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INTRODUCTION
The recruitment and selection process is the center of the human resources department for
any company. It is the most effective way to staff the company with qualified professionals for
every available job. Some articles that are relevant to the recruitment and selection process
include testing methods, vetting resumes and application letters, interview techniques and
recruitment methods.
. A human resources specialist must be able to apply all these techniques as well as be
trained in dispute resolution, keeping employee morale high and answering a wide variety of
questions. Some companies hire a separate recruitment firm to bring in the best employees for
determine the applicant’s abilities. More specific testing, such as that for computer literacy and
mathematical abilities, can also help employers find an appropriate candidate. The Wonderlic
Cognitive Ability Test is often used to test the prospective employees aptitude for learning and
problem solving. All tests should be fair and accurately determine an applicant’s abilities. All
information on the resume and cover letter must be checked for accuracy.
Employees may have access to sensitive information so their resumes must be vetted
before they can be considered for employment. An applicant who lies on a resume, cover letter
or application will be immediately denied the opportunity for employment. Some companies
prefer using a formal interview process while others favor an informal process. Most businesses
require applicants to be interviewed by someone in the human resources department and their
immediate supervisor. The human resources interview usually covers the basics to ensure that the
personable and easy to work with. The current project aims to study the recruitment and
selection process at Modern Age International. It also attempt to know about different strategies
those are implementing in recruitment process. The project also aims to know how the company
attracts with multi-dimensional and experiences that suit the present and future organizational
strategies. The project finally suggest improvements for enhancing the effectiveness of the
through advertising, while selection is the process of choosing the appropriate candidate from the
result of the recruitment. In lame man terms, Recruitment is the introduction of the opportunity
for you to apply and selection is choosing the right candidate for the position.citehr.com is a
Summer Internship, Contract Recruitment, Temporary Recruitment. And the trends in selection
Orientation
Recruitment and Selection are one of the significant parts for any organization as it
provides the right candidates on the right place which support the organization ability to acquire
retain and develop the best talents and skills for the organization. The article highlights the facts
regarding the need, advantage, process and functions of Recruitment and Selection for any
organization.
achieving the desired goals for any organization. For the successfully running of the company it
is essential to appoint efficient worker and thus the Recruitment and Selection is the basic
Recruitment and Selection are one of the significant part for any organization as it provides the
right candidates on the right place which support the organization ability to acquire, retain and
Recruitment is the process, which help the organization in searching of employees and
encouraging them to apply for the job as per the requirement of the organization. In facts it is the
process, which provide link with the employee and ensured the right candidate at the right place
for the organization. For this Recruitment encouraged the candidate to apply for the post in
On the other hand, Selection is the process where qualifications of candidates matched as
per the requirements of the available job so that right candidate can be chosen. In fact Selection
is the process by which an organization chooses the right candidates among the unsuitable
candidates by wedding them. As choosing a right candidate for the right post is not a easy task so
all the process of Selection should be done in more pragmatic and professional way as a faulty
Selection process can be a wastage of time and money and it also heart the basic environment of
the company.
Recruitment consists of various steps and candidate will have to face all the steps helps in
finding the suitability of candidate for the organization. First of all organization find out
regarding the current availability of job and its description then advertisement published with full
details of the specification for the vacancy. Company inspire maximum candidate to fill the
application so that it can get maximum applicant and then short listing of the probable candidate
Then the major part is to arrange interview for the short listed candidates, which provide
the interaction to the applicants with the experts of the organization. Interview can be done on
various levels so that suitability of the candidates can be matched with the requirements and job
specifications.
As Selection the process of choosing the most suitable candidate out of many unsuitable
candidates, so it involves with the series of steps, which helps in screening the right candidate
through various way. Screening of candidates can be done with various steps and ways. For
short-listing of the candidates various mode can be utilize like telephonic interview, video
There may be a range of internal staff involved with recruiting, selecting, and inducting new
employees into the organization, and as the HR Manager it is your responsibility to coordinate
Administration staff
employment activities, e.g., you may trend and results in the form of periodic HRMIS-
generated reports.
Other people who you involve in your recruitment strategy may include:
Recruitment agencies
production, OH&S and training and development. You should factor in the human
resources you need when developing the budget for your recruitment proposal.
There is a whole world of technology available to you, which will improve the efficiency and
Information Systems) can provide an employment information system for collecting and
analyzing data. This data can be translated, for example, into statistics on applicants and
potential applicants, on successful and unsuccessful recruitment and selection results, and
induction outcomes. You can access reports on issues pertinent to where and how you recruit and
select staff — reports for example of EEO cases, industry results, demographics, and labour
market trends. HRMIS have many other facilities that will assist you when you are employing
Databases, spreadsheets, word processing, desktop publishing, and web site development all
provide the opportunity for you to improve and expand your recruitment and selection activities
and induct new employees you should factor in your use of HRMIS when developing the budget
Objective theory
2. Thus, the more information you can give them (e.g. salaries, benefits, working condition,
etc), the better applicants weight these factors to arrive at a relative “desirability” index
Subjective theory
1. Assumes applicants are not rational, but respond to social or psychological needs (e.g.
2. Thus, play to these needs by highlighting job security or opportunities for promotion or
1. Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g.
2. Research indicates that more recruiter contact enhances acceptance of offer, also
recruiter - may be especially important when recruiting ethnic minorities, women, etc.
Policies:
Recruitment policy of any organization is derived from the personnel policy of the same
organization. However, recruitment policy by itself should take into consideration the
government’s reservation policy, policy regarding sons of soil, etc., personnel policies of other
sections, women, etc. Specific issues which may be addressed in Recruitment Policy:
may be sought for different positions (see also Affirmative Action guidelines)
(nepotism) veterans (any special advancement toward retirement for military experience?),
rehires (special consideration? vacation days or other prior benefits?), part-time or temporary
5) Others:
Recruitment is a function that requires business perspective, expertise, ability to find and
match the best potential candidate for the organization, diplomacy, marketing skills (as to sell the
position to the candidate) and wisdom to align the recruitment processes for the benefit of the
organization.
constantly facing new challenges. The biggest challenge for such professionals is to source or
In the last few years, the job market has undergone some fundamental changes in terms
of technologies, sources of recruitment, competition in the market etc. In an already saturated job
market, where the practices like poaching and raiding are gaining momentum, HR professionals
are constantly facing new challenges in one of their most important function- recruitment. They
have to face and conquer various challenges to find the best candidates for their organizations.
tune with the changing times, i.e. the changes taking place across the globe. HR should
responsive to the immediate requirements. The recruitment process should also be cost
effective.
