RECRUITMENT

AND

SELECTION

CASE STUDY

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GROUP MEMBERS

Ankita Srivastava

Ayushi Srivastava

Hrishikesh Pandey

Ravikant

Shivam Singh

Sonali Mishra

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INTRODUCTIONInternational Business Machines Corporation,

incorporated on June 16, 1911, is a technology

company which operates five business

segments: Global Technology Services (GTC),

Global Business Services (GBS), Software,

Systems and Technology (STG), and Global

Financing. IBM India Private Limited primarily

provides IT infrastructure and business process

services i.e. hardware, software and consulting.

It offers software products, information

management, service management, systems

software, and storage software; and

WebSphere, an integration and optimization

software. The company also provides UNIX

servers, and Linux servers; and storage

systems.4

RECRUITMENT AND SELECTION STAGESIN

I.B.M. INDIA

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ATTRACTIONI.B.M. India follows several steps under attraction process. These process

can be defined as:

I. Establishing a case for recruitment

II. Job analysis, Job descriptions and Person specifications

III. Competency-based approach

IV. Defining sources of recruitment

V. Suggesting content for Recruitment advertisements

Establishing a case for recruitment:

In I.B.M. any vacancy which is created either through resignation,

dismissal or increased workload presents, management a choice. The

choice is between recruitment and other courses of action (such as

internal promotion or temporary transfer)

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Job analysis, Job descriptions and Person specifications:

The recruitment department of I.B.M. then establishes the process of job

analysis, writing up job descriptions and person specifications.

I.B.M. looks at how each job fits into the organization, what its

purpose is, and at the skills and personality traits required to carry it out. A

number of distinct methods such as interviews, questionnaires, diaries and

observation are employed for gathering job analysis data.

As stated earlier, from the job analysis the job description and person

specification is written. Job descriptions relate to the tasks to be

undertaken, whereas person specifications outline the human attributes

seen as necessary to do the job.

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Employers in I.B.M. make

use of job descriptions

and person specifications

to draw potential

candidates. Person

specification is being

drawn up using two well

known frameworks-

1. Rodger's Seven Point Plan (1952) and

2. Fraser's Five-point plan (1966).

Both plans emphasize the significance of skill's, aptitude and knowledge

included in the person specifications and should specifically relate to job

needs. The Rodger's seven point includes anti discriminatory laws as

additional laws.

Competency-based approach:

I.B.M. uses Competency framework to overcome a number of drawbacks

of the job analysis/ person specification/ job description process.

'Competencies' are defined as 'an underlying characteristic of a

person which results in effective and superior performance in a job'. In

addition, the competencies can be related to specific performance

outcomes such as disposition or interests outside work. It is the duty of

H.R. manager to observe the hidden quality of candidates and recruit and

select the best suitable candidate. Disadvantages of this approach, critics

suggest that it could lead to a form of cloning where all new recruits tend

to behave similarly to those already in the posts; hence diversity is lost.8

I.B.M. extremely focuses over these

advertising standards-

I.B.M.’s name and logo.

The job title and brief description of the job

(person specification, and any qualifications

required).

Where the job is based.

The salary (either the amount or scale) any

allowances and facilities.

An equal opportunities statement.

Application procedures, the closing date (and

interview date).

Where to get further details.

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RECRUITMENT SOURCES USED BY I.B.M.

Internal sources like:

Internal promotion, internal transfers, job rotation schemes, rehiring

former staff

Print media

National newspapers, local newspaper, trade and professional journal,

magazines

Education liaison, Careers services, career fairs, college tutors

External sources like:

Job centres, outplacement consultants, head-hunters, employment

agencies, recruitment consultants

Other media

Direct mail, local radio, internet, cinema

Professional contacts, employee referrals

Conferences, trade union referrals, suppliers, industry contacts Suggested

content for Recruitment advertisements 10

IBM JOBS

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REDUCTIONThe attraction of applicants is succeeded by efforts to narrow down the

total number of applications received to a pool of candidates is known as

reduction. This consists of –

Application forms and Curriculum Vita's (CV):

The application form and the CV are principle tools for the applicant in the

recruitment and selection process. I.B.M. With the growth of the internet

I.B.M. now uses online applications as it receives large volume of

applications. The application form is designed clearly, using concise

language and have a good layout. It is designed carefully for the job and

its related selection criteria allowing information to be gathered in a

standardized way and administered sensitively and sensibly.

