shivambhatnagar
New member
hey this is a nice topic i got the same for my sip thanx for the project......i really liked it
good work .
good work .
shivambhatnagar
New member
hey this is a nice topic i got the same for my sip f......i really liked it
good work .
good work .
shobitgupta51
Shobit Gupta
IDBI BANK
Introduction
IDBI (IDBI Ltd), the tenth largest development bank in the world has promoted world class institutions in India. A few of such institutions built by IDBI are The National Stock Exchange (NSE), The National Securities Depository Services Ltd.(NSDL), Stock Holding Corporation of India (SHCIL) etc. IDBI is a strategic investor in a plethora of institutions which have revolutionized the Indian Financial Markets.
IDBI promoted idbi bank to mark the formal foray of the IDBI Group into commercial Banking. This initiative has blossomed into a major success story. idbi bank, which began with an equity capital base of Rs.1000 million (Rs.800 million contributed by IDBI and Rs.200 million by SIDBI), commenced its first branch at Indore in November 1995. Thereafter in less than seven years the bank has attained a frontranking position in the Indian Banking Industry.
idbi bank successfully completed its public issue in February 99 which led to its paid-up capital expanding to Rs.1400 million. The promoters holding consequent to this public issue stood reduced to 71% with IDBI holding 57% and SIDBI 14% of the paid up capital of IDBI Bank. This is in line with the requirement of RBI which stipulates that eventually the promoters holding should be brought down to 40%.
The birth of idbi bank took place after RBI issued guidelines for entry of new private sector banks in January 93. Subsequently, IDBI as promoters sought permission to establish a commercial bank and retained KPMG a management consultant of international repute to prepare the groundwork for establishing a commercial Bank. The Reserve Bank of India conveyed it's in principle approval to establish idbi bank on February 11th, 1994. Thereafter the Bank was incorporated at Gwalior under Companies Act on 15th of September 1994 (Registration No. 10-08624 of 1994) with its Registered Office at Indore. The Certificate for Commencement of Business was received on 2nd of December 1994.
Strategic Initiatives
idbi bank has been a pioneer and an innovator at bringing state-of-the-art services to its customers.
It's the First Indian Bank to provide:
ATM Next - an information portal on ATMs
Instant Account Opening
Talking ATMs
GiftCard - the Prepaid GiftCard, a gift that cant go wrong
EasyFill - Instant Mobile Refill Service;
amongst many other services
idbi bank has a strategic alliance with Birla Sun Life Insurance, providing the best life insurance plans and products through select branches.
A key achievement for the Bank is that it has emerged as the Highest Distributor for two top Mutual Fund schemes consistently for the past six months, thereby demonstrating the strength of the Bank's distribution channel of TPD business.
The Bank also registered huge success as a collecting banker to several market IPOs that consequently leveraged the IPO Financing Business of the Bank.
idbi bank launched a strategic B2B E-Commerce platform with BPCL to facilitate on line payments from BPCL to its dealers, thereby enhancing corporate business through new-age technology and offering supply chain financing solutions.
Corporate Banking and Credit
idbi bank offers Total Banking Solutions to its corporate customers. Corporate Banking relationships are presently offered at 20 locations across the country.
Corporate Solutions are provided in:
• Structured Finance Solutions
• Fund based and non-fund based requirements of Corporate customers
• Cash management Services (payment and collections)
• Supply Chain Finance Solutions to complement the supply chain management efforts of corporates covering their suppliers and Dealers
• Tax collection facilities
• e-payment solutions to help companies and their clients for online settlement of transactions
• Trade Finance (Domestic and International)
• Treasury solutions and advisory services
• Investment Advisory services and MF distribution
The products are delivered through a large team of relationship managers, who provide single window support to corporates.
The Agri Business Group has recently been set up to identify opportunities for lending to the agri-sector and developing products, including structured solutions to tap the potential available in the rural sector.
The Value Chain Management Group offers supply chain finance solutions to corporates and offer special products like loan against credit card receivables and other products.
RECRUITMENT & SELECTION
INTRODUCTION
Recruitment and selection
Recruitment and selection is the process of identifying the need for a job, defining the requirements of the position and the job holder, advertising the position and choosing the most appropriate person for the job. Retention means ensuring that once the best person has been recruited, they stay with the business and are not “poached” by rival companies.
Undertaking this process is one of the main objectives of management. Indeed, the success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs. Employees should therefore be carefully selected, managed and retained, just like any other resource
The recruitment process
A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as:
• has the function changed?
• have work patterns, new technology or new products altered the job?
• are there any changes anticipated which will require different, more flexible skills from the jobholder?
Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organization or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes.
Writing a good job description or job specification helps in the process of analyzing the needs of the job.
Job description/job specification
This should detail the purpose, tasks and responsibilities of the job. A good job description should include:
• main purpose of the job - try to describe this in one sentence
• main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating', instead of vaguer terms like 'dealing with', 'in charge of'
• scope of the job - expanding on the main tasks and the importance of the job. Job importance can be indicated by giving information such as the number of people to be supervised, the degree of precision required and the value of any materials and equipment used.
A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person specification - a profile of the skills and aptitudes considered essential and desirable in the job-holder. It enables prospective applicants to assess themselves for the job and provides a benchmark for judging achievements.
Person specification
Drawing up the person specification allows the organization to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other
Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees.
Factors to consider when drawing up the specification include:
• Skills, knowledge, aptitudes directly related to the job
• The length and type of experience necessary
• The competencies necessary
• Education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (e.g. graduate trainees), when a higher level of education may be specified
• Any criteria relating to personal qualities or circumstances which must be essential and directly related to the job, and must be applied equally to all groups irrespective of age, sex, race, nationality, creed, disability, membership or non-membership of a trade union. To do otherwise is potentially discriminatory .
For instance, a clause requiring the successful candidate to move their place of work should be included only when absolutely necessary, as it is likely to discourage applicants with family care commitments. Whilst age discrimination is not presently unlawful, to impose age barriers will reduce the number of high quality applicants attracted by the vacancy. Since December 2003 it has been unlawful to discriminate against people at work in respect of religion or belief or sexual orientation. The Government plans to introduce similar protection in respect of age by 2006.
