operational in the

short timeframe of just eight months. With state-of-the-art technology, it

targets increased localization of world-class technology for the Indian

consumer. The facility also aims at providing an employee-focused working

environment for more than 1,000 people that the factory will engage once it

reaches full capacity.

During the manufacturing processes, Carrier Midea India focuses on

improving efficiencies in energy, waste, water, and carbon emissions. In

addition to implementing energy-saving practices in its facilities, Midea also

focuses on minimizing resource consumption throughout the entire supply

chain, including procurements and logistics.

8

9

JOB PART

I was working there as an intern so I don’t have to handle any core

responsibilities. I only look after the supporting work, like: updating

organizational chart, sourcing resumes from job portal, calling candidates

for scheduling Interviews and main work was updating the files of existing

employees, create new employees files.

Updating Organizational ChartOn the second week of my internship, I was given a task to recreate the

organizational chart.

Maintaining employees’ filesBefore all employees files based on paper, which creates lots of problems

to maintain because it need lot of space, paper, cabinet to keep, spend

time to search and main problem was it has risk to loose. So now we

convert it from paper based to computer based. And also search those

papers which are missing and add those. At a time more than one person

can join in an organization and all of them have different files which is

created

Sourcing Resumes from Job PortalCMI was using a specific job portal to source relevant resumes as and

when required. For any job opening in any location across India. As I got

the opportunity to work at corporate office, it was the duty of my external

mentor to look for all the job opening in CMI across India, for which I was

assisting her.

10

RECRUITMENT AND SELECTION

11

INTRODUCTION

Recruitment and Selection

Recruitment and selection are two of the most important functions of

personnel management. Recruitment precedes selection and helps in

selecting a right candidate.

Recruitment is a process to discover the sources of manpower to meet the

requirement of the staffing schedule and to employ effective measures for

attracting that manpower in adequate numbers to facilitate effective

selection of efficient personnel.

Staffing is one basic function of management. All managers have

responsibility of staffing function by selecting the chief executive and even

the foremen and supervisors have a staffing responsibility when they select

the rank and file workers. However, the personnel manager and his

personnel department is mainly concerned with the staffing function.

Every organization needs to look after recruitment and selection in the

initial period and thereafter as and when additional manpower is required

due to expansion and development of business activities.

‘Right person for the right job’ is the basic principle in recruitment and

selection. Ever organization should give attention to the selection of its

manpower, especially its managers. The operative manpower is equally

important and essential for the orderly working of an enterprise. Every

business organization/unit needs manpower for carrying different business

activities smoothly and efficiently and for this recruitment and selection of

suitable candidates are essential. Human resource management in an

organization will not be possible if unsuitable persons are selected and 12

employment in a business unit.

MEANING OF RECRUITMENT

Recruitment means to estimate the available vacancies and to make

suitable arrangements for their selection and appointment. Recruitment is

understood as the process of searching for and obtaining applicants for the

jobs, from among whom the right people can be selected.

A formal definition states, “It is the process of finding and attracting capable

applicants for the employment. The process begins when new recruits are

sought and ends when their applicants are submitted. The result is a pool

of applicants from which new employees are selected”. In this, the

available vacancies are given wide publicity and suitable candidates are

encouraged to submit applications so as to have a pool of eligible

candidates for scientific selection.

In recruitment, information is collected from interested candidates. For this

different source such as newspaper advertisement, employment

exchanges, internal promotion, etc.are used. 

In the recruitment, a pool of eligible and interested candidates is created

for selection of most suitable candidates. Recruitment represents the first

contact that a company makes with potential employees

Definition:

According to EDWIN FLIPPO,”Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the

organization.”

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Need for recruitment:The need for recruitment may be due to the following reasons / situation:

a) Vacancies due to promotions, transfer, retirement, termination,

permanent disability, death and labour turnover.

b) Creation of new vacancies due to the growth, expansion and

diversification of business activities of an enterprise. In addition, new

vacancies are possible due to job specification.

Purpose and importance of Recruitment:

1. Determine the present and future requirements of the organization on

conjunction with its personnel-planning and job analysis activities. 

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by reducing the

number of visibly under qualified or overqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and

selected, will leave the organization only after a short period of time.

