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CHAPTER 1:INTRODUCTION

1.1 Recruitment
Recruitment is the process that helps in taking decision whether the applicants are
suitable for the fill the vacancy or not. It is clearly in the interest both the organization as
well as applicants. The efficient process of recruitment may be helpful to describea) What resources you want?
b) What resources are available?
c) Where and how can they be found?
Recruitment is a linking function-joining together those with jobs to fill and those
seeking jobs. It is a joining process in that it tries to bring together job seekers and
employer with a view to encourage the former to apply for a job with the latter.
Definitions:
Recruitment is the process of searching for prospective employees and encouraging
them to apply for jobs in an organization.OR
Recruitment is a process to discover the source of manpower to meet recruitment of the
staffing schedule and to employ effective measures in adequate number to facilitate
effective selection of a working force.

1.2SELECTION

The size of the labor market, the image of the company, the place of posting, the nature
of job, the compensation package and a host of other factors influence the manner of
aspirants are likely to respond to the recruiting efforts of the company. Through the
process of recruitment the company tries to locate prospective employees and encourages
them to apply for vacancies at various levels.
Recruiting, thus, provides a pool of applicants for selection. Selection is the process of
choosing the most suitable person out of the applicants. In the selection process, the
candidates are divided in to two parts Those who are suitable for job and those who are
not .It involves rejection of those applicant who are not fit for the job and so something it
is described as negative process.
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Definition:
To select mean to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organization. The basic purpose is to choose the
individual who can most successfully perform the job from the pool of qualified
candidates.

Purpose: The purpose of selection is to pick up the most suitable candidate who would
meet the requirements of the job in an organization best, to find out which job applicant
will be successful, if hired. To meet this goal, the company obtains and assesses
information about the applicants in terms of age, qualifications, skills, experience, etc. the
needs of the job are matched with the profile of candidates. The most suitable person is
then picked up after eliminating the unsuitable applicants through successive stages of
selection process. How well an employee is matched to a job is very important because it
is directly affects the amount and quality of employees work. Any mismatched in this
regard can cost an organisation a great deal of money, time and trouble, especially, in
terms of training and operating costs.
In course of time, the employee may find the job distasteful and leave in frustration. He
may even circulate hot news and juicy bits of negative information about the company,
causing incalculable harm to the company in the long run. Effective election, therefore,
demands constant monitoring of the fit between people the job.

CHAPTER 2: LITRACHER REVIEW

Work by Korsten (2003) and Jones et al. (2006):


According to Korsten (2003) and Jones et al. (2006), Human Resource Management
theories emphasize on techniques of recruitment and selection and outline the benefits of
interviews, assessment and psychometric examinations as employee selection process.
They further stated that recruitment process may be internal or external or may also be
conducted online. Typically, this process is based on the levels of recruitment policies,
job postings and details, advertising, job application and interviewing process,
assessment, decision making, formal selection and training (Korsten 2003).
Jones et al. (2006) suggested that examples of recruitment policies in the healthcare,
business or industrial sector may offer insights into the processes involved in establishing
recruitment policies and defining managerial objectives.
Successful recruitment techniques involve an incisive analysis of the job, the labour
market scenario/ conditions and interviews, and psychometric tests in order to find out
the potentialities of job seekers. Furthermore, small and medium sized enterprises lay
their hands on interviews and assessment with main concern related to job analysis,
emotional intelligence in inexperienced job seekers, and corporate social responsibility.
Other approaches to selection outlined by Jones et al. (2006) include several types of
interviews, role play, group discussions and group tasks, and so on.
Any management process revolves around recruitment and failure in recruitment may
lead to difficulties and unwanted barriers for any company, including untoward effects on
its profitability and inappropriate degrees of staffing or employee skills (Jones et al.
2006). In additional, insufficient recruitment may result into lack of labour or hindrances
in management decision making, and the overall recruitment process can itself be
advanced and amended by complying with management theories. According to these
theories, the recruitment process can be largely enhanced by means of Rodgers seven
point plan, Munro-Frasers five-fold grading system, personal interviews, as well as
psychological tests (Jones et al. 2006).

