Abhijeet Niit1 in HR

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A

PROJECT REPORT

ONRECRUITMENT & SELECTION

IN

PROJECT GUIDE:

SUBMITTED BY:

MS. SASMITA UPADHAYAYA ABHIJEET SHRIVASTAVA

Faculty(M.B.A) Regd. No-0806205051

Department of business administration

B.I.E.T BHADRAK

BHADRAK INSTITUTE OF ENGINEERING &

TECHNOLOGY

BARPADA, BHADRAK-756113

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DECLARATION

I hereby declare that this work entitled RECRUITMENT &

SELECTION IN NIIT are my work carried out under the guidance of

my faculty guide MS. SASMITA UPADHAYAYA. This report

neither full nor in past has ever been submitted for award of any other

degree of either this Institute or any other Institute under any university

ABHIJEET SHRIVASTAVA

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ACKNOWLEDGEMENT

In preparation of this report by me, I feel great pleasure because it gives

me extensive practical knowledge in my career. I get idea about Indian

RECRUITMENT AND SELECTION Industry by this project.

I express my deep sense of gratitude to My principal DR.P.K.JENA

for his valuable guidance during my project work. I also like to saythanks to all staff of who guide me in project work.

I am thankful to MS. SASMITA UPADHAYAYA (Faculty Guide) for

valuable inspiration and guidance provided me through out the course of

this project. They have patient and critically gone the subject matter.

I would like to take opportunity to express my gratitude towards all of

them who have contributed directly or indirectly in my project work.

ABHIJEET

SHRIVASTAVA

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DEPARTMENT OF BUSINESS ADMINISTRATION

BHADRAK INSTITUTE OF ENGINEERING &TECHNOLOGY

BARAPADA, BHADRAK, PIN- 756113,Ph:

(06784)261654

Date

MS. SASMITA UPADHAYAYA

Faculty(M.B.A)

APPROVAL

This is to certify that the project entitled RECRUITMENT

& SELECTION in NIIT, has been successfully completed ABHIJEET

SHRIVASTAVA, regd no 0806205051 as the partial fulfillment of

Master in Business Administration (MBA) course. It embodies data

collected and analysed by the candidate under my guidance in Bhadrak

Institute of Engineering & technology, Barapada, Bhadrak.

This is here by approved as indicating the proficiency of the

candidate.

DATE:

DR.P.K.JENA

PLACE: PRINCIPAL,MBA BIET

BHADRAK

MS. SASMITA UPADHAYAYA

(Internal Guide

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Contents

Chapter - 1.INTRODUCTION

Chapter - 2.SCOPE & METHODOLOGY

Chapter - 3.COMPANY PROFILE

Chapter - 4.MAIN BODY

Chapter - 5.CONCLUSION

Chapter - 6.SUGGESTION

Chapter - 7.BIBILIOGRAPHY

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NIIT:NIIT is a leading Talent Development Corporation,

Building skilled manpower pool for global industry

requirement. The company which was set up in 1981, to

help the nascent IT industry overcome its human

resource challenges, has today grown to be amongst

worlds leading talent development companies offering

learning solutions to individuals, enterprises and

institutions across 40 countries worldwide.

NIIT training solutions in IT, business process

Outsourcing, banking, finance, Insurance, Executive

Management Education and communication and

professional life skills, touch 5 millions learners every

year. NIIT `expertise in learning content development`

training delivery and education process managementmake it the most preferred training partner worldwide.

Research-based innovation, a key driver at NIIT, has

enabled us to develop programs and curricula that use

cutting-edge instructional design methodologies and

training delivery. NIITs industry-endorsed IT training

programs for undergraduates, engineers, and IT

professionals, provide a head start to a bright career in

the global IT industry.

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NIIT Technologies became an independent organisation in

2004, after spinning off from NIIT Ltd., Indias Global

Talent Development Corporation. NIIT Technologies

genesis, however, goes back over 15 years, to a time

when Indias IT education pioneer, NIIT Ltd. began its

foray into the software segment. NIIT not only enabled

leading Indian corporates and Government institutions to

build manpower skilled in the technologies they had

deployed, but also helped them make optimal use of their

IT investments using innovative frameworks and

methodologies.

Harnessing its software engineering knowledge alongside

its applications management and systems integration

prowess, NIIT provided companies with solutions tailoredto their specific needs and helped them realise quick RoI

from their IT implementations. Over the years, NIIT

Technologies has built on this expertise, enhancing its

presence in markets such as Application Development

and Management and Enterprise Solutions including

Managed Services and BPO.

