SUMMER TRAINING PROJECT REPORT

On
“A STUDY ON RECRUITMENT AND SELECTION
PROCESS AT IS GAUR EDUCATIONAL
SERVICE PRIVATE LIMITED IN LUCKNOW
CITY”
Towards partial fulfillment of
Master of Business Administration (MBA)
School of Management, Babu Banarasi Das University, Lucknow

Submitted by
AKRITI DWIVEDI
IIIRD Semester
Roll No. – 1220672038

Session 2023-2024
School of Management
Babu Banarasi Das University
Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India.
CERTIFICATE FROM THE ORGANIZATION
 DECLARATION

I do hereby declare that all the work presented in the summer training report

entitled “A STUDY ON RECRUITMENT AND SELECTION PROCESS AT IS

Gaur educational service private limited.” is carried out and being submitted at

the school of management for the award of Master of Business Administration, is

an authentic record of AKRITI DWIVEDI. The work is carried out under the

guidance of Dr. Swati Srivastava (faculty guide). It hasn’t been submitted at any

other place for any other academic purpose.

AKRITI DWIVEDI
 ACKNOWLEDGEMENT

Achievement is finding out what you would be then doing, what you have to do. The

higher the summit, the harder is the climb. The goal was fixed and we began with a

determined resolved and put in ceaseless sustained hard work. Greater challenge,

greater was our effort to overcome it.

This project work, which is my first step in the field of professionalization, has been

successfully accomplished only because of my timely support of industry guide. I

would like to pay my sincere regards and thanks to those, who directed me at every

step in my project work.

I take this opportunity to extend my sincere gratitude and profound obligation towards

my Project report guide Dr. Swati Srivastava for giving me valuable suggestions &

guidance rendered to me throughout the Summer Training without their

encouragement and continuing support, this Summer Training would not have been

possible.

I am highly thankful to other faculty members whose able guidance in this project

makes my way simple & easy.

                                                             AKRITI DWIVEDI
 EXECUTIVE SUMMARY

Success of every business enterprise depends on its human resource. Finding the right

man for the job and developing him into a valuable resource is an indispensable

requirement of every organization. Proper recruitment helps the line managers to

work most effectively in accomplishing the primary objective of the enterprise. In

order to harness the human energies in the service or organizational goals, every HR

manager is expected to pay proper attention to recruitment and selection activities in

an organization. Thus, personnel functions, recruitment and selection, when carried

out properly, would enable the organization to hire and retain the services of the best

brains in the market. The world's best companies have established their strength with

their people. The employees identify themselves with the company they are working

for. This also helps in building up their spirit, morale and spirit-de-cops which

becomes strength of the company.

There are certain ways that are to be followed by every organization, which ensures

that it has right number and kind of people, at the right place and right time, so that

organization can achieve its planned objective. The project covers introduction of

Recruitment and Selection, Purpose and Importance of Recruitment, Sources of

Recruitment, Steps in the Recruitment & Selection Process, and Suggestions to make

the Recruitment Process more effective. It also includes the challenges faced by HR in

recruitment process and the recent trends in recruitment process.

 TABLE OF CONTENT

Certificate ii

Declaration iii

Acknowledgement iv

Preface v

Sr. No. Topic Page no.

1. Introduction 1-38

2. Company Profile

3. Objective of the Research

4. Research Methodology

5. Use and Importance of the study

6. Data Analysis and Interpretations

7. Findings

8. Suggestions/Recommendation

9. Conclusions

10. Limitations

11. Bibliography

12. Annexure
CHAPTER-1

INTRODUCTION

1
 INTRODUCTION

In this information age, the importance of human capital and human asset cannot do

ignored; rather it is that line of business that could lead any organization to attain

heights. This is the factor that makes difference between one organization and

another. Getting the right person at the right place and then retaining him is the main

area of concern in today’s corporate world. Hence, the emphasis is being laid to

device policies and programs in such a manner that it leads to retention of the desired

manpower and thus contributes towards organizational development. Each

organization is now thriving to attain the best person i.e. the knowledgeable worker

and leverage their wisdom towards the achievement of the organizational objectives.

Nobody wants to have the third best or the second best, but to have the best person in

the organization it becomes very difficult to retain them.

Certain great leaders who have made their mark in corporate world by their actions

say that every organization can acquire the same machinery, the same infrastructure

etc. But what makes the difference in one organization to another is the manpower it

possess which cannot be copied down.

Considering the aspect of sourcing, no organization should ever think that once it has

acquired the best talent created favorable conditions to retain them they would not

require going in for sourcing activities.

Hence this should be kept 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

acquired and retained is through its sourcing only. Unless and until a person is

sourced from outside, how will the organization get the best. To have the best it is

essential to acquire it from outside. There has been tremendous change in the

technology and for the organization to survive in this changing scenario; it has

2
become very essential that they keep up with the pace with the changes in the

technology, the change in the culture etc.

Taking for example no organization can even think of operating without the 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 make use of this

technology. Hence sourcing is done and the best talent is acquired so that the person

not only takes case of changing technical needs of the organization but also be able to

make other employee learn from him.

After having determined the number and kinds of personnel required 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. Man power planning gives an assessment of the number and type of people

required in the organization.

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

who may be working in the organization itself while others will have to be sought

from outside the organization. It involves persuading and inducing suitable persons

to apply for and seek jobs in the organization.

Recruitment 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. Recruitment is a positive process as it attracts suitable

applicants to apply for available jobs. The process of recruitment:

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1. Identifies the different sources of manpower supply.

2. Assesses their validity.

3. Chooses the most suitable source or sources.

4. Invites applications from the perspective candidates for the vacant jobs.

4
 RECRUITMENT AND SELECTION

Recruitment 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 required, that exist for the

purpose of making effective selection decisions.

POSITION DESCRIPTION

A complete, accurate and current position description is the foundation for planning

and conducting the recruitment effort. It should be

Non discriminatory- One should never express a preference for certain age, race or

national origin. In very rare case sex can constitute a bonafide occupational

qualification.

Valid- This means they are inherently job related and predict successful performance

of the job.

Defensible- This means they are recognized as legitimate in the field attached to the

position.

Objective and Measurable- It should be as objective and measurable as possible.

The more subjective qualification the greater the need to predetermine how it will be

qualitatively assessed.

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RECRUITMENT

Recruitment refers to the process of sourcing, screening, and selecting people for a job

or vacancy within an organization. Though individuals can undertake 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. Place 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

prequalification process, organizing meetings, conducting interviews, making

decisions, the appointment and action. This means that a lot of time and resources

must be invested before the right candidate is selected.

Most recruitment agencies in India follow three stages in the recruitment process,

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 skills of

a candidate. In this case, the test must be carefully prepared, not to deviate from the

subject. Much can be found on the candidate's resume. A good presentation of his

resume is in an organized way and refined talk a lot on the individual. His 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 takes the interview of the candidate must be well prepared in

advance. Concerns such as the location of the interview, the timing, structure of the

6
question of strategy, the style of taking the interview must be decided in advance, so

that nothing is excluded, and all subjects properly treated.

In addition, there are a number of things that must be taken into consideration in the

recruitment process. Until the final decision about a certain candidate is taken, it is

important to keep in regular contact with the candidate. The decision-making process

should not take too long to prevent candidates from taking any other occasion. An

applicant must be informed once the decision is made. He or she must say the entire

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

record should be kept of the candidate file for future reference.

The recruitment process must be strong and justified and shall withstand external

scrutiny. Only 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 work in a planned

way to recruit people.

GUIDING PRINCIPLES OF RECRUITMENT

Appropriate 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 carefully--there are

consequences 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.

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 If you indicate "applications received by a certain date will be assured full

consideration," you can decide whether or not to review applications received

after the specified date. When using this wording, it is critical to establish a

meaningful date.

Recruitment 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 undertaken.

All advertisements and position announcements should be consistent with each other,

reflect the qualifications identified in the position description.

Prior to recruiting for a position, ensure that you know what institutional policies and

procedures apply. Contact your HR Generalist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified positions, consult with

the appropriate HR Director or designee.

RECRUITMENT STRATEGIES AND RESOURCES

HR Persons will assist search committees and hiring departments in developing

recruitment strategies for each vacancy. General guidelines for specific types of

positions are listed below.

Tenure-track Faculty

Scope of Search: National or regional

Recrutement Ressources:

Discipline-specific journal, list-serves, Professional associations

Personal contacts with colleagues, alma maters, and alumni associations

Position announcement mailings to doctoral-degree granting universities

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Chronicle of Higher Education

Recommended Recruitment Period: At least 3 weeks after appearance of first

advertisement; at least 1 full week after publication of last advertisement

Unclassified staff, Director level and above

Unclassified (below Director Level) and Classified Staff

Scope of Search: Regional (for technical or paraprofessional positions) or local

Recruitment Resources:

Position announcement mailings to state employment offices, local vocational and

community colleges.

Recommended Recruitment Period

Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full

week after publication of last advertisement

Classified: Contact your HR Generalist for state requirements

POSITION ANNOUNCEMENTS

Purpose of the Position Announcements:

Provides 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 required application materials and application deadline.

Serves as a convenient mailer or flyer to advertise the position by direct mail.

General Guidelines for Developing Position Announcements:

 Use the recommended format, which is either printed on company’s own

letterhead. Limit the announcement to one page, using the reverse side of the

page, if necessary.

9
 Provide enough information to give applicants adequate understanding about the

nature of the position. Identify required and preferred qualifications so that you

solicit qualified applicants and stimulate interest in the position.