In few conditions I.B.M. uses both CVs and application forms. A CV is an

opportunity for candidates to sell themselves as they tailor their

application in their own way. But C.Vs may include irrelevant informations

also. 12

Short listing :

H.R. Department in I.B.M. reduces the number of candidates proceeding

to the selection stage by assessing the application form or CV. Research

indicates that this process is often subjective, inconsistent and lacking

focus. There are a number of simple principles to guide the construction

of a final shortlist.

1. First, assessments should be made against the criteria using the

person specification or competency framework and each application can

then be rated according to these standards or a scoring system can be

used.

2. Second, a shortlist should be of a manageable size in relation to the

resources of the organization and the selection methods being employed.

3. Third, contingency arrangements should be made to compensate for

candidates who withdraw due to the time spent on short listing.

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SELECTIONThe selection choice in I.B.M. is dependent on factors such as type

and level of job, abilities of the manager involved, time required, accuracydemanded and cost. The process is fair to select with a degree of flexibilitybut the appointment decision remains a matter of human judgment. .

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The company is keen to select the most

appropriate candidates according to their job

profile because wrong decisions not only

affect the various individuals associated with

them (employers, applicants, agencies) but

also result to frustration, repetitive training

and low morale prior to the termination of

the newly hired employee. Methods such as

work sampling, assessment centers and

graphology are not used by IBM due to the

nature of the work. Hence HR section

examines interviews and ability tests in

detail.

Company knows it very well that Sound selection decisions ensure the

organizations that their financial investments in the employees will pay off

hence it uses a combination of various methods. It is important to mention

that no single method, regardless of how well it is designed and

administered, is capable of producing perfect selection decisions.

Ability tests :

Ability tests or aptitude tests focus on numeric, verbal reasoning, abstract

reasoning and logical reasoning. The aim of tests is to increase the quality

of selection decisions. In I.B.M. Daksh (the largest call centers in India)

asks candidates to undertake a practical test for verbal reasoning. Tests

scores should be used to supplement the interview.

The interview :

The purpose of the interview is two-fold. One is to find out if the candidate

is suitable for the job, and second is to give the candidate information

about the job and the organization.

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I.B.M. says that traditional selection interviews are poor predictors of

future job performance. The term 'traditional' refers to unstructured

interviews in which the interviewer may ask different sets of questions to

different candidates.

Interviewers often decide whether to accept or reject a candidate within

four minutes, and then look for evidence to justify their decision. The

company strategy recommends that the interviewer must spend adequate

time in listening to the candidates. Despite the problems associated with

interviews, it is one of the most widely used selection techniques, and the

validity of face-to-face conversation is high. Recent studies by the CIPD

have shown that interviews are used in 90 percent of selection process

not only in I.B.M but also in other organizations.

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According to the selection strategies of MNCs structured interviews have

recently gained popularity. A structured interview is designed to determine

all the relevant information and assess the competencies of the applicant.

This method focuses on the match between job and candidate which

helps better selection decisions and better consistency and fairness in the

treatment of candidates.

Job offer and Rejection :

According to H.R.D. culture of I.B.M. it is important to inform all the

applicants of the outcome as soon as possible, whether successful or

unsuccessful. Unsuccessful candidates should be given feedback on any

aspects they could reasonably improve for future success.

For the successful candidates the job offer and acceptance formalizes the

relationship between the employer and employee.

An offer of employment is normally a written document which includes all

the features of employment, for example job, hours, start date, pay and

benefits. Like other MNCs I.B.M. also suggests that it is essential to send

the offer letter to the candidate as soon as possible, as the best

candidates may have offers elsewhere. 17

TRANSITIONInduction :

Induction is used in the workplace context to help employees adjust and

acclimatize to their jobs and working environment. A good induction

should consist of the following elements:

Orientation (physical) - describing where the facilities are.

Orientation (organizational) - explaining how the employee fits into the

team and how their role fits with the organization's strategy and goals.

Health and safety information

Explanation of the terms and conditions

Details of the organization's history, culture and values.

A clear outline of the job/role requirements.

