recruitment & selection processselection

7/30/2019 Recruitment & Selection Processselection

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3.0RECRUITMENT POLICY

3.1 OBJECTIVE

To streamline the Recruitmentprocess, To ensure that we always hire the RIGHT people at RIGHT role at RIGHT

time, and

Also to thrive a strong Employer Branding to attract the best talents

available in the Industry

3.2 ELIGIBILITY:

We believe that all people are entitled to equal employment opportunity and doesnot discriminate against qualified employees or applicants because of race, nationalor ethnic origin, gender, religious beliefs, age, marital status, sexual orientation or

disability. Equal opportunity will be extended to all persons in all aspects ofemployment including but not limited to recruiting, hiring, promotion, discipline, orlayoff/termination.

3.3 ScopeCovers all the vacant positions across the functions, levels & hierarchy.

3.4 Recruitment Policy & Process

To enable HR to initiate the hiring process at any point of time during the year, therespective HOD / functional / Regional heads need to follow the below-mentionedsteps

1. Fill-up a Manpower Requisition Form (MRF)(ReferAnnexure I)

2. Get the MRF approved by the concerned approving authorities (as per theRecruitment

Approval matrixshown below), and

3. Forward the approved MRF to HR.


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HOD to Identify the Business Need

( New Requirement /Back up / Replacement )

Page 1

MANPOWER REQUISITION PROCESS

Identify the Type , Level, Number of Profiles, KRA ,Job Specification,Deadline for Meeting the requirement in MR Form

Approval From

Business Head

Requisition

Cancelled

Approval From

Group Head

Requisition

Cancelled

No

Yes

No

Yes

HR to take action

on the

Requirement

3.5Recruitment Quality Norm:In todays knowledge driven business scenario, People are perceived as the mostvaluable assets of an organization and the optimum utilization of the skill,knowledge, attitude, they posses, are directly instrumental to the growth of anyorganization.

Therefore, while recruiting a candidate for any role, position, level, function, it shouldalways be ensured that there is no compromise in the quality of people,we hire.

Besides checking the presence of role-specific key competencies & thebehavioral attributes required to perform a job, few basic eligibility criteriashould be considered, even before a candidate is called for the Initial rounds ofInterviews -


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3.5.1 Academic Qualification: MinimumGraduate (Recognized university) for allpositions, and there should not be any unjustified gaps in education.

3.5.2 Reference check:Reference checkis MUSTfor all recruitments (Assistant

Manager and above positions) across the country and HR should always ensure thatReference check is done before extending the offer to a selected candidate.Candidates selected after rounds of tests/Interviews would be asked to provide thenames & contact details of at least 1 person as his/herProfessional Reference,and HR would contact these references and the comments & remarks of the refereeswould be documented and preserved for future records.

RECRUITMENT , SELECTION & REFERENCE CHECK PROCESS FLOWCHARTLine up of Short listed candidates

Conduct Initial Screening

Operations / Technical Round

Short listedNo

Rejects

Yes

Final Round of Interview by M1

NoReject

Yes

Short listed

HR Round & offer ( By HR Rep.)

NoReject

Yes

Short listed

YesReference Check

NoPositive

Yes

Reject

Screening of the Resumes

Head Hunting

Employee Referral

Consultants /OtherChannel

For Assistant Manager & above


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3.5.3 Recruitment Approval Matrix: Any Recruitment across the organization, atany level / function has to be approved by the concerned authorities as

specified in the matrix below

Grade

Interviewing Authority

Preliminary Final

M5 , M4 & M3 HOD & Head - HR COO & MD

M2 & M1HOD & HR HOD & Head -

HRFunctional Head & HR

3.5.4 Internal Recruitment:

As a conscious focus of the organization to nurture high potential talents by providingthem suitable career growth opportunities within the organization, efforts wouldalways be made to fill in specific vacancies from its existing human resource pool.

The entire process would be done through Internal Job Posting (IJP) andcommunication including thejob profile, candidate profile, eligibility(who can apply),application deadline etc. would be made available by HR

Employees possessing necessary skills, knowledge, and experience matching withthose required for the job may apply through the appropriate communicationchannels as prescribed in the IJP.