Work by Alan Price (2007):


Price (2007), in his work Human Resource Management in a Business Context, formally
defines recruitment and selection as the process of retrieving and attracting able
applications for the purpose of employment. He states that the process of recruitment is
not a simple selection process, while it needs management decision making and broad
planning in order to appoint the most appropriate manpower. There existing competition
among business enterprises for recruiting the most potential workers in on the pathway
towards creating innovations, with management decision making and employers
attempting to hire only the best applicants who would be the best fit for the corporate
culture and ethics specific to the company (Price 2007). This would reflect the fact that
the management would particularly shortlist able candidates who are well equipped with
the requirements of the position they are applying for, including team work. Since
possessing qualities of being a team player would be essential in any management
position (Price 2007).
Work by Hiltrop (1996):
Hiltrop (1996) was successful in demonstrating the relationship between the HRM
practices, HRM-organizational strategies as well as organizational performance. He
conducted his research on HR manager and company officials of 319 companies in
Europe regarding HR practices and policies of their respective companies and discovered
that employment security, training and development programs, recruitment and selection,
teamwork, employee participation, and lastly, personnel planning are the most essential
practices (Hiltrop 1999). As a matter of fact, the primary role of HR is to develop, control,
manage, incite, and achieve the commitment of the employees. The findings of Hiltrop's
(1996) work also showed that selectively hiring has a positive impact on organizational
performance, and in turn provides a substantial practical insight for executives and
officials involved. Furthermore, staffing and selection remains to be an area of substantial
interest. With recruitment and selection techniques for efficient hiring decisions, high
performing companies are most likely to spend more time in giving training particularly
on communication and team-work skills (Hiltrop 1999). Moreover the finding that there
is a positive connection existing between firm performances and training is coherent with
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the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to
develop HR practices that are more focused on training in order to achieve competitive
benefits.
Work by Jackson et al. (2009) and Bratton and Gold (1999):
As discussed by Jackson et al. (2009), Human resource management approaches in any
business organization are developed to meet corporate objectives and materialization of
strategic plans via training and development of personnel to attain the ultimate goal of
improving organizational performance as well as profits. The nature of recruitment and
selection for a company that is pursuing HRM approach is influenced by the state of the
labour market and their strength within it. Furthermore, it is necessary for such
companies to monitor how the state of labour market connects with potential recruits via
the projection of an image which will have an effect on and reinforce applicant
expectations. Work of Bratton & Gold (1999) suggest that organizations are now
developing models of the kind of employees they desire to recruit, and to recognize how
far applicants correspond to their models by means of reliable and valid techniques of
selection. Nonetheless, the researchers have also seen that such models, largely derived
from competency frameworks, foster strength in companies by generating the appropriate
knowledge against which the job seekers can be assessed. However, recruitment and
selection are also the initial stages of a dialogue among applications and the company that
shapes the employment relationship (Bratton & Gold 1999). This relationship being the
essence of a company's manpower development, failure to acknowledge the importance
of determining expectation during recruitment and selection can lead to the loss of high
quality job seekers and take the initial stage of the employment relationship so down as to
make the accomplishment of desirable HRM outcomes extremely difficult. In the opinion
of Bratton and Gold (1999), recruitment and selection practices are essential
characteristics of a dialogue driven by the idea of "front-end" loading processes to
develop the social relationship among applicants and an organization. In this relationship,
both parties make decisions throughout the recruitment and selection and it would be
crucial for a company to realize that high-quality job seekers, pulled by their view of the
organization, might be lost at any level unless applications are provided for realistic

organization as well as work description. In view of Jackson et al. (2009) and Bratton &
Gold (1999) applicants have a specific view of expectations about how the company is
going to treat them; recruitment and selection acts as an opportunity to clarify this view.
Furthermore, one technique of developing the view, suggested by Bratton and Gold
(1999), are realistic job previews or RJPs that may take the form of case studies of
employees and their overall work and experiences, the opportunity to "cover" someone at
work, job samples and videos. The main objective of RJPs is to allow for the expectations
of job seekers to become more realistic and practical. RJPs tend to lower initial
expectations regarding work and a company, thereby causing some applications to select
themselves; however RJPs also increase the degree of organization commitment, job
satisfaction, employee performance, appraisal and job survival among job seekers who
can continue into employment (Bratton & Gold 1999) Jackson et al. (2009).
Work by Silzer et al (2010):
However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the
employees that are selected, as stated by Silzer et al. (2010).
Work of Silzer et al. (2010) was largely concerned with Talent management, and through
their work they were successful in resolving issues like whether or not talent is something
one can be born with or is it something that can be acquired through development.
According to Silzer et al (2010), that was a core challenge in designing talent systems,
facing the organization and among the senior management. The only solution to resolve
the concern of attaining efficient talent management was by adopting fully-executable
recruitment techniques. Regardless of a well-drawn practical plan on recruitment and
selection as well as involvement of highly qualified management team, companies
following recruitment processes may face significant obstacles in implementation. As
such, theories of HRM can give insights in the most effective approaches to recruitment
even though companies will have to employ their in house management skills for
applying generic theories across particular organizational contexts. Word conducted by
Silzer et al (2010) described that the primary objective of successful talent strategies is to
create both a case as well as a blueprint for developing the talent strategies within a

