to analyse the recruitement and selection procedure of the employees

8/20/2019 TO ANALYSE THE RECRUITEMENT AND SELECTION PROCEDURE OF THE EMPLOYEES

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BABU BANARASI DAS NORTHERN INDIA INSTITUTE OF

TECHNOLOGY

NTERNSH P REPORT

ON

TO ANALYSE THE RECRUITEMENT AND SELECTION

PROCEDURE OF THE EMPLOYEES

Submitted by:

AKANKSHA DUBEY

UNIVERSITY ROLL NO- 1405670010

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ACKNOWLEDGEMENT

I am fortunate to have got an opportunity to undergo the

“internship” at Big Bazaar. The project has been very useful for me in

understanding the various pragmatic aspects of the management

function practice in the real world.

I express my deep sense of gratitude to Mr. NEERAJ SHARMA,

(H.R. Manager), for their counsel throughout my training. I wouldalso lie to express my gratitude to all the members of !onnaught

"lace branch for their assistance and constant motivation.

I extend my sincere thans to my mentor Pr!. NEETA "HATLA,

""D NIIT,L#$%n for having spared his valuable time with me

and for all the guidance given in executing the project as per

re$uirements.

%bove all# I give my special thans to all my faculty members who

have supported me. I am very thanful to all of them who have

guided me for my project.

(AKANKSHA DU"EY)

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TA"LE OF CONTENTS

T'$ Page N.

&. 'xecutive (ummary &

). Introduction )

*. +ecruitment and (election ,• +ecruitment -

• uiding "rinciples /f +ecruitment 0

• +ecruitment (trategies and +esources 1

• "osition %nnouncements 2• The +ecruitment Industry &3

• The +ecruitment "rocess &*• (election &,• /bjectives of +ecruitment and (election )-• +ecruitment and (election "olicy (tatement )-

• !ompany "rofile )0• +ecruitment and (election uidelines of Big Bazaar *&• +ecruitment and selection policies for executive and

management trainee

*,

• 4ethod for a successful recruitment and selection

process5&

5. /bjective of the study ,,

,. +esearch methodology -3

-. %nalysis and Interpretation -&

0. !onclusion 05

1. +ecommendations 0,

2. Bibliography 02

&3. %ppendix 13

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E*ECUTI+E SUMMARY

+ecruitment is not a magical process of having people sign up# but is one

of the most critical aspects of operating your program.

+ecruitment should be a strategic process that connects candidates who

need what you have to offer and who possess the sills and aptitude to

accomplish your goal and objectives.

The recruitment and selection unit is dedicated to recruiting and selecting

$ualified candidates for appointment. This process includes administering

all testing phases from the written examination up until applicants are

appointed. The recruitment and selection process should ensure fairness

and consistency throughout the entire process. It should be administered

in such a way that only those applicants who meet various job related

standards are offered positions of appointment. The recruitment and

selection units should actively recruit and participate in event that will

foster a diverse applicant pool. +ecruiting from a pool of targeted leads

can decrease member attrition.

The objective of my study was to understand the recruitment and

selection practices. In this report# I have tried to include all the issues

related to recruitment and selection process which I could gather after

reading various articles on 6uman +esource.

/B7'!TI8' /9 T6' (T:;


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('!/>;%+< /B7'!TI8'=

To now the prospect or recruitment and selection procedure.

To critically analyze the functioning of recruitment and

selection procedures. To identify the probable area of improvement to mae

recruitment and selection procedure and more effective. To now the various source and method of recruitment at Big

Bazaar. To define selection and explain the selection process at the

Big Bazaar. 'xplain the value of different type of employment test and

!/>!?:(I/>

• %ccording to my analysis "antaloon +etail should use !ampus

placements as a source of recruitment.

!ompany mainly focuses on internal sources which has its own

limitations. By focusing on !ampus "lacements !ompany can attract

$ualified personnel for vacant jobs in the organization. It can facilitate

the infusion of fresh blood with new ideas in to the enterprise. This will

improve the overall woring of the enterprise.

• 9or the selection of the candidate for a vacancy company should first

conduct written test and on the basis of the result of the test score

interview should be scheduled for the selected candidate.

• %ccording to the analysis company should evaluate the candidates on

all the factors @experience# $ualification and family bacgroundA

however greater importance should be given to the experience and

then $ualification should be considered.

• !ompany should include physical examination in the selection process.

%fter the result of this $uestion T6' !/4"%>< 6%( ;'!I;'; T/

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I>!?:;' "6


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!ertain great leaders who have made their mar in corporate world by

their actions say that every organization can ac$uire the same machinery#

the same infrastructure etc. But what maes the difference in one

organization to another is the manpower it possess which cannot be

copied down.

!onsidering the aspect of sourcing# no organization should ever thin that

once it has ac$uired the best talent created favorable conditions to retain

them they would not re$uire going in for sourcing activities.

6ence this should be ept in mind that sourcing is a continuous process#

an outgoing one and will have its existence till the organization functions.

The talent that we have ac$uired and retained is through its sourcing

only. :nless and until a person is sourced from outside# how will the

organization get the best. To have the best it is essential to ac$uire it

from outside. There has been tremendous change in the technology andfor the organization to survive in this changing scenario it has become

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very essential that they eep up with the pace with the changes in the

technology# the change in the culture etc.

Taing for example no organization can even thin of operating withoutthe use of information technology# now it becomes very difficult and costly

affair to train the people within the organization at different level to learn

how to mae use of this technology. 6ence sourcing is done and the best

talent is ac$uired so that the person not only taes case of changing

technical needs of the organization but also be able to mae other

employee learn from him.

%fter having determined the number and inds of personnel re$uired the

human resource and personnel manager proceeds with identification of

sources of recruitment and finding suitable candidates for employment.

Both internal and external sources of manpower are used depending upon

the types of personnel needed.

The selection procedure starts with the receipt of applications for various

jobs from the interested candidates. Totally unsuitable candidates are

rejected at the screening stage. 4an power planning gives an assessment

of the number and type of people re$uired in the organization.

The next tas of the personnel manager is to find out capable and suitable

persons who may be woring in the organization itself while others will

have to be sought from outside the organization. It involves 'er#ang

and n#$ng suitable persons to apply for and see jobs in the

organization.

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+ecruitment refers to the attempt of getting interested applicants and

providing a pool of prospective employees so that the management can

select the right person for the right job from this pool. +ecruitment is a

'-e process as it attracts suitable applicants to apply for available

jobs. The process of recruitment=

/. Ien-!e -0e !!eren- #r$e ! 1an'&er #''23.

4. Aee -0er a2-3.

5. C0e -0e 1- #-a62e #r$e r #r$e.

5. In-e a''2$a-n !r1 -0e 'er'e$-e $ana-e !r -0e

a$an- 76.

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RECRUITMENT AND SELECTION

+ecruitment is the process by which hiring departments develop a viable

applicant pool from which hiring and promotion decisions are made. But

prior to recruitment# position description is necessary while selection

includes all the activities# from the initial screening interview to physical

examination if re$uired# that exist for the purpose of maing effective

selection decisions.

POSITION DESCRIPTION

% complete# accurate and current position description is the foundation for

planning and conducting the recruitment effort. It should be

Nn $r1na-r38 /ne should never express a preference for certain

age# race or national origin. In very rare case sex can constitute a

bonafide occupational $ualification.

+a28 This means they are inherently job related and predict successfulperformance of the job.

De!en62e8 This means they are recognized as legitimate in the field

attached to the position.

O67e$-e an Mea#ra62e8 It should be as objective and measurable as

possible. The more subjective $ualification the greater the need to

predetermine how it will be $ualitatively assessed.

