Evaluation of Existing Selection Practice of Marketing Executive Post in Unilever Lever Ltd - Essay Example

UK We are a multinational company under aegis of our flagship company, Unilever limited with world wide business interests We require MARKETING EXECUTIVES for our UK operations Job: Promoting sales of consumer products in assigned territories to institutional buyers/Dealer networks in a highly competitive environment. On going market development activities, Identifying and exploring new business activities and MIS will form an important part of the job Qualification: A Degree in Marketing Management From a premier Institution Age: below 30, years Experience: Around 4 to 5 years Frontline selling experience in FMCG products. An attractive remuneration packages with high savings potential will be offered to selected candidates. The position offers opportunities for learning, Career growth and performance based rewards. Applicants wishing to join us from a long term perspective may respond, within 10 days, along with detailed resume, enclosing copies of certificates apply to: The Manager Human Resource Development Division London. EVALUTION OF EXISTING SELECTION PRACTICE OF MARKETING EXECUTIVE POST IN UNI LEVER LTD. Recruitment and selection are the core function of a personnel department of an organization. Modern business world recruitment is very important strategic area for organizations better performance. Many IT and other service sectors give more importance to their recruitment process. “When recruiting people, be alert to any personal prejudices or preferences you have which are not linked to the ability to do the job. Try to set these aside in favour of objective criteria of suitability related to the skills, experience and ability needed to perform the job1.” Recruitment and selection process starts after the identification of vacancies to be filled up Recruitment in the process of researching for the prospective employees and stimulating them to apply for jobs in the organization. “Effective recruitment and selection should not be about the luck of the draw. Systematic planning and preparation will increase the likelihood of taking on the right person. The key to effective recruitment is preparation: knowing the job and what is required of someone to perform it well2.” Hence the first step in identification of sources of manpower supply Unilever Ltd, is a Largest multi-national FMCG marketing Company in the world. They consider selection as an effort in the total process of acquiring and developing Marketing Executives. The Company believes that the selection process must be consistent with other events in the total process for it to be effective. Therefore the Company adopts a systematic and integrated selection process to select the best possible graduates. The selection process can divided into three steps: 1. Screaming of Application, 2. Preliminary interview, 3. Final selection BRIEF DESCRIPTION OF STEP-BY-STEP SELECTION PROCESS The Company usually receives large number of applications for the position advertised or through campus interview. The Applications are screened, keeping in mind the minimum qualifications prescribed to ascertain the eligibility of candidates.” Potential candidates may come from an internal trawl of the organization, or from the external job market. The latter are reached through channels such as recruitment advertising, employment agencies, professional associations or word of mouth3.” The selected candidates are then required to fill in a detailed Application Form. This Form is quick, elaborate and seeks factual candidate about the candidate and also about his attitudes and personality. Preliminary interview is conducted for about 10-20 minutes usually by one manager. “Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary from a five minute chat to a process of several days4.” During the brief personal contact, some time is spent in discussing the nature of the job, the future career possibility for the applicant and the Company’s policy in this regard. Often a second interview is conducted before the applicant is rejected or selected for further consideration. Final Selection process is quite elaborate. This stage consists of three aspects – 1. Group Discussions and 2: Psychometric test. 3. Final interview Group discussion is conducted in two stages: In the first Group Discussion, the Chairman of the Panel of Selection requests the group to select a subject which can be economic, political, social, and educational or even a lighter subject. The subject is decided by the Group itself out of the various topics given to it. When it finalizes, the members of the group will discuss it. Usually the size of the group is limited to six to ten applicants. On the second group discussion a case is given. The case is distributed in advance so that the candidate can compare their thoughts about the case. The evaluation of the group discussion is done by a Board consisting of the Personal Director, the Director of the Division in which the applicants have to be absorbed, a Senior Manager of other Division. They evaluate – Style of self introduction by the candidate General knowledge and knowledge of his subject Clarity of thought and logic clarity of expression tolerance of others views Persuasiveness & leadership qualities. Each selector evaluates the candidates individually and it will be recorded in a sheet provided. After group discussion, Psycometric testes are conducted in order to evaluate how well the candidate’s personality is suited to the job profile. Only successful candidates are eligible for personal interview is conducted by the board. The interview is structured along the instruction given by the candidate in his application form. The Applicants past performance and attitudes, revealed in the form are explored here more specifically. On completion of individual interviews the board members discuss about the candidates among themselves and arrive at a consensus. Normally the result of selection is communicated on the same evening to the candidates. On the next day, the selected candidates undergo medical examination. Those who pass the medical examination successfully are given their final selection as marketing executives. The range of selection methods available to business are as follows 1. Direct recruitment method through news paper advertisement/internet search which is currently being used. 2. Campus interviews 3. Opportunities fair 4. Recruitment through out side employment agencies. 