Definition of PMS: Performance management is the strategic and integrated (vertical, functional & human) approach which is concerned

with improvement of performance of an individual and developing the capabilities of individual & team. PMS is the process of planning, monitoring, coaching& measuring the individual performance which is linked with organizational goals. There are few objectives of PMS system are: 1) 2) 3) 4) 5) 6) 7) To diagnose whether person has achieved his/her targets or not To provide feedback to an individual where he stands. To generate data which tells whom to give salary, promotion and bonus To motivate peers or subordinate by giving them recognition & support. To strengthen relationship between superior & subordinate. To identify the training requirements of a respective person To diagnose individual & organizational competencies so that action can be taken on the problematic areas.

Performance management Process: It is a platform of rewarding excellence by aligning the individual goals with the organizational mission and its objective. By establishing the clear performance expectation, it help the employee in understanding what is expected out of it and on the basis of that he sets his targets which helps the organization to achieve its target .through continuous feedback the employee came to know where he is going wrong and it helps the employee to achieve the goal on time.

Various type of Performance appraisal is: 1) Critical incident method: In this manager write positive & negative performance behavior of an employee throughout his performance period. 2) Weighted checklist method: In this rater is being familiar with the job being evaluated. in this large list of descriptive statement is given to him and he is to rate on the basis of effective & ineffective behavior of the job. 3) Paired comparison analysis: In this the range of option are listed. Each option is compared against other option. the highest score option is the preferred option. 4) Graphic rating scale: In this manager checks the employee level of performance. 5) Essay evaluation method: In this manager/supervisor is asked to write the strength & weakness of the employee behavior. 6) Behavior Anchored rating scale: It is a combination of critical incident & rating scale. Rating scales whose scale points are determined by statements of effective and ineffective behavior they are behaviorally anchored in that the scales represent a range of descriptive statements of behaviors A appraiser indicates which behavior on the each scale best describes an employees performance. 7) Performance ranking method: In this manager compare each employee with the other employee, rather than comparing with standards. 8) Management by objective: In this manager sets objective, evaluate the performance of an employee and get the rewards on the basis of that performance. 9) 360 degree performance appraisal: Systematic collection of performance data on an employee through immediate supervisors, team members, customers and self. 10) Forced ranking: Conforms to the assumption that employee performance is distributed on a bell curve. 11) Forced choice: Readymade checklist of statements, in which appraiser has to make a choice. 12) Assessment Centers:

Assessment Centers is the usage of a variety of testing techniques that allow candidates to demonstrate, under standardized conditions, the skills and abilities most essential for success in a given job. 13) Rating method: Numerical or qualitative scales, each representing a job related performance criterion 14) Ranking method: Supervisor ranks all his or her subordinates in order of merit CAREER PLANNING: It is a ongoing process which include (which type of job you want, growth factor in the job, choice of occupation, changing career & at the end retirement) It tells answer of few questions like: a) Where I want to reach b) What action should I take to reach over there The career planning process consists of few phases:     Self assessment Taking suitable option Matching the suitable option with the outside trend Taking corrective action on the basis of that. TALENT MANAGEMENT: It is a skill of attracting current highly skilled workforce, developing & retaining the curent [Link] is also referred as human caital [Link] is a process of recruting, managing, assessing, developing & maintaing the most important resource.i.e people. Talent management include following things: Talent acquisition Workforce planning Succession planning Compensation planning Learning & development Workforce performance 360 feedback Workforce management

y y y y y y y y

Reward management: It is an activity through which the employee is motivated towards their work. It is also a great tool to retain the employee. Also, organization objective is kept in mind before designing this. For example: Google, for example, has Greyglers, an initiative to retain employees ; [Link] is offering esops to 70% of its employee; Corbus has an online gift store where employees can redeem reward points; American Express has a special pregnancy care program me for female employees. Even during the slowdown, Intel gave a cheque of $1,000 to every employee. FEEDBACK: It is one of the best way through which people learn. There are different ways through which feedback is given to an employee, verbal, silent reward system, written, certificate, e-mail, appraisal & criticism. In PMS employee is given feedback following ways:  90 degree feedback(in this feedback of an employee is taken from various sources like peers, managers etc)  180 degree feedback(direct reports)  270 degree feedback(internal customers)  360 degree feedback(supervisor)  720 degree feedback(two rounds of feedback a pre- and post-test) For example: Cadbury introduces '720-degree' feedback in 22nd April 2010.

