Description
Internship Reports On Recruitment And Selection Policy At Infrastructure Professional Enterprises (P) Ltd. :- An internship is a method of on-the-job training for white-collar and professional careers. Internships for professional careers are similar to apprenticeships for trade and vocational jobs. Although interns are typically college or university students, they can also be high school students or post-graduate adults.
INTERNSHIP REPORTS ON RECRUITMENT AND SELECTION POLICY AT INFRASTRUCTURE PROFESSIONAL ENTERPRISES (P) LTD.
TABLE OF CONTENT
? ? ? ? INTRODUCTION OF THE STUDY COMPANY OVERVIEW(IPE GLOBAL) HISTORY OF IPE GLOBAL CORE VALUES AND POLICIES AT IPE GLOBAL ? IPE GLOBAL’S QUALITY POLICY ? IPE GLOBAL’S ENVIRONMENT POLICY ? IPE GLOBAL’S EQUITY AND DIVERSITY POLICY ? IPE GLOBAL’S INFORMATION AND DATA SECURITY POLICY ? IPE GLOBAL’S EMPLOYEE CODE OF CONDUCT ? IPE GLOBAL’S ANTI SEXUAL HARRASMENT POLICY SECTORS OF IPE GLOBAL ? IPE HEALTH ? IPE URBAN ? IPE RURAL ? IPE ENVIRO ? IPE EDU ? IPE GAPS PRACTICES OF IPE GLOBAL ? GOVERNMENT AND CAPACITY BUILDING ? ECONOMIC AND FINANCIAL MANAGEMENT ? PROGRAM DESIGN AND MANAGEMENT ? MONITORING AND EVALUATION ? SOCIAL AND ECONOMIC DEVELOPMENT ? INFORMATION COMMUNICATION TECHNOLOGY INTODUCTION TO RECRUITMENT AND SELECTION ? RECRUITMENT
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? PROCESS OF RECRUITMENT ? SOURCES OF RECRUITMENT ? SELECTION ? PROCESS OF SELECTION RECRUITMENT AND SELECTION POLICY AT IPE GLOBAL ? RECRUITMENT POLICY ? SOURCES OF RECRUITMENT ? SELECTION POLICY FINDINGS BIBLIOGRAPHY CONCLUSION
INTRODUCTION
INTRODUCTION
This is an internship report. Masters of Business Administration (MBA) Course requires a 6 weeks attachment with an organization followed by a report assigned by the supervisor in the organization and endorsed by the faculty advisor. I took the opportunity to do my internship in Infrastructure professional enterprises (P) ltd.
Background of the study There is no doubt that the world of work is rapidly changing. As part of an organization then, HRM must be equipped to
deal with the effects of the changing world of work. For them this means understanding the implications of globalization, technology changes, workforce diversity. Changing skill requirements, continuous improvement initiatives contingent workforce, decentralized work sites and employee involvement are the issue for confront. Now it is a big challenge for the HRM to support the organization by providing the best personnel for the suitable position in shortest possible time.
Objectives of the Study Broad Objective: To know overall about the company of IPE GLOBAL and also know each and every parts of the recruitment and selection process of that organization.
Specific Objectives: 1. To focus on major elements of Recruitment and Selection process. 2. To focus on the process of Recruiting and selecting personals.
3. To focus on the updates and the batter methods of modern technique. Methodology
Source of Information: 1. Primary: The primary information collected through face to face interview, observation, and by participation in the recruitment and selection process. 2. Secondary: The secondary information collected from website, Magazine, Memorandum, Journals, books and some other relevant sources.
COMPANY OVERVIEW
IPE Global is the multi-disciplinary consulting identity of Infrastructure Professionals Enterprise Pvt. Ltd. (IPE), India, offering a range of integrated, innovative and high quality services to international agencies, donors and governments across various sectors and practices. IPE has undertaken more than 250 challenging assignments for agencies including The World Bank, ADB, UNICEF, DFID, USAID, and JBIC
IPE Global is the multi-disciplinary consulting identity of Infrastructure Professionals Enterprise Pvt. Ltd. (IPE), India, offering a range of integrated and innovative and high quality services to international donors, governments and corporate across various development sectors and services. Since its inception in 1998, IPE Global has to its credit undertaking more than 300 challenging assignments for multilateral and bilateral international agencies including The World Bank, ADB, UNICEF, DFID, USAID, and JBIC. IPE partners with governments and development agencies to provide innovative solutions and support towards a more inclusive, equitable and sustainable world.
MISSION IS:
To partner with international agencies and government to provide innovative solutions and support to address the global challenges of development.
Having worked with more than 500 central, state and local governments in over 15 countries, IPE Global today has an extensive spread with its World Headquarters in New Delhi, 2 international offices and 8 branch offices across India. IPE?s uniqueness comes from a rare mix of highly qualified experts, cutting edge skills and field level insights from its committed
team of 175 full time professionals and over 300 empanelled international and domestic consultants. IPE also has strategic partnerships with several consulting firms and is empanelled with the Asian Development Bank, the African Development Bank and several other agencies.
Vision is:
Becoming a cross-sector „ideas powerhouse? bringing together cutting edge knowledge and management skills to enable policy reforms for a more inclusive, equitable and sustainable world.
History of the organization
The world economy underwent a sea-change circa 1990-95. With the loosening of trade and currency restrictions, greater flexibility and an unprecedented focus on development, the developing countries were fast embracing the reform mantra. Simultaneously, there was a shift in the development paradigm with the Rio Earth Summit (1992) adopting the „Rio Declaration on Environment & Sustainable Development?, and the Copenhagen World Summit for Social Development (1995) paving the way for the Millennium Declaration and
Millennium Development Goals (MDGs) being adopted by 189 countries in 2000. They started with a small office space in New Delhi with staff strength of 3 dedicated professionals who began initially with looking at effectiveness and efficiency enhancement in some sectors in Municipal Corporation and Public Finance. The team worked on a few assignments directly with central and state governments for the first two years. The company had a strategic Mow with Enterprise London School of Economics (ELSE) since its inception. IPE?s passion for innovation and reforms lead to a rapid growth and within a few years of its formation, in January 2001, IPE Global was given its first small assignment by the Department for International Development, UK (DFID). It was a study of the fiscal impact of State Level Public Enterprises (SLPE) on the state finances of Orissa. After in the White Paper released by the Government of Orissa on SLPE Reforms and was rated as the best piece of work in the 5 year SLPE reform program. This marked the starting point for IPE and soon they were working on small assignments with the World Bank, Asian Development Bank (ADB), DFID and JICA. They also associated with established consultancy firms as consortium partners and worked in our core areas of specialization. IPE?s first major milestone was in 2001 when they won their first global bid as lead of a consortium – the Inception Phase Consultancy for the DFID supported Kolkata Environmental Improvement Program (KEIP). In quick succession they also won another global bid by the Japan Bank for International Cooperation (JBIC) for the Agra Municipal Reform Project.
Their next major milestone was when they won their first ever extensive research and immense hard work, the study came out with some remarkable observations and was well appreciated by both, the DFID and the Government of Orissa. This study also found reference international tender for a foreign country – the ADB funded assignment for Local Government Infrastructure Improvement Project in Sri Lanka in 2004. Thereafter, of course IPE won many more projects and worked in several other countries including Bhutan, Nepal, Afghanistan, Bangladesh, Maldives, Ethiopia, Jordan and South Africa. The next milestone was in 2006 when they were selected by DFID to provide a three year technical assistance to the Government of West Bengal for health sector reforms in the state. Thereafter, they won several further contracts for large scale project management and are currently managing some of the large health sector projects of DFID as well as for state project managers for national programs such as the JNNURM. Over the years, IPE has emerged to be a leading development sector consultant and a consultant of choice for many development partners and governments. They believe their commitment, enthusiasm and perseverance are crucial elements of our values which we bring to any assignment. Now with more than 300 successful projects for various international agencies such as the Asian Development Bank (ADB), World Bank, UNDP, DFID, JBIC, JICA, DANIDA, EC, ACBF, UNICEF, and USAID, experience of working with over 20 state governments and 500 local governments, IPE is recognized as a pioneer in the spectrum of services for international development.
IPE today operates through 9 offices in India, corporate offices in the UK and Philippines and a team of over 175 expert fulltime professionals and over 300 empanelled consultants.
CORE VALUES AND POLICIES OF IPE GLOBAL
IPE?s work culture is driven by its values which are engrained in the hearts and minds of every IPE professional who then embodies these values and shares them with their clients. Across IPE locations worldwide, you will find five core at work:
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Integrity – to honor their commitment and act with responsibility in all their relationships. Innovation – to address development issues by looking beyond the obvious, experimenting and stimulating creativity. Passion – to excel through quality, to delight their clients, to enjoy their work. Perseverance – to hold on when the problem appears too challenging, to try again differently, to not let go, to not give up. Learning – to learn from their experiences, to encourage new ideas and try new possibilities.
IPE?s QUALITY POLICY IPE places quality uppermost in all its processes and products. Quality, for them, is not merely the absence of defect but a continuous and never ending pursuit towards excellence. Thus, the IS0 9001:2008 certification for IPE is merely one acknowledgement of their efforts – and an inspiration to continue their quest. IPE GLOBAL?S ENVIRONMENT POLICY At IPE Global, concern for the environment is integral to their business strategy towards sustainability and they achieve to fulfil all their environmental obligations and commitments towards being a responsible global corporate citizen.
IPE GLOBAL?S EQUITY AND DIVERSITY POLICY
IPE is committed to providing a workplace that embraces diversity, inclusion and equal employment opportunity and is free from harassment and discrimination on any ground. IPE believes that a diverse workplace provides a fertile breeding environment for innovation and solutions to global development challenges.
IPE GLOBAL?S INFORMATION AND DATA SECURITY POLICY IPE believes that sound information is the key to good decisions. IPE is committed to protect and safeguard all critical information and information processing assets in order to ensure secure provision of services and business continuity. It stresses on accuracy of records, information confidentiality and protecting personal information.
