STUDY OF RECRUITMENT PROCESS IN MADURA COATS PRIVATE LIMITED AMBASAMUDRAM

COMPANY PROFILE

Coats India
Coats is the worlds largest supplier of Industrial sewing thread and crafts products. It is the worlds second largest and fastest growing manufacturer of top quality zip fasteners. With 22% global market share and operations in 67 countries, Coats is clearly the market leader.we have the unique ability to service our customers anywhere in the world with a globally consistent product, innovative service, creative ideas and superior technical solutions. Throughout our long history, Coats people have established a tradition of landmark innovations in products, colour technology and manufacturing processes. And many of our innovations have become the global industry standard. Coats India Coats India manufactures a complete range of cotton, synthetic and corespun threads for the Indian and Export markets. The product range in Consumer Threads includes ANCHOR - the finest handicraft threads for embroidery, DOLY - a value for money embroidery range and ANCHOR QUICK STITCH KITS - popular among embroidery hobbyists. For the Tailoring trade, there are premium brands like AMETO the World Class thread, and a range of popular brands such as SPADE and MOON that have been trusted by tailors all over India for decades.

For industrial customers, Coats India offers virtually every type of thread including Nylon threads branded APTAN for the shoe upper industry, Polyester threads branded ASTRA for the ready made garment industry and Corespun threads branded KOBAN for the leather garment industry. Coats India's products are distributed through a wide network of 21 consumer and industrial sales offices across the country, supported by a base of 25,000 direct and 2,00,000 indirect customers. Coats India enjoys undisputed leadership in quality and service in the Indian market and is rapidly increasing its presence in export markets. Coats Sewing Solutions Coats threads are supported by Coats Sewing Solutions, a range of value added services designed to improve the quality of garments and productivity on the shopfloor. Coats Precheck A service to assist in improving Right First Time (RFT) of sewn products, reducing

production costs and lowering bulk production throughput time. Coats Spectrum A service that identifies the most appropriate match to the fabric shade and delivers a thread sample. Coats PES A value added service that offers Productivity Enhancement Solutions. Coats Embroidery Solution Centre A service that aim at providing customers with the latest embroidery solutions, advances in techniques, machines, materials and software. Coats Fastsolve A service designed to solve sewing problems which arise when there is an interface between the thread, needle and sewing machine. Coats Simplify A service that disseminates knowledge on a range of subjects like colours , seams and sewn thread technology, reducing pucker etc. Coats Futuro An initiative which helps in the innovation of new products by participating in the product development cycle. Apparel Coats apparel threads are an integral part of every article of clothing in the wardrobe. From shirts to suits and designer wear to protective work wear, Coats threads are preferred by the worlds leading brand owners, retailers and manufacturers. Coats offers a wide range of threads as part of its Global Offer: Epic, Dual Duty, Gramax, Astra and Secura. Embroidery Coats has developed a unique set of products and services designed to meet the needs of embroidery manufacturers and brand owners. Some of the most popular brands include Sylko, Sylko Metallic and Red Heart. Specialty Threads Coats has the most comprehensive product range catering to the needs of a multimedia of industries footwear, mattress and quilting, automotive, outdoor and camping goods, furniture and filtration. Coats offers brands like Nylbond, Aptan, Koban and Gral in this portfolio. Global Thread Supply India Global Thread Supply India (GTSI) is that division of Madura Coats Private Limited responsible for implementing the Coats Global Thread Supply strategy in India. This division has spinning and twisting mills located in Madurai, Tuticorin and Ambasamudram. In addition to the operating these mills to exacting global standards, the division is involved with outsourcing of grey thread to bridge the gap between demand and internally available supply. GTSI is the largest producer of spun polyester thread within Coats and supplies Coats companies all over the world such as Australia, Bangladesh, Brazil, Bulgaria, Chile, Egypt, France, Hong Kong, Honduras, India, Indonesia, Malaysia, Mauritius, Mexico, Morocco, Peru, Poland, Romania, Shanghai, Spain, Sri Lanka, South Africa, Thailand, Tunisia, Turkey and Zimbabwe. The division has an in-house capacity of 150,000 spindles and produces about 240 tons grey thread per week. Product Range Cotton threads for sewing and non-sewing end uses ( like kite flying & craft ) using imported cottons

(Giza70, PIMA, Australian) as well as Indian Cottons (DCH, Shankar, LRA). Staple Spun Polyester threads from super high tenacity staple fibers produced by leading international fiber manufacturers to Coats specifications. Core Spun Threads designed to combine the strength and fitness characteristics of continuous filament threads with the sewing performance & surface characteristics of spun fiber threads. -Polyester filament yarn with polyester fiber cover ( Poly Poly) -Polyester filament yarn with cotton fiber cover ( Poly Cotton )

