Recruitment and Selection Kamini-200
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Transcript of Recruitment and Selection Kamini-200
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CHAPTER-1
Company Profile
Company Profile
The Coca-Cola Company is an American multinational beverage corporation
and manufacturer, retailer, and marketer of nonalcoholic beverage concentrates
and syrups, which is headquartered in Atlanta, Georgia. The company is best
known for its flagship product Coca-Cola, invented in !!" by pharmacist #ohn
$tith %emberton in Columbus, Georgia. The Coca-Cola formula and brand was
bought in !!& by Asa Griggs Candler '(ecember )*, !+ arch , &&/,
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https://en.wikipedia.org/wiki/United_Stateshttps://en.wikipedia.org/wiki/Multinational_corporationhttps://en.wikipedia.org/wiki/Syruphttps://en.wikipedia.org/wiki/Atlantahttps://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Coca-Colahttps://en.wikipedia.org/wiki/John_Pembertonhttps://en.wikipedia.org/wiki/John_Pembertonhttps://en.wikipedia.org/wiki/Columbus,_Georgiahttps://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Asa_Candlerhttps://en.wikipedia.org/wiki/Multinational_corporationhttps://en.wikipedia.org/wiki/Syruphttps://en.wikipedia.org/wiki/Atlantahttps://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Coca-Colahttps://en.wikipedia.org/wiki/John_Pembertonhttps://en.wikipedia.org/wiki/John_Pembertonhttps://en.wikipedia.org/wiki/Columbus,_Georgiahttps://en.wikipedia.org/wiki/Georgia_(U.S._state)https://en.wikipedia.org/wiki/Asa_Candlerhttps://en.wikipedia.org/wiki/United_States
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who incorporated The Coca-Cola Company in !&. The company operates
a franchised distribution system dating from !!& where The Coca-Cola
Company only produces syrup concentrate which is then sold to
various bottlers throughout the world who hold an e0clusive territory. The Coca-
Cola Company owns its anchor bottler in 1orth America, Coca-Cola
Refreshments.
2ts stock is listed on the 13$4 and is part of (#2A5 $6% +** inde05 the 7ussell
*** 2nde05 and the 7ussell *** Growth $tock 2nde0. As of *+, its chairman
and C48 is uhtar 9ent.
Acquisitions
The company has a long history of acquisitions. Coca-Cola acquired inute
aid in &"*, the 2ndian cola brand Thums :pin &&), and ;arq! million. 2n **?, it acquired @ue ;everage from founder Bance Collins
and Castanea %artners for an estimated >+* million. The company. billion bid for
the Duiyuan #uice Group on the grounds that it would be a virtual monopoly.
EF 1ationalism was also thought to be a reason for aborting the deal. EF 2n &!,
Coca-Cola purchased Columbia %ictures for >"& million. 2t sold the movie
studio to $ony for >) billion in &!&.
Revenue
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https://en.wikipedia.org/wiki/Franchisinghttps://en.wikipedia.org/wiki/Bottling_companyhttps://en.wikipedia.org/wiki/Anchor_bottlerhttps://en.wikipedia.org/wiki/New_York_Stock_Exchangehttps://en.wikipedia.org/wiki/Dow_Jones_Industrial_Averagehttps://en.wikipedia.org/wiki/S%26P_500https://en.wikipedia.org/wiki/Russell_1000_Indexhttps://en.wikipedia.org/wiki/Russell_1000_Indexhttps://en.wikipedia.org/wiki/Muhtar_Kenthttps://en.wikipedia.org/wiki/Minute_Maidhttps://en.wikipedia.org/wiki/Minute_Maidhttps://en.wikipedia.org/wiki/Thums_Uphttps://en.wikipedia.org/wiki/Barq'shttps://en.wikipedia.org/wiki/Odwallahttps://en.wikipedia.org/wiki/Fuze_Beveragehttps://en.wikipedia.org/wiki/Huiyuan_Juicehttps://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-Coca-Cola-Apr-2009-10-Q-11https://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-12https://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-12https://en.wikipedia.org/wiki/Columbia_Pictureshttps://en.wikipedia.org/wiki/Sonyhttps://en.wikipedia.org/wiki/Franchisinghttps://en.wikipedia.org/wiki/Bottling_companyhttps://en.wikipedia.org/wiki/Anchor_bottlerhttps://en.wikipedia.org/wiki/New_York_Stock_Exchangehttps://en.wikipedia.org/wiki/Dow_Jones_Industrial_Averagehttps://en.wikipedia.org/wiki/S%26P_500https://en.wikipedia.org/wiki/Russell_1000_Indexhttps://en.wikipedia.org/wiki/Russell_1000_Indexhttps://en.wikipedia.org/wiki/Muhtar_Kenthttps://en.wikipedia.org/wiki/Minute_Maidhttps://en.wikipedia.org/wiki/Minute_Maidhttps://en.wikipedia.org/wiki/Thums_Uphttps://en.wikipedia.org/wiki/Barq'shttps://en.wikipedia.org/wiki/Odwallahttps://en.wikipedia.org/wiki/Fuze_Beveragehttps://en.wikipedia.org/wiki/Huiyuan_Juicehttps://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-Coca-Cola-Apr-2009-10-Q-11https://en.wikipedia.org/wiki/The_Coca-Cola_Company#cite_note-12https://en.wikipedia.org/wiki/Columbia_Pictureshttps://en.wikipedia.org/wiki/Sony
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The Coca-Cola Company
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2n **, it was announced that Coca-Cola had become the first brand to top
J billion in annual :9 grocery sales.
Coca-Cola India Private Limited
Coca-Cola 2ndia %rivate Bimited produces carbonated drinks. 2t offers soft
drinks, =uice drinks, fruit drinks, and bottled water, as well as ice tea and cold
coffees. The company was incorporated in && and is based in Gurgaon, 2ndia.
Coca-Cola 2ndia %rivate Bimited operates as a subsidiary of The Coca-Cola
Company.
HCCBPL is the largest bottling partner of The Coca-Cola Company
'www.thecoca-colacompany.com / in 2ndia. 2t is a part of The Coca-Cola
CompanyKs ;ottling 2nvestments Group ';2G/ and responsible for the
manufacture, package, sale and distribution of beverages under the trademarks of
The Coca-Cola Company.
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http://www.thecoca-colacompany.com/http://www.thecoca-colacompany.com/
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• Coca-Cola India Pvt. Ltd. - 'www.coca-colaindia.com/ is a Lholly-
8wned $ubsidiary of
The Coca-Cola Company, :$A. Lhile building the consumer franchise for The
Coca-Cola Company trademarks, it also leads world class governance systems
for the operations of all partners in bottling, suppliers, distributors and other
stakeholders.
• Hindstan Coca-Cola Bevera!es Pvt. Ltd. - As part of the ;ottling
2nvestments Group of The Coca-Cola Company, DCC;%B has bottling plants
at strategic locations in various states spread across 2ndia. Le cover
appro0imately "+H of bottling operations for the Coca-Cola $ystem in 2ndia.
• DCC;%B has an e0tensive distribution system spanning more than a
million outlets operating with world class e0ecution standards. The focus of the
system is to develop strong customer value while delivering preferred choice of
refreshment at an arm
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• 'ater - 9inley, ;onaqua.
8ver the years, Dindustan Coca-Cola ;everages %vt. Btd. has focused on
building world class operations based on principles of safety, profitability and
solid governance to claim sustained growth. As part of our =ourney of moving
towards being a Lorld Class Company, we have strengthened our organiation
in terms of $upply Chain, 2nfrastructure, arket 40ecution, %eople, %rocesses,
Compliance, Governance and 7oute-to-arket. This approach has enabled us to
build our portfolio through launching new packs and brands, coupled with a
competitive pricing strategy based on a balance of value pricing and eliminating
waste.
Mision , ission and Malue
%'(T A)AL*%I%
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STRENGTH :
. Good brand image.
Good quality of flavor.
) CustomerKs satisfaction on Coca-Cola Company.
Coke has a good distribution network as it has a number of bottling facility.
