Recruitment and selection methods and procedures of IBM

enlisting and plectrum methods and procedures of IBMIncreased globalisation coupled with enhanced node expectations makes it very unmanageable for a firm to grow and succeed. Firms shoot to constantly change the way they react and adapt to this ever changing global environment. Attracting and retaining high quality individuals apprise lead a firm to defy a competitive edge. One of the shipway in which a firm rump achieve competitive advantage is by attracting and retaining high quality individuals (Newell as cited in Bach, 2005).Telephone c both nerve centres forthwith ar realm of the ever changing global environment ( counteraghan and Thompson, 2002). In recent years there has been increase migration of call centre operations to Asia especially India due to comparatively less expensive labour, infrastructure and technology (Taylor and Bain, 2005). According to Mirchandani (2004), in the year 2003, there were rough 800 call centres set up in India which engaged more tha n 2 million Indians. This fast growth has ca practice sessiond increased attention from policy makers, the media and donnishs (Kinnie et al, 2000). well-nigh of the explore relating to call centres has been confined to countries like the UK and the US with a lot of focus on subject beas like work dealings, labour accomplishes and emotional labour (Callaghan and Thompson, 2002 Budhwar et al, 2006). On the contrary, a very limited research has been undertaken in the field of enlisting and endurance Not much research has been carried out on the enlisting and survival practices and procedures in the Indian call centre context.Purpose of the researchThis research aims at evaluating the enlisting and survival methods and procedures of IBM Daksh, a rapidly increment call centre in India, in a critical way. The aim of this research is to critically evaluate the recruitment and alternative practice and procedures in IBM Daksh, which is one of the fastest growing call centres in In dia.Company backgroundIBM Daksh, which is one of the amongst the largest call centres in India, was used for the purpose of the report.IBM Daksh offers business performance improvement rather than just cost-savings and is a step closer to Business Transformation Outsourcing (BTO) (IBM Daksh website). IBM Daksh focuses on improving business through performance along with cost-savings and is closely moving towards business transformation outsourcing.In April 2004, IBM Corporation acquired Daksh e-Services to form IBM Daksh. IBM Daksh today serves as a global hub to manage business processes for clients across the world. With 25 service delivery centres in India and the Philippines, IBM Daksh is an integral part of IBMs Business Process Outsourcing (BPO) delivery network around the world. Today, IBM Daksh employs more than 30,000 people and has won several major awards for employee satisfaction, delivery excellence, innovation, and diversity and inclusivity (IBM Daksh website). IBM dak sh today, acts an international hub for managing business processes for guests all over the world. It serves as an integral part to IBMs business process outsourcing network with 25 service centres in india and the Philippines.Research objectivesThe following argon the research objectives look into pass 1 What ar the recruitment methods used in IBM Daksh?RESEARCH QUESTION 2 What atomic bet 18 the selection methods used in IBM Daksh?RESEARCH QUESTION 3 What are the positive and negative aspects of the recruitment and selection process in IBM Daksh?Report StructureThe next section of the report volition point a publications recapitulation which will examine motley academic perspectives. The third section of the report is the methodology which explains the various methods used and gives a excuse for the choice of methods. The third section of the report describes the methodology, detailing the disparate methods used and gives a justification for the choice of methods.CHAPT ER 2 LITERATURE REVIEWThis section examines the academic literature within the proposed research compass. The aim of the literature review is to look at the various stages of the recruitment and selection cycle. Although all the sections within the literature review are interlinked it has been divided into sections and sub-sections to help guide the reader through the report. office one will outline the significance of recruitment and selection. Section two will discuss the process of HR planning. Section three will examine the different stages in the agreementatic climb to recruitment and selection. Section four will explain how HRM contributes to recruitment and selection.Section 12.1 Significance of Recruitment and selection for businessesIn almost academic literature the terms Recruitment and Selection (RS) are used together, even it is necessary at the very onset to explain the difference between the two terms as recruitment and selection are finishedly two different fu nctions of HR as they are completely two different functions of HR (Taylor, 2005). According to dowling and schuler recruitment refers to Dowling and Schuler (1990), define recruitment as searching