Description
This very first point, clarifies to the recruiter, for which required position, the candidate is needed. The recruiter then make use of the data that is available to him, or creates new data of the candidates
Project Report
On
Recruitment and Selection Process: A
Comparison between a Manufacturing and
Services sector.
Submitted in the partial fulfillment of the requirement for the award of degree of
Masters of Business Administration
In
Human Resources & Marketing
Under The Guidance of Submitted by
Ms. Tejbir aur
!us!boo Sind!u "#$%$$&'()
Department of Business Administration
Lovely Professional University
Phagwara!"# "#!$ Pun%ab &'ndia(
)*+T',')AT*
This is to certif that the pro!ect report entitled “Recruitment and Selection
Process: A Comparison between Manufacturing and Services sector”submitted
b Ms. Kusboo Sindu is a bonafide piece of work conducted under m direct
super"ision & guidance# $o part of this work has been submitted for an other
degree of an other uni"ersit# The data sources ha"e been dul acknowledged# It
ma be considered for e"aluation in partial fulfilment of the requirement for the
award of degree of Master of Business Administration#
%ate& August '()' Ms# Te!bir *aur
+ecturer
AC*O+,-./-M-*T
0Ac1nowledging t!e debt is not eas2 for us as we are indebted to
so man2 people3.
4 ta1e t!is opportunit2 in e5pressing t!e fact t!at t!is project
report is t!e result of incredible amount of encouragement6 co7
operation6 and moral support t!at 4 !ave received from ot!ers.
,ords alone cannot e-press m deep sense of gratitude to Mr. Ra!eev "att # who
pro"ided me an opportunit to be a part of $.+ for m training# Their "aluable
guidance & support made this pro!ect work an enlightening educational
e-perience#
I would also like to e-press m gratitude from the core of m heart to m Mentor
Ms# Te!bir *aur# who helped me in coordinating m entire pro!ect# Their
consistent support and cooperation showed the wa towards the successful
completion of pro!ect#
I would like to e-press m deep sense of gratitude to all the members of
/obachie"ers0 who directl or indirectl helped me during m pro!ect work#
-hushboo Sindhu
R$CR%&'M$(' A() S$*$C'&+( PR+C$SS:
CAS$ +, C+MPAR&S+( &( R$CR%&'M$(' PR+C$SS +, K%)+S
C-$M&CA* *&M&'$).manufacturing/ and 0&RASA'1$1
K-A*SA.services/.
Abstract& In this research paper0 a stud hs been made on the recruitment and selection processes
between the two different sectors0 i#e1 Manufacturing sector and Ser"ices sector# The stud
indicates "arious techniques used b the two companies0 that is0 *udos 2hemical +imited0 that is
a manufacturing compan and 3irasat4e4*halsa which belongs to the ser"ices sector# The stud
made under obser"ation comprises of the ser"ices and guidance of a recruitment agenc called
/obachie"ers0 that is functioning from its office at 2handigarh0 to pro"ide !ob opportunities to the
dser"ing candidates0 in mostl areas in 5un!ab#
&nde2 'erms& Recruitment0 Selection
3/ &('R+)%C'&+(
The two companies undertaken in the pro!ect stud comprises of a manufacturing firm named
K%)+S C-$M&CA* *&M&'$) and a ser"icing unit named 0&RASA'1$1K-A*SA. The
former is ha"ing a chemical base and is in the business of manufacturing 6caffeine7#
The latter is a ser"ice unit0 ha"ing the structure of a theme museum0 in which the culture of
5un!ab has been depicted in a "ersatile manner# Both of the companies need an adequate base of
emploees0 who can carr out the "arious functions int the firms# %ue to the different nature of
the working aspects of these two firms0 the recruitment and the selection process of both the
firms are entirel different#
The onl area in which the recruitment process of these two firms concides is that both the firms
seeks out the help of recruitment agencies to find the appropriate and deser"ing candidates for
their firms# The pro!ect report0 hereb0 includes m work at such a recruitment agenc named
64+"AC-&$0$RS7 under which I studied the recruitment and selection processes of "arious
firms and prepared m pro!ect report on the comparison between the recruitment and selection
process of a manufacturing firm and a ser"ice firm#
The process of recruitment begins with the sending of the 6/ob description7 b the compan# The
!ob description is comprising of the following requirements&
3/ Position vacant
This "er first point0 clarifies to the recruiter0 for which required position0 the candidate is
needed# The recruiter then make use of the data that is a"ailable to him0 or creates new data of
the candidates# Since I undergone the training in a !ob consultanc0 there was pre4recorded data
alread a"ailable# Thus0 the recruiter can contact the person and can make him attend the