 Provide notification of the company's EO/AA policy, and identify contacts for

requesting reasonable accommodation.

 Provide a contact name, address and phone number.

 Explain application requirements.

THE RECRUITMENT INDUSTRY

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

channel candidates into the hiring organization’s application process. As a general

rule, the agencies are paid by the companies, not the candidates. The industries

practice of information asymmetry and recruiters' varying capabilities in assessing

candidate quality produces the negative economic impacts.

Traditional recruitment agency

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

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

assessment before being taken onto the agency’s books. Recruitment Consultants then

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

candidates are with potential employers.

Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate accepts a job

with the client company (typically 20%-30% of the candidate’s starting salary), which

usually has some form of guarantee, should the candidate fail to perform and is

terminated within a set period of time.

10
An advance payment that serves as a retainer, also paid by the company. In some

states it may still be legal for an employment agency to charge the candidate instead

of the company, but in most states that practice is now illegal, due to past unfair and

deceptive practices.

Online recruitment websites

Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV)

database. Job boards allow member companies to post job vacancies. Alternatively,

candidates can upload a résumé to be included in searches by member companies.

Fees are charged for job postings and access to search resumes.

In recent times the recruitment website has evolved to encompass end to end

recruitment. Websites capture candidate details and then pool then in client accessed

candidate management interfaces (also online).Key players in this sector provide e-

recruitment software and services to organizations of all sizes and within numerous

industry sectors, who want to e-enable entirely or partly their recruitment process in

order to improve business performance.

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

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

amount of administration.

Online recruitment websites can be very helpful to find candidates that are very

actively looking for work and post their resumes online, but they will not attract the

"passive" candidates who might respond favorably to an opportunity that is presented

to them through other means. Also, some candidates who are actively looking to

change jobs are hesitant to put their resumes on the job boards, for fear that their

current companies, co-workers, customers or others might see their resumes.

Headhunters

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Headhunters are third-party recruiters often retained when normal recruitment efforts

have failed. Headhunters are generally more aggressive than in-house recruiters. They

may use advanced sales techniques, 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 frequently members in good standing of industry trade

groups and associations. Headhunters will often attend trade shows and other

meetings nationally or even internationally that may be attended by potential

candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate

placements (sometimes more than 30% of the candidate’s annual compensation). Due

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

executive level roles, or to find very specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs, headhunters will

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

network, cultivate relationships with various companies, maintain large databases,

purchase company directories or candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using their

Human Resources department. In addition to coordinating with the agencies

mentioned above, in-house recruiters may advertise job vacancies on their own

websites, coordinate employee referral schemes, and/or focus on campus graduate

recruitment. Alternatively a large employer may choose to outsource all or some of

their recruitment process (Recruitment process outsourcing).

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THE RECRUITMENT PROCESS

These are the main recruiting stages.

SOURCING

Sourcing involves 1) advertising, a common part of the recruiting process, often

encompassing multiple media, such as the Internet, general newspapers, job ad

newspapers, professional publications, window advertisements, job centers, and

campus graduate recruitment programs; and 2) 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 so-called passive

prospects, also called same-generation, results in a list of prospects who can then be

contacted to solicit interest, obtain a resume/CV, and be screened.

SCREENING & SELECTION

Suitability for a job is typically assessed by looking for skills, e.g. communication,

typing, and computer skills. Qualifications may be shown through resumes, job

applications, interviews, educational or professional experience, the testimony of

references, or in-house testing, such as for software knowledge, typing skills,

numeracy, and literacy, through psychological tests or employment testing.

In some countries, employers are legally mandated to provide equal opportunity in

hiring.

On boarding

A well-planned introduction helps new employees become fully operational quickly

and is often integrated with the recruitment process.

PITFALLS OF RECRUITMENT

Candidates 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 qualifications 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. What happens in the

middle of the process includes job analysis, position description development,

recruitment, testing, and screening, corresponding with applicants, Credentials

verification, background investigations, interviewing, reference checking, physical

examinations, and the offer.

Discriminatory hiring practices could result in significant costs for the Company.

Individuals acting on behalf of the organization who fail to follow nondiscrimination

policies may face personal liability. Poorly 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 lack of follow-up may cause unfavorable impressions of the Company.

THE COST OF SELECTION

The cost of selecting performers who are inadequate 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 1983, the average cost per hire for exempt employees was

more than $4600; nearly $4700 if there was relocation. These cost incurred by the

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

organization can make toward minimizing turnover and hiring costs can pay

dividends. Thus proper selection of personnel is obviously an area where

14
effectiveness (choosing competent workers who perform well in their position) can

result in large savings.

GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to liability. Seeking

training from HR for anyone who participates in the process before beginning.

Provide reasonable accommodation in the application process to persons with

disabilities.

Use a nondiscriminatory, valid, and consistently applied selection criteria/process.

Use of a rating guide is recommended. This is a form used to rate applications for a

position based on the required and preferred qualification as defined in the position

description. Rating guides simplify 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.

Once it is determined that an individual does not meet the established minimum

qualifications, she must be eliminated from further consideration. If you are unclear

whether or not an applicant possesses the minimum qualifications, it is appropriate to

conduct a verification phone interview. You may also ask applicants to include a

cover letter detailing how they meet the established qualifications as part of the

application process.

Be able to justify every selection/nonelection decision with appropriate

documentation (e.g., the position description, applications/resumes, rating guides,

selection criteria, interview questions, and reference checks). This documentation

should be forwarded to HR Generalist after the search is completed.

Avoid prohibited pre-employment inquiries and interview contaminants.

Conduct reference checks as part of the selection process.

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Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to restrict an employer's

ability to choose the most qualified person. They are intended to ensure that

employers use criteria that are job-related and nondiscriminatory. Hiring departments

and search committees should use the appropriate guidelines to identify appropriate

pre-employment inquiries. Any questions regarding the appropriateness of specific

inquiries should be directed to the EO/Compliance Specialist.

TIPS FOR INTERVIEW PROCESS

Minimize Stereotypes – Provide interviewers with a job description and specifics on

job requirements. In the absence of specific information individuals may be more

likely to make stereotypical judgments about a candidate

Job Related – Construct interview questions that are job related. Not having job

related interview questions will lower the validity of the interview process.

Train Interviewers – “Improve the interpersonal skills of the interviewer and the

interviewer’s ability to make decisions without influence from non-job related

information. Interviewers should be trained to:

 Avoid asking questions unrelated to the job

 Avoid making quick decisions about an applicant

 Avoid stereotyping applicants

 Avoid giving too much weight to a few characteristics

 Try to put the applicant at ease during the interview

 Communicate clearly with the applicant

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COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may

attach attributes to her that don't actually exist.

MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps.

NEGATIVE BENT -- the tendency to focus on information which will automatically

disqualify a candidate, causing you to overlook his/hers strengths in the process

SNAP JUDGMENTS can devastate the interview process -- remember that you gather

information during the interview and evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully

document the interview, valuable material will slip through the cracks; avoid

recording inappropriate information (i.e., anything not related to the job) or statements

based on your own inferences.

STEREOTYPING -- a major problem. Focusing on the job rather than personal traits

can offset a tendency to categorize candidates.

THE HALO EFFECT -- a tendency to generalize one outstanding feature of a

candidate as representative of success in any endeavor, no matter how unrelated

MIND SET -- your background, attitudes, motives, values, aspirations and biases

CHEMISTRY or rapport between two people can contaminate the interview -- the

basis of your personal reaction to a candidate must always be evaluated in terms of the

position requirements

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REFERENCE CHECKS

Nearly 80% of what is needed

o be known about candidates can be learned through good investigative techniques.

Although privacy legislation has had an impact on the reliability of reference checks,

they remain a viable means of verifying applicant information. Appropriate checks are

also necessary to defend against charges of negligent hiring. Keep the following

guidelines in mind:

Obtain permission from candidates.

Inform candidates that reference checks and validation of credentials will be part of

the selection process.

A 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 work, or withdraw their candidacy.

If access is significantly candidate-controlled, she/he must understand that less

restricted checks will be made before any offer is extended.

Intentionally choose whom to contact. Consider the following guidelines:

 Call the references identified by the candidate.

 Seek permission to call persons who should know the candidate (e.g., current

department chair, departmental head, supervisor, vice president, colleagues, etc.).

 Complete enough calls for a full picture of the candidate to emerge.

Apply the following guidelines for determining what inquiries to make:

 All information considered in the selection process must be related to job

performance.

 Request the same information regarding all applicants.

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 Avoid asking references prohibited pre-employment inquiries.

 Focus on gaining information about the knowledge, abilities, skills and work

behaviors identified as being important to the position.

 Address significant gaps or missing elements in the candidate's application

materials.

 Avoid being put off by scattered "negative" comments from references.

 Look for patterns of strength and limitations, and for indications of fit between the

person and the position.

 Not every comment should be given equal weight. Attempt to evaluate the

reference's perspective, how credible they may be, and how recently or how well

they know the candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted search process

predisposes qualified candidates to consider a company as a potential employer. The

nature and timeliness of correspondence contributes to the applicant's perception that

a particular company is a quality organization.

Typically, a recruitment and selection process will present the following opportunities

to correspond with applicants:

 Acknowledgement of application materials. An acknowledgement letter confirms

that the hiring department has received all or part of the required application

materials, identifies any missing materials which must be provided to ensure

consideration, and indicates the expected timeline for the selection process.