3.5.5 Recruitment Sources:

To ensure a steady in-flow of quality candidates for all the existing vacantpositions, with an aim to select the best within a stringent recruitmentdeadline, HR would always focus to develop a robust database of CVssearched from the following sources

Existing CVdatabase(Created &

Maintained by HR)

VacancyAdvertisement in

Newspaperse-Recruitment portals

CV d/base access

Regular Jobposting

HiringConsultants

(Mostly for Sr. &Middle level critical

positions)

MarketIntelligence

PersonalNetwork

Head hunting


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3.5.6 Hiring consultants:Considering the large volume of recruitments tobe done within a small span of time, it is necessary to identify andengage Professional hiring consultants to help HR to source qualitycandidates for middle & senior level positions.

A. Process guidelines (To engage a new Hiring Consultant):

HR would identify the Consultants in all the regions, basedon their current clients distribution, database size,past

performance records & industry feedback.

HR will negotiate the Terms & Conditions with all theidentified consultants and will get a one-time approval(from the Director) before rolling out the formal agreementwith them.

B. Quality Expectations from the Hiring Consultants:

Minimum Turn-around time (TAT): Once a requirement is placed, theconsultant should forward at least within the next72 hrs.

Strong Conversion Rate (6:1): Out of the 6 CVsforwarded by a consultant, 1has to be short-listed(after initial screening by HR) .

AnAnnual Evaluation of the services provided by the existing consultantsacross the country would be done to create a list ofPreferred consultants,who would be treated as priority CV sources for critical positions in future.

3.7 EMPLOYEE REFERRAL POLICY

1.0 OBJECTIVEEMPLOYEE REFERRAL is the new revamped employee referral scheme. The objectiveis to encourage employees to introduce potential candidates to fill published vacantpositions in the organization.

2.0 ELIGIBILITY:2.1 All employed at Band M3 and below on permanent roles of the organization areeligible to an incentive award under the scheme, except those who are involved inthe hiring process. The policy also does not cover Contract Staff, Trainees.

2.2 The following categories of employees will be considered as being involved in thehiring process:Those who are involved in the screening and interviewing of applicants for the

position(s) concerned, including Line Managers and Head of the department and/orany other senior employee to which the position directly or indirectly reports to.Those who are involved in the hiring decision.

Members of the HR Team.

3.0 POLICY


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3.1 An incentive award will be paid to an employee whose referral results in asuccessful recruitment for a specific vacancy. Schedule for Employee Referral Awardis given below. In general, the value of the incentive increases with the level of theposition being hired, reflecting a higher degree of difficult in sourcing the rightcandidates. There is no limit on individual staff members in respect of the number ofreferrals made or the number of awards given.

3.2 For critical jobs, typically defined to be positions which are difficult to fill orrequire highly specialized knowledge/ skills and/ or fall under special projects/initiatives, amount of the incentive may be adjusted, depending on the criticality ofthe vacancies. Human Resources has the option to designate certain vacancies ascritical jobs.

4.0 SCHEDULE FOR EMPLOYEE REFERRAL AWARD4.1 The incentive will be given on the new recruits confirmation i.e. satisfactorycompletion of six months service in the Organization to the employee who makesthe referral. Given below is the grade-wise employee referral incentive/ award :

PROPOSED REWARD

GRADE Amount( Rs.)

M1 & M2 15,000

M3 25,000

M4 40,000

4.2 No incentive will be paid to an employee who makes the referral if the applicant:Has already applied to the Organization via an external source including theCompany website;Has already been referred by another staff member in writing to the HR Department;Is already working in the Organization as a temporary staff member, non-employedcontractor or consultant;Was previously employed by the Organization;

Left the organization within six months of joining or if the Employee ( Referee) hasleft the Organization.

5.0 REFERRAL PROCESS5.1 The list of vacant positions will be advertised through internal communicationwith the location, grade .

5.2 Employees will be kept posted on the status of the referred candidate throughthe recruitment team.

5.3 Employees need to send the resume of the referred candidate to the email idalong with the employee referral form.

5.4 The referred candidate would go through the regular process of selection andrecruitment.

5.5 Successful referrals would be paid the referral amount ONLY through payrollsystem after the new recruits satisfactory confirmation and completion of sixmonths service with Organization.