scheduled inter"iew for the required post#
5/ $2amining te 4ob description
The /ob description pro"ided b the compan tells the recruiter0 the complete insight of the
position "acant and also pro"ides the knowledge of what the compan is seeking in the required
candidate# 8nderstanding the complete /% 9/ob description: onl can help the recruiter to mo"e
to the ne-t step# If the recruiter fails to understand the need of the compan from the /%
pro"ided0 then all of the steps undertaken b the recruiter would turn out to be a failure#
6/ ,inding te re7uired candidate
The ma!or work of the recruiter begins here# The companies are loaded with man
responsibilities0 due to which the put the pressure of the recruitment and selection of the
required candidates on a !ob consultanc firm# Since these firms basicall0 are into the business
of recruiting onl0 so the are ha"ing much broader aspect and determination for the access and
selection of the !ob seekers0 plus the !ob pro"iders#
Here0 there are some ma!or tools that a recruiter put to use to0 in order to generate new data0
which comprises of the required candidates rele"ant to the gi"en !ob description#
64+" P+R'A*S”# usuall called 65;RTA+S70 in midst of recruiters0 are the ma!or source of
pro"iding the data required for the relati"e !ob description# The recruiter ha"e the access to these
portals0 b paing an amount to these portals# These portals contains the data of candidates from
almost e"er part of the world0 ranging from a wider aspect of qualifications and e-periences#
These !ob portals ha"e some "er famous names among them# 6(A%KR&.C+M”#
6SHI$s work profile and the satisfaction
le"el of his@her !ob there# This is due to the reason0 because in case if the candidate quits the !ob
in the probation period or within E months0 then the agenc has to re4recruit another candidate at
the same place0 keeping in mind the 6Replacement 5olic7#
Thus0 the training and the de"elopment of the newl hired emploee0 is bkept on record b both
the recruitment agenc as well as the organiBation#
E#D: &('$R0&$> C+()%C'&+(
Inter"iews are the most popular methods for obtaining !ob4related information# The ma range
from completel unstructured inter"iews to highl structured ones in which !ob analsts follow
detailed questionnaires in asking their questions# 9Reference& Human Resource Management0 ))
th
edition0 ch A:
Inter"iew conduction0 is a point of differentiation0 because of its mode of conduct and b whom
the inter"iew is being conducted# In this stud0 this point came under obser"ation due to the
following two points&
a/ Mode +f Conduct
The mode of conduction of the inter"iew is again of two tpes& Structured and 8nstructured
Inter"iew#
8nstructured Inter"iew is an unstructured con"ersational4stle inter"iew in which the inter"iewer
pursues points of interest as te come up in response to questions# In these inter"iews0 the
managers do not follow a set pattern
8nlike the unstructured inter"iews0 the structure d inter"iews are ha"ing a set pattern0 that is the
inter"iew follows a sequence of questions# These are such kind of inter"iews that are based on
carefull selected !ob4oriented questions with predetermined answers that inter"iewers ask of all
applicants#
$ow0 mentioning this point was the main cause of understanding the differentiation of it# In
*udos chemical +imited0 the inter"iew approach shifts from unstructured to structed0 depending
on the need of the !ob4profile of the candidate# s
management0 can be asked in the beginning of the inter"iew#
This is how0 the inter"iew>s mode of conduct is important#
b/ Panel of interviewers
This point differentiates the inter"iew mode in such a manner0 that the differentiation could be
done at this point#
In *udos 2hemical +imited0 generall the inter"iew is taken b the HR manager of the compan#
Since0 the HR department of the compan is quite broad and efficient0 thus the team of members
of the department0 are sometimes in the panel made for the inter"iew purpose# The compan
gi"es the recruiter0 the authorit to conduct a screening of the candidates prior to the inter"iew#
Thus the recruiter at first0 ha"e to short list "arious candidate on the basis of their qualification
and e-perience0 and then also ha"e to conduct a short screening based upon the field to which the
candidates belong#
The candidates are asked questions about their code of conduct in the pre"ious compan0 if the
ha"e worked somewhere else before# Also0 the recruiter asks question checking the stabilit of
the candidate0 that is0 whether the candidate is ha"ing a positi"e attitude towards the !ob or