5. Meet the 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.

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

available in the organization and interested candidates are encouraged to

submit applications for the purpose of selection.

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RECRUITMENT PLANNING

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the

company’s budgeting activity. The respective Functional heads would

submit the manpower requirements of their respective functions/

departments to the board of Directors as part of the annual business plan

after detailed discussion  with the head of human Resource Function along

with detailed notes in support of the projected numbers assumptions

regarding the direct and indirect salary costs for each position.

B. A copy of the duly approved manpower plan would be forwarded by the

HR department for their further actions during the course of the year. The

annual budget would specify the manpower requirement of the entire

organization, at different levels, in various functions/departments, at

different geographical locations and the timing of the individual

requirements. It would also specify the requirement budget, which is the

cost allotted towards the recruitment of the budgeted staff and the

replacement of the existing employees. The manpower plan would also

clearly indicate the exact time at which the incumbent should be on board

in such a way that the Regional HR has adequate notice for the time

lapses involved in sourcing any other activities.

C. The Regional HR’s would undertake the planning activity and necessary

preparations in advance of the anticipated requirements, as monthly and

quarterly activities on the basis of the approved budget, estimated

separations and replacements therefore.

D. The vacancies sought to be filled or being filled shall always be within the

approved annual manpower budget and no recruitment process shall be

initiated without the formal concurrence of the Head of the Regional HR

under any circumstance. Head of the Regional HR shall also have the

responsibility to monitor the appointments being considered at any point of

time with specific respect to the duly approved manpower budgets.

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Review of Manpower Plans and Additional Manpower

A.    Review of manpower budgets shall take place on a quarterly basis. In the

event of any new position or any deviations to the original plans, details of

the positions maybe forwarded to the VP-HR along with the adequate

supporting information. The recommendations would normally require a

formal approval of the Managing Director. Alternately, VP-HR may record

the summary of his discussion with the Managing Director and the MD’s

approval on the recommendations, to signify the final decision taken

regarding the recommendations.

SOURCING OF SUITABLE CANDIDATES

Selection of Sources

Regional HR would tap various sources/channels for getting the right

candidate. Depending on the nature of the position/grade, volumes of recruitment

and any other relevant factors, the Regional HR would use any one multiple

sources such as:

Existing database (active application data bank);

Employee referral as per any company scheme that may be approved

from time to time;

Advertisement in the internet/newspapers/magazines/company’s sites/job

sites or any other media;

Placement Agencies (particularly for positions of Managers and above);

Headhunting firms particularly for senior positions, specialist positions and

critical positions;

Direct recruitment from campuses/academic institutes;

Job websites and

Any other appropriate sources.

16

The norms for using any of the sources are not water tight. Number of

positions, criticality of positions and the urgency of the positions, confidentiality

requirements, relative efficacy and cost considerations would play a role in the

choice of the appropriate sourcing mechanism.

ADVERTISEMENTS

The media for releasing advertisement would depend on the level of the

position being considered and the urgency of the requirements.

The advertisement mode that could be broadly specified as newspapers

(local or mainline depending on requirements), internet sites and business

magazines.

Placement Agencies/Headhunting Agencies

     Depending upon the vacancies, fresher fitting different description listed above

may be recruited from time to time, from academic institutes of appropriate

standards/reputation/grade, in the requisite numbers and at the

compensation/stipend amounts to be formally approved of the VP-HR. Plans

for such recruitment need specific special approval of VP-HR. norms

regarding the identification of the appropriate institutes, constitution of the

selection panels, timings of the recruitment, number of candidates to be

recruited into different positions, choice of the appropriate selection process

and the tools thereof shall be decided by the Head of the Regional HR in

consultation with the VP-HR, depending on the specific features of the

position.

Screening the candidates

First level screening

The Candidates would be screened by the HR Manager/Branch Manager

for the respective locations. Screening would be on the basis of the profile of the

candidate and the departmental requirements.

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This assessment will be with respect to:

a. The general profile of the candidate,

b. Personality fit of the candidate into the profile,

c. Aptitude/attitude of the candidate,

d. Motives of the person to join the company and whether focus is in the

short term or is a long term player,

e. Basic skill level on our set of requirements, say numerically ability,

networking ability, etc

f. Establish the annual guaranteed cash compensation of the individual and

check whether the person would fit into the system.

g. Explain the role of Sales manager to the applicant and check the

acceptance of the candidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for

further assessment process.