A good induction is an important element in contributing to the successful

transition from an applicant to an employee. It is essential to have a well-

designed induction program to create a good first impression and make

the employees feel welcome. It also helps increase employee retention.

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INDIAN ADMINISTRATIVE SERVICES

CASE STUDY

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INTRODUCTIONIn exercise of the powers conferred by subsection (1) of section 3 of the

All-India Services Act, 1951 the Central Government after consultation

States concerned, hereby makes the following rules, namely:-

1. Short title:- These rules may be called the Indian Administrative Service

(Recruitment) Rules, 1954.

2. Definitions :-

(a) "Commission" means the Union Public Service Commission;

(b)“Direct recruit" means a person appointed to the service after

recruitment.

(c) "Joint Cadre" and "State Cadre" have the meaning respectively

assigned to them in the Indian Administrative Service (Cadre) Rules;

(d) “Member of the Indian Civil Service" means a person who, having been

appointed to the civil service under the Crown of India, known as the

Indian Civil Service, continues to serve under the Government of India20

(e) "Service" means the Indian Administrative Service;

(f) "State" means State specified in the first Schedule to Constitution and

includes a Union Territory

(g) "State Civil Service" means:- for the purpose of filling up the vacancies

in the Indian Administrative Service Cadre for the Arunachal Pradesh,

Goa, Mizoram, Union Territories. It differs from Union Public Service

Commission. Any of the following Services, namely:-

a. the Delhi and Andaman and Nicobar Islands Civil Service;

b. the Goa Civil Service;

c. the Pondicherry Civil Service;

d. the Mizoram Civil Service and the Arunchal Pradesh Civil Service.

(ii) in all other cases, any service or services approved for the purpose of

these rules by the Central Government, in consultation with the State

Government , a member of which normally holds charge of a sub-division

of a district for purposes of revenue and general administration or posts of

higher responsibility.21

Method of

recruitment and selection (1) Recruitment to the Service after the commencement of these rules,

shall be by the following methods, namely:-

(a) By a competitive examination;

(b) By promotion of a [substantive ] member of a State Civil Service;

(c) By selection in special cases: from among persons, who hold in a

substantive capacity gazette posts in connection with the affairs of a

State and who are not members of a State Civil Service.

64(2) Subject to the provisions of these rules, the method or methods of

recruitment to be adopted for the purpose of filling up any particular

vacancy or vacancies as may be required to be filled during any particular

period of recruitment, shall be determined by the Central Government in

consultation with the Commission and the State Government concerned;22

Recruitment by competitive examination :

A competitive examination for recruitment to the Service shall be held at

such intervals as the Central Government may, in consultation with the

Commission and state governments able to determine.

Eligibility criteria:

Nationality : To appear for IAS examinations, a candidate must be a

citizen of India.

Age limits and number of Attempts : That candidate can attempt for 4

times if he belongs to open category, 7 for OBCs and there is no limit for

SC/STs. The age limit for open category is 30, for OBCs are 33 and for

SCs/STs is 35 years. But the candidate must cross 21 years 1st August of

the year.

Academic eligibility : The candidate must hold a degree from Government

recognized Universities or possess an equivalent qualification.

Candidates who are in their final year or awaiting results are also eligible

to appear for IAS exams but must have proof along with the application

for the main IAS examination.23

Candidates having professional and technical qualifications recognized by

the Government as equivalent to professional and technical degrees

Medical students who have passed final year of MBBS, but are yet to

complete their internship also have eligibility for IAS. Although, along with

the Main Examination application, a certificate of course completion

(including internship) from the concerned authority of the

University/Institution has to be submitted.

Appointments to the Service shall be subject to orders regarding special

representation in the Service for Scheduled Castes Scheduled Tribes and

Other Backward Castes issued by the Central Government from time to

time. The candidates belonging to the Scheduled castes or Scheduled

Tribes [or the other Backward Classes] and declared by the Commission to

be suitable for appointment to the Service shall be appointed against

unreserved vacancies in case they qualify for appointment to the Service

based on their merit without recourse to the benefit of reservation.