WEAKNESS:
Bow time of e0piry date.
Bess grievance handling.
) 2mproper allocation of schemes.
Back of advertisement of Coca Cola than %epsi.
OPPORTUNITY:
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Digh growth rate of cold drinks market.
Dotels, restaurants, parks can have good consumption of flavors.
) 1ursing home offering flooding for patients can have good consumption of
mineral water.
a=or outlets should arrange some schemes for parties, marriage and
festivals.
+ Good and tasty flavors for healthy body.
THREAT%$
. %resence of high level of competition in the market.
. (ue to the problem of supply, people of rural areas fail to get their
demanded quantity at the time of marriage or their special occasions.
BRINDAVAN AGRO INDUSTRIES PVT. LTD.
;rindavan Agro 2ndustries %vt. Btd is a renowned group and is the @irst ;ottler
for Coca-Cola 2ndia since th 8ct &&) and with its continuous efforts in &&,
it has been awarded as ;est ;ottler of Company for two successive years. Thirst
of $uccess has led this group to be the ;est ;ottler in terms of $ales Growth in
the years, **) and ** respectively. 2t took a long time and a lot of efforts to
repeat the Golden Distory, but with our eal we stood runner up to The ;est
;ottler of 3ear-**? and in the 3ear **& we again become the ;est ;ottler of
the 3ear with !H Growth in %hysical case.
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The Crown of these achievements is to r. Gulab Chand Badhani,
anaging (irector and Chairman, ;rindavan Agro 2ndustries '%/ Btd., one who
has built the business from scratch to a 7s. * crore operation.
2n the year **+ company entered into the field of Lind %ower Generation by
putting up Lind ills of "**9L each in 9arnataka and later on more Lind
ills of !**9L each were installed at 9arnataka and wind mills at #aiselmer
'7a=asthan/ and at present the total installed capacity of wind %ower Generation
is " 9L with generation * Bac unit of Green power.
2n the year **! the group has started construction of 7ooms @ive $tar hotel
under the brand name of Country 2nn 6 $uites ;y Carlson 'one of the ;rands of
Carlson Dotels Lorldwide, :$A/. Le reviewed the pro=ect at length in **.
9eeping in view, the sie of the property and its grandeur, we decided to switch
over to the brand
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services to the community and the society in every possible way whether it
is donations or community services.
"The success of the group lies ith the hu!# resources ho h$e !%e
co!!e#%&le efforts i# e$er' situtio# #% %eli$ere% the %esire% results(
there&' perfor!i#g &etter #% &etter o$er the 'ers."
C(CA C(LA B(TTLI)+
;everage ma=or, Coca Cola
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aims to become the most respectable, most sought after group in 2ndia where
employee
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The recruitment and selection 'also recruitment and staffing/ belongs to
value added D7 %rocesses. The recruitment is about the ability of the
organiation to source new employees, keeps the organiation operating and
improving the quality of the human capital employed in the company. The
quality of the recruitment process is the main driver for the satisfaction of
managers with the services provided by Duman 7esources.
The main goal of the recruitment and selection is about finding the best
recruitment sources, hiring the best talents from the =ob market and keeping the
organiation competitive on the =ob market. The recruitment and selection
process is about managing high volumes of =ob resumes and the ability to choose
the right candidates and pushing them quickly through the organiation. The
recruitment process usually needs a strong support by the dedicated recruitment
software solution. 2t can be provided e0ternally, or the software can be run
internally. any vendors provide the recruitment software solution, but the
organiation has to choose carefully the right solution to meet its needs.
Choose carefully the right solution to meet its needs.
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The recruitment process needs a complete process description. 2t is not
possible to solve the =ob candidates individually. D7 7ecruiters have to follow
the process, and they have to keep the candidates flowing to right managers to
achieve the consensus, and decision about the hire quickly. The described
process helps to set and achieve the right limits. The performance of the
recruitment process has to be measured, analyed, and new, innovative
recruitment solutions have to be implemented. The recruitment is the e0pensive
D7 %rocess, and it eats a large proportion of the D7 budget. The recruitment is
about time to hire and the cost of hiring in most organiations. The D7 is
responsible for the proper management of the process to improve the
performance of the recruitment process to keep the managers satisfied. The
competitive D7 management always starts with the competitive recruitment
process. The organiation builds the competitive advantage with its employees.
The recruitment process has to determine the best sources on the =ob market. The
D7 7ecruiters have to utilie the recruitment sources and managers have to
make the right and quick hiring decisions. This is the basic set-up of the
competitive recruitment process.
Min Rec!uit"ent n# St$n% A!es
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Rec!uit"ent
• 7ecruitment %rocess (escription
• 2nternal 7ecruitment
• 40ternal 7ecruitment
• 7ecruitment $ources anagement
• 7ecruitment Agencies anagement
• 7ecruitment 8utsourcing
• 7ecruitment $oftware
St$n%
• General $taffing 7ules and %rinciples
• #ob (esign and #ob (escriptions
• 8rganiational (esign and 8rganiational %lanning
• Deadcount %lanning and Deadcount anagement
• #ob Macancies anagement
• Talent Gap Analysis
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The Recritment Process %tarts 'ith a acancy Arisin!.
o/ Analysis and 0escription
8nce a vacancy arises the human resource manager will first identify and record
the responsibilities and tasks which are related to the =ob. After analying the
responsibilities and tasks they are noted down which becomes the #ob
description for the =ob. 2t includesI
• A =ob title
• (epartment of the business in which the new employee would work
• (etails of the tasks to be performed
• 7esponsibilities involved
• %lace in the hierarchical structure
• ethods of assessing the performance
o/ %pecification
8n the basis of #ob description, a =ob specification is made. 2t is a document
which outlines the requirements, qualifications and qualities, skills and
knowledge required for the =ob. 2t is also known as person specification.
o/ Advertisement
After completing the person specification '=ob specification/ the vacancy is
advertised. 2t can be advertised internally 'on the company notice board or
newsletter/ or may be advertised e0ternally in a newspaper or magaine. The
advertisement will usually contain the elements of a person specification with
additional information like the name and profile of the company, date and time
of interview, address of the company and the contact person etc.
Applications Received and %hortlisted
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8nce a =ob is advertised, there might be hundreds of application received.
All of the applications received might not be suitable for the =ob. Thus a short
listing of the applications will be done. The applications most near to the =ob
specification will be called for interview and those who do not qualify the
criteria will be re=ected.
Intervie
The shortlisted candidates will be called for an interview to verify their
qualifications, personal qualities and aptitude for the =ob. 2t may involve a face
to face discussion between the interviewer and interviewee. The firm may also
conduct skill test, aptitude tests or personality test if it deems fit so.
%electin! the %ita/le Candidate
The candidate who scores the ma0imum in the interview will be selected for the
=ob and given an appointment letter.
Effective Recritment and %election
The key to successful recruitment is to ensure that the criteria of suitability are
overt and relevant to the =ob itself. 8nce these criteria are agreed and shared it is
possible to make more rational decisions about someone
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someone to perform it well. The costs of recruiting the wrong person can be
significant. The cost of employing someone may be at least twice their salary
when factors such as training, e0penses and employer
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;efore we look more closely at the recruitment process, spend about ten
minutes on the following activity.
2ethods of %election
T&e 'nte!vie( s Se)ection Met&o#: *!os n# +ons
Traditionally, the interview has been the main means of assessing the suitability
of candidates for a =ob. Almost all organiations use the interview at some stage
in their selection process. $imilarly, most applicants e0pect to be interviewed.
2nterviews are useful for assessing such personal characteristics as practical
intelligence and interpersonal and communication skills. The interview can be
used for answering applicantsK questions, selling the organiation and
negotiating terms and conditions. 2t is a matter of debate whether an interview
accurately assesses ability at work, relevant e0perience and work skills. A further
problem with interviews is that factors that are not related to the =ob influence
the decisionI clothing, color, ethnic origin, gender, accent, physical features or a
disability might be such factors. There is also evidence that interviewers make
decisions very rapidly on little information. 3ou need to be aware of the
potential pitfalls in using selection interviews and may choose to supplement
them with a variety of tests. $ome of these are considered below.