WATER MILL
About a hundred and twenty four years ago, in May 1880, two brothers from Scotland, Andrew and Frank Harvey launched their cotton trading business at Bellary. They soon moved to Virudupatti (now known as Virudunagar) and acquired a small second hand cotton press. Cottons from the districts of south India were bought, pressed and exported to England from Tuticorin. In 1883, the Harvey brothers pioneered into spinning in the south. They dammed the waters of Tambraparani River above the Papanasam Falls near Ambasamudrum and used the power developed by the water in its drop from the crest of the hills to the plains, to run the Turbine. Hence its popularly called as "Water Mill" and this spinning mill known as Tinnevelly Mills Company Limited. This Turbine served the spinning mill from 1883 to 1930. The "Water Mill" as it was popularly known started production with 10000 Spindles. Its products established a name for quality and the mill proved a highly profitable venture. Spurred by this success, the Harvey brothers set up more mills in quick successions: In Tuticorin, The Coral Mills in 1889 with 24,000 spindles; In Madurai, The Old Mill in 1892 with 36,000 Spindles and The New Mill in 1912 with 70,000 spindles. Madura Mills took over the Coral Mills in 1924, the Tinnelvelly Mills in 1927 and the Pandyan Mills in Madurai which was under a different management in 1929. In 1932, another mill known as "Steam Mill" (because it was run by steam Power as compared with the water power of its neighbor) was installed in the premises of the old Tinnelvelly Mills. All these mills were continually expanded. Until in the early forties the total spindleage controlled by the Harvey was well over 4,50,000 reputedly the largest group in Asia under one Management. A very large part of the yarn produced by the mills went to the handlooms in India and the yarns were also exported all over the world. An Industrial Products Unit to weave tyre cord came up at Madurai in 1944 and the company added another Industrial Products Unit in Semaphore (West Bengal) in 1961. These units produce a variety of products such as tyre cord for making tyres of all kinds, belting duck for transmission and conveyor belts, canvas required for making tents and tarpaulins, etc. Coats and their fellow thread manufacturer, Clark in Paisley, West Scotland, began producing cotton thread for sewing in the latter part of the Napoleonic wars in the first two decades of the nineteenth century. They merged into one company around the end of the century as their products spread all over the world. The company which has growth with more mergers and whose operations are spread worldwide is now known as Coats Patons.

This happy and successful association culminated in the merger in 1974 of A & F Harvey, Madura Mills and J & P Coats (India) into a single company named Madura Coats. A modern Weaving unit started in 1963 at Ambasamudrum housed 1200 shuttle looms to produce a range of fabrics including drills, long cloth, polyester-blended textiles, etc. This is reduced to about 8000 looms in 1992, in view of the installation of high power shuttleless looms and air jet looms (Sulzer). A Wet Processing Unit was added to it in 1966 which enabled the company to produce textiles in a variety of colors and designs.

Welcoming Banners hoisted on the eve of the Centenary Celebrations. The Company celebrates its 100 th Year of Excellence. The Company has started a new Unit at Ambasamudrum the first one after having an entity as Madura Coats, the Madura Fabrics International , a Fully Export Oriented Unit [ EOU ] in 1992. The merger led to many advantages: It meant a more rational manner of production, greater utilization of installed capacity resulting in more production, more employment and a larger volume of exports. It offered full and free access to the Research and Development facilities of Coats Patons Worldwide. It provided Madura Coats with international connections, making the company's efforts more productive. The Company's work force which consisted about 20,000 Employees in its several units is now reduced to about 18000 in 1992. Over the last forty years and more, the Company has developed various welfare schemes for its employees. These include Housing Colonies, Cooperative Stores, Higher Elementary Schools and High Schools for the workers and their families, all of which models of their kind. The Company which started from small beginnings a century ago and has grown into a vast enterprise has also made significant contributions to the development of varied other industries, big and small, in the southern region. As it enters the second century of its existence, Madura Coats looks forward to provide better products of consistent quality at fair prices for the consumer, more stable and more prosperous Company for the worker, opportunities to share its international technical know-how growth for the small industry and more productivity, more employment and higher exports for the country

RECRUITMENT & SELECTION PROCESS

RECRUITMENT Placing the RIGHT PERSON in RIGHT PLACE at RIGHT TIME.

Vacancy is known in two situations (generally): An employee leaves and there is a vacancy created Business Growth The vacancy is intimated to the HR department by the concerned technical department.

Ensure that judgement of abilities, experience and qualifications is made against the requirements of the position in question.

1) Defining the Requirement - Decide what vacancy you have. If you need to fill a new role quickly you might find it helpful to adapt one of the models provided here:

Task analysis - Draw up a detailed list of tasks that the person will have to do. This helps in determining the qualities and qualifications genuinely required for the job. Job description - Produce an outline of the broad responsibilities (rather than detailed tasks) involved in the job. Person specification - Decide what skills, experience, qualifications and attributes someone will need to do the job as defined in the task analysis and job description.

2) Selection - Select your candidate being objective and unbiased. Choose the person who best fits your person specification.

Short listing: Review applications on the basis of the person specification. Ensure that you select for interview those who match the specifications, regardless of age, sex, race etc, and that the specifications are not themselves discriminatory. Interviews: Interview your short-listed candidates remembering that your job is not only to assess the best candidate for the job, but also to create a great impression of your organization.

3) Candidate assessments - The interview will provide you with some information but check it out before offering a job. Ask the candidate to show you examples of previous work, do a presentation, a case study, some tests or full assessment. Tests can be done before the interview or after the interview. It depends on the number of candidates being interviewed and the type of job. You must have the specific permission of the applicant to do so, particularly if you wish to contact their current employer. If you need them quickly, try phoning.

4) Making a Job Offer - If you think you have found the right candidate, its time to make the job-offer.

5) Induction - Help your new recruit to settle in quickly and become productive as soon as possible.

Now, Let us see a little more in detail how this process can be divided into stages and how best to execute the process:

The Recruitment Process:

The recruitment process begins when you know you need someone new in the Department, either because an existing staff member has left, or because there is new work to be done. It doesn't finish until after the appointment has been made.

