recruitment and seletion process of infosys
TRANSCRIPT
OBJECTIVE OF THE PROJECT
1. Understand the concepts of Recruitment and Selection
2. Know the various internal and external Sources of Recruitment
3. Know Merits and Demerits of External Sources
4. Understand Evaluation of alternative sources
5. Meaning of Slection
6. Overview of Selectuion processes
7. Know the purpose of Selection
8. Understand Criteria of Selection
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RECRUITMENT AND SELECTION
CHAPTER 1; RECRUITMENT
1.1 MEANING OF RECRUITMENT
Recruitment means search of the prospective employee to suit the job requirements as
represented by job specification a technique of job analysis. It is the first stage in selection
which makes the vacancies known to a large number of people and the opportunities that the
organization offers. In response to this knowledge, potential applicants would write to the
organization. The process of attracting people to apply in called recruitment.
Dale S. Beach has defined ―Recruitment as the development and maintenance of adequate
manpower resources. It involves thecreation of a pool of available labour upon whom the
organization can depend when it needs additional employees.
According to Edwin B. Flippo : ―Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organization.
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1.2 RECRUITMENT NEEDS ARE OF THREE TYPES
PLANNED
i.e. the needs arising from changes in organization and retirement policy.
ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can
predict by studying trends in internal and external environment.
UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.
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1.3 NEED FOR RECRUTIMENT:
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.
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1.4 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.
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1.5 Sources of Recruitment:
The various sources of recruitment are generally classified as internal source and external
source.
(a) Internal Sources: This refers to the recruitment from within the company. The various
internal sources are promotion, transfer, past employees and internal advertisements.
(b) External Sources: External sources refer to the practice of getting suitable persons from
outside. The various external sources are advertisement, employment exchange, past
employees, private placement agencies and consultants, walks-ins, campus recruitment, trade
unions, etc.
The following external sources of recruitment are commonly used by the big enterprises:
1. Direct Recruitment: An important source of recruitment is direct recruitment by
placing a notice on the notice board of the enterprise specifying the details of the jobs
available. It is also known as recruitment at factory gate. The practice of· direct
recruitment is generally followed for filling casual vacancies requiring unskilled
workers. Such workers are known as casual or badli workers and they are paid
remuneration on daily-wage basis. This method of recruitment is very cheap as it does
not involve any cost of advertising vacancies.
2. Casual Callers or Unsolicited Applications: The organizations which are regarded as
good employers draw a steady stream of unsolicited applications in their offices. This
serves as a valuable source of manpower. If adequate attention is paid to maintain
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pending application folders for various jobs, the personnel department may find the
unsolicited applications useful in filling the vacancies whenever they arise. The merit
of this source of recruitment is that it avoids the costs of recruiting workforce from
other sources.
3. Media Advertisement: Advertisement in newspapers or trade and professional
journals is generally used when qualified and experienced personnel are not available
from other sources. Most of the senior positions in industry as well as commerce are
filled by this method. The advantage of advertising is that more information about the
organization job descriptions and job specifications can be given in advertisement to
allow self-screening by the prospective candidates. Advertisement gives the
management a wider range of candidates from which to choose. Its disadvantage is
that is may bring in a flood of response, and many times, from quite unsuitable
candidates.
4. Employment Agencies: Employment exchanges run by the Government are regarded
as a good source of recruitment for unskilled, semi-skilled and skilled operative jobs.
In some cases, compulsory notification of vacancies to the employment exchange is
required by law. Thus, the employment exchanges bring the jobs rivers in contact
with the job seekers.
However, in the technical and professional area, private agencies and professional
bodies appear to be doing most of the work. Employment exchanges and selected
private agencies provide a nation-wide service in attempting to match personnel
demand and supply.
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5. Management Consultants: Management consultancy firms help the organizations to
recruit technical, professional and managerial personnel they specialize middle level
and top level executive placements. They maintain data bank of persons with different
qualifications and skills and even advertise the jobs on behalf their clients to recruit
right type of personnel.
6. Educational Institutions or Campus Recruitment: Jobs in commerce and industry
have become increasing technical and complex to the point where school and college
degrees are widely required. Consequently big organizations maintain a close liaison
with the universities, vocational institutes and management institutes for recruitment
to various jobs.