The person specification helps the selection and subsequent interview to operate in a systematic way, as bias-free as possible. The use of competency-based approaches can help by focusing on the 'match' between candidate and role, but they are best used where they are an integral part of the continuing assessment and development of staff.
Pay
After setting the job and the person specifications, consideration should be given to pay rates. Factors such as scales, grades and negotiated agreements, as well as market rates and skills shortages, may affect the wage or salary, and organizations should be aware of the requirements of equal pay and discrimination legislation. Unless there is a formal system for increments or length of service, paying the new employee a different rate from that paid to the preceding post holder may contravene the relevant legislation. Employers must also comply with the provisions of the National Minimum Wage Act 1998.
Attracting applicants
The search for suitable candidates now begins. The process of marketing needs to be undertaken carefully so as to ensure the best response at the least cost. The object is to get a good selection of good quality candidates. Possible methods to consider are:
• Internal Recruitment - This method can have the advantage of building on existing staff's skills and training, and provides opportunities for development and promotion. It is a good way to retain valuable employees whose skills can be further enhanced. Other advantages include the opportunity for staff to extend their competencies and skills to the benefit of both the organization and the individual, and the enhancement of individual motivation. Use of a consistent, clear, procedure, agreed jointly between employer and employees, has many advantages and avoids suspicion of favoritism
• Jobcentres of the Department for Work and Pensions - will display employers' vacancies and refer potential recruits. They also administer some of the Government training programs. The Disability Service Team staff at Jobcentres can help address the specific requirements of attracting disabled people
• Learning and Skills Council - may well have trained workers available through their recruitment service, and can tailor training to an employer's requirements
• Commercial Recruitment Agencies - often specialize in particular types of work, eg secretarial, office work, industrial, computing, and may already have potential applicants registered with them
• Executive Search Organizations - usually working in the higher management/specialist fields, will seek out suitable candidates working in other companies by direct approach, or via specialist advertising
• National Newspapers - advertising in the national press is expensive, but likely to produce a good response for particular, specialist vacancies. Remember too there are national ethnic group newspapers which will reach a wide audience
• Specialist and Professional Journals - less expensive than the national press, these journals can guarantee to reach the precise group of potential applicants for specialist and professional vacancies
• Internet - is beginning to emerge as a recruitment medium. It is mainly used for graduate-level and technical jobs because it tends to target a self-selected group who are computer literate and have access to the web at their place of study or work. Its use is likely to grow
• Local Newspapers, Radio - for less specialized jobs, or to target groups in a particular local area, advertisements in the local media may produce a good response
• Local Schools, Colleges and the Careers Service - maintaining contact with schools, colleges and careers advisers will ensure that the organization’s needs for school/college leavers with particular skills and abilities are known. It can be particularly useful to offer students the opportunity to spend some time at the company, on work experience, or 'shadowing'
• Word of Mouth - introduction via existing employees or through an employers' network. Whilst this may be economical, it is likely to lead to a much smaller pool of suitable applicants and does not normally satisfy equal opportunities requirements because any imbalance in the workforce may be perpetuated.
Once the recruitment channel or channels are decided, the next step is to consider:
• The design and content of any advertisement used
• How applicants are to respond - by application form, fax, telephone, in person at the organization or agency, by letter, by email on the internet or by tape
• who is to be responsible for sifting the applications? What is the selection process going to be?
• If interviews are to be held, when will they be and will everyone who needs to be involved be available?
• Are selection tests to be used? Is there the expertise to administer them and ensure they are non-discriminatory and appropriate?
• Are references/medicals to be requested?
• Are arrangements in hand to give prompt acknowledgement of applications received?
The advertisement
Any advertisement needs to be designed and presented effectively to ensure the right candidates are attracted. Look through national, local or professional papers and see what advertisements catch the eye. The newspaper office will often advise on suitable formats. Advertisements must be tailored to the level of the target audience, and should always be clear and easily understood. They must be non-discriminatory, and should avoid any gender or culturally specific language. To support this, the organization should include in the advert its statement of commitment to equal opportunities, which will underline the organization as one that will welcome applications from all sections of the community.
Consider the following factors in the advertisement:
• If the organization is well known, does it have a logo that could feature prominently in the advertisement? Make the advertisement consistent with the company image
• should the job title be the most prominent feature?
• Keep the text short and simple while giving the main aspects of the job, pay, career prospects, location, contract length
• Mention specific details - such as pay, qualifications and experience required - be given in a way which will reduce the number of unsuitable applications?
• Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate qualifications' which may discourage valid applications?
• Is the form of reply and the closing date for applications clear? Is there a contact name and phone number for further information and enquiries?
All advertisements should carry the same information, whether for internal or external use.
Application forms
Application forms can help the recruitment process by providing necessary and relevant information about the applicant and their skills. The design of the form needs to be realistic and straightforward, appropriate to the level of the job. Using application forms has the following advantages:
• Comparing like with like is easier. CVs can be time-consuming and may not provide the information required
• They provide the basis for an initial sift, and then for the interview
• The standard of completion can be a guide to the candidate's suitability, if writing and presentation skills are essential to the job; however, be aware of the possibility of disability discrimination
• They provide a record of qualifications, abilities and experience as stated by the applicant.
Care also needs to be taken over some less positive aspects of application forms:
• There is a temptation to use application forms to try to extract too much information, e.g. motives, values and personality characteristics. The form should concentrate on the experience, knowledge and competencies needed for the job
• some people may dislike filling in forms and so be put off applying for the job. Some very experienced people may find the form inadequate, whilst those with little in the way of qualifications or experience may be intimidated by large empty spaces on the form
• Application forms add another stage, and therefore more time, to the recruitment process. Some candidates may be lost if they can obtain work elsewhere more quickly
• Application forms may inadvertently be discriminatory. For instance, to require a form to be filled out 'in your own handwriting', where written English is not relevant to the job, may discriminate against those for whom English is not their first language, or who may not have well-developed literacy skills.
Any information such as title (marital status), ethnic origin or date of birth requested for monitoring purposes (e.g. for compliance with the legal requirements and codes of practice on race, sex, disability and age discrimination) should be clearly shown to be for this purpose only, and should be on a separate sheet or tear-off section. Such information need only be provided on a voluntary basis. Medical information should also be obtained separately and kept separate from the application form.