for and obtaining potential duty candidates in sufficient numbers and quality that the boldness can select the most appropriate people to fill its hypothesise indispensabilitys (cited in Beardwell and Holden, 2001226). Whereas, Selection techniques are used to decide which of the applicants is best suited to fill in the vacancy in question (Taylor, 2005166). The process of recruitment and selection is escorted to be as one of the four fundamental functions of Human option management recruitment, training, compensation and employee relations (350). The process of recruitment and selection is considered to be amongst the four fundamental functions of human resource management recruiting, training, compensation and employee relations.Hiring competent and proficient individuals is of u tmost significance which, solely relies on the effectiveness of recruitment and selection procedures. Having the right people at the right time in the right place, willing and able to work effectively, at a cost that the organisation can afford, is something for which all managers strive for. The significance of this should not be over looked as incorrect RS decisions can lead an organisation to incur heavy losses in terms of productivity, clients, training and advertising related costs which sum up to almost 30% of an individuals first year earnings (Bach, 2005). The most alpha features of RS are that it should be effective, efficient and fair. Efficient relates to cost effective methods and sources (ACAS, 2010). It is necessary to decide the need for recruitment, the source and the media to be used and at what cost. The process of recruitment can lead to various expenses such(prenominal) as such as advertising, employee referral bonuses, agency fees, staff travel, and relocation costs and recruiters stipend. Thus, choosing a cost effective start out is aquiline on factors specific to each organisation and the various kinds of vacancies (Marchington and Wilkinson, 2005).It should be effective in attracting a good number of quality of candidates (ACAS, 2010).Fair means ensuring that the decisions make during the process is based on merit alone (ACAS, 2010). In order to reduce the risks of discrimination lawsuits, organizations should make use of fair and legal procedures (tme). Also, it is subjective to consider Legal issues when recruiting, particularly in the design and wording of adverts and in online channels (hrmaw).These three criteria are crucial for organisational success.Section 32.3 Systematic flack to Recruitment and SelectionThere seems to be a general agreement within the literature that the most popular approach to recruitment and selection is the systematic approach (Pilbeam and Corbridge, 2002 CIPD, 2009). According to Roberts (1997), a systematic approach to recruitment helps to streamline selection and help decrease cost. It overly helps to better organisational performance and foster good employee relations (Pilbeam and Corbridge, 2002). In recent years, organizations are realizing that the failure to recruit employees systematically can impact their success (tme). Adopting a more systematic approach to recruitment and selection helps reduce bias and errors (Bach, 2005). The systematic approach is built on the concept that a system has inputs (candidates), processing units (RS methods) and outputs (effective employees or un happy candidates). This system is subject to outdoor(a) influences such as labour market conditions, competitor activity and legal obligations (ibid, 2002). Within the system each stage affects and is co-dependent upon the others. For instance, a sophisticated selection incision is useless if the recruitment methods fail to supply a sufficient quality and quantity of applicants (ibid, 2002 ). The literature review will discuss the systems approach ( hold over 1.1) described by Pilbeam and Corbridge (2002) to provide a framework for the RS process. This approach is supported by various other research perspectives.Table 1.1 The recruitment and selection sub-systemsSub-systemsPurposeActivitiesAttractionAttracting qualified candidates Pre-recruitment activity establishing a case for recruitment consideration of the labour market Use of recruitment methods Responding to enquiries.ReductionEliminating unsuitable candidates Filtering, screening and short listing.SelectionAssessing, choosing and appointing a suitable candidate. Use of selection methods and techniques Making the appointment offer andAcceptanceTransitionConverting the successful candidate to an effective employee Pre-engagement process Induction and appraisal.Source Pilbeam and Corbridge, 20022.3. decimal point 1 ATTRACTIONEstablishing a case for recruitmentAccording to Plumbley (1985) any vacancy which is created either through resignation, dismissal or increased workload presents management an opportunity and with a choice. The opportunity is freedom to consider whether the handicraft is necessary (and, hence, a chance to re-allot the work). The choice is between recruitment and other courses of action (such as internal promotion or temporary transfer) (ibid, 1985 pp15).Job analysis, Job descriptions and Person specificationsThe