 Notification 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

19
 pool from which selection decisions were made should the ultimate hiring

decision be challenged.

 Notification of a change in the timeline for selection. In order to keep good

candidates interested in the position, it is advisable to keep applicants informed

should a change in the selection timeline be necessary.

 Notification that an applicant is no longer being considered. As 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.

 Confirmation of campus interview arrangements. This correspondence should be

preceded by telephone conversations with the candidate, and should include

information about the Company, 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.

 Appreciation 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.

 Letter of offer. Once 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.

 Hiring departments should contact their HR Generalist for assistance in writing

these letters.

Guidelines

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Depending on the type of position, a hiring department may decide to use a search

committee to manage the recruitment and selection process. The committee's role will

vary with the department, school, or administrative 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 make a final offer for a position.

The search committee should be comprised of individuals who have some knowledge

of the position to be filled, are committed to equal employment opportunity, and have

the capacity for balanced judgment and discretion. Whenever possible, committees

should represent diverse backgrounds and perspectives.

Generally, the ideal size of a committee is relative to the position. For some positions,

a committee of 3 is adequate. For positions at or above the manager level, committees

of 5-7 are more appropriate. Committees for positions at the Executive level may be

significantly larger.

A search committee chair should be appointed. Chairs 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. At 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 ranked or unranked order. Typically, a Company’s

search committee responsibilities include all or some of the following:

 Helping develop the position announcement, including the identification of

minimum and preferred qualifications, timeline and recruitment plan

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 Completing recruitment and selection activities for classified and unclassified staff

positions

 Placing advertisements or conducting personal outreach

 Developing the selection procedure, including rating guides receiving

applications, corresponding with applicants, sending applicant information forms,

and maintaining the applicant record

 Screening applications, conducting reference checks, determining a long or short

list of finalists

 Maintaining required search documentation

 Coordinating campus visits for interviews and/or conducting interviews

 Making recommendations to the hiring official

 Appointing one of the members, or using departmental staff, to act as search

committee secretary

PRACTICAL CONSIDERATIONS

Disagreements 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. Committee members, including the committee secretary, should

discuss and agree upon the following practical considerations:

 When will review begin? Unless an inordinate number of applications are

expected, it is recommended that the review process begin after the date, which

was advertised.

 Will initial review of applications for minimum qualifications be done by the

committee chair, secretary, or all committee members?

 Will committee members review every application, or will applications be divided

into groups that are initially reviewed by only part of the committee?

22
 Will the committee use a rating form? A rating guide is highly recommended,

because it can be used to defend against EEO challenges to the selection decision.

In designing the rating guide, the committee must decide whether they will use

numerical scoring (and whether it will be weighted or unweighted), qualitative

scoring (for example, poor, average, strong), or a combination of the two.

 Has the committee developed a plan for corresponding with applicants, including

the language for standard letters? Sample letters are available from your HR

Generalist.

 Has an effective system been planned for filing and retrieving application

materials?

 Where will committee members review the files? Will they need to come to the

search committee secretary or chair office? If so, is there adequate space and

privacy for the review? Will members be allowed to take copies of the application

materials for review elsewhere? If so, has there been adequate precaution taken to

ensure confidentiality and security of the materials? Who will need access to

online applications/resumes for classified and unclassified positions?

 Has the committee established reasonable timelines for completing its review?

 Search committees who have questions about these, or other practical

considerations, can contact their HR Generalist and advice.

23
OBJECTIVES OF RECRUITMENT AND SELECTION

1. Hire the right person

2. Conduct a wide and extensive search of the potential positive candidates

3. Recruit staff members who are compatible with the organization’s environment or

culture

4. Hire individuals by using a model that focuses on learning and education of the

whole person

5. Place individuals in positions with responsibilities that will enhance their personal

development

RECRUITMENT AND SELECTION POLICY STATEMENT

Every 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.

Units may use different processes for recruitment depending upon the circumstances

surrounding the need to fill the position, but must take steps to ensure that the values

of the profession are applied in all procedures that are used. IT Recruitment and

selection committee members should be properly trained to assume the important

responsibilities of recruitment and selection.

Supervisors should adhere to any institution-wide recruitment and selection programs.

This cannot, however, substitute for an understanding of procedures and processes

from a student affairs perspective.

Recruitment and selection should be planned, implemented, and evaluated to ensure

that each potential employee is provided equal opportunities to compete for the

position.

24
In human resource management, “recruitment” is the process of finding and hiring the

best and most qualified candidate for a job opening, in a timely and cost-effective

manner. It can also be defined as the “process of searching for prospective employees

and stimulating and encouraging them to apply for jobs in an organization”.

It is one whole process, with a full life cycle, that begins with identification of the

needs of the company with respect to the job, and ends with the introduction of the

employee to the organization.

When we speak of the recruitment process, we immediately think of activities such as

the analysis of the requirements of a specific job, attracting candidates to apply for

that job, screening the applicants and selecting among them, hiring the chosen

candidates to become new employees of the organization, and integrating them into

the structure.

Obviously, the main reason why the recruitment process is implemented is to find the

persons who are best qualified for the positions within the company, and who will

help them towards attaining organizational goals. But there are other reasons why a

recruitment process is important.

To ensure proper alignment of skill sets to organizational goals.

Through recruitment, organizations make sure that the skill sets of the staff or

manpower of the company remains aligned to its initiatives and goals.

In the event that they notice some positions do not really contribute to the

advancement of the organization towards its goals, then it can take the proper action

to correct this, probably through job redesign, restructuring of the workforce, or

conduct of job enrichment programs.

25
To ensure effective and efficient recruiting.

Effective recruiting means that the person employed for the job is the best possible

candidate for it, with all the required skills, talents and qualifications of the job.

Efficient recruiting, on the other hand, means that the process has been carried out

without incurring a lot of costs on the part of the organization. By following the

process, there is a greater chance that the human resources department can get the best

possible person for the job.

Organizations may carry out their hiring processes their own way, but without a

system or set guidelines in place for its conduct and implementation, there is a risk

that the company may incur more expenses than necessary.

The company will also end up wasting its resources if the wrong or unqualified person

was actually hired. Not only will this create problems for the company in the long run,

particularly in the attainment of its goals, but it would mean that the organization

would also have wasted its resources in training an employee that is not right for the

job after all.

To ensure compliance with policies and laws.

There are various rules, laws and regulations that organizations must adhere to when

it comes to its human resources management. Equal opportunity employment and

non-discrimination in hiring are two of them. By following a recruitment process, the

chances of the organization violating these policies will be low.

FACTORS THAT INFLUENCE RECRUITMENT

Recruitment is affected by several factors. These factors play a big part on whether

the recruitment process will be successful or not.

26
Size of the organization

A large organization is bound to have a higher demand for new employees. It is bound

to look for more people, since the structure will require more manpower. On the other

end of the spectrum, a small enterprise, like a new company just starting its

operations, will require only a lean staff.

Comparing the two, it is clear that the smaller enterprise will have a simpler, more

straightforward and shorter recruitment process, conducted by only one or two people.

The larger organization, however, will have a lengthier and more complex recruitment

process, one where several members of the organization will take part in.

Current employment conditions in the economy

Try comparing employment opportunities in a country with a developed economy

with that of an underdeveloped one. An organization operating in an underdeveloped

economy may have difficulty finding the candidates with the talents and skills it

requires.

The availability of prospective talents is one huge issue with respect to the economy

that an enterprise belongs to. The company will have to design and implement its

recruitment process in a way that will address this issue.

Salary structure of the organization

Say one company is known to provide higher salaries and wages to its employees.

Once it advertises its open position, candidates are likely to line up submitting their

resumes. However, a company known to be quite stingy with its wages will have

more difficulty recruiting top talents.

In addition, it may even have problems keeping or retaining its employees, since no

employee would want to stay for a long time in a company that will not pay him

enough for his services.

27
Working conditions within the organization

Maintaining employees’ job satisfaction is one way for organizations to keep its

employees, and attract new ones.

Prospective candidates will first look for work in companies or organizations that are

known to provide good working conditions and looks out for the health and well-

being of their employees.

Growth rate of the organization

There are organizations that grow at a fast rate, which means that they will require

new employees from time to time. However, there are also organizations that do not

grow as much, or even at all. The only time that these organizations with low growth

rates are likely to recruit new employees would be when the old ones retire or resign.

Before we fully launch into the recruitment process, let us address one question first:

who conducts the recruitment process?

The answer is largely dependent on the size of the organization, as well as its culture

and practices. Large companies have their own human resource departments, where

they have in-house hiring managers. They may also acquire the services of third-party

and independent human resource professionals and recruitment agencies.

Organizations, depending on their structure and specific needs, may have special

procedures that they integrate into their recruitment process. For purposes of

discussion, however, we will take a look at the general approach of a recruitment

process, one that is used by most organizations or companies across various

industries.

Many say that recruitment begins when the job description is already in place and the

hiring managers begin the process of actually looking for candidates. However, if we

are looking at it more holistically, the process begins way earlier than that.

28
 Prior to the recruitment process, the organization must first identify the vacancy and

evaluate the need for that position. Will the organization suffer if that vacancy is not

filled up? Is there really a need for that open position to be occupied by someone? If

the answer is affirmative, then you can proceed to the recruitment.

Step 1: Conduct of a job analysis

Basically, this step will allow the human resources manager, hiring manager, and

other members of management on what the new employee will be required to do in

the position that is currently open for filling up. This has to be done in a systematic

manner, which is what the job analysis is for.