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Tests s Se)ection Too)
There are various types of tests and ways in which they might be used as part of
the selection process. ;efore using any kind of test you should ensure that you
know why you are using it and how it relates to the =ob specification.
$election tests
Aptitde Tests
• Tests of physical abilityI used for the selection of manual workers. @or
e0ample, a test of the ability to perform lifting operations might be used.
• Mental ability testsI tests of literacy, numeracy and intelligence.
• Analogous testsI tests which simulate some of the actual tasks in the =ob,
for e0ample a typing or word-processing test for secretaries. Group
problem-solving e0ercises and presentations may be suitable for
managerial =obs.
Personality Tests
The use of these in selection comes from the assumption that certain =obs require
certain personalities and that test can identify them. The most common form of
personality test is questionnaires designed to rate respondents on various
personality dimensions. The individual is rated for being persuasive, socially
confident, competitive, decisive, introspective, artistic, conceptual, traditional,
independent, e0travert, stable, optimistic, and so on. ost reputable personality
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tests need to be administered and scored by trained and licensed users.
8rganiations selling personality tests usually recommend that they are not the
only method used for selection.
Assessment Centre
This is a process, rather than a place, that uses a number of selection techniques
in combination. A typical assessment centre would assemble applicants after
screening and sub=ect them to tests such as intelligence tests, presentations,
group work and interviews.
Tests can be very useful in the selection process as they actually replicate certain
parts of the =ob, whereas a selection interview can only indicate whether the
person has that ability. Dowever, most tests are time-consuming to administer
and can be used indiscriminately. 2t would be very unusual to use a test as the
sole means of selecting and, particularly with personality tests, it should not be
the ma=or evidence on which the decision to appoint or not is made. Mery often
the results of personality tests are used in interviews as the basis for further
investigation and questioning about an applicant
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• To e0plain the work of the organiation, the =ob and any features such
as induction and probation
• To set e0pectations on both sides, including a realistic discussion of any
potential difficulties 'if appropriate/
• To enable the candidate to assess whether they want the =ob being offered.
$election interviews are not easy to conduct and it is preferable-some
organiations insist on it -that everyone involved has participated in some kind
of training. ost managers believe they can interview competently but probably
few have sub=ected their interviewing practice to close scrutiny and thought
about how they can improve their performance. 2mportant decisions have to be
made, such as how many people should be on the interview panel, who would be
the most appropriate people, and what role they should play. 8ne-to-one
selection interviews are difficult to conduct, not least because there is more
likelihood of sub=ectivity creeping in.
'hat 0oes the Intervieer3s4 )eed for the Intervie5
• #ob description, person specification
• 2ndividual application forms, CMs, etc.
• (etails of terms and conditions of employmentI hours of work, fringe
benefits, perks, etc.
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• 2nformation on general prospects, training, induction etc. within the
organiation
'hat 0oes the Candidate )eed5
• (etails of venue5 to be met on arrival
• Access to facilitiesI toilets, any special needs for candidates with
disabilities
• Comfortable waiting area
Location Re6irements
• $uitable room and layoutI consider whether formal or informal and what
type of setting to create
• @reedom from interruptions and other discomforts and distractions such
as e0traneous noise, uncomfortable furniture, e0tremes of temperature,
etc.
• Appropriate access for people with special needs
Re6irements of a +ood Intervie
• A structured interview plan enabling the interviewer's/ to assess what
they are looking for in the candidate and whether the personI
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o Could do the =ob 'assessment against the person specification/
o Could do the =ob '=udgments of motivation and commitment/
o Lould fit 'elements of person-organiation fit/
'1oteI a well-developed person specification should include criteria
relating to all three areas/
•
A clear idea of the areas of questioning for each candidate to check that
they fulfill the criteria
• Agreement on the roles of those involved in the interview if there is a
panelI who will chair and how questions will be divided among the panel
members in an organied way
• A disciplined approach to timingI enough time for each candidate and not
too many candidates per day.
2nterviews have distinct and recogniable stages, and individuals have certain
e0pectations about what should happen when, but try not to become
reutilied or mechanistic in your approach.
Recritment and %election Process
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PURPOSE:
To define the recruitment and selection process for regular staff positions, which
involves identifying vacancies or new positions, posting these positions,
recruiting for them, and selecting, hiring, promoting, and transferring staff
employees.
POLICY:
The :niversity is committed to filling positions with the best qualified
individuals. 7ecruiting and selecting candidates are the mutual responsibilities of
Duman 7esources 'D7/ and the departmentsOunits where positions e0ist. The
:niversity encourages promoting qualified :niversity staff employees.
DEFINITIONS:
A PregularQ position is a =ob that is e0pected to last at least twelve '/
consecutive months. A regular staff employee who works twenty '*/ hours per
week or more is eligible for benefits.
An PapplicantQ is an individual who requests to be considered for employment,
completes a profileOapplication via the online employment site ':Chicago #obs/,
submits all required materials 'such as a resume and other required documents
and information/, identifies a specific =ob opening, e0presses interest in a timely
manner, and is Pbasically qualifiedQ for a specific =ob opening. ;asically
qualified is defined as possessing the knowledge, skills, education, and
e0perience listed as PrequiredQ on a =ob posting.
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GUIDELINES:
All recruitment and selection efforts must be coordinated through D7. D7
provides guidance and assistance throughout the process.
The hiring manager may collaborate with the Duman 7esource Administrator
'D7A/ and D7 but has primary responsibility for overseeing the recruitment
and selection process to ensure the development of a comprehensive position
description, completion and retention of information and documentation. The
hiring manager has primary responsibility for ensuring employment decisions
are in compliance with :niversity and department policies and procedures.
D7 will review the selection process and employment decisions for
compliance with :niversity policy and applicable law.
The D7A and hiring manager should attend training regarding staffing and
recruitment and affirmative actionOequal employment opportunity and are
encouraged to participate in =ob fairs and other outreach efforts.
Recritment
The D7A, hiring manager, and D7 collaborate in developing and
documenting ob=ective non-discriminatory criteria for a =ob posting. The
criteria used to screen =ob seekers include education, e0perience, essential
skills, abilities, and competencies.
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To post and fill a position, the D7A or hiring manager must complete a
requisition that identifies the =ob classification, duties, specific qualifications,
working conditions, and physical and mental requirements through the online
employment site.
4ach position must be posted for at least seven '?/ calendar days. Any
position posted for si0 '"/ months will be removed from the online
employment site.
D7 notifies units whether additional Affirmative Action 'AA/ efforts may be
needed to recruit for posted =obs or =ob groups. %rior to commencing
recruitment efforts, the hiring manager or D7A must submit specific plans
for e0panded outreach efforts to D7-$taffing and 7ecruitment. D7-$taffing
and 7ecruitment will assist D7As and hiring managers, in e0panding
outreach efforts and recruiting applicants if the availability of women or
minorities is significantly greater than their incumbency in a =ob or group.
A =ob opening must first be posted on the :Chicago #obs Leb site before
advertising through other avenues, including print ads or other Leb sites. To
ensure compliance with regulations, all recruitment advertising must be
approved by D7.
Advertising and other notification of a vacancy or new position must be
nondiscriminatory and must include reference to the :niversityKs
commitment to affirmative action through equal opportunity using the
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following taglineI PThe :niversity of Chicago is an Affirmative
ActionO4qual 8pportunity 4mployer.Q Advertisements must list the same
qualifications and =ob requirements.
A position posted via the Leb site will also automatically appear on the
'A#4/ Leb site andOor other required sites.
The D7A or hiring manager should direct an interested =ob seeker to
complete the online application process. To be considered, a =ob seeker must
complete the online application process.
:nsolicited resumes should not be considered. :nsolicited resumes should be
directed to the D7A or D7-$taffing and 7ecruitment, which will direct
individuals to the online application process.
D7 will provide reasonable accommodations to complete the application
process upon request by any applicant with a disability.