The main stages are identified in the below flow chart

Identify Vacancy Prepare Job Description and person Specification Advertise Managing the Response Short-listing References Arrange Interviews

 Conduct The Interview Decision Making Convey The Decision Appointment Action

PRE-INTERVIEW # Preparation of recruitment /selection document for the position # Advertising Preparing advertisement Media selection Positioning # Response handling Initial interview online or telephone Short-listing for interviews Interview arrangement Sending emails or calling short listed candidates Interview details to the short listed candidates # During Interview HR interview Technical interview Conducting tests [Aptitude / Mathematical / Analytical etc.] Initial final list of candidates. Reference check (if required)

POST-INTERVIEW # Email or Telephone call to unsuccessful candidates # Technical Manager approval for a start up date. # Email or Telephone call to successful candidates # HRM prepares a letter of appointment

Recruitment Cycle Time:

To bring in more effectiveness in the recruitment process, HR would follow a specific project deadline of 38 days (from the day it had received the approved Manpower Requisition) to hire a new employee.

The process specific schedule break-up is mentioned below Phase Activities Role Identification, Job Description, CV Sourcing & Initial HR short-listing Organizing the Written Tests II Organizing the First Technical Interviews Organizing the Final Interviews Sessions to take the final decisions III Preparing the Salary Proposal, Negotiate with the selected candidates & offer closure Time frame 15 days 5 days 5 days 4 days 3 days 6 days

Objective: Ensure precisely channeled selection of resources, to enable achievement of the company's business goals.

Objective:

To attract potential employees into the rolls of the company To make a positive impact with our clients, thereby increase the goodwill and equity for the Company, leading to better market standing.

Resourcing Process

Recruiting the wrong kind of people can become a serious issue for any company. A defined recruitment process needs to be followed to ensure that the right person reaches the right place. A general recruitment process involves Identifying vacancies, prepare job description and person specification, advertising, managing the response, short-listing, arranging interviews, conducting interviews, decision making, convey the decision and appointment action. This means that a lot of time and resources have to be invested.

Interviews are an important and a crucial part of recruitment process. The person taking the interview of the candidate has to be well prepared in advance. Concerns like the location of the interview, the time table, the structure of the question strategy, style of taking the interview needs to be decided beforehand so that nothing is left ambiguous in. A general recruitment process may include a written test to judge particular skills of a candidate. In this case, the test should be prepared carefully, not deviating from the subject. A lot can be judged about the candidate from his CV. A proper presentation of his CV in an organized and refined manner speaks a lot about the individual. His mindset and attitude can be judged according to his CV. There are a few things that need to be kept in mind during the recruitment process. Until the final decision about a certain candidate is taken, it is important to keep in regular touch with the candidate. The decision making process should not take very long to avoid the candidate from taking up some other opportunity. A candidate should be duly informed once the decision is taken. He should be told the complete process of his appointment clearly with details of all the documents that he needs to submit. A record file should be maintained of the candidate for any future reference. The recruitment process must be robust and justifiable and should stand up to external scrutiny. Only a good recruitment agency with good understanding can perform the same with a good understanding. Qpluslearning understands the needs of the clients and of the candidates. The team works accordingly to recruit people.

Workforce planning Workforce planning information is beneficial in the process of developing a workforce plan. It involves achieving our desired profile through: forecasting future needs for employees in different roles, predicting the availability of such employees, and developing strategies to match supply with demand.

Vacancy is identified

Approval to recruit is sought Approval to fill positions and that the local area may have specific approval processes as well. The clearly identifies the rationalisation underpinning the need to recruit by providing: a clear understanding of the need for the position the key role of the position how the position fits into the existing structure the alternatives considered by the manager agreed workforce planning priorities/needs budget implications

Duties, tasks and responsibilities are defined Job analysis Job analysis involves a systematic investigation of jobs using a variety of methods, to determine essential duties, tasks and responsibilities. Job analysis is crucial to the identification of relevant skills and competencies. It involves obtaining objective and verifiable information about the actual requirements of a job, and the skills and competencies required to meet the local area and Universitys needs.Job analysis facilitates accurate recruitment and selection practices, sets standards for performance

appraisals and allows appropriate classification/reclassification of positions. Comparing the skills possessed by employees with the results of job analysis can greatly assist in workforce planning strategies and restructuring or redesigning jobs to reflect the requirements of the local area

Position description is written The position description should provide applicants with a clear indication of the duties, accountabilities and outcomes expected of the position. The position description is the base document used in the management of the employees performance as outlined in the Universitys performance management scheme. If there is already an existing position description this should be reviewed before the start of a selection and recruitment process. A position description provides information relating to a role at a given point of time, however few positions remain the same over a long period of time, hence the need for review. The position description is a key document in the process as it provides a clear picture of the position to the members of the selection panel and to the potential candidates and should accurately reflect the nature of the role and the required sills, knowledge and attributes (selection criteria) necessary for successful performance in the role. It should also identify core relationships such as client groups, that the appointee may need to establish and maintain.

Position is evaluated Job evaluation and classification overview Job evaluation is the process used to measure the relative job worth of positions within an organisation at a point in time. It focuses on actual requirements of the position, not on a person or their performance and measures the content/work value and not the volume of work. The work value of the position is dependent on a range of factors including the experience, skills and training required to perform the duties and responsibilities of the position. Recruitment planning enables the manager to consider a process and strategy to:

Market the benefits of becoming an employee of the University of SA to potential applicants. Identify and communicate the Universitys uniqueness to potential applicants. Create an 'ideal'/'high performing' employee profile. Utilise innovative talent sourcing methods (eg creative advertising strategies). Recruit internationally. Maintain consistency and fair treatment of all applicants. Highlight the work areas strengths Use appropriate applicant assessment methods. Evaluate the selection practices in an effort to ensure continuous improvement of the recruitment and selection practices.