Strategic prioritization – The emerging new systems are both an opportunity as well as a
challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks
to meet the changes in the market has become a challenge for the recruitment professionals.
3. COMPANY PROFILE
TECHNOLOGICS
TECHNOLOGICS, Palakkad has expanded its sales and services tremendously with the
vision to carve a distinctive place for itself in the marketing in and around Palakkad. We
provide unparalleled sales and services in the field of computers to our widespread customer
base. As an organization we are well equipped with highly qualified and specialized
professionals who have in-depth knowledge of their specific fields, thus providing quick
solutions to all your computer problems. The company is maintaining more than 35
specialized hardware engineers and 8 office staffs. Every month technical meeting is
arranged to update engineers on all technical aspects.
We provide sales and service for computer parts like Computer Drives, Hard Disc Drive,
Chip Level Repairing, Line Printers Maintenance, Computer Hardware & peripherals,
Computer Hardware Maintenance, All Kinds of logic boards & mother boards.
They have full-fledged and well-equipped computer and hardware sales and maintenance
facility in palakkad town. Here they distributes world leading brands like AMD, INTEL,
COMPEX, HP, HCL, LOGITECH, SAMSUNG, SONY, LG, etc., of computer hardware’s
and peripherals at very competitive rate.
Our experts can provide you with the maximum required knowledge and opinion about the
respective field. They are professionals with years of experience and they are adapt in
tackling a problem, however simple or complicated. They undertake appropriate approach to
find prompt and accurate solution to your computer problems. The towering growth of the
organization over the past years is credited to our dynamic and energetic employees.
Our Clients Constant and persistent efforts on our part has helped us gain recognition and
visibility in the market.. Our steady endeavor to be the best in the market has given tough
competition to our counterparts in the market. We strive to achieve the heights of success and
emerge as leading computer sales and service unit in domestic and international markets.
LITERATURE REVIEW
According to Costello (2006) recruitment is described as the set of activities and processes
used to legally obtain a sufficient number of qualified people at the right place and time so that
the people and the organization can select each other in their own best short and long term
interests.
According to Korsten (2003) and Jones et al. (2006), Human Resource Management
theories emphasize on techniques of recruitment and selection and outline the benefits of
further stated that recruitment process may be internal or external or may also be conducted
online. Typically, this process is based on the levels of recruitment policies, job postings and
details, advertising, job application and interviewing process, assessment, decision making,
Jones et al. (2006) suggested that examples of recruitment policies in the healthcare,
business or industrial sector may offer insights into the processes involved in establishing
Successful recruitment techniques involve an incisive analysis of the job, the labour market
scenario/ conditions and interviews, and psychometric tests in order to find out the potentialities
of job seekers. Furthermore, small and medium sized enterprises lay their hands on interviews
and assessment with main concern related to job analysis, emotional intelligence in
inexperienced job seekers, and corporate social responsibility. Other approaches to selection
outlined by Jones et al. (2006) include several types of interviews, role play, group discussions
Any management process revolves around recruitment and failure in recruitment may lead
to difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In
additional, insufficient recruitment may result into lack of labour or hindrances in management
decision making, and the overall recruitment process can itself be advanced and amended by
complying with management theories. According to these theories, the recruitment process can
be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold grading
Price (2007), in his work Human Resource Management in a Business Context, formally
defines recruitment and selection as the process of retrieving and attracting able applications for
the purpose of employment. He states that the process of recruitment is not a simple selection
process, while it needs management decision making and broad planning in order to appoint the
most appropriate manpower. Their existing competition among business enterprises for
recruiting the most potential workers in on the pathway towards creating innovations, with
management decision making and employers attempting to hire only the best applicants who
would be the best fit for the corporate culture and ethics specific to the company (Price 2007).
This would reflect the fact that the management would particularly shortlist able candidates who
are well equipped with the requirements of the position they are applying for, including team
work. Since possessing qualities of being a team player would be essential in any management
his research on HR manager and company officials of 319 companies in Europe regarding HR
practices and policies of their respective companies and discovered that employment security,
participation, and lastly, personnel planning are the most essential practices (Hiltrop 1999). As a
matter of fact, the primary role of HR is to develop, control, manage, incite, and achieve the
commitment of the employees. The findings of Hiltrop’s (1996) work also showed that
selectively hiring has a positive impact on organizational performance, and in turn provides a
substantial practical insight for executives and officials involved. Furthermore, staffing and
selection remains to be an area of substantial interest. With recruitment and selection techniques
for efficient hiring decisions, high performing companies are most likely to spend more time in
giving training particularly on communication and team-work skills (Hiltrop 1999). Moreover
the finding that there is a positive connection existing between firm performances and training is
coherent with the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to
develop HR practices that are more focused on training in order to achieve competitive benefits
In other words, the recruitment process provides the organization with a pool of
potentially qualified job candidates from which judicious selection can be made to fill vacancies.
Successful recruitment begins with proper employment planning and forecasting. In this phase of
the staffing process, an organization formulates plans to fill or eliminate future job openings
based on an analysis of future needs, the talent available within and outside of the organization,
and the current and anticipated resources that can be expanded to attract and retain such talent.
Also related to the success of a recruitment process are the strategies an organization is prepared
To employ in order to identify and select the best candidates for its developing pool of human
Resources.
Organizations seeking recruits for base - level entry positions often require minimum
qualifications and experiences. These applicants are usually recent high school of
university/technical college graduates many of whom have not yet made clear decisions about
future careers or are contemplating engaging in advanced academic activity. At the middle
levels, senior administrative, technical and junior executive positions are often filled internally.