Recruitment from educational institutional is a well established practice of thousand
of business and other organizations.1t is also known as campus recruitment. Reputed
industrial houses which require management trainees send their officials to campuses
of various management institutes for picking up talented candidates doing MBA.
7. Recommendation: Applicants introduced by friends and relatives may prove to be a
good source of recruitment. In fact, many employers prefer to take such persons
because something about their background is known. When a present-employee or a
business friend recommends someone for a job, a type of preliminary screening is
done and the person is placed on a job.
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8. Labour Contractors: Labor contractors are an important source of recruitment in
some industries in India. Workers are recruited through labour contractors who are
themselves employees of the organization. The disadvantage of this system is that if
the contractor leaves the organization, all the workers, employed through him will
also leave That is why this source of labour is not preferred by many businesses,
organizations. Recruitment through labour contractors has been banned for the public
sector units.
9. Telecasting: The practice of telecasting of vacant posts over T.V. is gaining
importance these days. Special programmes like ‗Job Watch‘, ‗Youth Pulse‘,
Employment News‘, etc, over the T.V have become quite popular in recruitment for
various types of jobs. The detailed requirements of the job and the qualities required
to do it are publicized along with the profile of the organization where vacancy exists.
The use of T.V. as a source of recruitment is less as compared to other sources.
10. Raiding: Raiding is a technical term used when employees working elsewhere are
attracted to join organizations. The organizations are always on the lookout for
qualified professionals, and are willing to offer them a better deal if they make the
switch. There are always some employees who are professionally very competent, but
dissatisfied with something or the other in the organization. They form the
‗easy‘group to attract. The other group is formed of those who are equally competent
but are quite satisfied with their present position. To attract them, the organization has
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to offer a very lucrative package of perquisites. Whatever may be the means used to
attract, often it is seen as an unethical practice and not openly talked about.
SOURCES OF MANAGERIAL RECRUITMENT
INTERNAL SOURCES EXTERNAL SOURCES
1) Promotion 1) Campus recruitment
2) Transfers 2) Press advertisement
3) Internal notification 3) Management consultancy service
(Advertisement) & private employment exchanges
4) Retirement 4) Deputation of personnel or transfer
From one enterprise to another
5) Recall 5) Management training schemes
6) Former employees 6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sources
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1.6 Internal Recruitment Pros and Cons:
The Internal Recruitment can build a strong loyalty with the organization as the employees
have a chance to change their position after a period of time. The employees are not pressed
to look for opportunities on the external job market.
The Internal Recruitment can be cheaper for the organization and can save the costs dedicated
to the training and induction of new employees. Also, as the candidate knows the
organization, the possibility of the failure is not a significant issue to the organization.
The Internal Recruitment needs strong management from the HRM Function, which can lead
to the conflicts and the HRM Function has to have a position to be able to act as a strong
facilitator in the conflict resolution.
The Internal Recruitment can lead to huge issues when the candidates come from one
department. The managers have to have the right to protect their own interests in the
organization as they are responsible for the smooth operation.
The Internal Recruitment does not bring new skills and competencies to the organization and
organization with an intensive usage of the internal recruitment can suffer from the fresh
blood.
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1.7 External Recruitment Pros and Cons:
The External Recruitment brings new people to the organization, which can be a huge benefit
for the organization. The External Recruitment allows the organization to define the right
requirements and the organization can select the candidate, which suits the organization best.
The external recruitment can be in many situations quicker solutions, mainly in the situation,
when the job market is full of potential job candidates.
The external recruitment and proper campaign increase the popularity of the organization on
the job market, which helps to improve the position for further expansion.
On the other hand, the external recruitment is expensive and takes a lot of energy from the
HRM Function to handle all the job candidates in the selection process.
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1.8 EVALUATION OF ALTERNATE SOURCES
A company cannot fill all its vacancies from one single source. It must carefully combine
some of these sources, weighing their cost and flexibility, the quality of men they supply, and
their effect on the present work force. Following are some of the measures which can be used
to assess how good or how poor various sources have proved to be:
1. Time lag between Requisition and Placement: The basic statistics needed to
estimate the time lag are the time-lapse data. To take an example, a company‘s past
experience may show that the average number of days from application to interview is
15 from interview to offer is 5, from offer to acceptance is 7 and from acceptance to
report for work is 21. Therefore, if the company begins its recruitment and selection
process today, the best estimate is that it will be 48 days before the new employee is
added to the pay-roll. With this information, the ‗length‘ of the pipe-line for
alternative sources of recruitment can be described and suitable recruiting sources
chosen.