Customize as appropriate Who Finalize job description Approve advertising sources Obtain estimates and approvals Place ads Collect resumes Evaluate effectiveness of advertising efforts Begin review of resumes Interview candidates Refer finalists to Department Head Department Head interviews finalists Check references

The ins and outs of recruitment

Finding the right people is a make-or-break factor for success in business today. Recruiting the top talent for a job takes time and you have to attract quality candidates who have the knowledge and skills needed to help your company grow. The fact is, your success with recruitment depends on how well you prepare your job ad, your recruitment vehicles and your interviewing skills. Prepare a job ad that works To start, you want to be sure that your potential candidate truly understands the job. The clearer you are with the task description, working conditions and advantages, the less time you will waste examining and rejecting applications. The essentials of any job description are:

a brief description of your company detailed outline of the tasks involved qualifications and experience required equipment and resources used to do the work skills required to use them.

However, you should also include work benefits (e.g., vacation, travel and perks), general working conditions (e.g., scheduling, outside work) and the specific traits required (e.g., teambuilding and communications skills). Ultimately, you want to be perceived as an attractive employer in a competitive market. Find the right recruitment vehicle Choose the vehicle that best works for your company, depending on your budget and resources. Word of mouth, or simply telling your employees, friends and colleagues about a job opening, is a less expensive strategy but generates fewer candidates. The advantage is that you already know something about your recruiters and their skills, knowledge and achievements. This is a preferred

method with companies that have a finder's fee program for their employees.

Advertising is a toss of the dice. If it goes well, it can help you find ideal candidates in a regional, national, or international pool. If not, it's a costly investment yielding few results. Make sure to factor in the time it takes to go through a large number of resumes. Employment agencies cost more but generally provide a good range of candidates. The employment advisors look at your needs, screen a number of candidates, and only send you the applications that meet your requirements. Bear in mind that the largest employment agencies do not necessarily offer the best choice of candidates. There are numerous agencies that specialize in recruitment in specific sectors. Recruiting online such as monster.ca, workopolis.com, and jobboom.com. These can provide inexpensive, worldwide access to employees. In fact, 65% of job seekers now have access to these types of services. Online recruiting is also on the rise in the government sector. The federal government has its own job bank where you can post your job openings across Canada. Using the Internet for recruiting usually involves regular visits to specialized recruitment sites, joining newsgroups, and posting your job openings on recruitment sites, electronic publications and on your own Web site. Many specialized online recruitment services that allow you to post your job openings and access a bank of resumes. Some companies will screen candidates and put you in contact only with those who meet all your requirements. Other companies can even offer interactive tests to help identify the applicants' real competencies and aptitudes, such as solving analytical problems, interpersonal skills and ability to manage stress. Key tips

You could establish a presence on websites aimed at members of a particular profession in order to reach the type of candidate you are looking for. Ensure that you post an accurate job description to reduce the number of inappropriate applications. Research directly on recruitment sites. Use general search engines like google.ca and yahoo.ca to locate candidates with resumes on their own websites. Register with several recruitment services like jobboom.com (don't forget foreign recruitment services with an international section). Make

sure you classify your job correctly, preferably under more than one heading. Make the interview deliver Since the purpose of an interview is to identify and verify the candidate's potential, it should be structured to bring out all the desired competencies and aptitudes. Remember that you have to decide between the candidates: you could create a point system or analysis grid for comparing their strengths and weaknesses. Here are a few points to consider when structuring an interview:

Make a list in advance of the points for discussion and corresponding questions. Present the candidates with a situation they could face on the job and ask them how they would react. This will enable you to evaluate the candidates' knowledge, skills and work methods. Ask the candidates to describe some difficult situations encountered in previous jobs and to explain the way in which they were resolved. This will give you the chance to gauge the candidates' self-confidence, creativity and problem-solving skills. Ask the candidates to describe a difficult situation involving colleagues and how it was resolved. This will enable you to test their aptitude for teamwork. Ask the candidates about their ambitions and plans to ensure they fit your company profile.

Beware of asking questions about personal interests. They can get the interview off track or annoy people who want to keep their work and private lives separate. .

Recruitment Process What can you do to make sure your application receives the amount of attention it deserves? All applications are reviewed, if you have the qualifications desired in addition to the personal characteristics outlined in Graduate Overview then you are likely to be considered for a position. Applying Honeywell will be presenting at several Universities around Australia, to confirm if a Honeywell

Representative will be attending your University click here. If you have any enquires about Honeywell's Graduate Program please call (02) 9353 7000 and ask for the Graduate Recruitment Officer. First Round Interviews After the application closing date all applications will be reviewed. Graduates who are successful in gaining a first round interview will be notified, either by Honeywell or by your University Careers Centre. For your convenience, where possible these interviews will be held at your University. Second Round Interviews Following the first round interviews, successful applicants will be notified of the date and location of a second round interview. These interviews will be held at Honeywell where you can view our offices and meet Honeywell employees. Honeywell will pay for any interstate travel required for second round interviews. Commencing Your Career At Honeywell Successful applicants will be offered positions after all second round interviews have taken place.

Organising The Recruitment Process

Whether your company is heavily recruiting or in the midst of a hiring freeze, you should always have a recruiting plan. Plans will vary based on hiring volume and type of position, but you should articulate a standard strategy of how you recruit and fill positions. A well-defined recruiting strategy will help ensure that the right employees are in place when needed.

