recruitment and selection at bbx ndia pvt ltd

7/30/2019 Recruitment and Selection at BBX Ndia Pvt Ltd

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CHAPTER I

INTRODUCTION

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1.1 INTRODUCTION

The human resources are the most important assets of an organization. The success or

failure of an organization is largely dependent on the caliber of the people working

there in. Without positive and creative contributions from people, organizations

cannot progress and prosper. In order to achieve the goals or the activities of an

organization, therefore, they need to recruit people with requisite skills, qualifications

and experience. While doing so, they have to keep the present as well as the future

requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the required number

and kind of human resources are determined, the management has to find the places

where the required human resources are/will be available and also find the means of

attracting them towards the organization before selecting suitable candidates for jobs.

All this process is generally known as recruitment. Some people use the term

Recruitment for employment. These two are not one and the same. Recruitment is

only one of the steps in the entire employment process. Some others use the term

recruitment for selection. These are not the same either.

Technically speaking, the function of recruitment precedes the selection function and

it includes only finding, developing the sources of prospective employees and

attracting them to apply for jobs in an organization, whereas the selection is the

process of finding out the most suitable candidate to the job out of the candidates

attracted (i.e., recruited). Formal definition of recruitment would give clear cut idea

about the function of recruitment.

RECRUITMENT

Recruitment is defined as, a process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for attracting

that manpower in adequate numbers to facilitate effective selection of an efficient

workforce. Edwin B. Flippo defined recruitment as the process of searching for

prospective employees and stimulating them to apply for jobs in the organization.

Recruitment is a linking function-joining together those with jobs to fill and those

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seeking jobs. It is a joining process in that it tries to bring together job seekers and

employer with a view to encourages the former to apply for a job with the latter.

SELECTION

To select mean to choose. Selection is the process of picking individuals who have

relevant qualifications to fill jobs in an organization. The basic purpose is to choose

the individual who can most successfully perform the job from the pool of qualified

candidates.

PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes are to:

Determine the present and future requirements of the organization in conjunction

with its personnel-planning and job-analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of

visibly, under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will

leave the organization only after a short period of time.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Induct outsiders with a new perspective to lead the company.

Develop an organizational culture that attracts competent people to the company.

Search or head hunt/head pouch people whose skills fit the companys values.

Devise methodologies for assessing psychological traits.

Search for talent globally and not just within the company.

Design entry pay that competes on quality but not on quantum.

Anticipate and find people for positions that do not exist yet.

Increase organizational and individual effectiveness in the short term and long

term.

Evaluate the effectiveness of various recruiting techniques and sources for all

types of job applicants.

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1.2 OBJECTIVES

1. To understand the Recruitment and Selection Process at BBX

2. To identify areas where there can be scope for improvement.

3. To Study the Challenges faced by HR in recruitment.

1.3 SCOPE OF STUDY

The topic chosen Recruitment and Selection process was aimed for the

betterment of the organization in terms of quality as well as quantity. The

scope of the study under mentioned points depicts the same

To increase the effectiveness of the recruitment and selection

process.

It would help the organization in meeting its future personnel

needs.

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1.4 COMPANY PROFILE

BBX MANAGES THE BUYING AND SELLING OF GOODS AND

SERVICES ON BEHALF OF ITS MEMBERS IN A CASHLESS

ENVIRONMENT, UTILISING THE BBX GLOBAL CASHLESS PAYMENT

PLATFORM".

Established in April 1993 BBX has the largest Trade Exchange Network in the world.

Currently operational in eight countries with over 15,000 cardholders, BBX continues

its expansion into all the important marketplace of the Asia-Pacific region. BBX

is a credit and debit card system, that enables businesses to access a variety of

goods and services in a less competitive market place offering a range of

financial benefits not usually found in traditional markets or offered by other

card payment systems.

BBX International has established master franchises in India, Costa Rica, Taiwan,

New Zealand, Australia, Singapore, Thailand and Malaysia.

BBX mission is to deliver a GLOBAL CASHLESS PAYMENT PLATFORM that is

fair equitable and highly profitable to all BBX members and at all times be

community and socially responsible.

Using a currency known as BBX trade dollars, BBX allows member businesses to

increase sales, create cost savings and improve the general financial performance of

their business by taking advantage of spare or under-utilized capacities that exist, all

of which improve your bottom line profitability

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Head office and Regional Branch

BBX International Head Office

916 Pacific Highway Gordon Nsw Australia ACN 138 311 547

Phone: 0061 2 9499 1100, 02 9499 1100

Email: [email protected], [email protected]

BBX India

(Regional Office New Delhi)

B-39, Basement, Greater Kailash 1, New Delhi, India

Email: [email protected]

There are 15 other branches in Australia, 3 others in India, 2 in New Zealand, and 1

each in Taiwan, Costa Rica, Malaysia, Singapore and Thailand.

BBX COMPUTERISED TRADING PROGRAM

All businesses naturally seek to maximize their own profits, and fundamental

economic principles dictate that the two basic ways to increase profits are to: (a)

Increase Sales; and (b) Cut Costs. There are various ways by which businesses can

try to achieve these objectives but each method usually has its associated

difficulties. Not so with the Trading System!

A trading network represents a captive market of businesses within which

members can buy and sell goods and services by using a simple means of debitsand credits, instead of having to use cash!

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This cashless process is supplementary to the existing cash business of each

member and means that: (a) Members are able to utilize the capacity of their

business to earn trade dollar credits, by making incremental sales to customers

who they may otherwise not have had access to: (b) Members are able to spendtrade dollars to purchase various goods and services for which they would

otherwise have needed to expend cash.

The net effect of this trading process on any participating business is that cash

income IS NOT REDUCED but cash expenditure IS REDUCED. Consequently,

cash profits ARE INCREASED by virtue of conserving cash! In other words, the

extra sales generated by trading clearly give rise to extra profits, regardless of the

fact that the trading process is different to that of the cash system.