PLANT LABOUR & COMPLIANCE Factory act1948: (Everyone is worker except occupier and manager).factory means premises including the precincts where a manufacturing procedure is carried out if with the aid of power .10 or more person are employed and without power 20 or more person are employed. Objective: To provide for the health, safety and welfare of the worker.  Manufacturing process: conversion of raw material to finished product and it includes washing, cleaning, oiling and ornamenting, repairing etc. or related activities. Transforming, transmitting and generating electric power and including the activities of person.  Printing, ship building/breaking, pumping, oil, water and sewage.

 Definition of worker: any person employed directly or through any agency with or without any knowledge of the occupier in connection with manufacturing activities of factory act.  Compliance under factory act: to check plant & building are stable this work is done by structural engineers and then he gives stability certificate. a) Register of overtime: if a worker works for than 9 hours in a day or 48 hours in a week, the excess hrs are considered as overtime and he has to be paid double the rate of his wage. b) Form no. 16 (notice of period of work) c) Abstract of factory act: what all things are to be known to the worker. Form no.26 (Maharashtra rule). d) Safety committee: it consists of 6 members from the management side and 6 workers of the organization. Safety committee has to meet once in 6 months & look for safety aspects. They check out whether safety is lagging in a particular place or not and look for methods or policies to avoid accident. Even minutes are shown to the safety officer. The main concern is safety measure for the workers. Compliance under ESIC ACT: it is enacted in the year 1948. It contains the scheme of integrated social security, legislation & benefits that are available under this act. This act is from cradle to grave. a) It is applicable to factories, plantation, mines, shop establishment. b) Factory premise include precincts where manufacturing process is going on with 10 people with power and with 20 or more people without power. Compliance under PF ACT: it is applicable to establishment who is employing 20 or more employees. The wage of PF is 6,500 (basic + DA).if a employee want to exceed more than 12 then limit is 16%.but here the employer will not contribute. There are some establishments who contribute 10 % they are: a) b) c) d) Act is voluntarily applied Those establishment are decided as sick under the company sick undertaking act Those establishment whose assets are less than their liability Those establishment who are mainly engaged in the manufacturing of bricks, jute, gums, coils and biddy.

PF is contributed by employee(1/(7/6)), employer(1/(1/6) and central government (1/(1/6). Employee family pension scheme 1971 is amended and new scheme brought in i.e. EPS if the employee dies than his spouse and 2 children get the amount.

There are three types of pension: 1) Super annuation 2) Retirement pension 3) Short service pension Minimum wages act: ILO has passed a convention asking the member countries to pass law relating to fixation of minimum wages. In pursuing of that resolution India has passed the minimum wages act in the year 1948. A standard family consist of spouse, 2 children below the age group of 14 years. Food requirements of one adult consumption is 2700 cal/day and clothing for one adult is 18 yards per person and for the housing whatever the central government spends for the lowest category that much amount is considered for housing purpose. Minimum wages act provides of the fixation of wages in scheduled employment. Once the employment is fixed in schedule than government plans the wages. Component of minimum wage: a) Basic wage(skilled, semi skilled and unskilled) b) They will also fix the special allowance. It is based on the cost of living index. Basic wage once fixed it remain steady but special allowance will change after 6 month. Once the minimum wage is fixed it is subject to revision after 5 years. If employer pay less to employee than he has to pay 10 times of penalty. Welfare: It is something which is voluntary done by employee for improving the mental, physical and intellectual well being of the employees. Factory act provide for statutory welfare facility (Sec 42-49).It provides for the welfare facility. Sec 42: washing facility, hands and taking bath. Therefore, in every factory adequate washing facility are provided. Sec 43: facilities for storing and drying wet clothing. Employees should be provided lockers belongings that worker cant use at the time of work all these things are kept at the lockers. Sec 44: facilities for sitting Sec 45: first aid appliances and ambulance room. The first aid box should be under the person who is trained in first aid which is approved by state government. Ambulance room(factory having more than 500 workers)