All applications should be promptly acknowledged.
Selecting the best candidate
Whatever form the applications take, there may be a need to separate them before moving on to the interview stage. Such a separation serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, such saperation should be undertaken by two or more people, and it should involve the direct line manager/supervisor as well as personnel. The separating stage can also help the organization by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organization. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the applicant.
Some jobs require medicals to be given at the commencement of employment, and employers may seek preliminary information on a separate medical questionnaire at the time of recruitment. This applies mainly in driving work and industries where there is an exposure to certain chemicals.
If your organization believes that pre-employment health screening is necessary, you must make sure it is carried out in a non-discriminatory way: for instance, do not single out disabled people for medical assessment. If a report from any individual’s doctor is sought, then permission must be given by the individual, and they have the right to see the report
The candidates who best match the specifications may then be invited for interview. The invitation letter should tell candidates that they should advise the organization in advance if any particular arrangements need to be made to accommodate them on arrival or during the interview; for instance, ramp access or lighting levels. The invitation letter should also clearly state whether the organization will pay the candidate’s reasonable travel expenses for the interview.
Who makes the decision?
In some companies there will be a personnel or human resource specialist who will undertake most of the separating and short listing. It is very important that the line manager/supervisor for the job also be involved, both at the job and person specification stage and at the interview stage. The final selection will thus normally be a joint decision, except in those very small companies where only a line manager/supervisor is available to do the recruitment of staff.
Gaining the commitment of the immediate manager/supervisor by involving them in the selection process can be vital to ensuring that the new employee is settled successfully into the organization. It may be useful both for the candidates to see the environment in which they would be working, and, if they are to be part of a team, for the current team members to meet the candidate.
Selection techniques
There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centers, role plays and team exercises, to name a few. Usually a range of methods will be used by the organization depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment.
Interviews
Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Every candidate should be offered the same opportunities to give the best presentation of themselves, to demonstrate their suitability and to ask questions of the interviewer.
A structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen.
Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation.
Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview.
All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best.
Preparing the interview
The interviewer should prepare by:
• Reading the application form, job and person specifications to identify areas which need further exploration or clarification
• Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, e.g. job knowledge, training, qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?'
* being ready for the candidates' questions, and trying to anticipate what additional information they may seek.
Conducting the interview
Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc.
If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may also prove valuable in offering an additional opportunity to assess the candidate’s interaction with possible colleagues.
Consider whether any adjustments need to be made to accommodate an interviewee who has indicated a disability on the application form - it is easy to overlook simple adjustments that may be reasonable to make:
• Candidates with hearing impairment may not only need to be able to clearly see the interviewer as they are talking, but may need communication support if they are not to be placed at a disadvantage
• Is there an alternative to steps for access to the building? Can the interview take place elsewhere, where access might be easier for someone with a physical disability?
It is common that both interviewer and candidate are nervous. Thorough preparation will help both of you. Be careful not to fill silences by talking too much - the aim of the interview is to draw information from the candidate to decide if they would suit the job. The candidate should do most of the talking.
Nevertheless, the interviewer will want to encourage candidates to relax and give of their best in what is, after all, a somewhat unnatural setting. It is important to keep the conversation flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview.
The following pointers may be helpful in conducting the interview:
• Introduce yourself (and other interviewers if present); this also gives the candidate time to settle down
• Give some background information about the organization and the job - this helps everyone to focus on the objective
• Structure the questions to cover all the relevant areas, and don't ask too many 'closed' questions. Open-ended questions (i.e. ones that can’t be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how'
• Avoid leading questions
• Listen, and make brief notes as necessary on salient points
• Have a time frame and keep to it, allowing sufficient time for candidates to ask any questions they might have
• Make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary
*Be careful to avoid inadvertent discrimination
• Tell the candidate what will happen next and when to expect to hear from the organization.
Practical tests
If the job involves practical skills, it may be appropriate to test for ability before or at the time of interview. This is generally acceptable for manual and word processing skills, but less useful for clerical and administrative posts. Telephone skills are increasingly in demand, and candidates for telesales/call centre work will almost invariably be asked to undertake a practical test. Any tests must, however, be free of bias and related to the necessary requirements of the job. Consideration in giving any tests must include the objectives of such a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the costs and benefits of such method.
Psychometric and psychological tests, including bio-data
There are numerous tests commercially available which can assist in measuring aspects of personality and intelligence such as reasoning, problem solving, decision making, interpersonal skills and confidence. Although many large organizations have used them for a number of years, they are not widely used, and some tests are considered controversial - for instance, those that assess personality. Any organization considering the use of psychometric or psychological tests should refer to the guides available, and make sure they have the need, skills and resources necessary.
Tests should never be used in isolation, or as the sole selection technique. Where a decision is made solely on the automatic processing of personal data, an applicant may require that the organization must reconsider any rejection or make a new decision on another basis.
Bio-data (short for biographical data), is a questionnaire format with multiple choice answers. The questions are of a biographical nature and answers are scored according to the scoring key developed by the employer. In general bio-data is successfully used only by really large employers, who have a large throughput of applicants. Use of bio-data, like other tests, needs careful control to avoid any possibility of discrimination or invasion of privacy.
Think carefully before using any test - is it actually necessary for the requirements of the job? Is the test relevant to the person/job specification? What is the company policy about using tests, storing results and giving feedback to the candidate? Marking criteria must be objective, and the record sheets should be retained for Data Protection.
Assessment centres, role plays and team exercises
Assessment centres are often used by large organizations making senior management or 'fast-stream' graduate appointments. Exercises, sole and group, may take place over a few days, normally in a residential setting. The individual may also be required to make presentations and to take part in role-plays or team events.
Making the decision
Decide whom to employ as soon as possible after the interview/test/assessment. Use of a structured scoring system helps here, particularly one that is based on the applicants' competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and 'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to oneself in the candidate). Structured scoring allows the organization to weight some elements or competencies if desired, and to compare a candidate's score with the job specification 'ideal' score - although care must be taken when considering the results that a high overall score doesn’t mask a low score in a crucial area.
Write up notes immediately after the interview - recording relevant answers and detail. This is not only for the decision-making process but also to provide feedback to the candidate if requested. which will enable the candidate to ask to see interview notes where they form part of a 'set' of information about the candidate - for instance, the application form, references received and so on, or the full personnel file if the candidate is already working for the organization..