The push for scarce, high - quality talent, often recruited from external sources, has usually been
at the senior executive levels. Most organizations utilize both mechanisms to effect recruitment
to all levels.
the capabilities and in calcinations of prospective candidates against the demands and rewards
inherent in a given job. Jovanovic (2004) said recruitment is a process of attracting a pool of high
quality applicants so as to select the best among them. For this reason, top performing companies
devoted considerable resources and energy to creating high quality selection systems.
Recruitment and selection process are important practices for human resource management, and
Due to the fact that organizations are always fortified by information technology to be
more competitive, it is natural to also consider utilizing this technology to re-organize the
traditional recruitment and selection process through proper decision techniques, with that both
the effectiveness and the efficiency of the processes can be increased and the quality of the
recruitment and selection decision improved. A human resource information system is a system
exploited to acquire, store, manipulate, analyze, retrieve, and distribute relevant information
regarding an organization's human resources (Huselid, 1995). The purpose of the system is to
support human resource services from the strategic level down to the tactical and operational
levels. Many decision-making problems, including recruitment and selection, are herein
involved. The system facilitates automated or computerized procedures to solve the problems,
Researchers indicate that effective recruitment practices and policies enable boards to
find the best candidate for their organization. The personnel function becomes especially
important when recruiting and selecting new administrators. A critical role for human resource
management is how to elicit positive reactions from candidates when discussing administrative
roles. When opportunities are presented to employees to move towards careers in administration
People without administrative experiences have negative perceptions and views of the
role of the administrator. In attempts to attract and support individuals to the administrator’s
position it is necessary to identify what barriers prevent potential candidates from applying to the
pool. Job complexity and Workloads are perceived by employees as the two considerations
having had the greatest impact on the number of applicants for administrative positions. Other
factors include poor remuneration as it relates to demands and expectations of the job and lack of
resources and support structures in. Many highly qualified, competent, and talented employees
dismiss careers in administration because they do not want to sit in an office all day. Until some
alternative image is understood, or at least some support and resources put in place, a problem of
faced by Heidrick International Inc. The firm had strong internal candidates, but was adamant
about entertaining outside talent for Friel’s successor. After a few months, the board met to
review a shortlist of external candidates, but despite the exhaustive process chose an internal
applicant. While some may argue that we could have saved time and money by only looking
within, the process ensured that every possible option was considered, and that we arrived at the
Hiring externally has a number of challenges. The more seniority a position carries, the
greater the chance for failure. Unlike middle managers, the spotlight is immediately focused on
the new senior executive. At many companies in Asia, the new executive will be confronted with
a “sink or swim” situation: He will either adapt to the new culture in which he finds himself, or
he will drown — and the company will be left with little more than an expensive lesson.
An internal hire, on the other hand, has proven his ability to operate within the
Company’s culture. So why not, then, stick with only internal candidates? While certainly safer
in the short term, relying only on internal promotions can lead to far greater long-term problems
for an organization.
Whether an external hire succeeds in his position often depends on the company’s strong,
forward-looking human resources team, which understands a company’s business strategy and
proactively puts systems in place to ensure new executives adjust to their new culture. They
provide the new executive with a mentoring and coaching network that will guide him through
the critical first 12 months on the job. As for the executive himself, he should refrain from
months, a 360-degree appraisal is conducted with the new executive. Interestingly, Goodyear’s
on-boarding efforts apply not only to external candidates, but also to internal executives that take
on a new role.
business organization are developed to meet corporate objectives and materialization of strategic
plans via training and development of personnel to attain the ultimate goal of improving
organizational performance as well as profits. The nature of recruitment and selection for a
company that is pursuing HRM approach is influenced by the state of the labour market and their
strength within it. Furthermore, it is necessary for such companies to monitor how the state of
labour market connects with potential recruits via the projection of an image which will have an
Work of Bratton & Gold (1999) suggest that organizations are now developing models of
the kind of employees they desire to recruit, and to recognize how far applicants correspond to
their models by means of reliable and valid techniques of selection. Nonetheless, the researchers
have also seen that such models, largely derived from competency frameworks, foster strength in
companies by generating the appropriate knowledge against which the job seekers can be
assessed. However, recruitment and selection are also the initial stages of a dialogue among
applications and the company that shapes the employment relationship (Bratton & Gold 1999).
acknowledge the importance of determining expectation during recruitment and selection can
lead to the loss of high quality job seekers and take the initial stage of the employment
relationship so down as to make the accomplishment of desirable HRM outcomes extremely
difficult.
In the opinion of Bratton and Gold (1999), recruitment and selection practices are
develop the social relationship among applicants and an organization. In this relationship, both
parties make decisions throughout the recruitment and selection and it would be crucial for a
company to realize that high-quality job seekers, pulled by their view of the organization, might
be lost at any level unless applications are provided for realistic organization as well as work
description. In view of Jackson et al. (2009) and Bratton & Gold (1999) applicants have a
specific view of expectations about how the company is going to treat them; recruitment and
selection acts as an opportunity to clarify this view. Furthermore, one technique of developing
the view, suggested by Bratton and Gold (1999), are realistic job previews or RJPs that may take
the form of case studies of employees and their overall work and experiences, the opportunity to
“cover” someone at work, job samples and videos. The main objective of RJPs is to allow for the
expectations of job seekers to become more realistic and practical. RJPs tend to lower initial
expectations regarding work and a company, thereby causing some applications to select
themselves; however RJPs also increase the degree of organization commitment, job satisfaction,
employee performance, appraisal and job survival among job seekers who can continue into
However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the employees that
their work they were successful in resolving issues like whether or not talent is something one
can be born with or is it something that can be acquired through development. According to
Silzer et al (2010), that was a core challenge in designing talent systems, facing the organization
and among the senior management. The only solution to resolve the concern of attaining efficient
well-drawn practical plan on recruitment and selection as well as involvement of highly qualified
management team, companies following recruitment processes may face significant obstacles in
implementation. As such, theories of HRM can give insights in the most effective approaches to
recruitment even though companies will have to employ there in house management skills for
applying generic theories across particular organizational contexts. Word conducted by Silzer et
al (2010) described that the primary objective of successful talent strategies is to create both a
case as well as a blueprint for developing the talent strategies within a dynamic and highly
that matter,, shapes the competitive advantages and success of many companies (Silzer et al.
2010).