next stage after the case for recruitment is established is the process of melodic line analysis, writing up hypothesise descriptions and mortal specifications. According to Robert (1997), job analysis is the basis for effective recruitment and selection. Job analysis is imperative because it provides the information infallible for two documents job description and person specification. Job analysis as well as looks at how each job fits into the organisation, what its purpose is, and at the skills and personality traits required to involve it out. A number of distinct methods such as references, questionnaires, diaries and observation are employed for gathering job analysis data (Taylor, 2005).As stated earlier, from the job analysis the job description and person specification is written. Job descriptions relate to the tasks to be undertaken, whereas person specifications outline the human attributes seen as necessary to do the job. Most employers in large organisations make use of job descriptions and person specifications to draw potential candidates (Taylor, 2005). Person specification can be drawn up apply two well known frameworks, Rodgers Seven Point Plan (1952) and Frasers Five-point plan (1966). These frameworks however, include some categories which are inappropriate and potentially discriminatory, for example, categories relating to craving or interests (Pilbeam and Corbridge, 2002). Therefore, the recruitment teams in call centres must have a clear understanding of anti-discrimination laws and equality laws befo re publishing any job description or person specification. Pilbeam and Corbridge, (2002) emphasise the significance of skills, aptitude and knowledge included in the person specifications and should specifically relate to job needs.Competency-based approachCompetency framework is the alternative approach to the job analysis process. This approach has overcome a number of drawbacks of the job analysis/ person specification/ job description process. Competencies were defined by Boyzatis (1982) as an underlying characteristic of a person which results in effective and superior performance in a job (Taylor, 2005 156-157). The most strong advantage of the susceptibility framework is its focus on the behaviours of applicants. There is therefore no need to make inferences about personal qualities that might underpin behaviour (Newell and Shackleton, 200126 as cited in Marchington and Wilkinson, 2005169). In addition, the competencies can be related to specific performance outcomes rather than being concerned with potentially inappropriate processes, such as disposition or interests outside work (ibid, 2005). According to an Industrial Relations Survey (IRS) study the most commonly used competencies are team orientation, communication, people management, customer focus, results-orientation and problem-solving (Rankin and Epstein, 2001).In call centres there is emphasis on social competencies which are essential to ensure an effective interaction between the employee and the customer. It is this interaction that is crucial to customer satisfaction (Newell, 2005 as cited in Bach, 2005116). For example, a detailed case study of recruitment in a call centre was conducted by Callaghan and Thompson (2002) who found that competencies such as communication, customer focus, building relationships and problem solving were important. Despite the many advantages of this approach, critiques suggest that it could lead to a form of cloning where all unfermented recruits tilt to behave similarly to those already in the posts hence diversity is lost (Taylor, 2005).Recruitment methodsAfter all the preparatory work is complete, in terms of planning, call and job analysis the stage of recruitment can begin. It is imperative that organisations analyse the costs involved in selecting the methods of recruitment (tme). There are a epitome of recruitment methods from which call centres must choose, these can be used exclusively or in combination. They are listed in Table 2.The objective of a recruitment method is to attract an appropriate number of suitable candidates at the least cost (Pilbeam and Corbridge, 2002).Table 1.2 Recruitment methodsRecruitment MethodExamplesInternal methodsInternal promotion, internal transfers, job rotation schemes, rehiring former staffPrint mediaNational newspapers, local newspaper, trade and professional journal, magazinesEducation liaisonCareers services, career fairs, college tutorsExternal agenciesJob centres, outplacement cons ultants, head-hunters, business agencies, recruitment consultantsOther mediaDirect mail, local radio, internet, cinemaProfessional contactsConferences, trade union referrals, suppliers, industry contactsOther methodsfactory gate posters, past applicant records, splay days, word of mouth, poachingSource Taylor (2005 170)Recruitment can be internal, which attempts to fill vacancies from the pond of existing workers or external, which recruits individuals from outside, the choice and timing of which varies between organisations. galore(postnominal) organisations today attempt internal recruitment because it is cost effective (Taylor, 2005). Other advantages