he@she is !ust doing the !ob for mone purpose0 because such a candidate would not be loal to
the compan0 as per ther compan norms#
After the screening of the candidates0 the recruiter sends the deser"ing candidates to the
compan for the final inter"iew purpose# The compan has its full team of HR department who
are in the process of recruitment and selection and handles the inter"iews of the shortlisted
candidates "er effecti"el accoding to their needs and skills required int the candidates#
After the selection of the candidates0 the information is sent back to the recruiter about how
man of the shortlisted candidates are selected and the amount incurred b the recruitment
compan is being gi"en to them b the compan#
E#H: )$S&s 9/ob %escription: to the recruiter0 the organiBations
also mentions the initial pa packages that has to be offered to the deser"ing candidates# It is
mentioned in the norms of the organiBation0 what salar has to be gi"en to the emploees
according to their qualification and e-periences#
There are some special norms of the organiBation according to which the salaries of the
emploees has been decided b the HR %epartment of the organiBation0 keeping in mind the
legal compliance of the compan# The HR department mentions the salar packages that has to
be gi"en to the emploees of "arious scales and e-periences#
The recruiter0 while inter"iewing the candidates0 keep in mind the salar norms# If the recruiter
after inter"iewing the candidate0 finds him@her eligible for the required !ob0 then the last step is
to discuss the /ob location and the salr packages# The recruiter has to offer the candidate the set
amount of salar package that comes along with the /% sent to him b the organiBation itself#
$ow0 again according to the qualification and e-perience of the emploee0 the salar gets
changed#
$ow0 being a go"ernmental !ob in the ser"ices sector0 the initial salar of the emploee ranges
from 'Gk to E(k0 initiall# The emploees has to deal with the people ranging from local to
important delegations# That>s wh0 the emploees has to be "er good at public relations and
know "er proficientl0 how to deal with different kinds of people#
$ow0 as ob"ious0 since the Heritage comple- is in 5un!ab0 depicting the culture and religion of
5un!ab0 so it is required that the emploees must be able to communicate with the people in
different languages0 be it s name and date of !oining of the !ob is then sent to the recruitment
agenc9/obachie"ers0 in this case:# The compan then pro"ide the agenc with the amount that
has to be submitted to the agenc as their fee for the work#
After that0 the agenc also keeps a record of the candidate>s work profile and the satisfaction
le"el of his@her !ob there# This is due to the reason0 because in case if the candidate quits the !ob
in the probation period or within E months0 then the agenc has to re4recruit another candidate at
the same place0 keeping in mind the 6Replacement 5olic7#
Thus0 the training and the de"elopment of the newl hired emploee0 is bkept on record b both
the recruitment agenc as well as the organiBation#
G#D: &('$R0&$> C+()%C'&+(
Inter"iews are the most popular methods for obtaining !ob4related information# The ma range
from completel unstructured inter"iews to highl structured ones in which !ob analsts follow
detailed questionnaires in asking their questions# 9Reference& Human Resource Management0 ))
th
edition0 ch A:
Inter"iew conduction0 is a point of differentiation0 because of its mode of conduct and b whom
the inter"iew is being conducted# In this stud0 this point came under obser"ation due to the
following two points&
a/ Mode +f Conduct
The mode of conduction of the inter"iew is again of two tpes& Structured and 8nstructured
Inter"iew#
8nstructured Inter"iew is an unstructured con"ersational4stle inter"iew in which the inter"iewer
pursues points of interest as te come up in response to questions# In these inter"iews0 the
managers do not follow a set pattern
8nlike the unstructured inter"iews0 the structure d inter"iews are ha"ing a set pattern0 that is the
inter"iew follows a sequence of questions# These are such kind of inter"iews that are based on
carefull selected !ob4oriented questions with predetermined answers that inter"iewers ask of all
applicants#
$ow talking about 3irasat4e4*halsa0 the mode of conducting the inter"iew is totall Structured0
that is the inter"iewer follows a set pattern of questions and follows the rules of the inter"iew
processing in a structured wa# Since0 the inter"iew conduction is ha"ing the set questions and
the inter"iewer is also ha"ing the predetermined answers to a specific question that is to be asked