Apart from customised solutions, NIIT Technologiesdistinguished itself by bringing packaged software to

Indias shores and giving a distinctive place to Software

as a Solution in the countrys domestic market. By

entering into distributorship alliances with global software

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leaders such as Information Builders Inc., Sybase and a

host of other players, NIIT Technologies made available

their state-of-the-art offerings to corporates. It was in

2002, as the revenues of NIITs software businessincreased significantly, overtaking the companys

turnover from IT education, that it was decided to flag off

NIIT software as a separate entity.

Research Methodology:-

Sampling plan is background for any research. It

should be planned in such a way that it fulfills the needs

and objectives of research.

In our research due to constraints of time and it isnot practically feasible to contact each and every

respondent in the population.

Sampling Media Instrument I have conducted

survey through questionnaire consisting of both

open and close ended questions. Sampling techniques I have used random

sampling method.

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Data collection tools The data are collected

through primary sources and secondary sources.

Source of Data:-

After the object of the study has been clearlystated, the next steps in formal research project into

determine the source of data from which the data is to be

collected for achieving data efficiency. The information

consider of two kinds of data.

1 Primary data source2 Secondary data source

A. Primary Data:

Primary data were collected from the people who were

living in Bhubaneswar. The questionnaire comprises of

thefollowing:

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enabled us to develop programmers and curricula that

use cutting-edge instructional design methodologies and

training delivery. NIITs Individual Learning Solutions

include industry-endorsed IT training programmers likeGNIIT, Integrated programmers for Engineers (NIIT

Engineers) and Infrastructure Management

According to Nasscom, the global IT Infrastructure

Management Services (IMS) market is estimated to be

between $86bn and $150bn. Also, IMS exports from India

are expected to grow at 50% over the next 3-5 years,

contributing close to 20% of the total IT revenues. Rapid

growth and massive spends on IT enablement in the BFSI,

Service, Telecommunication has lead to these industries

to focus on core business and outsourcing their IT

services rather than maintaining them in-house. As a

result, the job opportunities in the Networking and IT

Infrastructure Management are huge and multifold.

As per an IDC survey, 3,75,000 Networking jobs will be

created by 2009, which will create a shortfall of around

1,00,000 skilled professionals in this domain. Thus, there

will be a huge shortfall of skilled professionals in this

domain To cater to this huge gap, NIIT Globalnet+

presents an opportunity for students through its newindustry-endorsed curriculum in Networking and

Infrastructure Management. The course focuses on skills

beyond networking, thus, making the students ready for

the fastest growing domain of IT services.

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Set up in 2001, Evolve has emerged as one of Indias

leading Training organizations. In a short span of 6 years,

Evolve has trained over 70,000 people and audited.

The performance of nearly 25,000 people for over 80

companies and government agencies in India, the

Philippines, the UAE, Sri Lanka and Pakistan. Evolve has

its branches in Delhi, Mumbai, Bangalore and Chennai

with over 12,000 square feet of office space and has a

presence in Pune, Ahmedabad, Chandigarh, Hyderabad,Kolkatta, Colombo (Sri Lanka), and Lucknow.

Evolve s people are drawn from various industries such

as the IT industry, the Travel Industry (Hotels & Airlines),

The Training Industry and various from the BPO industry,

most of them holding a post graduate / management

degree. With a complement of 80 full time trainers and a

support team, including Content Development, Quality

Assurance and Subject Matter Experts, of 52 people,

Evolve has become the preferred Training partner for

Indias leading companies. Their trust in Evolve s

capabilities is reflected by the fact that over 60% of

Evolve s clients have been with Evolve for over 3 years

and 95% of its clients do repeat business with it. Everyeffort that Evolve puts in to Training assignments is a

direct reflection of its mission statement:

"To be the preferred provider of unsurpassed innovative

HR solutions by bringing together creative professionals

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in a fair and objective organization, maximizing individual

potential and being the employer of choice."

NIIT is a leading Global Talent Development Corporation,building a skilled manpower pool for global industry

requirements. The company which was set up in 1981, to

help the nascent IT industry overcome its human

resource challenges, has today grown to rank among the

worlds leading talent development Organisations offering

learning solutions to Individuals, Enterprises and

Institutions across 40 countries.NIITs training solutions in IT, Business Process

Outsourcing, Banking, Finance and Insurance, Executive

Management Education, and Communication and

Professional Life Skills, touch five million learners every

year. NIITs expertise in learning content development,

training delivery and education process management

make us the most preferred training partner, worldwide.Research-based Innovation, a key driver at NIIT, has

enabled us to develop programmes and curricula that use

cutting-edge instructional design methodologies and

training delivery. NIITs Individual Learning Solutions

include industry-endorsed IT training programmes like

GNIIT, Integrated programmes for Engineers (NIIT

Edgeineers) and Infrastructure Management programmes(NIIT GlobalNet+).