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RECRUITMENT

+ecruitment refers to the process of sourcing# screening# and selecting

people for a job or vacancy within an organization. Though individuals can

undertae individual components of the recruitment process# mid and

large size organizations generally retain professional recruiters.

The recruitment process in India is designed in such a way that each

candidate gets the desired profile according to its own choice. "lace the

candidate from the right profile# the best job recruitment agencies# the

solution is the end of most Indian job recruitment agencies.

The job recruitment agencies in India involves identifying those posts#

preparing the job description and person specification# advertising#

management of the response# the pre$ualification process# organizing

meetings# conducting interviews# maing decisions# the appointment and

action. This means that a lot of time and resources must be invested

before the right candidate is selected.

4ost recruitment agencies in India follow three stages in the recruitmentprocess# which are essentially short list of application# preliminary

assessment and final interview and selection.

The recruiting India process may include a written test to judge the

particular sills of a candidate. In this case# the test must be carefully

prepared# not to deviate from the subject. 4uch can be found on the

candidateDs resume. % good presentation of his resume is in an organized

way and refined tal a lot on the individual. 6is mentality and attitude can

be judged according to his resume.

Then the interview# which is an important and crucial part of the

recruitment process. The person who taes the interview of the candidate

must be well prepared in advance. !oncerns such as the location of the

interview# the timing# structure of the $uestion of strategy# the style of

taing the interview must be decided in advance# so that nothing isexcluded# and all subjects properly treated.

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In addition# there are a number of things that must be taen into

consideration in the recruitment process. :ntil the final decision about a

certain candidate is taen# it is important to eep in regular contact with

the candidate. The decisionEmaing process should not tae too long toprevent candidates from taing any other occasion. %n applicant must be

informed once the decision is made. 6e or she must say the entire

process of his appointment clearly with the details of all documents to be

submitted. % record should be ept of the candidate file for future

reference.

The recruitment process must be strong and justified and shall withstand

external scrutiny. /nly a good job recruitment agency with a good

understanding of the area and the process can execute the same success.

In India# most of the recruitment agencies to understand the needs of

clients and candidates and they wor in a planned way to recruit people.

GUIDING PRINCIPLES OF RECRUITMENT

%ppropriate and effective recruitment strategies vary with each position.

The length and scope of the recruitment should be relevant to the

position.

In setting the timeline for your recruitment# consider the wording

carefullyEEthere are conse$uences to your choice.

• If you specify a recruitment deadline# you may not consider any

applications received after that date.

• If you indicate the position will remain open until filled# you must

consider any applications received until an offer has been extended

and accepted.

• If you indicate Fapplications received by a certain date will be assured

full consideration#F you can decide whether or not to review

applications received after the specified date. Ghen using this wording#

it is critical to establish a meaningful date.

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+ecruitment activities should include good faith efforts to solicit a diverse

applicant pool and affirm that race# sex# age# disability or veteran status

will not be used to discriminate.

If the position is in a job group that is underutilized# by women or ethnic

minorities# additional targeted recruitment efforts should be undertaen.

%ll advertisements and position announcements should be consistent with

each other# reflect the $ualifications identified in the position description.

"rior to recruiting for a position# ensure that you now what institutional

policies and procedures apply. !ontact your 6+ eneralist before

beginning recruitment.

If you wish to waive recruitment for faculty and unclassified positions#

consult with the appropriate 6+ ;irector or designee.

RECRUITMENT STRATEGIES AND RESOURCES

6+ "ersons will assist search committees and hiring departments in

developing recruitment strategies for each vacancy. eneral guidelines forspecific types of positions are listed below.

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http://www.kumc.edu/eoo/glossary.html#underhttp://www.kumc.edu/eoo/recruitment.html#positionannouncement%23positionannouncementhttp://www.kumc.edu/eoo/recruitment.html#positionannouncement%23positionannouncementhttp://www.kumc.edu/eoo/glossary.html#under


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TenureEtrac 9aculty

(cope of (earch= >ational or regional

+ecruitment +esources=

;isciplineEspecific journals# listEserves# professional associations

"ersonal contacts with colleagues# alma maters# and alumni associations

"osition announcement mailings to doctoralEdegree granting universities

!hronicle of 6igher 'ducation

+ecommended +ecruitment "eriod= %t least * wees after appearance of

first advertisement at least & full wee after publication of last

advertisement

:nclassified staff# ;irector level and above

:nclassified @below ;irector ?evelA and !lassified (taff

(cope of (earch= +egional @for technical or paraprofessional positionsA or

local

+ecruitment +esources=

"osition announcement mailings to state employment offices# local

vocational and community colleges.

+ecommended +ecruitment "eriod

:nclassified= %t least ) wees after appearance of first advertisement at

least & full wee after publication of last advertisement

!lassified= !ontact your 6+ eneralist for state re$uirements

POSITION ANNOUNCEMENTS

"urpose of the "osition %nnouncements=

"rovides applicants# hiring departments and search committees with

a general idea of the nature of the position# the terms and conditions of

appointment# salary range# reportage# and re$uired application materials

and application deadline.

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(erves as a convenient mailer or flyer to advertise the position by direct

mail.

eneral uidelines for ;eveloping "osition %nnouncements=

• :se the recommended format# which is either printed on companyCs

own letterhead. ?imit the announcement to one page# using the

reverse side of the page# if necessary.

• "rovide enough information to give applicants ade$uate understanding

about the nature of the position. Identify re$uired and preferred

$ualifications so that you solicit $ualified applicants and stimulate

interest in the position.

• "rovide notification of the companyDs '/H%% policy# and identify

contacts for re$uesting reasonable accommodation.

• "rovide a contact name# address and phone number.

• 'xplain application re$uirements.

THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their recruiters

aim to channel candidates into the hiring organizationCs application

process. %s a general rule# the agencies are paid by the companies# not

the candidates. The industries practice of information asymmetry and

recruitersD varying capabilities in assessing candidate $uality produces the

negative economic impacts.

Traditional recruitment agency

%lso nown as an employment agencies# recruitment agencies have

historically had a physical location. % candidate visits a local branch for a

short interview and an assessment before being taen onto the agencyCs

boos. +ecruitment !onsultants then endeavor to match their pool of

candidates to their clientsD open positions. (uitable candidates are with

potential employers.

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some candidates who are actively looing to change jobs are hesitant to

put their resumes on the job boards# for fear that their current

companies# coEworers# customers or others might see their resumes.

6eadhunters

6eadhunters are thirdEparty recruiters often retained when normal

recruitment efforts have failed. 6eadhunters are generally more

aggressive than inEhouse recruiters. They may use advanced sales

techni$ues# such as initially posing as clients to gather employee contacts#

as well as visiting candidate offices. They may also purchase expensive

lists of names and job titles# but more often will generate their own lists.

They may prepare a candidate for the interview# help negotiate the salary#

and conduct closure to the search. They are fre$uently members in good

standing of industry trade groups and associations. 6eadhunters will often

attend trade shows and other meetings nationally or even internationally

that may be attended by potential candidates and hiring managers.

6eadhunters are typically small operations that mae high margins on

candidate placements @sometimes more than *3 of the candidateCs

annual compensationA. ;ue to their higher costs# headhunters are usually

employed to fill senior management and executive level roles# or to find

very specialized individuals.

Ghile inEhouse recruiters tend to attract candidates for specific jobs#

headhunters will both attract candidates and actively see them out as

well. To do so# they may networ# cultivate relationships with various

companies# maintain large databases# purchase company directories or

candidate lists# and cold call.