Second Level Screening

Aptitude Test

If the first assessment is positive, the candidates will give the aptitude test,

once such test is selected approved by the company. The scoring, interpretation

and the generation of interview probes from that test will also be done at this

time. People who qualify the minimum criteria on this test will be put up on to the

Functional Head (VP’s in case of HO) for functional assessment and suitability

into the role.

Tied Agency Sales Manager candidates short listed by the BM have will

then take sales Aptitude test, once such a test is finalized. For the final selection,

the regional Manager (Business Heads for HO) will meet the candidates short

listed by the branch manager/VP. The chart specifying the Minimum approval

level for each level of recruitment is specified below:

Category Branch

Manager/Chief

Area

Manager/AVP/VP

Business

Heads

Managing

Director

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Manager

CSE/ADVISORS Yes No No No

BIC Yes Yes No No

BM/CM Yes Yes Yes No

SM Yes Yes Yes Yes

 General Norms regarding interview Process:

A. Interviews should consider the entire data provided by the candidate either

through the formal CV or otherwise before coming to a conclusion about

the candidate. They may insist on seeing the proof of the claims made by

the candidate regarding qualifications, experience and other

achievements. They may, at their discretion, decide to meet the candidate

on more than one occasion or to refer the candidate to another panel.

B. Ratings on various attributes of the candidates shall be recorded in the

interview evaluation sheet, soon after the interview is over. Along with

these numerical ratings, qualitative observations about the candidate and

overall decision regarding selection or otherwise (including a decision to

defer the induction, referral to another panel, considering for another

position) shall be forwarded to the associated Recruitment Manager/ Head

of Regional HR. Individual panel members have the option of appending

their additional remarks/observations. No selection will be treated as final

unless the IES form is filled comprehensively. Suitably appropriate IES

formats may be created for specific positions.

C. Any discrepancies noticed by the panel members regarding the

authenticity of the data provided by the candidate should be specifically

and formally recorded on the IES form and suitably high lightened.

D.  Specific points to be probed during the reference check process, if any,

must also be clearly recorded and high lightened on the IES forms.

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Administrative Actions Regarding Interviews

A. Scheduling and the venue of the interviews would be handled by the

recruitment team in consultation with the short listed candidate and the

selection panel members, after taking mutual convenience into account.

For field positions, respective branch/regional heads would undertake this

co-ordination.

B. After the final round, if the candidate is selected, the complete set of

papers Personal Data Form, CV, job requisition no., Interview evaluation

sheet, reference check details, educational details, along with the

interviewer’s recommendations and Reference check form should be

forwarded by the recruitment managers to recruitment head. Fitment of the

candidate into a grade and compensation fitment shall be on the

assumption of authenticity of the information provided in the

CV/application form.

C. An appropriate formal communication shall be sent to the candidate whose

candidature is not being taken forward, or details of the verbal/telephonic

communications provided to the candidate shall be recorded on the

candidates papers, by the recruitment team/associated line managers. In

the case of interviews taking place at the branch/regional levels, similar

noting should be recorded on the individual candidate’s papers.

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

A. In the case of sales-Tied Agency functions, the branch managers will be

allowed to fix the salary and grade of the incoming sales manager,

provided the compensation does not exceed 20% of the candidate’s

current cash salary. Any fitment beyond this norms will need the approval

of Head-HR. HR will forward a worksheet to support the BM’s to evaluate

the appropriate cash CTC of the incumbent. For all other functions, the

compensation and grade would be fixed post a discussion between the

Head of the Regional HR and the associated AVP/VP. Any candidate being

offered a CTC of more than 4lacs will need the sign off from HEAD-HR. In

appropriate cases, at the discretion of the VP-HR, a deviation may be

20

referred to the Managing Director, for the MD’s formal approval.

B. Responsibility for negotiations and finalization of the terms shall rest with

the best Branch Manager/Associated Manager. They may seek the

assistance of the recruitment managers, whenever required. Reference

checks process should not normally be initiated unless the candidate has

indicated his firm acceptance of the offer being made by us.