b him# So0 th e inter"iew goes on in a complete structured manner#
a/ Panel of interviewers
This point differentiates the inter"iew mode in such a manner0 that the differentiation could be
done at this point#
8nlike *udos chemical +imited0 3irasat4e4*halsa is ha"ing the inter"iewers from the rank of
IAS designations# Since the !ob profile of the candidates to be emploed for the !ob is to deal
with the local people to the officials of quite higher ranks# So the final inter"iew of the deser"ing
candidates who has been sent b the recruiter after the screening0 is usuall taken b the people
of IAS designations#
The candidates are asked questions about their code of conduct in the pre"ious compan0 if the
ha"e worked somewhere else before# Also0 the recruiter asks question checking the stabilit of
the candidate0 that is0 whether the candidate is ha"ing a positi"e attitude towards the !ob or
he@she is !ust doing the !ob for mone purpose0 because such a candidate would not be loal to
the compan0 as per ther compan norms#
After the selection of the candidates0 the information is sent back to the recruiter about how
man of the shortlisted candidates are selected and the amount incurred b the recruitment
compan is being gi"en to them b the compan#
9.A/ )$S&s econom# Although losing !obs
hurts the econom because more citiBens become unemploed0 the cheaper prices allows
customers to purchase more products and ser"ices which helps to rebuild an econom#
In all cases0 outsourcing success depends on three factors& e-ecuti"e4le"el support in the client
organiBation for the outsourcing mission1 ample communication to affected emploees1 and the
clientOs abilit to manage its ser"ice pro"iders# The outsourcing professionals in charge of the
work on both the client and pro"ider sides need a combination of skills in such areas as
negotiation0 communication0 pro!ect management0 the abilit to understand the terms and
conditions of the contracts and ser"ice le"el agreements 9S+As:0 and0 abo"e all0 the willingness
to be fle-ible as business needs change#
The challenges of outsourcing become especiall acute when the work is being done in a
different countr 9offshored:0 since that in"ol"es language0 cultural and time Bone differences#
The recruitment agenc0 in which I worked0 that is0 4obacievers0 is ha"ing a tie4up with an
another recruitment agenc named as
This very first point, clarifies to the recruiter, for which required position, the candidate is needed. The recruiter then make use of the data that is available to him, or creates new data of the candidates
Project Report
On
Recruitment and Selection Process: A
Comparison between a Manufacturing and
Services sector.
Submitted in the partial fulfillment of the requirement for the award of degree of
Masters of Business Administration
In
Human Resources & Marketing
Under The Guidance of Submitted by
Ms. Tejbir aur
!us!boo Sind!u "#$%$$&'()
Department of Business Administration
Lovely Professional University
Phagwara!"# "#!$ Pun%ab &'ndia(
)*+T',')AT*
This is to certif that the pro!ect report entitled “Recruitment and Selection
Process: A Comparison between Manufacturing and Services sector”submitted
b Ms. Kusboo Sindu is a bonafide piece of work conducted under m direct
super"ision & guidance# $o part of this work has been submitted for an other
degree of an other uni"ersit# The data sources ha"e been dul acknowledged# It
ma be considered for e"aluation in partial fulfilment of the requirement for the
award of degree of Master of Business Administration#
%ate& August '()' Ms# Te!bir *aur
+ecturer
AC*O+,-./-M-*T
0Ac1nowledging t!e debt is not eas2 for us as we are indebted to
so man2 people3.
4 ta1e t!is opportunit2 in e5pressing t!e fact t!at t!is project
report is t!e result of incredible amount of encouragement6 co7
operation6 and moral support t!at 4 !ave received from ot!ers.
,ords alone cannot e-press m deep sense of gratitude to Mr. Ra!eev "att # who
pro"ided me an opportunit to be a part of $.+ for m training# Their "aluable
guidance & support made this pro!ect work an enlightening educational
e-perience#
I would also like to e-press m gratitude from the core of m heart to m Mentor
Ms# Te!bir *aur# who helped me in coordinating m entire pro!ect# Their
consistent support and cooperation showed the wa towards the successful
completion of pro!ect#
I would like to e-press m deep sense of gratitude to all the members of
/obachie"ers0 who directl or indirectl helped me during m pro!ect work#
-hushboo Sindhu
R$CR%&'M$(' A() S$*$C'&+( PR+C$SS:
CAS$ +, C+MPAR&S+( &( R$CR%&'M$(' PR+C$SS +, K%)+S
C-$M&CA* *&M&'$).manufacturing/ and 0&RASA'1$1
K-A*SA.services/.