IPE GLOBAL EMPLOYEE CODE OF CONDUCT IPE considers its employees to be its biggest asset and hence seeks to recruit, retain and develop them in a way that is mutually beneficial and individually empowering. IPE seeks to create an open, equal and diverse environment where thoughts are encouraged, ideas are incubated and dreams are achieved.
ANTI SEXUAL HARASSEMENT POLICY OF IPE IPE will not, under any circumstances, condone or tolerate conduct which may constitute sexual harassment on the part of its management, supervisors or non-management personnel.
It is their policy that all persons have the right to work in an environment free from any type of sexual harassment. When a complaint of sexual harassment is received at IPE, an Anti Sexual Harassment Committee will be set up in accordance with the guidelines laid down by the Honorable Supreme Court in Vishaka v. State of Rajasthan, which will conduct an inquiry into the allegations contained in the complaint. Any person found to have engaged in such conduct will be subject to immediate discipline up to and including discharge.
Sexual harassment has been defined as: “Unwelcome sexually determined behavior (whether directly or by implication) such as: (a) Physical contact and advances, (b) Demand or request for sexual favors, (c) Sexually colored remarks, OR (e) Any other unwelcome physical, verbal or non-verbal conduct of sexual nature, in circumstances which give rise to a reasonable apprehension that such conduct would disadvantage / humiliate the victim or would pose a safety / health hazard to her, in connection with her employment or work.” IPE, do encourage personnel. healthy fraternization among their
SECTORS OF IPE GLOBAL
IPE has well defined sectors and practices based on which it is able to provide the right mix of skills, experience and tools to help partner agencies and governments. The sectors and practices are linked in a matrix format allowing each practice to work across all the sectors/domains. Hence, for instance, governance and capacity building as a practice is provided specific to health sector, urban sector, education sector and other domains where IPE currently works.
? HEALTH AND NUTRITION (IPE HEALTH)
IPE has sect oral expertise in almost all areas of health and nutrition including policy, planning, service delivery, hospital management, Behavior Change Communication (BCC), health financing and health and nutrition services improvement. IPE has been privileged to work on several large health and nutrition sector reform program in India apart from working with the Global Fund for AIDS, Tuberculosis and Malaria (GFATM). They believe that Health is the major determinant of the quality of life and features in 3 of the 8 Millennium Development Goals (MDGs). The MDGs priorities reducing child mortality, reducing maternal mortality and combating AIDS, malaria and other diseases as the first step towards a more equitable and fair world. The debilitating effect of illhealth on poverty is also well recorded. Hence, an investment in health sector has a large impact on well-being of the people, especially the poor and the vulnerable. Nutrition is another area critical to a nation's future and is included in the first MDG as „Reducing poverty and hunger?. Several countries with otherwise mid-level health indicators show poor performance in nutrition highlighting the
need for focused attention in this area. In several of our health sector program, they have worked to integrate health reforms with the nutrition and sanitation interventions for ensuring a sustainable solution. Their expert teams of health and nutrition specialists along with the related practice experts help local, state and national governments improve their public health systems and services. Some key areas of support by IPE have been:
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Strategic Planning for the health sector Large scale program design for health sector Managing large sector reform programs in the health sector Enhancing convergence between health and related programs Better understanding of health finances Reform Communication to functionaries Capacity Building of health and nutrition officials / workers Monitoring and Evaluation of health programs Mainstreaming reforms in health sector Enhanced monitoring through Health MIS Preparation of BCC strategy and material for health and nutrition Procurement reforms in health sector Improving Hospital Management Innovative use of technology Organizational review and development of health departments Evidence based decision making for health policies.
? URBAN DEVELOPMENT (IPE URBAN)
Despite developing countries generally having a higher population in the rural sector, the urban sector has caught the imagination of development professionals and agencies over the last few decades. With more than a quarter of people living in cities and economic opportunities bringing in teeming millions, cities and especially its underbelly – the slums remains, in some ways, worse than its rural counterparts. Hence, if cities are to function as engines of economic growth, they will need adequate development, the poor will need additional support and the state will need to ensure equity. IPE?s original and core expertise is in the urban sector. For the last 12 years, they have been consistently working on urban development issues and have seen the changes in the sector, right from the days when the whole focus was on resource mobilization to the current status where with abundance of funding from JNNURM, the focus has shifted to project design, management and maintenance. Their work has ranged from developing urbanization strategies, diagnostic studies, legal drafting, identification of interventions, designing of systems, handholding and capacity building and enhancing governance systems, among many.
IPE has been working with Municipal Bodies, Urban Development Authorities, state agencies and international donors in designing, implementing, managing and evaluating various urban programs. Besides India, IPE has also worked on international assignments in the urban sector of Bhutan, Afghanistan, Sri Lanka and Indonesia respectively. Some of the areas where IPE has worked/is working are:
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Preparation of City Vision Statement and State / National Urban Strategy; Development of City Development Plans for mid-term (5 years) and short term (1 year)annual plans; Design of large scale urban program covering areas like institutional and organizational systems, resource mobilization and financial management, social development and economic development; Business Process Re-engineering (BPR) of systems and practices to bring in transparency and efficiency Preparing Detailed Project Report (DPRs) for various urban infrastructure projects by municipalities; Slum up gradation, development and empowerment including rehabilitation and resettlement plans; Social development activities including economic development, Thrift & Credit Societies, providing voice and economic opportunities to the vulnerable; Enhancing citizens accountability through Citizen?s Charter, grievance redress systems and use of IT in governance; Drafting enabling legal framework including Acts, Rules and regulations which facilitate modern systems and management;
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Helping municipal bodies migrate to modern efficient accounting and financial management practices (i.e. double entry, accrual accounting); Developing Geographical Information System (GIS) to improve revenue collection, infrastructure management and spastics planning; Designing e-governance strategy, developing functional specifications for software, testing and implementation of software; Designing State level Municipal Development Funds to allow leveraging of various sources of finance; Project management services for various projects including JNNUR funded infrastructure, housing and social development projects; Designing bond issues and helping raise funds from external sources Enhancing revenues from property tax and finding innovative ways of raising revenue without increasing tax levels; Identifying land and other passive assets which can be leveraged to raise further funds for the municipality; Designing PPP projects for commercial development and service delivery; Capacity Building of municipal staff including training, best practice visits and handholding.
? RURAL DEVELOPMENT (IPE RURAL)
Most developing countries like India are truly found in the villages – not just the cities. With more than 70% of the population residing there, any national level improvement in development indicators would need improvements in the rural areas of the country. It is with this intention that IPE Global has a specialized sector to facilitate and address rural development issues. This includes economic development, improved planning, capacity building of local government institutions such as Village, Block and District Panchayats, better implementation of rural development programs and poverty alleviation. IPE offers the full range of its practices in the rural development sector. Hence apart from working to build capacity of panchayat and rural government leaders, they have been helping in economic planning, comprehensive district planning, and convergence across various programs at the Panchayat level as well as to develop a National Level Panchayat Accounts Manual for all the Panchayats in India. They have also conducted surveys, provided benchmarking services, developed community
based information systems, developed financial management systems and set up processes for service delivery, complaint redress and people's participation. They have also developed and designed systems for monitoring and evaluation on an on-going basis.
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Conducting capacity building and study programs for Panchayat functionaries from other states / countries to learn from good practices; Micro planning at the village level and consolidation of rural development plans at the Block and District Level; Social Safety Nets for development program in rural areas; Standard financial management and accounting procedures at all levels of Panchayats in India; Participatory techniques for poverty reduction including Focus Group Discussions, PLA and other tools; Women empowerment and economic development plans in rural areas; Evaluation of rural development programs; Tracking of expenditure related to rural livelihood programs.
? ENVIRONMENT AND CLIMATE CHANGE (IPE
ENVIRO)
„Sustainability? is the key word in today?s development world. Right from the ill effects of industrial development on environment to the climate change issues resulting there from, it is clear that the world is for „change? as long as its long term costs do not outweigh its immediate benefits. And this perhaps explains why Environment and Climate Change features among the 8 Millennium Development Goals of the world. As evolving and aware organizations, they are well-aware of the importance of sanitation, environment management and climate change management issues. Their various recent projects have specific components to mitigate the adverse effects of global warming, climate change and carbon emissions.
Some of the areas of IPE?s work in this sector have been:
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Preparation of Detailed Project Report (DPR) for better and enhanced Solid Waste Management in several cities
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of India Piloting and implementing community based Solid Waste Management programs including segregation at source; Helping states move towards better sanitation facilities especially for the poor and vulnerable groups including women; Assisting in developing strategy and implementation for Bio-medical waste management in hospitals of the health sector; Water sector issues including adapting to climate change issues and ensuring availability of potable water in the villages; Helping states / countries progress industrially with zero net carbon balances i.e. to build an ecologically sustainable industrial environment; Energy management including conservation, alternative sources and reduction of waste; E-governance, M-Governance and paperless office in the public sector to reduce paper wastage; Integrating climate change issues in the development agenda of various governments / agencies.
? EDUCATION (IPE EDU)
Having addressed all the major areas of development sector, IPE has ventured of late to offer its expertise and practice specialization to the education sector. They believe that education is the key to changing the fortune of a country, an economy or a group of people. Most developing countries face the scourge of illiteracy, unemployment and consequent low growth. If education at all levels can be ensured, a country will be able to gainfully utilize its human resources and turn a potential liability to an opportunity for achievement. Although there have been some efforts at enhancing education services in developing countries, they feel that the sector is yet to receive its credit in terms of reforms and progress. Despite featuring as the Second MDG, most interventions in the education sector have been limited to funding schools, teachers and at most legislation. They feel that the good practices of other sectors need to be imbibed into the education sector. They believe that it is not merely technical competence which will determine the quality of services but the managerial efficiency of the system also counts. IPE is thus helping to enhance management systems, review and plan for better services in the education sector.