Inform all the applicants of the outcome as soon as possible, whether successful or unsuccessful. Keep in touch if the decision is delayed.
Try to give positive feedback to unsuccessful candidates on any aspects they could reasonably improve for future success. It is sensible to maintain a favorable view of the organization among the applicants - there may be future job vacancies for which they would be suitable and for which you would wish them to apply. Failure to get one job does not necessarily mean unsuitability for other jobs with the organization. You may want to keep CVs or applications on file for future matching. Also bear in mind that applicants and their families may be your customers as well as potential employees, so it makes business sense to treat them fairly and courteously.
References and checking
State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities. Do not ask for personal information about the applicant. Remember too that completing a reference takes time and proper consideration, so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory.
The holding of particular qualifications, training or licenses may be important to the job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it is good employment practice to make sure the applicant knows, and that copies of any relevant documents will be held on their personnel file.
The timing of reference and qualification checks is variable. It is often the case that references are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary evidence of qualifications to the interview. Job offers are sometimes made 'subject to satisfactory references being received', but this is not advisable. The referee may simply fail to provide any kind of reference. There is no legal requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those grounds, the organization could face legal action by the applicant. The organization needs a policy of what to do in circumstances such as the non-supply of a reference - an initial 'probationary' period might be an acceptable way of proceeding.
The offer
Once the successful candidate is identified, and any necessary references and checks completed, send out an offer letter. This is preferable to telephoning the candidate, as a letter enables the specifics of the job to be re-stated, with the terms and conditions, any pre-conditions (e.g. subject to exam success), or post-conditions (e.g. subject to a satisfactory probation period).
Remember that the employment contract is a legal one, and exists even before the candidate has commenced employment. The offer letter should set out the following points:
• The job title and the offer of that job
• Any conditions (pre or post) that apply to the offer
• The terms of the offer - salary, hours, benefits, pension arrangements, holiday entitlement, place of employment, etc
• The date of starting, and any probationary period
• What action the candidate needs to take, e.g. returning a signed acceptance of the offer, agreement to references, any date constraints on acceptance
• If the letter is to form part of the contract of employment, it should say so. Alternatively it could form the main terms and conditions of employment - a written statement required by law to be issued to employees within two months of them starting work.
Preparing for the new employee
Once the candidate has accepted the job, the organization must then prepare for the new employee's arrival and induction. Failure to attend to this can create a poor impression and undo much of the positive view the candidate has gained throughout the recruitment and selection process. A good induction program reinforces positive first impressions and makes new employees feel welcome and ready to contribute fully.
Conclusion
Recruiting people with the right skills and qualities is essential for any organization if it is to maintain and improve its efficiency. Not only the personnel manager but also the line manager/supervisor has a part to play in the selection process. It is crucial that both these people have training to enable them to carry out their roles effectively.
Careful analysis of the job to be done, and of the competencies required to do it, is necessary if the right people are to be fitted into the right job.
Having selected the best candidate for the job, the next stage is to ensure that the new recruit is successfully integrated into the organization through a well planned induction program.
The benefits of a good induction program are a more settled employee, a more effective response to training, lower labour turnover, and improved industrial relations.
Job Profile:
Understanding the corporate product of the organization and the qualities in a person required to market these products
Designing a recruitment poster for the job
Visiting campuses of various Graduate and Post-graduate colleges and get the recruitment poster displayed on the notice board
Follow up with colleges for the candidates
Schedule the candidates for an interview and coordinate the same with the mentor
Taking first round of interview for the candidates and giving the feedback to the mentor for the same
Reviewing the corporate salary account forms for mistakes and stamping
Visiting the corporate office and coordinating for screening of candidates
Listing the requirements on websites i.e. Naukri and Monster
Short listing CV’s from the various available websites
Setting up a channel of Tele callers and Promoters for various branches
Understand the induction manual and make corrections if required
Maintain Records of Daily Sales Report (DSR) of the team
Providing the selected candidates with the joining kit and collect the same duly filled in by them
Visit the clients office with the team members and understand how to sell the product
Maintain record and database of the interviews conducted and the candidates selected or rejected
Coordinating with the placement coordinators of various management colleges for campus recruitments
The Learning:
Support of subordinates is a key to good work
There should be just one reporting mentor to avoid confusion
Stress is a part of the daily work
Always communicate with superiors incase of a problem
Structured interview is always better to get a better idea of the interviewee
The interviewer too is nervous at the time of interview
Quantum of work doesn’t matter but quality and the way you do it does
Ask for suggestions from superiors and others in the organization
Always refer CV thoroughly before starting an interview
Always take pride in associating yourself with the organization you work
Learn from your mistakes so that the same not repeated again
Understood the dealing of corporate salary accounts
Got an insight on the teams weekly review process
Understanding the psyche of an interviewer
Learnt the 14 principles of Management by Henry fayol in application
Importance of understanding the organization structure
Recommendations
Balance the authority and responsibility of the employees
Introduce employee recognition programs such as employee of the month or best performer of the week from each team as this will be a motivating factor for the employees
Maintain a right reporting structure in the organization
Detail induction program be designed for the new recruits as this will give them a clear idea of the organization
Maintain a healthy competition environment
Reduce the probationary period of the employees from 1 yr to 6 months
Review the pay scales of the employees with regard to the pay scales of the other organizations in the market
Increase the level of coordination and communication in order to avoid and communication gap
Internal politics is a part of every organization avoid being a victim of the same
Initiative should be take by the HR department to involve employees in the appraisal process
Incorporate 360 degree appraisal process in the system to maintain the transparency of the appraisals
Employees should be confirmed as soon as the probationary period is satisfactorily completed
Bibliography
Books –
Organizational Behavior – By Fred Luthans
Recruitment and selection – By ICFAI
Websites –
Google
Businessballs free online learning for careers, work, management, business training and education: find materials, articles, ideas, people and providers for teaching, career training, self-help, ethical business education and leadership; for personal
CIPD - The HR and development website
:: IDBI Bank Ltd ::
Introduction
IDBI (IDBI Ltd), the tenth largest development bank in the world has promoted world class institutions in India. A few of such institutions built by IDBI are The National Stock Exchange (NSE), The National Securities Depository Services Ltd.(NSDL), Stock Holding Corporation of India (SHCIL) etc. IDBI is a strategic investor in a plethora of institutions which have revolutionized the Indian Financial Markets.