According to human resource managers, the position or job description is the “core of

a successful recruitment process”. After all, it is the main tool used in developing

assessment tests and interview questions for the applicants.

What does this stage entail?

a. Build a job description.

Before anything else, the organization must first know exactly what it needs. Or who

it needs. It could be that the organization deemed a need for a job that is not included

in the current roster of jobs. Hence, the need to create a new one.

Job analysis involves identification of the activities of the job, and the attributes that

are needed for it. These are the main parts that will make up the job description. This

part has to be done right, since the job description will also be used in the job

advertisement when it is time to source out talents.

The job description generally includes the following:

 Title and other general information about the position

 Purpose of the position in the unit, department, and organization as whole

 Essential functions of the job or position

29
 Minimum requirements or basic qualifications

b. Review the job description.

Once the job description has been created, it is a good idea to review it for accuracy,

and to assess whether it is current or not. Also, in cases where job descriptions are

already in place, there is a need to revisit them and check their accuracy and

applicability with respect to the status quo. What if the job description is already

outdated? A review will reveal the need to update the job description, for current

applicability.

There are three positive outcomes from conducting a review of the job description:

 To ensure continuous improvement of the organizational structure. This can be

an efficient way of conducting organizational audit, to determine which jobs are

redundant and thus no longer needed, and which ones are needed.

 To evaluate competencies for each position. Jobs evolve. In as much as

circumstances and work conditions change, so will the requirements for the job. It is

possible that a job may require a new competency from the worker that it did not need

before. By evaluating the competencies, the impact of the job within the

organizational structure is ensured.

 To evaluate the wages or compensation for each position. Without management

knowing it, the worker or employee performing a specific job may be

undercompensated, leading to dissatisfaction. By reviewing the job description,

management can assess whether the job is getting paid an amount that is

commensurate to the skills and competencies required.

c. Set minimum qualifications for the employee who will do the job.

These are the basic requirements that applicants are required to have in order to be

considered for the position. These are required for the employee to be able to

30
 accomplish the essential functions of the job. Therefore, they should be relevant and

directly relate to the identified duties and responsibilities of the position.

The organization may also opt to include other preferred qualifications that they are

looking for, on top of the minimum or basic qualifications.

d. Define a salary range.

The job must belong to a salary range that is deemed commensurate to the duties and

responsibilities that come with the position. Aside from complying with legislation

(such as laws on minimum wages and other compensation required by law), the

organization should also base this on prevailing industry rates.

For example, if the position is that of a computer programmer, then the salary range

should be within the same range that other companies within the same industry offer.

Step 2: Sourcing of talent

This is the stage where the organization will let it be known to everyone that there is

an open position, and that they are looking for someone to fill it up.

Before advertising, however, the organization must first know where to look for

potential candidates. They should search out the sources where the persons that can

potentially fill the job are going to be available for recruitment. That way, they will

know where to direct their advertising efforts.

Various methods are employed by organizations in order to advertise the open

position.

 Networking. Word-of-mouth is the best form of advertising, and when it takes the

form of networking, it becomes more effective. In recruitment, this is often done

through representatives of the company attending college and career fairs, letting

them know about the opening in their organization. This is a tactic employed by large

software and tech companies that want to hire fresh, young and brilliant minds into

31
 their organization. They personally visit colleges, targeting the top students. They also

use their connections within the industry to attract the attention of talents with the

highest potential.

 Posting. Recruitment often involves the application of candidates both from within

and outside the company. Thus, in order to attract the best possible talents, it is

recommended that the posting of the open positions be made internally and externally.

Internal posting usually takes the form of the vacancy announcement being displayed

in bulletin boards and other areas within the business premises where the employees

and visitors to the company are likely to see it. Posting externally may be in the form

of flyers being distributed, or vacancy notices being displayed in other areas outside

of the business premises. Companies with websites often post open positions on their

company site, while some also use job boards.

 Print and media advertising. One classic example of this would be the Classifieds

section of the local daily or weekly newspaper. Companies looking for people to fill

up open positions make the announcement in the newspapers, providing the

qualifications and the contact details where prospective applicants may submit their

application documents. When trying to attract the attention of suitable candidates, the

organization makes use of various tools and techniques. If it wants to get the best

candidates, then it should not be haphazard about things.

 Developing and using proper techniques. The company may include various

offerings in order to attract the best candidates. Examples are attractive salaries, bonus

and incentive packages, additional perks and opportunities that come with the job,

proper facilities at work, and various programs for development.

 Using the reputation of the company. Perhaps the best publicity that the company

can use to attract candidates is its own reputation in the market. If the company is

32
 known for being a good employer – one that aids in its employees’ personal and

professional growth and development – then it is a good point for the company to

capitalize on in advertising its open positions.

Step 3: Screening of applicants

This is most probably the part of the recruitment process that requires the most

amount of work. This is where the applicants’ skills and personalities are going to be

tested and evaluated, to ascertain whether they are a good fit for the job and its

description.

 Preliminary screening. It is often the case, especially in large organizations, where

one open position will receive hundreds to thousands of applications from candidates.

In an ideal world, it would be good for the hiring managers to be able to interview

each and every single one of them. However, that is also impractical, and very

tedious. Not really advisable, especially if the organization is in need of manpower in

the soonest possible time. Thus, there is a need to shorten the list of candidates, and

that is done through a preliminary screening. Usually, this is conducted by going

through the submitted resumes and choosing only those that are able to meet the

minimum qualifications. It is possible that this would shorten the list of applicants,

leaving a more manageable number.

 Initial interview. The candidates who were able to pass the preliminary screening

will now undergo the initial interview. In most cases, the initial interview is done

through phone. There are those who also conduct interviews through videos using

their internet connection. Often a basic interview, this may involve the candidates

being asked questions to evaluate or assess their basic skills and various personal

characteristics that are relevant to the open position.

33
 Conduct of various tests for recruitment. The hiring managers may conduct tests

on the skills of the candidates and how they use these skills and talents. Other tests

that are often employed are behavioral tests and personality assessment tests.

 Final interview. Usually depending on the number of candidates for the job, and the

preference of the hiring managers and senior management, a series of interviews may

be conducted, gradually narrowing down the list of candidates. This may go on until

the company has finally come up with a shortlist of candidates that will undergo a

final interview. Often, the final interview requires a face-to-face meeting between the

candidate and the hiring managers, as well as other members of the organization. Top

management may even be involved during the final interview, depending on the job or

position that will be filled up.

 Selection. In this stage, the hiring managers, human resources representatives, and

other members of the organization who participated in the process meet together to

finally make a selection among the candidates who underwent the final interview.

During the discussion, the matters considered are:

o Qualifications of the candidates who were able to reach the last stage of the screening

process

o Results of the assessments and interviews that the final pool of candidates were

subjected to

There will be no problem if they have a unanimous decision on the candidate that the

job will be offered to. In case of varying opinions, the majority will prevail.

If they do not arrive at a decision, there may be a need to restart the recruiting

process, until such time that they are able to reach a decision that everyone will be

satisfied with.

34
 Step 4: Finalization of the job offer

The last step of the previous phase involves the selection of the best candidate out of

the pool of applicants. It is now time for the organization to offer the job to the

selected applicant.

 Making the offer: To make things more formal, a representative of the company or

of the human resources department will contact the candidate and inform him that he

has been selected for the job. In this stage, complete details of the compensation

package will also be made known to the applicant.

 Acceptance of the offer by the applicant: The applicant should also communicate

his acceptance of the offer for it to be final. Take note that, if the selected applicant

does not accept the job offer and declines it, the recruitment process will have to start

all over again.

Step 5: Introduction and induction of the new employee

The moment that the applicant accepted the job offer, he has officially gone from

being an applicant to an employee of the organization. The induction process will now

begin.

Usually, the beginning of the induction process is marked by the signing of the

employment contract, along with a welcome package given to the new employee. The

date for the first day that the employee will have to report for work and start working

in the company will be determined and communicated to the newly hired employee.

However, it doesn’t end there. The employee will still have to undergo pre-

employment screening, which often includes background and reference checks. When

all these pre-employment information have been verified, the employee will now be

introduced to the organization.

35
CHAPTER-2
COMPANY
PROFILE

36
 COMPANY PROFILE  
I. S. Gaur Educational Services Private is a private limited company based in India

and it was incorporated officially on 04/02/2022. The corporate identification number

(CIN) of this company as per the official records is U80903UP2022PTC159085 and

the company registration number is 159085. Its email address is

[email protected] and its registered office address is KHASRA NO

264NIJAMPUR MALLAHOR,Uttar Pradesh,India.

I. S. Gaur Educational Services Private is a with the industrial and NIC / SIC code of

80903 as per the official records. The company was registered in the year 2022 and its

authorized share capital is INR 100,000 and paid up capital is INR 10,000. The

company's business is based in the state of Uttar Pradesh. The company is duly

registered at Registrar of Companies, Kanpur (RoC-Kanpur) and is classified as the

Non-govt company.

The major activities of this company as per the listed official records are Community,

personal & Social Services

RECRUITMENT AND SELECTION GUIDELINES OF IS GAUR

EDUCATIONAL SERVICE PRIVATE LIMITED

These guidelines are also called IS Gaur educational service private limited

RECRUITMENT RULES.

