SUMMER INTERNSHIP REPORT

ON
RECRUITMENT AND SELECTION PROCESS
UNDERTAKEN IN

SUBHANSH SEWA TRUST

MAHARSHI DAYANAND UNIVERSITY, ROHTAK

In partial fulfillment of the requirement for the award of the degree of

MASTERS IN BUSINESS ADMINISTRATION

2023-2025

Submitted By:
PRATIBHA

Roll No:-2301036

MBA (Human Resource)

Certificate Of Completion
 ACKNOWLEDGEMENT

I would like to express my sincere gratitude to SHUBHANSH SEWA TRUST for providing
me with the opportunity to undertake my internship within their esteemed organization. This
internship has been a valuable learning experience that has significantly contributed to my
professional development in the field of Human Resource.

I thank MAHARSHI DAYANAND UNIVERSITY for giving me this opportunity to do this

project, which helped me a lot.

I am extremely grateful to SHUBHANSH SEWA TRUST for giving me an opportunity to

pursue summer training report at the company. My special thanks to Mr. Aditya singh (Team
Leader) and Mr. Saumyojit Dutta (HR Manager).

The assistance and cooperation extended by teachers helped me to successfully accomplish this
Summer Training Report.
 DECLARATION

This is to declare that this Training report on “RECRUITMENT AND SELECTION

PROCESS” is a record of genuine work done by me in the partial fulfillment of the
requirement for MASTERS OF BUSINESS ADMINISTRATION.
I declare that this report is original and not submitted to any other university before.

DATE: Student Sign.

 Table of Contents

Chapter 1: Introduction……………………………………………………………
Chapter 2: AIM & establishment of organization…………………………………
Chapter 3: Policies of organization………………………………………………..
Chapter 4: Terms and Conditions………………………………………………….
Chapter 5: Organizational Structure of the Company……………………………..
Chapter 6: Work Experience………………………………………………………
Chapter 7: Description of work responsibilities undertaken………………………
Chapter 8: Overall experience and challenges faced………………………………
INTRODUCTION
 INTRODUCTION

Creating a better tomorrow, together

Who We Are?
Shubhansh sewa trust is a government approved nonprofit organization registered in the 2019
in Bareilly.
The organization’s primary objective is to reach out to the needy and destitute people living in
the rural areas and to provide them with assistance with the focus on health, education, and
social development.

Subhansh sewa trust is a government approved non – profit organization with a service-
oriented mindset that has been making a significant difference in the lives of downtrodden and
less fortunate individuals over the past few decades. The organization’s primary objective is to
reach out to the needy and destitute people living in the rural areas and to provide them with
assistance with the main focus on health, education, and social development. With a nationwide
strive to aid the poor and needy people, providing them with the necessary resources and
assistance that they need in order to live a better and sustainable livelihood. And for this we
have around 500+ volunteers at the national level. However, with the active support from
kindhearted individuals and organization, the trust has evolved into various activities and taken
up the responsibility of rural areas from a larger perspective. The trust now has the following
broad areas of activity including.
 Medical camps and health awareness programs.
 Blood donation camp.
 Environment campaigns (Plantation).
  Save water save the river.
 Malnutrition.
 National youth development program (Skill Development).
 All kinds of government surveys and awareness of government policies.
Recruitment and Selection is an important operation in HRM, designed to maximize employee
strength in order to meet the employer's strategic goals and objectives. In short, Recruitment
and Selection is the process of sourcing, screening, short listing and selecting the right
candidates for the filling the required vacant positions.

Recruitment and Selection is the process of sourcing, screening, short listing and selecting the
right candidates for the filling the required vacant positions.
Acquiring and retaining high-quality talent is critical to an organization’s success. As the job
market becomes increasingly competitive and the available skills grow more diverse, recruiters
need to be more selective in their choices, since poor recruiting decisions can produce long-
term negative effects, among them high training and development costs to minimize the
incidence of poor performance and high turnover which, in turn, impact staff morale, the
production of high quality goods and services and the retention of organizational memory. At
worst, the organization can fail to achieve its objectives thereby losing its competitive edge and
its share of the market.
Human resource department plays a crucial role in this process. The backbone of any successful
company is the HR department, and without a talented group of people to hire, culture, and
inform employees, the company is doomed for failure.

Human resource is most valuable assets in the organization. Profitability of the organization
depends on its utilization. If there utilization is done properly will make profit otherwise it will
make loss. To procure right man at right place in right time, some information regarding job
and job doer is highly essential. This information is obtained through job analysis, job
description and job specification. Without these recruitment will be unsuccessful. A well
planned and well managed recruitment will result in high quality applicants for the company.
The recruitment process should inform qualified individuals about employment opportunities,
create a positive image of the company, provide enough information of the jobs so that

applicants can make comparison with their qualifications and interests and generate enthusiasm
among the best candidates so that they will apply for vacant positions.
What distinguishes a successful company from unsuccessful one is the quality of manpower.
The role of management is to optimize the use of resource available to it. The role of HR is to
incorporate the planning and control of manpower resource into the corporate level plans so
that all resources are used together in the best possible combination. Managing people at work
and control of human activities in employment is a function that must be performed in all
societies. It is essential in every type of employment for every occupation and every type of
employed manpower. Manpower management is essential in government as well as private
employment under socialism or communication in small business and in large.

Recruitment, as a human resource management function, is one of the activities that impact
most critically on the performance of an organization. While it is understood and accepted that
poor recruitment decisions continue to affect organizational performance and limit goal
achievement, it is taking a long time for public service agencies in many jurisdictions to identify
and implement new, effective hiring strategies.
Recruitment is a process which provides the organization with a pool of potentially qualified
job candidates from which judicious selection can be made to fill vacancies. Successful
recruitment begins with proper employment planning and forecasting. In this phase of the
staffing process, an organization formulates plans to fill or eliminate future job openings based
on an analysis of future needs, the talent available within and outside of the organization, and
the current and anticipated resources that can be expended to attract and retain such talent.
Selection is a process of hiring the best among the pool of candidates available.

‘Right person for the right job’ is the basic principle in recruitment and selection. Every
organization should give attention to the selection of its manpower, especially its managers.
The operative manpower is equally important and essential for the orderly working of an
enterprise. Every business organization/unit needs manpower for carrying different business
activities smoothly and efficiently and for this recruitment and selection of suitable candidates
is essential. Human resource management in an organization will not be possible if unsuitable
persons are selected and employment is a business unit.

The Scope of Recruitment and Selection

The scope of Recruitment and Selection is very wide and it consists of a variety of operations.
Resources are considered as most important asset to any organization. Hence, hiring right

resources is the most important aspect of Recruitment. Every company has its own pattern of
recruitment as per their recruitment policies and procedures.

The scope of Recruitment and Selection includes the following operations −

 Dealing with the excess or shortage of resources.

 Preparing the Recruitment policy for different categories of employees.
 Analyzing the recruitment policies, processes, and procedures of the organization.
 Identifying the areas, where there could be a scope of improvement.
 Streamlining the hiring process with suitable recommendations.
 Choosing the best suitable process of recruitment for effective hiring of resources

Any organization wants it future to be in good and safe hands. Hence, hiring the right
resource is a very important for any organization.

OBJECTIVES OF THE STUDY

 To make a study on the most preferably used recruiter source in the companies.
(internal\external) whether it is the case of junior, middle or senior level.
 To understand the recruitment strategies followed by the companies.
 To identinfy the types of interviews conducted by the companies.
 To understand the steps of recruitment procedure followed by the companies.

NEEDS OF THE STUDY

An effective recruitment and selection policy not only fulfills the requirements of a job
but also ensures that an organization will continue to maintain its commitment to
providing equal opportunity to employees. Adherence to such a policy will let you hire
the best possible candidates for your organization.

SCOPE OF THE STUDY

 Dealing with the excess or shortage of resources
 Preparing the Recruitment policy for different categories of employees
 Analyzing the recruitment policies, processes, and procedures of the organization
 Identifying the areas, where there could be a scope of improvement
 Streamlining the hiring process with suitable recommendations
 Choosing the best suitable process of recruitment for effective hiring of the candidates

LIMITATION OF THE STUDY

 Process consumes a lot of time

Recruitment is a lengthy process, and the recruitment agency might take a lot of time to
find the correct candidates. A recruitment team isn’t helpful when you want a candidate to
fill a vacant position immediately.

 Communication gap

The only way to communicate with the recruitment team is via emails or telephones. There
can be times where the team doesn’t properly understand what the company wants and
finds a wrong candidate.
On the other hand, the company’s HR department is always there, so they can proactively
search according to the company’s need. They understand the business model in a better
way as well.

 Not practical for temporary hires

Hiring a recruitment team for finding candidates for project work isn’t ideal since the
person is only going to work for a limited time. So, you will only have to bear the load of
finding employees on a temporary basis.

In such circumstances, the cost of operation goes higher than the benefits the company gets
on by making the hire.
AIM & ESTABLISHMENT OF
ORGANISATION
 The aim of shubhansh sewa trust, like many charitable organization, is likely to focus on
providing social services, welfare programs, and community support. Trusts of this nature
often work towards improving the quality of life for underprivileged individuals, promoting
education, healthcare, and general well-being, and engaging in activities that contribute to
social development.
Shubhansh sewa trust, is established in January 2019,is a non-profit organization based in
Bareilly, Uttar Pradesh, dedicated to uplifting underprivileged communities. The Trust
focuses in key areas such as healthcare, education, rural development, and social welfare.