? GOVERNMENT AND PUBLIC SECTOR
MANAGEMENT
(IPE GAPS)
The Government and Public Sector (GAPS) sector in IPE deals with all the other sectors in government and public sector where we have provided or can provide services. Although their other sectors to provide services to government and public sector agencies, this specialized sector provides service to national, state and other agencies including public sector companies bringing to them the wealth of experience of IPE in public administration and reform. Some of the other areas of government and public sector (GAPS) where IPE has been active are:
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Feasibility study and design for restructuring of lossmaking Public Sector Enterprises; Governance enhancement including Organizational and institutional development Review of General Budgetary Support and other aid models; Public Financial management and accountability issues; National Capacity Building for Poverty Reduction;
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Capacity building to address issues of minorities and vulnerable groups. Capacity development for improved service delivery, management and training support; Policy analysis and strategy development; Review of existing systems, process re-engineering and change management; Organizational development and institutional development; Monitoring flow of public money and its use at various levels (expenditure tracking); Studies on cost recovery from public services; Documentation of reforms and development initiatives.
Practices of ipe global
IPE has well defined sectors and practices based on which it is able to provide the right mix of skills, experience and tools to help partner agencies and governments. The sectors and practices work through a matrix matching practice needs with domain specific knowledge. Hence, for instance, governance and capacity building as a practice is provided specific to health sector, urban sector, education sector and other domains where IPE currently works.
? GOVERNANCE AND CAPACITY BUILDING This is the first and most crucial sector helping to enhance governance in all the sectors and organizations they work. IPE believes that governance is much more than the mere absence of corruption – it is a philosophy of accountability. Their model of governance is based on the UNDP model as below:
? ECONOMIC AND FINANCIAL MANAGEMENT
Finance is one of the most important and limited resources available with government. Its proper use can help target areas of need, bring in efficiency and improve services especially for the poor. For them, helping governments and their agencies use their funds better is one of the tenets of good governance – bringing in efficient systems and accountability in management of this limited public resource. Their specialized team of professionals works in all aspects of the financial management cycle (shown alongside) helping to reinforce economic and financial management through fiscal discipline and financial integrity. From the financial planning stage to resource allocation, monitoring and analysis, they are there at every step of the way to help governments and agencies ensure that public resources are used effectively and reach the intended beneficiaries.
? PROGRAM DESIGN AND MANAGEMENT
IPE has developed considerable expertise in designing, managing and implementing development projects and programmes. From standalone small projects to multidepartmental sector reform programs, they have achieved success in all these areas. PROGRAM DESIGN At IPE, they believe that half of the success of a program is in its design – hence they go through a robust process of situation analysis, diagnostic studies, stakeholder analysis, and consultations and then arrive at the contours of the likely program. The proposed program interventions, and arrangements are then shared with the stakeholders and based on their feedback, the design is finalized. Their technical experts not only help our clients to clarify their goals and objectives but also analyzing alternative measures to achieve them. Their areas of work under this design component are: ? FEASIBILITY DESIGN These are the pre-project design activities and deal with the efficacy of certain interventions in attaining the Goals of the program. These could be in the form of Pre-Project Technical Assistance (PPTA), Appraisal Missions or standalone studies assessing the feasibility of actions. Their high quality team ensures that each feasibility study is comprehensive, reliable and robust and aids the client in its decision of going ahead with the proposed project. ? PRIORITISATION AND RISK ANALYSIS
Project design requires gathering, synthesizing, and analyzing information with objectivity and detail to support a program decision that makes optimum use of resources to achieve desired results. They help their clients through proposing interventions that are ethically sound, technically up-to-date, relevant to the program setting and acceptable by the intended beneficiaries.
? MONITORING AND EVALUATION At IPE, they believe that monitoring is the essential but missing strand of most development projects today. Although most projects are well conceived, well designed and even well rolled out, their success is often not at the levels envisaged. This is due to the absence of a regular monitoring system. Similarly evaluation of a program at proper interval gives an idea about how far the objectives set under the program has been achieved and/or are likely to be achieved. At IPE they believe that Monitoring and evaluation forms part of the Performance Management Framework and encompasses setting performance indicators, measuring them over time, evaluating them periodically and finally making course corrections as needed.
? SOCIAL AND ECONOMIC EMPOWERMENT
Even in today?s world of economic advancement, certain groups are often found to be marginalized by the society at large. Such marginalized people who do not have access to opportunities for becoming self-sufficient, have no other option but to depend on charity or welfare. Their lack of self-sufficiency makes them lose their self-confidence which in turn often leads to psychological and social problems. Through social and economic empowerment, the basic opportunities which are otherwise denied to the marginalized people are created and made available to them. Social and economic empowerment is usually achieved by encouraging and developing the skills for self-sufficiency with a focus on eliminating the need for relying on charity or welfare of any kind.
? SLUM DEVELOPMENT Found in the urban fringes and often in centres of old cities, these ghettos are often worse than their rural counterparts. IPE works to make life in these slums better for the people by:
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Access to basic infrastructure services to the people living there Addressing issues of land tenure and squatter settlements Special infrastructure development drives especially to enhance water supply, sanitation, lighting and housing Economic development including community mobilization, program design and support Linkages with education and health services to enable better service and improved quality of life.
? POVERTY REDUCTION POLICY BUILDING
AND CAPACITY
They have worked on developing national and state policies for poverty reduction and have carried out several capacity building measures for their implementation.
? PARTICIPATORY LEARNING AND APPRAISAL Participatory Learning and Appraisal (PLA)places emphasis on understanding of people?s own point of view. The underlying idea is that different people perceive and understand reality in different ways and that local knowledge matters. In participatory learning, different innovative approaches and methods are adopted to enable local people to share, enhance and analyze their knowledge of life and conditions in order to plan and act in a rational manner. Methods that are flexibly adjusted to the particular objectives of the process and involve respondents as active participants in drawing up maps, profiles, diagrams or conducting semi-structured interviews and focused discussions are implemented.
? INFORMATION TECHNOLOGY
COMMUNICATION
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Information Communication technology (ICT) has emerged as an enabler for growth and development of a developing nation, provided the right policy measures and enabling environment are in place.
IPE has been encouraging proper use of ICT for improved governance and enhanced satisfaction of the customers served by its clients. In many instances they have offered innovative solutions to their clients for deployment of ICT for effective monitoring purposes. This results in development of userfriendly tailor made software / applications that is not only useful, but also „used in full?. At IPE, they believe that ICT offers a unique and innovative window to enhance their systems, build in efficiency and create simple accountability mechanisms. They also believe that the digital divide, characterized by highly unequal access to and use of ICT will reduce over time, making ICT the single biggest unifier of the various population groups. Hence they look at ICT both as a supply (i.e. government) issue as well as a demand (i.e. consumer, citizen) issue.
INTRODUCTION TO RECRUITMENT
AND SELECTION
Today, in every organization personnel planning as an activity is necessary. It is an important part of an organization. Human Resource Planning is a vital ingredient for the success of the organization in the long run. 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 objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation.
For every organization it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.
With reference to this context, this project has been prepared to put a light on Recruitment and Selection process. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process, Recruitment Tips. Sources of Recruitment through which an Organization gets suitable application. Scientific and Unscientific Recruitment and Selection, which an Organization should follow for, right manpower at the right place
. Job Analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, Common Interview Problems and their Solutions. RECRUITMENT Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected.
According to EDWIN FLIPPO,” Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.” A formal definition states, “It is the process of finding and attracting capable
applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected”. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection.
In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used. On the other hand, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees
Need for recruitment: The need for recruitment may be due to the following reasons /situation:
a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labor turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification.
Purpose and importance of Recruitment:
1. Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Meet the organization?s legal and social obligations regarding the composition of its work force.
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6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term.
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Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.
PROCESS OF RECRUITMENT
Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, midand large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies.
? Identify vacancy
? Prepare
job
description
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person
specification
? Advertising the vacancy ? Managing the response ? Short-listing ? Arrange interviews ? Conducting interview and decision making.
Sources of Recruitment
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources (Internal and External Sources). The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.
The Recruitment Sources in the recruitment process are the sources of candidates. Generally, the HRM Function recognizes two main sources of candidates for the job positions: internal and external sources of candidates.
Internal Recruitment – is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily three – Transfers, promotions and Re-employment of ex-employees. Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. Internal recruitment may lead to increase in employee?s productivity as their motivation level increases. It also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood. Also, not all the manpower requirements can be met through internal recruitment. Hiring from outside has to be done. Internal sources are primarily: Transfers: The employees are transferred from one department to another according to their efficiency and experience. Promotions (through Internal Job Postings) :The employees
are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. Re-employment of ex-employees: Re-employment of exemployees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.
External Recruitment – External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money .The external sources of recruitment include – Employment at factory gate, advertisements, employment exchanges, employment agencies, educational institutes, labor contractors, recommendations etc.
Employment at Factory Level – This a source of external recruitment in which the applications for vacancies are presented on bulletin boards outside the Factory or at the Gate. This kind of recruitment is applicable generally where factory workers are to be appointed. There are people who keep on soliciting jobs from one place to another. These applicants called as unsolicited applicants. These types of workers apply on their own for their job. For this kind of recruitment workers have a tendency to shift from one factory to another and therefore they are called as “badly” workers. Advertisement – It is an external source which has got an important place in recruitment procedure. The biggest advantage of advertisement is that it covers a wide area of market and scattered applicants can get information from advertisements. Medium used is Newspapers and Television. Employment Exchanges – There are certain Employment exchanges which are run by government. Most of the government undertakings and concerns employ people through such exchanges. Now-a-days recruitment in government agencies has become compulsory through employment exchange. Employment Agencies – There are certain professional organizations which look towards recruitment and employment of people, i.e. these private agencies run by
private individuals supply required manpower to needy concerns. Educational Institutions – There are certain professional Institutions which serve as an external source for recruiting fresh graduates from these institutes. This kind of recruitment done through such educational institutions is called as Campus Recruitment. They have special recruitment cells which help in providing jobs to fresh candidates. Recommendations – There are certain people who have experience in a particular area. They enjoy goodwill and a stand in the company. There are certain vacancies which are filled by recommendations of such people. The biggest drawback of this source is that the company has to rely totally on such people which can later on prove to be inefficient. Labor Contractors – These are the specialist people who supply manpower to the Factory or Manufacturing plants. Through these contractors, workers are appointed on contract basis, i.e. for a particular time period. Under conditions when these contractors leave the organization, such people who are appointed have to also leave the concern.