5. Internal recruitments 1. Direct recruitment method: This method is more popular and commonly used for getting a large number of applicants although selection of candidates can be more elaborate and commensuration with the requirements of the job, It is a time consuming process and may cause delay to the process of final selection 2. Campus interviews: “If no qualified candidates are identified through the departmental posting, the Office of Human Resources will post the vacancy campus-wide on the Human Resources web site for internal candidates. Positions are posted by the Office of Human Resources daily, Monday through Friday5.” Major advantage of this mode of selection is that it caters to the requirements of the specialized fields and appointment letters could be issued immediately but it not advisable for job profiles requiring high experience. Opportunities fair: This is suitable method for selecting fresh candidates with limited experience since it is sponsored by many leading companies the candidates can excessive freedom of choice with regard to their future jobs the following industries like BPO, IT, Telecom, ITES, Engineering, Insurance benefit largely from this type of recruitment methods however it limits the scope of employment for multi talented candidates only. 2. Recruitment through Outside employment agencies: It is a scientific method which seeks to place the right person in the right job however there is an element of bias since the outside agencies can be subjected to influence. 3. Internal recruitments: It is a motivational tools used for increasing the job satisfaction of the employees and also improving their output and it is also very effective method for recruitment but it may create resentment among other employees and leading to lower morale. The predict validity means how accurate and reliable the selection process has been and how far the selected candidates would prove their worth to the organization in other words the predict validity test the proper recruitment faculties of the interviewer. Selection through personnel interviews have lower predictive validity than selection through assessment and development centers since the latter are more critical about the performance of the candidates and follows rigorous scientific and empirical selections this would definitely lead to a higher predictive validity since the successful candidates have to pass all the required parameters before eventual selections. EVALUATION OF SELECTION PROCESS, SUGGESTIONS AND CONCLUSIONS Here our company believes that in the first step of selection process, mere application forms may not be very reliable source for selecting or rejecting candidates. It tries to give as brief preliminary interview to as many candidates as is administratively possible. Hence the basic objective of the preliminary interview is to decide whether the candidate is worthy for further consideration. Advertisement contains brief statement of the nature of job, the type of people required, and procedure for applying this Marketing Executive post in Uni Lever was the effective tool in search of potential employees from outside the organization. It was published in Career Journals, newspapers and other bulletins. Hence organization could able to communicate its requirement of people whoever are prospective. In the campus recruitment process the company holds preliminary interview in the campus on the pre-determined date and candidates found suitable are called for further interview at specific places. Various Institutes, Universities and Colleges were the sources when they approached for this purpose. The sources was quite useful for selecting people for the post of Marketing Managers we are expecting a person for our vacancy who is an experienced person who can market our product and develop good market situation and identify the possibilities of market. SUGGESTIONS AND CONCLUSIONS Here we can say that the policies of our organization in the selection process by taking candidates from inside and outside the attitudes and action of people in the organization. Hence filling up this manager post through internal promotion of sales or marketing executives may have a favorable reaction among employees because they are likely associate themselves with the organization as they see their future secured in the organization through promotion opportunities. However this may result into mediocre performance as the guarantee of promotion itself will buy complacency. Hence in total the socialization required and time taken for that determines the inside or outside source of recruitment. The need for originality and new ideas in this organization has affected recruitment policy. Hence, they place high importance on the features go for outside sources. Similarly, the organization which grows through diversification gives more importance to outside sources as existing people may not be fully equipped to handle new business. Here more information is required for the selection of managerial persons as compared to workers. When most of the organization conducts selection tests, our organization have to opt a standard selection process which is very appropriate for this type of organization .It includes Screening of application Selection tests Interview Checking of references Physical examination Approval by appropriate authority Placement After all the formalities are completed candidates are placed in the final steps on their jobs, initially on probation basis. During this period they are observed keenly and when they complete the period successfully they become permanent employees of the organization. PART- B Design of assessment centre 1 Name of the Company & name of the Post UNILEVER LTD POST OF MARKETING EXECUTIVES 2 Duration of the Centre 3 days for individual assessment exercise 3 Location Marketing department of the company 4 Number of candidates 4 candidates in a group 5 Candidates background They were qualified in (graduation marketing mgmt)and have 3-4 years experience as sales or marketing executive 6. Experience of the candidates They could understand job description, individual specifications for the Uni Lever Ltd. Also they could show different aspects of their abilities as a executives in a marketing firm 7. Experience of Assessors Which helps them to select prospective employees weed out large number of unfit people .It was the reliable source for predicting the overall suitability