IN 2019

From 2019 to the present, the trust has been involved in various initiatives, including
medical camps, blood donation drives, tree planting, and skill development programs. They
have also worked on projects like providing artificial limbs, supporting physically disabled
individuals, and promoting menstrual hygiene among women in slum areas of Bareilly.
The organization has a strong volunteer network and is registered under various legal
frameworks, allowing donors to benefit from tax exemptions under section 12A and 80G
of the Income Tax Act.

IN 2020

In 2020, the Shubhansh Sewa Trust was an active non-profit organization based in Bareilly,
Uttar Pradesh. Established in January 2019, its primary focus was on supporting rural
communities through various initiatives in health, education, and social development. The
organization conducted medical camps, blood donation drives, skill development programs,
and educational initiatives for underprivileged and specially-abled individuals. They also ran
awareness programs on important issues such as menstrual hygiene and water conservation.

The leadership team in 2020 included Pradeep Kumar as the Chairman and Jaswanti Devi as
the Secretary. The trust operated with the support of over 500 volunteers and had a significant
impact on the local communities it served shubhansh sewa trust.

The trust was also recognized for its work in setting up special school for disabled children
and conducting awareness campaigns about government policies to empower local
communities.
In 2021

In 2021, the Subhansh Sewa Trust continued its mission of uplifting underprivileged
communities, primarily focusing on rural areas in Uttar Pradesh. The organization was actively
involved in various social initiatives, including healthcare, education, and environmental
awareness programs.

Some key activities and programs during 2021 included:

1. Healthcare Initiatives: The Trust organized medical camps, blood donation drives,
and health education programs to address the healthcare needs of rural populations.
They also launched the Samarth Programme to provide medical support and assistive
devices to individuals with disabilities.
2. Education and Skill Development: Subhansh Sewa Trust emphasized skill
development for the youth through campaigns aimed at enhancing employability. They
also set up schools for children with disabilities, ensuring that education is accessible
to all.
3. Environmental Awareness: The organization conducted plantation drives and
campaigns promoting water conservation, recognizing the importance of environmental
sustainability in rural development.

With a network of over 500 volunteers, the Trust has been able to reach and support a
significant number of people, making a substantial impact on the communities it serves.

In 2022

In 2022, the Subhansh Sewa Trust continued to expand its efforts in addressing critical social
issues in rural areas of Uttar Pradesh. The organization maintained a strong focus on health,
education, and social development.

Key initiatives included:

1. Healthcare and Medical Camps: The Trust regularly organized medical camps and
blood donation drives to provide essential healthcare services to underserved
communities. They also focused on spreading health awareness through various
programs.
2. Education for the Disabled: The Trust established special schools for children with
disabilities, ensuring that these children had access to quality education tailored to their
needs.
 3. Skill Development Programs: Youth development remained a priority, with the Trust
conducting skill development campaigns aimed at enhancing employability and self-
sufficiency among young people.
4. Environmental and Social Awareness: The Trust organized plantation drives and
water conservation campaigns, alongside efforts to raise awareness about government
policies and programs that could benefit rural populations.

These initiatives were part of the Trust’s broader mission to uplift the downtrodden and provide
resources that support sustainable livelihoods for the poor and needy () (Subhansh sewa)
(Subhansh sewa).

In 2023

In 2023, the Shubhansh Sewa Trust continued to make significant strides in supporting
underprivileged communities, especially in rural areas of Uttar Pradesh. The trust,
established in 2019, focused on a wide array of initiatives, including healthcare, education,
and social development. Their key programs included organizing medical camps, blood
donation drives, and health awareness campaigns. They also launched specific initiatives
like providing artificial limbs and menstrual hygiene products, aiming to address critical
needs in the communities they serve.

The trust was recognized with a Bronze Certification in 2023, which highlights its
commitment to transparency and impact in its operations. With a dedicated network of over
500 volunteers, the trust remained active in promoting skill development, environmental
conservation, and the welfare of specially-abled individuals.

For those interested in supporting the trust, donations are encouraged and come with tax
benefits under India's Income Tax Act sections 12A and 80G.
POLICIES OF ORGANISATION
 Subhansh Sewa Trust is committed to the ethical collection, retention and use of
information on this site [Link] (‘Site’) that you provide to us about
yourself (‘Personal Information’).

 Your personal information may include the following.

 The following Privacy Policy sets out our understanding with you on the collection,
use and security of your personal information. Please read the complete Privacy
Policy.
 Your use of the Website constitutes your consent to and shall be bound by all the
terms and conditions contained in this Privacy Policy (as amended from time to time).
 Collection of Information :
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yourself or reveal any personal information to you when browsing through the Site.
However, you may not be able to access certain sections of the Site or interact with
us without providing us with personal information. For example, you will not be able
to transact on the Site or make any donations on the Site without providing personal
information on the site. When you are browsing through the Site, the operating system
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Sewa Trust may share such general information with any person.
 Use of Personal Information
 Subhansh Sewa Trust will use Personal Information for internal purposes including
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 Sending you internal emails, features, promotional materials, surveys, brochures,
catalog reminders for donations, regular updates on the use of donations by Subhansh
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internal confidential database of all personal information collected from visitors to
the site. Evaluating and administering the activities of the Site and Subhansh Sewa
Trust, responding to any concerns and assessing visitor trends to the Site.
 Personal Information Disclosure by Subhansh Sewa Trust
 Within Subhansh Sewa Trust, access to personal information collected by our Trust
will be given only to people who are authorized by Subhansh Sewa Trust . We will
provide third parties access to, inter alia, enter and manage personal information in
Subhansh Sewa Trust ’s database, process your donation, generate address labels,
send emails, for which such third parties requires access to your personal information.
Subhansh Sewa Trust may share personal information with anyone associated with
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information and shall share only such part of the Personal Information as it may deem
fit. Subhansh Sewa Trust is not liable in any way for loss, damage (whether direct,

indirect, consequential or incidental) or damage caused to you by any third party who
is not an employee of Subhansh Sewa Trust .Notwithstanding anything contained
herein or any other contract between you and Subhansh Sewa Trust , Subhansh Sewa
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to protect Subhansh Sewa Trust and its property, to fulfill your requests, to protect
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Narayan Seva Sanathan.

 Security.
 Subhansh Sewa Trust endeavors to use updated security measures to safeguard your
personal information. Subhansh Sewa Trust makes no express or implied warranties
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 Copyright Protection.

 All content on this site including graphics, text, icons, interfaces, logos, images and
software is the property of Subhansh Sewa Trust and/or its content suppliers and is
protected by Indian and international copyright laws. The arrangement and
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international copyright laws. The use of the resources of this site is permitted only for
the purposes of making inquiries, making donations. Any other use, including
reproduction, modification, distribution, transmission, republication, display or
display of material on this site, may only be done with the express permission of
Subhansh Sewa Trust. All trademarks, brands and copyrights other than Subhansh
Sewa Trust belong to and are the property of their respective owners.

 Disclaimer
 Your access to and use of this website ([Link] ) referred to as
the ‘Site’ is subject to the prescribed terms and conditions and all applicable laws. By
accessing and browsing this site, you accept, without limitation or qualification, these
Terms and Conditions that any other agreement between you and Subhansh Sewa
Trust is superseded and has no force or effect.
 Our Core Values
 Inclusiveness : We welcome all and oppose descrimination based on rac, spiritual
belief, gender, sexual orientatium age physical ability and national origin.
 Quality : We strive to ensure that our work meet the highest standards of accuracy and
thonsighness.
 Originality : we believe that our vision calls for non-traditional approaches that address
the root causes of societal problems.
 Integrity : We subscribe to the highest ethical standards in all our works.
 Transparency :We will open our opersions and decision making process to scrutiny by
our members.

Donation Policy

Subhansh Sewa Trust is a legally registered NGO in Bareilly working for the betterment and
rehabilitation of the specially-abled and impoverished. The registration number of the Trust is
239/262/2019. Donating money to a charitable organization like ours is beneficial in many
ways not only for the underprivileged but also for the donors. One of the benefits is a 50% tax
exemption. If you donate money to our charitable trust, you get tax benefits, as we are
registered under section 12A of the Income Tax Act and eligible for tax deduction under section
[Link] Information Privacy Policy at our online donation charity platformWe take our
payer’s privacy very seriously and ensure that their information is secure with us and that no
third-party sources have access to them.

Our privacy policy includes –

In accordance with the Information Privacy Policy, no personal information of the donors
concerned is disclosed to anyone. The amount received as the donation is used only for welfare
activities of destitute, physically challenged and needy people.

Apart from the privacy policy, other online donation policies with us are as follows-

Donation Receipt policy- The details of the transaction are to be emailed to our email address
(pay@[Link]).The donation is to be directly transferred to the account of
‘Subhansh Sewa Trust ’, Bareilly. As per the donation policy, the donation receipt along with
other relevant documents is sent to the donors at the address requested by them.