Use the following tips to develop a recruiting plan that fits your company:

Identify Company Goals and Objectives - Develop a strategy that matches your organization's mission, values, and vision. Create a long- and short- term plan - Be as proactive as possible in your recruitment planning. Preparing strategies for current needs as well as anticipated needs can lead to increased efficiencies and eliminate unexpected costs. Put it in Writing - Chart each step in your current recruiting process. Look for unnecessary, troublesome or duplicate steps. Know who is responsible at each step of the process. Get feedback from your HR/recruiting team and hiring managers, and identify ways to streamline your efforts. Consider Technology - Know how your existing HR management tools work and determine if they meet your needs. Consider investigating or investing in a Web-based resume management system or applicant tracking system. These electronic options, including e-mail, make recruiting more efficient and consistent. Identify Recruiting Resources - Creating a comprehensive recruiting mix will help find qualified candidates. Elements to consider in your recruiting mix include:

Referrals - Your employees can be a great source of candidates. They know your company and what it takes to succeed in your environment. Often overlooked, employee referral programs can provide an easy and economical way to bring in new candidates. Job fairs - Job fairs typically work best for entry-level candidates, but events targeting diversity and/or specialty careers, e.g. engineers, can be found. Print ads - Placing an ad in your local newspaper is the typical knee-jerk recruiting reflex to an open position. Make sure your job ads are targeted, descriptive and in the right publications. College recruiting - Campus recruiting can include everything from on-site interviews and information sessions to placing ads in the local college newspaper.

Determine Online Efforts - Job seekers are flocking to the Internet in record numbers. What used to be a way to attract only high-tech candidates now reaches across industry and job function. Everyone from CEOs to assembly workers can be found online. Your online recruiting strategy may incorporate:

Major job boards - Use the big online sites such as seek.com.au, mycareer.com.au and careerone.com.au to reach a broad pool of candidates. The volume of job seekers on these sites should result in a large number of responses to your job postings. Resume databases - Many job sites also have a resume database component. Use these databases to proactively search for people with the skills you need.

Corporate Web site - When job seekers are interested in a company they will go directly to that company's Web site to conduct research and/or look for available jobs. Make sure your Web site's job section makes it easy to find and apply for jobs.

Diversity Reach - Don't limit your recruiting efforts. Extend your recruiting reach to include diverse populations. Investigate diversity groups, community organizations, specialty newspapers and diversity websites. Build in Retention - To attract strong candidates, sell your ability and dedication to keeping employees. Your recruiting efforts should include developing strong benefit packages and other perks that encourage employee loyalty. Track Results- Continual monitoring of your recruiting process will lead to better hires. When you identify an issue in your process, adjust your programs accordingly. In addition to tracking traditional metrics such as time-to-fill and cost-per-hire, make sure you take into account ways to measure some of the intangible metrics, such as quality of hire and retention. Keeping track of your recruiting and retention successes and challenges will help you fine tune your program into an effective and efficient hiring system that your whole company can embrace. The information reported should not be construed as legal advice, nor utilised to resolve legal problems.
The recruitment process and Jobsite

Job-hunting on the internet may be daunting. There are literally thousands of websites offering a wide selection of vacancies and CV services. However, it is not always clear who is advertising the jobs you see, and even more unclear is the destination of your application once you have applied. This article sets out to explain the source of the jobs you see online and to make it clear where Jobsite fits into the recruitment process. The principles of recruitment If 'Jones and Son' need to recruit new personnel they have several options. Firstly they may outsource the recruitment process to a recruitment agency. An agency will search their own database to see if they have a suitable candidate currently on their books. In addition they will advertise the job in areas where they think people who are likely to be suitable will see it. The agency will forward on the CVs of suitable candidates to their client. They then may work with the company who are hiring to arrange interviews with candidates. If their client is happy with the applicants and alternativelyone of the agency referrals is recruited then the agency will make commission from the placement. This commission will usually be a percentage of the hired applicant's first year salary, paid for by the

employer - in this case Mr Jones and his Sons. The percentage will vary between agency, experience of the candidate and industry sector. Outsourcing recruitment to agencies is a very common practice particularly within UK companies. Alternatively, and often in addition to outsourcing their recruitment, a company will also advertise their vacancies themselves. They will usually advertise the position internally to allow suitable candidates within the organisation to put themselves for the position. They will then advertise the job externally. So a company will hire an agency to advertise their job and find applicants, they will also advertise the job themselves. Spreading the word There are many places employers and agencies advertise their jobs. The location depends upon the nature of the position being advertised and the value to the agency/employer to fill that job. It would be unlikely that a large UK blue chip company looking to recruit a new MD would advertise in a local job centre or a local newspaper as the kind of applicants the employer wants to attract probably wouldn't go into a job centre to seek employment. In this case the chances are that the ideal candidate would already be in a job working for another company. Recruiters therefore also have the option of using a 'head-hunter' service (a top-level recruitment agent with excellent contacts) to poach/entice someone from another company. Similarly there is little value in advertising a 4.50 an hour office cleaner position in the financial section of a broadsheet newspaper. It is unlikely that a suitable candidate would see the job there, but more to the point it would be foolish to spend a great deal of money advertising a low income position in the national press. It would be unlikely to result in a worthwhile return on investment, no matter how good the cleaner was! The Role of Jobsite Employers and agencies both advertise jobs on appropriate media, where the job is likely to be seen by suitable candidates, and where it is cost effective to advertise. This is where Jobsite comes in. We provide employers and recruitment agencies with an online location to advertise their jobs to a wide selection UK job seekers. We are not a recruitment agency and do not take any level of commission based on placement. Whether a recruiter wants to attract someone for the Aviation or IT industry, a director or junior executive level position. They can place their jobs online and know that our

