The success of Prozia Management Consulting Pvt. Limited (“PMC”) relies on its ability to attract the best staff and volunteers available. Recruitment methods must be fair, efficient, and effective.
The Recruitment Policy has been established to ensure Prozia Management Consulting Pvt. Ltd. can attract the best available consultant and staff for all vacant positions. This policy relates to employment of all consultants, task force and volunteers other than the CEO.
Prozia Management Consulting Pvt. Ltd. is committed to providing high quality services to our clients and customers. To support the achievement of this objective we recognise the importance of employing the most suitable applicant for all vacant positions.
PMC will ensure it has the best opportunity to attract the best available resources by broadly advertising (internally and externally as deemed appropriate) all vacant remunerated positions and volunteer vacancies.
PMC will take all reasonable steps to ensure that applicants may be safely entrusted with the duties of their position.
PMC will internally advertise all vacant positions to current staff and volunteers to encourage career advancement and increase participation.
PMC is committed to providing a work environment that is free from harassment and discrimination.
All recruitment and selection procedures and decisions will reflect PMC’s commitment to providing equal opportunity by assessing all potential candidates according to their skills, knowledge, qualifications and capabilities. No regard will be given to factors such as age, gender, marital status, race, religion, physical impairment or political opinions.
It shall be the responsibility of the CEO (or a delegated authority) to implement this policy and to monitor its performance.
It is the responsibility of resource managers and recruiters to ensure that:
It is the responsibility of the human resources department to ensure that:
When it becomes necessary to recruit for a position, resource managers should carefully consider the requirements for the position, and the key selection criteria including skills, experience, locations, nature of the job, type of employment, duration and qualifications.
If no position description exists for the available position, or if it requires revising, this is the responsibility of the appropriate resource manager. Once the new position description or amendments have been drafted, it should be forwarded on to human resources internally and, if appropriate, approved by the CEO and/or board. Thereafter, it needs to be approved by the client’s project manager. Selection criteria will be drawn up based on a position statement.
Where the position description is for a new role, the resource manager will review and evaluate the position and draw up a position statement that will then, if appropriate, approved by the CEO and/or board.
Prior to commencing the recruitment process, the responsible manager is required to gain approval from the CEO / Board or delegated authority and forward this to the recruiters.
In situations where a manager wishes to promote an employee who meets the specific selection criteria for the vacant position into the internal vacancy, the appointment must be authorised by the appropriate manager, and the approval is to be forwarded to the human resources department.
Where appropriate, PMC must advertise all vacancies internally.
Exceptions to this rule may occur when:
Upon receiving approval for the vacant position, human resources will advertise the available position internally. Internal advertisements should include the following:
All internal applicants should forward a current copy of their resume, together with covering letter, to the applicable manager for acknowledgement, consideration and processing. Such applications should be forwarded after the approval of their respective reporting managers.
Internal applicants who possess the required skills, qualifications and work-related experience, as specified in the internal advertisement, will be interviewed for the position by the relevant Manager or Supervisor.
Where a position cannot be filled internally or where it is appropriate to conduct an external recruitment campaign, the available position should be advertised through relevant networks, on relevant websites, and through local employment services.
Volunteer positions will be advertised as widely as deemed reasonable.
All advertisements must be approved by the CEO or as delegated by CEO.
If required, the resource manager will prepare an appropriate recruitment advertisement for the position and submit it for review and approval by the human resource department and if appropriate by the CEO / recruitment board. The Human Resources Department will administer the placement of the advertisement. Recruiters will monitor the applications received.
Where deemed appropriate, external recruitment consultants may be used for recruitment purposes. The recruiting manager should contact the human resources department for assistance in engaging the services of recruitment consultant.
It remains the relevant manager’s responsibility to ensure that the recruitment consultant adheres to PMC’s recruitment and selection policies.
If a recruitment consultant has been engaged to recruit for a position, they will be responsible for screening the applicants.
Resumes must be screened against the position description so that assessments can be made of their suitability for the specific role. Applicants who are assessed as suitable will then be selected for interview.
Resource managers should consult with the human resources department if they require any assistance with the selection process.
Where appropriate, but particularly in positions of financial responsibility or in dealing with vulnerable clients / children, police checks may be arranged. Police checks shall be arranged only with the consent of the applicant concerned; however, if consent is refused this shall be taken into consideration in the selection process.
References shall be sought, where appropriate for background verifications. Previous employers and referees shall be contacted, and transcripts, qualifications, publications and other certification or documentation shall be validated. There can be no exception to the reference checking processes.