Refund and Cancellation Policy Refunds for Cancelled Transactions:

 Case 1: Double transaction or wrong amount entered: –Request mail required to be sent
to pay@[Link] mail ID with a valid reason. After verifying the details of
the transaction and justifying the reason with respect to
 Case 2: If any transaction is cancelled by the user during the processing period and the
amount is not credited to the account of the Trust but has been debited from the user
account:- Subhansh Sewa Trust is not at all responsible for a refund for the same. The
matter has to be resolved by the user with their bank/merchant. The Organization shall
resolve the matter up to the extent of its limit. For this, the donor is kindly requested to
email their concern to Trust at pay@[Link] . the gift acceptance policy,
the amount as received is refunded and the transaction charges shall be borne by the
concerned donor. The said process completes within 30 days of the date on which ‘the
request mail’ has been received.
TERMS AND CONDITIONS
 Welcome to [Link] . If you continue to browse and use this
website, you agree to be bound by and are bound by the following terms and
conditions of use, which, along with our Privacy Policy have agreements with
Subhansh Sewa Trust’s relationship with respect to this website. The term “Subhansh
Sewa Trust” or “we” or “us” refers to the website of the sansthan. The term “you”
refers to a user or viewer of our website.

 Your use of this website is subject to the following terms of use:

 The contents and data of the pages of this website are for your general information
and use only. It is subject to change without any prior notice. Neither we nor any third
party make any warranties or guarantees about the accuracy, timeliness, performance,
completeness or suitability of the information and materials on this website for any
particular purpose. You acknowledge that such information and materials may
contain inaccuracies or errors and we expressly exclude liability for any such
inaccuracies or errors to the fullest extent permitted by law. Use of any information
or material on this website is entirely at your own risk, for which we will not be liable.
It is your responsibility to ensure that any products, services or information available
through this website meets your specific needs. This website contains material that is
owned or licensed by us. This content includes, but is not limited to, design, layout,
form, appearance and graphics. Reproduction in any way other than the copyright
notice that is part of these Terms and Conditions is prohibited. All trademarks
reproduced in this website, which are not property of, or are not licensed to the
operator, are accepted on the website. Unauthorized use of this website may lead to a
claim for damages and/or a criminal offence. From time to time this website may also
include links to other websites. These links are provided to provide more information
for your convenience. These do not imply that we endorse website. We do not have
any responsibility for the content of linked website. You may not link this website to
any other website or document without the prior written consent of Subhansh Sewa
Trust .Your use of this website and any dispute arising out of such use of the website
are subject to the laws of India.
ORGANISATIONAL STRUCTURE
OF THE COMPANY
The organizational structure of the Shubhansh Sewa Trust is designed to support its mission of
providing healthcare, education, and social services to underprivileged communities,
particularly in rural areas. The structure is as follows:

1. Board of Trustees:

 Chairman: Pradeep Kumar leads the trust and oversees its strategic direction.
 Secretary: Responsible for managing day-to-day operations and coordinating activities
across various programs.
 Treasurer: Manages the financial aspects of the trust, including budgeting, accounting,
and financial reporting.

2. Executive Team:

 Director of Project Management: Soumita Das (part-time) handles the planning,

execution, and monitoring of the trust’s various projects. This role ensures that projects
are aligned with the trust’s mission and are delivered on time and within budget.

3. Program Coordinators:

 Each key area, such as healthcare, education, skill development, and environmental
conservation, has designated coordinators. These coordinators are responsible for the
implementation of specific programs and for managing volunteers involved in these
initiatives.

4. Volunteers:

 The trust has a strong network of over 500 volunteers who are crucial to the success of
its programs. Volunteers help in organizing events, conducting outreach, and providing
on-the-ground support during various activities like medical camps, educational
initiatives, and awareness drives.

5. Advisory Committee:

 This committee comprises experts and community leaders who provide guidance on
program development and help in evaluating the impact of the trust’s initiatives.
Recruitment and Selection

The literature states about the problems faced by the organizations at the time of selecting the
right candidate for a particular position and the various ways the organizations can overcome
these problems.

• Train those recruiting- It is necessary for the organizations to train those people who are
involved in the process of recruitment and selection, so that they take right decisions. They
should be provided with sufficient training so that they are confident about their decisions.

• Be clear on what you are looking for- If you are going to get the right person for the job,
you need to be clear on the skills, qualifications, experience, personal attributes and qualities
that the right candidate will have.

• Select The Most Appropriate Source for Securing Applicants- The key point here is to be
sure you are choosing the right place to advertise. Sometimes a local newspaper will work. At
other times, you may need to go to specialist publication or a recruitment consultant.

• Establish A Clear Framework For Short listing- The framework for short listing the
candidate should be clear to the recruiters and also to the candidates.

• Consider the Best Option for Selecting Candidates- In some cases you might just go for a
traditional interview and possibly add in a presentation. Otherwise the organization can adopt
any other method of which they are more confident.

• Remain Open Minded- Often people jump to conclusions about candidates within minutes.
Remember some of the best candidates might take a few minutes to get warmed up so don't
discount people too quickly.

• Be Professional- When interviewing you are representing your organization, its values, and
beliefs. Today's candidate if they don't get the job could be a customer or supplier in the future
so give the best impression you can.

• Give Feedback- Candidates takes good time in preparing themselves for the interviews
therefore the recruiters should also take out the time for giving them feedback whether they are
successful or unsuccessful candidates.

Recruitment and Selection – Reasons for its Importance

The literature states about the importance of the recruitment and selection procedure and how
even a small mistake at the time of selecting the candidate can harm the organization. Any
successful business will have at its core efficient and caring employees who have complete job
satisfaction and a perfect fit for the jobs they are entrusted with. This is not an easy task to
accomplish and full credit goes to the selection and recruitment processes that the company has
in place. On the contrary, if these processes are not handled efficiently, the wrong sort of
lethargic employee appointments can prove fatal even to a well established business. It is of
utmost importance for an employer to be absolutely clear on what they expect an employee to
be. The skills required for the job should be enumerated as precisely as possible. Transferable
skills which the company could use also deserve a mention. So the chances of zeroing in on
the right candidate increase greatly if the vacancy advertised is very specific as to the
requirements. If recruitment agency service is opted for by the employer, the agency or the
consultant should get very precise instructions from the employer. It is necessary that an exact
framework for short listing applicants for a vacancy is formulated in advance. This is the first
step of the selection and recruitment process. This entails that the employers are very clear as
to what sort of qualifications and experience they expect to see on the CV of the potential
employee. The process of selection and recruitment needs to spell out very clearly the absolute
requirements vis-à-vis qualifications and qualities necessary to fill the vacancy. Based on this
one can shortlist the candidate.

The next step is to take a decision on the number of interviews and/or presentation needed to
finally select the employee. If the employers give very concise and accurate description of what
they expect the employees to be, the recruitment consultant or the agency can choose a
candidate very easily. The recruitment consultant or the agency also needs to have knowledge
of the employer’s in-built processes of selection of the right candidates. Finally, it is in the
fitness of things that a feedback is provided on the interview by the interviewer either to the
applicant or the agency through which he has come.

Before proceeding with the interview which may or may not be followed by a presentation, the
interviewer on behalf of the company should have reached a decision as to what package of
remuneration he is willing to offer to the right person. This is a very vital but easily overlooked
point in the process of selection and recruitment. The employers would do well to remember
that the potential candidate would most definitely be sizing up the prospective employer as
well during the selection and recruitment process.

Behind every attrition there is recruitment! Whenever an employee leaves an organization

without informing and without giving notice or leaves the organization in the middle of the
project it should be known that he or she is joining some other organization. Many times the
employees of the recruitment consultants are hired by their own clients and are asked to join at
a very short notice period. They are been told that “relieving letter” is not required and some
even offer incentives for early joining.

There must be some guidelines and ethics for recruitment so that there can be fair recruitment
policies. There must be some ethical guidelines such as
 a) Notice period must be served and nobody must be hired without relieving letter or providing
proof of serving the notice period.

b) Corporate should not hire anyone who has spent less than one year in his current
organization. The logic is obvious. Employees six months to begin their contribution and at
least one year is required to recover recruitment process. More importantly if somebody is hired
who has worked less than a year with the current organization, that individual will ditch in even
shorter period.

c) Corporate should not head hunting from competition. They should advertise and encourage
employees seeking change to voluntarily respond to this advertisement.

d) Corporate should not bail out the prospective employee commitments such as employment
bond etc. These are some of the studies conducted earlier on the recruitment and selections.

METHODS FOLLOWED BY THE COMPANY FOR

RECRUITING ITS HUMAN RESOURCES:
1) INTERNAL JOB POSTING:

• Whenever there is a job opening in the organization, it would be posted

internally for the associates to apply.

• The applications will be short-listed based on the competency required for the
position. The process of inviting and screening resumes of external candidates
would also be carried out parallel to it.

• The internal candidates would be screened first for the particular opening, in
case no internal candidate is found suitable for the particular position, the
screened resumes of the external candidates would be used for the recruitment
process.

• There is no predefined time limit for which the internal vacancy would be
posted; the duration for which the vacancy would be posted would depend on the
nature and criticality of the job.

• This policy is applicable to all the full time associates of the company who have
completed one year of service in the organization.