search technology allows only those that are interested in finding exactly that type of job will see their vacancy and will apply for it. We offer a selection of advertising solutions to recruiters, from a basic text job advert to a branded full page ad that links through to the recruiters website. Job hunters such as yourself can search for your desired position on our website and have jobs sent to you in 'Jobs-by-Email'. In addition you can store your CV on Jobsite. This allows you to apply online quickly and simply by selecting to submit your CV that is stored on our system as part of your application. What happens to your 'distributed' CV? You can also choose to make you CV available for recruiters to see, by ticking the 'distribute' box in your 'My Jobsite' CV management area. Recruiters (both agencies and employers) are able to search our online CV database for people with the skills that meet the requirements of the positions that they are trying to fill. For example Sarah, a biochemist, puts her CV on Jobsite and ticks 'Distribute'. Her CV says that she has 5 years experience in the laboratory, and that she is located in Reading. If then a Reading based Biotech company, looking for a senior lab technician, with access to our CV database does a search, it is highly likely that they will find Sarah's CV. They will be able to read whatever Sarah has put in her CV including her contact details. So Sarah could get a call to her mobile phone from an interested recruiter, they may email her or may send a letter to the contact address - depending on the contact information that she has provided. In this way recruiters cannot only advertise their job on Jobsite and, but they can also proactively search for suitable candidates. What happens after you apply to a job on Jobsite? If you find a great job on Jobsite and apply what happens to your application? It is a common misconception that we then have a hand in the selection process, we do not at all. Your application is either sent immediately to the inbox of the recruiter with your CV attached, or it is displayed in the recruiters 'application management' system, which they access, by logging into the client side of Jobsite. We do not deal at all with an application after you press send. It is totally in the hands of the recruiter, they will make an assessment of your skills and experience and will either contact you to arrange an interview or to tell you that you have not been successful with your application.

Unfortunately not all recruiters notify all of their applicants as to whether they have been successful. This is either because they have received so many applications that it would take too much time, or it is possible that the recruiter is not particularly courteous. We make every effort to vet the professional credibility of people advertising on our site; unfortunately we cannot vouch for their manners. We strive to create an online environment that brings together recruiters and job seekers. Providing job hunters with the tools and services to find a great job and then advance their careers. Attracting the best quality candidates for our recruiter clients and filling their vacancies quickly and to satisfaction. Process of recruitment Making a wrong decision, or adopting bad practice when recruiting staff can be costly, not just in legal terms, but in appointing an inappropriate person to a post. Objectives This section gives you the opportunity to appreciate the recruitment process as a whole. By the end of this section you should have a broad understanding of the importance of each recruitment process and the possible danger spots. This section covers the following: A - The recruitment process: stages he recruitment process: stages The recruitment process begins when you know you need someone new in the School or Department, either because an existing staff member has left, or because there is new work to be done. It doesn't finish until after the appointment has been made and you have reflected on any changes that you would make in future recruitments. The main stages are identified below.

Recruitment Activities Identify vacancy Prepare job description and person specification Advertise Managing the response

Short-listing Visits References Arrange interviews Conduct the interview Decision making Convey the decision Appointment action

B - Exercise: sloppy recruitment Exercise: sloppy recruitment Think about the recruitment process from beginning to end - where does it start and when does it finish? Now imagine that you work for 'Sloppy University UK' - an institute which excels in bad practice and stretching the law. 'Sloppy' want to appoint a new secretary for the Dean in the Faculty of Bad Practice. Spend 10 minutes on drawing a flowchart that shows the recruitment process from beginning to end. Remember to do it as 'Sloppy' and do it as badly as you can. The challenge is to see how many things you can do wrong.

C - Examples of sloppy recruitment Examples of sloppy recruitment

If you have created a flow chart full of problems and difficulties it may look something like this...

Current secretary finds another job You wait until they have left (to save on salary bill) and then think about advertising the post You really liked the previous secretary and will be happy if someone turns up who is just like her. Since you knew her well you think you know what you are looking for, so there is no point drawing up a job description or person specification Meanwhile you hear that your niece is back from University and is looking for a job. You ask her to give you a call You meet your niece at a family party and invite her to pop into the Department to see if she likes the idea of working there Your niece pops into the office and spends a couple of hours chatting to people You decide to offer her the post and you send her a letter asking her to start on Monday at 9.00 next week Or it may be worse? Looking at your flowchart - have any of the things you put on it ever happened to you, or someone you know?... ....The answer may well be 'yes' Our recruitment process Our recruitment process is designed to achieve the highest possible standards in the most efficient manner using highly innovative and effective practices. To achieve the above and help us deliver the most efficient service to you, the only way you will be considered for a flightdeck position with easyJet is if you complete our online application form. Following this, any subsequent communication will be conducted via email or telephone only (no paper!). Once you have completed the online application form, you will receive an automated email message confirming successful submission your application form. Please note that, due to the high numbers of applications received, we are unable to provide individual feedback.