2. Yield Ratios: These ratios tell us about the number of leads/contacts needed to
generate a -given number of hires in a given time. To take an example, suppose a
company is 42 contemplating expansion and needs 10 additional engineers in the next
6 months. On the basis of its past experience the company predicts as under: We must
extend offers to 2 candidates to gain one acceptance. If we need 10 engineers we will
have to extend 20 offers. Further, if the interview -to-offer ratio has been 3 : 2 then 30
interviews must be conducted and since the invitees to interview ratio is 4: 3 then as
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many as 40 candidates must be invited. Finally, if contacts or leads required to find
suitable candidates to invite are in 6 : 1 proportions then 240 contacts be made.
3. Employee Attitude Studies: These studies try to discover the reactions of present
employees to both external and internal sources of recruitment.
4. Correlation Studies: These studies tell us about the extent of correlation which,
exists between different sources of recruitment and factors of success on the job.
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CHAPTER 2 - SELECTION :
MEANING:
To select means to choose. Selection is a part of the recruitment function. It is the process of
choosing people by obtaining and assessing information about the applicants (age,
qualification, experience and qualities) with a view of matching these with the job
requirements and picking up the most suitable candidates. The choices are made by
elimination of the unsuitable at successive stages of the selection process.
Purpose of Selection
The purpose of selection is to pick up the most suitable persons who would match the
requirements of the job and the organization. The emphasis in selection is, therefore, on the
optimal match between the person and the job. Now the question arises as to which is the
dependent variable? Person or job. Some organizations emphasize on selecting the Right
Person for the Right Job. Here the Job is usually considered constant (through Jobs and Job
context do undergo changes over time) and the person is sought to be fitted into the job.
Creative and innovative organizations, instead, seek to find the Right Job for Right Person.A
secondary objective in selection could be to choose the best person available. However, there
could be a real problem with such an objective if the Job is not appropriate for the person
concerned. It may become difficult for organizations to retain their best people in jobs that do
not offer opportunities for them to harness their potential; instead they may lead to problems
of monotony, boredom and frustration among Individuals and increased and increased
turnover of staff for the organization.
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Criteria of Selection
Selection decisions are usually based on how an applicant is rated (rather, predicted) in terms
of the likelihood of success on the job. The information used found in the application blanks,
performance in one or more tests and the interviews.
The criteria of selection needs to be critical to the job. The key job dimensions identified in
job analysis and job description provide the basis for determining relevant criteria. Frequently
educational qualifications, technical skills and achievements are used as the basis for
selection. But is there a statistical relationship between such requirements and job
performance? It appears that certain job requirements can be measured more easily and
accurately than certain others. The core job skills like sensory motor‘ skills and manipulative
skills and achievement can be measured relatively more accurately than one‘s aptitude,
interest and personality traits.
Integrity loyalty, initiative/ drive/ resourcefulness and intelligence/ mental alertness are the
key attributes influencing the selection of managerial employees. All these attributes being
subjective are hard to assess accurately, yet are widely attempted. Perhaps it is so because
managements and employers in India have relatively less pressure to defend the criteria.
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2.1 SELECTION PROCESS
The selection process begins with the job specification. The more dearly and precisely it is
done the less would be the number of qualified applicants. Suppose the purpose is to select
management trainees. If the qualification prescribed is MBA, the number of applicants may
be in hundred. If the qualification is graduation in any discipline, the number of applicants
may be in thousand. Of course, the reputation of the firm, the job content, compensation
package, location, etc. also influence the response to any, recruitment drive. But Job
specification does plays an important role m deciding the quantity and, quality of response
from prospective applicants. The selection process covers the period from the job
specification and initial contact with the applicant to his final acceptance or rejection. The
successive stages in the selection process are referred to as hurdles that the applicants should
cross. Not all selection processes, however, include all these stages. The complexity of the
selection process usually increases with the increase in the skill level and job level
(responsibility and accountability) of the position for which selection is being made. The
sequencing of the hurdles also may vary from job to job and organization to organization.
