Ibm and ias 1

RECRUITMENT
AND
SELECTION
CASE STUDY
1

GROUP MEMBERS
 Ankita Srivastava
 Ayushi Srivastava
 Hrishikesh Pandey
 Ravikant
 Shivam Singh
 Sonali Mishra
2

INTRODUCTION
International Business Machines Corporation,
incorporated on June 16, 1911, is a technology
company which operates five business
segments: Global Technology Services (GTC),
Global Business Services (GBS), Software,
Systems and Technology (STG), and Global
Financing. IBM India Private Limited primarily
provides IT infrastructure and business process
services i.e. hardware, software and consulting.
It offers software products, information
management, service management, systems
software, and storage software; and
WebSphere, an integration and optimization
software. The company also provides UNIX
servers, and Linux servers; and storage
systems. 4

RECRUITMENT AND SELECTIONSTAGES
IN
I.B.M. INDIA
5

ATTRACTION
I.B.M. India follows several steps under attraction process. These process
can be defined as:
I. Establishing a case for recruitment
II. Job analysis, Job descriptions and Person specifications
III. Competency-based approach
IV. Defining sources of recruitment
V. Suggesting content for Recruitment advertisements
Establishing a case for recruitment:
In I.B.M. any vacancy which is created either through resignation,
dismissal or increased workload presents, management a choice. The
choice is between recruitment and other courses of action (such as
internal promotion or temporary transfer)
6

Job analysis, Job descriptions and Person specifications:
The recruitment department of I.B.M. then establishes the process of job
analysis, writing up job descriptions and person specifications.
I.B.M. looks at how each job fits into the organization, what its
purpose is, and at the skills and personality traits required to carry it out. A
number of distinct methods such as interviews, questionnaires, diaries and
observation are employed for gathering job analysis data.
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.
7
Employers in I.B.M. make
use of job descriptions
and person specifications
to draw potential
candidates. Person
specification is being
drawn up using two well
known frameworks-

1. Rodger's Seven Point Plan (1952) and
2. Fraser's Five-point plan (1966).
Both plans emphasize the significance of skill's, aptitude and knowledge
included in the person specifications and should specifically relate to job
needs. The Rodger's seven point includes anti discriminatory laws as
additional laws.
Competency-based approach:
I.B.M. uses Competency framework to overcome a number of drawbacks
of the job analysis/ person specification/ job description process.
'Competencies' are defined as 'an underlying characteristic of a
person which results in effective and superior performance in a job'. In
addition, the competencies can be related to specific performance
outcomes such as disposition or interests outside work. It is the duty of
H.R. manager to observe the hidden quality of candidates and recruit and
select the best suitable candidate. Disadvantages of this approach, critics
suggest that it could lead to a form of cloning where all new recruits tend
to behave similarly to those already in the posts; hence diversity is lost. 8

I.B.M. extremely focuses over these
advertising standards-
 I.B.M.’s name and logo.
 The job title and brief description of the job
(person specification, and any qualifications
required).
 Where the job is based.
 The salary (either the amount or scale) any
allowances and facilities.
 An equal opportunities statement.
 Application procedures, the closing date (and
interview date).
 Where to get further details.
9

RECRUITMENT SOURCES USED BY I.B.M.
Internal sources like:
 Internal promotion, internal transfers, job rotation schemes, rehiring
former staff
 Print media
 National newspapers, local newspaper, trade and professional journal,
magazines
 Education liaison, Careers services, career fairs, college tutors
External sources like:
 Job centres, outplacement consultants, head-hunters, employment
agencies, recruitment consultants
 Other media
 Direct mail, local radio, internet, cinema
 Professional contacts, employee referrals
 Conferences, trade union referrals, suppliers, industry contacts Suggested
content for Recruitment advertisements 10