Reference checks

A.    Normal, reference checks should be undertaken with at least one

reference. A second reference check will be done if considered necessary.

Responsible officials from the former employers, academic institutes

and/or any other eminent personalities can be considered as appropriate

references. Close relatives and friends cannot be considered as

references. Wherever feasible and considered appropriate, a reference

should be made with a senior official of the candidate’s current employer.

In case the candidate is currently un-employed, reference should be made

with the latest employer. The format of reference check is to be used as a

framework for conducting the process.

B.     Where the minimum two reference checks are not possible (particularly

with the current employer) or where there is a mixed response from

different sources, the matter may be to the VP-HR for a final decision.

Depending on the seniority and any other considerations about the

positions, VP-HR would normally consult the functional head concerned,

before coming to conclusions. Any candidate whose credentials are

doubtful shall not be recruited.

C.     In case of recruitment of Management trainees, fresher and life advisors

as sales Managers no reference checks will be required. 

Employment offer letter

A. When a recruitment Manager is fully satisfied about the selection of the

right candidate and about completion of all the formalities connected with

the appointment of candidate including requisite documentation, 21

satisfactory reference check reports and medical fitness, he/she would

forward the relevant papers listed below to the head of recruitment.

Personal Data form

Employee requisition form duly filled by the regional Head/Branch 

Manager

Interview evaluation sheet filled by the regional head/Branch

manager/interviewer with his/her comments.

Latest and updated resume of the candidate

Photocopy of the appointment letter of the last employer or latest salary

slip.

Employment details.

Two Professional references.

Language Proficiency.

 

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

Authorization Release Form.

Background check Form.

Highest Education certificate.

Highest Education marksheet.

Graduation cetificate

1 Month Salary Slip of Current Employer.

Last 3 Month Salary Slip of Last Employer.

Relieving Letter of last Employment.

Proof of Residence.

4 Passport Size Photograph.

 

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

requisition form and forward the papers to the employee service team for

issuance of the offer letter.

D. Employee services team will issue offer letter, to be signed by the National

Recruitment Manager or Chief Manager-HR, and send the same to the 22

concerned Branch Manager/ HR Manager.

E. It would be the responsibility of the Branch Manager/HR Manager to

ensure that the accepted copy of the offer letter is forwarded to the

employee service team within a week of receipt of the offer letter. Till this

letter is issued, the ‘offer’ has not taken place in formal sense. A copy of

the offer letter shall be duly signed and returned to the candidate.

Candidate would be expected to fulfill various joining formalities, which are

also formally communicated to him/her in the form of a checklist that is

attached to the letter of offer. The Regional HR head shall have the overall

responsibility and accountability to maintain the templates of the offer

letters and also for drafting of suitable non-standard terms to any specific

candidate.

F. The employee service team will follow up Branch Manager/Regional HR

Manager for the joining of the candidate and will collect all relevant

documents from the candidate including the joining report, before issuing

the appointment letter. The employee service team may enlist the help of

the Branch Manager to ensure that all necessary documents within ten

days of the person joining. After the submission of all necessary

documents, the employee service team will send the appointment letter to

the new joinee.

G. Once the documentation is complete for the new joinee (including the

accepted appointment letter), people who may have joined before 20 th  of

the month but have not been included in the payroll for the month because

of delay in receipt of papers will be given ad-hoc salary advance (up to

maximum of 65% of the pro-rated salary). This advance will be adjusted

once the person gets included in the subsequent month’s payroll.

H. If the person does not submit the relieving letter from the previous

organization, where required to be submitted as per the table given above,

within three months of joining, the employee service manager can put their

salary on hold till such time as the said documents are received.

Key tasks of Regional HR Head

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Regional HR Head will have the authority and responsibility to

administer/implement the recruitment and selection process as outlined. An

illustrative list of the key deliverables of these incumbents is listed below.

Ensuring inductions as per quality, numbers, time and cost consideration

of the company in accordance with the approved manpower budget.

Creation of appropriate sourcing mechanism along with tracking the

performance of these mechanisms.