dynamic and highly intensive economy wherein acquisition, deployment and preservation
of human capital-talent that matter,, shapes the competitive advantages and success of
many companies (Silzer et al. 2010).
Work by Taher et al. (2000):
Due to high demand for our services we're always looking for new writers. If you're
interested in becoming a freelance writer then why not read more about our freelance
writer jobs.Toward that end Taher et al. (2000) carried out a study to critique the valueadded and non-value activities in a recruitment and selection process. The strategic
manpower planning of a company, training and development programme, performance
appraisal, reward system and industrial relations, was also appropriately outlined in the
study. This study was based on the fact that efficient HR planning is an essence of
organization success, which flows naturally into employee recruitment and selection
(Taher et al. 2000). Therefore, demand rather than supply must be the prime focus of the
recruitment and selection process and a greater emphasis must be put on planning,
supervising and control rather than mediation. Extending this principle, a realistic
approach to recruitment and selection process was demonstrated, and the study found that
an organization is efficient only when the value it commands exceeds the price involved
in determining the process of decision making or product. In other words, value-added
and non-value added activities associated with a company's recruitment and selection
process impacts its role in creating motivated and skilled workforce in the country (Taher
et al. 2000). Thus, the study identified the waiting time, inspection time and filing time as
non value added tasks and the cost of advertisement as the only value added activity in
the overall process. Taher et al. (2000) investigated the recruitment and selection section
of Bangladesh Open University. It was found that whenever the recruitment and selection
department of BOU received a recruitment request of new applicants from other sections,
the officials failed to instantly advertise the vacancy in various media. The university had
to follow some long sequential steps prior to doing so. After the vacancy is publicly
advertised, what followed were the bureaucratic formalities and complications together
with inspection and supervision by two departments thereby causing unnecessary waiting
in the recruitment and selection process that eventually increases the cost of recruitment

by keeping the organization's image at stake. The study also witnessed some amount of
repetition taking place at every step of recruitment where the applications of applicants
circulating around too many departments for verifications. This repetitive work tends to
engage unnecessary persons for a single task that results in unnecessary delay in the
decision and unjust wastage of manpower.
After careful consideration of similar problems in the BOU, Taher et al. (2006)
recommended for amending the recruitment process by stating that firstly processes like
job analysis and searching internal and external sources must be followed by direct
advertisement of the post as the HR's own responsibility, and not by any intermediate
officials. This will eliminate the non-value activities. Secondly, Taher et al (2000)
suggested a 'system' to be introduced to ease the respective department to study the
shortlisted candidates, which can be done only by the request of the HR department. A
medical assistance must be sought by BOU in regards to the physical or mental abilities
of applicants for the job function as well as their workers compensation and risk. A
procedure needs to be devised pertaining to the privacy and confidentiality of medical
reports. Thus, this privacy and decrease in noon-value added activity of the medical exam
can be sustained effectively by testing the applicants via contracted medical advisors, or
in-house doctors. Use of a computer based HR system should be installed in BOU to
manage the pool of information about employees and to make the organization to take
just-in-time HR recruitment and selection decisions.
Therefore, any organization is encouraged to development real-time recruitment
strategies that must attempt to generate a pool of appropriately qualified and wellexperienced individuals so as to effectively initiate the selection strategies and decisions.
In essence, the potential applications are encouraged to apply for the open vacancies and
also the relevant departments can engage in recruiting the best candidates to upgrade the
department's performance (Taher et al. 2000).

CHAPTER 3: RECRUITMENT AND SELECTION AT MAHINDRA


TWO WHEELERS LTD.
3.1COMPANY PROFILE
Mahindra Two Wheelers Limited forms a part of the Mahindra & Mahindra group. An
India based two wheeler manufacturing company, it offers an impressive, stylish as well
as exclusive range of scooters and motorcycles.
The range that it extends includes two wheelers that range between 50cc Mopeds to
135cc

scooters.

Mahindra Group, the parent company of Mahindra Two Wheelers Limited is amongst the
top 10 industrial houses in India. The US $6.3 billion Mahindra Group has extended its
wings far and wide in different industries and sectors like utility vehicles, tractors,
timeshare business, telecommunication software and rural finance.
Mahindra Two Wheelers Limited (MTWL) is backed by the Mahindra Engineering
Services (MES), the Italy-based design house, engines engineering and Taiwans
Sanyang Industry Company Limited (SYM). Apart from the support of these departments
and the intensive R & D of M&M, the two wheeler manufacturer plans to assume a
significant position in the rapidly growing Indian and global two-wheeler market. The
automaker has its network in countries like USA, Canada, Latin America, Europe, Africa,
Middle East and South Asia.
This two wheeler maker formally entered the two wheeler industry by acquiring with the
successful acquisition of business assets of Kinetic Motor Company Limited (KMCL).