SELECTION
Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.
Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.
SELECTION PROCESS
Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment.
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PRELIMINARY INTERVIEW
The applicants received from job seekers would be subject to scrutiny so as to eliminate unqualified applicants. This is
usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reason, which did not appear in the application forms. Besides, preliminary interview, often called „courtesy interview?, is a good public relation exercise. ? SELECTION TEST Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicant?s ability, aptitude and personality.
? INTERVIEW: The next step in the selection process is an interview. Interview is formal, in-depth conversation conducted to evaluate the applicant?s acceptability. It is considered to be excellent selection device. It is face-to-face exchange of view, ideas and opinion between the candidates and interviewers.
? REFERENCE CHECK:-
Many employers request names, addresses, and telephone numbers of references for the purpose of verifying information and perhaps, gaining additional background information of an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labor market is very tight, organizations sometimes hire applicants before checking references. Previous employers, known as public figures, university professors, neighbors or friends can act as references. Previous employers are preferable because they are already aware of the applicant?s performance. But, the problem with this reference is the tendency on the part of the previous employers to over-rate the applicant?s performance just to get rid of the person.
? SELECTION DECISION:-
After obtaining information through the preceding steps, selection decision- the most critical of all the steps- must be made. The other stages in the selection process have been used
to narrow the number of the candidates. The final decision has to be made the pool of individuals who pass the tests, interviews and reference checks. The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection. ? PHYSICAL EXAMINATION: -
After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries.
? JOB OFFER: -
The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property.
RECRUITMENT AND SELECTION POLICY AT IPE GLOBAL
RECRUITMENT POLICY OF IPE
Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. The recruitment has the objective of searching for and obtaining applications for job seekers in sufficient number and quality. The need for recruitment may be due to the following reasons /situation: a) Vacancies due to promotions, transfer, termination of the existing consultant. b) Creation of new vacancies due to the growth, expansion and diversification of the organization or a new project is being implemented by the organization.
SOURCES OF RECRUITMENT IN IPE GLOBAL
INTERNAL SOURCES EXTERNAL SOURCES
Recruitment from internal sources There are sound reasons for recruiting from sources within the organization. The various internal sources of recruitment can be Promotions, Transfers and Employee referrals. Promotions from within build motivation and a sense of commitment among the organization and the consultant. When the vacancy arises urgently and needs to be fill immediately then the existing employees are asked to give the references as this process is both time saving and the money saving. The references received are further screened and shortlisted for the interview.
Recruitment from external sources External recruitment seeks applicants for positions from sources outside the company. The various external sources of recruitment can be inviting applications through posting advertisement on job portals, newspapers, or inviting applications from recruitment agencies. {The process of recruitment in IPE starts advertisement published on www.devnet.com. with The
advertisement is published for 7 to15 days depending upon the number of positions vacant for the position advertised. The application are received on the email-id mentioned in the advertisement. CVs are then downloaded and saved in a particular folder date wise. After downloading the CVs matrix is prepared for all the CVs which contain the personal details of the candidate and all the details related to the skills required for the position as experience, computer skills, etc. Once the matrix is complete then the initial screening is done and those who got the highest experience and meeting all the requirements for the position are shortlisted for the interview.} Once the adequate number of applications is received then the interview process starts with the telephonic interview. The shortlisted candidates are called for Personal Interview round. Depending upon the position, the personal interview round can also include the written test or computer test to analyze the technical skills of the candidates. The candidates who are shortlisted in personal interview are being recommended for validation round which is held in UNICEF office and then those candidates who are finally selected in validation round are considered as the finally selected candidates for the position.
SELECTION POLICY AT IPE
Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. After the selection decision and before the job offer is made, the reference check is initiated for the selected candidates. Reference check is conducted by sending out mails to the reference provided by the candidate. These references are generally the supervisors of the selected candidates. If the feedback provided by the reference speaks well about the short listed candidate it is considered as positive ref. check or vice versa. Once the positive feedback is received from the refers, the offer letter is sent to the selected candidate.
Conducting interview for the particular post
A) Preparing interview file for interview
B) Collecting documents supporting age proof, education & professional experience from the candidates
C) Giving candidates the consultant interview file form by the candidate
D) Submission of travel claim form by the outstation candidates.
E) Deciding the interview panel by the HR manager, IPE.
F) Interview panel is decided based on the open requisition visa via panel members? qualification, current job profile & previous work exposure.
G) Taking the candidate through various round of interview as per the set standard of client.
H) Ranking of candidate by the technical panel.
I) Finalizing the ranking sheet by taking an aggregate of the scores ranked on different attribute of candidate set as criteria for selection
J) Attributes varies from requisition to requisition
K) Preparing Minutes of Interview.
Minutes of Interview Are
Minutes are the letter which is prepared during the interview and it has some of its own agenda. While preparing minutes we have to keep following things in our mind.
Contents of minutes
? In which month the advisement was given for the vacancies ? What was the medium of advertisement ? No. of candidates short listed ? No. of candidates attended the interview ? Name of the candidates who attended the interview ? Venue and the time of interview
? Name of the panel members with designations and name of their organizations they belongs to were present at the time of interview ? Getting approval for the final selected candidates
JOB OFFER
The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. The candidate is required to accept the offer if he is interested to join the organization and also inform about the date of joining.
POST SELECTION PROCESS
JOINING FORMALITIES
After the job offer has been made and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the
Consultant Entry Form. This form contains vital details about the candidate, which are authenticated and attested by him/her. This form will be a valid record for the future reference. The other documents and certificates which are required at the time of joining are: ? ? ? ? ? ? ? Joining application 2 photocopies of PAN CARD 2 passport size photograph Medical Fitness Certificate Bank Declaration Form Form 11 The remaining certificates pertaining to education and experience if left any at the time of interview
CONTRACT OF EMPLOYMENT
After the joining formalities are done the contract of employment is issued to the consultant. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings: ? ? ? ? ? ? ? Job title Clauses and terms of employment Term of Reference Rate of pay, allowance, method of payments. Holiday List Leave Policy Grievances procedure
? Disciplinary procedure ? Arrangements for terminating employment. ? Arrangements for union membership (if applicable). ? Special terms relating to rights to patent s and designs, confidential information and restraints on trade after termination of employment. ? Employer?s right to vary terms of the contract subject to proper notification being given.
Alternatively called employment agreements or simply bonds, contracts of employment serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect knowledge and information that might be vital to a company?s healthy bottom line and to prevent competitors from poaching highly valued employees. Most employers insist on agreements being signed by newly hired employees. But high turnover sectors such as software, advertising and media are more prone to use contracts. The drawback with the contracts is that it is almost to enforce them. A determined employee is bound to leave the organization, contract or no contract. The employee is prepared to pay the penalty for breaching the agreement or the new employer will provide compensations. It is there as on that several companies have scrapped the contracts altogether.
And at the same time they are introduced & engaged by the guidelines for the consultant and the guidelines includes:
Introduction
These guidelines address the right & responsibility of all consultants to be engaged under the social mobilization network/other network by Infrastructure Professional Enterprise (P) Ltd. This policy statement contains a general enunciation of policy and not detailed procedural guidelines for each policy. These policies aim to ensure fair and consistent application and are intended to provide consistent policy interpretation to member of the organization.
Working Days
The consultant shall be expected to be available 24 man-days in a calendar month. Absence, if any due to unavoidable circumstances, shall b deductible from the professional fees on a pro data basis.
Leaves
Availing leaves require prior approval of the supervisors. In case of absence from the duty station without prior notice to supervisors, organization can take any disciplinary action including termination of contract.
Remuneration policy
? Release of monthly professional fees is subject to receipt of reports as outlined in the terms of reference. The organization should receive the reports by the consultant within the time frame mentioned in the TOR and fees will be released after receipt of the reports. ? The monthly professional fees of consultant shall be credited to your bank account or mailed to the registered address in the form. ? Information regarding bank account/mailing address shall be given by the consultant to the accounts department immediately upon joining.
Reimbursable Expense
Consultant will be reimbursed for actual travel under taken and expenditure incurred depending on type/classification of consultant.
Insurance
The consultant while per forming services under this agreement shall be covered under a group insurance scheme against risk of „loss of life or accident? and entitled to reimbursement of such medical expenses incurred during the period of engagement in accordance with such policy as enunciated from time to time.
Duty station
A consultant will have to work fulltime in a particular district/location to be allocated to him/her based on the organization?s requirement.
Orientation
Orientation consist of introduction to aim, objectives, technical expertise and field exposure with a view to develop genuine welcome and to develop positive perspective about basic task, expected deliverables and orienting the new staff with their work environment
Appraisal System
A formal appraisal system for rating work performance shall be followed. Consultant immediate supervisor shall carry out appraisals.
The appraisal shall be acknowledged and signed with comments by the consultant.
Appraisal is done twice in the year:
? Midyear Appraisal ? Annual Appraisal
Grievance Redress
The organization is committed to prompt and resolution of all dispute of any nature that may arise in the workplace.
Termination of services
The organization shall give a 15 days notice or 15 days professional fees in lieu of notice in case of premature termination of a consultancy agreement or vice versa
Termination of the consultancy takes place automatically with the expiry of the consultancy agreement without any further notice. It can also be terminated in case of termination of contractor?s contract with its client
Disciplinary action against a consultant may be taken in case of poor performance based on the feedback received from the supervisors. Final payment would be released only after obtaining No Dues Certificate in respect of the outgoing consultant.
Feedback on exit
Feedback for improvement of organizational climate would be taken from consultants voluntarily leaving the organization in an exit form
Every consultant is entitled for a certificate of work done from them.
Findings
As we know, Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. And Selection is a process by which candidates employment are divided in to two classes those who will be offered employment and those who will not. Recruitment and selection is one of the most important for every employee. Cause by this Organization makes a person as the member of it. There is a general process of recruitment and selection that a company should follow. In IPE recruitment and selection is done by a specific process and which is very modern. It starts with the manpower requisition and end with appointment. And after that the IPE arrange various types of training and development program for the employees to develop their skill. In true sense IPE follow a developed recruitment process for selecting right people in right place.
doc_853773369.docx
Internship Reports On Recruitment And Selection Policy At Infrastructure Professional Enterprises (P) Ltd. :- An internship is a method of on-the-job training for white-collar and professional careers. Internships for professional careers are similar to apprenticeships for trade and vocational jobs. Although interns are typically college or university students, they can also be high school students or post-graduate adults.