BBXs organized trading program provides an extensive range of benefits to its

members both as buyers and sellers.

THE CONCEPT OF RECIPROCAL TRADE

Direct exchanging of goods and services was once the only way to conduct

business. They called it the TRADING system (BARTER).

The common medium of exchange was invented to simplify business transactions.

They called it the CASH system (MONEY).

However, cash is often an impediment to commerce, especially when businesses

are confronted with cash shortages and / or idle capacity.

In the economic world of today, many progressive businesses have now

discovered the solution to over coming these shortages - SUPPLEMENT the

CASH system with the cashless TRADING system!

The BBX trading program provides businesses with a proven and innovative

means of utilising idle capacity such as excess stock.

Any degree of capacity represents lost potential for a business to finance the

purchase of various goods and services needed to maintain its own operation.

Purchases made by a business through a Computerised Trading Program, are

offset (paid for) by that business making additional sales of its own goods or

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services within the Trading Program itself.

Organised Trading Programs, which operate as Trade Exchanges or as Barter

organisations, have existed in the major countries for many years.

OPERATION OF THE BBX COMPUTERISED TRADING PROGRAM

The age-old form of trading / barter was restricted to one-on-one transactions

between two parties. Such reciprocal dealings have obvious limitations concerning the

matching of each partys needs, values and timing in relation to the goods or services

involved.

The advent of the computer has enabled a third party to enter the trading / barter

process. This approach has eliminated all those problems associated with the old

one-on-one transactions and has made trading as flexible as the cash system.

The third party is the Trade Exchange itself which, like a form of bank, acts as a

central clearing house between member traders.

A medium of exchange has been created for trading purposes only. This

medium uses the currency of Trade Dollars which are simply book-entry debits and

credits (ie. non physical accounting units).

Trading transactions are valued on the basis that one trade dollar is equivalent toone cash dollar. The transactions are conducted in a manner similar to standard credit

card transactions. Each member is issued with a plastic Tradecard. An authorisation is

required for all transaction.

The Exchange operates a computerised Trading Account for each member with

individual Debit and Credit limits set according to the trading capacity of the member.

The processing of each transaction voucher results in the Selling Traders account

being credited with the specific trade dollar value, and Buying Traders account beingdebited by the same trade dollar value. The Exchange provides all members with an

electronic monthly statement of their trade account.

This computerised system of trading using its own currency means that, unlike

traditional methods traders are not restricted to an exchange of goods or services

between two parties. That is, a selling trader does not have to buy from the same

trader whom he sells to, and vice versa, since trade dollar credits are redeemable in

any business within the network of the Exchange.

BBX provides an attractive range of services to its members:

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1. As a Marketer, BBX actively promotes a members goods or services to a

captive market formed by the network of other members businesses. That is, the

Exchange acts as a promoter through its publication of a master directory, new

members, news flashes, newsletters, frequent Trade events (dinners, functions, shows

or auctions) and personal representations, etc.

2. As a Broker, BBX actively seeks trading opportunities for all its members by

sourcing goods or services which members require, internationally.

3. As a Record-Keeper, BBX functions like a computerised bank clearing house,

providing monthly statements of members trading activities.

4. As a Consultant, BBX provides its members with the knowledge, procedures,

tools and contacts necessary to conduct successful trading within the BBX Network.

BRIEF HISTORY OF RECIPROCAL TRADE

The Reciprocal Trade industry began in Switzerland 70 years ago and in the United

States 50 years ago, and today there are in excess of 550 retail trade exchanges. The

development of the Personal Computer has allowed for accurate financial control and

management of trade exchanges.

The barter system was one of the earliest forms of trading. It facilitated exchange of

goods and services, as money was not invented and the history of barter can be traced

back to 6000BC. The Europeans started travelling across the globe and used barter

services to trade their goods like fur and crafts to the East, in exchange of perfumes

and silks. Colonial America adopted the system of barter in exchange of wheat and

deer products across the globe. The history of the barter system can also be linked to

the initial years of Oxford and Harvard Universities, where students used to their fees

as food items, firewood or livestock.

Barter Services became popular during the Great Depression in the 1930s, which

witnessed a scarcity of money. The barter system was utilised as a means of obtaining

food and other services across the globe. At that point in time the trading was done

between people and or through groups, who acted as agents and facilitated third party

bartering.

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These groups were like banks, where people maintained their accounts. In case of sale

of any of the items, the account of the owner would be credited and the account of the

buyer would be debited. In past history the bartering system has also funded World

War 1 and World War 11. Post World War 11 the people of Germany resorted to

bartering, as the German currency had lost its value.

Barter systems have been in use throughout the world for centuries. The invention of

money did not result in the end of the bartering systems and services. Sometimes,

monetary crisis fuelled the barter system, and current recessions have also set the

stage for barter systems.

In todays economic market barter systems are flourishing across the globe and it is

estimated $16 trillion of business is facilitated per annum. (Sourced from various web

sites).

BBX FUNCTIONS

BBX prides itself in its excellence and quality of service to its members. In order to

maintain the expectations of members, BBX will be required to:

Process and store received transaction.

Conduct the management of the Exchange at all times in a professional and

ethical manner, to maintain records and bookkeeping at a high standard.

Set and review approved credit limits in accordance with the rules of the trading

program. Deliver in a professional manner BBX statements to all active

members of the trade exchange.

Organize the delivery of new member fliers, newsletters, directories, updates,

functions, trade expos, trade nights, auctions, seminars, and other material

that may arise for the benefit of the trade exchange and members, from time to

time.

Source new members and expand areas of trade and process applications

according to applicants, viability and the rules of the trading program.

Administer the rules of the trading program.

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Administer the debt reserve fund.

Levy and collect fees of the Trading Program.

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CHAPTER II

REVIEW OF

LITERATURE

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INTRODUCTION TO RECRUITMENT AND SELECTION:

Recruitmentis the process by which organizations locate and attract individuals

to fill job vacancies. Most organizations have a continuing need to recruit new

employees to replace those who leave or are promoted in order to acquire new skills

and promote organizational growth.