include building on existing staffs skills and training and providing opportunities for promotion and development (ACAS, 2010)acas 2009. There are disadvantages, however, of relying on internal recruitment as it can be potentially unfair and discriminatory, since it tends to perpetuate the existing work force. It also prevents t he organisation from bringing in new talent, which can only come through external recruitment (Bach, 2005).When existing employees are encouraged and rewarded for introducing suitable recruits it is termed as employee referrals (CIPD, 2009). The advantage of this method is that the new recruits are likely to have a better understanding of the organisations culture and values as well as the nature of work as compared to the average recruit. Call centres encourage this method as it is cost efficient (Bach. 2005). However, it is important that employers do not rely on this scheme as it limits attracting a diverse workforce (CIPD, 2009).Many Call centres attempt external recruitment because internal sources are a great deal not sufficient enough to supply a suitable puddle of exercises (Newell, 2005 as cited in Bach, 2005). Table 2 lists the different types of recruitment methods. When there is pressure to fill in vacancies very quickly, often methods like employment agencies, job ce ntres, and local papers that advertise positions on a daily basis can be used (Taylor, 2005). The external agencies already have a pool of potential applicants registered with them so they can provide a quick recruitment turn around time (ACAS, 2010). Since many call centres have to fill in vacancies within days they often rely on employment agencies (Kinnie, et al., 2000) who take over a larger part of the recruitment process by advertising, they also sift initial applicants and provide employers with a short-list of candidates (Taylor, 2005).According to IRS (1997) corporate websites and local newspapers are used universally to attract applicants (used by 75% of organisations) (CIPD, 2009). Job advertisements are quick way of attracting a large pool of candidates. When placing a job advertisement, there are many factors which should be considered like the content, the layout (example size, position and typeface) and the timing (example dates). Table 3 provides a suggested conten t checklist against which the advertisement used in IBM Daksh can afterwards be measured.Table 1.3 Suggested content for Recruitment advertisementsContentOrganisations name and logotypeThe job title and brief description of the job (duties involved and main aspects of the person specification, and main aspects of the person specification and any qualifications required)Where the job is basedThe salary (either the amount or scale) any allowances and facilitiesAn equal opportunities statementApplication procedures, the closing date (and interview date)Where to get further detailsSource Taylor (2005)Other ways of attracting applicants include building links with local colleges, working with job centre and holding open days (CIPD, 2009). When deciding which method to use, Taylor (2005) suggests that organisations should consider how precisely the approach adopted will reach its target audience. Recruitment of the right people is the most important role of the recruiters in call centre s (Townsend, 2005). Therefore it is of utmost importance to invest time and effort right from the outset of the recruitment process.STAGE 2 REDUCTIONThe attraction of applicants is succeeded by efforts to narrow down the total number of applications received to a pool of candidates that can be managed effectively in the more detailed opinion stage of selection process (CIPD, 2009). This can be done indirectly through the characteristics of the recruitment activity, and directly through utilise the person specification criteria. The processes involved are filtering, screening and short listing, by an assessment of the application form or CV (Pilbeam and Corbridge, 2002).Application forms and Curriculum Vitas (CV)The application form and the CV are principle tools for the applicant in the selection process. Many organisations use application forms which allow information to be gathered in a standardised way (Searle, 2003). Some studies have shown it is used in 98 percent of selec tion projects (Roberts, 2005). With the growth of the internet many organisations now use online applications especially for jobs that receive large volumes of applicants (Searle, 2003).Most employers make use of both CVs and application forms (Taylor, 2005). From the perspective of the employer there are advantages and disadvantages to both approaches. A CV is an opportunity for candidates to sell themselves and can thus tailor their application in their own way, however this can be a disadvantage as well as candidates could over sell themselves to a potential employer. They may also include extraneous information in the CVs (ibid, 2005). Application forms, on the other hand provide the organisation with only the information it requests and hence aids the short listing and interview process (Pilbeam and Corbridge, 2002).Application forms have become so much a part of