OBJECTIVE

The main objective of detailing guidelines is that the right type of personnel’s are

recruited, who fulfills the requisite job specifications for Recruitment including the

desirable level of qualification, skills/ experiences and competence which is essential

for the sustained vitality and growth of the organization

37
APPLICABLITY AND SCOPE

The guidelines shall apply to the Managerial/ Executive/ Supervisors category of

employees in the pay scale/level, as announced separately in the classification of

employees order. Detailed job specifications, required to recruit the person at various

Levels/ Grades.

RECRUITMENT

Recruitment shall be resorted for induction of talent from outside, when suitable

Candidates 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 market.

SOURCES OF RECRUITMENT

From within organization through Transfers;

 Through Employment Exchanges

 Through Placement agencies/ Consultants

 Through open Market Advertisements

 From Engineering /Management / Educational Institutes.

 Through E-mail sources viz Naukri.com etc.

 Through Contractors /Suppliers etc.

 Through referred cases, relatives / friends etc

GENERAL

All recruitment shall be done exclusively on merit basis only Except experienced

personnel maximum age for recruitment shall be 28 years of age & Minimum 18

years.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

38
Each person is expected to fulfill the requisite job specifications / as required for the

position before his candidature is considered for the post. Age requirement at entry

point with 10+2 qualification shall be around 20 years and for Graduate / Post

graduate / Professional Qualification shall be between 21 years to 25 years for a

fresher. The upper age limit for recruitment of experienced personnel shall normally

be not more than 45 years.

AGE OF SUPERANNUATION

Normally the age of superannuation shall be 60 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.

EXTENSIONS IN SERVICE

In case any employee requests for extension of services on attaining the age of

superannuation, i.e., 60 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, However, a

management may also consider reappointment of a retired employee on a contract

basis. However such a person shall be entitled to a consolidated amount and

contracted facilities/ perquisites only. He shall not be entitled to any other

facility/perquisite as applicable to other regular Executives/ Employees of the

company of his cadre

REQUISITION FOR RECRUITMENT OF PERSONNEL

All HOD’s / Sectional Heads shall raise a requisition in the prescribed format, as per

sanctioned manpower and duly approved by competent authority.

STANDARD APPLICATION FORM

39
Candidates application screened / short listed are required to fill in the prescribed

application form in their own handwriting and submit the same to HR Department

along with a passport size photograph, photocopies of certificate and testimonials etc,

in support of their Age, Qualification, Experience conduct etc

LETTER OF APPOINTMENT:

Every candidate selected and appointed in Executive Cadre shall be issued a letter of

appointment as per the Standard Format placed.

SERVICE AGREEMENT

Experienced personnel recruited in Executive cadre may be required to execute a

service agreement to serve the organization at least for a period of two years, after

joining the service of the company.

ANTECEDENT VERIFICATION

Each Candidate should state names along with contact address Telephone number etc

of at least 2 persons (not in relation), 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.

40
SCRUITINY OF APPLIACTION

All application received from the candidates, shall initially be screened by HR

Department Recruitment section to ensure that candidate fulfills the job specifications

and there after send the screened applications to respective HOD / Requisition

authority for detailed screening and ensuring that the candidate meet their requirement

and return such screened applications back to

H R Department for further action to request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

All applicants, who have been short listed for an appointment in the Company, shall

be required to complete an Application Blank for Employment in his own

handwriting.

RECRUITMENT AND SELECTION POLICIES FOR

EXECUTIVE AND MANAGEMENT TRAINEE

SCOPE & OBJECTIVES:

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

competition IS Gaur educational service private limited needs well qualified, and

talented personnel in various discipline of Retail business Viz, Merchandizing, Sales,

Supply chain, Warehousing, HR and Finance & A/c’s, General Management etc. In

view of that it has been considered desirable to induct fresh entrants as ET’s/ MT’s so

as to mould and develop them as per organization need and to frame guidelines to

Recruit, Select and provide effective Training to new entrants, so as to ensure that

each one of them shoulders appropriate responsibility and produce desired results.

41
TITLE & APPLICABILITY

This scheme shall be called as ET/MT scheme which interlaid include CA’s, MBA’s,

ICWA, Engineers. IT Professionals and Commerce discipline candidates and shall

come into force, w.e. from 1st April 2017. All such Trainees recruited shall be placed

in Executive Cadre (E- Cadre)

TRAINING AND STIPEND

Candidate recruited as Trainee shall undergo six month training. Their job

specifications and level shall be as stated here under:-

MANAGEMENT TRAINEE:

Minimum qualifications

MBA’s from ‘A’ &’B’ class Management Institutes

IT Engineers

Fresh CA’s

TRAINING DURATION

Total 6 months unless extended by another 3 months, in no case training period shall

exceed for 9 months

TRAINING SCHEDULE

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposures to organizational Rules and

Regulations

Next 2 ½ months- On the job training in various Department on rotational basis so as

to know all the functions of the organization

42
Next 3 months- On the job/ under study /Training in the parent Department where the

Trainee has to be placed finally. To be trained in detailed working and in depth

studies & working of that department.

EXECUTIVE TRAINEE:

Training Period: 6 months extended by another 3 months not beyond that

ICWA’S/Bright Commerce Graduate with min 50% pass marks

MBA’s from ‘C’ class & below level Management Institutes.

Diploma Holder of minimum 1 year duration of respective vocation/ Profession after

Graduation

TRAINING SCHEDULE

First Fortnight- General Overview and theoretical training/visits etc including

organizational setup, orientation and exposure to organizational Rules and

Regulations

Next 2 and ½ months- On the job training in various Department on rotational basis

so as to know the all the functions of the organization

Next 3 months- On the job/ under study / Training in the parent Department, to be

trained in detailed working and in depth studies & workin of that department, where

he has to be placed initially.

AGE:

The age limit of trainee shall not be above 25 years of age at the time of selection.

However, this can be relaxed by 3 years in the case of CA’s/ICWA’s/Professional

Trained personnel.

REVIEW:

Progress of each trainee shall be reviewed by a committee consisting of Guru/

Supervisor/HOD/Trainer and a HR representative every quarter.

43
RECRUITMENT:

Recruitment of MT;s/ET/s shall be done on a continuous basis. However, campus

recruitment shall be encouraged for this level of personnel. To impart effective

training recruitment of MT’s and ET’s shall be done twice a year, keeping into view

the manpower requirement of the organization. During recruitment specific emphasis

shall be laid on the overall personality, IQ, EQ and performance in the exam starting

from Board School Exams onward and his potential to meet organizational needs &

challenges and to fit in organizational culture.

Candidates to be recruited shall be evaluated through written Tests, Group

Discussions and Interviews by the expert committee, candidates selected for

recruitment shall be physically fit and mentally alert and each trainee shall have to

qualify in medical standards as laid down by the company

44
SERVICE AGREEMENT

As 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.

PROGRESS REPORT:

Each trainee shall submit a Monthly Report to Training Manager about his Training

work, difficulties and suggestions made. As stated in Para 4 and in order to keep a

watch on the progress of each trainee there shall be a Quarterly Assessment by the

concerned Guru/Supervisor and Training officer about the learning and progress of

the Trainee. Every quarter each trainee shall undergo Performance Review so as to

assess his learning and get feedback about his adjustment in the organization and if

needed counseling session shall be held with the Trainee.

Each trainee shall undergo a written Test upon completion of Training and only

trainees who have got constantly a ‘Good’ rating shall be withdrawn from the training

scheme and be placed in appropriate level/ Grade.

TRAINING MODULE

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

department from time to time.

IMPLEMENTATION OF TRAINING SCHEME

Training scheme shall be coordinated by Training Manager/ H R Department, and

shall be reviewed periodically on need based.

45
PLACEMENT OF TRAINEES UPON WITHDRAWAL FROM

TRAINING

Each person upon successful completion of training shall be placed in the company’s

Executive cadre and in regular pay scale as per the service agreement / Company pay

structure.

SERVICE CONDITIONS

All Trainees engaged in Executive Cadre shall be governed by the Service Rules of

the company and the terms and conditions laid down in their letter of appointment and

service agreement which they shall be required to be executed at the time of joining

the company.

46
 FLOW CHART FOR

RECRUITMENT AND SELECTION IN IS Gaur educational service

private limited

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business Head)

Selection Procedures (Initial interview by HR Department/Finalization by

Business

Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal

47
RECEIPE FOR A SUCESSFUL RECRUITMENT AND

SELECTION PROCESS

 Develop a written job description, which clearly articulates the essential elements

of the job.

 Establish valid, job-related criteria which are as objective and measurable as

possible.

 Find qualified and diverse applicants by casting your recruitment net far and wide.

 Evaluate all applicants by the same criteria.

 Never make prohibited pre-employment inquiries.

 Safe questions are those which are clearly job-related.

 Establish and retain documentation supporting all selection or rejection decisions.

The process of recruitment and selection of staff occurs within a student affairs

culture shaped by many external and internal forces. Such forces should be considered

in every search process. Whereas many external forces are common among

institutions, internal forces that are unique to the institution impact most campuses.

These forces should be considered in the recruitment and selection procedures.

Every administrator should consider applicable laws whenever conducting search

processes. However, the overriding institutional policies should be considered in all

circumstances. It is wise to consult with the campus personnel office before

undertaking any recruitment and selection process. Once the campus personnel office

has been consulted, the recruitment and selection process may begin. Following are

12 steps that every effective search process should include:

48
1. ASSESS THE NEED FOR AND ESTABLISH THE PURPOSE

OF THE POSITION

The institution's goals and mission statement should be clearly defined and

understood prior to conducting a search for qualified individuals. It should also

emphasize the people oriented nature of the organization.