EMPLOYEE REFERRAL PROGRAM PROCESS:

 All the job opportunities with the required job and skill profile will be posted on the
notice boards.
  he associates have to forward the CVs of the referral to the recruitment in-charge in the
HPD department of his perusal.
 Even if there are no opportunities available, associates can send in referrals, which will
be kept in the recruitment database.
 The candidate will be contacted directly if considered appropriate for the position.
HPD/P&A will however not be able to provide the associate a status update, and will
also not be able to share information of the interview details with the refereeing
associate.

REWARD TO EMPLOYEES FOR REFERRING CANDIDATES:

If the referral candidate is selected (except in case of trainees), the concerned associate referring
the candidate will be eligible for a reward money equivalent to 5% of the CTC.(excluding PF,
Superannuation &performance pay) of the referral candidate. The amount will be discussed as
mentioned below:

 30% of the reward money will be paid soon after the candidate joins the organization.
In case the candidate leaves the organization before 6 months of his joining, the same
will be removed from the referring associate.
 Balance 70% of the amount will be given after the 1st performance review of the
candidate is over and on candidate getting at least “GOOD” or equivalent rating in the
review

1. RECRUITMENT AGENCY:

 The company is having written agreements with some of the agencies for manpower
recruitment.
 Details of the position required, will be intimated to the agency through email/phone
by the HPD.
 Based on the required, the agency will send the suitable profiles to HPD.
 The agency must guarantee the candidate for at least 3 months, if within 3 months the
candidate resigns the agency must provide alternate source with free of cost.
2. ADVERTISING :

Vacancy advertisement will be given in the reputed national news papers, based on the type of
the vacancy. Generally this method will be used only to recruit the senior management cadre.

3) RELATIVES OF ASSOCIATES:

Relatives of associates can work in the organization, the associate needs to declare in case of
referring a relative for a particular job position.

4) RE-JOINING OF EX-EMPLOYEES:

In general the organization does not encourage joining of ex-employees who have voluntarily
left the organization left the organizations to join back. However, in case an associate possesses
exceptional skills and if the organization feels that by joining, the associate would be adding
tremendous value to the organization, the organization may consider the associate for the
required position upon approval of the VC & MD.

SELECTION PROCESS AT ORGANISATION

STEP 1:

• The preliminary short-listing of candidates will be made by HPD/ P& A along with
concerned departmental head based on:

• Minimum qualification required

• Experience except (for fresher)

STEP 2:

• Once the short-list is completed it will be return to HPD. HPD will inimate all the short- list
candidate by phone or email advising them of their interview date, venue, time etc.

STEP 3:
STEP:3

• The company is having a full-fledged “Talent Engagement Form” which should be filled by
all the candidates at the time of interview. This form contains all the details of the candidate
i.e. his/ her family background, qualification, experience details, references, salary particulars
etc.

The short-listed candidates will go through a selection process consists of all/ one combination
of the following based on the need.

• Written-test

• GD (in case of campus selection)

• Interview

INTERVIEW PANEL WILL CONSIST OF:

• Functional experts from within/outside the organization

• Department/ division head

• Representative from HPD/ P & A

STEP 4:

• After 1st round interview, the interview panel short lists the candidates (if the no. Of
candidates attended are high compare to the available positions) for the final round interview.

STEP 5:

• HPD will conduct the referral verification of the selected candidate by consulting the
references given by the candidate at the time of the interview. If any complaints received
against the candidate during referral verification, that candidate will be ‘deleted’ from the
selected list. If the candidate found good in referral verification also, offer will be sent to the
candidate.

‘Offer Letters’ will be sent to the selected candidates by HPD. After getting the letter the
candidate has to confirm his joining and accordingly confirmation must be sent to the HPD.

STEP: 6 (ON THE DAY OF JOINING)

• On the day of joining the candidates will be sent for Medical checkup, based on the cadre
they have selected.
 • The candidate must submit the following documents to HPD. HPD will verify these
documents and will be filed in the individual fie of the candidate.

• Acceptance of the offer of the appointment duly signed.

• Original education certificate along with one photocopy set for file copy( the original
certificates will be return immediately to the associates after verification)

• Relieving letter, in original from past employer- if applicable

• Last pay-slip, in original from previous employer, if applicable.

• Copies of service certificates of previous employers, if applicable.

• 4 passport size photographs.

All associates are required to open a saving bank account with company nominated bank. Their
salary and other re-imbursement would be credited directly to their bank accounts.

STEP 7:

ORIENTATION

To understand who’s who in the organization, functions of various departments and the work
culture and induction programme will be arrange to the new recruitee. The induction
programme of the new employee will be circulated to all the concerned departments. The main
purpose of this program is to get:

• Knowledge about the organization ( history and present, vision and values)

• Knowledge about his/her job( roles and responsibility)

• Knowledge about relevant people

• Knowledge about policies, systems and practices of the organization.

STEP 8:

COMMENCEMENT OF SERVICE:

Service of an associate will start from the day he/she reports to the duty in terms of
appointment letter.

Associate who are joined below General Manager level has to be under probationary for 6
months from the date of joining. After successful completion of the probationary period based
on the recommendation of the concerned HOD, associates will be taken in permanent roles.
FITMENT OF TRAINEES:

The company recruits various categories of trainees from different educational backgrounds
for pre- defined training period. The company shall have no obligation to regularize the trainee
in the regular roles of the company after completion of the training period. The performance/
progress of the trainee will be evaluated every 3 months during his/ her training.

OTHER HR POLICIES OF THE COMPANY:

The company is having other HR policies which are formulated for the benefit its associates
as well as the company.

WORK LIFE POLICY:

This policy explains the associates working days, time, attendance, dress code, personnel data,
and facilities to the employees at work place.
WORK EXPERIENCE
Shubhansh Sewa Trust is a non-governmental organization (NGO) involved in various social
welfare activities. If you've worked with or are considering working with Shubhansh Sewa
Trust, your experience may include tasks such as:

1. Community Outreach: Engaging with local communities to understand their needs and
issues.

2. Project Management: Planning, executing, and managing social welfare projects, including
health camps, educational programs, or environmental initiatives.

3. Fundraising: Organizing events or campaigns to raise funds for the trust's activities.

4. Volunteer Coordination: Recruiting, training, and managing volunteers to ensure effective

program execution.

5. Awareness Campaigns: Conducting workshops, seminars, or awareness drives on topics like

health, education, or environment conservation.

6. Reporting and Documentation: Preparing reports, maintaining records, and documenting

the impact of the trust's activities.

What is Recruitment?

Recruitment is a core function of the Human Resource department. It is a process that involves
everything from identifying, attracting, screening, shortlisting, interviewing, selecting, hiring,
and onboarding employees.

The recruitment teams can be large or small depending on the size of an organization. However,
in smaller organizations, recruitment is typically the responsibility of a recruiting manager.

Many organizations outsource their recruiting needs, while some companies rely exclusively
on advertisements, job boards, and social media channels to recruit talent for new positions.
Many companies of today, use recruitment software to make their recruitment process more
effective and efficient.

Recruitment is the end-to-end process of effectively and efficiently sourcing, screening,

selecting, and appointing the best-suited candidate to the right role. This entails not only filling
in vacancies but also predicting talent requirements and proactively managing talent.

For example, with succession planning becoming an effective practice across sectors,
especially for senior executives, recruiters today need to be able to build and keep handy a
steady talent pipeline to fill in those vacancies that cannot be filled through internal hiring or
promotions.
With the state of flux that characterizes the current talent and business ecosystems, there is a
growing need for smarter recruitment strategies. This involves identifying talent needs,
developing ways to source the target talent group, building an employer brand that can motivate
application, applying modern screening and selection technologies, and formulating effective
onboarding strategies to help new employees succeed.

There are job aggregators like LinkedIn, Indeed, CareerBuilder, or Google For Jobs that have
currently changed how candidates seek the right roles, how sources hunt for the right
candidates, and how candidates and recruiters interact.

Recruitment is a conveyor belt of constituent sub-processes, every one of which has a crucial
part to play in getting the best talent on board.

Terms such as staffing, hiring, recruitment, and talent acquisition are often used
interchangeably. However, there are subtle differences between these processes.

Staffing vs. Hiring vs. Recruiting vs. Talent Acquisition (TA)

Heres how recruitment is different from staffing, hiring, and talent acquisition.

Staffing: A form of focused, (usually) short-term hiring to fulfill a specific requirement. It is

operational in nature with a short-term focus.

Hiring: Filling a vacancy from a ready pool of job seekers. This method is tactical with a focus
on short- to medium-term goals.

Recruiting: A medium-term focused, linear, and reactive approach to find the best fit for an
existing job from a large pool of suitable candidates.

Talent Acquisition (TA): The strategic, long-term, and proactive process of finding,
acquiring, assessing, and hiring candidates to fill roles that are required to meet present and
future organizational goals.

The Process of Recruitment

Now that we understand where recruitment features in the staffing to talent acquisition
spectrum, let’s delve deeper into the recruitment process.

Step 1: Talent-needs assessment

This step lays the groundwork on which the process of recruitment rests. Analyzing talent needs
leads to two specific outcomes the creation of the job description and creation of the candidate
persona.