Creation of quarterly and monthly recruitment plans

Effective coordination with external parties such as candidates, placement

agencies, consultants, academic/professional institutes and any other

including the custody of the formal agreements , tracking timely payments

and adjusted thereto

Creation of comprehensive and appropriate tools, linkages, documents,

templates and any other mechanisms to ensure smooth execution of the

process requirement, along with timely improvements thereto

Assistance to user department and line managers including in

interviewing/selection support, scheduling etc.

Effective internal communication with user departments and line managers

including making the standard recruitment formats and other templates

easily available to such users and notifying the modifications to such

formats and templates.

Creation and maintenance of qualitative information base regarding

candidates, placement agencies, campuses, institutes, and any other

employment-market information.

Creation and maintenance of appropriate and high-quality MIS for current

and future needs of the organization, including publication/circulation of

appropriate reports there from to the relevant users within the company.

Monitoring recruitment costs.

Complete documentation for the entire recruitment and selection process

for easy and quick retrieval in a readily auditable format.

Timely and effective communication with all internal and external parties

24

including the candidates.

Tracking the progress of the selected candidates including resignation,

extensions of probation periods/training period, etc for the purpose of

improvement to recruitment and selection process.

Effective coordination with the post recruitment arm of the Human

Resource function

Documentation and creating MIS regarding waiver, deviation, etc and

identifying the key areas for improvement in the formal recruitment and

selection process document.

 

SOURCE ACTIVATION:

Typically, sources and search methods are activated by the issuance of an

employee requisition. This means that no actual recruiting takes place until

lone managers have verified that vacancy does exist or will exist.

If the organization has planned well and done a good job of developing its

sources and search methods, activation soon results in a flood of

applications and/or resumes.

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

contacted and invited for interview. Unsuccessful applicants must be sent

letter of regret.

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26

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RECRUITMENT & SELECTION - Standard Operating Procedure (SOP)

OBJECTIVE: -

In order to provide quality manpower and ensure consistency in hiring there is a need to have

standard procedure for recruitment & selection in CMI. This will ensure:

1. Standard recruitment process across functions

2. Selection of the right candidate

3. Lay down ownership of recruitment process

4. Introduce good recruitment practices

MANPOWER REQUIREMENT

Manpower requirement arises due to the following factors –

a) Replacement due to transfer of Employee

b) Replacement due to resignation or termination

c) Creation of new position in alignment with the business plans

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RECRUITMENT & SELECTION PROCESS

Figure: RECRUITMENT PROCESS FLOW CHART

1) Manpower Requisition:

In order to be clear about the recruitment need, requirement of the position, job description & the

role, there is a need to fill up the Manpower Requisition Form (MRF).

The process of filling up the MRF is as follows -

a. MRF to be filled & approved by HOD’s in case of new position or replacement position.

b. MRF shall include qualification, experience level, job description & specific companies

to be targeted.

c. All the MRF’s should be forwarded to HR for approval process.

d. For new Positions - approval from Managing Director is required.

e. For replacement positions - approval is not required from the Managing Director. It will

be verified by HR Head.

f. No vacancy will be processed without the approved ‘MRF’.

g. Each MRF will carry a MRF number assigned to it during approval process and will be

tracked against that number only.

h. Once the MRF is approved, the intimation would be sent to the concerned HOD along

with the MRF number assigned & MRF details. For any future correspondence

regarding the vacancy, the same MRF number should be cited.

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Manpower Requisition

Sourcing

Screening

Reference Check

Selection Salary Negotiation

Offer to the Candidate

2) Sourcing for Hiring:

a) After “MRF” is approved, HR representative/recruitment team will initiate sourcing of resumes.

b) First preference to be given to internal movements, wherever possible.

c) If the internal candidate is not available, for then the sourcing could be done from the following

sources -

1. Job Portals / Sites : Requirement to be posted on Job site and shortlist CV from the

responses

2. Data Bank : Short listing of CV’s from current resume pool available with HR.

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

4. Consultants : Critical & bulk requirement to be filled through consultants.

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

the source of recruitment.

3) Screening :

a) HR representative/recruitment team to screen CV’s as per requirement mentioned in “MRF”.

b) First contact to be made by HR through telephonic interview or face to face for HR screening.

c) Screened CV’s are sent to respective HOD’s/reporting managers for functional interviews.

d) Information about the Interview schedules would to be sent to concerned HOD’s/Reporting

Managers.