Sec 46: canteen. Factory employing more than 250 workers should maintain the center. Sec 47: rest room, shelter and lunch room. After 5 hrs of the work minimum 30 min of the rest should be taken in a rest room which has a facility for sitting, electricity, ventilation. The purpose of the shelter is to protect from rain and sun. This shelter should be properly constructed maintained clean and hygienic condition also drinking water facilities and proper ventilation should be there. Lunch room is to provide when the number of worker is 50 or more. If the lunch room is their then the worker is expected to have the food in lunch room. Sec 48: it should be maintained when the women employees are 30 or more. It should be meant for children up to the age of 6 years. The crches should be situated near to the gate.2 additional breaks of 15 min break each except the time of coming and going. Sec 49: welfare officer. Factories employing 500 or more workers have to appoint a qualified welfare officer to look after the welfare officer to look after the welfare facilities that is to be provided to the worker. Cultural activities: it is done to involve the workers. In this top management also participate to show that they are the part of one family. Various festivals are celebrated holi, diwali etc. For example: Telco (green udyog) Contract labor act: non core activities are outsourcing, gardening, housekeeping, and canteen etc. Canteen is also outsourced in most of the organizations. In Karnataka state government has abolished the employment of contract labor canteens. Canteen is a statutory obligation. GRIEVANCE: it is dissatisfaction or felling of injustice. Most grievance seriously disturb the employee, it is not possible that all the complaints of the employees would be settled by the first time by the supervisor. BONUS: Initially bonus is given in west Bengal as pooja bonus. Minimum bonus: during the according year whatever the wage he has earned min. 8.33 and max. 20%.3500 is compulsory bonus. For newly set up establishment for the first five years no allocable surplus no need of giving bonus. From the sixth year compulsory you have to give profits. Bonus is paid from the account called allocable surplus. In case of Indian companies:60% of available surplus is the allocable surplus.

In case of foreign companies: 67% of available surplus become allocable surplus. Bonus is to be paid from allocable surplus. Excess of surplus is kept under the account called set on a/c for the payment of bonus for future [Link]. 20% you can kept but if more than that you can keep in set on a/c. set on is done for max 4 years including current year. For 1st 3 years & still the excess money in 4th money than the surplus amount will go to capital. Set on & set off can be done for a max. period of 4 years including the current year. Bonus is to be paid within 8 months, if the company is not able to pay within 8 months (due to financial issues) than the company should give application to the government for 3 months they can give permission. Bonus can be forfeited when an employee done a misconduct, a partly or fully bonus can be forfeited. Certain establishments are not covered under the payment of bonus: a) b) c) d) e) f) Lic employee University Charitable institute, ngo Idbi bank Nabard bank Inland water box.

DISCIPLINE: It means voluntary compliance of rules & regulation and development of right habits in work at the work-place. y Discipline is essential in organization for improving the morale and as well as to increase the productivity. y It is also important for good working, y It is the moral responsibility of employer to not allow anyone to do indiscipline activities in the campus. MISCONDUCT: It means improper conduct or wrongful behavior. the term misconduct has to be seen as the rules and regulations applicable to the various categories of employees working in the organization.

FLOW-CHART OF DISCIPLINARY PROCEEDINGS Written complaint (Report of misconduct)

Preliminary inquiry

Suspension pending inquiry, if necessary

Order for payment of subsistence Allowance

Framing charge sheet

if the situation does warrant his immediate suspension, he employee can join the duty.