INTERNSHIP REPORTS ON RECRUITMENT AND SELECTION POLICY AT INFRASTRUCTURE PROFESSIONAL ENTERPRISES (P) LTD.
TABLE OF CONTENT
? ? ? ? INTRODUCTION OF THE STUDY COMPANY OVERVIEW(IPE GLOBAL) HISTORY OF IPE GLOBAL CORE VALUES AND POLICIES AT IPE GLOBAL ? IPE GLOBAL’S QUALITY POLICY ? IPE GLOBAL’S ENVIRONMENT POLICY ? IPE GLOBAL’S EQUITY AND DIVERSITY POLICY ? IPE GLOBAL’S INFORMATION AND DATA SECURITY POLICY ? IPE GLOBAL’S EMPLOYEE CODE OF CONDUCT ? IPE GLOBAL’S ANTI SEXUAL HARRASMENT POLICY SECTORS OF IPE GLOBAL ? IPE HEALTH ? IPE URBAN ? IPE RURAL ? IPE ENVIRO ? IPE EDU ? IPE GAPS PRACTICES OF IPE GLOBAL ? GOVERNMENT AND CAPACITY BUILDING ? ECONOMIC AND FINANCIAL MANAGEMENT ? PROGRAM DESIGN AND MANAGEMENT ? MONITORING AND EVALUATION ? SOCIAL AND ECONOMIC DEVELOPMENT ? INFORMATION COMMUNICATION TECHNOLOGY INTODUCTION TO RECRUITMENT AND SELECTION ? RECRUITMENT
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? PROCESS OF RECRUITMENT ? SOURCES OF RECRUITMENT ? SELECTION ? PROCESS OF SELECTION RECRUITMENT AND SELECTION POLICY AT IPE GLOBAL ? RECRUITMENT POLICY ? SOURCES OF RECRUITMENT ? SELECTION POLICY FINDINGS BIBLIOGRAPHY CONCLUSION
INTRODUCTION
INTRODUCTION
This is an internship report. Masters of Business Administration (MBA) Course requires a 6 weeks attachment with an organization followed by a report assigned by the supervisor in the organization and endorsed by the faculty advisor. I took the opportunity to do my internship in Infrastructure professional enterprises (P) ltd.
Background of the study There is no doubt that the world of work is rapidly changing. As part of an organization then, HRM must be equipped to
deal with the effects of the changing world of work. For them this means understanding the implications of globalization, technology changes, workforce diversity. Changing skill requirements, continuous improvement initiatives contingent workforce, decentralized work sites and employee involvement are the issue for confront. Now it is a big challenge for the HRM to support the organization by providing the best personnel for the suitable position in shortest possible time.
Objectives of the Study Broad Objective: To know overall about the company of IPE GLOBAL and also know each and every parts of the recruitment and selection process of that organization.
Specific Objectives: 1. To focus on major elements of Recruitment and Selection process. 2. To focus on the process of Recruiting and selecting personals.
3. To focus on the updates and the batter methods of modern technique. Methodology
Source of Information: 1. Primary: The primary information collected through face to face interview, observation, and by participation in the recruitment and selection process. 2. Secondary: The secondary information collected from website, Magazine, Memorandum, Journals, books and some other relevant sources.
COMPANY OVERVIEW
IPE Global is the multi-disciplinary consulting identity of Infrastructure Professionals Enterprise Pvt. Ltd. (IPE), India, offering a range of integrated, innovative and high quality services to international agencies, donors and governments across various sectors and practices. IPE has undertaken more than 250 challenging assignments for agencies including The World Bank, ADB, UNICEF, DFID, USAID, and JBIC
IPE Global is the multi-disciplinary consulting identity of Infrastructure Professionals Enterprise Pvt. Ltd. (IPE), India, offering a range of integrated and innovative and high quality services to international donors, governments and corporate across various development sectors and services. Since its inception in 1998, IPE Global has to its credit undertaking more than 300 challenging assignments for multilateral and bilateral international agencies including The World Bank, ADB, UNICEF, DFID, USAID, and JBIC. IPE partners with governments and development agencies to provide innovative solutions and support towards a more inclusive, equitable and sustainable world.
MISSION IS:
To partner with international agencies and government to provide innovative solutions and support to address the global challenges of development.
Having worked with more than 500 central, state and local governments in over 15 countries, IPE Global today has an extensive spread with its World Headquarters in New Delhi, 2 international offices and 8 branch offices across India. IPE?s uniqueness comes from a rare mix of highly qualified experts, cutting edge skills and field level insights from its committed
team of 175 full time professionals and over 300 empanelled international and domestic consultants. IPE also has strategic partnerships with several consulting firms and is empanelled with the Asian Development Bank, the African Development Bank and several other agencies.
Vision is:
Becoming a cross-sector „ideas powerhouse? bringing together cutting edge knowledge and management skills to enable policy reforms for a more inclusive, equitable and sustainable world.
History of the organization
The world economy underwent a sea-change circa 1990-95. With the loosening of trade and currency restrictions, greater flexibility and an unprecedented focus on development, the developing countries were fast embracing the reform mantra. Simultaneously, there was a shift in the development paradigm with the Rio Earth Summit (1992) adopting the „Rio Declaration on Environment & Sustainable Development?, and the Copenhagen World Summit for Social Development (1995) paving the way for the Millennium Declaration and
Millennium Development Goals (MDGs) being adopted by 189 countries in 2000. They started with a small office space in New Delhi with staff strength of 3 dedicated professionals who began initially with looking at effectiveness and efficiency enhancement in some sectors in Municipal Corporation and Public Finance. The team worked on a few assignments directly with central and state governments for the first two years. The company had a strategic Mow with Enterprise London School of Economics (ELSE) since its inception. IPE?s passion for innovation and reforms lead to a rapid growth and within a few years of its formation, in January 2001, IPE Global was given its first small assignment by the Department for International Development, UK (DFID). It was a study of the fiscal impact of State Level Public Enterprises (SLPE) on the state finances of Orissa. After in the White Paper released by the Government of Orissa on SLPE Reforms and was rated as the best piece of work in the 5 year SLPE reform program. This marked the starting point for IPE and soon they were working on small assignments with the World Bank, Asian Development Bank (ADB), DFID and JICA. They also associated with established consultancy firms as consortium partners and worked in our core areas of specialization. IPE?s first major milestone was in 2001 when they won their first global bid as lead of a consortium – the Inception Phase Consultancy for the DFID supported Kolkata Environmental Improvement Program (KEIP). In quick succession they also won another global bid by the Japan Bank for International Cooperation (JBIC) for the Agra Municipal Reform Project.
Their next major milestone was when they won their first ever extensive research and immense hard work, the study came out with some remarkable observations and was well appreciated by both, the DFID and the Government of Orissa. This study also found reference international tender for a foreign country – the ADB funded assignment for Local Government Infrastructure Improvement Project in Sri Lanka in 2004. Thereafter, of course IPE won many more projects and worked in several other countries including Bhutan, Nepal, Afghanistan, Bangladesh, Maldives, Ethiopia, Jordan and South Africa. The next milestone was in 2006 when they were selected by DFID to provide a three year technical assistance to the Government of West Bengal for health sector reforms in the state. Thereafter, they won several further contracts for large scale project management and are currently managing some of the large health sector projects of DFID as well as for state project managers for national programs such as the JNNURM. Over the years, IPE has emerged to be a leading development sector consultant and a consultant of choice for many development partners and governments. They believe their commitment, enthusiasm and perseverance are crucial elements of our values which we bring to any assignment. Now with more than 300 successful projects for various international agencies such as the Asian Development Bank (ADB), World Bank, UNDP, DFID, JBIC, JICA, DANIDA, EC, ACBF, UNICEF, and USAID, experience of working with over 20 state governments and 500 local governments, IPE is recognized as a pioneer in the spectrum of services for international development.
IPE today operates through 9 offices in India, corporate offices in the UK and Philippines and a team of over 175 expert fulltime professionals and over 300 empanelled consultants.
CORE VALUES AND POLICIES OF IPE GLOBAL
IPE?s work culture is driven by its values which are engrained in the hearts and minds of every IPE professional who then embodies these values and shares them with their clients. Across IPE locations worldwide, you will find five core at work:
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Integrity – to honor their commitment and act with responsibility in all their relationships. Innovation – to address development issues by looking beyond the obvious, experimenting and stimulating creativity. Passion – to excel through quality, to delight their clients, to enjoy their work. Perseverance – to hold on when the problem appears too challenging, to try again differently, to not let go, to not give up. Learning – to learn from their experiences, to encourage new ideas and try new possibilities.
IPE?s QUALITY POLICY IPE places quality uppermost in all its processes and products. Quality, for them, is not merely the absence of defect but a continuous and never ending pursuit towards excellence. Thus, the IS0 9001:2008 certification for IPE is merely one acknowledgement of their efforts – and an inspiration to continue their quest. IPE GLOBAL?S ENVIRONMENT POLICY At IPE Global, concern for the environment is integral to their business strategy towards sustainability and they achieve to fulfil all their environmental obligations and commitments towards being a responsible global corporate citizen.
IPE GLOBAL?S EQUITY AND DIVERSITY POLICY
IPE is committed to providing a workplace that embraces diversity, inclusion and equal employment opportunity and is free from harassment and discrimination on any ground. IPE believes that a diverse workplace provides a fertile breeding environment for innovation and solutions to global development challenges.
IPE GLOBAL?S INFORMATION AND DATA SECURITY POLICY IPE believes that sound information is the key to good decisions. IPE is committed to protect and safeguard all critical information and information processing assets in order to ensure secure provision of services and business continuity. It stresses on accuracy of records, information confidentiality and protecting personal information.