RESEARCH OBJECTIVES AND METHODOLOGY
Broad Objective:
To know overall about the company. And also know each and every parts of the recruitment and
selection process of that company.
Specific Objectives:
1. To focus on major elements of Recruitment and Selection process.
To Increase the effectiveness of different recruiting techniques and sources for all types
To obtain the number and quality of employees that can be selected in order to help the
efforts, the present study is also not free from certain limitation, which were unavoidable.
Although all effort were taken to make the result of the work as accurate as possible as survey
Most of the time people give appointment but they are not available at that time
It is difficult to know if all the respondents gave accurate information; some respondents
Some customers were not willing to give appointment due to their busy schedule.
Due to very large size of the population, only a selected sample of customer could be
contacted.
Due to time constraint and other imperative work load during the t period it could not be
Due to fast pace of life, some customers were not able to do justification to the
questionnaire.
As per company rule many information was not disclose as the manager are busy in their
daily schedule. It is not possible for us to spend more time in interaction with them.
METHODOLOGY OF RESEARCH TO EXPLAIN HOW THE STUDY IS CARRIED
OUT
Recruitment and selection of new team members need to be undertaken with the primary
aim that “the required numbers of employees with required talent are available when needed”
(Bratton and Gold, 2001, p.13), in our case the required number of employees are seven team
and selection. The primary aim of recruitment is searching for and obtaining potential job
candidates in sufficient numbers and quality in order for the organization to be able to select the
most appropriate people to satisfy its job needs. (Dowling and Schuler, 1990).Selection, on the
other hand, involves selecting candidates among recruited pool of candidates in order to hire for
The primary aim of recruitment is considered to be “to obtain at minimum cost the
number and quality of employees required to satisfy the human resource needs of the company”
In order to employ the members of the team for the roles specified above the following
Firstly, each individual vacancy within the team, and their roles and responsibilities are
going to be specified. Secondly, all available recruitment methods are going to be critically
analyzed in order to identify the most suitable ones taking into account the specifications and
recruitment monitoring and evaluation is going to take place taking advantage of previous
experiences regarding this matter. Sixthly, recruited candidates are going to be shortlisted in
order to precede them to the next stage which will be the selection of job candidates. The
recruitment and selection process itself of the team members for the roles of ‘plant’,
Stage 1. Leads will be generated for above roles within the team through advertising vacancies
in external recruitment sources (internet and job centers), as well as internal recruitment sources
(intranet and transfers from other departments). Only 800 applicants will pass the initial
screening of their applications on the basis of basic requirements of the positions from among all
applicants and other criteria and as a result only 300 applicants will be invited out of initial 800.
Stage 3. Among 300 invited applicants only 60 will be chosen for the interviews. The rationale
for the choice at this stage will be based on the suitability of candidates for the roles advertised
Stage 4. 60 remaining applicants will be interviewed for the positions in the team and as a result
of interviews only 18 candidates will be remaining still with the chance of being employed to the
negotiating with them about their pay package and other aspects of their future employment,
only 9 people who represent the roles of ‘plant’, monitor/evaluator, co-ordinator, resource
selected to be members of the team and they become new hires for the company.
achieve their objectives. The primary objectives of recruitment and selection processes is the
attraction of large number of applicants with suitable skills, experiences and qualifications in
order to choose among them through various available methods for the employment in an
The recruitment and selection plan outlined above meets all the requirements outlined
above and ensures that a large number of applicants are attracted for various positions within the
team, the most suitable of them are selected though efficient selection methods which are at the
RESEARCH DESIGN
The research was based on assessing recruitment and selection practices of the
Organization. The design was a descriptive study which used both quantitative and qualitative
tools to recruitment and selection practices adopted by the Organization. The study was based on
the use of questionnaires. These approaches were used because they were satisfactory tools for
collecting data for the sample population to investigate the topic under study.
SOURCES OF DATA
Both primary and secondary source of data were used in conducting the research.
PRIMARY SOURCES
In getting primary data there are several approaches available to gathering data. In order
to collect reliable and valid information, the researcher contacted employees of the Human
resource department of the bank. The method used in collecting the primary data was
questionnaire.
QUESTIONNAIRES
The purpose of using questionnaire was to identify and assess the effectiveness of the
recruitment and selection practices of the organizations. A set of questionnaire was prepared with
SECONDARY SOURCES
The study also made use of secondary data in collecting information. The sources of the
secondary data include books, internet search, articles, and journals among others. This helped to
identify how others have defined and measured key concepts, the data sources that of others used
and this helped to discover how this research project is related to other studies.
SAMPLE SIZE
A sample size of 5 employees was chosen from the selected organizations for the study. This was
based on the staff strength of the various departments and to ensure that the sampled was
responded by the sampled employees of the organization. The questions were designed to make
the purpose of the study successful after the results have been ascertained. This instrument gave
ADMINISTRATION OF INSTRUMENTS
Copies of the questionnaire were distributed to respondents at work places. After some
time, the researcher went back and collected the answered questionnaires. The researcher
explained the questions to the respondents thoroughly after copies of the questionnaire were
given them.
DATA ANALYSIS
The collected data analyzed manually based on questionnaire and the collected data were
statistically analyzed, using the Statistical Package for Social Sciences software. Representations
like tables and charts were used to ensure easy and quick interpretation of data.
USES OF ABBREVIATIONS.
DATA ANALYSIS AND INTERPRETATION
TABLE: 1
Gender. Responds Percentage
male 75 75%
female 25 25%
CHART: 1
7500%
80
70
60
50
40
2500%
30
20
75% 25%
10
0
Responds Percentage
male female
INTERPRETATION:
In the above diagram showing that the recruitment and selection.75 no of respondents are in the form of
Male and 25 no of respondents are in the form of Female.
TABLE: 2
Age. Responds Percentage
below25 40 40%
25-35 25 25%
35-45 20 20%
45-55 15 15%
CHART: 2
45
40
40
35
30
25
25
20
20
15
15
10
5
40% 25% 20% 15%
0
below25 25-35 35-45 45-55
Responds Percentage
INTERPRETATION:
In the above diagram showing that the recruitment and selection for age groups. The high
responds of age group is below 25, very low level respond age group is 45-55. 25-35 of the age
respond 25% and the age of 35-45 is responded parentage is 20%.