IDBI promoted idbi bank to mark the formal foray of the IDBI Group into commercial Banking. This initiative has blossomed into a major success story. idbi bank, which began with an equity capital base of Rs.1000 million (Rs.800 million contributed by IDBI and Rs.200 million by SIDBI), commenced its first branch at Indore in November 1995. Thereafter in less than seven years the bank has attained a frontranking position in the Indian Banking Industry.
idbi bank successfully completed its public issue in February 99 which led to its paid-up capital expanding to Rs.1400 million. The promoters holding consequent to this public issue stood reduced to 71% with IDBI holding 57% and SIDBI 14% of the paid up capital of IDBI Bank. This is in line with the requirement of RBI which stipulates that eventually the promoters holding should be brought down to 40%.
The birth of idbi bank took place after RBI issued guidelines for entry of new private sector banks in January 93. Subsequently, IDBI as promoters sought permission to establish a commercial bank and retained KPMG a management consultant of international repute to prepare the groundwork for establishing a commercial Bank. The Reserve Bank of India conveyed it's in principle approval to establish idbi bank on February 11th, 1994. Thereafter the Bank was incorporated at Gwalior under Companies Act on 15th of September 1994 (Registration No. 10-08624 of 1994) with its Registered Office at Indore. The Certificate for Commencement of Business was received on 2nd of December 1994.
Strategic Initiatives
idbi bank has been a pioneer and an innovator at bringing state-of-the-art services to its customers.
It's the First Indian Bank to provide:
ATM Next - an information portal on ATMs
Instant Account Opening
Talking ATMs
GiftCard - the Prepaid GiftCard, a gift that cant go wrong
EasyFill - Instant Mobile Refill Service;
amongst many other services
idbi bank has a strategic alliance with Birla Sun Life Insurance, providing the best life insurance plans and products through select branches.
A key achievement for the Bank is that it has emerged as the Highest Distributor for two top Mutual Fund schemes consistently for the past six months, thereby demonstrating the strength of the Bank's distribution channel of TPD business.
The Bank also registered huge success as a collecting banker to several market IPOs that consequently leveraged the IPO Financing Business of the Bank.
idbi bank launched a strategic B2B E-Commerce platform with BPCL to facilitate on line payments from BPCL to its dealers, thereby enhancing corporate business through new-age technology and offering supply chain financing solutions.
Corporate Banking and Credit
idbi bank offers Total Banking Solutions to its corporate customers. Corporate Banking relationships are presently offered at 20 locations across the country.
Corporate Solutions are provided in:
• Structured Finance Solutions
• Fund based and non-fund based requirements of Corporate customers
• Cash management Services (payment and collections)
• Supply Chain Finance Solutions to complement the supply chain management efforts of corporates covering their suppliers and Dealers
• Tax collection facilities
• e-payment solutions to help companies and their clients for online settlement of transactions
• Trade Finance (Domestic and International)
• Treasury solutions and advisory services
• Investment Advisory services and MF distribution
The products are delivered through a large team of relationship managers, who provide single window support to corporates.
The Agri Business Group has recently been set up to identify opportunities for lending to the agri-sector and developing products, including structured solutions to tap the potential available in the rural sector.
The Value Chain Management Group offers supply chain finance solutions to corporates and offer special products like loan against credit card receivables and other products.
RECRUITMENT & SELECTION
INTRODUCTION
Recruitment and selection
Recruitment and selection is the process of identifying the need for a job, defining the requirements of the position and the job holder, advertising the position and choosing the most appropriate person for the job. Retention means ensuring that once the best person has been recruited, they stay with the business and are not “poached” by rival companies.
Undertaking this process is one of the main objectives of management. Indeed, the success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs. Employees should therefore be carefully selected, managed and retained, just like any other resource
The recruitment process
A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as:
• has the function changed?
• have work patterns, new technology or new products altered the job?
• are there any changes anticipated which will require different, more flexible skills from the jobholder?
Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organization or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes.
Writing a good job description or job specification helps in the process of analyzing the needs of the job.
Job description/job specification
This should detail the purpose, tasks and responsibilities of the job. A good job description should include:
• main purpose of the job - try to describe this in one sentence
• main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating', instead of vaguer terms like 'dealing with', 'in charge of'
• scope of the job - expanding on the main tasks and the importance of the job. Job importance can be indicated by giving information such as the number of people to be supervised, the degree of precision required and the value of any materials and equipment used.
A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person specification - a profile of the skills and aptitudes considered essential and desirable in the job-holder. It enables prospective applicants to assess themselves for the job and provides a benchmark for judging achievements.
Person specification
Drawing up the person specification allows the organization to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other
Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees.
Factors to consider when drawing up the specification include:
• Skills, knowledge, aptitudes directly related to the job
• The length and type of experience necessary
• The competencies necessary
• Education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (e.g. graduate trainees), when a higher level of education may be specified
• Any criteria relating to personal qualities or circumstances which must be essential and directly related to the job, and must be applied equally to all groups irrespective of age, sex, race, nationality, creed, disability, membership or non-membership of a trade union. To do otherwise is potentially discriminatory .
For instance, a clause requiring the successful candidate to move their place of work should be included only when absolutely necessary, as it is likely to discourage applicants with family care commitments. Whilst age discrimination is not presently unlawful, to impose age barriers will reduce the number of high quality applicants attracted by the vacancy. Since December 2003 it has been unlawful to discriminate against people at work in respect of religion or belief or sexual orientation. The Government plans to introduce similar protection in respect of age by 2006.
The person specification helps the selection and subsequent interview to operate in a systematic way, as bias-free as possible. The use of competency-based approaches can help by focusing on the 'match' between candidate and role, but they are best used where they are an integral part of the continuing assessment and development of staff.
Pay
After setting the job and the person specifications, consideration should be given to pay rates. Factors such as scales, grades and negotiated agreements, as well as market rates and skills shortages, may affect the wage or salary, and organizations should be aware of the requirements of equal pay and discrimination legislation. Unless there is a formal system for increments or length of service, paying the new employee a different rate from that paid to the preceding post holder may contravene the relevant legislation. Employers must also comply with the provisions of the National Minimum Wage Act 1998.