When a market research firm is recruiting research investigators on temporary basis for a
specific assignment it may ask the candidates to appear for interview along with written
application form in the next two days following the date of advertisement and make job
offers immediately after the interview without any other tests or references.
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1. Initial Screening: The initial screening and/or preliminary interview is done to limit
the costs of selection by letting only suitable candidates go through the further stages
in selection. At this stage, usually a junior executive either screens all enquiries for
positions against specified norms (in terms of age, qualifications and experience)
through preliminary interview where information is exchanged about the job, the
applicant and the, mutual expectations of the individual and the organization. If the
organization finds the candidate suitable, an application form, prescribed for the
purpose, is given to these candidates to fill in and submit.
2. Application Form : The application form is usually designed to obtain information
on various aspects, of the applicant‘s social, demographic, academic and work-related
background and references. The forms may vary for different positions some
organizations may not have any form specially designed instead, ask the candidates to
write applications on a plain sheet.
3. Tests: A test is a sample of an aspect of an individual‘s behavior, performance or
attitude. It also provides a systematic basis for comparing the behavior, performance
or attittude of two or more persons. Tests serve as a screening device and provide
supplementary inputs in selection decisions. Their value lies in the fact that they serve
additional predictors intended to make selection decision more apt and accurate.
4. Intelligence Tests : These are tests to measure one‘s intellect or qualities of
understanding. They are also referred to as tests of mental ability. The traits of
intelligence measured include: reasoning, verbal and non-verbal fluency,
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comprehension, numerical, memory and spatial relations ability. Binet-Simon;
Standford-Binet and Weshier-Bellevue Scale are some examples of standard
intelligence tests.
5. Aptitude Tests : Aptitude refers to one‘s natural propensity or talent or ability to
acquire a particular skill. While intelligence is general trait, aptitude refers to a more
specific capacity or potential. It could relate to mechanical dexterity, clerical,
linguistic, musical academic etc.
6. Achievement Tests : These are proficiency tests to measure one‘s skill or acquired
knowledge. The paper and pencil tests may seek to test a person‘s knowledge about a
particular subject. But there is no guarantee that a person who knows most also
performs best. Work sample tests or performance test using actual task and working
conditions (then simulated one‘s) provide standardized measures of behavior to assess
the ability to perform than merely the ability to know. Work sample tests are most
appropriate for testing abilities in such skills as typing, stenography and technical
trades. Work sample tests bear demonstrable relationship between test content and job
performance.
7. PIP Tests : PIP tests are those which seek to measure one‘s personality, interest and
preferences. These tests are designed to understand the relationship between any one
of these and certain types of jobs.Interest tests are inventories of likes and dislikes of
people towards occupations, hobbies, etc. These tests help indicate which occupation
(e.g. artistic, literary, technical, scientific, etc.) are more in tune with a person‘s
interests. Strong Vocational Interest Blank and Kuder Preference Records are
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examples of interest tests. These tests do not; however, help. in predicting on the job
performance. Besides, they leave room for faking and the underlying assumptions in
the tests could be belied.
8. Projective Tests : These tests expect the candidates to interpret problems or
situations. Responses to stimuli will be based on the individual‘s values, beliefs and
motives. Thematic Apperception Test and Rorschach Ink Blot Test are examples of
projective tests. In Thematic Apperception Test a photograph is
shown to, the candidate who is then asked to interpret it. The test administrator will
draw inferences about the candidate‘s values, beliefs and motives from an analyis of
such interpretation.
9. Other Tests : A vide variety of other tests also are used though less frequently and in
rare instances instances. These include polygraphy (literally mean many pens),
graphology (handwriting analysis), non-verbal communication tests (gestures, body
movement, eye-contact, etc an lie-detector tests.
The following could be considered as thumb rules of selection tests:
(a) Tests are to be used as a screening device;
(b) Tests scores are not precise measures. Use tests as supplements than stand alone basis.
Each test can be assigned a weightage;
(c) Norms have to be developed for each test; and their validity and reliability for a given
purpose is to be established before they are used;
(d) Tests are better at predicting failure than success;
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(e) Tests should be designed, administered assessed and interpreted only by trained and
competent persons.
2.2 INTERVIEW
Interview is an oral examination of candidates for employment. No selection process is
complete without one or more interviews. Interview is the most common and core method of
both obtaining information from job-seekers, and decision-making on their suitability or
otherwise. Organizations may seek to make their selection process as objective as possible.