TABLE: 3
CHART: 3
50
45
45
40
35
30
25
25
20
20
15
10
10
5
25% 45% 20% 10%
0
0-5 Years 5-10 Years 10 to 15 Years More than 15 Years
Responds Percentage
INTERPRETATION:
In the above diagram showing that the question since how many years have you been working
with this organization? is recruitment and selection. The high responds of this question is 5-10
years for 45%, 5 year working experience persons respond 25%, 10-15 years experience persons
respond 20% and the 10% of respond more than 15 years working experience persons.
TABLE: 4
CHART: 4
100
3500%
90
80
70
60
50
40
30 6500%
20
35%
10
0 65%
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question does the organization clearly defines the position
objectives, requirements and candidate specifications in the recruitment process? For recruitment
and selection. The high responds percentage is 65% for ‘Yes’ and the responds for the answer
‘No’ is 35% only.
TABLE: 5
CHART: 5
50
50
45
40
35
30 25 25
25
20
15
10
25% 25% 50%
5
0
Poor Adequate Excellent
Responds Percentage
INTERPRETATION:
In the above diagram showing that the question how well are the organization’s affirmative
action needs clarified and supported in the selection process? For recruitment and selection. The
responds of in these answers 25% Poor, 25% Adequate and 50% Excellent.
TABLE: 6
CHART: 6
70
65
60
50
40
30
25
20
10
10
Responds Percentage
INTERPRETATION:
In the above diagram showing that the question How would you rate the HR department’s
performance in recruitment and selection? For recruitment and selection. The options are poor,
adequate and Excellent, these answers respond persons are 10% Poor, 25% Adequate and 65%
Excellent.
TABLE: 7
CHART: 7
100
90 4000%
80
70
60
50
40
30 6000%
20
40%
10
0 60%
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question is the organization doing timeliness recruitment
and Selection process? For recruitment and selection. The high responds percentage of these
question is 60% for ‘Yes’ and 40% is ‘No’.
TABLE: 8
CHART: 8
70
60
60
50
40
30
25
20
15
10
Responds Percentage
INTERPRETATION:
In the above diagram showing that the question Rate the effectiveness of the interviewing
process and other selection instruments, such as testing? For recruitment and selection. The
options are poor, adequate and Excellent, these answers respond persons are 25% Poor, 60%
Adequate and 15% Excellent.
TABLE: 9
CHART: 9
5500%
60
4500%
50
40
30
20
10 45% 55%
0
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question Does HR trains hiring employees to make the
best hiring decisions? For recruitment and selection. The high responds percentage of these
questions is 55% for ‘No’. The respond of answer ‘Yes’ is very low 45%.
TABLE: 10
CHART: 10
70
60
60
50
40
30
30
20
10
10
Responds Percentage
INTERPRETATION:
In the above diagram showing that the question Rate how well HR finds good candidates from
non-traditional sources when Necessary? For recruitment and selection. The options are poor,
adequate and Excellent, these answers respond persons are 30% Poor, 60% Adequate and 10%
Excellent.
TABLE: 11
Does the HR Department is efficient in Selection Responds Percentage
Policy of the employees?
Yes 50 50%
No 50 50%
CHART: 11
100
90 5000%
80
70
60
50
40
30
5000%
20
10 50%
0 50%
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question does the HR Department is efficient in Selection
Policy of the employees? For recruitment and selection. In this questions respond is equal
answers for ‘yes’ and ‘No’, the percentages is 50% is respectively.
TABLE: 12
Does the HR maintain an adequate pool of Responds Percentage
quality “protected class” applicants?
Yes 65 65%
No 35 35%
CHART: 12
100
3500%
90
80
70
60
50
40
30 6500%
20
35%
10
0 65%
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question Does the HR maintains an adequate pool of
quality “protected class” applicants? For recruitment and selection. The high responds
percentage of these questions is 65% for ‘Yes’. The respond of answer ‘No’ is very low 35%.
TABLE: 13
Does the organization do proper Job Analysis Responds Percentage
before Selection Process begins?
Yes 70 70%
No 30 30%
CHART: 13
100 3000%
90
80
70
60
50
40
7000%
30
20
30%
10
0 70%
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question Does the organization do proper Job Analysis
before Selection Process begins? For recruitment and selection. The high responds percentage of
these questions is 70% for ‘Yes’. The respond of answer ‘No’ is low 30%.
TABLE: 14
Do you think organization prefers referred Responds Percentage
candidates?
Yes 60 60%
No 40 40%
CHART: 14
100
4000%
90
80
70
60
50
6000%
40
30
20
40%
60%
10
0
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question Do you think organization prefers referred
candidates? For recruitment and selection. The high responds percentage of these questions is
60% for ‘Yes’. The respond of answer ‘No’ is low 40%.
TABLE: 15
Does the selection methods used by the Responds Percentage
Organization are reliable?
Yes 55 55%
No 45 45%
CHART: 15
100
90 4500%
80
70
60
50
40
30 5500%
20
45%
10
0 55%
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question Does the selection methods used by the
Organization are reliable? For recruitment and selection. The high responds percentage of these
questions is 55% for ‘Yes’. The respond of answer ‘No’ is low 45%.
TABLE: 16
Does the HR team act as a consultant to enhance the Responds Percentage
quality of the applicant pre-screening process?
Yes 75 75%
No 25 25%
CHART: 16
100 2500%
90
80
70
60
50 7500%
40
30
20
25%
75%
10
0
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question does the HR team act as a consultant to enhance
the quality of the applicant pre-screening process? For recruitment and selection. The high
responds percentage of these questions is 75% for ‘Yes’. The respond of answer ‘No’ is very low
25%.
TABLE: 17
How do you rate the Selection Policy of the Responds Percentage
organization?
Good 60 60%
Average 30 30%
Poor 10 10%
CHART: 17
70
60
60
50
40
30
30
20
10
10
60% 30% 10%
0
Good Average Poor
Responds Percentage
INTERPRETATION:
In the above diagram showing that the questions How do you rate the Selection Policy of the
organization? For recruitment and selection. The options are Good, average and Poor, these
answers respond persons are 60% good, 30% Average and 10% Poor.