2. PERFORM A POSITION ANALYSIS

Every student affairs division should identify the characteristics and requirements 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 institution's culture.

Whether the position is new or recently vacated, there must be a careful determination

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 skills and other abilities are necessary to carry out its

responsibilities.

Finally, the position analysis should include a judgment as to whether other positions

in the division should be reconfigured in light of the vacancy.

3. PREPARE THE POSITION DESCRIPTION

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 institution's 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 "people element" shines forth and stamps the institution.

49
The job description should indicate the need for the position in light of the institution's

goals. It also should make clear to other members of the unit in which the work is to

be performed, what is expected of the new member.

The position description should take 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. For

example, because women's career paths are more often marked by absences related to

maternal and family responsibilities, the expectation that an applicant's record show a

steady progression of positions with increasing responsibilities is more likely to attract

men than women.

In writing a job description, one should avoid "must statements" such as "the

candidate must possess a Ph.D.". Use of such statements creates unnecessary

limitations in the event the most successful candidate does not meet the qualifications

that have been described as a "must."

At a minimum a position description should include:

 Position title

 Credentials or position specifications

 Administrative location of the position

 Physical and working conditions

 Goals for the position

 Work activities

 Procedures and conditions of employment

 Institutional and divisional performance expectations

50
4. APPOINT AND EMPOWER THE SEARCH COMMITTEE

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

select staff. Search committees are most frequently the mechanism used to carry out

recruitment and selection processes Composition of committees varies depending on

the functional area and level of the position. Persons frequently included in search

committees were:

 Student affairs staff outside the department with the vacancy

 Staff from non-student affairs areas of the institution

 Students

 Faculty members

 Professional staff in the area/department with vacancy

 Support staff in the area/department with vacancy

According to Winston and Creamer (1997), 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. Search committee

membership may be comprised of many different constituents. Care, however, should

be exercised to keep the committee small enough that it can communicate and

function effectively. Large committees have difficulty in just scheduling meetings,

such less providing opportunities for everyone's active participation. Large

committees may impede timely reviews of applications, which may result in having

highly qualified candidates withdraw because they have received offers from

competing institutions.

As search committees tend to be ad hoc committees, members may not know

precisely what is expected of them. The committee's duties and the role of the hiring

authority should be clearly stated in writing. Because search committees are

51
sometimes comprised of students and individuals outside of the division and others

who may not be familiar with the credentials and experience required for professional

work in the field of student affairs, it is vital that all members of the committee are

well trained regarding the necessary qualifications. 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 required 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:

 Select a search committee chairperson

 Prepare the position description (this responsibility is sometimes fulfilled prior to

appointment of the search committee)

 Determine the timeline of the search process

 Prepare the position announcement

 Advertise the position

 Manage the overall search process

 Determine the finalists

 Make arrangements for interviews

 Make or recommend the final decision

52
5. PREPARE THE POSITION ANNOUNCEMENT

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

search committee is looking for in clear and unambiguous language. The

announcement should include such information as:

 Title

 Location and demographics of the institution

 Supervisor

 Mission of institution and division

 Contributions expected by the staff member toward the accomplishment of these

missions

 Goals and work requirements of the position

 Minimum education

 Experience and knowledge requirements

 Conditions of employment

 Date 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 self-elimination of candidates who clearly do not fit the

announced requirements.

6. ADVERTISE THE POSITION

The student affairs division should evaluate all possible avenues for advertising a

position vacancy. Limited budgets may determine the means by which a position

vacancy is advertised. Therefore, it is important to consider carefully which

53
advertising medium is most likely to target the audience most important to reach.

Possibilities to consider are

 Campus resources such as publications, offices, employee referrals, web-sites, or

electronic bulletin boards

 Local newspapers

 Word-of-mouth

 Employment agencies

 Mass media advertising (radio, television, etc.)

 Professional lists

 Professional journals and web-sites.

 Professional placement conferences and exchanges.

 The Chronicle of Higher Education - The Chronicle of Higher Education is

generally thought to be the most helpful medium in higher education though it

may not be read at all institutions. The Chronicle is distributed in both paper and

electronic form.

Extra care should be taken to ensure that the announcement reaches potential minority

candidates.

7. CONDUCT THE SEARCH

The individual and office listed in the position announcement should receive all

applications from candidates. Acknowledgment of the application should be sent to

both the applicant and the search committee. All correspondence and activity should

be recorded in a log to ensure careful tracking of the candidates' materials and status.

Applicants that the division would normally judge unacceptable suddenly seem

desirable when the need to hire a body, "any body", becomes severe. The division will

54
face a natural temptation to short-circuit the standard screening process and hire a

replacement immediately.

One way to avoid such crisis hiring is to encourage qualified individuals to submit

employment applications even when the division has no current job openings. The

applications may be kept on file for future consideration. Another way to maintain

possible candidates on file is to ask exemplary staff members to refer their friends

who might be looking for work, even offering the staff members rewards for referrals.

8. SCREEN THE APPLICANTS

Screening 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.

Selection methods that focus both on crucial requirements and organizational culture

include:

 Interviews

 Biographical data

 Work samples

 Self-assessment

 Personality tests

 Cognitive abilities

 Physical abilities

 Use of an assessment center

 A thorough literature review concerning the screening of resumes.

55
A comprehensive employment application is the cornerstone of every successful pre-

employment screening program. It will identify many undesirable applicants early in

the selection process. The completion of an application form is important for Equal

Employment Opportunity reasons, for record keeping, and for gathering information

from which to make a good employment decision.

Some institutions require that all applicants complete an employment application.

Taking a critical look at the institution's employment application, the recruitment staff

may see ways in which it can be improved. The one page, stationery-store variety is

too brief if it fails to elicit vital information that can be legally requested.

The nitty-gritty of the employment application is the work history section. Recent jobs

are the best predictors of future job performance and permanency. An application

should provide enough space to allow the applicant to list every job he/she 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. Precise dates of employment expose

gaps between jobs.

Instructions should direct job seekers to list every job, including part-time, second

jobs, and volunteer jobs. The search committee should always carefully study each

applicant's employment history.

9. ARRANGE THE CANDIDATE INTERVIEWS

Once the applicant pool has been screened and individuals to be considered are

identified, interviews should be arranged with those candidates. Often, the size of the

departmental recruitment budget will determine both the type and the number of

interviews that will be conducted. Many times, institution with limited budgets will

begin the interview process by conducting telephone interviews. Telephone interviews

56
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 office and

participate in the interview process in person. Or, an institution might wish to conduct

office interviews after conducting phone interviews has narrowed the pool of

candidates. Regardless of what method of interviewing is used, certain arrangements

are necessary prior to the interview:

 Arrange and confirm dates and times with candidate

 Develop the interview schedule and confirm with all individuals who will be

involved in the interview process (provide a final copy of the schedule to the

candidate, the interviewers, and the search committee members)

 Arrange for escorts to and from all interviews

 Arrange overnight accommodations if necessary

 Arrange for transportation if necessary

 Arrange for a campus host (and pick up from airport, train station, etc. if

necessary)

 Arrange for any meals provided outside of the interview schedule if necessary

 Develop an evaluation tool for all interviewers to use upon completion of the

interview

 The candidate should be reimbursed for all travel related expenses incurred in

order to attend the interview unless other arrangements have been made.

57
10.INTERVIEW THE FINALISTS

Interviewing an applicant from a resume can lead the search committee to overvalue

assets and never see liabilities. The purpose of the applicant's resume is to highlight

assets and hide shortcomings. Most applicants do not overtly lie on their resumes;

they just omit negative information. Unsuccessful short-term jobs, reasons for leaving

and dates of employment are the items most frequently omitted from resumes.

As 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

questions based on a careful analysis of job functions. Interviews should be consistent

from candidate to candidate and should evaluate a candidate's interpersonal and

communication skills.

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. Additionally, 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.

11.CONDUCT REFERENCE CHECKS

One of the most crucial but often neglected steps in the hiring process is reference

checking. Reference checking is often forfeited when a student affairs division is

pressured to hire in a hurry. Additionally, reference checking can be a frustrating

exercise that yields little useful information about a candidate. Nevertheless, the

desire to save time and avoid legal ramifications should not prevent any recruitment

staff from conducting thorough reference checks on all prospective new hires.

58
Reference checks round out the profile of a job applicant by providing third-party

support for first impressions. Reference checks should be made only for those

candidates who have advanced to the finalist stage and who are under serious

consideration for the job.

When calling a reference, be friendly and courteous. Ask if it is a good time to talk

then put the person at ease by mentioning something or someone you both have in

common. After developing rapport, begin with basic questions about the applicant.

This will yield essential information while breaking the ice. Ask for confirmation of

employment dates, title, job duties, salary and the name of the previous employer.

Next, segue into a brief description of the experience and skills you have been looking

for and ask the reference to comment on the applicant's ability to handle some of the

typical responsibilities

Some ways to improve reference checking are:

 Inform the candidates that, if they advance as a finalist for the position, the hiring

supervisor will conduct a reference check. This information should encourage

candidates to be frank and honest in their responses to questions.

 To increase the chances of contacting candid references, ask each applicant for at

least five names, including immediate supervisors. Additionally, request a fact

about each contact, such as membership in professional associations, which can be

used as an icebreaker when calling.