Job analysis and talent gap analysis allow insight into what skills and capabilities will be
required to fill the positions and to propel the organization onward. These processes also help
in identifying the best-fit candidate by drawing attention to the primary purpose of the
position, the essential functions that the new employee will carry out, the minimum
requirements needed to perform these functions, and the personality traits that will enable
success in the job.

There are three positive outcomes of an effective job description and candidate profile exercise:

1. A clear map for continuous improvement of the organizational structure:

With detailed, effective job descriptions, it becomes easier to conduct an organizational audit,
to prune out redundant jobs, and to focus more on the roles that hold importance for the future.

2. Evaluation of competencies required for each role: In writing the job description for a
position, the competencies required for the role are also analyzed. The idea is to include skill
sets that ensure a positive impact within the organizational structure.

3. Deeper insight into compensation for every level: Compensation and job satisfaction are
closely linked. While various non-monetary aspects affect an employees happiness at work,
dissatisfaction with what one is paid is a step backward. A review of the job description and
the market at large is necessary to understand whether you provide competitive compensation.

Assessing talent needs is the first step in full-cycle recruitment and ensures that all recruitment
efforts move in the right direction towards recruiting the right talent.

Step 2: Talent sourcing

Once you have conducted an effective talent gap analysis, the next step of recruitment talent
sourcing begins. This is where having a strong employer brand comes into play.

Talent sourcing involves advertising your job vacancy across job portals and all possible
avenues that can connect you to the target talent pool and eventually to the right talent. When
it comes to sourcing talent, you can rely on a host of talent pools, including:

 Employee referrals

 Online job portals

 Social media portals

 Internal job postings

 Offline ads in newspapers and magazines

 Campus recruitment drives

  Website career pages

Sourcing is about casting a wide net while keeping in mind what you are fishing for. The
objective of talent sourcing is to encourage applications and to get the target audience to listen,
apply, and commit to the process.

Step 3: Candidate screening

Assuming that your sourcing efforts were successful and met with a tsunami of applications, it
is also fair to assume that a large percentage of these applications may be irrelevant.

Screening through the barrage of applications to find the perfect hire is crucial. Candidate
screening usually involves the following steps:

1. Preliminary screening: A preliminary screening is essential to save time later in the

systems and can now be performed by artificial intelligence (AI)-based recruiting tools.

Recruitment chatbotsOpens a new window like those by AllyO, Xor, and Brazen can have
multiple conversations simultaneously and cater to any questions that candidates may have.
These tools use algorithms to pick out the most relevant information from the rsum and
establish whether or not the candidate matches the job specifications.

This stage could be very time-consuming if all resumes are screened manually. At the same
time, the algorithms being used to train AI recruiters need to be dynamic enough to completely
substitute human screening.

2. Initial interview: Shortlisted candidates are usually put through a short first-level interview
with the HR or the hiring manager either online or over the phone. This offers more insights
into the person behind the CV while also humanizing the organization for the candidate. With
AI assistants that can mimic voices and human behavior, however, an interview with an AI
recruiter seems closer to fact than fiction today.

3. Skills and psychometric testing: Any candidate comes with a skill-set suitcase, a package
of potential, and a bag of behaviors. To assess these preexisting facets, you need a set of tests
and tools to ensure their objectivity, reliability, and validity.

Background verificationsOpens a new window are also conducted to validate all claims the
candidate has made and to form a more holistic picture of the person behind the persona.

4. Final interview: This is for the finalists the top one or two candidates who have passed all
the preceding stages of screening. The final interview is usually with the immediate reporting
manager or line manager, the HR manager in charge, and depending on the band or level that
the employee will be entering, the VP, MD, or CEO of the organization.

While this is a formality, it often helps in gaining different perspectives on the same candidate
from different sources. It could also be a good check for any red flags that might have been
missed.
After the final interview, the hiring manager, reporting manager, and functional heads make a
joint decision, having weighed out the pros and cons of the final candidates.

Recruitment bias (whether it is that of projection, confirmation, or of observer expectancy) is

a tendency very often observed in this process, which is so reliant on our subjective perception
of another person. Tools like HackerRank and Pymetrics have changed how even the most
technical of skills can be assessed without bias through objective tests that have minimum
dependence on human (tester) intervention and judgment.

While technology could surely intervene (though algorithms have often been proven to be
biased as well), it would be helpful to make those in charge of the screening, selection, and
interview process more aware of how bias works and how they could be more objective in their
decisions.

Step 4: The offer letter

Once a largely unanimous decision is reached about which of the shortlisted candidates fits the
job requirement and all background checks are done, the offer letter is finalized. It is drafted
based on the expectations of the candidate, the job market and the organizations culture, budget,
and practices and then extended to the candidate.

If all is in keeping with what the candidate had in mind, they accept the offer (either in person
or online). If not, it may lead to a round of negotiation to come to an agreement that makes
sense for both the candidate and the organization. If such negotiations fail and the candidate
rejects the offer, the company either extends the offer to the next-in-line candidate or restarts
the recruitment process.

Step 5: Onboarding and induction

Once the offer letter is accepted, the individual transforms from a candidate to an employee.
Whether the new employee succeeds and is happy in the new role or not is determined greatly
by the initial experiences they have in the organization. This includes the onboardingOpens a
new window and induction process and how the employee is encouraged and oriented within
the fabric of the organization.

Five Fresh Recruitment Techniques for 2020

The general context around recruitment has been evolving in light of newer inclusions of
technology, changing organizational needs, and growing candidate expectations. With that
setting the backdrop, you need fresh recruitment techniques to help you navigate the sea of
talent.

Here are five fresh recruitment techniques to engage with top talent in 2020 and beyond:
1. Quicker processes: Keep it short and sweet

That we do not have very long attention spans or endless patience is a known fact. With that in
mind, it would be impractical to expect candidates to stick on and stay engaged and committed
to a long-drawn recruitment process.

An important recruitment technique to keep in mind for the near future is to keep processes as
short and meaningful as possible no endless wait for feedback, no time spent in deciding what
the next step is or who will take the next assessment/interview, and no time invested in admin
processes that can easily be managed by the right ATS.

A 2016 survey of over 1,000 professionals across fields conducted by recruiting firm Robert
Half reported that candidates lose interest in the job opening if the process and feedback cycle
takes longer than two weeks. The technique to condense the process effectively into an
engaging experience is something that you must strategize.

2. Recruitment marketing: Engage passive candidates

Candidates are customers too, and while some may be on an active job hunt, others may be
passively browsing through. The latter group could also have your ideal employee, and it would
be unfortunate to miss an opportunity to get the right candidate on board simply because they
were not as desperate for a job as the others.

Recruitment marketingOpens a new window is as crucial as marketing the products and

services that an organization has on offer. This needs to be focused branded marketing of the
organizational culture, the job, the career path ahead and the promise of an employee
experience worth investing in.

3. Increased visibility: Get seen across portals

According to studies by the HCM suite solution company ICIMS, 69% of job seekers use
Google to look for jobs. Moreover, 83% of millennials are even more dependent on Google
and online portals for finding the right job.

As a smart recruiter, engaging top talent would entail making the posting visible across
different mediums and portals. The use of effective SEO strategies would be an added bonus
in ensuring that the job listings rank higher for jobs searched on Google and other relevant
search engines.

4. Engaging job descriptions: Make them want to apply

Creating organic buzz and interest around a job opening is a technique that you need to invest
in. The job description is a tool that serves a dual purpose of informing the candidate in detail
about the job opening, and of piquing the candidates interest in the role and the organization.

Job descriptions are often the first piece of communication from the organization to a
prospective applicant and should be treated and tools of branded marketing to get the right
information across. These intelligent job descriptionsOpens a new window also heave to be
in a format and language that resonates with the target talent audience.
5. A well-maintained rejection pile: Re-engage second choices

Re-engaging with rejected candidates is a great technique to save time and effort. All this data
should ideally be easily accessible to you, and you would already know the reason each
candidate was rejected.

Remember that there may be a few candidates who passed most of the rounds of candidate
screening but might not have been selected for some valid reason at the time. This is a useful
repository of screened candidates that could help you skip a few steps in the process. This also
points to the need of effective candidate relationship managementOpens a new
window (CRM) since rejected candidates are not only useful talent sources but also channels
for propagating the employer brand.

What Are Recruitment Metrics?

Having a recruitment process in place is just where the journey begins. Recruitment deals with
people (and AI, yes, but still most people) on either side and is a dynamic process. The process
your organization follows needs to be assessed regularly and tweaked, modified, or completely
turned on its head in keeping with changing needs in a shifting environment.

Recruitment metrics are tools that measure and assess the performance of every step in the
recruitment process against the specified goals that the organization wishes to achieve through
recruitment.

Lets take a peek at the eight most important recruitment metrics that you cannot do without:

1. Time to fill

Time to fill is an important metric, and it can be gauged with ease and objectivity. It is a speed
metric that measures the time required for a recruiter to fill a vacancy from the time that the
requisition was raised till the offer is accepted.

Delving deeper into the time-to-fill metric reveals the time taken to fill a vacancy with the right
candidate (though measuring the right-ness might require further time on the job), the
efficiency of the recruitment process, and any bottlenecks that may cause a greater lapse of
time.