REDUCTION
The attraction of applicants is succeeded by efforts to narrow down the
total number of applications received to a pool of candidates is known as
reduction. This consists of –
Application forms and Curriculum Vita's (CV):
 The application form and the CV are principle tools for the applicant in the
recruitment and selection process. I.B.M. With the growth of the internet
I.B.M. now uses online applications as it receives large volume of
applications. The application form is designed clearly, using concise
language and have a good layout. It is designed carefully for the job and
its related selection criteria allowing information to be gathered in a
standardized way and administered sensitively and sensibly.
 In few conditions I.B.M. uses both CVs and application forms. A CV is an
opportunity for candidates to sell themselves as they tailor their
application in their own way. But C.Vs may include irrelevant informations
also. 12

Short listing :
 H.R. Department in I.B.M. 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. There are a number of simple principles to guide the construction
of a final shortlist.
 1. First, assessments should be made against the criteria using the
person specification or competency framework and each application can
then be rated according to these standards or a scoring system can be
used.
 2. Second, a shortlist should be of a manageable size in relation to the
resources of the organization and the selection methods being employed.
 3. Third, contingency arrangements should be made to compensate for
candidates who withdraw due to the time spent on short listing.
13

SELECTION
The selection choice in I.B.M. is dependent on factors such as type
and level of job, abilities of the manager involved, time required, accuracy
demanded and cost. The process is fair to select with a degree of flexibility
but the appointment decision remains a matter of human judgment. .
14
The company is keen to select the most
appropriate candidates according to their job
profile because wrong decisions not only
affect the various individuals associated with
them (employers, applicants, agencies) but
also result to frustration, repetitive training
and low morale prior to the termination of
the newly hired employee. Methods such as
work sampling, assessment centers and
graphology are not used by IBM due to the
nature of the work. Hence HR section
examines interviews and ability tests in
detail.

Company knows it very well that Sound selection decisions ensure the
organizations that their financial investments in the employees will pay off
hence it uses a combination of various methods. 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.
Ability tests :
 Ability tests or aptitude tests focus on numeric, verbal reasoning, abstract
reasoning and logical reasoning. The aim of tests is to increase the quality
of selection decisions. In I.B.M. Daksh (the largest call centers in India)
asks candidates to undertake a practical test for verbal reasoning. Tests
scores should be used to supplement the interview.
The interview :
 The purpose of the interview is two-fold. One is to find out if the candidate
is suitable for the job, and second is to give the candidate information
about the job and the organization.
15

 I.B.M. says that traditional selection interviews are poor predictors of
future job performance. The term 'traditional' refers to unstructured
interviews in which the interviewer may ask different sets of questions to
different candidates.
 Interviewers often decide whether to accept or reject a candidate within
four minutes, and then look for evidence to justify their decision. The
company strategy recommends that the interviewer must spend adequate
time in listening to the candidates. 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. Recent studies by the CIPD
have shown that interviews are used in 90 percent of selection process
not only in I.B.M but also in other organizations.
16

 According to the selection strategies of MNCs 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 focuses on the match between job and candidate which
helps better selection decisions and better consistency and fairness in the
treatment of candidates.
Job offer and Rejection :
 According to H.R.D. culture of I.B.M. it is important to inform all the
applicants of the outcome as soon as possible, whether successful or
unsuccessful. Unsuccessful candidates should be given feedback on any
aspects they could reasonably improve for future success.
 For the successful candidates the job offer and acceptance formalizes the
relationship between the employer and employee.
 An offer of employment is normally a written document which includes all
the features of employment, for example job, hours, start date, pay and
benefits. Like other MNCs I.B.M. also suggests that it is essential to send
the offer letter to the candidate as soon as possible, as the best
candidates may have offers elsewhere. 17

TRANSITION
Induction :
 Induction is used in the workplace context to help employees adjust and
acclimatize to their jobs and working environment. A good induction
should consist of the following elements:
 Orientation (physical) - describing where the facilities are.
 Orientation (organizational) - explaining how the employee fits into the
team and how their role fits with the organization's strategy and goals.
 Health and safety information
 Explanation of the terms and conditions
 Details of the organization's 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. It is essential to have a well-
designed induction program to create a good first impression and make
the employees feel welcome. It also helps increase employee retention.
18