To comply with affirmative action requirements, certain data is requested as
part of the online application and new hire process. This voluntary
information is provided at the individualKs discretion. Dowever, such
information will be required as part of the employment process when an
applicant is hired.
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%earch 7irms
A unit considering the use of a search firm or employment agency must
consult with D7 and use the standard :niversity search firm agreement
template before making any arrangements with an outside firm or agency.
Any search conducted by an outside agency or search firm must meet the
same federal, state, local, and :niversity guidelines as searches conducted
directly through D7. (epartmentsO:nits must consult with D7 and, if
appropriate, the 8ffice of Begal Counsel before agreeing to any substantive
changes to the search firm agreement template.
The search firm works on behalf of the :niversity and is responsible for the
same applicant tracking D7 would otherwise do, including keeping records
of Affirmative Action outreach efforts, and the recruitment and selection
process. The departmentOunit that contracts with a firm or agency is
responsible for ensuring that any firm or agency is fully informed regarding
its responsibilities for meeting the :niversityKs 'AAO448/ search
documentation responsibilities.
The search firm must submit a copy of all search records to the hiring
departmentOunit before the :niversity processes payment of the final invoice
or e0pense reimbursement.
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Internal Applicants
The :niversity encourages the consideration of current employees of the
:niversity for open positions through promotions and transfers.
(epartmentsO:nits and managers are encouraged to allow staff employees to
take reasonable time off for interviews.
A regular :niversity staff employee in good standing who has successfully
completed hisOher probationary period may apply for a posted position by
completing the online process. The probationary period lasts si0 '"/ months
for staff employees paid monthly and three ')/ months for staff employees
paid biweekly but may be e0tended upon the written approval of D7. The =ob
performance of staff employees who apply and are hired into new positions
will be closely reviewed 'similar to a probationary period/ during the first si0
'"/ months for staff employees paid monthly and three ')/ months for staff
employees paid biweekly.
A regular :niversity staff employee who has not completed the probationary
period, but who meets the stated basic requirements, may apply for a posted
position only with permission from the current supervisor and from D7.
A regular :niversity staff employee who has progressed beyond the verbal
counseling or verbal warning corrective action step within the previous si0
months may not apply for a posted position, unless permission is obtained
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from D7-4mployeeOBabor 7elations '4OB7/. '%olicy :?*) %rogressive
Corrective Action/
%ursuing a =ob opportunity within the :niversity should not in any way
=eopardie a staff employeeKs present position. The hiring manager should
regard an application as confidential until the employee is a finalist and
references are to be checked.
The :niversity also encourages the consideration of individuals associated
with the :niversity 'e.g., alumni, spousesOpartners of faculty, staff, and
students/ when appropriate and consistent with :niversity policy and
applicable law.
%election
The hiring manager may consider candidates immediately upon receipt of all
application materials, including reviewing resumes for basic qualifications. A
=ob seeker who does not meet all the required qualifications as provided in
the =ob posting is not an applicant and should not be considered.
$election must be based on =ob-related qualifications including, but not
limited toI required and preferred education5 e0perience5 knowledge, skills,
and abilities as identified in the =ob description5 and references.
Rualifications including mental and physical demands must be bona fide
occupational qualifications. An applicant who is hired must meet the required
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qualifications listed in the =ob description, and may not, directly or
indirectly, provide the :niversity with funding to support the position.
The applicant pool should be sufficient to enable selection of qualified
applicants for interviews. 2f not, the D7A or hiring manager should contact
D7 to discuss further recruitment efforts. 2f there are no well qualified
candidates for a position and qualifications are modified to increase the
applicant pool, the position must be re-posted for at least seven '?/ calendar
days, and all applicants for the re-posted position must be considered.
The D7A or hiring manager must ensure consistent administration of the
interview process. Consistent administration includes equal treatment of
applicants, avoidance of discriminatory questions, and uniform interview
content.
:pon request by an applicant with a disability, the D7A or hiring manager
must provide reasonable accommodations, as determined by D7 or the
%rovostKs 8ffice during the interview and testing processes.
An applicant may be tested for =ob-related competencies using a properly
validated test or other selection procedure. %rior to administering a test or
other selection procedure, it must be disclosed to D7 by the hiring
departmentOunit. To ensure compliance with federal guidelines for employee
selection procedures, D7 in con=unction with departmentsOunits will partner
with third parties such as industrial psychologists or other appropriate e0perts
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to review and validate tests. The hiring departmentsOunits shall be
responsible for the cost of review and validation by third party vendors.
Lhen used, approved tests and selection procedures must be given to
applicants under equivalent conditions, must be scored, evaluated, and used
as a selection factor equally for applicants, and must be maintained with
other application and selection materials. $uch information must be retained
with the search files for three ')/ years following the date of the last action
on the position 'e.g., start date, date candidates were notified of the position
being filled/.
Reference and Bac&!rond Chec&in!
@or guidance regarding reference and background checks.
Post %election
%rior to making a verbal or written offer of employment, the D7A or hiring
manager must consult with D7 regarding the starting salary of a new hire to
ensure nondiscrimination and equity. D7 will collaborate with the D7A or
hiring manager to identify whether there are similarly situated staff
employees in the departmentOunit, to evaluate pay equity, and to determine
the starting salary based on authoried and legal factors.
A staff employee may not be offered or start in a position until the required
seven-day posting period has been completed and a proper search has been
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conducted. 2n addition, D7 verifies that a proposed hire is eligible for
:niversity employment 'e.g., meets the basic qualifications, completion of
the =ob profile, and if applicable, completion of the testing, completion of the
probationary period, not on corrective action, completion of the background
check, and not terminated for cause if previously employed by the
:niversity/.
The D7A or hiring manager should use a standard offer letter approved by
D7.
The hire must complete documents listed on the new hire checklist to be
entered into the payroll system.
After accepting a position, a :niversity staff employee is responsible for
giving sufficient notice to hisOher former unit5 notification is as followsI
'i/ for a staff employee paid monthly, provide at least one '/ month
advance notice.
'ii/ for a staff employee paid biweekly, provide at least two '/ weeks
advance notice.
:pon beginning a new position in another unit or department, a
current employee will maintain accrued but unused sick ,
vacation, and personal holiday time, which will be transferred to
the new unit.
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The D7A or hiring manager must notify an unsuccessful applicant
who was interviewed by indicating the applicantKs status in #obs and also
may send a letter or call the applicant. The D7A or hiring manager must
update the status of applicants in #obs, review the list of not hired reasons,
and identify the reasons why the applicants were not selected such as Pdid
not have preferred qualificationsQ or Pless effective phone screen or
interview than applicant hired.Q
0ocment Retention
7ecruitment and selection records must be maintained with the search
files for three ')/ years following the date of last action on the position
'e.g., employeeKs start date, or the date candidates were notified of the
position being filled/. These include all materials sent to and received
from individuals who qualify as applicants as well as all =ob seekers who
request to be considered for the position. These records are listed below,
along with the assumed location where they are stored.
o $earch firm contracts 'unit and %rocurement $ervices/
o $earch firm records 'unit and D7/
o Affirmative Action outreach efforts 'unit and D7/
o $election tests or other skills assessment activities 'unit or
D7, depending on who conducts them/
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o 7eference checks and notes 'unit or D7, depending on who
conducts them/
o Merification of degrees, licensure, other credentials 'unit or
D7, depending on who conducts them/
o ;ackground checks 'D7/
o 7esume
o Cover letter
o %rofile
o 7easons why one candidate was selected over another
candidate 'unit and
The following recruitment and selection information and documentation
also must be maintained by the departmentOunit that handled the
recruitment process for a minimum of ) yearsI
o any search plan for the position5
o copies of any e0ternal ads or position announcements 'both
print and electronic/5
o a copy of the 4qual 4mployment 8pportunity '448/ report
used to review the applicant pool5
o a list of any affirmative action and outreach efforts such as
=ob fairs and postings5
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o documentation of any screening or other criteria used to
narrow the applicant pool5
o a list of applicants phone screened for the position5
o a list of questions, notes, and results of the phone screens5
o a list of applicants interviewed in person5
o a list of interview questions, notes, and results of the
interviews5
o a list of any tests administered to applicants and what these
tests evaluated5
o reference check questions5
o the names of references contacted and their responses5
o criteria used to develop the hiring salary offer5 and
o a copy of the offer letter sent to the new hire.