Charge sheet can be serve

Direct service

notice board

newspaper

Study the reply given by the authority

If the chargesheet employee feel guilty, the reply is satisfactory

if he does not plead guilty, then reply is unsatisfactory, proceed with the inquiry

major penalty

minor penalty

proceed with the inquiry or award punishment

no further inquiry

award punishment

Appointment of inquiry officer & presenting officer

Serving inquiry notice

Direct service

notice board

news

If the employee does not report for the inquiry, exparte inquiry Enquiry proceedings

Enquiry report

If the employee is found not guilty, exoneration & suspension revokal letter issued

If the charge(s) are proved, check the past record and if any conciliation or adjudication proceedings are going on, check. Industrial Disputes Act, provision.

Final show-cause notice before Punishment

Study the reply given by employee to Final show-cause notice

Give clarifications, if any, asked for in reply to final show-cause notice

Punishment Order

Appeal by the accused employee

Reply to appeal and final Punishment order/Disposal of Appeal

Implementation of punishment order and closing the file

Contest the case if referred to conciliation/adjudication

Preliminary inquiry: as soon we receive the complaint first of all we check whether it is worth dealing with the complaint in the elaborated manner by charge sheeting the

employee and conducting the domestic enquiry or not. This is determined by gravity of misconduct. EMPLOYEE ENGAGEMENT

Employee engagement takes place when people at work are interested in, are positive, feel excited about their job and are prepared to go to the extra mile to get them done to the best of their ability. Towers Perrin(2007) defined Employee Engagement as, the extent to which employees put discretionary effort into their work, beyond the minimum to get the job done, in the form of extra time, brain power or energy. THE SIGNIFICANCE OF EMPLOYEE ENGAGEMNET Its significance is that it is at the heart of the employment relationship. It is about what people do and how they behave in their roles and what makes them act in ways that further the achievement of the objectives of both the organization and themselves. Research by Watkin(2002) found that there were considerable differences in value added discretionary performance between superior and standard performers. The difference in low complexity jobs was 19%, in moderatecomplexity jobs 32% and in high- complexity jobs 48%.If employees of any organisation are engaged it can achieve following things

Categories of Employee Engagement 1. Engaged- Engaged employees are builders. They want to know desired expectations for their role so that they can meet and exceed them. They are very curious about their company and about their position in it. They perform at higher levels consistently. 2. Not engaged- this category of employees tend to concentrate more on tasks rather than the goals and outcomes. They focus on accomplishing tasks rather than achieving outcome. They constantly feel that their contributions are being over- looked and their potential is not being tapped fully. 3. Actively disengaged- they are the cave- dwellers. They are virtually against everything within the organisation. They dont feel happy at work and are every time dissatisfied. They constantly undermine the accomplishments of the engaged employees. An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees are Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels It builds passion, commitment and alignment with the organizations strategies and goals Increases employees trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company

CAREER DEVELOPMENT Career development is defined as an approach which is organised and is used to match employee personal goals with the business needs and requirement of the organisation in support of workforce development initiatives. In this process:
y y y

Enhancement of each employee's current job performance is done. Enable individuals to take advantage of future job opportunities. Fulfil organisations goal for a dynamic and effective workforce.

Career development is a life-long process which helps in managing the progressions made in ones work. The quality of process of Career development determines the nature and quality of individual and his growth. It also determines the economic and social contribution of an individual towards the society. CAREER DEVELOPMENT STRATEGYA career development strategy might include the following activitiesy A policy of promoting from within wherever possible y Career routes enabling talented people to move from bottom to top of the organisation, or laterally in the firm, as their development and job opportunities take them y Personal development planning as a major part of the performance management process, in order to develop each individuals knowledge and skills y Systems and processes to achieve sharing and development of knowledge across the firm y Multi- disciplinary project teams with a shifting with a shifting membership in order to offer developmental opportunities for as range of employees as possible