But interview which is an essential element of the process, by and large still remains
subjective.
Interviews usually take place at two crucial stages in the selection process, i.e., at the
beginning and in the end. Interviews can differ in terms of their focus and format. Usually
several individuals interview one applicant. This is called panel interview. Such panels
usually consist of representatives from-personnel and concerned operating units/line
functions. In this method, usually, applicants get screened from one stage to another, at least
in the initial stages. The interviews can be structured or unstructured general or in-depth.
Sometimes where the job requires the job holder to remain claim and composed under
pressure, the candidates are intentionally objected to stress and strains in the interview by
asking some annoying or embarrassing questions. This type of interview called the stress
interview. Interviewing is both an art and a science. The effectiveness of the interview as a
screening device can be improved by taking care of certain aspects like the following :
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1. The interview should be based on a checklist of what to look for in a candidate. Such
a checklist could be based on proper job analysis. Each critical attribute which the
interview seeks to evaluate may be assigned a specific weightage.
2. It is desirable to prepare a specific set of guidelines for the interview.The
interviewers need to trained to evaluate performance in the interview objectively.
Also, all interviewers need to develop common understanding about the criteria
measures, their purposes and weight ages.
3. The interviewers may use past behavior to predict future behaviors and obtain
additional information to attempt such linkages more meaningfully.
4. There should be proper coordination between the initial and succeeding interviews.
5. The interview (even stress interview) should be conducted in a related physical
setting.
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2.3 BACKGROUND INVESTIGATION
The background investigation in selection process may include verification of reference from
past teachers, employers or public men; public men; police verification; and, medical
examination. Background verification is sought to guard oneself against possible falsification
by applicant. But given the acute skill shortages and competitive pirating strategies of
employers it is possible for some of them to give clean chit to those whom they wish to get
rid of and be unfair to those whom they are not prepared to lose. Therefore, employers in-
private sector generally find that they get more accurate information when they track the
actual past performance than when they merely ask for references
Reflecting opinion about the candidate. Medical and physical examinations are usually
resorted to by employers as part of the selection process mainly to :
(a) Determine whether the applicant has the physical ability to carry on the duties arid
responsibilities effectively; ascertain whether the applicant has a record of health
problems, which can potentially affect his behavior and performance on the job
adversely.
(b) Know whether the applicant is more sensitive to certain aspects of work-place
environment such as chemicals.
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Questions:
1. What do you mean by recruitment? Explain the external sources of recruitment of
Managerial Personnel.
2. Discuss the external sources of recruitment that are commonly used by the big
enterprises. Also discuss the merits and demerits of external sources of recruitment.
3. Carefully describe the selection procedure in a big industrial concern or what could
be the basis of identifying the criteria for selection How can its validity and
reliability be established.
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CHAPTER 3
Recruitment process of INFOSYS
If we see the steps follow by the INFOSYS during selection process then it is found that the
selection steps are as below shown by the diagram –
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3.1 Regarding Filling the Application Form:
They will ask to Fill an Application Form before the commencement of the Examination
which consists of 4 pages and regarding our personal details, like:
- Date, Place of Birth
- Blood Group
- Allergies
- Last Major illness / Surgery with specific date
- Eye Vision
- Parent's Details
- Passport Details (If not having, no problem)
- Educational Details along with % (from SSC to PG)
- Languages Known
- Previous Working Details (If Experienced)
- Two Reference's Addresses & Details like Email, Ph no.
(can give our HOD's or lecturers Details) for the Verification purpose
- Two Infosys employees details (if known anybody)
- Whether appeared for Infosys or Progeon (Sister concern
of Infosys) previously
- Educational Achievements like Scholarships, prizes
- Extra currical Activities & Achievements.
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3.2 Regarding the Exam Pattern:
The Exam is for 1 1/2 Hours, in which 1 Hour is given for 10 Puzzles to solve, and the
Remaining 1/2 an Hour is given to answer 45 Simple English Grammar Questions. In English
It'll be Quite Easy questions.
Regarding Puzzles & English:
The Puzzles is of 50 Marks, and one have to score above 35 to get qualified in the test. They
will take the Puzzles Question Paper after the completion of 1 Hour. So, if there are any
unsolved puzzles, you can note them in the rough paper which they will give you to make the
rough work, and can try to solve them during the English Section. Sometimes, they are asking
two essays and asking to write an essay among them.