Abstract& In this research paper0 a stud hs been made on the recruitment and selection processes
between the two different sectors0 i#e1 Manufacturing sector and Ser"ices sector# The stud
indicates "arious techniques used b the two companies0 that is0 *udos 2hemical +imited0 that is
a manufacturing compan and 3irasat4e4*halsa which belongs to the ser"ices sector# The stud
made under obser"ation comprises of the ser"ices and guidance of a recruitment agenc called
/obachie"ers0 that is functioning from its office at 2handigarh0 to pro"ide !ob opportunities to the
dser"ing candidates0 in mostl areas in 5un!ab#
&nde2 'erms& Recruitment0 Selection
3/ &('R+)%C'&+(
The two companies undertaken in the pro!ect stud comprises of a manufacturing firm named
K%)+S C-$M&CA* *&M&'$) and a ser"icing unit named 0&RASA'1$1K-A*SA. The
former is ha"ing a chemical base and is in the business of manufacturing 6caffeine7#
The latter is a ser"ice unit0 ha"ing the structure of a theme museum0 in which the culture of
5un!ab has been depicted in a "ersatile manner# Both of the companies need an adequate base of
emploees0 who can carr out the "arious functions int the firms# %ue to the different nature of
the working aspects of these two firms0 the recruitment and the selection process of both the
firms are entirel different#
The onl area in which the recruitment process of these two firms concides is that both the firms
seeks out the help of recruitment agencies to find the appropriate and deser"ing candidates for
their firms# The pro!ect report0 hereb0 includes m work at such a recruitment agenc named
64+"AC-&$0$RS7 under which I studied the recruitment and selection processes of "arious
firms and prepared m pro!ect report on the comparison between the recruitment and selection
process of a manufacturing firm and a ser"ice firm#
The process of recruitment begins with the sending of the 6/ob description7 b the compan# The
!ob description is comprising of the following requirements&
3/ Position vacant
This "er first point0 clarifies to the recruiter0 for which required position0 the candidate is
needed# The recruiter then make use of the data that is a"ailable to him0 or creates new data of
the candidates# Since I undergone the training in a !ob consultanc0 there was pre4recorded data
alread a"ailable# Thus0 the recruiter can contact the person and can make him attend the
scheduled inter"iew for the required post#
5/ $2amining te 4ob description
The /ob description pro"ided b the compan tells the recruiter0 the complete insight of the
position "acant and also pro"ides the knowledge of what the compan is seeking in the required
candidate# 8nderstanding the complete /% 9/ob description: onl can help the recruiter to mo"e
to the ne-t step# If the recruiter fails to understand the need of the compan from the /%
pro"ided0 then all of the steps undertaken b the recruiter would turn out to be a failure#
6/ ,inding te re7uired candidate
The ma!or work of the recruiter begins here# The companies are loaded with man
responsibilities0 due to which the put the pressure of the recruitment and selection of the
required candidates on a !ob consultanc firm# Since these firms basicall0 are into the business
of recruiting onl0 so the are ha"ing much broader aspect and determination for the access and
selection of the !ob seekers0 plus the !ob pro"iders#
Here0 there are some ma!or tools that a recruiter put to use to0 in order to generate new data0
which comprises of the required candidates rele"ant to the gi"en !ob description#
64+" P+R'A*S”# usuall called 65;RTA+S70 in midst of recruiters0 are the ma!or source of
pro"iding the data required for the relati"e !ob description# The recruiter ha"e the access to these
portals0 b paing an amount to these portals# These portals contains the data of candidates from
almost e"er part of the world0 ranging from a wider aspect of qualifications and e-periences#
These !ob portals ha"e some "er famous names among them# 6(A%KR&.C+M”#
6SHI$s work profile and the satisfaction
le"el of his@her !ob there# This is due to the reason0 because in case if the candidate quits the !ob
in the probation period or within E months0 then the agenc has to re4recruit another candidate at
the same place0 keeping in mind the 6Replacement 5olic7#
Thus0 the training and the de"elopment of the newl hired emploee0 is bkept on record b both
the recruitment agenc as well as the organiBation#
E#D: &('$R0&$> C+()%C'&+(
Inter"iews are the most popular methods for obtaining !ob4related information# The ma range
from completel unstructured inter"iews to highl structured ones in which !ob analsts follow