 The position supervisor should call all references personally. That person knows

best which skills and personality traits will be optimal for the position.

 Ask open-ended questions in order to elicit broad information. Some people may

be fortunate and contact a reference that is willing to frankly discuss the

59
 candidate's qualifications. But it is just as likely that the reference will be reluctant

and offer minimal information.

 Avoid inquiring about the candidate's marital status, age, disabilities, religion,

ethnicity, gender, or other personal issues. Such information may not be used in

making 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:

MAKE THE OFFER

After 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 charge that 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

Once a qualified 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.

Should a hiring recommendation be accepted, the supervisor should contact the

preferred candidate and make the job offer. Some important issues that should be

addressed in the job offer are:

 Starting salary

 Starting date

 Length of contract

60
 Employee benefits

 Moving expenses (if applicable)

 Living accommodations (if applicable)

 Any other points of negotiation

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

However, 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.

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 make the offer to the next candidate of choice or should

reconvene the search committee to make other arrangements.

Once 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

thanked for their interest in the position. It is proper etiquette to notify those

candidates who were interviewed, either by telephone or in person, personally.

Finally, the search committee should be dissolved with acknowledgments of their

time and service. Appropriate announcements should be made regarding the outcome

of the search process.

61
AVOIDING ETHICAL BREACHES WHEN CONDUCTING A

CANDIDATE SEARCH

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. Following 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.

 Acknowledge receipt of all application materials.

 Do not make offers that are not honest. For 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.

 Never misrepresent the position in any way.

 Maintain confidentiality throughout the entire job search.

 Provide the candidate with professional materials representative of the company.

 Conduct open searches. If there is an internal candidate or candidates for the

position, announce this to all other candidates.

 Never mislead a candidate as to his or her status in the search process.

62
ISSUES OF RELIGION IN RECRUITMENT AND SELECTION

 Religion 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.

 Search committee members should be trained on the protocol and legal situations.

 Search committee members should not make attempts to deduce religious

denomination based on affiliations or organizations listed on the resume.

 Be forthright with all institution policies related to religion.

 In position advertisements attempt to list as much descriptive information on the

local community as possible.

 State all terms of employment in hiring offer.

 List all institutional policies related to dress and appropriate attire. This is

important for employees who may want wear traditional or native attire to work.

 Be sure that hiring practices are consistent across the board. There have been

court cases where employees may not have been hired because of their religious

denomination.

ISSUES OF GENDER IN RECRUITMENT AND SELECTION

 Do not discard applicants who “stopped out” to provide care for a child, or for

maternity leave.

 Consider the dynamics of the interview – is the candidate being interviewed in an

environment that is representative of the office environment.

 Understand questions that cannot be asked regarding family, children, pregnancy,

etc.

63
 Provide medical insurance that covers the full range of medical needs of women

employees, including reproductive health care.

 Provide paid sick-leave policies for employees’ illness and illness of spouses,

lifetime partners, dependent children, and elderly parents.

 Provide life insurance, disability and pension programs that are nondiscriminatory

on the basis of gender.

 Have clear and vigorously enforced sex, race and sexual orientation discrimination

and sexual harassment policies and include a statement about these policies in the

advertisement of the position.

 Before attempting to diversify a staff and make it more gender equitable, one must

tackle issues such as, “gender stereotyping; discrimination in hiring, pay, and

promotions; family issues; and sexual orientation discrimination”. There are five

areas critical to this process:

1.  Open communication

2.  A commitment to creating an inclusive environment

3.  Clear preconceived expectations based on gender

4.  A neutral supervisor who can observe different styles and facilities communication

when a conflict arises.

5.  Training – sexual harassment as well as gender issues training (It is thought that

75-80% of sexual harassment complaints could be prevented by understanding

gender differences”

64
CERTAIN DO’S AND DON’T IN RECRUITMENT AND

SELECTION DO’S:

Be fair at the time of decision making for the final selections as well as salary.

Always cross check the references and the information provided by the candidate

Place a person according to his qualification and experience

Lessen the grievance of each employee and take decision according to natural law of

justice.

DON’T:

Don’t get influence by outsiders at the time of outsiders at the time of requirement

Don’t be judgmental on personal basis

Don’t promise anything which will go against the ethos of the organization

65
 CHAPTER-3

OBJECTIVES OF
THE STUDY

66
 OBJECTIVES OF THE STUDY

 To know the perception of employees regarding recruitment and selection process.

 To know the recruitment process followed in IS Gaur educational service private

limited.

 To know the selection process followed in IS Gaur educational service private

limited

 To review HR Policies pertaining to Recruitment and Selection.

67
 CHAPTER-4
RESEARCH
METHODOLOGY

68
 RESEARCH METHODOLOGY

This section includes the research methods, their rationale, validity, reliability,

sample size, alternatives and limitations faced during primary research.

 To know about the various needs of staff and what they want from their job.

 To discuss what steps do managers to take the motivate their staff and fulfill their

needs.

 To gauge the impact of staff motivation on employee productivity.

Research Design- Descriptive Research Design

Research Approach- Survey Approach

Research Instruments- Questionnaire

Sample Universe- Lucknow

Sample Area – IS Gaur educational service private limited., Lucknow

Target population: Employees of IS Gaur educational service private limited.,

Lucknow.

Sample method- Random Sample method

Sample Size- 50

Data source- Primary data & Secondary Data

SOURCES OF DATA

The two main sources of data for the present study have been primary data and

secondary data.

1. PRIMARY DATA:

Primary data consists of original information collected for specific purpose. The

primary data for this research study was collected through a direct survey with

the viewers guided by a structured questionnaire. The questions were structured

69
 and direct as to make viewers understand easily.

2. SECONDARY DATA:

Secondary data consists of information that already exists somewhere, having been

collected for specific purpose in the study. The secondary data for this study

collected from various books, company websites, and from company brochures.

The main statistical tools used for the collection and analyses of data in this

project are:

 Questionnaire

 Pie Charts

 Bar Diagrams

70
 CHAPTER-6
DATA ANALYSIS

71
 DATA ANALYSIS & INTERPRETATION

TABLE 1
NUMBER OF RESPONDENTS ACCORDING TO GENDER.

GENDER NUMBER OF PERCENTAGE

RESPONDENTS
MALE 26 52
FEMALE 24 48
TOTAL 50 100

CHART-1
NUMBER OF RESPONDENTS

NUMBER OF RESPONDENTS

MALE
FEMALE
48%
52%

INTERRETATION

The above chart shows that 52% of respondents are male and remaining 48% of

respondents are female.

72
TABLE.2
HAPPY WITH RECRUITMENT PROCESS

RECRUITMENT NO. OF PERCENTAGE

RESPONDENTS
SATISFIED 35 70
HIGHLY SATISFIED 10 20
NEUTRAL 3 6
DISSATISFIED 2 4
TOTAL 50 100

CHART-2
HAPPY WITH RECRUITMENT PROCESS

NO. OF RESPONDENTS

4%
6%

SATISFIED
HIGHLY SATISFIED
20% NEUTRAL
DISSATISFIED

70%

INTERRETATION

The above chart shows that 70% of the respondents are satisfied with recruitment

process, 20% are highly satisfied, 6% are neutral and 4% are dissatisfied on

recruitment process.

73
TABLE-3
ABOUT INTERVIEW PANEL
PANEL NO. OF PERCENTAGE
RESPONDENTS
EXCELLENT 30 60
GOOD 15 30
SATISFACTORY 3 6
POOR 2 4
T0TAL 50 100

CHART-3
FEEL ABOUT INTERVIEW PANEL

NO. OF RESPONDENTS

4%
6%

EXCELLENT
GOOD
SATISFACTORY
POOR
30%

60%

INTERRETATION

The above chart shows that 90% of the respondents felt excellent and good in

regarding interview panel and 10% of the respondents were felt satisfactory and poor

regarding interview panel.

74
TABLE-4
COME TO KNOW ABOUT OPENING IN IS Gaur educational service private
limited.

CANDIDATE NO.OF RESPONDENTS PERCENTAGE

FRIENDS 45 90
INTERNET 0 0
NEWSPAPERS 5 10
OTHERS 0 0
TOTAL 50 100

CHART-4
COMETO KNOWABOUT OPENING IN IS Gaur educational service private
limited

NO.OF RESPONDENTS

FRIENDS
INTERNET
NEWSPAPERS
OTHERS

INTERRETATION

The above chart shows that 90% of the respondents were influence by friends, and

10% of the respondents came to know from newspapers,

75
TABLE-5
REFER MORE FRIENDS TO IS Gaur educational service private limited.

NO. OF RESPONDENTS PERCENTAGE

FRIENDS
YES 48 96
NO 2 4
TOTAL 50 100

CHART-5
REFER MORE FRIENDS TO IS Gaur educational service private limited.

NO. OF RESPONDENTS

YES
NO

INTERRETATION

The above chart shows that 96% of the respondents were like to refer their friends to

IS Gaur educational service private limited. and 4% of the respondents are not

interested in referring friends to IS Gaur educational service private limited..

76
TABLE-6
THE BEST RECRUITMENT SOURCES ACCORDING TO YOU

SOURCE NO. OF PERCENTAGE

RESPONDENTS
INTERNAL 30 60
RECRUITMENT
EXTERNAL 15 30
RECRUITMENT
BOTH 5 10
TOTAL 50 100

CHART-6
THE BEST RECRUITMENT SOURCESACCORDING TO PERFORMANCE

NO. OF RESPONDENTS

10%

INTERNAL RECRUITMENT
EXTERNAL RECRUITMENT
BOTH
30%

60%

INTERRETATION

The above chart shows that 60% of respondents were influence by internal

recruitment, 30% of respondents were influence by external recruitment performance

and 10% of respondents were influence by both source of performace.