2. Cost per hire

Cost per hire denotes the average expense of the whole process from sourcing to onboarding.
While the cost per hire has a major impact on the bottom line of large enterprises, for smaller
organizations it could have serious repercussions on the annual budget. More often than not,
the time to fill a role and the cost go hand in hand. The faster a role is filled, the lesser resources
need to be earmarked for the process.
3. Quality of hires

The equation to measure the quality of hires (QoH) is usually the percentage of candidates who
accepted your offer added to those who stayed (retention numbers) divided by 2. However, you
could determine the quality of hire based on any indicator of quality that makes sense for your
organization.

This metric also gives you an understanding of the return on investment (ROI) from the
resources invested in the recruitment process by pointing towards a clear success percentage.

4. Source of hire

Source of hire assesses your usual talent pools online job boards or portals, professional
networks, recruitment agencies, or employee referrals. Most applicant tracking softwareOpens
a new window (ATS) offers a holistic, detailed picture of where most candidates were
shortlisted and selected from.

ATS solutions by Bullhorn, Greenhouse can be applied to organizations of varying needs and
sizes and customized for seamless integration with existing systems and processes.

Knowing the pros and cons of each source of hire helps you identify high-performing sources
and those that are not worth investing in. This metric thus aims to maximize conversions by
focusing efforts and resources on high-yield sources.

5. Rate of conversion

The rate of conversion is a direct comparison between the number of candidates that have been
offered a job and those who accept the offer. If your offer acceptance rate is low, it is likely
that your job offer is not competitive or your employer brand not strong enough to influence a
job offer acceptance.

Rethink your offer in terms of salary, perks, or growth opportunities to keep your candidates
from considering your competitors. If your job offers are being rejected due to salary and you
are not in a position to compete with a better package, then consider options such as flexible
work timings, free food, or work from home options.

6. Rate of attrition

A high attrition rate though it is a result of a complex mix of factors is an indication that there
may be something amiss in the recruitment process, and this could end up costing the company
heavily.

Incorrect job descriptions or failure to identify committed and loyal candidates are directly
linked to higher attrition ratesOpens a new window , though at times, more covert indicators
such as the perception of the employer brand, happiness at work, and belongingness affect the
metric as well.
7. Candidate experience

The recruitment process greatly impacts the candidate experienceOpens a new window and
paves the way for employee experienceOpens a new window as well. How well the process
meets candidate expectations of timely communication, honest feedback, and a glitch-free
system affects the experience each candidate has during recruitment. This experience can affect
not only their decision to accept the offer letter but also how they behave on the job post
acceptance of the offer.

CRM software by vendors such as SmashFly, Avature, Beamery, and Jibe are counted upon by
various organizations, which are driven to improve the experience they offer candidates and
prospective employees.

Every touch point of your recruiting process is an opportunity to provide a positive candidate
experience. Candidates who drop out during the process should be asked to provide feedback
on why they chose to do so. You can then make amends accordingly to devise a process that is
more engaging, efficient, and meaningful.

8. Diversity of hires

Diversity should be more than a mere legal compliance clause. Yes, equal opportunity
regulations mandate that organizations hire and encourage representation from multiple
sociocultural societal segments, but diversity needs to be the mainstay of the culture at work
and not just a mandate.

Relooking at recruitment metrics to check whether there was any bias exercised with regard to
cast, creed, color, age, religion, race, ethnicity, gender, national origin, disability, sexual
orientation, or genetic information is insightful and helps you build a strategy to be more
inclusive, organically.

Moreover, diverse workforces are usually alive with different perspectives, contexts and have
proven to hold the potential to skyrocket organizational success.

A recent study by the Boston Consulting Group (BCG) reported that “increasing the diversity
of leadership teams leads to more and better innovation and improved financial performance.”
This study collected data from 1,700 different companies located across 8 countries, from
varying sectors, and with a wide range in terms of employee strength. The findings are
interesting as companies with more diverse management teams were seen to have 19% higher
revenue than those who had homogenous teams.

Recruitment Strategies for 2020

Once you locate which mile you are at on the smart recruitment journey, it is time to start taking
action to shift towards the right strategies to meet your recruitment goals for 2020.
Recruitment strategiesOpens a new window need to be tailored to your unique context while
addressing multiple parameters. Critical success factors for moving forward in your smart
recruitment journey include:

1. Organizational need

The foremost aspect of moving forward in the recruitment journey is to establish the need for
a strategy a sound business case of why the organization needs to transform its recruitment
practices. The business case could be built on any or more of several factors depending on
organizational/business focus:

Business effectiveness / Productivity goals: Measuring current recruitment outcomes by

metrics such as quality of hire, new hire retention, and feedback as well as the availability of
ready internal talent.

Operational efficiency: For organizations with a strong focus on cost, building a case based
on time to hire, cost per hire, and resources utilized or overheads involved will offer valid
reasoning to move up the smart recruitment journey.

Attracting talent: In this highly competitive environment of talent crunch, diverse workforces,
and diverse workplace motivators and expectations, there is a strong need for organizations to
seem attractive to candidates. Smarter recruitment strategies built around enhancing the
employer brand and employee value propositionOpens a new window (EVP) can lead to
high recruitment success.

2. An organizations technology infrastructure

The technology that an organization uses plays a crucial part in how fast it can evolve and move
further along the recruitment journey. Lets look at the technology-centric aspects that affect
recruitment strategies and processes:

Big data: In the future of recruitment, the devil is in the data for sure! The availability of and
access to quality data will make or break the best of recruitment strategiesOpens a new
window . Any automation, AI, or machine learning (ML) can only be as effective as the data
it utilizes.

Technical Blueprint: It’s also important to understand the technical architecture of an

organization and how recruitment technologies will interact or integrate with the existing
systems. Mastering the current technology will allow you to be an effective early adopter when
new technology comes into play.

Technology-adaptive learning: With innovations in digital recruitment coming in waves of

evolution, it is paramount that people affected stay abreast of these changes. You need to have
opportunities in place to help employees learn new recruitment technologies faster and to
encourage the application of the same at work.
3. Mindset and skill set of stakeholders

As you gear up to face the digital recruitment landscape, you will notice that the associated
roles are changing and so are the responsibilities. There is a need for the overall mindset and
skillset upgrade across recruitment stakeholders hiring managers, business leaders, and
employees. Some notable skills and mindset traits required across the board are:

Technology orientation: It is no longer merely the IT teams role to be comfortable with

complex technology. Recruiters and all stakeholders involved in hiring need to be conversant
with newer technologies, tech-oriented platforms, and digital forms of communication and
engagement.

Relationship building: As technology takes over most of the regular, repetitive tasks and
activities, the role of humans involved in recruitment the recruiters, interviewers, hiring
managers, et al. is to be more humane and build sustainable relationships with candidates,
thereby contributing to strengthening the employer brand.

Data-based decision-making: Being able to use available data analysis and patterns/trends is
necessary to make sound hiring decisions.

4. Skillset and capabilities of stakeholders

People propel organizations. Keeping that context in mind, lets look at the skills and
capabilities within an organization that can help improve recruitment systems:

Design thinking: As technology percolates into the recruitment system, employees need to
adopt iterative design thinking methods to arrive at the right solution that works smarter and
faster.

Predictive analytics and decision sciences: This is arguably one of the most used skills by
todays smart recruiters. From understanding big data to deriving trends to predicting job
successes to building models of decision making predictive analysisOpens a new window is
key to a smarter recruitment approach.

Business acumen and understanding: With recruitment becoming smarter, the recruitment
team needs to step into the role of a business partner. They need to understand business as well
as recruitment. Raising the strategic status of smart recruitment involves better business
alignment.

Problem-solving and influencing skills: Talent acquisition teams need to solve strategic
business challenges with skill and tact, keeping in mind the context of our dynamic
environment and the quickly evolving relationship we have with technology.
Change management: Being able to influence critical business stakeholders to accept and
work towards organization-wide adoption of fast-evolving changes is essential for more
effective business evolution.

Consultative selling skills: Recruiters need to be high-tech, modern-day marketers and

effective salespersons. They need to make candidates feel comfortable while effectively selling
the company culture and personalizing their outreach to serve immediate as well as future
needs.

Becoming a Smart Recruiter

The ability to avoid recruiting pitfallsOpens a new window requires the smart recruiter of
2020 to work in collaboration with the latest technology. The smart recruiter needs to be a
change leader and make the shift from manual-mechanical recruitment practices toward smart-
predictive recruitment strategies keeping business goals and objectives in mind.

Being a smart recruiter is about continually evolving, maintaining the passion to find the most
effective person-organization fit, and coming up with new best practices to ensure recruiting
success.
DESCRIPTION OF WORK
RESPONSIBILITIES
UNDERTAKEN
The Human Resources (HR) department is a vital part of an organization, responsible for
managing the employee life cycle, from recruitment to retirement.

Key functions include:

1. Recruitment and Hiring: Attracting, interviewing, and selecting candidates to fill job
openings. This involves creating job descriptions, posting vacancies, and onboarding new hires.

2. Employee Relations: Maintaining positive employer-employee relationships, handling

conflicts, grievances, and ensuring a healthy work environment.

3. Compensation and Benefits: Managing employee compensation, including salaries, bonuses,

health benefits, retirement plans, and other perks.

4. Training and Development: Organizing training programs to enhance employee skills, career
development, and ensuring compliance with legal and industry standards.