detailed questionnaires in asking their questions# 9Reference& Human Resource Management0 ))
th
edition0 ch A:
Inter"iew conduction0 is a point of differentiation0 because of its mode of conduct and b whom
the inter"iew is being conducted# In this stud0 this point came under obser"ation due to the
following two points&
a/ Mode +f Conduct
The mode of conduction of the inter"iew is again of two tpes& Structured and 8nstructured
Inter"iew#
8nstructured Inter"iew is an unstructured con"ersational4stle inter"iew in which the inter"iewer
pursues points of interest as te come up in response to questions# In these inter"iews0 the
managers do not follow a set pattern
8nlike the unstructured inter"iews0 the structure d inter"iews are ha"ing a set pattern0 that is the
inter"iew follows a sequence of questions# These are such kind of inter"iews that are based on
carefull selected !ob4oriented questions with predetermined answers that inter"iewers ask of all
applicants#
$ow0 mentioning this point was the main cause of understanding the differentiation of it# In
*udos chemical +imited0 the inter"iew approach shifts from unstructured to structed0 depending
on the need of the !ob4profile of the candidate# s
management0 can be asked in the beginning of the inter"iew#
This is how0 the inter"iew>s mode of conduct is important#
b/ Panel of interviewers
This point differentiates the inter"iew mode in such a manner0 that the differentiation could be
done at this point#
In *udos 2hemical +imited0 generall the inter"iew is taken b the HR manager of the compan#
Since0 the HR department of the compan is quite broad and efficient0 thus the team of members
of the department0 are sometimes in the panel made for the inter"iew purpose# The compan
gi"es the recruiter0 the authorit to conduct a screening of the candidates prior to the inter"iew#
Thus the recruiter at first0 ha"e to short list "arious candidate on the basis of their qualification
and e-perience0 and then also ha"e to conduct a short screening based upon the field to which the
candidates belong#
The candidates are asked questions about their code of conduct in the pre"ious compan0 if the
ha"e worked somewhere else before# Also0 the recruiter asks question checking the stabilit of
the candidate0 that is0 whether the candidate is ha"ing a positi"e attitude towards the !ob or
he@she is !ust doing the !ob for mone purpose0 because such a candidate would not be loal to
the compan0 as per ther compan norms#
After the screening of the candidates0 the recruiter sends the deser"ing candidates to the
compan for the final inter"iew purpose# The compan has its full team of HR department who
are in the process of recruitment and selection and handles the inter"iews of the shortlisted
candidates "er effecti"el accoding to their needs and skills required int the candidates#
After the selection of the candidates0 the information is sent back to the recruiter about how
man of the shortlisted candidates are selected and the amount incurred b the recruitment
compan is being gi"en to them b the compan#
E#H: )$S&s 9/ob %escription: to the recruiter0 the organiBations
also mentions the initial pa packages that has to be offered to the deser"ing candidates# It is
mentioned in the norms of the organiBation0 what salar has to be gi"en to the emploees
according to their qualification and e-periences#
There are some special norms of the organiBation according to which the salaries of the
emploees has been decided b the HR %epartment of the organiBation0 keeping in mind the
legal compliance of the compan# The HR department mentions the salar packages that has to
be gi"en to the emploees of "arious scales and e-periences#
The recruiter0 while inter"iewing the candidates0 keep in mind the salar norms# If the recruiter
after inter"iewing the candidate0 finds him@her eligible for the required !ob0 then the last step is
to discuss the /ob location and the salr packages# The recruiter has to offer the candidate the set
amount of salar package that comes along with the /% sent to him b the organiBation itself#
$ow0 again according to the qualification and e-perience of the emploee0 the salar gets
changed#
$ow0 being a go"ernmental !ob in the ser"ices sector0 the initial salar of the emploee ranges
from 'Gk to E(k0 initiall# The emploees has to deal with the people ranging from local to
important delegations# That>s wh0 the emploees has to be "er good at public relations and
know "er proficientl0 how to deal with different kinds of people#
$ow0 as ob"ious0 since the Heritage comple- is in 5un!ab0 depicting the culture and religion of
5un!ab0 so it is required that the emploees must be able to communicate with the people in