77
TABLE-7

ARE THE COMPANY POLICES KNOWN BEFORE JOINING

POLICES NO. OF RESPONDENTS PERCENTAGE

YES 40 80
NO 10 20
TOTAL 50 100

CHART-7

THE COMPANY POLICES BEFORE JOIN THE IN THIS COMPANY

NO. OF RESPONDENTS

20%

YES
NO

80%

INTERRETATION

The above chart shows that 80% of respondent (all the respondents) know about

company polices before joining.

78
TABLE-8

NUMBER OF DAYS COMPANY TAKES TO RESPOND THE

APPLICATION.

APPLICATION NO. OF PERCENTAGE

RESPONDENTS
LESS THAN FIVE DAYS 48 96
5-10 DAYS 2 4
11-20 DAYS 0 0
15-20 DAYS 0 0
TOTAL 50 100

CHART-8
THE COMPANY TAKES TO RESPOND THE APPLICATION.

NO. OF RESPONDENTS

LESS THAN FIVE DAYS

5-10 DAYS
11-20 DAYS
15-20 DAYS

INTERRETATION

The above chart shows that 96% of respondents were got company call in less than

five days, 4% of respondents were got between 5-10 days.

79
TABLE-9

The Effectiveness Of The Interview Process And Other Selection Instrument.

EFFECTIVENESS NO. OF PERCENTAGE

RESPONDENTS
POOR 5 10
ADEQUATE 35 70
EXCELLENT 10 20
TOTAL 50 100

CHART-9

THE EFFECTIVENESS OF THE INTERVIEW PROCESS AND OTHER

SELECTION INSTRUMENT.

NO. OF RESPONDENTS

10%
20%

POOR
ADEQUATE
EXCELLENT

70%

INTERRETATION

70 % respondents said that the interview process was adequate , 20 % said that the

process is Excellent and 10 % said that the process is poor .

80
TABLE-10

DIFFICULT IN THE FOLLOWING TEST.

TEST NO. OF RESPONDENTS PERCENTAGE

APTITUDE 15 30
PERSONAL 20 40
INTERVIEW
WRITTEN 5 10
PRACTICAL 7 14
ANY OTHER 3 6
TOTAL 50 100

CHART-10

DIFFICULT IN THE FOLLOWING TEST.

NO. OF RESPONDENTS

APTITUDE
PERSONAL INTERVIEW
WRITTEN
PRACTICAL
ANY OTHER

INTERRETATION

The above chart shows that 40% of respondents consider personal interview as

difficult, 10% of respondents consider written test as difficult, 14% of respondents

consider as practical was difficult.

81
TABLE-11

EXTENTOF SATISFACTION REGARDING DESIGNATION AND

WORKLOAD.

WORK LOAD NO. OF RESPONDENT PERCENTAGE

SATISFIED 35 70
HIGHLY SATISFIED 10 20
NEUTRAL 3 6
DISSATISFIED 2 4
TOTAL 50 100
CHART-11
EXTENT OF SATISFACTION REGARDING DESIGNATION AND WORK
LOAD

NO. OF RESPONDENT

4%
6%

SATISFIED
HIGHLY SATISFIED
20% NEUTRAL
DISSATISFIED

70%

INTERRETATION

The above chart shows that 70% of respondents were satisfied with designation an

workload, 6% of respondents were neutral, 4% of respondents were dissatisfied, 20%

of respondents were highly satisfied with work load regarding the designation.

82
TABLE-12

ORGANIZATION CLEARLY DEFINED THE POSITION AND

RECRUITMENT OBJECTIVE OF IS Gaur educational service private limited..

POSITION & NO. OF PERCENTAGE

RECRUITMENT RESPONDENTS
YES 38 76
NO 12 24
NEITHER YES OR NO 0 0
TOTAL 50 100

CHART-12

Organization Clearly Defined The Position And Recruitment Objective Of IS

Gaur educational service private limited.

NO. OF RESPONDENTS

YES
NO
NEITHER YES OR NO

INTERRETATION

The above chart shows that 76% of respondents were clearly understood the position

and recruitment objective,24% of respondents were not known about the position and

recruitment objective in the IS Gaur educational service private limited.

83
CHAPTER-7
FINDINGS

84
 FINDINGS

 Majority of the respondents are Happy from the Recruitment Process.

 Majority of the respondents said that the Interview Panel was Excellent.

 Majority of the respondents got to about IS Gaur educational service private

limited from their Friends.

 Majority of the respondents were Happy and they said they will refer more

Friends to join IS Gaur educational service private limited .

 Majority of the respondents believe that Internal Recruitment is the best to

recruit .

 Majority of the respondents were fully aware about the Recruitment Policies.

 Majority of the respondents said that the company took Less than 5 days to

respond to their application.

 Majority of the respondents found the interview process difficult.

 Majority of the respondents believed that the interview process was adequate.

 Majority of the respondents were satisfied from the work load.

85
CHAPTER-8

RECOMMENDATION

86
 RECOMMENDATION

 Interview Process should be done in a more Formal Manner.

 Selection Process should be more fair.

 The stipend percent should be increased.

 The company should take less time to respond to the application.

 Work Load should be reduced.

87
CHAPTER-9

CONCLUSION

88
 CONCLUSION

The employees of any organization are its life blood, without doubt. With the dawn of

this realization upon the present day business organizations, there appears to be a

major shift towards human resource management. In fact, the employees of today are

encouraged to participate in the major decisions and thus play a vital role in the

management of the firm. The performance of the organization depends on the

efficiency that its employees exhibit. Hence it is of crucial importance that employees

with the most suitable qualifications be selected. This is where the processes of

recruitment and selection come in. It is difficult to separate one from the other.

The process of recruitment and selection has to be at its best to get suitable candidates

to carry out the job. Hence each company is concentrating on recruitment and

selection process. Due to the added burden on the part of the organization they go for

consultancies to get their manpower. Thus in Consultancy has the responsibility to

satisfy the need of the companies.

89
CHAPTER-10
LIMITATIONS

90
 LIMITATIONS OF THE STUDY

 As we limited time span so it is not possible to cover each & every detail of the

topic.

 Company uses various software’s which have certain financial information and I

as a trainee cannot access them.

 As the samples are taken randomly and population size of Lucknow is large,

sample errors are inevitable.

 The study will heavily depend on primary data which will be collected from

public at large; hence the authenticity of data can be a limitation.

91
BIBLIOGRAPHY

92
 BIBLIOGRAPHY
BOOK:

1. Sparrow, P.R. (2007) Globalisation of HR at function level: Four case studies of

the international recruitment, selection and assessment process, International .

2. DeCenzo,DavidA. and Robbins,Stephen P. (2006). Fundamentals of Human

Resource Management, Ninth. Edition. New York: John Wileyand Sons,2.

3. McBey, Kenneth J. and Belcourt, Monica.(2008). Strategic HumanResource

Planning, Forth Edition,United States, Nelson Education ltd,

4. Aswathappa K, Human Resource Management: Text and Cases, Tata McGraw

Hill, 6th Edition, 2010.

5. Morton, Andrew, Linda Fairtile, and Rachel Frick. "Active Recruitment within

Academic Libraries.” Virginia Libraries, 49:4 (2003): 10-2.

WEBSITES:

1. http://www.academia.edu/4506411/

Internship_Report_Recruitment_and_Selection_Process

2. https://www.scribd.com/doc/71917820/HR-Project-Recruitment-Selection

3. http://wessweb.info/index.php/Recruitment_Bibliography

4. https://books.google.co.in/books/about/Recruitment_and_Selection.html?

id=FEwhygAACAAJ&redir_esc=y

5. http://www.slideshare.net/Tiwarisonal/recruitment-and-selection

93
ANNEXURE

94
 QUESTIONNAIRE

NAME :

GENDER:

DESIGNATION:

DEPARTMENT :

1. Are you happy with Recruitment Process?

A) Highly satisfied B) Satisfied C) Neutral

D) Dissatisfied.

2. How do you feel about interview panel?

A) Excellent B) Good C) Satisfactory

D) Poor.

3. How do you come to know about Opening in IS Gaur educational service private

limited.?

A) Friends B) Newspapers C) Internet

D) Others.

4. Do you want refer more friends to IS Gaur educational service private limited.?

A) Yes B) No

5. What should be the best recruitment sources according to your performance?

A) Internal Recruitment B) External Recruitment

D) Both.

6. Did you fully know about the company polices before joining in this company

A) Yes B) No

7. How much time did the company take responds to your application?

A) Less than five days B) 5-10 days C) 11-20 days D) 20-25days

95
8. Which of the following tests were more difficult according to You?
A) Aptitude B) Personal Interview C) Written

D) Practical E) Any other

9. Rate the effectiveness of the interview process and other selection instrument such as

testing?

A) Poor B) Adequate C) Excellent

10. Extent of Satisfaction regarding your designation and work load?

A) Highly Satisfied B) Satisfied C) Neutral

D) Dissatisfied.

11. Does the organization clearly define you the position objective/Recruitment in the

IS Gaur educational service private limited.?

A) Yes B) No. C) Neither Yes or No.

12. Your Suggestion to Improve recruitment?

96