Attracting applicants
The search for suitable candidates now begins. The process of marketing needs to be undertaken carefully so as to ensure the best response at the least cost. The object is to get a good selection of good quality candidates. Possible methods to consider are:
• Internal Recruitment - This method can have the advantage of building on existing staff's skills and training, and provides opportunities for development and promotion. It is a good way to retain valuable employees whose skills can be further enhanced. Other advantages include the opportunity for staff to extend their competencies and skills to the benefit of both the organization and the individual, and the enhancement of individual motivation. Use of a consistent, clear, procedure, agreed jointly between employer and employees, has many advantages and avoids suspicion of favoritism
• Jobcentres of the Department for Work and Pensions - will display employers' vacancies and refer potential recruits. They also administer some of the Government training programs. The Disability Service Team staff at Jobcentres can help address the specific requirements of attracting disabled people
• Learning and Skills Council - may well have trained workers available through their recruitment service, and can tailor training to an employer's requirements
• Commercial Recruitment Agencies - often specialize in particular types of work, eg secretarial, office work, industrial, computing, and may already have potential applicants registered with them
• Executive Search Organizations - usually working in the higher management/specialist fields, will seek out suitable candidates working in other companies by direct approach, or via specialist advertising
• National Newspapers - advertising in the national press is expensive, but likely to produce a good response for particular, specialist vacancies. Remember too there are national ethnic group newspapers which will reach a wide audience
• Specialist and Professional Journals - less expensive than the national press, these journals can guarantee to reach the precise group of potential applicants for specialist and professional vacancies
• Internet - is beginning to emerge as a recruitment medium. It is mainly used for graduate-level and technical jobs because it tends to target a self-selected group who are computer literate and have access to the web at their place of study or work. Its use is likely to grow
• Local Newspapers, Radio - for less specialized jobs, or to target groups in a particular local area, advertisements in the local media may produce a good response
• Local Schools, Colleges and the Careers Service - maintaining contact with schools, colleges and careers advisers will ensure that the organization’s needs for school/college leavers with particular skills and abilities are known. It can be particularly useful to offer students the opportunity to spend some time at the company, on work experience, or 'shadowing'
• Word of Mouth - introduction via existing employees or through an employers' network. Whilst this may be economical, it is likely to lead to a much smaller pool of suitable applicants and does not normally satisfy equal opportunities requirements because any imbalance in the workforce may be perpetuated.
Once the recruitment channel or channels are decided, the next step is to consider:
• The design and content of any advertisement used
• How applicants are to respond - by application form, fax, telephone, in person at the organization or agency, by letter, by email on the internet or by tape
• who is to be responsible for sifting the applications? What is the selection process going to be?
• If interviews are to be held, when will they be and will everyone who needs to be involved be available?
• Are selection tests to be used? Is there the expertise to administer them and ensure they are non-discriminatory and appropriate?
• Are references/medicals to be requested?
• Are arrangements in hand to give prompt acknowledgement of applications received?
The advertisement
Any advertisement needs to be designed and presented effectively to ensure the right candidates are attracted. Look through national, local or professional papers and see what advertisements catch the eye. The newspaper office will often advise on suitable formats. Advertisements must be tailored to the level of the target audience, and should always be clear and easily understood. They must be non-discriminatory, and should avoid any gender or culturally specific language. To support this, the organization should include in the advert its statement of commitment to equal opportunities, which will underline the organization as one that will welcome applications from all sections of the community.
Consider the following factors in the advertisement:
• If the organization is well known, does it have a logo that could feature prominently in the advertisement? Make the advertisement consistent with the company image
• should the job title be the most prominent feature?
• Keep the text short and simple while giving the main aspects of the job, pay, career prospects, location, contract length
• Mention specific details - such as pay, qualifications and experience required - be given in a way which will reduce the number of unsuitable applications?
• Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate qualifications' which may discourage valid applications?
• Is the form of reply and the closing date for applications clear? Is there a contact name and phone number for further information and enquiries?
All advertisements should carry the same information, whether for internal or external use.
Application forms
Application forms can help the recruitment process by providing necessary and relevant information about the applicant and their skills. The design of the form needs to be realistic and straightforward, appropriate to the level of the job. Using application forms has the following advantages:
• Comparing like with like is easier. CVs can be time-consuming and may not provide the information required
• They provide the basis for an initial sift, and then for the interview
• The standard of completion can be a guide to the candidate's suitability, if writing and presentation skills are essential to the job; however, be aware of the possibility of disability discrimination
• They provide a record of qualifications, abilities and experience as stated by the applicant.
Care also needs to be taken over some less positive aspects of application forms:
• There is a temptation to use application forms to try to extract too much information, e.g. motives, values and personality characteristics. The form should concentrate on the experience, knowledge and competencies needed for the job
• some people may dislike filling in forms and so be put off applying for the job. Some very experienced people may find the form inadequate, whilst those with little in the way of qualifications or experience may be intimidated by large empty spaces on the form
• Application forms add another stage, and therefore more time, to the recruitment process. Some candidates may be lost if they can obtain work elsewhere more quickly
• Application forms may inadvertently be discriminatory. For instance, to require a form to be filled out 'in your own handwriting', where written English is not relevant to the job, may discriminate against those for whom English is not their first language, or who may not have well-developed literacy skills.
Any information such as title (marital status), ethnic origin or date of birth requested for monitoring purposes (e.g. for compliance with the legal requirements and codes of practice on race, sex, disability and age discrimination) should be clearly shown to be for this purpose only, and should be on a separate sheet or tear-off section. Such information need only be provided on a voluntary basis. Medical information should also be obtained separately and kept separate from the application form.
All applications should be promptly acknowledged.
Selecting the best candidate
Whatever form the applications take, there may be a need to separate them before moving on to the interview stage. Such a separation serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, such saperation should be undertaken by two or more people, and it should involve the direct line manager/supervisor as well as personnel. The separating stage can also help the organization by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organization. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the applicant.
Some jobs require medicals to be given at the commencement of employment, and employers may seek preliminary information on a separate medical questionnaire at the time of recruitment. This applies mainly in driving work and industries where there is an exposure to certain chemicals.