If you got selected in the written test, then that's all. You can be confirmed that you got
selected for Infosys. 99% of the people got selected in the written test got selected in the
Interviews also. The remaining 1% those who not selected are because of their
communication skills.
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3.3 Regarding Interview:
The Interview is of Purely HR Based. There will be Two Persons. One Younger and One
Elder. Younger One make to keep us cool, where as Elder one fire the Questions on us, that
too HR Questions.
The Questions are as Follows: -
Tell me about yourself?
What are Ur Strengths and Weakness?
Explain Ur Project in Clay men Words and Do U tested it or not
why do you want to join in Infosys? What does u know about us?
Why should we hire you? What can u do for us if you are selected?
What are your strengths and Weakness?
What's the time you faced a lot of trouble in your life and how you solved it?
And some more questions like this,
And questions based on your Interests and Hobbies.
They stress mainly on your hobbies, so be careful in answering to those questions.
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CHAPTER 4: A NEW STRATEGY of INFOSYS
(60-Second Guide to Hiring the Right People)
0:60 Define the Duties:
To find promising employees, you must first determine what you want them to do. Carefully
consider all direct and associated responsibilities and incorporate them into a written job
description. Be careful with general titles such as typist or sales clerk, as they have different
meanings to different people.
0:49 what it Takes to do them:
Fulfilling these responsibilities will require some level of skill and experience, even if it is an
entry-level position. Be reasonable about your expectations. Setting the bar too high may
limit your available talent pool; setting it too low risks a flood of applications from those
unqualified for the job.
0:37 make it Worth their While:
Likewise, you don’t want to be overly generous or restrictive about compensation. State and
local chambers of commerce, employment bureaus and professional associations can help
you determine appropriate wages and benefits. Scanning descriptions of comparable jobs in
the classified ads and other employment publications will also provide clues about prevailing
wage rates.
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0:38 Spread the Word:
How you advertise your job opening depends on who you want to attract. Some positions are
as easy to promote as posting a “help wanted” sign in your store window or placing an ad in
your local newspaper. For jobs requiring more specialized skills, consider targeted channels
such as trade magazines, on-line job banks and employment agencies (though these may
require a fee). And don’t overlook sources such as friends, neighbours, supplier’s customers
and present employees.
0:25 Talk it Over:
Because you have clearly defined the role and requirements, you should have little difficulty
identifying candidates for interviews. Make sure you schedule them when you have ample
time to review the resume, prepare your questions and give the candidate your undivided
attention. After the interview, jot down any impressions or key points while they’re still fresh
in your mind. This will be a valuable reference when it’s time to make a decision.
0:12 Follow-up on Interviews:
You want to believe your candidates are being honest, but never assume. Contact references
to make sure you’re getting the facts or to clear up any uncertainties. Professional
background checks are a wise investment for highly sensitive positions, or those that involve
handling substantial amounts of money and valuables.
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0:03 you’ve Found them; now keep them:
Now that you’ve hired ideal employees, make sure they stay with you by providing training
and professional development opportunities. The small business experts at SCORE can help
you craft human resource policies and incentive plans that will ensure your company remains
the small business employer of choice.
4.1 REASONS FOR REJECTION IN THE INTERVIEW (INFOSYS)
1. Poor attitude. Many candidates come across as arrogant. While employers can afford to be
self-centered, candidates cannot.
2. Appearance. Many candidates do not consider their appearance as much as they should.
First impressions are quickly made in the first three to five minutes. (For details regarding
Appearance, refer to the message 'Interview Etiquette' which I had posted earlier in
"CHETANA-JOBS" group).
3. Lack of research. It's obvious when candidates haven't learned about the job, company or
industry prior to the interview. Visit the library or use the Internet to research the company,
then talk with friends, peers and other professionals about the opportunity before each
meeting.
4. Not having questions to ask. Asking questions shows your interest in the company and the
position. Prepare a list of intelligent questions in advance.
5. Not readily knowing the answers to interviewers' questions. Anticipate and rehearse
answers to tough questions about your background, such as recent termination or an
employment gap. Practicing with your spouse or a friend before the interview will help you to
frame intelligent responses.