TABLE: 18
Rate how well HR finds good candidates from non- Responds Percentage
traditional sources when necessary?
Poor 25 25%
Adequate 65 65%
Excellent 10 10%
CHART: 18
70
65
60
50
40
30
25
20
10
10
Responds Percentage
INTERPRETATION:
In the above diagram showing that the question Rate how well HR finds good candidates from
non-traditional sources when necessary? For recruitment and selection. The options are poor,
adequate and Excellent, these answers respond persons are 25% Poor, 65% Adequate and 10%
Excellent.
TABLE: 19
Do you think organization looks for experienced Responds Percentage
employees in selection Process?
Yes 80 80%
No 20 20%
CHART: 19
2000%
100
90
80
70
60
50
40 8000%
30
20
20%
10
0 80%
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question Do you think organization looks for experienced
employees in selection Process? For recruitment and selection. The high responds percentage of
these questions is 80% for ‘Yes’. The respond of answer ‘No’ is very low 20%.
TABLE: 20
Which is the most important quality the Responds Percentage
organization looks for in a candidate?
Knowledge 22 22%
Past Experience 20 20%
Optimistic Nature 15 15%
Discipline 23 23%
Team Work Ability 15 15%
Other 5 5%
CHART: 20
25
23
22
20
20
15 15
15
10
5
5
Responds Percentage
INTERPRETATION:
In the above diagram showing that the question which is the most important quality the
organization looks for in a candidate? For recruitment and selection. The persons respond this
question is 22% of Knowledge, 20% of Past Experience, 15% of Optimistic Nature, 23% of
Discipline, 15% of Team work Ability and 5% of others.
TABLE: 21
Is the Resume screening and Short listing method used Responds Percentage
by the organization is satisfactory?
Yes 75 75%
No 25 25%
CHART: 21
100 2500%
90
80
70
60
50 7500%
40
30
20
25%
75%
10
0
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question is the Resume screening and short listing method
used by the organization is satisfactory? For recruitment and selection. The high responds
percentage of these questions is 75% for ‘Yes’. The respond of answer ‘No’ is very low 25%.
TABLE: 22
Do you think criteria for short listing of candidates Responds Percentage
used by the organization is satisfactory?
Yes 55 55%
No 45 45%
CHART: 22
100
90 4500%
80
70
60
50
40
30 5500%
20
45%
10
0 55%
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question Do you think criteria for short listing of
candidates used by the organization is satisfactory? For recruitment and selection. The high
responds percentage of these questions is 55% for ‘Yes’. The respond of answer ‘No’ is very low
45%.
TABLE: 23
Does the organization do employee verification Responds Percentage
before and after selection?
Yes 60 60%
No 40 40%
CHART: 23
100
4000%
90
80
70
60
50
6000%
40
30
20
40%
60%
10
0
Responds Percentage
Yes No
INTERPRETATION:
In the above diagram showing that the question Does the organization do employee verification
before and after selection? For recruitment and selection. The high responds percentage of these
questions is 60% for ‘Yes’. The respond of answer ‘No’ is very low 40%.
4.1 FINDINGS
Strengths: The skills and intellect of GlaxoSmithKline employees are fundamental to the current
and future success of the business. It is TECHNOLOGICS's human capital that maximizes the
potential of the Group’s scientific, commercial and financial assets. The company pays
maximum attention and efforts in recruiting highly qualified employees who are willing to face
- TECHNOLOGICS, Palakkad recruitment policy is strict in the sense that it does not
policies which do not discriminate between potential or existing staff on the grounds of color,
race, ethnic and national origin, gender, marital status, religious beliefs or disability.
candidates for all vacant positions confirming the hiring procedures to the local law and the
company's requirements. No one who is below 18 years of age can be hired as an employee for
training, performance appraisal, salary administration, promotion and other personnel actions for
its employee.
- In case of top-level employee recruitment, the interview is taken by divisional head who
is completely unaware about the candidate; as a result there is a less chance of occurring
biasness.
- HR and the concerned line manager will maintain absolute confidentiality of the
completed.
Weakness: To recruit any employee for any permanent post TECHNOLOGICS needs to pass
the budget from its headquartered at least one year back. As a result, in case of emergency
situation the company cannot recruit permanent employee within a very short period of time.
RECRUITMENT
The recruitment is one of the leading functions that organization outsourced. External
service providers are conducting all or parts of clients' recruitment services. This practice is very
common today and widely accepted in the Industry. This practice will help the organization in
Head Hunting means you attract the employ of your choice from competitors by the way
offering lucrative packages for beginning the work for your organisation.Poaching means
intended to offer job who are already working with another organization and which is known.
Indian retail and software sector are facing this serious brunt of poaching today. This is very
common in BFI sector for gaining immediate advantages. Various implication presents in this
process cracking of relationship and offering unrealistic salary for immediate gain.
E recruitment:
Internet has created revolution in recruitment and selection process. Career with us or
mindset and information on opening are available online with placement consultant website,
companies website, city line websites and other portal.Organisation are collecting database
whole of the year through this and excersing this to its level best. This will help in time and
money cost for the companies and for aspirants it is easier to access it on 24/7.
Summer Internship Programme: This programme bridges the gap between concepts reinforced
in class room and real corporate and environmental situation. Corporate having opportunity to
evaluate students for long term perspectives. Internship programme is undertaken in the
discipline concerned.
Referral recruitment:
Refer the people for job with your esteemed organization. This is very common term in
Modern Age International; in fact, this is the process of recognizing the employee's loyalty and
Campus Recruitment:
This campus recruitment is the systems where various organizations visit the college
campuses to recruit bright youngsters to work for them. The various selection processes tend to
remain the same for most of the companies. The selection occurs through 3 main steps,
Hiring great candidates is a pretty hard job. Recruiters try to dip into their employee's social
network by having them refer candidates they know.