Recruitment is defined as, a process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for attracting

that manpower in adequate numbers to facilitate effective selection of an efficient

workforce.

Recruitment is a linking function, joining together those with jobs to fill and those

seeking jobs. It is a joining process in that it tries to bring together job seekers and

employer with a view to encourage the former to apply for a job with the latter. In

order to attract people for the jobs, the organization must communicate the position in

such a way that job seekers respond.

To be cost effective, the recruitment process should attract qualified applicants and

provide enough information for unqualified persons to self-select themselves out.

Thus, the recruitment process begins when new recruits are sought and ends when

their applications are submitted. The result is a pool of applicants from which new

employees are selected.

Recruitment refers to the process of attracting, screening, and selecting a qualified

person for ajob. At the strategic level it may involve the development of an employer

brand which includes an 'employee offering'.

The stages of the recruitment process include: job analysis and developing a person

specification; the sourcing of candidates by networking, advertising, or other search

methods; matching candidates to job requirements and screening individuals using

testing (skills or personality assessment); assessment of candidates' motivations and

their fit with organizational requirements by interviewing and other assessmenttechniques. The recruitment process also includes the making and finalizing of job

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offers and the induction and onboardingof new employees.

Managers, human resource generalists and / or recruitment specialists may undertake

depending on the size and culture of the organization recruitment in-house . Alternatively

parts of all of the process might be undertaken by either public sector employmentagencies, or commercial recruitment agencies, or specialist search consultancies.

Recruitment process

Job analysis

The starting point to a recruitment effort is to perform a job analysisand/or in somecases a task analysis, to document the actual or intended requirements of the job.

From these the relevant information is captured in such documents asjob descriptions

and job specifications. Often a company will already have job descriptions that

represent a historical collection of tasks performed. Where already drawn up, these

documents need to be reviewed or updated to reflect present day requirements. Prior

to initiating the recruitment stages a person specification should be finalised to

provide the recruiters commissioned with the requirements and objectives of the

project.

Sourcing

Sourcing is the use of one or more strategies to attract or identify candidates to fill job

vacancies. It may involve internal and/or external advertising, using appropriate

media, such as local or national newspapers, specialist recruitment media,

professional publications, window advertisements, job centres, or in a variety of ways

via the internet. Alternatively, employers may use recruitment consultancies to find

otherwise scarce candidates who may be content in their current positions and are not

actively looking to move companies may be proactively identified. This initial

research for so-called passive candidates, also called name generation, results in a

contact information of potential candidates who can then be contacted discreetly to be

screened and approached.

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Screening and selection

Suitability for a job is typically assessed by looking for relevant skills, knowledge,

aptitude, qualifications and educational or job related experience. These can be

determined via: screeningrsums (also known as CVs);job applications; interviews.

More proactive idenification methods includepsychological, aptitude,numeracy and

literacy testing. the testimony of references, Many recruiters and agencies use

applicant tracking systems to perform the filtering process, along with software tools

forpsychometric testing. In many countries, employers are legally mandated to ensure

their screening and selection processes meet equal opportunityand ethical standards.

In addition to the above selection assessment criteria, employers are likely to

recognise the value of candidates who also have the so-called 'soft skills', such as

interpersonal or team leadership and have the ability to reinforce the company brand

through their behaviour in front of customers and suppliers. Multinational

organisations and those that recruit from a range of nationalities are also concerned

candidates will fit into the prevailing company 'culture'.

Lateral hiring

"Lateral hiring" refers to a form of recruiting; the term is used with two different,

almost opposite meanings. In one meaning, the hiring organization targets employees

of another, similar organization, possibly luring them with a better salary and the

promise of better career opportunities. An example is the recruiting of a partner of a

law firm by another law firm.

The new lateral hire then has specific applicable expertise and can make a running

start in the new job. In some professional branches such lateral hiring was

traditionally frowned upon, but the practice has become increasingly more common.An employee's contract may have a non-compete clause preventing such lateral

hiring.

In another meaning, a lateral hire is a newly hired employee who has no prior specific

applicable expertise for the new job, and for whom this job move is a radical change

of career. An example is the recruiting of a university professorto becomechairman

of theboard of a company.

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Onboarding

"Onboarding" is a term which describes the process of helping new employees

become productive members of an organization. A well-planned introduction helps

new employees become fully operational quickly and is often integrated with a new

company and environment. Onboarding is included in the recruitment process for

retention purposes. Many companies have onboarding campaigns in hopes to retain

top talent that is new to the company; campaigns may last anywhere from 1 week to 6

months.

Recruitment approaches

There are a variety of recruitment approaches and most organisations will utilise a

combination of two or more of these as part of a recruitment exercise or to deliver

their overall recruitment strategy. In summary five basic models more commonly

found are:-

An in-house personnel or human resources function may in some case still

conduct all stages of the recruitment process. In the smallest organisations

recruitment may be left to individual managers. More frequently whilst

managing the overall recruitment exercise and the decision-making at the

final stages of the selection process external service providers may

undertake the more specialised aspects of the recruitment process.

Outsourcing of recruitment to an external provider may be the solution for

some small businesses and at the other extreme very large organisations

Employment agencies are established as both publicly-funded services and

as commercial private sector operations. Services may support permanent,

temporary, or casual worker recruitment. They may be generic agencies

that deal with providing unskilled workers through to highly-skilled

managerial or technical staff or so-called niche agencies that specialize in

a particular industrial sector or professional group.

Executive search firms for executive and professional positions. These

firms operate across a range of models such as contingency or retained

approaches and also hybrid models where advertising is also used to

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ensure a flow of candidates alongside relying on networking as their main

source of candidates.

Internet recruitment services including recruitment websites and job search

engines used to gather as many candidates as possible by advertising aposition over a wide geographic area. In addition social network sourced

recruitment has emerged as a major method of sourcing candidates.