If your organization believes that pre-employment health screening is necessary, you must make sure it is carried out in a non-discriminatory way: for instance, do not single out disabled people for medical assessment. If a report from any individual’s doctor is sought, then permission must be given by the individual, and they have the right to see the report
The candidates who best match the specifications may then be invited for interview. The invitation letter should tell candidates that they should advise the organization in advance if any particular arrangements need to be made to accommodate them on arrival or during the interview; for instance, ramp access or lighting levels. The invitation letter should also clearly state whether the organization will pay the candidate’s reasonable travel expenses for the interview.
Who makes the decision?
In some companies there will be a personnel or human resource specialist who will undertake most of the separating and short listing. It is very important that the line manager/supervisor for the job also be involved, both at the job and person specification stage and at the interview stage. The final selection will thus normally be a joint decision, except in those very small companies where only a line manager/supervisor is available to do the recruitment of staff.
Gaining the commitment of the immediate manager/supervisor by involving them in the selection process can be vital to ensuring that the new employee is settled successfully into the organization. It may be useful both for the candidates to see the environment in which they would be working, and, if they are to be part of a team, for the current team members to meet the candidate.
Selection techniques
There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centers, role plays and team exercises, to name a few. Usually a range of methods will be used by the organization depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment.
Interviews
Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Every candidate should be offered the same opportunities to give the best presentation of themselves, to demonstrate their suitability and to ask questions of the interviewer.
A structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen.
Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation.
Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview.
All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best.
Preparing the interview
The interviewer should prepare by:
• Reading the application form, job and person specifications to identify areas which need further exploration or clarification
• Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, e.g. job knowledge, training, qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?'
* being ready for the candidates' questions, and trying to anticipate what additional information they may seek.
Conducting the interview
Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc.
If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may also prove valuable in offering an additional opportunity to assess the candidate’s interaction with possible colleagues.
Consider whether any adjustments need to be made to accommodate an interviewee who has indicated a disability on the application form - it is easy to overlook simple adjustments that may be reasonable to make:
• Candidates with hearing impairment may not only need to be able to clearly see the interviewer as they are talking, but may need communication support if they are not to be placed at a disadvantage
• Is there an alternative to steps for access to the building? Can the interview take place elsewhere, where access might be easier for someone with a physical disability?
It is common that both interviewer and candidate are nervous. Thorough preparation will help both of you. Be careful not to fill silences by talking too much - the aim of the interview is to draw information from the candidate to decide if they would suit the job. The candidate should do most of the talking.
Nevertheless, the interviewer will want to encourage candidates to relax and give of their best in what is, after all, a somewhat unnatural setting. It is important to keep the conversation flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview.
The following pointers may be helpful in conducting the interview:
• Introduce yourself (and other interviewers if present); this also gives the candidate time to settle down
• Give some background information about the organization and the job - this helps everyone to focus on the objective
• Structure the questions to cover all the relevant areas, and don't ask too many 'closed' questions. Open-ended questions (i.e. ones that can’t be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how'
• Avoid leading questions
• Listen, and make brief notes as necessary on salient points
• Have a time frame and keep to it, allowing sufficient time for candidates to ask any questions they might have
• Make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary
*Be careful to avoid inadvertent discrimination
• Tell the candidate what will happen next and when to expect to hear from the organization.
Practical tests
If the job involves practical skills, it may be appropriate to test for ability before or at the time of interview. This is generally acceptable for manual and word processing skills, but less useful for clerical and administrative posts. Telephone skills are increasingly in demand, and candidates for telesales/call centre work will almost invariably be asked to undertake a practical test. Any tests must, however, be free of bias and related to the necessary requirements of the job. Consideration in giving any tests must include the objectives of such a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the costs and benefits of such method.
Psychometric and psychological tests, including bio-data
There are numerous tests commercially available which can assist in measuring aspects of personality and intelligence such as reasoning, problem solving, decision making, interpersonal skills and confidence. Although many large organizations have used them for a number of years, they are not widely used, and some tests are considered controversial - for instance, those that assess personality. Any organization considering the use of psychometric or psychological tests should refer to the guides available, and make sure they have the need, skills and resources necessary.
Tests should never be used in isolation, or as the sole selection technique. Where a decision is made solely on the automatic processing of personal data, an applicant may require that the organization must reconsider any rejection or make a new decision on another basis.
Bio-data (short for biographical data), is a questionnaire format with multiple choice answers. The questions are of a biographical nature and answers are scored according to the scoring key developed by the employer. In general bio-data is successfully used only by really large employers, who have a large throughput of applicants. Use of bio-data, like other tests, needs careful control to avoid any possibility of discrimination or invasion of privacy.
Think carefully before using any test - is it actually necessary for the requirements of the job? Is the test relevant to the person/job specification? What is the company policy about using tests, storing results and giving feedback to the candidate? Marking criteria must be objective, and the record sheets should be retained for Data Protection.
Assessment centres, role plays and team exercises
Assessment centres are often used by large organizations making senior management or 'fast-stream' graduate appointments. Exercises, sole and group, may take place over a few days, normally in a residential setting. The individual may also be required to make presentations and to take part in role-plays or team events.
Making the decision
Decide whom to employ as soon as possible after the interview/test/assessment. Use of a structured scoring system helps here, particularly one that is based on the applicants' competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and 'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to oneself in the candidate). Structured scoring allows the organization to weight some elements or competencies if desired, and to compare a candidate's score with the job specification 'ideal' score - although care must be taken when considering the results that a high overall score doesn’t mask a low score in a crucial area.
Write up notes immediately after the interview - recording relevant answers and detail. This is not only for the decision-making process but also to provide feedback to the candidate if requested. which will enable the candidate to ask to see interview notes where they form part of a 'set' of information about the candidate - for instance, the application form, references received and so on, or the full personnel file if the candidate is already working for the organization..
Inform all the applicants of the outcome as soon as possible, whether successful or unsuccessful. Keep in touch if the decision is delayed.