8 %teps in the Recritment and %election Process
• %tep 1I Advertise the =ob position. ;e clear and highlight the capabilities
needed for the =ob.
• %tep ,I 7esume screening. The goal is to eliminate the applicants who
definitely don
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• %tep :I @ace-to-face interview. This should last about an hour and be
held in a neutral place, not your office 'e0ampleI conference room/. :se the
same, predetermined questions with each applicant. Ruestions should focus
on the capabilities required for the =ob.
• %tep ;I Assessment. :se a predictive assessment tool.
• %tep I 7eference Check. Ask about their capabilities as it relates to the
=ob. Also ask about attribute match.
• %tep 8I #ob 8ffer. ake sure the compensation plan offered is clear and
unambiguous.
CHAPTER-9
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Recritment and %election in Coca Cola India
LtdHman Resorce and Recritment and %election in Coca
Cola India
Duman resource is a term with which many organiations describe the
combination of traditionally administrative personnel functions with
performance, employee relations and resource planning. The field draws upon
concepts developed in industrialOorganiational psychology. Duman resources
have at least two related interpretations depending on conte0t. The original usage
derives from political economy and economics, where it was traditionally called
labor, one of four factors of production. The more common usage within
corporations and businesses refers to the individuals within the firm, and to the
portion of the firm
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Training and (evelopment
%erformance 4valuation and anagement
) %romotions
7edundancy
+ 2ndustrial and 4mployee 7elations
" 7ecord keeping of all personal data.
? Compensation, pensions, bonuses etc in liaison with %ayroll
! Confidential advice to internal
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year for anagement Trainees 6 si0 month for sales trainees/ makes
thorough professionals of these young recruits.
Coca Cola India Ltd Road 2ap$ Camps Placement Process
- Campus 7ecruitment from %remier ;usiness $chools
- 2nduction on CompanyKs Mision, ission and Malues
- ;usiness :nderstanding
- anagement 2nteraction
- %resentation 6 7eview
- Assessment
The process of camps recritment comprises$
- %resentation 6 Audio Mideo on Coca Cola
- %ersonal profile Analysis of $tudents
- Group (iscussion
- %ersonal 2nterview
- 7esult $haring
(ffer Letter -----@ Indction -----@ Trainin! -----@ Appraisal -----@
Confirmation
%mmer-Internship
The $ummer 2nternship %rogramme aims to widen the student
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%ositioned between the first and second years, the programme is the most
effective aid in enabling organiation to relate present business practice to the
prevailing management theory.
The organiation is benefited from the ob=ective and unbiased perspective the
student provides based on concepts and skills imbibed in the first year at the
institute. The summer interns also serve as unofficial spokespersons of the
organiation and help in image building on campus.
Typically, pro=ects are interdisciplinary and involve assigning independent
responsibility to the summer interns, under the guidance of a senior e0ecutive.
8ften the pro=ect assignment is confidential and proprietary in nature, which
reflects the confidence imposed in the intern by the organiation. The work done
by the summer interns are greatly appreciated by the organiation and significant
numbers of their recommendations have been implemented successfully.
%ro=ects have been undertaken in the areas of strategy formulation, business
process, 2$, 47% implementation, industry analysis, D7, @inance, new product
launches, sales 6 distribution, market research and advertising etc
$ummer intern works under the counsel of a company e0ecutive 'company
pro=ect guide/ who supervises and evaluates the performance of the student
during hisOher $ummer 2nternship. The summer interns submits a copy of the
summer report to his %ro=ect guide who finally evaluates the studentKs
performance and sign the report for final submission to D7.
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The selection of summer interns is done on the basis of personal
interview. Any information related to summer internship should mail.
Proect Trainees
This programme provides a common platform for the organiation and the
young talent to share and to collaborate their needs through means of live
pro=ects.
The programme is designed with an ob=ective to give the trainees a real
organiational feel and work on live pro=ectsOproblems faced by the organiation.
This helps the students in terms of gaining live and practical e0posure of
corporate world and also benefits the organiation from the innovative and new
solutions suggested by the students.
%ro=ect trainees work under the counsel of a company e0ecutive 'company
pro=ect guide/ as well as faculty from the institute who supervises and evaluates
the performance of the student during hisOher training.
The selection of pro=ect trainees is done on the basis of personal interview. Any
information related to pro=ect trainees should mail .
Ne( 'nititives
Ne I#ititi$es
"No inspiration is worthy until so!on! ta!s a#tion to a! it wor$"
Today, D7 is being considered a line function, one that can create a compelling,
strategic advantage in the business. :nlike the old days, when D7 was typically
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about support, today, it is impacting the top line, the bottom line and
everything in-between. Therefore, to support, the new initiatives provide a
launching pad to drive the innovation in the organiation .At Coca Cola 2ndia
Btdnew initiatives in D7 are constantly seeking ways to improve on the methods
6 ideas to better the lots of our e0trinsic and intrinsic customers. Le firmly
believe that an inch of an initiative with its subsequent improvement takes
company miles with its creative business impact.
The creative, strategic and innovative D7 initiatives are the key competencies
which has helped Coca Cola 2ndia Btdto respond better to market trends and be
aligned with the market and understand opportunities with a competitive
advantage. Coca Cola 2ndia Btd continuously strive to achieve alignment with
the help of new initiatives by way of developing, creative alternatives to solve
comple0 problems and create value by understanding uncertainties and business
comple0ities.
Clear business understanding, @ocused approach and required and right
initiatives in D7 has shifted the paradigm and has also given a reason to believe
that Coca Cola 2ndia Btdis recognied as better than any other best of the best
employer in 2ndia and was also =udged as P the ) rd best employer P year **&-*
by world D7( congress. $ome of the initiatives are given for reference
- 4%B8347 ;7A1(21G in the year-**&-*
- global D7 40cellence awards under the various categories in the year- **-
- $hine.com awards in the year -**-
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- $tar 1ews awards under the various categories in the year-**-
- P2ndiaKs ;est Companies to Lork @or-*Q awards
- 4mployee benefit policy integration across the organiation
- D7 %olicy anual 'D7 $ystems and %rocess guidelines/
- ;lue Collared 4mployees Compensation 6 ;enefit ;enchmarking $urvey
- Compensation reviewI 7esearch, study and strategy
Talent 2ana!ement
2t is a universal truth that Talent drives %erformance 6 in todayKs scenarios
where other things can be replicated it is the quality of our people that is our last
true competitive differentiator. 40ceptional business performance can only be
driven from superior talent thus at Coca Cola 2ndia Btd Talent anagement is
a strategic integrated approach to managing human capital throughout the career
cycleI developing, retaining, and transitioning the organiation
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The (/ective of Talent 2ana!ement at Coca Cola India Ltdis
a/ To increase 2ndividual 6 8rganiational performance.
b/ To have highly 4ngaged workforce
c/ Continuous 9nowledge sharing 6 uninterrupted supply of skilled
workforce
Talent 2ana!ement strctre at Coca Cola India Ltd is /ased on the
folloin! , pillars for its sccess
/ (r!aniation 0esi!n$ 2s driven from the organiational ob=ective 6
vision, making it the base for defining the 8rganiation $tructure 6
(epartmental $tructure./ Performance 2ana!ement 7rameor&$ #ob Clarity 6 specific
2ndividual deliverables drawn from departmental goals 6 organiational
ob=ectives
At Coca Cola 2ndia Btdwe believe in providing optimum challenge for the right
competency, making sure that the work itself becomes a motivator for the
individual thus permanently eliminating boredom or an0iety for ma=ority of the
positions but surely for all the critical positions 6 high potential employees.
Critical =obs are identified 6 the identified potential resources are allocated to
these =obs providing a win - win solution for both individual & the organization.
A0ERTI%I)+
Advertisin! of acancies$
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The D7 Team provides a centralied advertising service for the
advertisement of vacancies and will assist the anager prepare an appropriate
advertisement.