PYRAMID FOR CAREER DEVELOPMENT

WHY IS CAREER DEVELOPMENT IMPORTANT? The traditional concept of it was only restricted to progression up the ordered hierarchy in the organisation. The notion was people will choose that assure them career growth in a orderly way. However, from sometime this concept is changing and is fragmenting. The pace of change which is driven by technology and globalisation reveals that in organisations change is inevitable. The organisations are therefore hesitant in making long term commitments with the employees but where they are doing it they do it in exchange for flexibility of the roles and tasks given to the individuals. Thus, the security now lies in employability and not in employment. So, the individuals who want to maintain and grow their employability should be willing to regularly learn new skills. So, careers are now increasingly becoming constructed and not chosen, through the series of choices about learning and work that people have to make throughout their lives. Career development in this sense need not be confined to the few: it can, and must, be made accessible to all. THEORIES RELATED TO CAREER DEVELOPMENT There are two types of theories related to career development1. Structural Theories- give focus to individual requirement and also to the occupational tasks. 2. Developmental theories- focus on the development of humans throughout their life span. Structural theory comprises of1. Trait and Factor TheoryThis theory was propounded by Parsons, who proposed that a choice of a vocation depended upon:
y y y

An accurate knowledge of yourself. Thorough knowledge of job specifications, and The ability to make a proper match between the two. major assumptions of trait and factor theory are:

Two

1. That individuals and job traits can be matched, and 2. That close matches are positively correlated with job success and satisfaction. 2. John Holland- Vocational Personalities and EnvironmentsThis theory was developed to organise the voluminous data available about people in different jobs, data about different work environments and then after analysing the data suggesting people to make better career choices so that they achieve job satisfaction and vocational achievement.

Holland suggested that people can function and develop best and find job satisfaction in work environments that are compatible with their personalities. Holland classified these personality types and the work environment into 6 types which were labelled by him as- realistic, investigative, artistic, social, enterprising and conventional. He suggests that the closer the match of personality to job, the greater the satisfaction.

These six personalities have been described below brieflyTYPE Realistic Investigative Artistic Social Enterprising Conventional ACTIVITIES OCCUPATIONS

Working with things, i.e. tools and machines Farmer, Carpenter, Mechanical Engineer Working with information, i.e. abstract Chemist ideas and theories Creating things Helping people Leading others Organizing data Painter, Writer Social Worker, Counsellor Sales Representative, Entrepreneur Night Auditor

3. Socio- economic TheorySociologists and economist provide detailed explanations about how culture, family background, social and economic conditions and other factors which are outside the control of an individual can strongly influence one's identity, values, and overall human and career development. This theory is also known as the "chance" or "accident" theory. This approach to understanding career development suggest that many people follow the path of least resistance in their career development by simply falling into whatever work opportunities happen to come their way. Developmental theory comprises of1. Supers theoryDonald Super (1957) and other theorists of career development recognised the changes that people go through as they become mature. The career patterns are determined by factors like socio-economic, mental and physical abilities, personal characteristics and the opportunities to which persons are exposed. People try to seek satisfaction from the work roles in which

they can express themselves well and can implement and develop their self-concepts. Career maturity, a main concept in Super's theory, is manifested in the successful accomplishment of age and stage developmental tasks across the life span.

Supers contribution can be formalized asSTAGE Growth AGE CHARACTERISTICS

Birth to 14 or 15 Form self-concept, develop capacity, attitudes, interests, and needs, and form a general understanding of the world of work. 15-24 "Try out" through classes, work experience, hobbies. Collect relevant information. Tentative choice and related skill development. Entry skill building and stabilization through work experience. Continual adjustment process to improve position. Reduced output, prepare for retirement.

Exploratory

Establishment Maintenance Decline

25-44 45-64 65+

With time and experience people undergo the below mentioned vocational development stagesVOCATIONAL Crystallization Specification Implementation Stabilization Consolidation AGES 14-18 18-21 21-24 24-35 35+ GENERAL CHARACTERISTICS/DEVELOPMENTAL TASKS Developing and planning a tentative vocational goal. Firming the vocational goal. Training for and obtaining employment. Working and confirming career choice. Advancement in career.