INDIAN ADMINISTRATIVE SERVICES
CASE STUDY
19

INTRODUCTION
In exercise of the powers conferred by subsection (1) of section 3 of the
All-India Services Act, 1951 the Central Government after consultation
States concerned, hereby makes the following rules, namely:-
1. Short title:- These rules may be called the Indian Administrative Service
(Recruitment) Rules, 1954.
2. Definitions :-
 (a) "Commission" means the Union Public Service Commission;
 (b)“Direct recruit" means a person appointed to the service after
recruitment.
 (c) "Joint Cadre" and "State Cadre" have the meaning respectively
assigned to them in the Indian Administrative Service (Cadre) Rules;
 (d) “Member of the Indian Civil Service" means a person who, having been
appointed to the civil service under the Crown of India, known as the
Indian Civil Service, continues to serve under the Government of India
20

 (e) "Service" means the Indian Administrative Service;
 (f) "State" means State specified in the first Schedule to Constitution and
includes a Union Territory
 (g) "State Civil Service" means:- for the purpose of filling up the vacancies
in the Indian Administrative Service Cadre for the Arunachal Pradesh,
Goa, Mizoram, Union Territories. It differs from Union Public Service
Commission. Any of the following Services, namely:-
 a. the Delhi and Andaman and Nicobar Islands Civil Service;
 b. the Goa Civil Service;
 c. the Pondicherry Civil Service;
 d. the Mizoram Civil Service and the Arunchal Pradesh Civil Service.
 (ii) in all other cases, any service or services approved for the purpose of
these rules by the Central Government, in consultation with the State
Government , a member of which normally holds charge of a sub-division
of a district for purposes of revenue and general administration or posts of
higher responsibility.
21

Methodof
recruitment andselection
 (1) Recruitment to the Service after the commencement of these rules,
shall be by the following methods, namely:-
(a) By a competitive examination;
(b) By promotion of a [substantive ] member of a State Civil Service;
(c) By selection in special cases: from among persons, who hold in a
substantive capacity gazette posts in connection with the affairs of a
State and who are not members of a State Civil Service.
64(2) Subject to the provisions of these rules, the method or methods of
recruitment to be adopted for the purpose of filling up any particular
vacancy or vacancies as may be required to be filled during any particular
period of recruitment, shall be determined by the Central Government in
consultation with the Commission and the State Government concerned;
22

Recruitment by competitive examination :
A competitive examination for recruitment to the Service shall be held at
such intervals as the Central Government may, in consultation with the
Commission and state governments able to determine.
Eligibility criteria:
 Nationality : To appear for IAS examinations, a candidate must be a
citizen of India.
 Age limits and number of Attempts : That candidate can attempt for 4
times if he belongs to open category, 7 for OBCs and there is no limit for
SC/STs. The age limit for open category is 30, for OBCs are 33 and for
SCs/STs is 35 years. But the candidate must cross 21 years 1st August of
the year.
 Academic eligibility : The candidate must hold a degree from Government
recognized Universities or possess an equivalent qualification.
 Candidates who are in their final year or awaiting results are also eligible
to appear for IAS exams but must have proof along with the application
for the main IAS examination. 23

 Candidates having professional and technical qualifications recognized by
the Government as equivalent to professional and technical degrees
 Medical students who have passed final year of MBBS, but are yet to
complete their internship also have eligibility for IAS. Although, along with
the Main Examination application, a certificate of course completion
(including internship) from the concerned authority of the
University/Institution has to be submitted.
 Appointments to the Service shall be subject to orders regarding special
representation in the Service for Scheduled Castes Scheduled Tribes and
Other Backward Castes issued by the Central Government from time to
time. The candidates belonging to the Scheduled castes or Scheduled
Tribes [or the other Backward Classes] and declared by the Commission to
be suitable for appointment to the Service shall be appointed against
unreserved vacancies in case they qualify for appointment to the Service
based on their merit without recourse to the benefit of reservation.
24

 The Exam outline of IAS is as follows:
 1st Paper: You have to select any one of the
Indian Languages from 18 languages which are
included in the VIII Schedule to the Constitution
(Qualifying Paper). Total marks is 300
 2nd Paper: English. Total Marks 300
 3rd Paper: Essay. Total Marks 200
 4th and 5th Papers: General Studies (300 Marks
for each paper). Total Marks 600
 6th, 7th, 8th and 9th papers: you have to select
any two subjects from optional subjects each
contains 2 papers (300 marks for each paper).
Total Marks 1200
26
Total Marks for written examination is 2000, Interview test marks is 300 and
grand total is 2300.
There are total 3 rounds in this IAS selection process those are:
Preliminary Examination consists of two papers, one is optional
subject of marks 300 and the other one is general studies of marks 150.
Total is 450 marks.