All permanent vacancies are advertised concurrently internally 'on the intranet/
and e0ternally. 40ternal advertisement is on the 2%CC website, generally along
with appropriate newspaper publications and can include the use of agencies
where appropriate.
Applications are to be forwarded to the D7 Team in the first instance and not
directly to the anage
%hort-listin!
$hort-listing must be completed based on the person specification. 1ew criteria
cannot be introduced to assess the candidates at this stage as it would be unfair.
2t is the anagerKs responsibility to complete the short-listing and to ensure the
process remains free of unlawful discrimination. 2t is desirable that a second
person from the panel also participates in the short-listing process.
@ormer employees who have been dismissed for misconduct cannot be
considered for appointment. $taffs who have taken early retirement or
redundancy may be considered on their merits.
$hort-listing notes must be returned to D7 for filing and are retained for a period
of " months.
I)TERIE'I)+
Arran!ements for Intervies$
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The manager is responsible for scheduling dates and times for interviews
directly with the short listed candidates and notifying the candidates of any
selection tests that will be used. The manager must then notify D7 of these
arrangements and D7 will confirm via letter or email to the short-listed
candidates the following detailsI
• (ate, time and place of the interview
• 2nstructions on how to find their way to the interview venue
• A request that they contact the author of the letterOmessage if they have
any special requirements in relation to the interview 'related to access to
the venue or any other special need related to a disability/
• 2f appropriate, details of any test or presentation they will be required to
take or anything they should bring with them 'e.g. e0amples of work or
proof of qualifications that are essential to the post/.
At the Intervie$
The purpose of interviewing is to appoint the best person for the =ob based solely
on merit and suitability. The Coca Cola 2ndia Btd recruitment and selection
framework achieves this by using methods that are systematic, thorough, fair,
unbiased and based on rational, ob=ective and =ob related criteria.
At the interview, each candidate should be treated consistently. To achieve this
panel shouldI
• Ask the same initial questions of each candidate.
• $upplement their understanding of the candidateKs responses by
following up questions as appropriate.
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• ;e consistent in allowing access to presentation material, notes and
so on.
• 1ot allow any discriminatory questions, harassment, or any other
conduct which breaches the Coca Cola 2ndia equal opportunities policy
or code of conduct.
• 4nsure that in the case of disabled candidates, the necessity for any
Nreasonable ad=ustmentsK that would be required on the =ob are e0plored
in a positive manner. Assessment of disabled candidates should be based
on their e0pected performance in the =ob, given that any reasonable
ad=ustment required was provided.
• 9eep in mind that information obtained throughout the selection process
is treated as confidential and is known only to parties involved in the
selection process
• 9eep records of interviews and the reasons for decisions - returning this
information to D7 for filing 'and disposal si0 months later/.
%anel members must be aware that it is their responsibility to ensure
recruitmentOinterview documentation is stored securely and confidentially whilst
in their possession.
%ELECTI()
0ecision to Appoint$
2n selecting the successful candidate, the panel must make a decision based on
the merit and eligibility of the candidates as =udged byI
• Content of application• Rualifications 'if required for the post/
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• %erformance at 2nterview
• 8utcome of any selection tests
Chec&s$
As part of assessing the merit of each candidate, anagers must satisfy
themselves that the information the candidate gives is authentic, consistent and
honest. This includes being satisfied about information regarding the
candidateKsI
• application
• work history• qualifications 'where a qualification is a requirement for the post,
supporting evidence or certification must be obtained from the candidate
and recorded/
• evidence presented at interview
Hman Resorces Are Responsi/le 7or Processin!$
• 7eference checks
• $ecurity Clearances
$hould any of these not meet the required standards, D7 must immediately
discuss the issue with the anager.
(77ER
(ffer of Employment$
A conditional verbal offer of employment is to be made by the anager within a
week of interview. The offer should be made within the salary range stated on
the authority to recruit form. 2f for any reason the anager wishes to make an
offer above that range, the prior approval of the (irector and Dead of Duman
7esources is required. @ailure to do so may result in the offer being retracted.
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The offer must be on a conditional basis whilst the required checks take
place in relation to security clearance, health declaration, references and
qualifications 'if not already provided/.
2t is the anagerKs responsibility to notify D7 of the offer. D7 will then send the
candidate a security clearance questionnaire, health declaration form, offer letter
and statement of particulars detailing post, salary, benefits, holiday entitlement,
notice period, working hours and location.
:pon receipt of the successful applicantKs acceptance letter and completed health
declaration and security clearance questionnaire. D7 will send a confirmation of
receipt letter confirming the start date 'taking into account timeframes for
security clearance/, along with =oining instructions.
2f a manager wishes to withdraw a firm offer of employment, they should seek
advice from the D7 team before doing so.
(THER REDIRE2E)T%
Post intervie feed/ac& notification to applicants$
D7 is responsible for providing all candidates with written notification of the
outcome of their application. 2f feedback is requested from an unsuccessful
short-listed candidate, the manager should provide a valid reason to the
candidate for re=ection together with constructive feedback. Lritten feedback
will not normally be provided.
2onitorin! Recritment and %election 3reportin!4
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D7 will monitor the recruitment processes to ensure they are not
discriminatory and will provide statistical data to the $enior 40ecutive Group on
a regular basis.
7rther +idance
Lhere a anager is unclear on any aspect of the recruitment and selection
process advice should be sought from the Duman 7esources Team.
I)E%TI)+ I) THE 7DTDRE
The headcount is increasing by about * per cent each year, and among those
have been +* recruited on campus last year from ;-schools, and half that number
from engineering and agriculture institutes. This year
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anager at the end of the first year to anager 'heading a department/ in
not more than five years.
P8n campuses, the relatively lower compensation we offer has not been an issue
till date. 2n our presentation we say that we are not the best paymasters. Le also
say that if we have to pay more, it will be at the cost of the farmer. The kind of
people we want to hire appreciate the purpose of our business beyond top lines
and bottom lines,Q e0plains (r itra.
Lhat the company looks for in people are these virtuesI understanding and
imbibing values of the company, sharing the spirit of serving the nation, and
understanding the economics of the business. The emphasis on academic
performance is not as much as it is on value systems.
PLe find that those from middle-class families come in with value systems that
are relatively stronger5 the same is the case with people from service class
backgrounds,Q adds itra.
8nce in, they are put through an elaborate induction process. This involves an
eight to +-day stay in the remote villages where the produce comes from. And
days here start at anytime after ) am.
The procurement e0perience and interaction with farmers holds them in good
stead for the =ourney ahead. The induction also helps slot inductees into roles,
e0plains (r itra.
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BLE)0I)+ E)ER+* A)0 EFPERIE)CE
There are several employees who have served the company for )+ years. 8n
average, the tenure of current staff is around " years. All of a sudden, some of
them had bosses who were much younger, often from the new recruits on
campus.
The system entails that the new recruit for the leadership role undergoes training
under e0perienced staffers for a period of time, after which the staff who train
him or her will be managed by the person trained.
2t may seem impractical, but it
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Attrition is at ).+ per cent, claims (r itra. Lith the work force getting
younger and the company e0panding in terms of people, product portfolio and
geographic spread, he admits that the Naverage tenure of employees< statistic is
likely to come down.
SOME IMPORTANT HR RULES & POLICIES:
I. Working hours = 8 hours, an employee is not alllowed to do
more than 1 hour overtime as per law.
AI. Employee’s ID card:
Sample format:
)O)A*)OLA
Brindavan Agro Industries (P) Ltdd.
E.Code
Name
Card no.
Designation
Bld.Group
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Emrg.Cont.No.
Issued by
BI. Every employee shall keep his / her identity card while on duty. In case of
any loss or damage, employees are expected to report
RECRUITMENT & SELECTION PROCESS AT BRIND AVAN
GRO INDUSTRIES PVT. LTD.