5. Performance Management: Evaluating employee performance, conducting appraisals,

setting goals, and implementing improvement plans.

6. Compliance and Legal: Ensuring the organization complies with labor laws, regulations, and
internal policies to avoid legal issues.

7. Health and Safety: Overseeing workplace safety, ensuring compliance with health
regulations, and promoting employee well-being.

8. Diversity and Inclusion: Promoting diversity in hiring, creating inclusive policies, and
ensuring equal opportunities for all employees.
The HR department plays a strategic role in aligning the workforce with the organization's
goals, fostering a productive and positive work environment, and ensuring the company
remains compliant with employment laws and regulations.

In a trust like the Shubhansh Sewa Trust, the Human Resource (HR) department plays a crucial
role in managing the people aspect of the organization. Here's how the HR department might
be structured and what its key functions would include:

1. Structure of the HR Department

 HR Manager/Director: The leader of the HR department who oversees all HR functions,

ensures alignment with the trust’s mission, and supports the organization’s strategic goals.
 HR Officers/Executives: Staff members responsible for various HR activities, such as
recruitment, employee relations, and compliance.
 Payroll and Benefits Coordinator: Manages payroll processing, employee benefits, and
compensation-related activities.
 Training and Development Coordinator: Focuses on the training needs of employees and
volunteers, organizing development programs to enhance skills and knowledge.
 Recruitment Specialist: Handles the hiring process, from posting job openings to onboarding
new employees and volunteers.
 Volunteer Coordinator: Manages the recruitment, training, and retention of volunteers,
ensuring they are effectively integrated into the trust’s operations.
 HR Assistants/Administrative Support: Provide support for administrative tasks, record-
keeping, and general HR-related queries.

2. Key Functions of the HR Department

 Recruitment and Staffing

o Posting job vacancies, screening candidates, conducting interviews, and onboarding
new hires.
o Recruiting volunteers, ensuring they align with the trust’s mission and are effectively
placed in suitable roles.

 Employee and Volunteer Relations

o Maintaining positive relationships among staff and volunteers.
o Addressing grievances, resolving conflicts, and ensuring a supportive work
environment.
o Promoting a culture of inclusivity, respect, and collaboration.
 Training and Development
o Identifying training needs and organizing workshops, seminars, and other
development programs.
o Ensuring that both employees and volunteers have the necessary skills and knowledge
to perform their roles effectively.

 Compensation and Benefits

o Managing payroll, ensuring timely and accurate payment of salaries, stipends, or
allowances.
o Administering employee benefits such as health insurance, retirement plans, and
other perks.
o Offering recognition programs for volunteers, such as certificates, awards, or other
forms of acknowledgment.

 Compliance and Legal

o Ensuring that the trust complies with labor laws, regulations, and internal policies.
o Managing employee and volunteer contracts, handling legal documentation, and
maintaining records.
o Overseeing the trust’s adherence to ethical standards and promoting a safe and
inclusive environment.

 Performance Management
o Conducting performance appraisals, setting goals, and providing feedback to
employees.
o Implementing volunteer evaluation processes to ensure effective contribution and
engagement.

 Health, Safety, and Well-being

o Promoting health and safety practices within the trust.
o Ensuring that the work environment is safe, secure, and conducive to productivity and
well-being.
o Offering support for mental health and well-being initiatives for both employees and
volunteers.

 Diversity and Inclusion

o Promoting diversity in hiring and volunteer recruitment.
o Ensuring that the trust’s culture and practices are inclusive and supportive of all
individuals, regardless of their background.
  Volunteer Management
o Coordinating volunteer activities, providing orientation, and ensuring that volunteers
are well-integrated into the trust’s operations.
o Tracking volunteer hours, contributions, and recognizing their efforts.

3. Strategic Role

The HR department in Shubhansh Sewa Trust not only manages day-to-day operations but also
plays a strategic role in ensuring that the trust has the right people in place to achieve its
mission. It supports the growth and development of the organization by fostering a positive,
productive, and legally compliant workplace.

This department is essential in helping the trust achieve its objectives by managing the
workforce effectively, ensuring that both employees and volunteers are motivated, skilled, and
aligned with the trust’s values and goals.

Job Description for Human Resources internship

HUMAN RESOURCE INTERNSHIP

Duration: 45 Days (It is a Unpaid Internship)

Subhansh Sewa Trust is a Government Approved Non-Profit Organization with the primary
objective of making a significant difference in the lives of downtrodden and less fortunate
individuals over the past few years. We constantly strive to aid the poor and needy people,
providing them with the necessary resources and assistance in health, education, and social
development for better and an enhanced sustainable livelihood.

To check out more, please visit our website: [Link]

Perks Included:

ference platform Recommendations

Flexible work timing

leadership skills

Responsibilities Include:

s under you and manage them.

processing the various information to the employee/interns via official mail.

maintaining proper Record of the Works.

NOTE: This is an unpaid internship, however on exemplary performance and on mutual

agreement of the organization and the intern, the tenure of the internship can be extended.
OVERALL EXPERIENCE AND
CHALLENGES FACED
Work experience in an organization, whether it's in a corporate setting, a nonprofit like
Shubhansh Sewa Trust, or any other environment, plays a crucial role in shaping both the
individual's career and the organization's effectiveness. Below is an exploration of overall work
experience and its implications:

1. Personal Growth and Skill Development

 Acquiring New Skills: Employees and volunteers gain valuable skills that enhance their
expertise and employability. This could include technical skills, communication abilities,
leadership qualities, and industry-specific knowledge.
 Career Advancement: Gaining experience in diverse roles can lead to promotions, new job
opportunities, or even career shifts. It also helps in building a robust professional network.
 Increased Confidence: Successfully managing tasks, projects, or teams can boost self-
confidence and inspire individuals to take on more significant challenges.
 Adaptability: Exposure to different scenarios, challenges, and tasks fosters adaptability,
preparing individuals to handle various situations in their professional lives.

2. Contribution to the Organization

 Productivity and Efficiency: Experienced employees tend to be more productive and efficient,
as they have a deeper understanding of their roles, the organization’s goals, and how to achieve
them.
 Innovation and Problem Solving: With experience, employees and volunteers often become
more innovative, offering fresh ideas and solutions to challenges based on their knowledge and
past experiences.
 Leadership and Mentorship: Experienced individuals often take on leadership roles, guiding
less experienced colleagues or volunteers, fostering a culture of learning and collaboration
within the organization.
 Organizational Stability: Retaining experienced employees contributes to organizational
stability, reducing turnover, and preserving institutional knowledge.

3. Implications for Organizational Culture

 Positive Work Environment: A workforce with diverse experiences contributes to a positive

and inclusive work environment, where different perspectives are valued and creativity is
encouraged.
 Employee Satisfaction and Retention: Providing opportunities for growth and recognizing
employees' contributions lead to higher job satisfaction and retention, reducing the costs and
disruptions associated with turnover.
 Ethical Standards and Compliance: Experienced employees are more likely to understand
and adhere to ethical standards and compliance requirements, ensuring the organization’s
operations align with legal and ethical expectations.
  Diversity and Inclusion: A mix of backgrounds and experiences enriches the organization’s
culture, promoting diversity and inclusion, which can lead to more innovative solutions and a
stronger connection with diverse communities or clients.

4. Impact on the Broader Community

 Social Responsibility: In nonprofits like Shubhansh Sewa Trust, the work experience of staff
and volunteers directly impacts the community. Experienced individuals can lead more
effective programs, deliver better services, and create greater social impact.
 Community Engagement: Employees with rich work experience often have stronger ties to
the community, enhancing the organization’s ability to engage with and serve its target
audience.
 Building Trust: Consistency and reliability in service delivery, fostered by experienced
employees, help build trust with the community, beneficiaries, and donors.

5. Challenges and Considerations

 Burnout and Stress: Experienced employees may face burnout, especially if they take on
significant responsibilities without adequate support. This can lead to decreased productivity
and morale.
 Skill Stagnation: Without continuous learning and development opportunities, experienced
workers might face skill stagnation, making it harder to adapt to new challenges or
technologies.
 Interpersonal Dynamics: Differences in experience levels among staff can lead to
interpersonal dynamics that need careful management to ensure collaboration and mutual
respect.

6. Strategic Implications for Management

 Talent Management: Managers need to balance the need for experienced staff with
opportunities for new talent to grow. This includes succession planning, professional
development, and mentorship programs.
 Cultural Integration: Ensuring that the organization’s culture evolves with the experiences of
its staff while maintaining core values and mission alignment.
 Performance Optimization: Leveraging the diverse experiences of the workforce to optimize
performance, drive innovation, and improve organizational outcomes.

Conclusion

Work experience is a powerful asset for both individuals and organizations. For employees and
volunteers, it offers personal growth, career advancement, and a sense of fulfillment. For
organizations, it leads to improved performance, innovation, and a positive work culture.
However, it requires careful management to ensure that the benefits are maximized while
mitigating potential challenges like burnout and skill stagnation. The overall work experience
shapes not just the individuals involved, but also the trajectory and impact of the organization.
CHALLENGES FACED
Running a trust like the Shubhansh Sewa Trust comes with various challenges that can affect
its operations, growth, and impact. These challenges can be both internal and external, and
addressing them effectively is crucial for the trust’s success. Here are some common challenges
that might be faced:

1. Funding and Financial Sustainability

 Limited Funding Sources: Nonprofits often struggle with securing consistent and diverse
funding sources. Dependence on donations, grants, or sponsorships can create financial
instability, especially if these sources dry up.
 Budget Constraints: Operating with limited budgets can hinder the ability to launch new
programs, hire skilled staff, or maintain existing initiatives.
 Donor Fatigue: Regular donors may become fatigued or less responsive over time, especially
if they are constantly solicited for contributions without seeing significant impact.