InEhouse recruitment

?arger employers tend to undertae their own inEhouse recruitment# using

their 6uman +esources department. In addition to coordinating with the

agencies mentioned above# inEhouse recruiters may advertise job

vacancies on their own websites# coordinate employee referral schemes#

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http://en.wikipedia.org/wiki/Headhunterhttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Cold_callinghttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Employee_referral_schemehttp://en.wikipedia.org/wiki/Headhunterhttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Sales_techniqueshttp://en.wikipedia.org/wiki/Cold_callinghttp://en.wikipedia.org/wiki/Employerhttp://en.wikipedia.org/wiki/Human_Resourceshttp://en.wikipedia.org/wiki/Employee_referral_scheme


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andHor focus on campus graduate recruitment. %lternatively a large

employer may choose to outsource all or some of their recruitment

process @+ecruitment process outsourcingA.

THE RECRUITMENT PROCESS

These are the main recruiting stages.

(ourcing

(ourcing involves &A advertising# a common part of the recruiting process#

often encompassing multiple media# such as the Internet# generalnewspapers# job ad newspapers# professional publications# window

advertisements# job centers# and campus graduate recruitment programs

and )A recruiting research# which is the proactive identification of relevant

talent who may not respond to job postings and other recruitment

advertising methods. This initial research for soEcalled passive prospects#

also called sameEgeneration# results in a list of prospects who can then be

contacted to solicit interest# obtain a resumeH!8# and be screened.

(creening L selection

(uitability for a job is typically assessed by looing for sills# e.g.

communication# typing# and computer sills. Mualifications may be shown

through resumes# job applications# interviews# educational or professional

experience# the testimony of references# or inEhouse testing# such as for

software nowledge# typing sills# numeracy# and literacy# through

psychological tests or employment testing.

In some countries# employers are legally mandated to provide e$ual

opportunity in hiring.

/nboarding

20

http://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Jobhttp://en.wikipedia.org/wiki/Assessmenthttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Graduate_recruitmenthttp://en.wikipedia.org/wiki/Recruitment_process_outsourcinghttp://en.wikipedia.org/wiki/Sourcing_(personnel)http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Jobhttp://en.wikipedia.org/wiki/Assessmenthttp://en.wikipedia.org/wiki/Typinghttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Numeracyhttp://en.wikipedia.org/wiki/Literacyhttp://en.wikipedia.org/wiki/Psychological_testshttp://en.wikipedia.org/wiki/Employment_testinghttp://en.wikipedia.org/wiki/Equal_opportunityhttp://en.wikipedia.org/wiki/Equal_opportunity


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% wellEplanned introduction helps new employees become fully operational

$uicly and is often integrated with the recruitment process.

PITFALLS OF RECRUITMENT

!andidates can sometimes be subject to undue pressure to accept a job

or position by an overly zealous recruiter or personnel person.

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SELECTION

This is the process of choosing individuals who have relevant $ualifications

to fill vacant positions. The process begins when a hiring department

identifies the need to fill a position# and ends when a person is hired to

meet that need. Ghat happens in the middle of the process includes job

analysis# position description development# recruitment# testing# and

screening# corresponding with applicants# !redentials verification#

bacground investigations# interviewing# reference checing# physical

examinations# and the offer.

;iscriminatory hiring practices could result in significant costs for the

!ompany. Individuals acting on behalf of the organization who fail to

follow nondiscrimination policies may face personal liability. "oorly

designed or executed selection processes will generally fail to identify the

right person for the job# result in missed opportunities or delays in

accomplishing the mission of the organization# and lead to discrimination

claims. Impolite or incompetent interviewers# unnecessarily long waits#

and lac of followEup may cause unfavorable impressions of the !ompany.

THE COST OF SELECTION

The cost of selecting performers who are inade$uate performers or who

leave the organization before contributing to profits is a major cost of

doing business. The cost incurred in hiring and training any new employee

is expensive sometimes in the thousands of dollars. In &21*# the average

cost per hire for exempt employees was more than N5-33 nearly N5033

if there was relocation. These cost incurred by the organization suggest

that hiring is very expensive activity and that any efforts the organization

can mae toward minimizing turnover and hiring costs can pay dividends.

Thus proper selection of personnel is obviously an area where

effectiveness @choosing competent worers who perform well in their

positionA can result in large savings.

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GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to liability.

(eeing training from 6+ for anyone who participates in the process

before beginning.

"rovide reasonable accommodation in the application process to persons

with disabilities.

:se a nondiscriminatory# valid# and consistently applied selection

criteriaHprocess. :se of a rating guide is recommended. This is a form

used to rate applications for a position based on the re$uired and

preferred $ualification as defined in the position description. +ating guidessimplify the paper screening process# ensure that applications are being

evaluated against the same criteria# and provide documentation which will

be used to defend any challenged outcome.

/nce it is determined that an individual does not meet the established

minimum $ualifications# she must be eliminated from further

consideration. If you are unclear whether or not an applicant possesses

the minimum $ualifications# it is appropriate to conduct a verification

phone interview.


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PROHI"ITED PRE8EMPLOYMENT IN9UIRIES

?aws governing interviewing and selection are not intended to restrict an

employerDs ability to choose the most $ualified person. They are intended

to ensure that employers use criteria that are jobErelated and

nondiscriminatory. 6iring departments and search committees should use

the appropriate guidelines to identify appropriate preEemployment

in$uiries. %ny $uestions regarding the appropriateness of specific in$uiries

should be directed to the '/H!ompliance (pecialist.

TIPS FOR INTER+IEW PROCESS

Mn1:e S-ere-3'e O "rovide interviewers with a job description andspecifics on job re$uirements. In the absence of specific information

individuals may be more liely to mae stereotypical judgments about a

candidate

J6 Re2a-e O !onstruct interview $uestions that are job related. >ot

having job related interview $uestions will lower the validity of the

interview process.

Tran In-ere&er O “Improve the interpersonal sills of the interviewer

and the interviewerCs ability to mae decisions without influence from

nonEjob related information. Interviewers should be trained to=

• %void asing $uestions unrelated to the job

• %void maing $uic decisions about an applicant

•

%void stereotyping applicants

• %void giving too much weight to a few characteristics

• Try to put the applicant at ease during the interview

• !ommunicate clearly with the applicant

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COMMON INTER+IEW CONTAMINANTS

9''?I>( EE fre$uently carry more clout than fact. If you lie a candidate#

you may attach attributes to her that donDt actually exist.

4I((I> ;%T% EE especially if the candidate isnDt encouraged to fill in the

gaps.

>'%TI8' B'>T EE the tendency to focus on information which will

automatically dis$ualify a candidate# causing you to overloo hisHhers

strengths in the process

(>%" 7:;4'>T( can devastate the interview process EE remember that

you gather information during the interview and evaluate it afterwards.

I4"+/"'+ M:'(TI/>( EE loaded# confusing# irrelevant or antagonistic

I>!/4"?'T'HI>%""+/"+I%T' +'!/+;EK''"I> EE unless you carefully

document the interview# valuable material will slip through the cracs

avoid recording inappropriate information @i.e.# anything not related to the

jobA or statements based on your own inferences.

(T'+'/T


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REFERENCE CHECKS

>early 13 of what is needed to be nown about candidates can be

learned through good investigative techni$ues. %lthough privacy

legislation has had an impact on the reliability of reference checs# they

remain a viable means of verifying applicant information. %ppropriate

checs are also necessary to defend against charges of negligent hiring.

Keep the following guidelines in mind=

/btain permission from candidates.