The Process of recruitment and selection consist of number of
sequential steps. The following picture can show the process very
clearly:
Manpower
Requisition
Joining
Collecting C Vs from
sources:
Referral s
Internet
Advertisements
Private agencies Offer letter &
Acceptance
Sorting CVs
that are
suitable for t he &
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Final Selection
job.
SalaryNegotiation
Background
Interviews
Checks &
Enquiries.
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APPLICATION FORM
Application For The Post Of:
Name:…………………… ……………………………………….
Date of Birth (Enclose Pro of): ……/……/……. Age: yrs…….…
Contact Number:
Present Address: ………… ……………………………………….
…………………………… ……………………………………….………………….Phn.No ………………………………………….
Permanent Address : …………………………………….
…………………………………….
……………..Phn. No……………......... ......Father’s/Husband’s Name :…………………………………… ….
Father’s/Husband’s Profession :…………………………………… …..
Emergency Contact Number :…………………………………… …..
Marital Status :Married/Single No. of children & Age
Date of Marriage : Blood Group: ……………
Pan Card No. :……………. Driving License No…………….
Family Details:
S.No Name D.O.B. Relation With
Employee
Education Qualifications(Increasing Order):
Examination Passed Name of Year of Passing Class/Rank obtained
Institute/University
(Enclose Certificate copies in support of the qualifications mentioned above)
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CHAPTER-:
Research 2ethodolo!y
(BECTIE% (7 THE %TD0*
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(BECTIE% (7 THE %TD0*
• To understand the recruitment and selection process of the organiation
• To study the influencing factors to be considered while selecting the
candidate in the company.
• To know that what are the methods of selection in the company
• To know the views of selected candidate about the satisfaction
Odissatisfaction of the process
• To know the different methods of recruitment used by the company
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RE%EARCH 2ETH(0(L(+*
@or the overall research design, the data collection method and analysis
procedures, 2 did my survey in ;rindavan Agro 2ndustries %vt. Btd. athura
region. @or data collection n it was scheduled prior to survey work, like whom
to get feedback. The primary and secondary source of data collection wereI
:niverse - @inite
7esearch (esign - (escriptive
$ampling ethod - $imple 7andom $ampling
(ate CollectionI
. %rimary (ata
• Ruestionnaire
. $econdary (ata
• #ournals
• againes
• Companies 7eports and
•
Companies Lebsites
$ie of the sample - *
$ampling unit - The sample unit consist the 4mployee
of ;rindavan Agro 2ndustries
7esearch Area - Chhata athura
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%C(PE (7 THE %TD0*
The report deals with the recruitment and selection process in terms of
theoretical point of view and the practical use. The study will allow learning
about the recruitment and selection issues, importance, modern techniques and
models used to make it more efficient. The study will help to learn the practical
procedures followed by the leading organiations. oreover the study will help
to differentiate between the practice and the theories that direct to realie how
the organiation can improve their recruitment and selection process.
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CHAPTER-;
0ata Analysis and Interpretation
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0ata Analysis and Interpretation
R. Lhat sources of recruitment is used by the company U
(pinion )o. of Respondents Percenta!e
1ewspaper * +H
%lacement Agencies )*H
7ecruitment %ortal )+H
4mployees 7eferrals *H
Total :G 1GG
25-
30-
35-
10-
Ne(s *.e! *)ce"ent A%encies
Rec!uit"ent *o!t) E".)o/ees !ee!!)s
Interpretation I
2n the above graph shows that the +H respondents reply news paper, )*H
placement agencies, )+H says through recruitment portal and * H says
through employees referrals.
R. (o you think that these sources are appropriateU
(pinion )o. of Respondents Percenta!e
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3es ) !*H
1o ! *H
Total :G 1GG
80-
20-
es No
Interpretation I
2n the above graph we find that !*H respondent says that sources are
appropriate and remaining *H respondents says no.
R). (oes your organiation recruit employees through latest method of
recruitment through internetU
(pinion )o. of Respondents Percenta!e
3es ) !*H
1o ! *H
Total :G 1GG
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80-
20-
es No
Interpretation I
2n the above graph we find that !*H respondent says that the organiation uses
latest method of recruitment through internet while *H respondents deny it.
R.. 2s internet recruitment effective in your opinionU
(pinion )o. of Respondents Percenta!e
3es * **H
1o * *H
Total :G 1GG
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100-
es No
Interpretation$
@rom above graph we find that **H respondents says that internet recruitment
is effective.
R.+. (oes the procedure adapted for the recruitment and selection of employees
enables to right person at the right =obU
(pinion )o. of Respondents Percenta!e
3es * **H
1o * *H
Total :G 1GG
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100-
es No
InterpretationI
$tudy reveals that **H respondents with the procedure used by the
organistion for recruitment and selection.
R." (o they provide all information about =ob profile, salary, compensation
etc.U
(pinion )o. of Respondents Percenta!e
3es )* ?+H
To some e0tent * +H
Total :G 1GG
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75-
25-
es To so"e etent
Interpretation I
$tudy reveals that ?+H employee says that yes they provide all information
about =ob profile while +H say to some e0tent.
R.? . (oes the recruitment and selection methods used by the 8rganiation are reliableU
(pinion )o. of Respondents Percenta!e
3es )* ?+H
1o * +H
Total :G 1GG
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75-
25-
Reliable recruitment and Selection Method
1es No
Interpretation I
8n the basis of above diagram ?+H respondents says reliable methods used in our
organiation,+H says not reliable methods used for recruitment and selection.
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R.!. (o you agree that recruitment is the scale of development and success of the
organiation.
(pinion )o. of Respondents Percenta!e
3es "*H
1o ! *H
CanKt say ! *H
Total :G 1GG
60-20-
20-
es No +nt S/s
Interpretation$
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8n the basis of above diagram "*H respondents says yes recruitment the scale
of development and success of organiation, *H says no and *H says 2 have
no idea about it.
R.& Are you satisfied with =ob profileOresponsibilityU
(pinion )o. of Respondents Percenta!e
3es )! &+H
1o +H
Total :G 1GG
95-
5-
es No
Interpretation$
&+H says yes they are satisfied with =ob profile and responsibility given to
them while +H say they are not satisfied.
R.*. Are you satisfied with recruitment process of your companyU
(pinion )o. of Respondents Percenta!e
3es ) !*H 1o ! *H
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Total :G 1GG
80-
20-
es No
Interpretation I
According to above study !*H respondent are satisfied the recruitment process
and the other hand *H respondents are not satisfied the process of
recruitment adopted by the organiation.
R. Dow would you rate the D7 departmentKs performance in recruitment and
selectionU
(pinion )o. of Respondents Percenta!e
40cellent "*H
Good *H
Average *H
;elow average *H
%oor *H
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Total :G 1GG
60-
10-
10-
10-
10-
Ece))ent Goo# Ave!%e
e)o( ve!%e *oo!
Interpretation I
2n the above graph we find that "*H respondents think e0cellent, *H good,
*H average, *H say below average and remaining *H respondents rate
the D7 departmentKs performance in 7ecruitment and selection is poor.
R. (o you think recruitment Technique should be changedU
(pinion )o. of Respondents Percenta!e
3es )*H
1o ! ?*HTotal :G 1GG
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30-
70-
es No
Interpretation I
@rom this graph it can be easily seen that ?*H respondents says no while
reamaining )*H respondents say yes recruitment technique should be
changed .
R.). Are reference checks are conducted on all candidatesU
(pinion )o. of Respondents Percenta!e
3es * **H
1o * *H
Total :G 1GG
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100-
es No
Interpretation I
2n the above graph **H respondents says that reference check of all
candidates is done.
R.. Are you satisfied with you promotion activities in your companyU
'a/ 3es 'b/ 1o
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77-
23-
es No
8n the basis of above diagram ??H respondents satisfied the promotion
activities of the organiation and )H not satisfied the promotion activities.
R.+. Are you comfortable with the working environmentU
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'a/ 3es 'b/ 1o
91-
9-
es No
8n the basis of above diagram &H respondents feel comfortable environment
and &H says no.
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7indin!s
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7I)0I)+%
• a0imum number of respondents selected through recruitment portal
and placement agencies for recruitment process.