NIIT Imperia, Centre for Advanced Learning, brings

Executive Management Education Programmes from

premier B-schools in India, to the doorsteps of working

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professionals.

NIIT Institute of Finance Banking & Insurance (IFBI), set

up by NIIT with equity participation from ICICI Bank, offers

programmes for individuals and corporates in theBanking, Financial Services and Insurance segments.

NIIT Institute of Finance Banking & Insurance (IFBI), set

up by NIIT with equity participation from ICICI Bank, offers

programmes for individuals and corporates in the

Banking, Financial Services and Insurance segments.

NIIT Uniqua, Centre for Process Excellence, addresses the

increasing demand for skilled workers in the business and

technology services industry by providing training

programmes in relevant areas. This initiative is a part of

the NIIT Institute Process Excellence, a NIIT-Genpact joint

venture.

MAIN BODY

In today's rapidly changing business environment,

organizations have to respond quickly to requirements for

people. Hence, it is important to have a well-defined

recruitment policy in place, which can be executed

effectively to get the best fits for the vacant positions.Selecting the wrong candidate or rejecting the right

candidate could turn out to be costly mistakes for the

organization. Selection is one area where the interference

of external factors is minimal. Hence the HR department

can use its discretion in framing its selection policy and

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using various selection tools for the best results. These

caselets discuss the importance of having an effective

recruitment and selection policy

Guidelines for Recruitment and Selection

in NIIT

So Your Employee has Given Notice

Submit Recruiting Documents

Selection Process

Search Committee/Interview Panel

Interviewing

During the Interview

Reference Checks

Making Hiring Decision

Documention

Don't let panic set in. Whether your departing employee

was a strong or mediocre performer, this is youropportunity to analyze and revise the position

description, and determine the qualifications, both

technical skills and behavioral factors, you will seek in a

new employee. Is this a time to reorganize, reclassify, or

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make other major changes? Perhaps the position

description needs only a few adjustments. Once you are

sure that the position description reflects accurately the

responsibilities of the position, consider the qualificationsyou will seek in a new employee. What technical skills will

the employee need to carry out their job duties? What

type of job behaviors will they need? Think about past

employees in the position. If they were outstanding, what

made them outstanding. If they were marginal

employees, identify their weaknesses. Talk with co-

workers or other managers. What skills and qualities do

they value in this position? Make a list. This information

should guide you (and the Employment Manager) in

preparing job postings, newspaper advertisements, and

planning the overall selection process. Time invested in

thoughtfully planning the recruitment and selection

process can make the difference between a good or poor

hiring decision.

Submit Recruiting Documents

The Employment Manager in Human Resources

coordinates the hiring process for classified employees;

to initiate a search, you must submit a Request to Hire

form and an updated position description. TheEmployment Manager will prepare a job posting and a

newspaper ad for your review based on information from

the job description, and can advise you on other parts of

the recruitment and selection process.

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If you have an unclassified vacancy, you should follow the

academic appointment process. These procedures are

available on the web athttp://appointments.uoregon.edu/. For administrative

positions, the Employment Manager is available to assist

you in preparing postings and advertisements and in

designing a selection process.

Selection Process

Once you have identified the technical skills and job

attributes you are seeking in a new employee, you should

consider the most effective way to identify and assess

these in candidates. Go over the position description,

point by point, and ask yourself, "How best can I learn

about the applicant's ability to perform this function?"

The job interview will be a primary source of information

about applicants. However, it may not be the best source

for some information. A job reference may be the most

effective way to learn about dependability, follow

through, and ability to get along with coworkers written

application materials may provide insight into educationalbackground and general written communication skills.

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Consider using work samples to ascertain specific job

skills. For an office position, applicants can be asked to

complete a word processing exercise in which they

prepare, edit, and/or print documents. The supervisorevaluates and documents the quality and quantity of

work completed in the time allotted. Other examples

include setting up a spread sheet, creating a database,

preparing correspondence, or prioritizing a list of tasks to

complete a project. For maintenance positions, applicants

could be asked to identify repairs needed in a room or to

actually perform a repair. One supervisor, hiring a

Plasterer, asked applicants to mix and apply plaster to a

wall. The supervisor evaluated and documented the

results and used this information in determining the most

qualified candidate. In setting up a work sample exercise,

as with other parts of the selection process, you may

need to make reasonable accommodations for applicants

with a disability. The Employment Manager can assist you

with the reasonable accommodation process.