the process that it is wholly expected by the candidates and taken for granted by the recruiters. According to Robe rts (2005 103) It is probably one of the most maligned and misused recruitment tools. Much of the information it requests is for administration purposes which can be collected at a later stage. The application form should focus only on the job and its related selection criteria (Pilbeam and Corbridge, 2002). According to Taylor (2005), the application form should be designed clearly, use succinct language and have a good layout. If it is designed carefully and administered sensitively and sensibly it can become an extremely effective part of the overall selection process (Plumbley, 1985).Short listingThis process reduces the number of candidates proceeding to the selection stage by assessing the application form or CV. Research indicates that this process is often subjective, inconsistent and lacking focus (Roberts, 1997). There are a number of simple principles to guide the construction of a final shortlist. First, assessments should be made against the criteria using the person s pecification or competency framework and each application can then be rated according to these standards or a scoring system can be used (CIPD, 2009). Second, a shortlist should be of a manageable size in relation to the resources of the organisation and the selection methods being employed (Pilbeam and Corbridge, 2002). Third, contingency arrangements should be made to compensate for candidates who withdraw due to the time spent on short listing (ibid, 2002).STAGE 3 SELECTIONThe RS process can be made more systematic however it will unavoidably remain subjective. A incorporated RS system with rigour and consistency in the application of selection methods is highly desirable, but the appointment decision remains a matter of human judgement (Pilbeam and Corbridge, 2002139). The selection choice is dependent on factors such as type and level of job, abilities of the manager involved, time required, accuracy demanded and cost (Torrington, et al., 1991). The process should be fair to selected and unsuccessful candidates with a degree of flexibility to ensure its the most appropriate means of selecting a candidate in question (CIPD, 2009). Wrong decisions not only affect the various individuals associated with them (employers, applicants, agencies) but also result to frustration, repetive training and low morale prior to the termination of the newly hired employee. Small organisations are affected more by such decisions, magic spell large scale organisations can retain or relocate the inappropriate placement, such a luxury can be very expensive for teensy-weensy scale organisations (tme).This section reviews selection methods which relate to those used in IBM Daksh. Many of the methods such as work sampling, assessment centres and graphology are not used by IBM Daksh due to the nature of the work. Hence this section examines interviews and ability tests in detail.Sound selection decisions ensure the organisations that their financial investments in the employe es will fee off (tme). It is important to mention that no single method, regardless of how well it is designed and administered, is capable of producing perfect selection decisions that predict with certainty which individuals will perform well in a particular role. Employers are therefore use a combination of various methods (Marchington and Wilkinson, 2005).Ability testsAbility tests or aptitude tests focus on numeric, oral reasoning, abstract reasoning and logical reasoning (Taylor, 2005). The aim of tests is to increase the quality of selection decisions (Torrington et al, 1991). According to Plumbley (1985) tests can help measure some attributes which are difficult to measure in an interview and thus reduce subjective judgement and of possible human error in the selection process as a whole. According to ACAS (2009) candidates for telesales/call centre work will almost invariably be asked to undertake a practical test for verbal reasoning. Tests scores should be used to suppl ement the interview. It is critical that those who administer the tests should be qualified to interpret them hence training for administrators is necessary (Torrington et al, 1991).The interviewThe purpose of the interview is two-fold. One is to beget out if the candidate is suitable for the job, and second is to give the candidate information about the job and the organisation.There is a general agreement within the literature that traditional selection interviews are poor predictors of future job performance (Torrington et. al, (1999) ACAS, 2010 Plumbley (1985). The term traditional refers to unstructured interviews in which the interviewer may ask different sets of questions to different candidates (Taylor, 2005 210).Quick judgements are a common infernal region in the use of interviews (Roberts, 2005). According to Webster (1964, as cited in Torrington et al, 1991) interviewers often decide whether to accept or disclaim a candidate within four minutes, and then look for evid ence to justify their decision. Literature recommends that the interviewer spends adequate time in listening