In-house recruitment

Many employers undertake at least some if not most of their own in-house

recruitment, using theirhuman resources department, front-line hiring managers and

recruitment personnel who handle targeted functions and populations. In addition to

coordinating with the agencies mentioned above, in-house recruiters may advertise

job vacancies on their own websites, coordinate internal employee referrals, work

with external associations, trade groups and/or focus on campus graduate recruitment.

Some large employers choose to outsource all or some of their recruitment process

(recruitment process outsourcing) however a much more common approach is for

employers to introduce referral schemes where employees are encouraged to source

new staff from within their own network.

Internal recruiters

An internal recruiter (alternatively in-house recruiter or corporate recruiter) is member

of a company or organization and typically works in the human resources (HR)

department. Internal recruiters may be multi-functional, serving in an HR generalist

role or in a specific role focusing all their time on recruiting. Activities vary from firm

to firm but may include, screening CVs or rsums, conducting aptitude or

psychological testing, interviewing, undertaking reference and background checks,

hiring; administering contracts, advising cansidates on benefits, onboarding new

recruits and conducting exit interviews with employees leaving the organisation. They

can be permanent employees or hired as contractors for this purpose. Contract

recruiters tend to move around between multiple companies, working at each one for

a short stint as needed for specific hiring purposes. The responsibility is to filter

candidates as per the requirements of each client.

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Employee referral

An employee referral program is a system where existing employees recommend

prospective candidates for the job offered, and if the suggested candidate is hired, the

employee who referred receives a cash bonus.

In some cases the organization provides the employee referral bonus only if the

referred employee stays with the organization for stipulated time duration (most cases

3 - 6 months). Referral bonus depends on the grade of the referred employee, higher

the grade higher the bonus however the method is not used for senior level hiring.

Outsourcing

An external recruitment provider may suit small organizations without the facilities to

recruit. In typically the largest organizations a formal contract for services has been

negotiated with a specialist recruitment consultancy. These are known in the industry

as Recruitment Process Outsourcing.

Employment agencies

Employment agencies operate in both the public and private sectors. Publicly-funded

services have a long history, often having been introduced to mitigate the impact on

unemployment of economic downturns, such as those which form part of the New

Deal program in the US, and the Job Centre Plus service in the UK.

The commercial recruitment industry is based on the goal of providing a candidate to

a client for a price. At one end of the spectrum there are agencies that are paid only if

they deliver a candidate that successfully stays with the client beyond the agreed

probationary period. On the other end of the spectrum there are agencies that are paid

a retainer to focus on a client's needs and achieve milestones in the search for the right

candidate, and then again are paid a percentage of the candidate's salary when a

candidate is placed and stays with the organization beyond the probationary period.

The agency recruitment industry is highly competitive, therefore agencies have sought

out ways to differentiate themselves and add value by focusing on some area of the

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recruitment life cycle. Though most agencies provide a broader range of service

offering, at the extremes are the two extremes are the traditional providers and the

niche operators.

Traditional agency

Also known as employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an

assessment before being taken onto the agencys books. Recruitment consultants then

work to match their pool of candidates to their clients' open positions. Suitable

candidates are short-listed and put forward for an interview with potential employers

on a contract or direct basis.

Niche recruiters

'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of

their focus, these firms can very often produce superior results due to their ability to

channel all of their resources into networking for a very specific skill set. This

specialization in staffing allows them to offer more jobs for their specific

demographic which in turn attracts more specialized candidates from that specific

demographic over time building large proprietary databases. These niche firms tend to

be more focused on building ongoing relationships with their candidates as is very

common the same candidates are placed many times throughout their careers. Online

resources have developed to help find niche recruiters. Niche firms also develop

knowledge on specific employment trends within their industry of focus (e.g. the

energy industry) and are able to identify demographic shifts such as aging and itsimpact on the industry.

Financial arrangements operated by agencies take several forms, the most popular are:

A contingency fee paid by the company when an agency introduced candidate

accepts a job with the client company. Typical fees range from 15% to 25%

based on the candidates first-year base salary (fees as low as 12.5% can be

found online). This type of recruitment usually has a rebate guarantee should

the candidate fail to perform or leave within a set period of time (often up to a

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3 month period and as much as a 100% rebate).

An advance payment that serves as a retainer, also paid by the company, non-

refundable paid in full depending on outcome and success (e.g. 40% up front,

30% in 90 days and the remainder once a search is completed). This form ofcompensation is generally reserved for high level executive

search/headhunters

Hourly charge for temporary workers and projects. A pre-negotiated hourly fee, in

which the agency is paid and pays the applicant as a consultant for services as

a third party. Many contracts allow a consultant to transition to a full-time

status upon completion of a certain number of hours with or without a

conversion fee.

Executive search firms ("Headhunters")

An executive search firm or "headhunter" are industry terms for a third-party

recruiters who seeks out candidates often when normal recruitment efforts have failed.

Headhunters are generally considered more aggressive than in-house recruiters or may

have pre-existing industry experience and contacts. They may use advanced sales

techniques. They may also purchase expensive lists of names and job titles but moreoften will generate their own lists. They may arrange a meeting or a formal interview

between their client and the candidate and will usually prepare the candidate for the

interview, help negotiate the salary and conduct closure to the search. They are

frequently members in good standing of industry trade groups and associations.

Headhunters will often attend trade shows and other meetings nationally or even

internationally that may be attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate

placements (sometimes more than 30% of the candidates annual compensation). Due

to their higher costs, headhunters are usually employed to fill senior management and

executive level roles. Headhunters are also used to recruit very specialized

individuals; for example, in some fields, such as emerging scientific research areas,

there may only be a handful of top-level professionals who are active in the field. In

this case, since there are so few qualified candidates, it makes more sense to directly

recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will attract

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both candidates and actively seek them out as well. To do so, they may network,

cultivate relationships with various companies, maintain large databases, purchase

company directories or candidate lists and cold callprospective recruits.

Headhunters are increasingly using social media to find and research candidates. This

approach is often called social recruiting.