Successful applicants will be invited to attend our 48 hour recruitment process which enables us to make effective and efficient employment decisions. Our Pilot Recruitment Workshops are currently held every Friday and/or Tuesday at Luton Airport. We think you will find the experience unique and enjoyable! The workshops begin with an introduction to easyJet and our recruitment team. You will then go through the following exercises:

1. Psychometric Assessment - this helps us to identify how you will fit into our company culture, and we will give you personal feedback on your profile 2. Team Exercise - this helps us to assess your competencies in a team environment 3. A short multiple choice technical questionnaire 4. A competency based interview 5. An ability test - this assesses your capacity to learn new information and apply it whilst under time pressure

All candidates are given feedback at the end of the day and those who are successful are invited to attend a simulator assessment on the following day, (held at our training centre in Luton on a 737 simulator - full motion for DEP pilots and fixed base for TRSS). Applicants will be appropriately briefed for the flight, the purpose of which is to check for basic handling skills, flight management, and CRM. If your flight goes well we would be delighted to make you an offer. This will either be an offer of a start date on an appropriate training course or a place in our holding pool (depending on course availability). Please note that if you hold a European National JAA licence, you will have to exchange it for a UK JAA licence before you start with us. This is for training purposes (mainly to enable our TRE's to sign for the type rating endorsement on your licence). The process for the exchange involves filling an application form, sending copies of your licence and medical certificate along with an administration fee. Once again, please do not send us paper CVs or contact us by telephone unless we have specifically asked you to do so. The process is designed to provide maximum efficiency for us and you, so please, help us to help you. All applicants on the database will also receive regular e-mails from us detailing our latest recruitment requirements and company news!

Recruitment Process Recruitment Advertising Internal vs Open Recruitments Professional Recruitments Screening Applications/Resumes Evaluation of Qualifications Recruitment Advertising After the job description is revised by a member of Human Resources, the job posting outlining qualifications and essential skills is developed. Human Resources and the hiring department determines the open and close date for the recruitment. This is generally dependent upon the frequency of the publications where advertisements are placed and the geographic areas included in the recruitment. Classifications may be posted in local, regional, and nationwide resources, including electronic media. Postings and job descriptions are available in the Human Resources Offices at One City Plaza (1/2 block North of Giss Parkway, between Madison and 1 st Avenues), or they can be accessed through the Internet. Internal vs Open Recruitments Entry-level positions are Open Recruitments which means they are advertised to the public. Other position vacancies may be either open to the public, or internal (open to current employees only). If there are qualified employees (who meet the minimum requirements of the position) interested in the position, departments may choose to have an internal recruitment. Part time employees who were hired through a competitive recruitment process and have worked for 90 days may be considered an internal employee. Trainee: If there are no qualified applicants, and an applicant is close to meeting the minimum requirements of a position, the department may choose to utilize a trainee position. This would require that the applicant be given a time period, not to exceed 12 months, to meet all of the minimum requirements of the position. The normal starting salary for a trainee would be 15% less than the entry level for that position. Trainee positions are considered on a case-by-case basis. Professional Recruitments Professional recruitments are different from regular recruitments in that the advertisement may request applicants to submit a resume and include, along with the resume, the answers to supplemental job-related questions that might assist in the screening of qualifications from the resume. When the resumes (and answers, if requested) are received, they are forwarded to the hiring department. Upon review, the supervisor may call the person with clarification questions.

If the supervisor is interested in considering that person as an applicant, they would ask the person to complete a Professional Job Application (a shorter version of the normal job application), and ask Human Resources to mail it. Departments have the option to use the Professional Job Application at the start of the recruitment process instead of after receiving resumes. The person could submit a resume along with the completed application, and answers to any supplemental questions requested. This could shorten the length of the recruitment process. Screening Applications/Resumes When screening and evaluating applications or resumes, Human Resources and department staff consider the following information:

Previous job responsibilities and past related work experience that may suggest future performance.
Special skills and qualifications. Dates of employment. Staff will look for unaccounted gaps of time or conflicting dates, which may suggest instability or unsuccessful work experiences Salary information. Verifiable facts. Positions held, responsibilities, dates of employment, salary, etc.

Applications or resumes will not be accepted after the close date. After the close date of the recruitment, the Job Expert for the hiring department and Human Resources will screen the application forms or resumes for minimum education and qualification requirements. A recruitment date may be extended if there are no qualified candidates. Recruitments can also be open until the position is filled; in this situation, applicants are reviewed and interviewed on a regular basis until an eligible candidate can be selected and appointed to the available position. Applications or resumes will not be accepted after the close date. After the close date of the recruitment, the Job Expert for the hiring department and Human Resources will screen the application forms or resumes for minimum education and qualification requirements. Evaluation of Qualifications There are several methods that are used to evaluate applicant qualifications for a position. These various methods include a scored training and experience evaluation, a written test, typing, tenkey or keyboarding skills testing, physical agility testing, oral board testing, assessment center, and/or Perfex testing. TRAINING AND EXPERIENCE EVALUATION:If a scored training and experience evaluation is conducted, the job expert for the hiring department evaluates the applications based

on a training and experience evaluation criteria that is set up in advance. This may include points for experience, education, certifications, and job related preferences such as bi-lingual skills, etc. Relevancy and recency of experience in related positions is considered. These scores are then manually tabulated or entered into a computer program. If further testing is not required for the position, veteran points, if applicable, are then added to the final score. The certified list of qualified candidates is then established and forwarded to the hiring department. ORAL BOARDS: An Oral Board is a highly structured interview process in which the score can affect the rank order of applicants or band in which the applicant is subsequently placed, on the certified list. It is an oral exam The raters should be very knowledgeable in the field of the position that is open. An average number of oral board participants are around 6 candidates. The hiring supervisor develops the oral board questions and must be job related. Members of the oral board do not deviate from the prepared list of questions. Each rater on the oral board will complete a rating form on each interviewed candidate. The candidates to be interviewed by the oral board will be notified by Human Resources personnel. The procedures used in oral boards can be used to conduct the job interviews as well, making the interview process more structured, well documented, and defensible. The difference is that the interview takes place after the list is certified, and the oral board takes place prior to the list being certified. OTHER TESTING: If further testing is required for the position, it will be scheduled for qualified applicants. The applicants will be notified by telephone, mail, or e-mail in regard to time and place of testing. The testing may be done in a group setting or individually, dependent upon the type of testing (e.g., typing tests, written tests, physical agility tests, etc.) Test scores or oral board scores will be entered into a computer program and added to veteran points (external applicants) for final point tabulation. The time element for this process will vary according to how many applicants were eligible and what testing procedures were required. The certified candidate listing will normally be forwarded to the hiring supervisor after completion of all phases of the testing process.