to the candidates (ibid, 1991). Another pitfall is the concentration span of interviewers, which tends to drop in the course of the interview and hence it is recommended that note taking helps in continued concentration (Roberts, 2005). Despite the problems associated with interviews, it is one of the most widely used selection techniques, and the validity of face-to-face conversation is high (Torrington et al, 1991). Recent studies by the CIPD have shown that interviews are used in 90 percent of selection processes (Roberts, 2005).Literature advocates the use of structured interviews rather than unstructured. Research by Barclay (1999, as cited in Pilbeam and Corbridge, 2002) found that structured interviews have recently gained popularity. A structured interview is designed to determine all the relevant information and assess the competencies of the applicant. This method f ocuses on the match between job and candidate (acas, 2009) which helps better selection decisions and better consistency and fairness in the treatment of candidates (Taylor, 2005).Job offer and RejectionIt is important to inform all the applicants of the outcome as soon as possible, whether successful or unsuccessful. If the decision is delayed (acas 2009) the candidates should be advised. Unsuccessful candidates should be given feedback on any aspects they could reasonably improve for future success (ACAS, 2010).For the successful candidates the job offer and acceptance formalises the relationship between the employer and employee. An offer of employment is normally a written document which should include all the features of employment, for example job, hours, start date, pay and benefits (Pilbeam and Corbridge, 2002). Torrington et al. (1991) suggests that it is essential to send the offer letter to the candidate as soon as possible, as the best candidates may have offers elsewher e.STAGE 4 changeoverInductionInduction is used in the workplace context to help employees adjust and acclimatise to their jobs and working environment (CIPD, 2010). According to CIPD (2010) a good installation should consist of the following elementsOrientation (physical) describing where the facilities are.Orientation (organisational) explaining how the employee fits into the team and how their role fits with the organisations strategy and goals.Health and safety informationExplanation of the terms and conditionsDetails of the organisations history, culture and values.A clear outline of the job/role requirements.A good induction is an important element in contributing to the successful transition from an applicant to an employee (Pilbeam and Corbridge, 2002). It is essential to have a well-designed induction programme to create a good first impression and make the employees feel welcome. It also helps increase employee retention (Taylor, 2005 CIPD, 2010).Section 4The importanc e of HRM in Recruitment and SelectionThe human resource department of an organisation plays a vital role in the process of recruitment and selection (Browning et al, 2009). The entire setting of human resource function in hiring candidates is interconnected with the recruitment and the human resources strategy. Human resource managers play a significant role in the recruitment and selection process. It is essential to identify the appropriate candidate requirements and ways to attract them (Bach, 2005). Traditionally, human resource managers were required to administer the entire process of recruitment. The managers were accountable for managing the advertising and monitoring of vacancies, but the human resource managers were not much influential in the overall recruitment process. However, as the need for human resources in organisations is increasing, certain changes in the human resource strategy were incorporated. Human resource managers are delegated the entire responsibility o f managing organisational personnel and in such circumstances the process of recruitment and selection takes the first place. It is the basic and major role of any human resource department to hire competent candidates for the organisation (Budhwar and Boyne, 2004).Human resource activities are directly related to the productivity. Extensive recruitment and selection strategies can lead to an increase in the productivity. Moreover investments in the area of Human Resources are in align with the fiscal progress of the organisation such as training and development, Recruitment and selection (hrmrs). Generally human resource managers consider issues related to HR as significant to organizational success. It is necessary to include line managers in the decision making process with regards to human resources. However, the use of such practices differs from organisation to organisation (hrmrs). it has been found that the integration of HR into the firms strategies, is significantly relate d to outputs of turnover, productivity and financial performance (hrmrs).CHAPTER 3 METHODOLOGYThis section describes the various methods that will be used in this report and will attempt to give a justification for the choice of methods.3.1 Research PhilosophyResearch philosophical system relates to the development of