Main Examination: The candidates who have successfully completed
the preliminary exam can attend the main exam.
1. There are two optional subject with two papers each of 300 marks i.e.
total 1200 marks.
2. one general studies consists of two papers each carries 300 marks i.e.
600 marks
3. One essay for 200 marks. Grand total is 2000 marks. Other than this,
two language papers, one is any Indian language and the other is 10th
standards English paper. These two papers carry 300 marks each. But
these two papers will not consider in ranking.
 The Final round in selection process is Interview:
 After going through Prelims, mains the third stage is interview. To face an
interview the candidate must score minimum cut-off set by the
commission otherwise even after passing Prelims and mains candidates
are not allowed to face interviews. The interview carries 300 marks.
 Note: If the candidate is failed either in Mains or in Interview, he has to
appear from the preliminary round again.
27

 Recruitment by promotion or selection for appointment to State
and Joint Cadre:
 The Central Government may, on the recommendations of the State
Government concerned and in consultation with the Commission and in
accordance with such regulations as the Central Government may, after
consultation with the Sate Governments and the Commission, from time
to time, make, recruit to the Service persons by promotion from amongst
the substantive members of a State Civil Service or by selection of any
other officer serving in connection with the affairs of that State.
 The Central Government may, in special circumstances and on the
recommendation of the State Government recruit to the Service any
person of outstanding ability and merit serving in connection with the
affairs of the State who is not a member of the State Civil Service of that
State [but who holds a gazetted post in a substantive capacity].
28

 Disqualifications for appointment :
 (1) No person shall be qualified for appointment to the Service unless he
is a citizen of India (or belongs to such categories of persons as may, from
time to time, be notified in this behalf by the Central Government).
 (2) No person-
 (a) Who has entered into or contracted a marriage with a person having a
spouse living, or
 (b) Who, has entered into or contracted a marriage with any person, shall
be eligible for appointment to the Service: if satisfied that such marriage
is permissible under the personal law applicable to such person and the
other party to the marriage and there are other grounds for so doing
exempt any person from the operation of this sub-rule.
29

GOVERNMENT OF INDIA’SDECISIONS
 Government of India's Decisions under Rule 3 :
The lien in the parent cadres of I.C.S. officers permanently seconded to the
I.F.S. should be permanently suspended and the officers given Performa
promotion in higher ranks in the parent cadres whenever due. In the
vacancies caused by the suspension of the liens of these officers
appointments should be made on a provisionally substantive basis. Where
such an officer is given substantive Performa promotion and confirmed in a
super time-scale post in the cadre, while serving in the I.F.S. he would
acquire a lien in the post to which he is promoted. Consequently the
suspended lien in the lower post should be terminated and only the lien
acquired in the higher post should be permanently suspended so that he
does not hold liens on two posts at the same and the promoted officer
holding the lower post on a provisionally substantive basis can be
appointed to it in a substantive capacity.
[G.I. MHA letter No. 8/8/62-AIS(II), dated 23/5/1963.]
30

 Government of India's Decision under Rule 6A:
 The Government of India have held that Rule 6A will apply to vacancies
arising in senior posts in the direct recruitment quota after the date of
introduction of the said rule viz., 24-9-1966. The direct recruits who
became eligible for appointment to senior posts against the vacancies in
the direct recruitment quota according to their seniority. would be deemed
to have been appointed to senior posts in accordance and as such they
will continue to be paid their pay in the senior time-scale of pay even
under the introduction of rule 6A till they are actually appointed, to senior
posts or the vacancies disappear, as the case may be.
 [G.I., M.H.A. letter No. 23/46/63-AIS(III), dated 26/10/1966.]
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