IPE GLOBAL EMPLOYEE CODE OF CONDUCT IPE considers its employees to be its biggest asset and hence seeks to recruit, retain and develop them in a way that is mutually beneficial and individually empowering. IPE seeks to create an open, equal and diverse environment where thoughts are encouraged, ideas are incubated and dreams are achieved.
ANTI SEXUAL HARASSEMENT POLICY OF IPE IPE will not, under any circumstances, condone or tolerate conduct which may constitute sexual harassment on the part of its management, supervisors or non-management personnel.
It is their policy that all persons have the right to work in an environment free from any type of sexual harassment. When a complaint of sexual harassment is received at IPE, an Anti Sexual Harassment Committee will be set up in accordance with the guidelines laid down by the Honorable Supreme Court in Vishaka v. State of Rajasthan, which will conduct an inquiry into the allegations contained in the complaint. Any person found to have engaged in such conduct will be subject to immediate discipline up to and including discharge.
Sexual harassment has been defined as: “Unwelcome sexually determined behavior (whether directly or by implication) such as: (a) Physical contact and advances, (b) Demand or request for sexual favors, (c) Sexually colored remarks, OR (e) Any other unwelcome physical, verbal or non-verbal conduct of sexual nature, in circumstances which give rise to a reasonable apprehension that such conduct would disadvantage / humiliate the victim or would pose a safety / health hazard to her, in connection with her employment or work.” IPE, do encourage personnel. healthy fraternization among their
SECTORS OF IPE GLOBAL
IPE has well defined sectors and practices based on which it is able to provide the right mix of skills, experience and tools to help partner agencies and governments. The sectors and practices are linked in a matrix format allowing each practice to work across all the sectors/domains. Hence, for instance, governance and capacity building as a practice is provided specific to health sector, urban sector, education sector and other domains where IPE currently works.
? HEALTH AND NUTRITION (IPE HEALTH)
IPE has sect oral expertise in almost all areas of health and nutrition including policy, planning, service delivery, hospital management, Behavior Change Communication (BCC), health financing and health and nutrition services improvement. IPE has been privileged to work on several large health and nutrition sector reform program in India apart from working with the Global Fund for AIDS, Tuberculosis and Malaria (GFATM). They believe that Health is the major determinant of the quality of life and features in 3 of the 8 Millennium Development Goals (MDGs). The MDGs priorities reducing child mortality, reducing maternal mortality and combating AIDS, malaria and other diseases as the first step towards a more equitable and fair world. The debilitating effect of illhealth on poverty is also well recorded. Hence, an investment in health sector has a large impact on well-being of the people, especially the poor and the vulnerable. Nutrition is another area critical to a nation's future and is included in the first MDG as „Reducing poverty and hunger?. Several countries with otherwise mid-level health indicators show poor performance in nutrition highlighting the
need for focused attention in this area. In several of our health sector program, they have worked to integrate health reforms with the nutrition and sanitation interventions for ensuring a sustainable solution. Their expert teams of health and nutrition specialists along with the related practice experts help local, state and national governments improve their public health systems and services. Some key areas of support by IPE have been:
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Strategic Planning for the health sector Large scale program design for health sector Managing large sector reform programs in the health sector Enhancing convergence between health and related programs Better understanding of health finances Reform Communication to functionaries Capacity Building of health and nutrition officials / workers Monitoring and Evaluation of health programs Mainstreaming reforms in health sector Enhanced monitoring through Health MIS Preparation of BCC strategy and material for health and nutrition Procurement reforms in health sector Improving Hospital Management Innovative use of technology Organizational review and development of health departments Evidence based decision making for health policies.
? URBAN DEVELOPMENT (IPE URBAN)
Despite developing countries generally having a higher population in the rural sector, the urban sector has caught the imagination of development professionals and agencies over the last few decades. With more than a quarter of people living in cities and economic opportunities bringing in teeming millions, cities and especially its underbelly – the slums remains, in some ways, worse than its rural counterparts. Hence, if cities are to function as engines of economic growth, they will need adequate development, the poor will need additional support and the state will need to ensure equity. IPE?s original and core expertise is in the urban sector. For the last 12 years, they have been consistently working on urban development issues and have seen the changes in the sector, right from the days when the whole focus was on resource mobilization to the current status where with abundance of funding from JNNURM, the focus has shifted to project design, management and maintenance. Their work has ranged from developing urbanization strategies, diagnostic studies, legal drafting, identification of interventions, designing of systems, handholding and capacity building and enhancing governance systems, among many.
IPE has been working with Municipal Bodies, Urban Development Authorities, state agencies and international donors in designing, implementing, managing and evaluating various urban programs. Besides India, IPE has also worked on international assignments in the urban sector of Bhutan, Afghanistan, Sri Lanka and Indonesia respectively. Some of the areas where IPE has worked/is working are:
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Preparation of City Vision Statement and State / National Urban Strategy; Development of City Development Plans for mid-term (5 years) and short term (1 year)annual plans; Design of large scale urban program covering areas like institutional and organizational systems, resource mobilization and financial management, social development and economic development; Business Process Re-engineering (BPR) of systems and practices to bring in transparency and efficiency Preparing Detailed Project Report (DPRs) for various urban infrastructure projects by municipalities; Slum up gradation, development and empowerment including rehabilitation and resettlement plans; Social development activities including economic development, Thrift & Credit Societies, providing voice and economic opportunities to the vulnerable; Enhancing citizens accountability through Citizen?s Charter, grievance redress systems and use of IT in governance; Drafting enabling legal framework including Acts, Rules and regulations which facilitate modern systems and management;
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Helping municipal bodies migrate to modern efficient accounting and financial management practices (i.e. double entry, accrual accounting); Developing Geographical Information System (GIS) to improve revenue collection, infrastructure management and spastics planning; Designing e-governance strategy, developing functional specifications for software, testing and implementation of software; Designing State level Municipal Development Funds to allow leveraging of various sources of finance; Project management services for various projects including JNNUR funded infrastructure, housing and social development projects; Designing bond issues and helping raise funds from external sources Enhancing revenues from property tax and finding innovative ways of raising revenue without increasing tax levels; Identifying land and other passive assets which can be leveraged to raise further funds for the municipality; Designing PPP projects for commercial development and service delivery; Capacity Building of municipal staff including training, best practice visits and handholding.
? RURAL DEVELOPMENT (IPE RURAL)
Most developing countries like India are truly found in the villages – not just the cities. With more than 70% of the population residing there, any national level improvement in development indicators would need improvements in the rural areas of the country. It is with this intention that IPE Global has a specialized sector to facilitate and address rural development issues. This includes economic development, improved planning, capacity building of local government institutions such as Village, Block and District Panchayats, better implementation of rural development programs and poverty alleviation. IPE offers the full range of its practices in the rural development sector. Hence apart from working to build capacity of panchayat and rural government leaders, they have been helping in economic planning, comprehensive district planning, and convergence across various programs at the Panchayat level as well as to develop a National Level Panchayat Accounts Manual for all the Panchayats in India. They have also conducted surveys, provided benchmarking services, developed community
based information systems, developed financial management systems and set up processes for service delivery, complaint redress and people's participation. They have also developed and designed systems for monitoring and evaluation on an on-going basis.
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Conducting capacity building and study programs for Panchayat functionaries from other states / countries to learn from good practices; Micro planning at the village level and consolidation of rural development plans at the Block and District Level; Social Safety Nets for development program in rural areas; Standard financial management and accounting procedures at all levels of Panchayats in India; Participatory techniques for poverty reduction including Focus Group Discussions, PLA and other tools; Women empowerment and economic development plans in rural areas; Evaluation of rural development programs; Tracking of expenditure related to rural livelihood programs.
? ENVIRONMENT AND CLIMATE CHANGE (IPE
ENVIRO)
„Sustainability? is the key word in today?s development world. Right from the ill effects of industrial development on environment to the climate change issues resulting there from, it is clear that the world is for „change? as long as its long term costs do not outweigh its immediate benefits. And this perhaps explains why Environment and Climate Change features among the 8 Millennium Development Goals of the world. As evolving and aware organizations, they are well-aware of the importance of sanitation, environment management and climate change management issues. Their various recent projects have specific components to mitigate the adverse effects of global warming, climate change and carbon emissions.
Some of the areas of IPE?s work in this sector have been:
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Preparation of Detailed Project Report (DPR) for better and enhanced Solid Waste Management in several cities
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of India Piloting and implementing community based Solid Waste Management programs including segregation at source; Helping states move towards better sanitation facilities especially for the poor and vulnerable groups including women; Assisting in developing strategy and implementation for Bio-medical waste management in hospitals of the health sector; Water sector issues including adapting to climate change issues and ensuring availability of potable water in the villages; Helping states / countries progress industrially with zero net carbon balances i.e. to build an ecologically sustainable industrial environment; Energy management including conservation, alternative sources and reduction of waste; E-governance, M-Governance and paperless office in the public sector to reduce paper wastage; Integrating climate change issues in the development agenda of various governments / agencies.
? EDUCATION (IPE EDU)
Having addressed all the major areas of development sector, IPE has ventured of late to offer its expertise and practice specialization to the education sector. They believe that education is the key to changing the fortune of a country, an economy or a group of people. Most developing countries face the scourge of illiteracy, unemployment and consequent low growth. If education at all levels can be ensured, a country will be able to gainfully utilize its human resources and turn a potential liability to an opportunity for achievement. Although there have been some efforts at enhancing education services in developing countries, they feel that the sector is yet to receive its credit in terms of reforms and progress. Despite featuring as the Second MDG, most interventions in the education sector have been limited to funding schools, teachers and at most legislation. They feel that the good practices of other sectors need to be imbibed into the education sector. They believe that it is not merely technical competence which will determine the quality of services but the managerial efficiency of the system also counts. IPE is thus helping to enhance management systems, review and plan for better services in the education sector.