Try to give positive feedback to unsuccessful candidates on any aspects they could reasonably improve for future success. It is sensible to maintain a favorable view of the organization among the applicants - there may be future job vacancies for which they would be suitable and for which you would wish them to apply. Failure to get one job does not necessarily mean unsuitability for other jobs with the organization. You may want to keep CVs or applications on file for future matching. Also bear in mind that applicants and their families may be your customers as well as potential employees, so it makes business sense to treat them fairly and courteously.
References and checking
State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities. Do not ask for personal information about the applicant. Remember too that completing a reference takes time and proper consideration, so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory.
The holding of particular qualifications, training or licenses may be important to the job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it is good employment practice to make sure the applicant knows, and that copies of any relevant documents will be held on their personnel file.
The timing of reference and qualification checks is variable. It is often the case that references are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary evidence of qualifications to the interview. Job offers are sometimes made 'subject to satisfactory references being received', but this is not advisable. The referee may simply fail to provide any kind of reference. There is no legal requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those grounds, the organization could face legal action by the applicant. The organization needs a policy of what to do in circumstances such as the non-supply of a reference - an initial 'probationary' period might be an acceptable way of proceeding.
The offer
Once the successful candidate is identified, and any necessary references and checks completed, send out an offer letter. This is preferable to telephoning the candidate, as a letter enables the specifics of the job to be re-stated, with the terms and conditions, any pre-conditions (e.g. subject to exam success), or post-conditions (e.g. subject to a satisfactory probation period).
Remember that the employment contract is a legal one, and exists even before the candidate has commenced employment. The offer letter should set out the following points:
• The job title and the offer of that job
• Any conditions (pre or post) that apply to the offer
• The terms of the offer - salary, hours, benefits, pension arrangements, holiday entitlement, place of employment, etc
• The date of starting, and any probationary period
• What action the candidate needs to take, e.g. returning a signed acceptance of the offer, agreement to references, any date constraints on acceptance
• If the letter is to form part of the contract of employment, it should say so. Alternatively it could form the main terms and conditions of employment - a written statement required by law to be issued to employees within two months of them starting work.
Preparing for the new employee
Once the candidate has accepted the job, the organization must then prepare for the new employee's arrival and induction. Failure to attend to this can create a poor impression and undo much of the positive view the candidate has gained throughout the recruitment and selection process. A good induction program reinforces positive first impressions and makes new employees feel welcome and ready to contribute fully.
Conclusion
Recruiting people with the right skills and qualities is essential for any organization if it is to maintain and improve its efficiency. Not only the personnel manager but also the line manager/supervisor has a part to play in the selection process. It is crucial that both these people have training to enable them to carry out their roles effectively.
Careful analysis of the job to be done, and of the competencies required to do it, is necessary if the right people are to be fitted into the right job.
Having selected the best candidate for the job, the next stage is to ensure that the new recruit is successfully integrated into the organization through a well planned induction program.
The benefits of a good induction program are a more settled employee, a more effective response to training, lower labour turnover, and improved industrial relations.
Job Profile:
Understanding the corporate product of the organization and the qualities in a person required to market these products
Designing a recruitment poster for the job
Visiting campuses of various Graduate and Post-graduate colleges and get the recruitment poster displayed on the notice board
Follow up with colleges for the candidates
Schedule the candidates for an interview and coordinate the same with the mentor
Taking first round of interview for the candidates and giving the feedback to the mentor for the same
Reviewing the corporate salary account forms for mistakes and stamping
Visiting the corporate office and coordinating for screening of candidates
Listing the requirements on websites i.e. Naukri and Monster
Short listing CV’s from the various available websites
Setting up a channel of Tele callers and Promoters for various branches
Understand the induction manual and make corrections if required
Maintain Records of Daily Sales Report (DSR) of the team
Providing the selected candidates with the joining kit and collect the same duly filled in by them
Visit the clients office with the team members and understand how to sell the product
Maintain record and database of the interviews conducted and the candidates selected or rejected
Coordinating with the placement coordinators of various management colleges for campus recruitments
The Learning:
Support of subordinates is a key to good work
There should be just one reporting mentor to avoid confusion
Stress is a part of the daily work
Always communicate with superiors incase of a problem
Structured interview is always better to get a better idea of the interviewee
The interviewer too is nervous at the time of interview
Quantum of work doesn’t matter but quality and the way you do it does
Ask for suggestions from superiors and others in the organization
Always refer CV thoroughly before starting an interview
Always take pride in associating yourself with the organization you work
Learn from your mistakes so that the same not repeated again
Understood the dealing of corporate salary accounts
Got an insight on the teams weekly review process
Understanding the psyche of an interviewer
Learnt the 14 principles of Management by Henry fayol in application
Importance of understanding the organization structure
Recommendations
Balance the authority and responsibility of the employees
Introduce employee recognition programs such as employee of the month or best performer of the week from each team as this will be a motivating factor for the employees
Maintain a right reporting structure in the organization
Detail induction program be designed for the new recruits as this will give them a clear idea of the organization
Maintain a healthy competition environment
Reduce the probationary period of the employees from 1 yr to 6 months
Review the pay scales of the employees with regard to the pay scales of the other organizations in the market
Increase the level of coordination and communication in order to avoid and communication gap
Internal politics is a part of every organization avoid being a victim of the same
Initiative should be take by the HR department to involve employees in the appraisal process
Incorporate 360 degree appraisal process in the system to maintain the transparency of the appraisals
Employees should be confirmed as soon as the probationary period is satisfactorily completed
Bibliography
Books –
Organizational Behavior – By Fred Luthans
Recruitment and selection – By ICFAI
Websites –
Businessballs free online learning for careers, work, management, business training and education: find materials, articles, ideas, people and providers for teaching, career training, self-help, ethical business education and leadership; for personal
CIPD - The HR and development website
:: IDBI Bank Ltd ::
HemantPoddar
New member
Good & useful piece of information about Max New Yotk Life Insurance
vikram chawla
Vikram Chawla
Kindly refer to the newbie guide to management paradise:
http://www.managementparadise.com/f...bies-pictorial-guide-management-paradise.html
Nimesh Thaker
Nimesh Thaker
Hi,
Unable to open the file..I guess it is corrupted.. Request you to re-upload this page please
Unable to open the file..I guess it is corrupted.. Request you to re-upload this page please
niravpanchal
New member
very nice 
please send this to me asap plz
please send this to me asap plz