Inform candidates that reference checs and validation of credentials will

be part of the selection process.

% candidate may have valid reasons for setting some limits# and these

limitations should be respected.

The bottom line is that the candidate must allow some access to people

familiar with their wor# or withdraw their candidacy.

If access is significantly candidateEcontrolled# sheHhe must understand

that less restricted checs will be made before any offer is extended.

Intentionally choose whom to contact. !onsider the following guidelines=

• !all the references identified by the candidate.

• (ee permission to call persons who should now the candidate @e.g.#

current department chair# departmental head# supervisor# vice

president# colleagues# etc.A.

• !omplete enough calls for a full picture of the candidate to emerge.

%pply the following guidelines for determining what in$uiries to mae=

• %ll information considered in the selection process must be related to

job performance.

•

+e$uest the same information regarding all applicants.

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• %void asing references prohibited preEemployment in$uiries.

• 9ocus on gaining information about the nowledge# abilities# sills and

wor behaviors identified as being important to the position.

• %ddress significant gaps or missing elements in the candidateDs

application materials.

• %void being put off by scattered FnegativeF comments from references.

• ?oo for patterns of strength and limitations# and for indications of fit

between the person and the position.

•

>ot every comment should be given e$ual weight. %ttempt to evaluatethe referenceDs perspective# how credible they may be# and how

recently or how well they now the candidate.

CORRESPONDING WITH APPLICANTS

%ll contact with applicants is important. % professionally conducted search

process predisposes $ualified candidates to consider a company as a

potential employer. The nature and timeliness of correspondence

contributes to the applicantDs perception that a particular company is a

$uality organization.

Typically# a recruitment and selection process will present the following

opportunities to correspond with applicants=

• %cnowledgement of application materials. %n acnowledgement letter

confirms that the hiring department has received all or part of the

re$uired application materials# identifies any missing materials which

must be provided to ensure consideration# and indicates the expected

timeline for the selection process.

• >otification that application materials were received too late for

consideration. Informing persons that they will not be considered for

the position is not only a courtesy. It also serves as evidence that the

applicant was not part of the applicant pool from which selectiondecisions were made should the ultimate hiring decision be challenged.

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• >otification of a change in the timeline for selection. In order to eep

good candidates interested in the position# it is advisable to eep

applicants informed should a change in the selection timeline be

necessary.

• >otification that an applicant is no longer being considered. %s a

courtesy to applicants# particularly those for high level or particularly

competitive positions# hiring departments are advised to notify

applicants when the screening process has eliminated them from

consideration. This may occur after any round of screening or

interviewing.

• !onfirmation of campus interview arrangements. This correspondence

should be preceded by telephone conversations with the candidate#

and should include information about the !ompany# the community#

individuals with whom the candidate will meet# itinerary# travel and

lodging arrangements# and other information which helps the candidate

prepare for the campus visit.

• %ppreciation for interview and rejection. Individuals who have been

invited to campus for an interview but are not offered the position

should receive such a letter as a professional courtesy.

• ?etter of offer. /nce a hiring decision has been made and discussed

either in person or by telephone with the finalist# it should be

confirmed in writing. The individual should confirm his or her

acceptance in writing.

• 6iring departments should contact their 6+ eneralist for assistance in

writing these letters.

uidelines

;epending on the type of position# a hiring department may decide to use

a search committee to manage the recruitment and selection process. The

committeeDs role will vary with the department# school# or administrative

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unit and type of position. The following guidelines should be considered

when using a search committee=

The decision to establish a search committee rests with the individual who

has authority to mae a final offer for a position.

The search committee should be comprised of individuals who have some

nowledge of the position to be filled# are committed to e$ual

employment opportunity# and have the capacity for balanced judgment

and discretion. Ghenever possible# committees should represent diverse

bacgrounds and perspectives.

enerally# the ideal size of a committee is relative to the position. 9orsome positions# a committee of * is ade$uate. 9or positions at or above

the manager level# committees of ,E0 are more appropriate. !ommittees

for positions at the 'xecutive level may be significantly larger.

% search committee chair should be appointed. !hairs should be selected

for their ability to provide leadership to the committee# a demonstrated

understanding of the recruitment and selection process# and their

commitment to ensure a legally defensible process.

The committee should receive a formal charge# which establishes the

scope of its responsibilities. %t a minimum# the charge should indicate

whether or not the committee is responsible for conducting interviews#

and whether its recommendations to the hiring official shall be in raned

or unraned order. Typically# a !ompanyCs search committee

responsibilities include all or some of the following=

• 6elping develop the position announcement# including the identification

of minimum and preferred $ualifications# timeline and recruitment plan

• !ompleting recruitment and selection activities for classified and

unclassified staff positions

• "lacing advertisements or conducting personal outreach

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• ;eveloping the selection procedure# including rating guides receiving

applications# corresponding with applicants# sending applicant

information forms# and maintaining the applicant record

• (creening applications# conducting reference checs# determining a

long or short list of finalists

• 4aintaining re$uired search documentation

• !oordinating campus visits for interviews andHor conducting interviews

• 4aing recommendations to the hiring official

•

%ppointing one of the members# or using departmental staff# to act assearch committee secretary

PRACTICAL CONSIDERATIONS

;isagreements about the outcome of a selection procedure often arise

because the process for reviewing applicant materials was not agreed

upon prior to the beginning of the process. !ommittee members#

including the committee secretary# should discuss and agree upon the

following practical considerations=

• Ghen will review beginP :nless an inordinate number of applications

are expected# it is recommended that the review process begin after

the date# which was advertised.

• Gill initial review of applications for minimum $ualifications be done by

the committee chair# secretary# or all committee membersP

• Gill committee members review every application# or will applications

be divided into groups that are initially reviewed by only part of the

committeeP

• Gill the committee use a rating formP % rating guide is highly

recommended# because it can be used to defend against ''/

challenges to the selection decision. In designing the rating guide# the

committee must decide whether they will use numerical scoring @and

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whether it will be weighted or unweightedA# $ualitative scoring @for

example# poor# average# strongA# or a combination of the two.

• 6as the committee developed a plan for corresponding with applicants#

including the language for standard lettersP (ample letters are

available from your 6+ eneralist.

• 6as an effective system been planned for filing and retrieving

application materialsP

• Ghere will committee members review the filesP Gill they need to

come to the search committee secretary or chair officeP If so# is there

ade$uate space and privacy for the reviewP Gill members be allowed

to tae copies of the application materials for review elsewhereP If so#

has there been ade$uate precaution taen to ensure confidentiality and

security of the materialsP Gho will need access to online

applicationsHresumes for classified and unclassified positionsP

• 6as the committee established reasonable timelines for completing its

reviewP

• (earch committees who have $uestions about these# or other practical

considerations# can contact their 6+ eneralist and advice.

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O"JECTI+ES OF RECRUITMENT AND SELECTION

&. 6ire the right person

). !onduct a wide and extensive search of the potential positive

candidates

*. +ecruit staff members who are compatible with the organizationCs

environment or culture

5. 6ire individuals by using a model that focuses on learning and

education of the whole person

,. "lace individuals in positions with responsibilities that will enhance

their personal development

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RECRUITMENT AND SELECTION POLICY STATEMENT

'very position vacancy will be filled based upon a thorough position

analysis regardless of the level of the position or the extent of the search.

The diversity goals of the institution# division of affairs# and the unit will

be addressed in all recruitment and selection processes.

:nits may use different processes for recruitment depending upon the

circumstances surrounding the need to fill the position# but must tae

steps to ensure that the values of the profession are applied in all

procedures that are used. IT +ecruitment and selection committee

members should be properly trained to assume the important

responsibilities of recruitment and selection.