Super and Thompson (1979) identified six factors in vocational maturity: 1. 2. 3. 4. Awareness of the need to plan ahead Decision-making skills Knowledge and use of information resources General career information

5. General world of work information, and 6. Detailed information about occupations of preference. 2. Decision- making theory- Decision- making theories hypothesize that there few critical points in our lives when the choices made at that time greatly influence our career development. These decision making points are such events as educational choices, entry-level job positions, changing jobs, etc. Other decision-making theories concerned with ongoing choices across the life span. The decisions that we make are influenced by our awareness of the choices that are available to us and our knowledge of how to evaluate them.

3. Cognitive theories- cognitive theory of career development is built around how individual process integrates and react to any information. The ways in which each and every individual process any information depend highly on their cognitive structure. These structures influence how individuals see themselves, the environment and others present in that environment. This theory helps individuals build and refine a hierarchy of thinking and decision making skills that influence individuals career development. Employee benefitsEmployee benefits typically refer to retirement plans, health life insurance, life insurance, disability insurance, vacation, employee stock ownership plans, retirement plans, etc. Benefits are increasingly becoming expensive for businesses to provide to employees, so the range and options of benefits are changing rapidly to include, for example, flexible benefit plans. Benefits are in form of value, other than payment that is provided to the employee in return to their contribution for the organisation. Some benefits, such as unemployment and worker's compensation, are federally required. Prominent examples of benefits are insurance, vacation pay, holiday pay and maternity leave, contribution to retirement, profit sharing, stock options and bonuses. Benefits are both tangible and intangible. The benefits described above are tangible. The intangible benefits include appreciation from boss, likelihood for promotion, nice office etc. Fringe benefits include both tangibles and intangible benefits. Employee CompensationEmployee compensation includes wage /salary programs and structures. A pay structure defines the different levels of pay for jobs or group of jobs by reference to their relative internal value as determined by job evaluation, to external relativities as established by market rate surveys and sometimes to negotiate rates for jobs.

There may be a single pay structure covering the whole organisation or there maybe one structure for staff and another for manual workers, but this is becoming less common. In recent years there has been a trend towards harmonizing terms and conditions between different groups of staff as part of a move towards single status . Compensation is usually provided as base pay or variable pay. Base pay is based on the role in the organisation and the market for the expertise required for conducting the specific role. Variable pay on the other hand is based on the performance of the person in the organisation related to the given job, for example, for how well that person achieved his or her goals for the year. Organisations usually associate pay according to the job description within the organisation. Job satisfactionJob satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are. It is different with motivation or aptitude. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job. People resourcing strategies It is concerned with taking various steps to ensure that organization obtain and keep the employees it needs and employee them effectively and it is closely associated with learning and development strategy. Objective: 1. Attracting and retaining more capable people than its revival. And the organization retains those people by providing them various opportunities and rewards them. Strategic HRM approach to resourcing: Strategic HRM emphasis the importance of HR in achieving organizational capability and the need to find people whose attitude and behavior is congruent.

Job analysis Job analysis is the process of getting data related to the job requirement job analysis covers all the information relating to the job. Job analysis is the base of every organization work, including training and development, performance appraisal. The key to productivity is having precise