Executive research firms and passive candidate sourcing firms

These firms are the new hybrid operators in the recruitment world able to combine the

research aspects (discovering passive candidates) of recruiting and combine them with

the ability to make hires for their clients. These firms provide competitive passive

candidate intelligence to support companies' recruiting efforts.

Normally they will generate varying degrees of candidate information from those

people currently engaged in the position a company is looking to fill. These firms

usually charge a daily rate or fixed fee. Executive research can help companies

uncover names that cannot be found through traditional recruitment methods and will

allow human resource managers and internal recruiters more time to deal with face to

face interviews.

Internet recruitment services

1. Recruitment websites

Such sites have two main features: job boards and a rsum/curriculum vitae (CV)

database. Job boards allow member companies to post job vacancies. Alternatively,candidates can upload a rsum to be included in searches by member companies.

Fees are charged for job postings and access to search resumes. Since the late 1990s,

the recruitment website has evolved to encompass end-to-end recruitment. Websites

capture candidate details and then pool them in client accessed candidate management

interfaces (also online).

Key players in this sector provide e-recruitment software and services to

organizations of all sizes and within numerous industry sectors, who want to e-enable

entirely or partly their recruitment process in order to improve business performance.

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The online software provided by those who specialize in online recruitment helps

organizations attract, test, recruit, employ and retain quality staff with a minimal

amount of administration. Online recruitment websites can be very helpful to find

candidates that are very actively looking for work and post their resumes online, but

they will not attract the "passive" candidates who might respond favorably to an

opportunity that is presented to them through other means.

Also, some candidates who are actively looking to change jobs are hesitant to put

their resumes on the job boards, for fear that their companies, co-workers, customers

or others might see their resumes.

2. Job search engines

The emergence of meta-search engines allows job-seekers to search across multiple

websites. Some of these new search engines index and list the advertisements of

traditional job boards. These sites tend to aim for providing a "one-stop shop" for job-

seekers. However, there are many other job search engines which index solely from

employers' websites, choosing to bypass traditional job boards entirely. These vertical

search engines allow job-seekers to find new positions that may not be advertised on

traditional job boards, and online recruitment websites.

Social recruiting

Social recruiting is the use of social media for recruiting including sites like

Facebook, Twitter, and LinkedIn.

SOURCES OF RECRUITMENT:

The following are the most commonly used methods of recruiting people.

INTERNAL METHODS:

This refers to the filling of job vacancies from within the business - where existing

employees are selected rather than employing someone from outside.

A business might decide that it already has the right people with the right skills todo

the job, particularly if its training and development programme has been effective.

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Promotions and Transfers

This is a method of filling vacancies from within through transfers and promotions. A

transfer is a lateral movement within the same grade, from one job to another. It may

lead to changes in duties and responsibilities, working conditions, etc., but not

necessarily salary. Promotion involves movement of employee from a lower level

position to a higher-level position accompanied by changes in duties, responsibilities,

status and value.

Job Posting

Job posting is another way of hiring people from within. In this method, theorganization publicizes job opening on bulletin boards, electronic method andsimilar

outlets. One of the important advantages of this method is that it offers a chance to

highly qualified applicants working within the company to look for growth

opportunities within the company.

Employee Referrals

Employee referral means using personal contacts to locate job opportunities. It is a

recommendation from a current employee regarding a job applicant.

Employees working in the organization are encouraged to recommend the names of

their friends, working in other organizations for a possible vacancy in the near future.

In fact, this has become a popular way of recruiting people in the highly competitive

industry nowadays. Companies offer rich rewards also to employees whose

recommendations are accepted.

EXTERNAL METHODS:

This refers to the filling of job vacancies from outside the business. Most businesses

engage in external recruitment fairly frequently, particularly those that are growing

strongly, orthat operates in industries with high staff turnover

Campus Recruitment

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It is a method of recruiting by visiting and participating in collegecampuses and their

placement centers. Here the recruiters visit reputed educational institutions with a

view to pick up job aspirants having requisite technical or professional skills. Job

seekers are provided information about thejobs and the recruiters. A preliminary

screening is done within the campus andthe short listed students are then subjected to

the remainder of theselection process. If campus recruitment is used, steps should be

taken by human resource department to ensure that recruiters are knowledgeable

concerning the jobs that are to be filled in the organizations and employ effective

interviewing skills.

Advertisements

These include advertisements in newspapers; trade, professional and technical

journals; radio and television; etc. The ads generally give a brief outline of the job

responsibilities, compensation package, prospects in organizations,etc. This method

is appropriate when (a) the organization intends to reach alarge target group and (b)

the organizations want a fairly good number of talented people who are

geographically spread out.

Employment Agencies

These businesses specialize in recruitment and selection. They often specialize in

recruitment for specific sectors (e.g., finance, travel, secretarial). They usuallyprovide

a shortlist of candidates based on the people registered with the agency. They also

supply temporary or interim employees.

Recruitment Consultancies

Companies give their manpower requirements to Placement & Recruitment

Consultants who undertake the job of identifying suitable candidates for the

Company.

Unsolicited Applicants / Walk-ins

Companies generally receive unsolicited applications from job seekers at various

points of time; the number of such applications depends on economicconditions, the

image of the company and the job seekers perception ofthe types of jobs that might

be available etc. Such applications aregenerally kept in a data bank and whenever a

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suitable vacancy arises, thecompany would intimate the candidates to apply through a

formal channel.

Selectionrefers to the task of choosing or picking the suitable candidates by first

asking for and gaining access to useful information about the candidate.Through the

process of recruitment the company tries to locate prospective employees and

encourages them to apply for vacancies at various levels.Recruiting, thus, provides a

pool of applicants for selection.

