Search icone
Search and publish your papers
Our Guarantee
We guarantee quality.
Find out more!

Recruitment and selection procedure: A look at the Infosys BPO

Or download with : a doc exchange

About the author


About the document

Published date
documents in English
56 pages
2 times
Validated by
0 Comment
Rate this document
  1. Indroduction
  2. Definition of Human Resource Management (HRM)
  3. Scope of HRM
  4. HRM: Objectives and functions
  5. Recruitment and selection needs
    1. Purpose and importance
  6. Steps in the selection process
  7. Factors affecting recruitment
  8. Essentials of selection procedure
  9. Research design
  10. Overview of the study
  11. Company profile
    1. Corporate values
    2. Mission and vision
  12. Achievements
  13. Analysis and interpretation
  14. Suggestions and recommendation
  15. Bibliography
  16. Conclusion

Human Resource Management (HRM) is a management function that helps manager's recruit, select, train and develops members for an organization.

According to Edward Flippo: ?Personal Management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of HR to the end that individual organization and social objectives are accomplished?.

The scope of HRM is indeed vast. All major activities in the working life of a worker ? from the time of his or her entry into an organization until he or she leaves ? come under the purview of HRM. Specifically, the activities included are ? HR planning, job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relations (IR) and the like.

HRM differs from PM both in scope and orientation. HRM views people as an important source or asset to be used for the benefit of organizations, employees and the society. It is emerging as a distinct philosophy of management aiming at policies that promote mutuality ? mutual goals, mutual respect, mutual rewards and mutual responsibilities.

PM has a limited scope and an inverted orientation. It viewed labor as a tool, the behavior of which could be manipulated for the benefit of the organization and replaced when it was worn-out. It was filled with not-very-productive employees whose services could be spared with minimal damage to the organization's ongoing operations.

[...] Hence, with this analysis, we can analyze the efficiency of the new recruitment system which can be done by a comparative analysis of both new and veteran editors. Quality analysis (Performance): In this type of analysis, the quality of the same 10 editors who wrote the analytical test was taken, i.e. their performance on the floor after they started working was collated. Since, the new editors started working on the floor by march, the quality performance could be collated only for two months (March and April'08) . [...]

[...] The most commonly adopted practice is to centralize the recruitment and selection function in a single office. All employment activity should be centralized if the policies of the top management are to be implemented consistently and efficiently. Only when personnel requisitions go through one central source and all employment records are kept up-to-date is there a possibility of maximum efficiency and success in hiring. The advantages of centralizing of recruitment and selection are: It reduces the administrative cost associated with selection by consolidating all activities in a single office; It relieves line offices of the detail involved in hiring workers, which is common under a decentralized plan; It tends to make the selection of workers scientific; It makes possible the development of a centralized manpower pool in a company; It provides a wider opportunity for placing an applicant in several departments of the company; It tends to reduce favoritism as a basis for selection. [...]

[...] Hence, study will be conducted at Infosys to evaluate the present recruitment and selection procedures that are followed by Infosys. OBJECTIVES OF THE STUDY To study recruitment and selection procedures followed by INFOSYS To assess its effectiveness To provide suitable suggestions for improvement of the procedure To study the existing recruitment process To identify areas of problems and reasons for the delay in the process To identify areas where cost can de minimized. To offer summary of findings and recommendations SCOPE OF THE STUDY The study covers all aspects of recruitment and selection system and also the need for human resource. [...]

Similar documents you may be interested in reading.

Recruitment and selection process at Siemens BPO Services Pvt Ltd

 Business & market   |  Human resources   |  Thesis   |  04/07/2009   |   .doc   |   42 pages

Marketing strategies of IBM Global Service India

 Business & market   |  Marketing   |  Thesis   |  04/16/2009   |   .doc   |   54 pages

Top sold for human resources

Ikea and the human resource management

 Business & market   |  Human resources   |  Case study   |  09/29/2010   |   .doc   |   7 pages

American HRM model vs. European HRM model: Is the American model exportable to Europe?

 Business & market   |  Human resources   |  Case study   |  01/15/2009   |   .doc   |   5 pages