As you review applicant qualifications, eligible veteran

and disabled veteran applicants must be given a 5%

(veterans) or 10% (disabled veterans) preference.

Search Committee/Interview Panel

The academic appointment process requires the use of a

search committee. For classified searches, it is optional,

but recommended. Supervisors may ask a committee to

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participate in the overall process including evaluating

written materials and serving on an interview panel, or

they may choose to evaluate written materials

themselves and convene a panel to participate ininterviews only. Panel members are valuable because

they can provide different perspectives on the

qualifications of candidates. The search

committee/interview panel could be comprised of other

staff members, managers in other departments on

campus, or "customers" from campus departments. You

may want to include an individual who holds a similar

position to the one being filled. It is recommended that

panel members include both men and women and, if

possible, members of different racial or ethnic groups.

It is your responsibility to give the committee or panel

members information about the position such as the

position description, the essential functions of the job,

and the qualifications you are seeking. You should also

charge the committee with advancing the university's

affirmative action goals.

Interviewing

The purpose of an interview is to elicit information from

an applicant to determine his or her ability to perform the

job. Successful interviewers learn how to ask the right

kind questions, how to keep the applicant talking about

relevant information, and how to listen.

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Much of what is learned about applicants in an interview

is based on their past experience. Past performance is

our best indicator of future performance. This does notmean that someone who had performed poorly in the

past cannot improve in skills and attitude. Generally,

however, you can see a trend in performance through

several jobs or assignments. Sometimes interviewers

assume that a candidate who has done something has

done it well or that longevity on a position is a sign of

success. These are not well founded assumptions! Areference check can verify the quality of the work

performance.

Non-Directive and Directive Questions

How you phrase a question can affect the type and

amount of information you get from the candidate. Themain characteristic of non-directive questions is that they

do not give the applicant any indication of the desired

answer. Structurally, the questions are in the news

reporter's style of who, what, when, where and how.

Often they begin with the words "describe" or "explain".

Examples of non-directive questions include:

... What do you consider to be the most important

responsibilities of an office manager?

... Why does this position interest you?

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... How has your background prepared you for this

position?

... What types of equipment did you operate regularly on

your job at XYZ Company?

... Describe your experience with word processing on your

last job.

You may need to ask follow-up questions if the responses

to your questions are unclear or incomplete. Clarify and

verify any piece of information you do not understand by

asking the candidate to explain his or her answer again or

to elaborate on the given answer.

... Can you tell me more about that?

... Could you give me an example of what you mean?

... What makes you feel that way?

Directive questions are useful for drawing out specific

information. In direct questioning, the interviewer asks,

directs, or guides the applicant to specifics. Often, these

questions result in a "yes"; or "no" response. Examples ofdirective questions include:

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... Do you currently have a Limited Maintenance Electrical

license?

... Are you still employed at XYZ Company?

... Can you set up a computer spreadsheet using Excel?

Special Questions

There are several types of questions that can elicit

important information as well as add interest and variety

to your interview.

A good technique to learn about an applicant's problems

solving skills and judgment is to ask "situation-problem"

questions. Create a scenario that is common on the job,

and ask the applicant how they would handle it. As a

follow up, ask if they ever faced this situation on a jobbefore. An example of this type of question:

... Assume you are hired as a receptionist in our

department. Our front desk is very busy with walk-in

traffic and phone calls. There are several people waiting

at your desk for assistance and you are on the phone with

someone who is very upset because of an error on her

transcript. This phone conversation seems to be going on

and on. How would you handle this situation? Have you

faced this situation on a previous job?

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Another type of information that is frequently asked of

applicants is self-evaluative information. One type of

question asks about the applicant's likes and dislikes.Self-evaluation questions are also a good way to learn

about an applicant's perception of their strengths and

weaknesses. Keep in mind, however, that the answers are

highly susceptible to different interpretations. Examples

of self-evaluation questions include:

... What did you like best about that job (class, teacher,

supervisor, etc.)?

... How would your last supervisor rate your ability to deal

effectively with the public?

... What do you see as your strengths? Weaknesses?

... Why were you the one promoted to lead worker on thatjob?

"Behavior description" questions can be a powerful tool in

an interview. This type of question asks the applicant to

describe as closely as possible the actual behavior that

went on in a particular situation. The use of superlativeadjectives (i.e., most, least, best, worst, toughest, etc.)

tends to stimulate specific events in the mind of the

interviewee and therefore makes it easier to respond. As

with other types of questions, these should be based on

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essential functions of the job you are filling. An example

of a behavior description question would be:

... Tell me about your best accomplishment in your last

job. Start with where you got the idea, how you

implemented the plan, and how you dealt with any

obstacles to your idea.