Contract Recruitment:
In this kind of recruitment two basic points to be considered, first abilities to match a job
critical throughout the process- Contracts, Insurance, accommodation and expenses all need to
Temporary Recruitment:
Flexible Work Forces that can respond to your ever changing business demand. This is
recognized by quick, efficient and provides strong level of fit between the requirement of
companies and matching skill, attitude and behavior of candidates. This is one of the most
noticeable effects of downsizing epidemic and labor shortage of past two decades has been
dramatic rise in the use of temporary employees. Today, JUST IN TIME, can be formed staffing
all types of jobs in the organization including, professional, technical and higher executive
position.
SELECTION
Application:
If you go through advertisement for recruitment, one item is common, “Last date
of application", means buy the application, fill the application and reaches the application on or
before that date, in the very first of important date. The common application form generally
consists of:
Personal Information: It comprises name, date of birth, gender, marital status, detail of
his family, annual income of the family, address etc. This help in identifying the applicant’s
socio economic strata and family background. This information also helps in the assess his
suitability in the organization, in the job and in the team that he would be associated with.
applicants or jobseekers, the period of study, the various courses taken and subjects studied the
percentage of marks scored and the class of grade secured by him. This component provides
Work experience: This provides basic information on applicant's previous job. This will
help the prospective employers to understand and evaluate the, candidate's suitability to the job,
Salary: (Present and Expected): The salary structure is important because different
companies have different salary structure. A company might have low basic salary but higher
Personality Items: This requires the applicants to provide information on his strengths
and weaknesses, his professional goals- both long terms and short terms and his hobbies and
interest. This extra information help the employers to understand his hobbies and interest. This
extra information helps the employers understand personality of applicants which would help in
Interviews:
Preliminary Interview: The aim of prelims is to eliminate the applicants who are
obviously unqualified of jobs. These interviews are generally informal and unstructured and
conducted even before the candidates fill in the application blanks. This is presenting more
obvious facts and information. This enables the manager to quickly evaluate the interviewee on
Formal and structured Interview: This interview is based on through job analysis,
which directs the flow of interview. The questions cover all pertinent facts. The same questions
questions. A candidate remained comfortable throughout the interview. This tends to more
subjective.
In-depth Interview: This is more suitable in selecting the candidates for high end
technology and high skill jobs. Experts in the relevant areas test the candidates, knowledge and
understanding of the subjects and assess his expertise. They determine suitability of candidates
Panel Interview: In this process, representatives from various departments get to meet
and interview a candidate. This reduces the subjectivities involved in the one to one interview.
Group Interview: This method is resorted to when the number of applicants is high and
time available for interviewing is short. This method is useful in while recruiting for entry level
under stress. Interviewers put the interviewee under stress by repeatedly interrupting him,
criticizing his answer, asking him unrelated questions or keeping quiet for long time after
Psychometric Assessment:
aspirants. This is one of the important parts of selection process of many domestic and
international organizations. This help employer to find best match of individual to occupation
and working ambience. It should be standardized, reliable, predictive and non discriminatory.
Reference Check:
The information given by the candidates is checked by references after final decision
taken and before offer is to made. This reference might have been work related (such as former
supervisor or co worker) or they might have been personal (such as friend, clergy, or family
members). In either case, to the extent that you could, you provided the organization with a list
of people who you believed would generally speak favorably about you.
The Offer:
Once the candidates are evaluated and final decision is taken, then the offer letters is
made which is formal, written and requires acceptance in writing. The objective of the offer
letter is “we are pleased to select you for our esteemed organization."
This is very common in hiring process .This is in fact mentioned in the clause in offer
letter to the candidates , which says that the offer is conditional on the candidates being
medically fit..
The Orientation:
superiors, coworkers and job. The orientation process provides a foundation upon which new
employees can build their skill and contribute to our efforts to providing responsive and effective
SUGGSETIONS
Manpower requirement for each department in the company is identified well in advance.
If the manpower requirement is high and the recruitment team of the HR department
alone cannot satisfy it, then help from the placement agencies is needed.
Time management is very essential and it should not be ignored at any level of the
process.
The recruitment and selection through placement agencies as the last resort and is utilized
The recruitment and selection procedure should not to lengthy and time Consuming.
The candidates called for interview should be allotted timings and it should not overlap
The company can go for campus interview in order to get talented candidates to improve
Intelligence test should be implemented in selection process to test the knowledge of the
candidates.
organization human resources need. The company have to use software to keep
employees update; which type of qualified employees they have; forecast future
Checking Policy: When the candidates come for interview or written exam the authority
doesn’t check the person with the picture that the candidates attached with the
application.
Using 3rd party: The Company can use 3rd party for the entire department to reduce
cost. And it is not possible all time to get the best CV, in that case 3rd party can help.
Vacancy Fill up: Most of the time company filled the vacant position from outside. But
Emphasize on internal search: The Company basically relied on external search for
recruiting purpose. They must attempt to develop their own low level employees for
advertising within the organization like “position open” bulletin board in every
department.
Job fair: All of these organizations must use open up recruiting efforts to the external
community like job fair through external search. They can participate in career and job
fairs and open houses and must develop and support educational programs and become
more involved with educational institution that can refer more diverse talent pool.
individual legal status to previous work through checking credit reference, criminal
CONCLUSION
This is the conclusion chapter. Here the research questions are answered and the
limitations and contributions of the study are analyzed with a gap for further research on the
subject.
Recruiting people with the right skills and qualities is essential for any organization if it
is to maintain and improve its efficiency. Not only the personnel manager but also the line
manager/supervisor has a part to play in the selection process. It is crucial that both these people
Careful analysis of the job to be done, and of the competencies required to do it, is
necessary if the right people are to be fitted into the right job. Having selected the best candidate
for the job, the next stage is to ensure that the new recruit is successfully integrated into the
organization through a well planned induction programme.
Induction need not be an elaborate exercise, but it must be thought out in advance, carried
out in a timely and careful manner, and evaluated to ensure that it meets the needs of the
employee. The benefits of a good induction programme are a more settled employee, a more
effective response to training, lower labour turnover, and improved industrial relations.
Drawing from Winhold’s typology (figure 03) conclusions can be made that Modern Age
International is both innovative and autonomous. This is justified by the fact that it searches for
different categories of employees and is very accurate in its recruitment process in the searching
and buying of innovative human capital and other companies into the business. Since the
company also has predefined recruiting standards (appendix 02) and look for best candidates, the
company is seen as autonomous. The innovative strategy is characterized by the fact that the firm
tries to attract as many potential innovators as possible. It is likely to use all recruitment channels
available, such as newspapers, head hunters or employment agencies, and social networks.