(upervisors should adhere to any institutionEwide recruitment and

selection programs. This cannot# however# substitute for an understanding

of procedures and processes from a student affairs perspective.

+ecruitment and selection should be planned# implemented# and

evaluated to ensure that each potential employee is provided e$ual

opportunities to compete for the position.

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LINES OF "USINESS OF THE A"O+E STORE;8

Q 'Etailing

Q 9ood

Q 9ashion

Q 6ome (olution

Q eneral 4erchandise

Q ?eisure and 'ntertainment

Q Gellness and Beauty

Q Boos and 4usic

Big Bazaar# which has about &,3 outlets across the country# is also

promoting small retailers by partly having the shopEinEshop concept. The

selected retailers put up their counters and sell through the outlet. The

small retailers also lower their prices as they gain through bul sales.

?ife at Big Bazaar is pretty selfEsufficient. If you were trapped in there for

a wee# you could live a good life. But to appreciate the nuances of home

economics# one should try comparing prices. The clothes especially

deserve an independent feature of their own.

The Big Bazaar is the discount store which offers a wide range of products

under one roof. The products include apparels and nonEapparels such as

utensils# sports goods and footwear. The 9ood Bazaar provides a range of

food and grocery products ranging from fresh fruits and vegetables#

staples# 94! products and readyEtoEcoo products. The !entral offers a

chain of stores including boos and music stores# global brands in fashion#

sports and lifestyle accessories# grocery store and restaurants.

Ser$e ;8

"articularly designed for the regular middleEclass family that re$uires

clothing that lasts and doesnDt burn holes into the pocets of existing

clothing# this store offers good bargains. Ghat you wonDt get here is

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designs your friends will drool over. !hecs and stripes are lie the farE

end of the creative exercise here# and the best bet for the fashion

conscious would be the plain colours on display.

"g 6a:aar

&. +are-3; Big Bazaar offers a wide variety of products of different prices

and different $ualities satisfying most of its customers.

). 9#a2-3; "roviding $uality at low prices and having different types of

products for different income customers is another advantage.

*. Pr$e; %s noted the prices and offers in Big Bazaar have been one of

the main attractions and reasons for its popularity. The price ranges and

the products offered are very satisfying to the customers.

5. L$a-n = The location of Big Bazaar has been mainly in the heart of

the city or in the out sirts giving a chance to both the !ity and the

people living outside the city to shop.

,. Aer-e1en- = Big bazaar has endorsed very popular figure lie 4

( ;honi and other famous personalities which has attracted a lot of

customers. This has resulted in increase of sale and the outdoor

advertising techni$ues have also helped Big Bazaar.

-. M2e $2a a''ea2 = !onsidering the fact that there are a lot middle

class families in India# Big bazaar has had a huge impact on the middle

class section of India# the prices# $uality and sales strategy has helped ingetting the middle income groups getting attracted towards Big Bazaar.

0. A--ra$-e a2e = Big bazaar has been nown for its great sale and

great offers. Big bazaar has had long lines of people waiting to get into

the store for the sale. Therefore# the sales that Big Bazaar has had has

increased sales in a huge way due to the sales and offers# thus this has

been one of the main advantages of Big Bazaar.

Daan-age;

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&. S-re 2a3#-; The store layout and the assortment of goods is not

the best at Big Bazaar# as the $uantity of goods sold is more the

arrangement and assortment of goods in the store is the greatest.

6ence at times customers find it hard to find what they re$uire# thisleads to dissatisfaction of customer.

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RECRUITMENT AND SELECTION GUIDELINES OF

"IG "A=AAR

These guidelines are also called BI B%R%%+ +'!+:IT4'>T +:?'(.

O"JECTI+E

The main objective of detailing guidelines is that the right type of

personnelCs are recruited# who fulfills the re$uisite job specifications for

+ecruitment including the desirable level of $ualification# sillsH

experiences and competence which is essential for the sustained vitality

and growth of the organization

APPLICA"LITY AND SCOPE

The guidelines shall apply to the 4anagerialH 'xecutiveH (upervisors

category of employees in the pay scaleHlevel# as announced separately in

the classification of employees order. ;etailed job specifications# re$uired

to recruit the person at various ?evelsH rades.

RECRUITMENT

+ecruitment shall be resorted for induction of talent from outside# when

suitable !andidates are not available from within the organization or upon

a specific demand of the post is such that it has to be filled up from the

open maret.

SOURCES OF RECRUITMENT

9rom within organization through Transfers

• Through 'mployment 'xchanges

• Through "lacement agenciesH !onsultants

• Through open 4aret %dvertisements

• 9rom 'ngineering H4anagement H 'ducational Institutes.

• Through 'Email sources viz >auri.com etc.

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• Through !ontractors H(uppliers etc.

• Through referred cases# relatives H friends etc

Genera2

%ll recruitment shall be done exclusively on merit basis only 'xcept

experienced personnel maximum age for recruitment shall be )1 years of

age L 4inimum &1 years.

JO" SPECIFICATIONS> AGE AT ENTRY LE+EL

'ach person is expected to fulfill the re$uisite job specifications H as

re$uired for the position before his candidature is considered for the post.

%ge re$uirement at entry point with &3S) $ualification shall be around )3

years and for raduate H "ost graduate H "rofessional Mualification shall

be between )& years to ), years for a fresher. The upper age limit for

recruitment of experienced personnel shall normally be not more than 5,

years.

AGE OF SUPERANNUATION

>ormally the age of superannuation shall be -3 years for all classes of

employees. In order to streamline the recruitment age and to ensure that

no person is retiring on his birthday# all employee shall be retiring only on

first day of the next month in which he attains the age of superannuation.

E*TENSIONS IN SER+ICE

In case any employee re$uests for extension of services on attaining the

age of superannuation# i.e.# -3 years# or management wishes to retain his

service in the interest of the organization# subject to medically fitness# the

management at its sole discretion# may grant such extension of service

for one year at a time# 6owever# a management may also consider

reappointment of a retired employee on a contract basis. 6owever such a

person shall be entitled to a consolidated amount and contracted facilitiesH

per$uisites only. 6e shall not be entitled to any other facilityHper$uisite as

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applicable to other regular 'xecutivesH 'mployees of the company of his

cadre

RE9UISITION FOR RECRUITMENT OF PERSONNEL

%ll 6/;Cs H (ectional 6eads shall raise a re$uisition in the prescribed

format# as per sanctioned manpower and duly approved by competent

authority.

STANDARD APPLICATION FORM

!andidates application screened H short listed are re$uired to fill in the

prescribed application form in their own handwriting and submit the same

to 6+ ;epartment along with a passport size photograph# photocopies of

certificate and testimonials etc# in support of their %ge# Mualification#

'xperience conduct etc

LETTER OF APPOINTMENT;

'very candidate selected and appointed in 'xecutive !adre shall be issued

a letter of appointment as per the (tandard 9ormat placed.

SER+ICE AGREEMENT

'xperienced personnel recruited in 'xecutive cadre may be re$uired to

execute a service agreement to serve the organization at least for a

period of two years# after joining the service of the company.

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ANTECEDENT +ERIFICATION

'ach !andidate should state names along with contact address Telephone

number etc of at least ) persons @not in relationA# who can be referred by

the employer to verify candidate antecedents etc# in the application form

itself# out of which one should be preferably of immediate past employer.