5.6 The referral amount will be subject to tax as per the applicable tax rules.


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IX. Compensation Proposals, Negotiation & issuing the offer letters:

HR prepares the compensation proposals based on the below-mentioned criticalattributes and gets those approved in writing by the concerned authoritiesbefore extending to the candidates -

i. Academic & Professional qualification of the respective candidatesii. Experience Profileiii. Existing Compensation & benefitsiv. Market synergyv. Internal Role-wise compensation study to maintain the equity

HR extends the proposals to the candidates who get selected after final round ofInterviews and negotiates to close those.Once the candidates agree to the proposals &n intimate their acceptance, HR sendsout the formal offer letter, duly approved & signed by the concerned authority.

Offer lettercheck list -

HR should make sure that all the below-listed documents are received &

checked thoroughly before issuing the formal offer letters

i. Approved Manpower Requisition form (MRF)ii. Resume (hardcopy) of the candidateiii. Interview Assessment sheet (Filled up with specific

recommendations by the concerned Interviewers)iv. Reference checks details (documented in the specified format)v. Compensation Proposal (Existing package & the proposed plan,

duly approved by the concerned Authority)

X. Recruitment Cycle Time:

To bring in more dynamism and effectiveness in the recruitment process, HR

would follow a specific project deadline of 30 days (from the day it hadreceived the approved Manpower Requisition) to hire a new employee.

COMPLETE RECRUITMENT & SELECTION CYCLE

Phase I: Pre-Selection

ApprovingAuthority

FunctionalHead

HRJob Description&

Candidate Profile(Education, competencies,

Attitude etc)

CV Sources Internal CV database

Hiring Consultants

e-Recruitment portals

Internal Reference

Personal Networks

MRF&

Approval

Search

CV Bank


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Phase II: Selection

Phase III: Post-Selection

Initial HRS

CVs not short-listedgo to CV Database

(ForFutureuse)

Short-listed CVs

Called for PersonalInterviews

(Localcandidates)

Preliminary Interviews(As per the Selection approving Matrix)

Final Interview(As per the Selection Approving Matrix)

HR co-ordinates to organize the interviews

HRdoesSalary Negotiation& Extends the offer

De-briefing & final decision(Interviewers discuss amongst themselves

& with HR to take a final selection decision)

Salary proposal

(HR to prepare it keeping in mindthe Internal Equity)

HR closes it &sends out the

offer letter

Short-listed candidates

HR works out the modifieoffer, if possible within thband, and tries to pursue

seals the offer

Short-listed CVsTel. Interviews

Offer NOTAcceptedOffer Accepted


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Phase IV: Post-joining

New hire

HR does the necessary Reference checks(wherever applicable)& get the details documented

in specified format

HR informs the concerned Functional Heads &the Regional Heads about the probable DOJ

HRwould handle theJoining formalities &

1. The new hire should submit the following docs on DOJ itself

2. Signed & Accepted copy of the offer letter3. Photocopy of all the educational/professional certificates4. Date of Birth proof (SSC Admit card / Passport / Driving License

etc)5. 6 passport size photographs6. Medical Fitness Certificate (in specified format) signed by a

Medical Practitioner registered under IMA.7. Accepted Resignation Letter /Relieving letter, clearly

mentioning the date of Separation in it, from the last employer8. Monthly Pay-slip / Salary Certificate showing the salary details

of the last em lo ment.

HR creates Empl. I.d & sends out the the Welcome Note

Induction & New Hire Orientation

I. Plan the Induction with the Functional leaders, prior to the DOJ & communicate to allthe concerned persons accordingly

II. Make sure that the following forms are filled up and sent to HR on DOJ itself

Personal Data Form

All the statutory forms, like PF & Gratuity declaration, NominationIII. Hand him over the Induction ManualIV. Take the new hires through the office to all the departments, Introduce them to other

Functional leaders, peers, colleagues

V. Finally, Introduce the new hires to the respective Reporting Managers, to start thefunctional orientations

VI. HR receives the Induction feedback from both the trainer as well as from the newhires & keeps a track of learning & performances of the new hires.


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