Recruitment Process
Metronet is committed to operating fair and effective recruitment processes, conforming to industry best practice at all times.

ADVERTISING & APPLICATIONSmore >>> SHORTLISTINGmore >>> INTERVIEW & ASSESSMENTmore >>>

OFFERS & PRE-EMPLOYMENT CHECKSmore >>> COMMENCING EMPLOYMENTmore >>> PERSONAL ATTRIBUTES INFORMATIONmore >>>

ADVERTISING & APPLICATIONS

All adverts developed using a job description and a person specification Adverts will appear in appropriate press/professional journals, jobsearch websites and on this site Applications are by means of either an application form or the submission of a CV/detailed letter of application - check the advert for guidance When applications are made via an application form, this can be obtained by calling the Recruitment hotline number specified in the advert An Equal Opportunities monitoring form will be sent with your acknowledgment letter The progress of your application can be checked with the appropriate HR Advisor (check advert on this site) or by emailing the address you sent your application to (please include your full name and the reference number of the job you have applied for in your email)

SHORTLISTING

All applications will be shortlisted against the criteria outlined in the person specification and/or job advert Shortlisting will be undertaken by both HR Advisors and Employing Managers

INTERVIEW & ASSESSMENT

Candidates will be informed by letter if they have been shortlisted, and will usually be contacted by telephone or email to arrange a convenient time for assessment Assessment may take the form of an interview, or a combination of an interview and an ability exercise OPQs (Occupational Personality Questionnaires) are used for some positions All interviews will contain some Personal Attributes questions. Information will be sent to thse candidates invited to interview. Click here for outline Personal Attributes Information Some candidates will be required to deliver a presentation at interview Full guidance of all interview/assessment elements will be provided in the letter inviting candidates to assessment All candidates are required to bring evidence of qualifications and nationality to interview

OFFERS & PRE-EMPLOYMENT CHECKS

The outcome of the interview/assessment will be communcated as soon as possible All offers are conditional on the receipt of satisfactory professional and character references, confirmation of fitness for employment, drug/alcohol clearance (depending on the grade of the job) and proof of elgibility to work in the UK

COMMENCING EMPLOYMENT

No new employee will commence employment until all pre-employment checks have been completed satisfactorily A mutually convenient start date will be arranged All new starters will attend a Corporate Welcome and Induction session All new employees will enter a probationary period, the length of which depends on the grade of the job

PERSONAL ATTRIBUTES INFORMATION

Metronet's Personal Attribute Framework comprises a set of ten behavioural competencies, presenting the qualities, attributes and behaviours critical for success across the organisation. The most relevant personal attributes for each role (typically 3 or 4) are stated in the vacancy advert and used for assessment purposes during the recruitment process, particularly at the interview stage. ENSURES SAFETY Ensuring a culture of safe behaviour, whether following rules and regulations, ensuring others follow rules and regulations or analysing safety risks and informing policy. LEADS BY EXAMPLE Leading by example, role modelling good behaviour and providing a good example. Giving direction through supervising, managing and leading others. Inspiring by creating a vision. SEEKS RESPONSIBILITY, ACCOUNTABILITY & OWNERSHIP Being responsible for your own and others actions. Taking initiative and accountability for decision-making. Showing drive, determination and enthusiasm. Making an appropriate contribution to the organisation. WORKS AS ONE TEAM Respecting and supporting others through teamwork and relationship building across the business. At a strategic level, creating alliances both internally and externally. COMMUNICATES EFFECTIVELY Speaking and writing clearly and with confidence. Communicating, sharing and presenting information. Influencing others and negotiating successful outcomes.

USES & MAINTAINS KNOWLEDGE & TECHNICAL EXPERTISE Learning and using technical expertise. Keeping technical knowledge up to date and sharing this with others. Making use of available resources and technology. ANALYSES & SOLVES PROBLEMS Understanding, gathering and analysing information. Recognising problems and considering implications. Using numerical and financial data correctly and showing commercial awareness. EMBRACES CHANGE & DRIVES INNOVATION Responding positively to change and supporting new ideas. Ensuring continuous improvement or creating and driving step change. Producing original solutions and contributing to strategic plans. PLANS & PRIORITISES WORK Planning work and time effectively and paying attention to detail. Making use of work schedules, project and business plans. Prioritising work and adapting to pressure. DELIVERS QUALITY & CUSTOMER SATISFACTION Managing customer expectations and delivering quality work. Remaining open to feedback. Establishing quality procedures and measures. Anticipating customer needs.

Recruitment Methods
M-Tec can offer through industry knowledge, a recruitment facility that can be tailored to meet our client's specific requirements. Through dedicated 'Customer Teams' we aspire to understand the client's needs, establishing which resource method below, or combination of them would be best utilised. Once established, we would then advise you of the most efficient method to cover your resource activities.

Candidate Database Web Recruitment Customer Dedicated Advertisement Networking Search & Selection Account Management