It is imperative to evaluate the same criteria for each of

the candidates, however, this does not mean that you

have to rigidly stick to the same control questions. Some

applicants may be forthcoming with information but you

may need to ask follow-up or directive questions of

others. Some candidates may provide (or withhold)

information that raises concerns or issues that should be

investigated more fully in your questioning.

During the Interview

After you have developed the questions you will ask of

each applicant, it is recommended that you develop a

form that includes the questions, interviewer name, date,

name of applicant, position being filled. The form should

have plenty of room for noting responses to questions,

follow-up questions, and space for additional comments.

Each interviewer should have an interview form for each

applicant.

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Some interviewers find that they spend a lot of time in

interviews describing the position and providing general

information for applicants. Think about what you wantapplicants to know about the job, your department, the

University as a whole, UO benefits, and so forth. Instead

of sharing information verbally in each interview, it may

be more efficient to provide written materials for

applicants. The focus of the interview can then be on the

applicant and their qualifications.

When calling applicants to schedule interviews, let them

know who will be present during the interview and the

approximate duration. Schedule the interview in a room

that is accessible to people with disabilities and free of

interruptions or other distractions.

The first step of a successful interview includes building

rapport with the applicant. Introduce interview panel

members including their title and relationship to the

position being filled. Let the applicant know that they will

be given the opportunity to ask questions at the end of

the interview. Give a time frame (e.g., "We expect theinterview to last about 30 minutes and have questions for

you").

Reinforcement

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A good interviewer will be an active listener and use both

verbal and nonverbal cues to encourage the applicant to

divulge pertinent information. Nonverbal skills includesmiling, nodding your head, or leaning forward in your

chair. Another nonverbal cue is silence. It is an effective

tool to indicate to the candidate that more information is

desired. If the candidate does not offer additional

information, you should provide verbal cues or ask for the

information directly.

Verbal cues can be interjected when you wish the

applicant to continue a discussion of a particular subject.

Positive verbal cues can also be used to assist an

applicant in talking about matters that may be

embarrassing or produce other emotional responses.

Examples are: "Oh, I see," "Of course." The tone of voiceused should be appropriate for the situation. In an

embarrassing or emotional situation, your tone should be

supportive and understanding and the voice low-keyed. If

additional information is desired, your voice should be

lighter and the tone interested or quizzical.

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Controlling the Interview

Sometimes an applicant may digress in their response or

may start to repeat what they have said previously. In

these instances, it is important for the interviewer to take

control of the interview. When an applicant starts to

digress, it is generally a good idea not to cut them off

immediately. The applicant may be using this time to

relax. In addition, this rambling may provide valuabledata by giving some indication of the person's ability to

organize his or her thoughts or communicate effectively.

If the candidate strays too far afield, or begins repeating,

it is your responsibility to bring them back on course. This

should be done when the rambling is no longer job-

related; this is especially true if the applicant divulges

personal information. A good way to handle this situationis to acknowledge the applicant's comments and direct

the conversation back to the original question. An

example of this technique:

... An applicant is complaining about the disorganization

of a previous employer and is beginning to repeatinformation. Wait for a slight pause and interject

something like, "I understand that that can be a

frustrating environment. However, I would be more

interested in learning more about your experience with

_____."

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Sometimes an applicant is so interested in the position

that he or she begins to interview you. If the applicant

begins asking questions and interrupts the flow of theinterview, an effective response is to acknowledge their

interest, indicate there will be time for questions at the

end of the interview, and return to the original question.

Listening

Good listening skills are an essential part of good

communication and thus are very important in

interviewing. Since the purpose of an interview is to

determine the applicant's knowledge, skills and abilities

as they related to the essential functions of the job, it is

important for the applicant to do most of the talking; you

cannot listen while you are talking. There are several

techniques to enhance your listening abilities.

... Empathize with the other person. Try to put yourself in

the applicant's place.

... Ask questions when you do not understand.

... Concentrate of how something is said. We frequentlyconcentrate so hard on what is being said that we miss

the importance of emotional reactions and attitudes. A

person may be communicating more through emotions

than the actual content of the words.

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... Do not interrupt too soon. Give people time to express

themselves.

... Focus your attention on the other person's words,

ideas and feelings related to the subject.

... Look at the person and attune yourself to their

nonverbal communication. Watch face, eyes, hands and

posture.