SCRUITINY OF APPLIACTION

%ll application received from the candidates# shall initially be screened by

6+ ;epartment +ecruitment section to ensure that candidate fulfills the

job specifications and there after send the screened applications to

respective 6/; H +e$uisition authority for detailed screening and ensuring

that the candidate meet their re$uirement and return such screened

applications bac to

6 + ;epartment for further action to re$uest and fill the vacancy.

APPLICATION "LANK FOR EMPLOYMENT

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%ll applicants# who have been short listed for an appointment in the

!ompany# shall be re$uired to complete an %pplication Blan for

'mployment in his own handwriting.

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RECRUITMENT AND SELECTION POLICIES FOR

E*ECUTI+E AND MANAGEMENT TRAINEE

SCOPE ? O"JECTI+ES;

Keeping in the view the existing and expansion needs as well as to meet

the competition BI B%R%%+ needs well $ualified# and talented personnel

in various discipline of +etail business 8iz# 4erchandizing# (ales# (upply

chain# Garehousing# 6+ and 9inance L %HcCs# eneral 4anagement etc. In

view of that it has been considered desirable to induct fresh entrants as

'TCsH 4TCs so as to mould and develop them as per organization need andto frame guidelines to +ecruit# (elect and provide effective Training to

new entrants# so as to ensure that each one of them shoulders

appropriate responsibility and produce desired results.

TITLE ? APPLICA"ILITY

This scheme shall be called as 'TH4T scheme which interlaid include !%Cs#

4B%Cs# I!G%# 'ngineers. IT "rofessionals and !ommerce disciplinecandidates and shall come into force# w.e. from & st %pril )330. %ll such

Trainees recruited shall be placed in 'xecutive !adre @'E !adreA

TRAINING AND STIPEND

!andidate recruited as Trainee shall undergo six month training. Their job

specifications and level shall be as stated here under=E

MANAGEMENT TRAINEE;

4inimum $ualifications

4B%Cs from %C LCBC class 4anagement Institutes

IT 'ngineers

9resh !%Cs

Tranng D#ra-n

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Total - months unless extended by another * months# in no case training

period shall exceed for 2 months

Tranng S$0e#2e

Fr- Fr-ng0-E eneral /verview and theoretical trainingHvisits etc

including organizational setup# orientation and exposures to organizational

+ules and +egulations

Ne@- 4 1n-0E /n the job training in various ;epartment on

rotational basis so as to now all the functions of the organization

Ne@- 5 1n-0E /n the jobH under study HTraining in the parent

;epartment where the Trainee has to be placed finally. To be trained in

detailed woring and in depth studies L woring of that department.

E*ECUTI+E TRAINEE=

Tranng Per= - months extended by another * months not beyond

that

I!G%C(HBright !ommerce raduate with min ,3 pass mars

4B%Cs from !C class L below level 4anagement Institutes.

;iploma 6older of minimum & year duration of respective vocationH

"rofession after raduation

Tranng S$0e#2e

Fr- Fr-ng0-E eneral /verview and theoretical trainingHvisits etc

including organizational setup# orientation and exposure to organizational

+ules and +egulations

Ne@- 4 an 1n-0E /n the job training in various ;epartment on

rotational basis so as to now the all the functions of the organization

Ne@- 5 1n-0E /n the jobH under study H Training in the parent

;epartment# to be trained in detailed woring and in depth studies L

worin of that department# where he has to be placed initially.

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Age=

The age limit of trainee shall not be above ), years of age at the time of

selection. 6owever# this can be relaxed by * years in the case of

!%CsHI!G%CsH"rofessional Trained personnel.

Ree&;

"rogress of each trainee shall be reviewed by a committee consisting of

uruH (upervisorH6/;HTrainer and a 6+ representative every $uarter.

Re$r#-1en-;

+ecruitment of 4TsH'THs shall be done on a continuous basis. 6owever#

campus recruitment shall be encouraged for this level of personnel. To

impart effective training recruitment of 4TCs and 'TCs shall be done twice

a year# eeping into view the manpower re$uirement of the organization.

;uring recruitment specific emphasis shall be laid on the overall

personality# IM# 'M and performance in the exam starting from Board

(chool 'xams onward and his potential to meet organizational needs L

challenges and to fit in organizational culture.

!andidates to be recruited shall be evaluated through written Tests#

roup ;iscussions and Interviews by the expert committee# candidates

selected for recruitment shall be physically fit and mentally alert and each

trainee shall have to $ualify in medical standards as laid down by the

company

Ser$e Agree1en-

%s company incurs a substantial costs on training the personnel# all

Trainees# shall have to execute a service agreement with the company for

a minimum period of two years after the completion of scheduled training

period.

Prgre Re'r-;

'ach trainee shall submit a 4onthly +eport to Training 4anager about his

Training wor# difficulties and suggestions made. %s stated in "ara 5 and

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in order to eep a watch on the progress of each trainee there shall be a

Muarterly %ssessment by the concerned uruH(upervisor and Training

officer about the learning and progress of the Trainee. 'very $uarter each

trainee shall undergo "erformance +eview so as to assess his learning andget feedbac about his adjustment in the organization and if needed

counseling session shall be held with the Trainee.

'ach trainee shall undergo a written Test upon completion of Training and

only trainees who have got constantly a oodC rating shall be withdrawn

from the training scheme and be placed in appropriate levelH rade.

Tranng M#2e

Training modules for each trade shall be announced and circulated by the

Training department from time to time.

I1'2e1en-a-n ! Tranng S$0e1e

Training scheme shall be coordinated by Training 4anagerH 6 +

;epartment# and shall be reviewed periodically on need based.

P2a$e1en- ! Tranee U'n &-0ra&a2 !r1 Tranng

'ach person upon successful completion of training shall be placed in the

companyCs 'xecutive cadre and in regular pay scale as per the service

agreement H !ompany pay structure.

Ser$e Cn-n

%ll Trainees engaged in 'xecutive !adre shall be governed by the (ervice

+ules of the company and the terms and conditions laid down in their

letter of appointment and service agreement which they shall be re$uired

to be executed at the time of joining the company.

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FLOW CHART FOR

RECRUITMENT AND SELECTION IN "IG "A=AAR

Man'&er '2annng

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METHOD FOR A SUCESSFUL RECRUITMENT ANDSELECTION PROCESS

• ;evelop a written job description# which clearly articulates the

essential elements of the job.

• 'stablish valid# jobErelated criteria which are as objective and

measurable as possible.

• 9ind $ualified and diverse applicants by casting your recruitment net

far and wide.

• 'valuate all applicants by the same criteria.

• >ever mae prohibited preEemployment in$uiries.

• (afe $uestions are those which are clearly jobErelated.

• 'stablish and retain documentation supporting all selection or rejection

decisions.

The process of recruitment and selection of staff occurs within astudent affairs culture shaped by many external and internal forces. (uch

forces should be considered in every search process. Ghereas many

external forces are common among institutions# internal forces that are

uni$ue to the institution impact most campuses. These forces should be

considered in the recruitment and selection procedures.

'very administrator should consider applicable laws whenever conducting

search processes. 6owever# the overriding institutional policies should be

considered in all circumstances. It is wise to consult with the campus

personnel office before undertaing any recruitment and selection

process. /nce the campus personnel office has been consulted# the

recruitment and selection process may begin. 9ollowing are &) steps that

every effective search process should include=

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/. Ae -0e Nee Fr an E-a620 -0e P#r'e ! -0e P-n

The institutionDs goals and mission statement should be clearly defined

and understood prior to conducting a search for $ualified individuals. It

should also emphasize the people oriented nature of the organization.

4. Per!r1 a P-n Ana23

'very student affairs division should identify the characteristics and

re$uirements of the vacant position and the personality traits that would

most benefit the individual who assumes the position. It is important to

create a profile that best fits the position in the context of the institutionDs

culture.