different languages0 be it s name and date of !oining of the !ob is then sent to the recruitment
agenc9/obachie"ers0 in this case:# The compan then pro"ide the agenc with the amount that
has to be submitted to the agenc as their fee for the work#
After that0 the agenc also keeps a record of the candidate>s work profile and the satisfaction
le"el of his@her !ob there# This is due to the reason0 because in case if the candidate quits the !ob
in the probation period or within E months0 then the agenc has to re4recruit another candidate at
the same place0 keeping in mind the 6Replacement 5olic7#
Thus0 the training and the de"elopment of the newl hired emploee0 is bkept on record b both
the recruitment agenc as well as the organiBation#
G#D: &('$R0&$> C+()%C'&+(
Inter"iews are the most popular methods for obtaining !ob4related information# The ma range
from completel unstructured inter"iews to highl structured ones in which !ob analsts follow
detailed questionnaires in asking their questions# 9Reference& Human Resource Management0 ))
th
edition0 ch A:
Inter"iew conduction0 is a point of differentiation0 because of its mode of conduct and b whom
the inter"iew is being conducted# In this stud0 this point came under obser"ation due to the
following two points&
a/ Mode +f Conduct
The mode of conduction of the inter"iew is again of two tpes& Structured and 8nstructured
Inter"iew#
8nstructured Inter"iew is an unstructured con"ersational4stle inter"iew in which the inter"iewer
pursues points of interest as te come up in response to questions# In these inter"iews0 the
managers do not follow a set pattern
8nlike the unstructured inter"iews0 the structure d inter"iews are ha"ing a set pattern0 that is the
inter"iew follows a sequence of questions# These are such kind of inter"iews that are based on
carefull selected !ob4oriented questions with predetermined answers that inter"iewers ask of all
applicants#
$ow talking about 3irasat4e4*halsa0 the mode of conducting the inter"iew is totall Structured0
that is the inter"iewer follows a set pattern of questions and follows the rules of the inter"iew
processing in a structured wa# Since0 the inter"iew conduction is ha"ing the set questions and
the inter"iewer is also ha"ing the predetermined answers to a specific question that is to be asked
b him# So0 th e inter"iew goes on in a complete structured manner#
a/ Panel of interviewers
This point differentiates the inter"iew mode in such a manner0 that the differentiation could be
done at this point#
8nlike *udos chemical +imited0 3irasat4e4*halsa is ha"ing the inter"iewers from the rank of
IAS designations# Since the !ob profile of the candidates to be emploed for the !ob is to deal
with the local people to the officials of quite higher ranks# So the final inter"iew of the deser"ing
candidates who has been sent b the recruiter after the screening0 is usuall taken b the people
of IAS designations#
The candidates are asked questions about their code of conduct in the pre"ious compan0 if the
ha"e worked somewhere else before# Also0 the recruiter asks question checking the stabilit of
the candidate0 that is0 whether the candidate is ha"ing a positi"e attitude towards the !ob or
he@she is !ust doing the !ob for mone purpose0 because such a candidate would not be loal to
the compan0 as per ther compan norms#
After the selection of the candidates0 the information is sent back to the recruiter about how
man of the shortlisted candidates are selected and the amount incurred b the recruitment
compan is being gi"en to them b the compan#
9.A/ )$S&s econom# Although losing !obs
hurts the econom because more citiBens become unemploed0 the cheaper prices allows
customers to purchase more products and ser"ices which helps to rebuild an econom#
In all cases0 outsourcing success depends on three factors& e-ecuti"e4le"el support in the client
organiBation for the outsourcing mission1 ample communication to affected emploees1 and the
clientOs abilit to manage its ser"ice pro"iders# The outsourcing professionals in charge of the
work on both the client and pro"ider sides need a combination of skills in such areas as
negotiation0 communication0 pro!ect management0 the abilit to understand the terms and
conditions of the contracts and ser"ice le"el agreements 9S+As:0 and0 abo"e all0 the willingness
to be fle-ible as business needs change#
The challenges of outsourcing become especiall acute when the work is being done in a
different countr 9offshored:0 since that in"ol"es language0 cultural and time Bone differences#
The recruitment agenc0 in which I worked0 that is0 4obacievers0 is ha"ing a tie4up with an
another recruitment agenc named as