? GOVERNMENT AND PUBLIC SECTOR
MANAGEMENT
(IPE GAPS)
The Government and Public Sector (GAPS) sector in IPE deals with all the other sectors in government and public sector where we have provided or can provide services. Although their other sectors to provide services to government and public sector agencies, this specialized sector provides service to national, state and other agencies including public sector companies bringing to them the wealth of experience of IPE in public administration and reform. Some of the other areas of government and public sector (GAPS) where IPE has been active are:
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Feasibility study and design for restructuring of lossmaking Public Sector Enterprises; Governance enhancement including Organizational and institutional development Review of General Budgetary Support and other aid models; Public Financial management and accountability issues; National Capacity Building for Poverty Reduction;
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Capacity building to address issues of minorities and vulnerable groups. Capacity development for improved service delivery, management and training support; Policy analysis and strategy development; Review of existing systems, process re-engineering and change management; Organizational development and institutional development; Monitoring flow of public money and its use at various levels (expenditure tracking); Studies on cost recovery from public services; Documentation of reforms and development initiatives.
Practices of ipe global
IPE has well defined sectors and practices based on which it is able to provide the right mix of skills, experience and tools to help partner agencies and governments. The sectors and practices work through a matrix matching practice needs with domain specific knowledge. Hence, for instance, governance and capacity building as a practice is provided specific to health sector, urban sector, education sector and other domains where IPE currently works.
? GOVERNANCE AND CAPACITY BUILDING This is the first and most crucial sector helping to enhance governance in all the sectors and organizations they work. IPE believes that governance is much more than the mere absence of corruption – it is a philosophy of accountability. Their model of governance is based on the UNDP model as below:
? ECONOMIC AND FINANCIAL MANAGEMENT
Finance is one of the most important and limited resources available with government. Its proper use can help target areas of need, bring in efficiency and improve services especially for the poor. For them, helping governments and their agencies use their funds better is one of the tenets of good governance – bringing in efficient systems and accountability in management of this limited public resource. Their specialized team of professionals works in all aspects of the financial management cycle (shown alongside) helping to reinforce economic and financial management through fiscal discipline and financial integrity. From the financial planning stage to resource allocation, monitoring and analysis, they are there at every step of the way to help governments and agencies ensure that public resources are used effectively and reach the intended beneficiaries.
? PROGRAM DESIGN AND MANAGEMENT
IPE has developed considerable expertise in designing, managing and implementing development projects and programmes. From standalone small projects to multidepartmental sector reform programs, they have achieved success in all these areas. PROGRAM DESIGN At IPE, they believe that half of the success of a program is in its design – hence they go through a robust process of situation analysis, diagnostic studies, stakeholder analysis, and consultations and then arrive at the contours of the likely program. The proposed program interventions, and arrangements are then shared with the stakeholders and based on their feedback, the design is finalized. Their technical experts not only help our clients to clarify their goals and objectives but also analyzing alternative measures to achieve them. Their areas of work under this design component are: ? FEASIBILITY DESIGN These are the pre-project design activities and deal with the efficacy of certain interventions in attaining the Goals of the program. These could be in the form of Pre-Project Technical Assistance (PPTA), Appraisal Missions or standalone studies assessing the feasibility of actions. Their high quality team ensures that each feasibility study is comprehensive, reliable and robust and aids the client in its decision of going ahead with the proposed project. ? PRIORITISATION AND RISK ANALYSIS
Project design requires gathering, synthesizing, and analyzing information with objectivity and detail to support a program decision that makes optimum use of resources to achieve desired results. They help their clients through proposing interventions that are ethically sound, technically up-to-date, relevant to the program setting and acceptable by the intended beneficiaries.
? MONITORING AND EVALUATION At IPE, they believe that monitoring is the essential but missing strand of most development projects today. Although most projects are well conceived, well designed and even well rolled out, their success is often not at the levels envisaged. This is due to the absence of a regular monitoring system. Similarly evaluation of a program at proper interval gives an idea about how far the objectives set under the program has been achieved and/or are likely to be achieved. At IPE they believe that Monitoring and evaluation forms part of the Performance Management Framework and encompasses setting performance indicators, measuring them over time, evaluating them periodically and finally making course corrections as needed.
? SOCIAL AND ECONOMIC EMPOWERMENT
Even in today?s world of economic advancement, certain groups are often found to be marginalized by the society at large. Such marginalized people who do not have access to opportunities for becoming self-sufficient, have no other option but to depend on charity or welfare. Their lack of self-sufficiency makes them lose their self-confidence which in turn often leads to psychological and social problems. Through social and economic empowerment, the basic opportunities which are otherwise denied to the marginalized people are created and made available to them. Social and economic empowerment is usually achieved by encouraging and developing the skills for self-sufficiency with a focus on eliminating the need for relying on charity or welfare of any kind.
? SLUM DEVELOPMENT Found in the urban fringes and often in centres of old cities, these ghettos are often worse than their rural counterparts. IPE works to make life in these slums better for the people by:
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Access to basic infrastructure services to the people living there Addressing issues of land tenure and squatter settlements Special infrastructure development drives especially to enhance water supply, sanitation, lighting and housing Economic development including community mobilization, program design and support Linkages with education and health services to enable better service and improved quality of life.
? POVERTY REDUCTION POLICY BUILDING
AND CAPACITY
They have worked on developing national and state policies for poverty reduction and have carried out several capacity building measures for their implementation.
? PARTICIPATORY LEARNING AND APPRAISAL Participatory Learning and Appraisal (PLA)places emphasis on understanding of people?s own point of view. The underlying idea is that different people perceive and understand reality in different ways and that local knowledge matters. In participatory learning, different innovative approaches and methods are adopted to enable local people to share, enhance and analyze their knowledge of life and conditions in order to plan and act in a rational manner. Methods that are flexibly adjusted to the particular objectives of the process and involve respondents as active participants in drawing up maps, profiles, diagrams or conducting semi-structured interviews and focused discussions are implemented.
? INFORMATION TECHNOLOGY
COMMUNICATION
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Information Communication technology (ICT) has emerged as an enabler for growth and development of a developing nation, provided the right policy measures and enabling environment are in place.
IPE has been encouraging proper use of ICT for improved governance and enhanced satisfaction of the customers served by its clients. In many instances they have offered innovative solutions to their clients for deployment of ICT for effective monitoring purposes. This results in development of userfriendly tailor made software / applications that is not only useful, but also „used in full?. At IPE, they believe that ICT offers a unique and innovative window to enhance their systems, build in efficiency and create simple accountability mechanisms. They also believe that the digital divide, characterized by highly unequal access to and use of ICT will reduce over time, making ICT the single biggest unifier of the various population groups. Hence they look at ICT both as a supply (i.e. government) issue as well as a demand (i.e. consumer, citizen) issue.
INTRODUCTION TO RECRUITMENT
AND SELECTION
Today, in every organization personnel planning as an activity is necessary. It is an important part of an organization. Human Resource Planning is a vital ingredient for the success of the organization in the long run. 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 objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation.
For every organization it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.
With reference to this context, this project has been prepared to put a light on Recruitment and Selection process. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process, Recruitment Tips. Sources of Recruitment through which an Organization gets suitable application. Scientific and Unscientific Recruitment and Selection, which an Organization should follow for, right manpower at the right place
. Job Analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, Common Interview Problems and their Solutions. RECRUITMENT Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected.
According to EDWIN FLIPPO,” Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.” A formal definition states, “It is the process of finding and attracting capable
applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected”. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection.
In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used. On the other hand, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees
Need for recruitment: The need for recruitment may be due to the following reasons /situation:
a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labor turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification.
Purpose and importance of Recruitment:
1. Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Meet the organization?s legal and social obligations regarding the composition of its work force.
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6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term.
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Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.
PROCESS OF RECRUITMENT
Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, midand large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies.
? Identify vacancy
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job
description
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person
specification
? Advertising the vacancy ? Managing the response ? Short-listing ? Arrange interviews ? Conducting interview and decision making.
Sources of Recruitment
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources (Internal and External Sources). The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.
The Recruitment Sources in the recruitment process are the sources of candidates. Generally, the HRM Function recognizes two main sources of candidates for the job positions: internal and external sources of candidates.
Internal Recruitment – is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily three – Transfers, promotions and Re-employment of ex-employees. Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. Internal recruitment may lead to increase in employee?s productivity as their motivation level increases. It also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood. Also, not all the manpower requirements can be met through internal recruitment. Hiring from outside has to be done. Internal sources are primarily: Transfers: The employees are transferred from one department to another according to their efficiency and experience. Promotions (through Internal Job Postings) :The employees
are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. Re-employment of ex-employees: Re-employment of exemployees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.
External Recruitment – External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money .The external sources of recruitment include – Employment at factory gate, advertisements, employment exchanges, employment agencies, educational institutes, labor contractors, recommendations etc.
Employment at Factory Level – This a source of external recruitment in which the applications for vacancies are presented on bulletin boards outside the Factory or at the Gate. This kind of recruitment is applicable generally where factory workers are to be appointed. There are people who keep on soliciting jobs from one place to another. These applicants called as unsolicited applicants. These types of workers apply on their own for their job. For this kind of recruitment workers have a tendency to shift from one factory to another and therefore they are called as “badly” workers. Advertisement – It is an external source which has got an important place in recruitment procedure. The biggest advantage of advertisement is that it covers a wide area of market and scattered applicants can get information from advertisements. Medium used is Newspapers and Television. Employment Exchanges – There are certain Employment exchanges which are run by government. Most of the government undertakings and concerns employ people through such exchanges. Now-a-days recruitment in government agencies has become compulsory through employment exchange. Employment Agencies – There are certain professional organizations which look towards recruitment and employment of people, i.e. these private agencies run by
private individuals supply required manpower to needy concerns. Educational Institutions – There are certain professional Institutions which serve as an external source for recruiting fresh graduates from these institutes. This kind of recruitment done through such educational institutions is called as Campus Recruitment. They have special recruitment cells which help in providing jobs to fresh candidates. Recommendations – There are certain people who have experience in a particular area. They enjoy goodwill and a stand in the company. There are certain vacancies which are filled by recommendations of such people. The biggest drawback of this source is that the company has to rely totally on such people which can later on prove to be inefficient. Labor Contractors – These are the specialist people who supply manpower to the Factory or Manufacturing plants. Through these contractors, workers are appointed on contract basis, i.e. for a particular time period. Under conditions when these contractors leave the organization, such people who are appointed have to also leave the concern.