of candidates for the Unilever Ltd. Also they could show deferent aspects of their abilities as executives in a marketing company Description for marketing executive and the person specification. However the practice was absolutely appropriate in Unilever Ltd. 8 Methods used Group exercises, like written tests to compete with each other, role playing, the individual work assessment through observation because it also part of the job. The psychological test was made effective to assess the individual abilities of candidates 9. Procedure The assessors were also observers. Recorded their evaluated performances through different tools, exercised. Interviews were an important method about this process. A feedback session organized as part of assessment center was benefited to candidates and it indicated Uni Lever Limited takes selections seriously 10. References The assessment centre could improve the predictability of selection process in Unilever Ltd. With well documented job title and responsibilities. The Assessment Centre was designed as above because it is according to me the best method by which the Assessment of the candidates could be done and the potential of best candidates could be assessed. The advertisement for job could be improved by making it more specific, in terms of the requirement for the position of Marketing Executive for HLL. For instance, we could say: First Class business Graduates with 60% Marks in aggregate Excellent communication skills in English local dialects spoken in United kingdom Having at least 3-5 years hard core, hands-on experience in target oriented FMCG Markets with brand specialization. Willingness to work anywhere in UK Self starter with high degree of dynamism, drive and marketing knowledge. Design of Assessment Centre for Unilever Ltd The design prescribed above for the assessment center of Unilever Ltd to get the right person for the position of marketing executives. The resources are -the essential and desired skills or competencies were matched to techniques and tasks used in assessment centers as part of the group exercise a limited time was allotted with a specific goal and target individual problem solving, group discussions and group problem solving, task which match business activities of Hindustan Lever Ltd. marketing functional role play was to be made effective by all means all above tasks helps to encourage competitors and cooperation among the candidates Test for the creativity or building new innovative marketing management ideas was also in practice among the candidates. As it was on productive manner which helps organizations like consumer products (Unilever) Hence the competitive mentality of candidates brought with a high performing potential talents by all means. The presentation exercised by the audience gives a value addition to the selection process of the Unilever. the psychological testing exercises were a miraculous event in the recruitment process of Unilever Barriers for TEST Performance (Psychometric Testing) The barriers for test performance could be assessed from the following aspects: 1. Language Barriers 2. Socio-economic Barriers 3. Special barriers for mentally challenged candidates LANGUAGE BARRIER Although English remains an accepted language throughout the world, there may be certain candidates who are more adept in other languages like French, German, Latin, Spanish etc., and whose proficiency in English may need improvement. For them, the psychometric testing would be a disadvantage because the medium of communication, ie, English is not familiar to them. Moreover, since psychometric tests are basically one of speed, they would be at a distinct disadvantage when compared to their English –speaking counterparts. Their unfamiliarity with the English language would also reflect in their psychometric assessment. SOCIO-ECONOMIC BARRIER Candidates coming from downtown or rural settings would not be proficient in the modalities and methodologies of Psychometric tests. Moreover, they would not be having previous experience or knowledge in dealing with such kind of Tests. Hence they would be at a disadvantage when compared with candidates having previous exposure and experience in this kind of tests. INHERENT BARRIER Candidates having inherited or acquired learning handicaps or suffering from other kinds of mental disabilities may not score high in the psychometric tests although they would otherwise be eligible for the selection process. AGE BARRIER As persons age their mental and physical faculties begin to reduce and thus, their responses to external stimuli also slows down and physical reflexes begin to be less active than when they were younger. The same is applicable in the case of psychometric testing when it is necessary that one’s mental agility and response time should be speedy and quick. The effects of psychometric evaluation is that there would be depending upon the setters of the test. The bias of the setters would definitely reflect on the test matter and also the unsuccessful candidates would be disillusioned and depressed. The psychometric tests evaluate the personality of the candidates and their response to situations. Therefore the performance of the candidates and the basis of their ratings should be carefully made and should be done without any discrimination and bias. In conclusion it could be said that the outcome of the tests should justify its application and the best candidates based on the outcome of the performance should be picked. The psychometric evaluation could be considered of high predictive validity since the tests by themselves are documented and evaluated by professional psychologists with considerable amount of specialized knowledge and experience in this field and it is widely believed that their predictions of the best candidates based on these factors would be correct and valid. Bibliography Human Resources: Recruitment and Selection. Effective Recruitment and Selection. http://openlearn.open.ac.uk/mod/resource/view.php?id=88760 (accessed February 27, 2007). Recruitment and selection. Recruitment: Marketing Jobs. http://www.hrmguide.co.uk/hrm/chap8/ch8-links1.htm#ch8-mar (accessed February 27, 2007). Human Resource Management. Function 2: Recruitment and Selection of Employees. http://www.accel-team.com/human_resources/hrm_02.html (accessed February 27, 2007). Recruitment, Selection, and Hiring. http://hr.nd.edu/policy/manual/Employment/rsh.shtml (accessed February 27, 2007). . Read More