2. Volunteer Management

 Recruitment and Retention: Attracting and retaining committed volunteers can be

challenging, especially if there are limited incentives or opportunities for personal growth and
development.
 Volunteer Training: Ensuring that volunteers are adequately trained to carry out their roles
effectively requires time and resources, which might be in short supply.
 Volunteer Turnover: High turnover rates among volunteers can disrupt programs and lead to
a loss of institutional knowledge.

3. Human Resources and Staffing

 Staff Retention: Retaining skilled and motivated staff can be difficult, especially if the trust
cannot offer competitive salaries or benefits compared to other organizations.
 Burnout and Stress: Employees in the nonprofit sector often face high levels of stress and
burnout due to the emotionally demanding nature of their work, coupled with limited resources.
 Capacity Building: Providing ongoing training and professional development for staff
members can be challenging when resources are limited.

4. Program Implementation and Impact

 Resource Allocation: Balancing the allocation of limited resources across multiple programs
and initiatives can be complex, leading to potential underfunding of critical areas.
 Measuring Impact: Demonstrating the effectiveness and impact of programs can be difficult,
especially without proper monitoring and evaluation systems in place.
  Adapting to Changing Needs: The needs of the community or beneficiaries may change over
time, requiring the trust to adapt its programs, which can be challenging if there is resistance to
change or a lack of flexibility.

5. Regulatory and Compliance Issues

 Legal Compliance: Keeping up with changing regulations, laws, and compliance requirements
can be challenging, especially for small trusts with limited legal expertise.
 Transparency and Accountability: Maintaining high levels of transparency and
accountability is essential for building trust with donors, beneficiaries, and the public, but it
requires robust systems and processes that may be difficult to establish.

6. Fundraising and Public Relations

 Building Awareness: Raising awareness about the trust’s mission and programs can be
challenging, especially in a crowded nonprofit sector where many organizations are vying for
attention.
 Effective Communication: Communicating the trust’s impact and needs in a compelling way
to attract donors, volunteers, and partners requires expertise and strategic planning.
 Competition for Funds: Competing with other nonprofits for limited funding resources can
make it difficult to secure the necessary support.

7. Governance and Leadership

 Effective Governance: Ensuring that the Board of Trustees or governing body provides
effective oversight and strategic direction can be challenging, especially if there are issues with
engagement, expertise, or alignment with the trust’s mission.
 Leadership Challenges: Finding and retaining strong leadership that can inspire, manage, and
grow the trust is essential, but often difficult.

8. Community Engagement and Partnerships

 Building Trust with the Community: Gaining and maintaining the trust of the community
can be challenging, particularly if there have been past issues or if the trust is new to the area.
 Collaboration with Other Organizations: Forming and maintaining partnerships with other
organizations, government agencies, or corporations requires time, effort, and often,
compromise.
9. Technological Challenges

 Adopting New Technologies: Keeping up with technological advancements, such as digital

fundraising platforms, social media, and data management systems, can be difficult for a trust
with limited resources.
 Cybersecurity: Protecting the trust’s data, including donor and beneficiary information, is
critical but can be challenging, especially if the organization lacks IT expertise.

10. Cultural and Social Challenges

 Cultural Sensitivity: Operating in diverse communities requires cultural sensitivity and

understanding, which can be challenging if there is a lack of awareness or experience within
the trust.
 Addressing Stigma: Working on issues that are stigmatized or sensitive, such as mental health
or poverty, can create additional challenges in gaining community support and participation.

Conclusion

The challenges faced by the Shubhansh Sewa Trust, or any similar nonprofit organization, are
multifaceted and can significantly impact its ability to achieve its mission. Addressing these
challenges requires strategic planning, effective leadership, and a strong commitment to the
trust’s values and goals. By identifying and proactively addressing these issues, the trust can
enhance its resilience, sustain its operations, and maximize its positive impact on the
community.
SUGGESTIONS FOR A BETTER TRAINNING EXPERIENCE

Improving the training experience at Shubhansh Sewa Trust is essential for enhancing the
skills, engagement, and productivity of both employees and volunteers. Here are some
suggestions to create a more effective and impactful training experience:

1. Conduct a Training Needs Assessment

 Identify Gaps: Begin by assessing the current skills and knowledge levels of employees and
volunteers. Identify specific areas where training is needed.
 Tailor Training Programs: Customize training sessions based on the needs identified. This
ensures that the training is relevant and addresses the actual requirements of the trust.

2. Develop a Structured Training Program

 Clear Objectives: Define clear objectives for each training session. What should participants
know or be able to do after the training?
 Comprehensive Curriculum: Develop a comprehensive curriculum that covers all necessary
topics, from basic orientation to advanced skills development.
 Learning Paths: Create learning paths for different roles within the trust, so that training is
progressive and builds on prior knowledge.

3. Incorporate Diverse Training Methods

 Interactive Workshops: Use interactive workshops to engage participants in hands-on

learning. This could include role-playing, group discussions, and real-world simulations.
 Online Learning Modules: Offer online courses or e-learning modules for self-paced
learning, allowing participants to learn at their convenience.
 Guest Speakers and Experts: Invite external experts or guest speakers to provide specialized
knowledge or insights that are outside the trust’s internal expertise.
 Field Visits and Practical Training: Incorporate field visits or practical training sessions
that allow participants to apply what they’ve learned in real-life scenarios.

4. Utilize Technology

 Learning Management System (LMS): Implement an LMS to organize and track training
programs. This allows participants to access resources, complete assignments, and receive
feedback in one centralized platform.
 Virtual Training Sessions: Use video conferencing tools for remote training sessions,
especially if volunteers or employees are spread across different locations.
 Interactive Tools: Incorporate interactive tools such as quizzes, polls, and forums to make
online training sessions more engaging.
5. Foster a Culture of Continuous Learning

 Ongoing Learning Opportunities: Encourage a culture of continuous learning by offering

ongoing training opportunities rather than one-time sessions. This can include monthly
workshops, seminars, or online courses.
 Mentorship Programs: Establish mentorship programs where experienced employees or
volunteers can guide and support new or less experienced members.
 Knowledge Sharing Sessions: Organize regular knowledge-sharing sessions where staff and
volunteers can present what they’ve learned or share best practices.

6. Measure Training Effectiveness

 Feedback and Evaluation: Collect feedback from participants after each training session to
evaluate its effectiveness and identify areas for improvement.
 Post-Training Assessments: Use assessments or quizzes to measure how well participants
have understood and retained the material.
 Follow-Up and Support: Provide follow-up support to help participants apply what they’ve
learned. This could include additional resources, refresher courses, or one-on-one coaching.

7. Make Training Relevant and Practical

 Real-World Scenarios: Design training around real-world scenarios that participants are
likely to encounter in their roles. This makes the training more practical and immediately
applicable.
 Case Studies: Use case studies or examples from the trust’s own work to illustrate key
concepts and demonstrate successful strategies.
 Problem-Solving Exercises: Include problem-solving exercises where participants can work
together to find solutions to common challenges faced by the trust.

8. Encourage Collaboration and Networking

 Group Activities: Encourage collaboration through group activities, where participants can
learn from each other and build strong working relationships.
 Networking Opportunities: Create opportunities for participants to network with one
another, such as social events or discussion forums, to foster a sense of community and shared
purpose.

9. Provide Recognition and Incentives

 Certificates and Recognition: Offer certificates or other forms of recognition for completing
training programs. This can boost morale and encourage participation.
 Incentives: Consider offering incentives such as badges, small rewards, or professional
development opportunities for those who excel in training programs.
10. Adapt to the Needs of Diverse Learners

 Flexible Learning Options: Offer flexible learning options to accommodate different

learning styles, schedules, and accessibility needs.
 Language and Cultural Sensitivity: Ensure that training materials and sessions are
culturally sensitive and available in languages understood by all participants.

11. Monitor and Adapt Training Programs

 Continuous Improvement: Regularly review and update training programs based on

feedback, changing needs, and new developments in the field.
 Pilot Programs: Before rolling out new training initiatives, consider piloting them with a
small group to identify any issues and make necessary adjustments.

12. Align Training with the Trust’s Mission and Goals

 Mission-Centric Training: Ensure that all training programs align with the trust’s mission,
values, and strategic goals. This helps reinforce the trust’s purpose and ensures that
participants understand how their roles contribute to the overall mission.
 Impact-Focused: Design training programs to not only build skills but also to enhance the
impact of the trust’s work in the community.

Conclusion

By implementing these suggestions, Shubhansh Sewa Trust can create a more effective and
engaging training experience that empowers employees and volunteers to excel in their roles.
This, in turn, will lead to greater organizational effectiveness, higher morale, and a stronger
impact in the community.