Selection is the process of picking individuals who have relevant qualifications to fill

jobs in an organization. The basic purpose is to choose the individual who can most

successfully perform the job from the pool of qualified candidates. The purpose of

selection is to pick up the most suitable candidate who would meet the requirements

of the job in an organization best, to find out which job applicant will be successful, if

hired. To meet this goal, the company obtains and assesses information about the

applicants in terms of age, qualifications, skills, experience, etc. the needs of the job

are matched with the profile of candidates. The most suitable person is then picked up

after eliminating the unsuitable applicants through successive stages of selection

process. How well an employee is matched to a job is very important because it is

directly affects the amount and quality of employees work. Any mismatched in this

regard can cost an organization a great deal of money, time and trouble, especially, in

terms of training and operating costs. In course of time, the employee may find the

job distasteful and leave in frustration. He may even circulate hot news and juicy

bits of negative information about the company, causing incalculable harm to the

company in the long run.

NEED FOR RECRUITMENT AND SELECTION:

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

Vacancies due to promotions, transfer, retirement, termination, permanent

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disability, death and labor turnover

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 OF RECRUITMENT AND SELECTION:

The general purpose of recruitment is to provide a pool of potentially qualified job candidates.

Specifically, the purposes are to:

Determine the present and future requirements of the organization on

conjunction with its personnel-planning and job analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number

of visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected,

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

Meet the organizations legal and social obligations regarding the composition

of its work force.

Begin identifying and preparing potential job applicants who will be

appropriate candidates.

Increase organizational and individual effectiveness in the short term and long

term.

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Evaluate the effectiveness of various recruiting techniques and sources for all

types of job applicants.

STEPS IN RECRUITMENT & SELECTION PROCESS

STEP 1: MANPOWER PLANNING

Manpower planning is done to identify the vacancies arising out of business needs.

Each department undertakes manpower planning every year.

Manpower planning may be necessitated due to separation in the form of resignation,

termination, transfers etc., expansion / reorganization, time bound jobs of temporary

nature / leave vacancies, retirements (premature or on attaining the 58 years of age).

Annual manpower budget, including current staff strength, is prepared by the

Business Head and approved by the Budget Committee comprising of Business Heads

/ Corporate Heads / JMD and the Chairman.

STEP 2: IDENTIFICATION OF A VACANCY

The department head identifies the need for hiring based on Manpower Hiring

Plan (Manpower Budget). The vacancies can be arising due to resignations,

terminations and retirement of employees.

STEP 3: REVIEW THE NEED FOR THE POSITION OR VACANCY

The department head review the requirement for the position and the need to fill the

vacancy. He checks whether the requirement is as per Manpower Hiring Plan

(Manpower Budget).

Then, Head of the Department raise Manpower Requisition Form in a standardized

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format and forward the copy of MRF to the CEO for approval. The Department Head

along with HR Manager check whether the hiring requirement is for an existing role

or a new role. If the requirement is for existing role then the Department Head

forward the MRF to the HR Department.

If the requirement is for a new role, then the Department Head create Job Description

for the role in a standard format and forward it with the MRF to the HR Department

to start the recruitment process.

STEP 4: SOURCING OF SUITABLE CANDIDATES

The HR Executive considers and assesses the best way of attracting a pool of suitably

qualified candidates, who will meet the needs of the business. Depending on the

nature of the position/grade, volumes of recruitment and any other relevant factors,

the Regional HR would use any one or multiple sources such as:

Existing database Employee referral as per any company scheme that may be

approved from time to time

Advertisement in the internet/newspapers/magazines/companys sites/job sites or any

other media

Placement Agencies / Consultants

Direct recruitment from campuses/academic institutes;

A list of resourceful / quality consultants with agreed rate of commission is prepared

by the HR Executive based on specialization in the manufacturing Industry, past

history, market reputation and ability to deliver.

STEP 5: COLLECT THE RESUMES

The HR Executive forwards the JDs to the placement consultants and collects the

resumes or profiles from all the consultants.

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STEP 6: SCREENING OF RESUMES

The HR Executive screens the resumes as per JDs and MRF and shortlist profile fit.

He verifies whether the candidate has appeared for an interview with the company

previously from the application database. If the candidate has appeared for an

interview previously, then review the feedback from the Interview

Assessment Form (IAF) and other documents filled.

STEP 7: SHORTLISTING OF CANDIDATES

The HR Executive forward all the HR-Short listed resumes to concerned HOD withresume snapshot attached in mail with a copy to VP function, Head HR and

Manager HR. The Concerned HOD shortlists the candidates to be called for an

interview as per requirement for the Job and forwards the list to HR Department.

The HR Executive prepares the Interview Calendar and forwards it to the

Concerned HOD and HR Manager with copy to HR Head and VP function.

STEP 8: SCHEDULE INTERVIEWS

The HR Executive obtains a tentative schedule from Concerned HOD and Head HR

for interviewing the candidates. He asks the consultants to line up the short listed

candidates on scheduled interview date. Regular follow up is to be done with

candidates by the HR Executive to ensure 100% participation.

STEP 9: CONDUCT INTERVIEWS

The HR Executive in consultation with the concerned department will set up an

interview panel consisting of HR Head / Manager and Department Head /

Manager. On the date of Interview, the HR Executive circulates the information about

the candidate. The HR Executive forwards the

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Interview Assessment Sheet to the Interview Panel. The interview panel assesses the

candidate based on the factors mentioned below, in a prescribed format and gives its

recommendations for approval.

Attitude

Knowledge

Communication

Experience

Team spirit

Loyalty expectation

Initiative

The HR Executive coordinates the interview process. The HR Executive collects all

filled TRFs with Original bills (Tickets) from the candidates and gets those forms

approved by HR Head and forward the approved TR list along with the filled Travel

Reimbursement Forms and original bills to the Finance and Accounts for processing.

If the candidate is rejected, the HR Executive communicates the same to the candidate

and files the Interview Assessment Sheet, application blank along with resume of

candidate in the Application Database.

STEP 10: MAKE OFFER OF EMPLOYMENT

The Concerned HOD and Head HR make verbal offer to the shortlisted candidate and

discuss other terms and conditions of employment. If the candidate accepts the offer

then conduct reference check for the prospective employee (Via telephone, Mail).