SELECTION
Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.
Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.
SELECTION PROCESS
Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment.
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PRELIMINARY INTERVIEW
The applicants received from job seekers would be subject to scrutiny so as to eliminate unqualified applicants. This is
usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reason, which did not appear in the application forms. Besides, preliminary interview, often called „courtesy interview?, is a good public relation exercise. ? SELECTION TEST Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicant?s ability, aptitude and personality.
? INTERVIEW: The next step in the selection process is an interview. Interview is formal, in-depth conversation conducted to evaluate the applicant?s acceptability. It is considered to be excellent selection device. It is face-to-face exchange of view, ideas and opinion between the candidates and interviewers.
? REFERENCE CHECK:-
Many employers request names, addresses, and telephone numbers of references for the purpose of verifying information and perhaps, gaining additional background information of an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labor market is very tight, organizations sometimes hire applicants before checking references. Previous employers, known as public figures, university professors, neighbors or friends can act as references. Previous employers are preferable because they are already aware of the applicant?s performance. But, the problem with this reference is the tendency on the part of the previous employers to over-rate the applicant?s performance just to get rid of the person.
? SELECTION DECISION:-
After obtaining information through the preceding steps, selection decision- the most critical of all the steps- must be made. The other stages in the selection process have been used
to narrow the number of the candidates. The final decision has to be made the pool of individuals who pass the tests, interviews and reference checks. The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection. ? PHYSICAL EXAMINATION: -
After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries.
? JOB OFFER: -
The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property.
RECRUITMENT AND SELECTION POLICY AT IPE GLOBAL
RECRUITMENT POLICY OF IPE
Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. The recruitment has the objective of searching for and obtaining applications for job seekers in sufficient number and quality. The need for recruitment may be due to the following reasons /situation: a) Vacancies due to promotions, transfer, termination of the existing consultant. b) Creation of new vacancies due to the growth, expansion and diversification of the organization or a new project is being implemented by the organization.
SOURCES OF RECRUITMENT IN IPE GLOBAL
INTERNAL SOURCES EXTERNAL SOURCES
Recruitment from internal sources There are sound reasons for recruiting from sources within the organization. The various internal sources of recruitment can be Promotions, Transfers and Employee referrals. Promotions from within build motivation and a sense of commitment among the organization and the consultant. When the vacancy arises urgently and needs to be fill immediately then the existing employees are asked to give the references as this process is both time saving and the money saving. The references received are further screened and shortlisted for the interview.
Recruitment from external sources External recruitment seeks applicants for positions from sources outside the company. The various external sources of recruitment can be inviting applications through posting advertisement on job portals, newspapers, or inviting applications from recruitment agencies. {The process of recruitment in IPE starts advertisement published on www.devnet.com. with The
advertisement is published for 7 to15 days depending upon the number of positions vacant for the position advertised. The application are received on the email-id mentioned in the advertisement. CVs are then downloaded and saved in a particular folder date wise. After downloading the CVs matrix is prepared for all the CVs which contain the personal details of the candidate and all the details related to the skills required for the position as experience, computer skills, etc. Once the matrix is complete then the initial screening is done and those who got the highest experience and meeting all the requirements for the position are shortlisted for the interview.} Once the adequate number of applications is received then the interview process starts with the telephonic interview. The shortlisted candidates are called for Personal Interview round. Depending upon the position, the personal interview round can also include the written test or computer test to analyze the technical skills of the candidates. The candidates who are shortlisted in personal interview are being recommended for validation round which is held in UNICEF office and then those candidates who are finally selected in validation round are considered as the finally selected candidates for the position.
SELECTION POLICY AT IPE
Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. After the selection decision and before the job offer is made, the reference check is initiated for the selected candidates. Reference check is conducted by sending out mails to the reference provided by the candidate. These references are generally the supervisors of the selected candidates. If the feedback provided by the reference speaks well about the short listed candidate it is considered as positive ref. check or vice versa. Once the positive feedback is received from the refers, the offer letter is sent to the selected candidate.
Conducting interview for the particular post
A) Preparing interview file for interview
B) Collecting documents supporting age proof, education & professional experience from the candidates
C) Giving candidates the consultant interview file form by the candidate
D) Submission of travel claim form by the outstation candidates.
E) Deciding the interview panel by the HR manager, IPE.
F) Interview panel is decided based on the open requisition visa via panel members? qualification, current job profile & previous work exposure.
G) Taking the candidate through various round of interview as per the set standard of client.
H) Ranking of candidate by the technical panel.
I) Finalizing the ranking sheet by taking an aggregate of the scores ranked on different attribute of candidate set as criteria for selection
J) Attributes varies from requisition to requisition
K) Preparing Minutes of Interview.
Minutes of Interview Are
Minutes are the letter which is prepared during the interview and it has some of its own agenda. While preparing minutes we have to keep following things in our mind.
Contents of minutes
? In which month the advisement was given for the vacancies ? What was the medium of advertisement ? No. of candidates short listed ? No. of candidates attended the interview ? Name of the candidates who attended the interview ? Venue and the time of interview
? Name of the panel members with designations and name of their organizations they belongs to were present at the time of interview ? Getting approval for the final selected candidates
JOB OFFER
The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. The candidate is required to accept the offer if he is interested to join the organization and also inform about the date of joining.
POST SELECTION PROCESS
JOINING FORMALITIES
After the job offer has been made and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the
Consultant Entry Form. This form contains vital details about the candidate, which are authenticated and attested by him/her. This form will be a valid record for the future reference. The other documents and certificates which are required at the time of joining are: ? ? ? ? ? ? ? Joining application 2 photocopies of PAN CARD 2 passport size photograph Medical Fitness Certificate Bank Declaration Form Form 11 The remaining certificates pertaining to education and experience if left any at the time of interview
CONTRACT OF EMPLOYMENT
After the joining formalities are done the contract of employment is issued to the consultant. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings: ? ? ? ? ? ? ? Job title Clauses and terms of employment Term of Reference Rate of pay, allowance, method of payments. Holiday List Leave Policy Grievances procedure
? Disciplinary procedure ? Arrangements for terminating employment. ? Arrangements for union membership (if applicable). ? Special terms relating to rights to patent s and designs, confidential information and restraints on trade after termination of employment. ? Employer?s right to vary terms of the contract subject to proper notification being given.
Alternatively called employment agreements or simply bonds, contracts of employment serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect knowledge and information that might be vital to a company?s healthy bottom line and to prevent competitors from poaching highly valued employees. Most employers insist on agreements being signed by newly hired employees. But high turnover sectors such as software, advertising and media are more prone to use contracts. The drawback with the contracts is that it is almost to enforce them. A determined employee is bound to leave the organization, contract or no contract. The employee is prepared to pay the penalty for breaching the agreement or the new employer will provide compensations. It is there as on that several companies have scrapped the contracts altogether.
And at the same time they are introduced & engaged by the guidelines for the consultant and the guidelines includes:
Introduction
These guidelines address the right & responsibility of all consultants to be engaged under the social mobilization network/other network by Infrastructure Professional Enterprise (P) Ltd. This policy statement contains a general enunciation of policy and not detailed procedural guidelines for each policy. These policies aim to ensure fair and consistent application and are intended to provide consistent policy interpretation to member of the organization.
Working Days
The consultant shall be expected to be available 24 man-days in a calendar month. Absence, if any due to unavoidable circumstances, shall b deductible from the professional fees on a pro data basis.
Leaves
Availing leaves require prior approval of the supervisors. In case of absence from the duty station without prior notice to supervisors, organization can take any disciplinary action including termination of contract.
Remuneration policy
? Release of monthly professional fees is subject to receipt of reports as outlined in the terms of reference. The organization should receive the reports by the consultant within the time frame mentioned in the TOR and fees will be released after receipt of the reports. ? The monthly professional fees of consultant shall be credited to your bank account or mailed to the registered address in the form. ? Information regarding bank account/mailing address shall be given by the consultant to the accounts department immediately upon joining.
Reimbursable Expense
Consultant will be reimbursed for actual travel under taken and expenditure incurred depending on type/classification of consultant.
Insurance
The consultant while per forming services under this agreement shall be covered under a group insurance scheme against risk of „loss of life or accident? and entitled to reimbursement of such medical expenses incurred during the period of engagement in accordance with such policy as enunciated from time to time.
Duty station
A consultant will have to work fulltime in a particular district/location to be allocated to him/her based on the organization?s requirement.
Orientation
Orientation consist of introduction to aim, objectives, technical expertise and field exposure with a view to develop genuine welcome and to develop positive perspective about basic task, expected deliverables and orienting the new staff with their work environment
Appraisal System
A formal appraisal system for rating work performance shall be followed. Consultant immediate supervisor shall carry out appraisals.
The appraisal shall be acknowledged and signed with comments by the consultant.
Appraisal is done twice in the year:
? Midyear Appraisal ? Annual Appraisal
Grievance Redress
The organization is committed to prompt and resolution of all dispute of any nature that may arise in the workplace.
Termination of services
The organization shall give a 15 days notice or 15 days professional fees in lieu of notice in case of premature termination of a consultancy agreement or vice versa
Termination of the consultancy takes place automatically with the expiry of the consultancy agreement without any further notice. It can also be terminated in case of termination of contractor?s contract with its client
Disciplinary action against a consultant may be taken in case of poor performance based on the feedback received from the supervisors. Final payment would be released only after obtaining No Dues Certificate in respect of the outgoing consultant.
Feedback on exit
Feedback for improvement of organizational climate would be taken from consultants voluntarily leaving the organization in an exit form
Every consultant is entitled for a certificate of work done from them.
Findings
As we know, Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. And Selection is a process by which candidates employment are divided in to two classes those who will be offered employment and those who will not. Recruitment and selection is one of the most important for every employee. Cause by this Organization makes a person as the member of it. There is a general process of recruitment and selection that a company should follow. In IPE recruitment and selection is done by a specific process and which is very modern. It starts with the manpower requisition and end with appointment. And after that the IPE arrange various types of training and development program for the employees to develop their skill. In true sense IPE follow a developed recruitment process for selecting right people in right place.
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