... Avoid distractions. Put down any papers, pencils or

other items that can distract your attention. Try to control

outside noise levels and interruptions when you are tryingto listen.

... Be aware of your emotions and prejudices. Push your

worries, fears and problems outside the meeting room.

Control your anger or other emotional reactions to the

other person.

... Avoid jumping to assumptions. Do not assume thatothers use words the same way you do; that they did not

say what they meant, but you know what they meant;

that they are avoiding looking you in the eye because

they are telling a lie.

Conclusion

A good way to improve your questioning technique is to

experiment. Practice your phrasing of questions prior to

conducting interviews. Add some special questions to

your interviews and evaluate the types of responses you

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receive. Critique each interview to determine how to

improve your style. Good questioning skills can definitely

enhance your interviewing success.

Reference Checks

Completing reference checks is a critical part of the

selection process. Information you have received in an

interview is biased and typically includes only what the

applicant wishes you to know. A thorough reference

check may produce additional information to help insurethat the most suitable candidate is hired. It is a way to

clarify, verify and add data to what has been learned in

the interview and from other portions of the selection

process. Never reveal the information received from a

previous employer to the candidate. This information

should be kept confidential or your sources for references

will dry up quickly.Legality of Reference Checks

In Oregon, in most instances employers who provide

employment reference information about current or

former employees are protected from liability for their

comments. Employers are protected if the informationthey provide is offered in response to a request by the

former employee or a prospective employer and is not

knowingly false or misleading and is not biased by

prohibited discrimination, including prohibited retaliation.

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It is legal and important for a prospective supervisor to

consider job-related information learned from a reference

check. However, as in all employment decisions,information related to race, marital status, age, disability,

religion, color, national origin, veteran status, citizenship,

sexual orientation and sex may not be considered and

should not be requested. Also, federal law establishes

requirements for employers using outside parties to

conduct reference checks on their behalf. If you are

considering using an outside entity to conduct referencechecks, you will need to comply with those laws.

Type of References

Your best source of information on any candidate is a

former employer. On-the-job performance is the most

useful predictor of future success. Personal references

(relatives, teachers, and clergy) generally have limited

value. Information available from a human resource office

is usually limited to dates of employment and reason for

leaving. HR people generally do not have enough day-to-day contact with employees to rate their on-the-job

performance and ability. The supervisor can specify the

quality and quantity of work, reliability, potential problem

areas and job behaviors. Do not rely on written

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references presented to you by candidates. Many are

written at the time of termination and some employers

may over-inflate the applicant's qualifications.

When reference checking, the primary reference may

extol the virtues of the employee. There is a chance that

you will become so satisfied with the positive comments

that you may decide not to explore the person's

background any further.

Think again.

The primary reference may have felt sorry for the well-

liked, but inept, former employee and might be willing to

do anything to help that person land a good job. Realizing

that, it pays to be prudent and exercise some caution.

Don't be overly anxious to hire. Sometimes there is a

tremendous anxiety to fill a job and prospective

employers may disregard anything negative said by the

interviewee. Sometimes references may be checked

using questions that are unconsciously created toencourage the kind of answer the manager wants to hear.

For example: "Do you think he could handle the job"; or,

"Is she a hard worker, loyal and honest?" The way these

questions are worded encourages only "yes" answers. It

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is to your advantage to avoid putting words in the mouth

of a reference.

It is recommended that you check with at least two past

employers to find consistent trends in the applicant's past

performance. Do not limit yourself to references listed by

the applicant; make sure you talk with the most recent

supervisor or those who employed the person in a

position most clearly related to your own. Calling several

employers will also help balance the information you

receive and may guard against making a decision based

on an unfounded reference. For instance, current

supervisors may mislead you because they want the

applicant to get another job. Sometimes applicants

request that their current employer not be contacted for

a reference. It is recommended that you honor this

request until such time as the candidate is a finalist for

the position. There is cause for concern if an applicant

does not want a current employer or supervisor to be

contacted when they are a finalist.

If you are unable to contact a former or current

supervisor, consider getting a reference from other

managers, supervisors or personnel in the organizationwho may be in a position to evaluate and comment on an

applicant's experience and qualifications. In some

instances you may not be able to get a reference from

any source. You must rely on information you learned in

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the other parts of the selection process in making your

hiring decision.

Planning: a Key Part of Reference Checking

As with other stages of the selection process, it is

important that the solicited information relates directly to

the applicant's ability to carry out the responsibilities of

the position. If you check the reference of more than one

finalist, it is important to plan the general questions you

will ask of the references of each applicant; however, youshould also include specific questions that will help clarify

possible problems you perceive with each of the different

candidates.