STEP 11: RENEGOTIATE OFFER

If the shortlisted candidate rejects the offer due to salary reasons, the HR Head

renegotiate salary with the candidate, if suitable, along with other terms andconditions.

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STEP 12: REFERENCE CHECK

Reference checks of the final short listed candidate are conducted by Head-HR.

The candidate is asked to mention in his application blank, the names and addresses

of two or more persons who know him well. These may be his previous employers,

heads of education institutions or public figures. These people are requested to

provide their frank opinion about the candidate without incurring any liability. The

opinion of referees can be useful in judging the future behavior and performance of

candidate. If the result of reference check is positive then continue with the induction

process. If the result of reference check is negative, then withdraw the offer and send

rejection letter to the candidate.

STEP 13: LETTER OF INTENT

The selected candidate will be given an intent letter with prescribed details as given

below:

Functional Band Position for which selected.

Place of initial Posting

Expected Date of Joining.

Advise for medical examination.

Acceptance by the selected candidate

STEP 14: MEDICAL CHECK UP

The selected candidate is sent for a medical check up at reputed hospitals before final

selection / issuance of letter of intent or after final selection / issuance of letter of

intent. In case the candidate is declared unfit for employment the offer /intent letter

will stand cancelled.

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STEP 15: ON BOARDING & INDUCTION

On the date of joining the employee is issued an appointment letter by the HR

Head. The appointment letter include all the terms and conditions governing

employment including Designation, Department, Salary & Scale of Pay, Date

of appointment, Probation, Medical Fitness, Retirement, Termination of Services,

Secrecy, Transfer etc.

All new joiners undergo an induction program as per requirement soon after joining

the organization. Induction program is done by HR Department in consultation and

involvement of concerned department / other departments.

RECRUITMENT VS SELECTION

Both recruitment and selection are the two phases of the employment process. The

differences between them are:

1. The recruitment is the process of searching the candidates for employment and

stimulating them to apply for jobs in the organization WHEREAS selection involves

the series of steps by which the candidates are screened for choosing the most suitable

persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to

enable the selection of best candidates for the organization, by attracting more and

more employees to apply in the organization WHEREAS the basic purpose of

selection process is to choose the right candidate to fill the various positions in the

organization.

3. Recruitment is a positive process i.e. encouraging more and more employees to

apply WHEREAS selection is a negative process as it involves rejection of the

unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources

WHEREAS selection is concerned with selecting the most suitable candidate

through various interviews and tests.

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5. There is no contract of recruitment established in recruitment WHEREAS

selection results in a contract of service between the employer and the selected

employee.

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CHAPTER III

RESEARCH

METHEDOLOGY

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RESEARCH METHODOLOGY

A Research Methodology defines the purpose of the research, how it proceeds, how to

measure progress and what constitute success with respect to the objectives

determined for carrying out the research study.

Research Design

The appropriate research design formulated is detailed below.

Exploratory research: this kind of research has the primary objective of

development of insights into the problem. It studies the main area where the

problem lies and also tries to evaluate some appropriate courses of action.

The research methodology for the present study has been adopted to reflect

these realties and help reach the logical conclusion in an objective and

scientific manner.

As my study is based on analysis of primary and secondary data and past

performance, so my study is analytical and descriptive.

Survey Universe

Survey universe of my study is BBX India LTD.

Survey Population

Survey population of my study includes employees of BBX LTD.

Sample Size

Sample size is of 30 employees.

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Sampling Technique

Sampling technique adopted for this research is randomly.

Source of Data

Secondary Information Secondary data has been used which is collected through

articles, reports, journals, magazines, newspapers and Internet.

Primary Information Primary information is collected on the basis of questioners

and interview of the employees.

Research Instrument

Research Instruments used in the survey are questionnaire and personal interview.

Research Analysis Technique

Research Analysis Technique used is percentage.

Data Representation Technique

Pie Charts and bar graphs are used to represent the data.

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CHAPTER IV

DATAREDUCTION,

PRESENTATIONAND

ANALYSIS

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Q1 Are you aware of the recruitment and selection procedure followed at BBX India?

Answer 1.

PROCEDURE FOLLOWEDOPTIONS NUMBER PERCENTAGE

YES 30 100%

NO 0 0%

100% Respondents believe that BBX India follows some procedure for recruitment

and selection.

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Q2. Are you satisfied with the recruitment process of the company?

Answer 2.

EMPLOYEE SATISFACTIONOPTION NUMBER PERCENTAGE

VERY SATISFIED 6 20%

SATISFIED 15 50%

NEUTRAL 3 10%

NOT SATISFIED 6 20%

50% of the respondents are satisfied with the resuitment and selection procedure.

20% are very satisfied and 20% are not satisfied.

10% respondents are neutral about the procedure.

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Q3. How many steps does the company follow for recruitment and selection?

Answer 3.

NUMBER OF STEPS

OPTION NUMBER PERCENTAGE

1-3 8 27%

3-5 16 53%

MORE THAN 5 6 20%

53% respondants said that 3-5 number of steps are followed in the selection process.

27% believe that 1-3 steps are followed and 20% believe that more than 5 steps are

followed while selecting an employee.

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Q4. At what interval selection process take place at BBX?

Answer 4.


FREQUENTLY 5 17%

SOMETIMES 18 60%

LESS OFTEN 7 23%

60% of the respondants believe that selection takes place only sometimes in the

organization.

23% think selection is carried out less often and 17% think it is frequent.

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Q5. Does management play an effective role in the recruitment and selection process?

Answer 5.

MANAGEMENT ROLEDEGREE OF

EFFECTIVENESS

NUMBER PERCENTAGE

EFFECTIVE 24 80%

LESS EFFECTIVE 6 20%

Majority i.e. 80% respondents believe that management has effective role to play in

recruitment and selection whereas 20% believe that management role is less effective.

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Q6. What sources are preferred for recruitment and selection?

Answer 6.