knowledge about the tasks to be performed in an [Link] picture of the job. It provides an object It further helps in providing the information related to the job. It covers two parts: 1. Job description 2. Job specification In job description all the information related to the job like responsibilities of the job, role of the job, and requirement of the job is provided. In job description the context and duties of the job is provided, and the information about the skills, responsibilities are there. It is related to the job not the person whereas job specification is related with the roles and responsibility of the person. In job description the person who gets selected for the particular position is told about the activities and responsibilities which he is going to perform. It is more concerned about the tasks and duties whereas job specification is more concerned towards the specification of the skills, knowledge and other personal attributes required for the job. It helps in recruitment and selection process as it helps in selecting the candidate which be best suited for the particular job based on his skills and knowledge. It also helps in training. job evaluation, performance appraisal. In training specifications about the training can be given. And in job evaluation job can be compared with the performance of the job as per the standard of the job specification. Job design Job design includes all the methods related to the job, all the specifications, and hierarchy in which the job is going to be performed. In order to attain efficiency and productivity in organizations the job design is made to satisfy all the requirements of the job. It involves the process in which work needs to be done, the tasks and duties which have to carried out are designed. The job design starts from the requirement of the job. The job designer designs the tasks and duties in a hierarchical structure for the employees so that work can be performed effectively without any hurdles. It also depends on the technology as the technology of the organization keeps on changing. Job design has to consider all these factors like environment, technology, characteristics of the job, task structure, job characteristics and activities and tasks that are to be performed by the employees. Employees may do various multi tasks and activities they have to designs in such a way that it the design doest not becomes complex. It also consists of structure in which design is prepared according to 3 points: Planning, executing, controlling. According to the requirement, job techniques, the design is prepared. Job design starts with an analysis of the duties that are to be performed these will form a purpose for the functioning of the job. The analysis also takes into account the decision making process as to where and how decisions are mad. Job design also includes the roles and responsibilities which an employee has to perform so that organization can achieve maximum efficiency and productivity.

Recruitment Recruitment starts with a requirement in the company. When there is requirement for a particular job in a particular department they communicate about the requirement to HR department and then the HR department searches for a particular candidate which suits best for the job. So basically recruitment is the selection of a candidate which is best for the position. The recruitment process starts with the job description if the job description is defined clearly than only the HR department can screen the most effective cv from the available cv. It includes following steps: 1. 2. 3. 4. 5. 6. 7. Defining the requirement Prepare Sources of recruitment Screening of cvs Identifying and short listing of prospective employees Interviews Conducting the interviews and tests for the selection of the candidates Defining the requirement: in this the HR department receives the requisitions and requirements from an department of the company. It includes posts, number of persons required for the job, their roles and responsibilities and qualifications required. Prepare: in the preparation part the job description and person specification are included. Sources of the recruitment process: according to the budget planning the source of the recruitment process is decided. Sources like: advertising, job portals, consultants Companies do advertising when they want to attract a larger mass of people for their job vacancies. Job portals have become the most common source of recruitment these days. Other sources are consultants they are third parties who help the organizations in filling up the job positions. There are other sources also which are coming up like freelancers, social sites. Screening of cvs: from a large database cvs are screened so that to match the job description with the persons skills and knowledge. After the screening of the cvs comes the short listing and identifying prospective employee with required characteristics. After the short listing of the candidates the arrangement for the interviews are done. After the arrangement of the interviews the interview is scheduled. Some companies conduct two interviews and some companies conduct three interviews. There are different types of tests which a company follows to select the best candidate. Some companies takes GD round first and then personal interviews

whereas some companies also take aptitude test and psychological test to select the candidates for the vacant positions. Selection Selection is a process where the interview panel sees if the candidate suits for the particular position. In selection process the skills, competencies, experience, qualifications, and knowledge of the candidate is checked. There is various assessment methods through which the choice is made between candidates. The most common way of selecting a candidate is through interviews. It involves face to face interaction with the candidate. Some companies do individual interviews and some companies conduct interviews in which more than one interviewer is present. It is also known as interviewing panels. There are structured interview also which helps in selection of the best candidates. There are assessment centers which uses various techniques to select best candidates from a group of candidates. They are given a situation in which they are assessed to see how they behave in a particular situation. According to their behavior that how do they behave in a particular situation they are assessed. It helps in knowing that which candidates have what kind of skills which will help the company in achieving those particular tasks with the help of the skills and knowledge of the candidates. There are different types of tests on the basis of which a candidate is selected. Like: intelligent tests, structured interviews, aptitude test, intelligence test and psychological test.