• a=ority of respondents says yes that the sources of recruitment are
appropriate.
• a=ority of respondents says yes that organiation use latest method of
recruitment.
• All respondents agree that internet recruitment is effective.
•
2t is fully accepted by all the respondents that procedure of recruitment
and selection enables to right person to right =ob.
• ostly respondents agree with the organiation provide all information
about =ob profile, salary, compensation etc.
• ostly respondent agree the reliable method is used for recruitment and
selection process by the organiation.
• ost of the respondents agree that recruitment is the scale of
development while few disagree and rest canKt say about it.
• a=ority of respondents are satisfied with =ob profileOresponsibility.
• ostly respondents are satisfied with the recruitment process of the
company.
• 7ating of the D7 departmentKs performance in recruitment and selection
are adequate according to large number of respondents.
•
ost of the respondents donKt want that recruitment technique should be
changed.
• All the respondents agree that refrencce checks are done on all
candidates.
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CHAPTER-<
%D++E%TI()%
%!!estions
1. 2ncrease the source of recruitment like campus placement, promotion,
transfer and present employees
,. To involve the suggestions of employees for the improvement
9. To make =ob profile more clear infront of the candidate
:. To improve the working of D7 (epartment
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CHAPTER-=
C()CLD%I()
C()CLD%I()
Coca Cola India Ltd is using the portal of his own for looking the
perspectives employees. 7eferences are also taken into consideration. A search
is made for the required candidate on the parameter like, what is the
qualification he possess and for a sales persons his certificates are not that
important as compared to the e0perience. As the person with good work
e0perience can do marketing in much-much better way than the person who
possesses number of certificate in the same field. $o for the profile of
marketing work e0perience counts more than certificates in the recruitment
process of Coca Cola 2ndia Btd @or the other profile like 8ffice-Assistance,
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Coordinator, D7 40ecutive, 4ngineer and for Admin (eptt. qualificational
certificate as well as personality and communication skill plays a vital role in
the selection of an applicants. (ata of perspectives employees from naukri.com
and times=ob.com are taken and the criteria for the selection of candidate from
the website is not only their educational background but their work e0perience
and cost to company is also given equal weightage. 2n selecting the candidate
and these selected candidates are given calls and are called for interview rounds
by giving them the complete detail of their profile so that no confusion remain
in their mind regarding, the company profile as the company is on the growing
stage and people are not very much aware of the company. $o they need to
know about the company profile and then the =ob profile. After getting
satisfactory answers and by getting convinced by the answers, the applicants
sometimes start negotiating for $alary %ackage and the probable answer for the
question is that they will get a hike of around )*H in their present package. 2f
still not convinced then they are called for interview and asked to negotiate for
salary with the D7 head after the interview round.
http://naukri.com/http://timesjob.com/http://naukri.com/http://timesjob.com/
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CHAPTER->
Limitations of the stdy
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LI2ITATI()%
There were a few limitations like
. Time was a ma=or constraint.
. The fact that most of the employees did not understand 4nglish.
). Mery importantly they were hesitant to answer the questions freely.
. Bastly, money was also a constraint.
+. The sample sie of * employees may not be a true representative of the
organiation.
CHAPTER-8
BIBLI(+RAPH* BIBLI(+RAPH*
BOOKS CONSULTED:-
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+R ot&!i Rese!c& Met&o#o)o%/ 2006; ?!%ni@tion) e&viou! =/ *!entices H)) o
'n#i
+Gu.t >Hu"n Resou!ces Mn%e"ent =/ Su)tn
Sns
Mi!@ n# si/#in B *e!sonne) Mn%e"ent / *!entice
H)) o 'n#i
*e!sonne) Mn%e"ent >Mi!@ n# Si/#in
Mon.. >'n#ust!i) Re)tions
+ R ot&!i Rese!c& Tec&no)o%/ /
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Journal
Coca Cola 2ndia Btdspices up price war, reduces vegetable prices .
**?--*?. 7etrieved *-*-*. The recruitment process Acas, Accessed + August *
4dited by $angeetha 9, 4ffective 7ecruitment- the emerging scenario,
2C@A2 university press **?
Duman resource management, (essler Gary, &th edition, %earson
4ducation, **+ Armstrong ichael, D7 practice, 9ogan %age , &th edition
4-7ecruitment, the right way, The Dindu, Led ar*&, **+.
!EBS"TES
• httpIOOwww.employment-studies.co.ukOsummaryOsummary.phpUidV*!
• httpIOOwww.isrinsight.comO$olutionsOengagement.asp0
• httpIOOwww.standardchartered.comOinO
• www .coca-cola.com
http://economictimes.indiatimes.com/news/news-by-industry/services/retailing/Safal-spices-up-price-war-reduces-vegetable-prices/articleshow/2554638.cmshttp://www.acas.org.uk/index.aspx?articleid=748http://www.employment-studies.co.uk/summary/summary.php?id=408http://www.isrinsight.com/Solutions/engagement.aspxhttp://www.standardchartered.com/in/http://economictimes.indiatimes.com/news/news-by-industry/services/retailing/Safal-spices-up-price-war-reduces-vegetable-prices/articleshow/2554638.cmshttp://www.acas.org.uk/index.aspx?articleid=748http://www.employment-studies.co.uk/summary/summary.php?id=408http://www.isrinsight.com/Solutions/engagement.aspxhttp://www.standardchartered.com/in/
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CHAPTER-1G
Anne#re
DE%TI())AIRE
)ame$.A!e$..%e#.
E-mail address$..2o/
R. Lhat sources of recruitment is used by the company U
'a/ 1ews %aper
'b/ %lacement Agencies
'c/ 7ecruitment %ortal
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'd/ 4mployees referrals
R.. (o you think that these sources are appropriateU
'a/ 3es
'b/ 1o
R.). (oes your organiation recruit employees through latest method of
recruitment through internetU
'a/ 3es
'b/ 1o
R.. 2s internet recruitment effective in your opinionU
'a/ 3es
'b/ 1o
R.+. (oes the procedure adapted for the recruitment and selection of
employees enables to right person at the right =obU
'a/ 3es
'b/ 1o
R.". (o they provide all information about =ob profile, salary, compensation
etc.U
'a/ 3es
'b/ To some e0tent
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R.? . (oes the recruitment and selection methods used by the 8rganiation are reliableU
'a/ 3es
'b/ 1o
R.!. (o you agree that recruitment is the scale of development and success of
the organiation.
'a/ 3es
'b/ 1o
'c/ CanKt say
R.&. Are you satisfied with =ob profileOresponsibilityU
'a/ 3es
'b/ 1o
R.*. Are you satisfied with recruitment process of your companyU
; es
'b/ 1o
R.. Dow would you rate the D7 departmentKs performance in recruitment
and selectionU
'a/ 40cellent
'b/ Good
'c/ Average
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'd/ ;elow average
'e/ %oor
R.. (o you think 7ecruitment Technique should be changed U
; es
'b/ 1o
R.). Are reference checks are conducted on all candidatesU
'a/3es
'b/1o
R.. Are you satisfied with you promotion activities in your companyU
'a/ 3es
'b/ 1o
R.+. Are you comfortable with the working environmentU
'a/ 3es
'b/ 1o
DECL#R#T"ON
2, ?amini +pta student of ;A, Mivekananda College of Technology and
anagement, Aligarh approved by A2CT4 affiliated to 0r. AP A/dl ?alam
Technical Dniversity Lc&no here by declares that the summer training
report on JRecritment and %election Process in Coca Cola.
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@urther, 2 also declare that 2 have tried my best to complete this report a most
sincerely and accuracy, even then if any mistake or error has been crept in, 2
shall most humbly request the readers to point out those errors or omission and
guide me for the removal of those errors in the future.
?amini +pta
39rd %E24
CT2 Ali!arh
TABLE (7 C()TE)T%
C!rti%i#at!
D!#laration
nowl!'(!!nt
Pr!%a#!
Chapter -1 (r!aniation Profile 1-1,
Brindavan A!ro Indstries Ltd.
Chapter -, Introdction of the topic 19-9>