SOURCES OF RECRUITMENT

SOURCE NUMBER PERCENTAGE

EXTERNAL 14 47%

INTERNAL 7 23%

BOTH 8 27%

47% of the respondents believe that external sources of recruitment are preferred.

23% believe that internal source is the preferred source for recruitment.

27% believe that both internal and external sources are equally preferred.

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Q7. Which method is mostly preferred from the following for recruitment and

selection?

Answer 7.

METHOD OF RECRUITMENT

METHOD NUMBER PERCENTAGE

DIRECT 12 40%

INDIRECT 8 27%

THIRD PARTY 10 33%

40% respondents believe that direct methods of recruitment are preferred.

27% believe that indirect methods are preferred for recruitment.

33% believe that third party recruitment is used.

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Q8. Which of the following external sources are used for the recruitment of the

employees? (Can choose more than 1)

Answer 8.

SOURCES NUMBER

ADVERTISEMENTS 25

DIRECT APPLICANTS 22

PLACEMENT

AGENCIES

9

INTERNET 5

ANY OTHER 10

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Q9. Are the references provided by the candidates verified?

Answer 9.

REFERENCE CHECKOPTION NUMBER PERCENTAGE

YES 22 73%

NO 8 27%

73% think that refrences provided are verified whereas 27% believe refrences are not

checked.

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Q10. Is medical checkup conducted?

Answer 10.

MEDICAL CHECKUPOPTION NUMBER PERCENTAGE

YES 0 0%

NO 7 23%

MEDICAL

CERTIFICATE

23 77%

77% respondants said that company accepted medical certificates.

23% said no medical examination is taken at the time of selection.

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Q11. Is there any provision for evaluation and control of recruitment and selection

process?

Answer 11.

EVALUATION AND CONTROL


YES 12 40%

NO 5 17%

DONT KNOW 13 43%

40% of the respondents think that evaluation and control of the recruitment and

selection processes is done.

17% think no such measures are taken.

Whereas 43% respondents were unaware about such measures.

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CHAPTER V

DATA

INTERPRETATION

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FINDINGS

1. 100% Respondents believe that BBX India follows some procedure for

recruitment and selection.2. 50% of the respondents are satisfied with the resuitment and selection

procedure. 20% are very satisfied and 20% are not satisfied. 10% respondents

are neutral about the procedure.

3. 53% respondants said that 3-5 number of steps are followed in the selection

process. 27% believe that 1-3 steps are followed and 20% believe that more

than 5 steps are followed while selecting an employee.

4. 60% of the respondants believe that selection takes place only sometimes in

the organization. 23% think selection is carried out less often and 17% think it

is frequent.

5. Majority i.e. 80% respondents believe that management has effective role to

play in recruitment and selection whereas 20% believe that management role

is less effective.

6. 47% of the respondents believe that external sources of recruitment are

preferred. 23% believe that internal source is the preferred source for

recruitment. 27% believe that both internal and external sources are equally

preferred.

7. 40% respondents believe that direct methods of recruitment are preferred. 27%

believe that indirect methods are preferred for recruitment. 33% believe that

third party recruitment is used.

8. A large number of respondents believe that advertisements and direct

applicants are the major source of external recruitment.

9. 73% think that refrences provided are verified whereas 27% believe refrences

are not checked.

10. 77% respondants said that company accepted medical certificates. 23% said

no medical examination is taken at the time of selection.

11. 40% of the respondents think that evaluation and control of the recruitment

and selection processes is done. 17% think no such measures are taken.

Whereas 43% respondents were unaware about such measures.

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CHAPTER VI

CONCLUSION

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CONCLUSION

Conclusion:

The company doesnt follow a standard policy to recruit employees but varies with

the job.

The employees of the company are less involved in the recruitment and selection

process.

The existing recruitment policy is adequate to some extent to recruit various types of

personnel but modern methods of recruitment and selection should be adopted to be

more effective.

It should also provide proper information so that unqualified applicants can opt out of

the job candidacy; i.e. a good recruiting program should attract the qualified and not

unqualified candidates.

Improved recruitment effort can attract a large number of qualified applicants who

will take the job if it is offered.

The present recruitment policy is flexible but it needs more changes from time to time

to suit the requirements of the management.

In the company, both internal & external sources of recruitment are used.

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BIBLIOGRAPHY

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BIBLIOGRAPHY

WEBSITES

WWW.EBBX.COM

WWW.WIKIPEDIA.ORG

WWW.MANGEMENTSTUDYGUIDE.COM

BOOKS

HUMAN RESOURCE MANAGEMENT BY V.S.P. RAO.

HUMAN RESOURCE MANAGEMENT BY L. M. PRASAD.

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ANNEXURE

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Questionnaire

Q1 Are you aware of the recruitment and selection procedure followed at BBX India?

YES

NO

Q2. Are you satisfied with the recruitment process of the company?

VERY SATISFIED

SATISFIED

NEUTRAL

NOT SATISFIED

Q3. How many steps does the company follow for recruitment and selection?

1-3

3-5

MORE THAN 5

Q4. At what interval selection process take place at BBX?

FREQUENTLY

SOMETIMES

LESS OFTEN

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Q5. Does management play an effective role in the recruitment and selection process?

EFFECTIVE

LESS EFFECTIVE

Q6. What sources are preferred for recruitment and selection?

External sources

Internal sources

Both

Q7. Which method is mostly preferred from the following for recruitment and

selection?

Direct Method

Indirect Method

Third Party

Q8. Which of the following external sources are used for the recruitment of the

employees? (Can choose more than 1)

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Direct Applicants

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Placement Agencies

Internet

Any other

Q9. Are the references provided by the candidates verified?

YES

NO

Q10. Is medical checkup conducted?

YES

NO

MEDICAL CERTIFICATES ACCEPTED

Q11. Is there any provision for evaluation and control of recruitment and selection

process?

YES

NO

DONT KNOW

Q12 Suggestions for improving Recruitment and Selection process?

recruitment and selection at bbx ndia pvt ltd

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