To facilitate a uniform, structured approach and create an

easy means of record keeping, it is a good idea todevelop a reference form. It should include: your name;

date; name of applicant; position applied for; name, title,

and company of the reference; basic questions you will

ask about each applicant. This form should have plenty of

room for noting responses to your questions and space

for additional comments.

Questioning Techniques

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To begin a reference check, identify yourself and the

applicant and briefly describe the position. Assure the

reference that the information they provide you will be

held in confidence. Ask the reference if he or she iswilling to talk with you and if this is a good time. Use

good questioning techniques to make sure you are

getting complete and accurate information. A key to good

reference checking is the ability to identify and utilize any

verbal cues during the conversation. The tone of voice

and delivery (pauses or hesitancy) may indicate that

additional questioning is necessary. Your objective is to

obtain more than superficial opinions.

Ask questions as you would in an employment interview.

Identify key responsibilities of the position and ask

questions related to the applicant's ability and/or

experience in that area. Ask about their scope of

responsibility, quality of performance, general output,

and their ability to get along with supervisors,

subordinates, and coworkers. Keep in mind that the

purpose is to elicit information from the past employer

about the applicant's ability to perform the essential

functions of the job. Non-directive questioning should

encourage this type of information. Use directive

questions to follow up, especially if the response isvague. Often a former employer will not disclose negative

information unless asked directly. Make sure you have a

clear picture of the applicant's strengths and weaknesses

before you end the reference call.

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As a standard practice, the following areas should be

explored:

... confirmation of employment dates (month and

year);

... job titles (formal and informal);

... dependability and follow through on assignments;

... reason for termination;

... possibility for rehire; (A former employer's

reluctance to rehire should be cause for concern,

however, some firms have a general policy

prohibiting rehires. If this is the case it should be

noted.)

... performance problems.

Tough Questions

To find the truth, you have to ask probing questions.

... How does the candidate compare to the personwho is doing the job now? Or, what characteristics

will you look for in the candidate's replacement?

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... When there was a particularly urgent assignment,

what steps did the candidate take to get it done on

time?

... Since none of us is perfect at everything we do,please describe some of his or her shortcomings.

... Have you seen the candidate's current resume?

Let me read you the part that describes his or her job

with your organization. (Stop at each significant part,

and ask the reference for a comment.)

... Not all employees like everyone with whom theywork. What kind of people did the candidate have

problems with?

... Did you ever have to talk with the candidate about

performance problems? If so, please indicate what

the issues were. Was the employee ever disciplined?

How to Evaluate References Effectively

Whether the initial reference is favorable or unfavorable,

always get a second opinion.

Be objective. Neither longevity on the job, nor promotions

and raises, are necessarily proof that an employee was

much more than adequate. Sometimes incompetent

people who were very well-liked have been known to notonly survive on the job, but also to advance.

Conclusion

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Take the time to check references. It's worth it. Checking

references can be a time consuming task and some

managers have abandoned the idea of doing little more

than a cursory verification of a few facts. Because thecost to an organization of a hiring mistake is high, it is

preferable to take the time to make the correct selection

decision in the first place.

Making Hiring Decision

After completing the selection process includingevaluation of written materials, interview, work samples

(if used), and reference checking, it is now time to review

all information gathered about your applicants. It is your

task to rate job-related skills and the candidate's fit with

your department. Match applicant data with the skills and

qualities identified at the beginning of the selection

process. In most cases, the basis for selection decisionshould be guided by the candidate's predicted skill in

doing the job. As you review applicant qualifications,

eligible veteran and disabled veteran applicants as

defined in ORS 408.225 must be given a 5% (veterans) or

10% (disabled veterans) preference. If two candidates are

equally qualified, affirmative action should be considered.

The UO affirmative action policy states: "If among thefinalists there is a woman or minority candidate, that

candidate shall be chosen unless another candidate is

demonstrably better qualified." For classified positions,

another factor to consider with two equally qualified

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finalists is whether they are current classified employees.

In this case, select the person with greatest seniority.

If it is impossible to make a selection at this point, you

may want to consider scheduling an additional interview

or conducting additional reference checks. If you feel

none of the applicants are qualified, you may choose to

re-recruit. The Employment Manager is available for

consultation.

Documentation

Once you have selected a top candidate for a classified

position, you should notify the Employment Manager. If

hiring an academic position, a compliance statement

should be completed and submitted to the Office of

Affirmative Action & Equal Opportunity for approval.