Ghether the position is new or recently vacated# there must be a carefuldetermination of why the position is needed# precisely how it will assist

the division and the institution in achieving its goals and mission# how it

relates to other positions in the division# and what sills and other abilities

are necessary to carry out its responsibilities.

9inally# the position analysis should include a judgment as to whether

other positions in the division should be reconfigured in light of the

vacancy.

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5. Pre'are -0e P-n De$r'-n

The division should first establish a hiring profile# consistent with the idea

of choosing the person who would best fit the position. It is imperative

that a position description clearly defines the institutionDs goals# including

the definition of student services# and that employees are selected based

on personality and chemistry that fit the defined services and goals.

The division should offer leadership that embraces the concept and reality

of the defined goals and practice them everyday. It should also simplify

operations so the Fpeople elementF shines forth and stamps the

institution.

The job description should indicate the need for the position in light of the

institutionDs goals. It also should mae clear to other members of the unit

in which the wor is to be performed# what is expected of the new

member.

The position description should tae heed of ethical consideration in

regards to ethnic# gender# and minority bias. It should be written so that it

does not systematically eliminate members of underrepresented groups

such as women and minorities. 9or example# because womenDs career

paths are more often mared by absences related to maternal and family

responsibilities# the expectation that an applicantDs record show a steady

progression of positions with increasing responsibilities is more liely to

attract men than women.

In writing a job description# one should avoid Fmust statementsF such asFthe candidate must possess a "h.;.F. :se of such statements creates

unnecessary limitations in the event the most successful candidate does

not meet the $ualifications that have been described as a Fmust.F

%t a minimum a position description should include=

• "osition title

• !redentials or position specifications

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• %dministrative location of the position

• "hysical and woring conditions

• oals for the position

• Gor activities

• "rocedures and conditions of employment

• Institutional and divisional performance expectations

B. A''n- an E1'&er -0e Sear$0 C11--ee

The integrated staffing model suggests the use of a search committee to

recruit and select staff. (earch committees are most fre$uently the

mechanism used to carry out recruitment and selection processes

!omposition of committees varies depending on the functional area and

level of the position. "ersons fre$uently included in search committees

were=

• (tudent affairs staff outside the department with the vacancy

• (taff from nonEstudent affairs areas of the institution

• (tudents

• 9aculty members

• "rofessional staff in the areaHdepartment with vacancy

• (upport staff in the areaHdepartment with vacancy

%ccording to Ginston and !reamer @&220A# as the level of responsibilities

of the vacant position increases# the search committee members should

be more widely representative of the entire campus and outside

community. (earch committee membership may be comprised of many

different constituents. !are# however# should be exercised to eep the

committee small enough that it can communicate and function effectively.

?arge committees have difficulty in just scheduling meetings# such less

providing opportunities for everyoneDs active participation. ?arge

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committees may impede timely reviews of applications# which may result

in having highly $ualified candidates withdraw because they have received

offers from competing institutions.

%s search committees tend to be ad hoc committees# members may not

now precisely what is expected of them. The committeeDs duties and the

role of the hiring authority should be clearly stated in writing. Because

search committees are sometimes comprised of students and individuals

outside of the division and others who may not be familiar with the

credentials and experience re$uired for professional wor in the field of

student affairs# it is vital that all members of the committee are well

trained regarding the necessary $ualifications. The members of the search

committee should be educated as to the general progression of a career in

student affairs and what level of responsibilities are re$uired for

involvement at the particular level of employment where the vacancy

exists.

The empowering official shall clarify the following responsibilities with the

search committee members=

• (elect a search committee chairperson

• "repare the position description @this responsibility is sometimes

fulfilled prior to appointment of the search committeeA

• ;etermine the timeline of the search process

• "repare the position announcement

• %dvertise the position

• 4anage the overall search process

• ;etermine the finalists

• 4ae arrangements for interviews

• 4ae or recommend the final decision

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. Pre'are -0e P-n Ann#n$e1en-

This crucial step informs all who are interested in the position precisely

what the search committee is looing for in clear and unambiguous

language. The announcement should include such information as=

• Title

• ?ocation and demographics of the institution

• (upervisor

• 4ission of institution and division

• !ontributions expected by the staff member toward the

accomplishment of these missions

• oals and wor re$uirements of the position

• 4inimum education

• 'xperience and nowledge re$uirements

• !onditions of employment

• ;ate for beginning of review process

• Individual and office to contact for further information

If stated clearly# the position announcement can unencumbered the

overall search process by encouraging selfEelimination of candidates who

clearly do not fit the announced re$uirements.

. Aer-e -0e P-n

The student affairs division should evaluate all possible avenues for

advertising a position vacancy. ?imited budgets may determine the means

by which a position vacancy is advertised. Therefore# it is important to

consider carefully which advertising medium is most liely to target the

audience most important to reach. "ossibilities to consider are

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• !ampus resources such as publications# offices# employee referrals#

webEsites# or electronic bulletin boards

• ?ocal newspapers

• GordEofEmouth

• 'mployment agencies

• 4ass media advertising @radio# television# etc.A

• "rofessional lists

• "rofessional journals and webEsites.

• "rofessional placement conferences and exchanges.

• The !hronicle of 6igher 'ducation E The !hronicle of 6igher 'ducation

is generally thought to be the most helpful medium in higher education

though it may not be read at all institutions. The !hronicle is

distributed in both paper and electronic form.

'xtra care should be taen to ensure that the announcement reaches

potential minority candidates.

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. Cn#$- -0e Sear$0

The individual and office listed in the position announcement should

receive all applications from candidates. %cnowledgment of the

application should be sent to both the applicant and the search

committee. %ll correspondence and activity should be recorded in a log to

ensure careful tracing of the candidatesD materials and status.

%pplicants that the division would normally judge unacceptable suddenlyseem desirable when the need to hire a body# Fany bodyF# becomes

severe. The division will face a natural temptation to shortEcircuit the

standard screening process and hire a replacement immediately.

/ne way to avoid such crisis hiring is to encourage $ualified individuals to

submit employment applications even when the division has no current

job openings. The applications may be ept on file for future

consideration. %nother way to maintain possible candidates on file is to

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as exemplary staff members to refer their friends who might be looing

for wor# even offering the staff members rewards for referrals.

. S$reen -0e A''2$an-

(creening of applications should be conducted from the beginning of the

search process# and reviews should begin immediately following the

announcement. The division should test to ensure that each applicant fits

the profile and hire a person who fits the profile remembering that good

selection reduces turnover# training and recruitment costs# and thereby

produces stability# consistency# low operating costs and an ability to

increasingly reward desired behavior.

(election methods that focus both on crucial re$uirements and

organizational culture include=

• Interviews

• Biographical data

• Gor samples

• (elfEassessment

• "ersonality tests

• !ognitive abilities

• "hysical abilities

• :se of an assessment center

• % thorough literature review concerning the screening of resumes.

% comprehensive employment application is the cornerstone of every

successful preEemployment screening program. It will identify many

undesirable applicants early in the selection process. The completion of an

application form is important for '$ual 'mployment /pportunity reasons#

for record eeping# and for gathering information from which to mae a

good employment decision.

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(ome institutions re$uire that all applicants complete an employment

application. Taing a critical loo at the institutionDs employment

application# the recruitment staff may see ways in which it can be

improved. The one page# stationeryEstore variety is too brief if it fails toelicit vital information that can be legally re$uested.

The nittyEgritty of the employment application is the wor history section.