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The Exam outline of IAS is as follows:

1st Paper: You have to select any one of the

Indian Languages from 18 languages which are

included in the VIII Schedule to the Constitution

(Qualifying Paper). Total marks is 300

2nd Paper: English. Total Marks 300

3rd Paper: Essay. Total Marks 200

4th and 5th Papers: General Studies (300 Marks

for each paper). Total Marks 600

6th, 7th, 8th and 9th papers: you have to select

any two subjects from optional subjects each

contains 2 papers (300 marks for each paper).

Total Marks 1200

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Total Marks for written examination is 2000, Interview test marks is 300 and

grand total is 2300.

There are total 3 rounds in this IAS selection process those are:

Preliminary Examination consists of two papers, one is optional

subject of marks 300 and the other one is general studies of marks 150.

Total is 450 marks.

Main Examination: The candidates who have successfully completed

the preliminary exam can attend the main exam.

1. There are two optional subject with two papers each of 300 marks i.e.

total 1200 marks.

2. one general studies consists of two papers each carries 300 marks i.e.

600 marks

3. One essay for 200 marks. Grand total is 2000 marks. Other than this,

two language papers, one is any Indian language and the other is 10th

standards English paper. These two papers carry 300 marks each. But

these two papers will not consider in ranking.

The Final round in selection process is Interview:

After going through Prelims, mains the third stage is interview. To face an

interview the candidate must score minimum cut-off set by the

commission otherwise even after passing Prelims and mains candidates

are not allowed to face interviews. The interview carries 300 marks.

Note: If the candidate is failed either in Mains or in Interview, he has to

appear from the preliminary round again.27

Recruitment by promotion or selection for appointment to State

and Joint Cadre:

The Central Government may, on the recommendations of the State

Government concerned and in consultation with the Commission and in

accordance with such regulations as the Central Government may, after

consultation with the Sate Governments and the Commission, from time

to time, make, recruit to the Service persons by promotion from amongst

the substantive members of a State Civil Service or by selection of any

other officer serving in connection with the affairs of that State.

The Central Government may, in special circumstances and on the

recommendation of the State Government recruit to the Service any

person of outstanding ability and merit serving in connection with the

affairs of the State who is not a member of the State Civil Service of that

State [but who holds a gazetted post in a substantive capacity].

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Disqualifications for appointment :

(1) No person shall be qualified for appointment to the Service unless he

is a citizen of India (or belongs to such categories of persons as may, from

time to time, be notified in this behalf by the Central Government).

(2) No person-

(a) Who has entered into or contracted a marriage with a person having a

spouse living, or

(b) Who, has entered into or contracted a marriage with any person, shall

be eligible for appointment to the Service: if satisfied that such marriage

is permissible under the personal law applicable to such person and the

other party to the marriage and there are other grounds for so doing

exempt any person from the operation of this sub-rule.

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GOVERNMENT OF INDIA’S DECISIONS Government of India's Decisions under Rule 3 :

The lien in the parent cadres of I.C.S. officers permanently seconded to the

I.F.S. should be permanently suspended and the officers given Performa

promotion in higher ranks in the parent cadres whenever due. In the

vacancies caused by the suspension of the liens of these officers

appointments should be made on a provisionally substantive basis. Where

such an officer is given substantive Performa promotion and confirmed in a

super time-scale post in the cadre, while serving in the I.F.S. he would

acquire a lien in the post to which he is promoted. Consequently the

suspended lien in the lower post should be terminated and only the lien

acquired in the higher post should be permanently suspended so that he

does not hold liens on two posts at the same and the promoted officer

holding the lower post on a provisionally substantive basis can be

appointed to it in a substantive capacity.

[G.I. MHA letter No. 8/8/62-AIS(II), dated 23/5/1963.]30

Government of India's Decision under Rule 6A:

The Government of India have held that Rule 6A will apply to vacancies

arising in senior posts in the direct recruitment quota after the date of

introduction of the said rule viz., 24-9-1966. The direct recruits who

became eligible for appointment to senior posts against the vacancies in

the direct recruitment quota according to their seniority. would be deemed

to have been appointed to senior posts in accordance and as such they

will continue to be paid their pay in the senior time-scale of pay even

under the introduction of rule 6A till they are actually appointed, to senior

posts or the vacancies disappear, as the case may be.

[G.I., M.H.A. letter No. 23/46/63-AIS(III), dated 26/10/1966.]

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