Supervisors are responsible for maintaining all

documentation related to a job search. Under current UO

archive rules, these records must be maintained for three

years. This documentation helps protect the University

and your department in cases of complaints or charges of

discrimination and also provides the framework for your

next search.

Documentation should include items related to the

vacancy: position description; recruiting announcement;

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copy of ads (including where and when they were

placed); list of recruitment sources; names of

search/interview panel members. Documentation must

also include things related to all applicants: applications;resumes; reference letters; supplemental questionnaires

and rating forms; interview notes (include the names of

note takers); reference check notes; documentation of

work samples. In short, document everything you take

into consideration when making the

Employability Training Developing Employability

Bookish knowledge can only take you that far! After a

while how you use your knowledge in the real dynamic

scenario is what matters. We at NIIT believe that to

compete in todays environment it is imperative that any

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education should be based on Industry norms. Today

employers want entry level employees to possess various

basic to complex skill sets such as the basic functional

and effective communication skills to the complexthinking and affective skills. In such a scenario, you need

not just training but also mentoring, which NIIT provides.

Our Value Proposition Our ModelEnd-to-End Solution from

Sourcing to PlacementTraining mapped to industry

requirements Bridging the Gap between academic

education and industry needsActive, problem based

learning pedagogy to balance Knowledge, Skills&AttitudeRight blend of ILT and eLearning to prepare

Students for Continuous Professional Development and

life long learning rather than first destination

Training Strategy

Sourcing

Selection

Training

Campus to corporate

Placement Assistance

Developing Employability Our Model

Our Training Strategy

Understand Industry requirements

Collaborate with Industry

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Define Training Pedagogy

Design Curriculum

Our SourcingSource candidates from various organizations and

institutes

Involve Hiring Organizations from Day 1

Initial screening by NIIT

Final assessment by Hiring Organizations

Our Selection

Invite Hiring Organizations on Selection Day

Assign Streams to students based on Assessment

Notify Students

Identify Direct Employable and Trainable Students

Hiring Organizations issue Provisional Offer letters to

Direct Employable (with a clause)

Identify week areas of Trainable students and work

closely with them

Our Training

Employability skills are best learnt when classroomreplicate key features of real work

Real, Project based learning

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Instructors role is to facilitate and coach rather than

lecture and order learning, requiring students to take

much of the responsibility for their own learning

Training Mapped to Industry requirement (e.g.):

Software Technology (1 Year)

Business Process outsourcing (3 Months)

Hardware Technology (3 Months)

MIS and Business Accounting (3 Months)

Retail (3 Months)

Hospitality (3 Months)

Travel and Tourism (3 Months)

Our Campus to Corporate initiative

Invite Industry Experts for Talks

Soft Skills to Bridge the gap between Academic Education

and Industry Requirements

Campus to Corporate

Culture Difference Awareness

Presentation and Communication

Personality Development, Ethics, Attitude and SoftSkills

eLearning Orientation

Equip youth for Online Self Learning

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Demonstrable impact of learning through International

Vendor Certification e.g Microsoft, Comptiaetc

Free Industry recognized Brainbench Certification.

Our Placement Assistance

Design Assessment with Hiring Organizations

Invite Hiring Organizations for Selection

Facilitate Campus Interviews

Our Mentoring

Highly interactive, eLearning courses for 3 Months after

the training

Employed: Leverage this for enhancing their skills

Trained: Leverage this for preparing themselves

Mentoring: 8*5 Mentoring Desk to Guide, Motivate and

Monitor students

Employed: Help them settle in the First Job

Trained: Help them in preparing for Interviews and

provide placement assistance

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CONCLUSION

After analyzing the primary and

secondary data i.e questionnaire surveys,personal interviews and published data

from the organization, I came to a

conclusion that recruitment and selection

process in niit is no doubt effective and

non-discriminating; still it needs somemore emphasis. The most important

conclusion is the the recruitment and

selection policy should be more flexible. It

always changes with the changing needs

of the external & internal environment ofthe organization. NIIT has set best

example in recruitment & selection

practice & also good corporate

goverence.

Lastly I would end my saying that if theright person is recruited in right place at

the right time,it would prove to be boom

in NIIT

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BIBLIOGRAPHY

ORGANIZATION BEHAVIOUR-L.ROBBINS

HUMAN RESOURCE MANAGEMENT- P.SUBBA RAO &V.S.P.RAO

HUMAN RESOURCE MANAGEMENT-C.B.GUPTA

HUMAN RESOURCE MANAGEMENT-L.M.PRASAD

WEBSITES

www.niit.com

www.google.com

www.answers.com

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Abhijeet Niit1 in HR

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