4) Selection :

The following steps are mandatory for selection process -

1. Functional Round – HR screened resumes to be interviewed functionally by predefined

level of Managers as per selection matrix (Refer Annexure 1 & 2).

1.1 Interview Assessment Form (IAF) - Interviewer (both functional and HR) will be required to

fill IAF for selected candidates in functional rounds & further rounds. IAF would include

comments on positive traits along with improvement areas for the candidate interviewed.

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

selection matrix in case HR round was not possible due to any of the reason. (Refer

Annexure 1 & 2).

3. Candidate Application Form (CAF) - Candidate would be required to fill personal details,

education, and experience details about himself in CAF before final round.

4. Final Round - HR Head, Regional Business Head or Managing Director as applicable as

per selection matrix would (Refer Annexure 1 & 2).

5) Reference Checks :

a) Reference check would be conducted for all the candidates shortlisted across all the bands.

b) Final shortlisted candidate will be required to provide 2 reference check details of the previous

employment (not the current ones) in a predefined format.

c) Reference Check report will be received within 7-10 days.

6) Salary Negotiations :

a) Salary negotiations would be done by HR only based on the current salary drawn.

b) HR would review & verify the documents like salary statement, appointment letter before

finalization of salaries with the candidates.

c) As a good industry practice, salary should not be discussed during functional interviews as

it may lead to over or under commitments by interviewer thus leading to de-motivation of an

employee.

7) Offer :

a) Offer to be rolled out by HR post negotiations, through scanned copy of signed offer

document.

b) Intimation of the offer would be sent to the concerned HOD/Regional Head for his/her

information.

c) Offer letter to have clause “Offer is being given to you subject to satisfactory reference

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check conducted by the company“.

8) Turnaround time (TAT) :

a) Turnaround time (TAT) for vacancy closure would be time taken from the approval of MRF by

the Managing Director for new vacancies or acceptance of MRF for replacements in HR

Department (post discussion with HOD) to release of Offer to candidate.

b) TAT for vacancy closure would be as per the Annexure 3.

ANNEXURE – 1: Selection Matrix for Support & Other Functions

32

Grade Screening Functional Round

HR Round Final Selection

Psychometric Test

Salary Negotiatio

n

Final Offer

M9 & above HR Head

Business

Head HR Head

MD &

HR Head Yes HR HR

M7 & M8 HR Head

M9 and

above HR Head

M9 or

above & HR

Head

Yes HR HR

M3 to M6

Senior HR

Manager or

above

M7 and

above

Senior HR

Manager

or above

M7 or

above &

Senior HR

Manager

No HR HR

Up to M2

Assistant

Manager –

HR or

above

M5 and

above

Assistant

Manager -

HR or

above

M5 or

above & AM

- HR

No HR HR

**If ‘M1, M2, M3 & M4’ Grade candidate has been interviewed by Manager in Regional role not less

than ‘M7’ Band then the HOD interview is optional.

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Grade

Screening Functional

Round

HR Round

Final Selecti

on

Psychometric Test

Sales Aptitude Test

Salary Negotiati

on

Final Offer

M9 & abov

eHR Head

Busines

s Head HR

Head

MD &

HR

Head

Yes Yes HR HR

M7 & M8

HR Head

M9 and

above

HR

Head

M9 or

above &

HR

Head

Yes Yes HR HR

M3 to M6 Senior HR

Manager or

above

M7 and

above

Senior

HR

Manager

or above

M7 or

above &

Senior

HR

Manage

r

No Yes HR HR

M1 & M2

Assistant

Manager –

HR or

above

M5 and

above

Assistan

t

Manager

- HR or

above

M5 or

above &

AM -

HR

No No HR HR

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

any Grade.

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ANNEXURE – 2: Selection Matrix for Sales & Service Functions

**If ‘M1, M2, M3 & M4’ Grade candidate has been interviewed by Manager in Regional role not less

than ‘M7’ Band then the HOD interview is optional.

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

any Grade.

ANNEXURE – 3: Vacancy Closure Turn Around Time

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Grade TAT

M9 & above Up to 60 Days

M6 to M8 Up to 45 Days

M1 to M5 Up to 30 Days

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