Any checks which may form part of the selection process can be conducted prior to issuing an offer of employment or after the offer of employment also. All employments with PMC either directly or indirectly shall be subject to successful completion of background verification processes.
The short-listing and the interview process will be conducted by a selection panel which will be appointed by resource manager in consultation with client team or concerned project manager and will include the CEO or their nominee and the relevant manager or supervisor for the position.
If any member of staff finds that they are assessing any applicant where there is a perceived or actual conflict (e.g. Where the applicant is a family member, friend or past colleague) they shall declare the perceived or actual conflict to the panel.
The method and timeline for interview schedules is required to be communicated clearly with all stakeholders. Such communications shall be documented along with the interview result and feedback of the interview panel.
Resource managers shall be responsible for making the necessary follow-ups, coordination’s and shall facilitate the medium to conduct such interviews such as video conferencing or tele conferencing meetings.
Resource managers are to ensure that, where possible, a minimum of two reference checks are conducted prior to an offer of employment being extended to a candidate.
Details of the reference checks should be attached to the candidate’s application for future reference.
If an internal candidate is selected, the manager is required to notify the successful candidate and their reporting Manager. If an external candidate has been selected, the manager is to make a verbal offer to the candidate.
To authorise the commencement or transfer of an internal employee, the manager must notify the human resources department and provide confirmation of the CEO’s approval. The manager should ensure that all recruiting documents are completed and returned to the human resources department for filing.
The human resources department will prepare a written letter of offer for the successful candidate. The letter of offer and or contract of employment will confirm the start date, salary (if any), position and the terms and conditions of employment pertaining to the employee.
Once the human resources department or manager has received the candidate’s signed letter of offer, the human resources department is to notify all unsuccessful candidates. If an external recruitment agency has been used, the manager is to notify the agency, who will notify the unsuccessful candidates.
The manager is responsible for liaising with the human resources department to ensure that the necessary documentation, equipment and access privileges are prepared for the new employee.
The human resources department will forward an induction kit to the new employee for their completion.
All contact regarding the position is to be directed through reception, with all applications marked “Confidential” and posted to the CEO.
Letters/emails of acknowledgment should be posted to all applicants prior to the short-listing of final suitable applicants. Short-listed but unsuccessful applicants should be advised that their CV will be retained by the human resources department for future reference, unless the applicant advises otherwise.
Applicants who do not meet the key selection criteria and are not suitable to be short-listed for an interview should be sent a written letter advising them that their application has been unsuccessful.
The purpose of an interview is to provide and obtain information that will assist in deciding about a candidate’s suitability.
Whilst each interviewer will develop their own interviewing styles, there are several essential characteristics of an interview that must be present in all interviews. PMC encourages the practice of structured interviewing methods as against non-structured approach to interviewing.
Review the candidate's resume before commencing the interview. This will help to feel more comfortable when the candidate arrives.
Review the similarities or differences in qualifications relating to the performance factors of the job, including:
Asking questions is an important part of the interviewer's role; it is not, however, their only responsibility. A good interviewer must also:
Having the candidate respond to questions and prompts will encourage them to do most of the talking while the interviewer ensures that all relevant topics are covered. The interviewer may be required to ask a question a second time by re-phrasing it or by returning to a topic at a later point in the interview.
While each interviewer develops a style, the following steps provide a useful guide to the structure of an interview.
It's important to create an interviewing environment that allows a candidate to put their best foot forward. An interviewer will be able to gain more information in a comfortable setting and the candidate will be left with a favorable impression of the organisation.
Outline for the candidate the structure that the interview will take. This will help them to relax and will put the interviewer in control of what is to follow.
Following core questions will provide structure and should take up most of the interview time; however, some flexibility is necessary to allow for follow-up questions and for questions that will arise out of each candidate's documentation. This helps to create a comfortable, relaxed tone.
Listen for evidence of both positive and negative behaviour and focus on one specific performance factor at a time. Analyse how well those behaviours and skills would carry over to the position.
The interviewing process may take some time to master, but it can be extremely effective. Probing is particularly necessary when there are gaps in the candidate's life/work history, when inconsistencies appear or when the candidate changes the subject or is evasive.
In the later stages of the interview, the candidate may have specific questions about the job, department or the organisation itself. A detailed discussion should be reserved until this point, so that the candidate won't simply tailor their answers to suit the position. This is a good time to probe for more detailed information, such as:
Thank the candidate for coming to the interview and explain the time frame for decision-making and what the next step in the process will be.