Internet circulars are used to attract as many applicants as possible. The Company attracts a large
heterogeneous group of applicants that matches its EOP, the Regional Balance and diversity
policies.
packages as a mere lip service. This means that such policies represent a smoke screen since
what is preached is not put in practice. The empirical validation to this claim stems from the fact
that successively, Modern Age International has been manned by two directors from the same
family in spite the fact that Cameroon hosts approximately 256 ethnic groups. Of course the
mandates of these directors were not chosen by balloting meaning that the ethnic succession
policy of regional balance was seldom applied in these circumstances. Modern Age International
can thus be classified as a negative organization from Healy’s (1993) argument since the
company assumes that it does not discriminate whereas it might consciously discriminate.
Recruitment discrimination has been identified as arousing a lot of curiosity in most state
corporations in Cameroon. Most recently, the prime minister of Cameroon watered down
anticipated outcomes since 2006, (Cameroon postline, 14th July 2012). At this juncture, it is
difficult to argue the 68.3% rate of underemployment in the country that is being perpetuated by
Cameroon 134 out of 182 countries considered in its classification. From these analyses, it will
not be an overstatement to conclude that the result of this study is general sable to other state
owned corporations.
Further, a critical look at Technologics unravels some weaknesses in its recruitment
arrangements. Firstly, there is the absence of CSR policy in the overall business strategy. This
goes to address the second research question by revealing that, the local community people
around where Technologics operates do not benefit from the company. This study is expected to
raise the curtains of the unsatisfactory treatment of people living in the communities where oil
companies operate that is being considered today a topical issue that relates to the increasing
questions and evidence of a rift between the stated intensions of business leaders (in the oil, gas
and mining sectors) and their actual impact in the real world. Despite the fact that many scholars
have postulated varying perspectives on CSR for example; Remington (2005), Armstrong
(2009), Frynas (2005, 2009), such conceptual developments have not been fully integrated and
institutionalized into the missions of Technologics. This is evidence in the dissatisfaction of the.
in a more general level what could be learnt from this investigation within a broad model of
business-society relationships is that CSR can provide a coherent framework for business and
society without which there will be lack of social legitimacy like the case of the Niger Delta in
Nigeria where community disapproval stopped oil operations. Of course, the quality of the firm’s
reputation as an employer is only one aspect of its social legitimacy, which also includes such
things as its impacts on the natural environment, Boxall & Purcell (2008). Secondly, there is a lot
of risk taking in the company’s staffing approach. Discrimination in the labor market should be
such attitude threatens the exclusion of potential workers from possible employment, just like the
various managing directors of Technologics that are being hired through appointments. The
relevant best practice prescriptions in this domain has to be developed acknowledging that the
power of the firm in the labor market determines the degree of choice which the firm can
exercise in deciding upon a particular recruitment strategy. Moreover, it was not seen as a
common practice to use the psychometric test in the last phase of selection of candidates to
determine the best personal fit of candidates to the company. From these observations, Modern
Age International’s recruitment strategy could not be qualified as 100% effective and efficient
thus, answering the first research question. In all, it would be an interesting research contribution
to find out the level of growth of companies that strongly adhere to psychometric test and those
that do not consider it as a complementary in the last part of the recruitment and selection
process.
FUTURE DIRECTIONS FOR THE STUDY
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Amba-Rao, S.C. (1994), US HRM Principles: Cross-country Comparisons and Two Case
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Sage Publications
Barclay, J.M. (2001), Improving selection interviews with structure: Organization’s use
Barrick, M.R, Mount, M.K. and Judge, T.A. (2001), Personality and performance at the
Bartram, D. (2000), Internet recruitment and selection: kissing frogs to find princes,
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Bell, J. (1999), Doing your research project: a guide for first-time researchers in
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Bowen, D.E., Ledford, Jr. G.E and Nathan, B.R (1991), Hiring for the organization,
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QUESTIONNAIRE
Personal Information
Age…………………………. Sex………………………..……
1). Gender.
a. male
b. female
2). Age.
a. below25
b. 25-35
C. 35-45
d. 45-55
3). since how many years have you been working with this organization?
a. 0-5 Years
b. 5-10 Years
c. 10 to 15 Years
4). Does the organization clearly define the position objectives, requirements and candidate
a. Yes
b. No
5). How well are the organization’s affirmative action needs clarified and supported in the
selection process?
a. Poor
b. Adequate
c. Excellent
6). How would you rate the HR department’s performance in recruitment and selection?
a. Poor
b. Adequate
c. Excellent
a. Yes
b. No
8). Rate the effectiveness of the interviewing process and other selection instruments, such
as testing?
a. Poor
b. Adequate
c. Excellent
9). Does HR train hiring employees to make the best hiring decisions?
a. Yes
b. No
10). Rate how well HR finds good candidates from non-traditional sources when
Necessary?
a. Poor
b. Adequate
c. Excellent
a. Yes
b. No
12). Does the HR maintain an adequate pool of quality “protected class” applicants?
a. Yes
b. No
13). Does the organization do proper Job Analysis before Selection Process begins?
a. Yes
b. No
a. Yes
b. No
15). Does the selection methods used by the Organization are reliable?
a. Yes
b. No
16). Does the HR team act as a consultant to enhance the quality of the applicant pre-
screening process?
a. Yes
b. No
b. Average
c. Poor
18). Rate how well HR finds good candidates from non-traditional sources when necessary?
a. Poor
b. Adequate
c. Excellent
19). Do you think organization looks for experienced employees in selection Process?
a. Yes
b. No
20). which is the most important quality the organization looks for in a candidate?
a. Knowledge
b. Past Experience
c. Optimistic Nature
d. Discipline
f. Other
21). is the Resume screening and Short listing method used by the organization is
satisfactory?
a. Yes
b. No
22). Do you think criteria for short listing of candidates used by the organization is
satisfactory?
a. Yes
b. No
23). Does the organization do employee verification before and after selection?
a. Yes
b. No