+ecent jobs are the best predictors of future job performance and

permanency. %n application should provide enough space to allow the

applicant to list every job heHshe has held for at least five years. Their

personal saga of success or failure often is displayed clearly in their

unabridged employment record. Beginning and ending dates of each job#

month as well as year# are also necessary. "recise dates of employment

expose gaps between jobs.

Instructions should direct job seeers to list every job# including partE

time# second jobs# and volunteer jobs. The search committee should

always carefully study each applicantDs employment history.

. Arrange -0e Cana-e In-ere&

/nce the applicant pool has been screened and individuals to be

considered are identified# interviews should be arranged with those

candidates. /ften# the size of the departmental recruitment budget will

determine both the type and the number of interviews that will be

conducted. 4any times# institution with limited budgets will begin theinterview process by conducting telephone interviews. Telephone

interviews can be held with either an individual or a group of people as

the interviewer. If a group of people interviews the candidate#

arrangements should be made to conduct a conference telephone call with

the candidate.

If an institution is fortunate to have a healthy recruitment budget# the

search committee may wish to invite one or more candidates to visit the

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information. :nsuccessful shortEterm jobs# reasons for leaving and dates

of employment are the items most fre$uently omitted from resumes.

%s a result# interviews must be conducted from completed employment

applications. The search committee should never grant an interview to an

applicant who has not fully completed an application form. Interviews are

most effective when they include $uestions based on a careful analysis of

job functions. Interviews should be consistent from candidate to candidate

and should evaluate a candidateDs interpersonal and communication sills.

Interviews should involve multiple interviewers. It is always instructive to

see how different interviewers give different points of view on the same

applicant# which leads to a better overall hiring choice. %dditionally# it is

easy for search committee members to forget some of the material that

was covered in the interview. It is useful to document every interview

session and to have one interviewer from each interview team provide

brief notes regarding the gist of the interview.

//. Cn#$- Re!eren$e C0e$%

/ne of the most crucial but often neglected steps in the hiring process is

reference checing. +eference checing is often forfeited when a student

affairs division is pressured to hire in a hurry. %dditionally# reference

checing can be a frustrating exercise that yields little useful information

about a candidate. >evertheless# the desire to save time and avoid legal

ramifications should not prevent any recruitment staff from conducting

thorough reference checs on all prospective new hires.

+eference checs round out the profile of a job applicant by providing

thirdEparty support for first impressions. +eference checs should be

made only for those candidates who have advanced to the finalist stage

and who are under serious consideration for the job.

Ghen calling a reference# be friendly and courteous. %s if it is a good

time to tal then put the person at ease by mentioning something or

someone you both have in common. %fter developing rapport# begin with

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basic $uestions about the applicant. This will yield essential information

while breaing the ice. %s for confirmation of employment dates# title#

job duties# salary and the name of the previous employer. >ext# segue

into a brief description of the experience and sills you have been looingfor and as the reference to comment on the applicantDs ability to handle

some of the typical responsibilities

(ome ways to improve reference checing are=

• Inform the candidates that# if they advance as a finalist for the

position# the hiring supervisor will conduct a reference chec. This

information should encourage candidates to be fran and honest in

their responses to $uestions.

• To increase the chances of contacting candid references# as each

applicant for at least five names# including immediate supervisors.

%dditionally# re$uest a fact about each contact# such as membership in

professional associations# which can be used as an icebreaer when

calling.

• The position supervisor should call all references personally. That

person nows best which sills and personality traits will be optimal for

the position.

• %s openEended $uestions in order to elicit broad information. (ome

people may be fortunate and contact a reference that is willing to

franly discuss the candidateDs $ualifications. But it is just as liely that

the reference will be reluctant and offer minimal information.

• %void in$uiring about the candidateDs marital status# age# disabilities#

religion# ethnicity# gender# or other personal issues. (uch information

may not be used in maing a hiring decision. The committee may

submit one of the following types of recommendations# depending

upon the charge that was originally given to the search committee=

/4. Ma%e -0e O!!er

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%fter the search committee has completed all of the interviews and has

evaluated the candidacy of the finalists# the committee will submit a

recommendation to the hiring authority. The committee may submit one

of the following types of recommendations# depending upon the chargethat was originally given to the search committee=

• The name of one candidate

• The names of two or more candidates in order of hiring preference

• The names of two or more candidates in no particular order

/nce a $ualified candidate or candidates has been recommended to the

hiring supervisor# the supervisor should strongly consider the

recommendation that has been presented. The supervisor may accept a

hiring recommendation or charge the search committee to continue the

search.

(hould a hiring recommendation be accepted# the supervisor should

contact the preferred candidate and mae the job offer. (ome important

issues that should be addressed in the job offer are=

• (tarting salary

• (tarting date

• ?ength of contract

• 'mployee benefits

•

4oving expenses @if applicableA

• ?iving accommodations @if applicableA

• %ny other points of negotiation

The candidate should be given sufficient time to either accept or reject the

offer. 6owever# the hiring authority should not compromise the availability

of other candidates if the candidate of choice declines the offer by

allowing too much time to pass between the offer and the decision.

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If the candidate accepts the position# the offer and conditions of hiring

should be sent to the candidate in writing as soon as possible. If the

candidate declines the position# the hiring supervisor should mae the

offer to the next candidate of choice or should reconvene the searchcommittee to mae other arrangements.

/nce an individual has been secured for the position# all other candidates

should be notified immediately. They should be informed of the closure to

the search and thaned for their interest in the position. It is proper

eti$uette to notify those candidates who were interviewed# either by

telephone or in person# personally.

9inally# the search committee should be dissolved with acnowledgments

of their time and service. %ppropriate announcements should be made

regarding the outcome of the search process.

Ang E-0$a2 "rea$0e W0en Cn#$-ng a Cana-e Sear$0

It is important to act ethically at all times when conducting a candidate

job search# not only out of respect for each candidate# but also to protect

the integrity of the institution. It is not uncommon for hard feelings to

develop between candidate and institution as a result of thoughtless acts

or misbehavior on the part of those involved in the search process. It is

important for institutions to avoid any disrespect or malfeasance on the

part of the institution to help ensure success for current as well as future

candidate searches. 9ollowing are some behaviors that if adopted# will

help ensure a legitimate and respectable job search=

• Train all search committee members to understand and recognize the

necessary credentials for the particular position.

• %cnowledge receipt of all application materials.

• ;o not mae offers that are not honest. 9or example# do not tell a

candidate the position will be offered to him or her unless it has been

agreed upon by the entire search committee and the hiring authority.

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• >ever misrepresent the position in any way.

• 4aintain confidentiality throughout the entire job search.

• "rovide the candidate with professional materials representative of the

company.

• !onduct open searches. If there is an internal candidate or candidates

for the position# announce this to all other candidates.

• >ever mislead a candidate as to his or her status in the search

process.

ISSUES OF RELIGION IN RECRUITMENT AND SELECTION

• +eligion should not be a factor in advertising vacant positions in cases

of public universities. It is however permissible in private institutions.

In this case# state this explicitly in the advertisement especially if it is a

factor in selection.

• (earch committee members should be trained on the protocol and

legal situations.

• (earch committee members should not mae attempts to deduce

religious denomination based on affiliations or organizations listed on

the resume.

• Be forthright with all institution policies related to religion.

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• In position advertisements attempt to list as much descriptive

information on the local community as possible.

• (tate all terms of employment in hiring offer.

• ?ist all institutional policies related to dress and appropriate attire.

This is important for employees who may want wear traditional or

native attire to wor.

• Be sure that hiring practices are consistent across the board. Ther

to analyse the recruitement and selection procedure of the employees

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