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6. Relying too much on resumes. Employees hire people, not paper. Although a resume can
list qualifications and skills, it's the interview dialogue that will portray you as a committed,
responsive team player.
7. Too much humility. Being conditioned not to brag, candidates are sometimes reluctant to
describe their accomplishments. Explaining how you reach difficult or impressive goals helps
portray you as a committed, responsive team player.
8. Not relating skills to employers' needs. A list of sterling accomplishments means little if
you can't relate them to a company's requirements. Reiterate your skills and convince the
employer that you can "do the same for them".
9. Handling salary issues ineptly. Candidates often ask about salary and benefit packages too
early. If they believe an employer is interested, they may demand inappropriate amounts and
price themselves out of the jobs. Candidates who ask for too little undervalue themselves or
appear desperate.
10. Lack of career direction. Job hunters who aren't clear about their career goals often can't
spot or commit to appropriate opportunities. Not knowing what you want wastes everybody's
time.
11. Job shopping. Some applicants, particularly those in certain high-tech, sales and
marketing fields, will admit they're just "shopping" for opportunities and have little intention
of changing jobs. This wastes time and leaves a bad impression with employers they may
need to contact in the future.
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CHAPTER 5:
Sample set of INFOSYS PAPER ON 19th AUGUST 2006
1) In a game of cricket Azahar scored 28 less than dravidand sachin scored 72 more than
Azahar.the total runs made by Azahar and robin are 94.robin scored 26 more than
zadeja.dravid scored 26 more than robin. What is the score?Make some equations ..based on
the above datas n solve it…its an easy one..
2) Reema and Mona went to shopping, they had spent half of the money plus Rs.2 in butcher
shop, then they had gone to xxx spent half of the remaining +Rs.5.then they went to bakery
and spent half of the remaining amount. Finally Rs.5 was left with them. How many rupees
did they carry.
3) Two train starts from two town for each hour. it takes 5hours to reach other town. how
many trains does the train come across.
4) XYZ and XYZ
+AB -AB
__________ _______________
C D E F BGA
Then find the value of X,Y,Z ,G
5) There are five persons in an office in the post of buyer, clerk, floorwalker, manager, and
cashier. Allen, Benett, Clark, Ewinger, Davis holds the post.
1. Among the 5 two have their lunch time from 11:30- 12:30 and the rest have it in 12:30 -
1:30
2. Mrs Allen and MrsBenett are sisters.
33
3. Cashier and floorwalker share their lunch among themselves.
4. Cashier and clerk share Bachelors rooms.
5. Davis and Ewinger doesn't face each other from the day Davis reported Ewinger to the
Manager when he returned from lunch and found out that Ewinger has already left for lunch
before time.
6) A couple had triplets - Annie, Fannie and Danny. One of them broke a drum with flour in
it and there were foot-prints all around the kitchen-floor. The parents could not tell to whom
those footprints belonged coz all of them wore same shoes. Then they asked their children
who did it. Annie said "I didn't do it". Fannie said "Danny did it". Danny said "Fannie is
lying". Only one of them spoke truth while the other 2 were lying. Whose the culprit?
7)a )1,2,3,5,16,_____?
b)1,2,3,8,--?,224
8) A man starts from XYZ city and drives a constant speed. After some time he sees a
milestone with two digits written on it. after he drives for an hour, he sees another milestone
with the same digits, but in reversed order. After another hour of journey, he sees another
milestone with original digits but with a zero between them.
What was the speed of his car if milestones show kilometers?
9) A man asked a taxi driver his number to which he replied:
If you divide my taxi no with 2,3,4,5 or 6, it leaves a remainder 1, but it is completely
divisible by 11. And there’s no other taxi driver in the city having a smaller number than my
taxi who can say the same.
34
What was his taxi no??
10) There were less than 500 students in a school. one-third of the number of students in the
school was a whole number and so were one-fourth , one-fifth and one-seventh of students in
the school. What's the total no of students in the school?
Engilsh section was there
And then Interview.
35
BIBLIOGRAPHY
SEE: http://www.citehr.com/118434-amazing-infosys-story-how-infosys-
born.html#ixzz27agkRJFZOn July 2, Infosys completed 25 years in existence.
SEE: http://www.citehr.com/118434-amazing-infosys-story-how-infosys-
born.html#ixzz27aggsLzg
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