3.2 RECRUITMENT PROCESS


The following are the most commonly used methods of recruiting people. They are:
Internal methods:
1. Promotions and Transfers-- This is a method of filling vacancies from within
through transfers and promotions. A transfer is a lateral movement within the
same grade, from one job to another. It may lead to changes in duties and
responsibilities, working conditions, etc., but not necessarily salary. Promotion,

on the other hand, involves movement of employee from a lower level position to
a higher level position accompanied by (usually) changes in duties,
responsibilities, status and value.

2. Job Posting-- Job posting is another way of hiring people from within. In this
method, the organization publicizes job opening on bulletin boards, electronic
method and similar outlets. One of the important advantages of this method is that
it offers a chance to highly qualified applicants working within the company to
look for growth opportunities within the company to look for growth
opportunities within the company without looking for greener pastures outside.

3. Employee Referrals-- Employee referral means using personal contacts to locate


job opportunities. It is a recommendation from a current employee regarding a job
applicant. The logic behind employee referral is that it takes one to know one.
Employees working in the organization, in this case, are encouraged to
recommend the names of their friends, working in other organizations for a
possible vacancy in the near future.

External (direct) Methods:


1. Campus Recruitment-- It is a method of recruiting by visiting and participating in
college campuses and their placement centers. Here the recruiters visit reputed
educational institutions such as IITs, IIMs, colleges and universities with a view
to pick up job aspirants having requisite technical or professional skills. Job
seekers are provided information about the jobs and the recruiters, in turn, get a
snapshot of job seekers through constant interchange of information with
respective institutions.

External (Indirect) Methods:


Advertisements-- These include advertisements in newspapers; trade, professional and
technical journals; radio and television; etc. in recent times, this medium has become just
as colorful, lively and imaginative as consumer advertising. The ads generally give a
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brief outline of the job responsibilities, compensation package, prospects in


organizations, etc.

Newspaper Ads: Here it is easy to place job ads without much of a lead time. It
has flexibility in terms of information and can conveniently target a specific
geographic location. On the negative side, newspaper ads tend to attract only
those who are actively seeking employment at that point of time, while some of
the best candidates who are well paid and challenged by their current jobs may
not be aware of such openings.

Television and radio ads: These ads are more likely to each individual who are not
actively seeking employment; they are more likely to stand out distinctly, they
help the organization to target the audience more selectively and they offer
considerable scope for designing ads creatively.

Other Methods:

Private Employment Search Firms: - As search firm is a private employment


agency that maintains computerized lists of qualified applicants and supplies these
to employers willing to hire people from the list for a fee. These firms can be any
consultancy or placements firms.

Employment Exchanges: - As a statutory requirement, companies are also


expected to notify (wherever the Employment Exchanges Act, 1959, applies) their
vacancies through the respective Employment Exchanges, created all over India
for helping unemployed youth, displaced persons, ex-military personnel,
physically handicapped, etc.

Gate Hiring and Contractors:- Gate hiring (where job seekers, generally blue
collar employees, present themselves at the factory gate and offer their services
on a daily basis), hiring through contractors, recruiting through word-of-mouth

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publicity are still in use despite the many possibilities for their misuse in the
small scale sector in India.

Unsolicited Applicants / Walk-ins:- Companies generally receive unsolicited


applications from job seekers at various points of time; the number of such
applications depends on economic conditions, the image of the company and the
job seekers perception of the types of jobs that might be available etc.

3.3 SELECTION PROCESS:

Steps in Selection Process

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1. Reception: A company is known by the people it employs. In order to attract


people with talents, skills and experience a company has to create a favorable
impression on the applicants right from the stage of reception. Whoever meets
the applicant initially should be tactful and able to extend help in a friendly and
courteous way. Employment possibilities must be presented honestly and clearly.
If no jobs are available at that point of time, the applicant may be asked to call
back the personnel department after some time.

2. Screening Interview:- A preliminary interview is generally planned by large


organizations to cut the cost of selection by allowing only eligible candidates to
go through the further stages in selection. A junior executive from the Personnel
Department may elicit responses from the applicants on important items
determining the suitability of an applicant for a job such as age, education,
experience, pay expectations, aptitude, location, choice etc. this courtesy
interview as it is often called helps the department screen out obvious misfits. If
the department finds the candidate suitable, a prescribed application form is given
to the applicants to fill and submit.

3. Application Blank:- Application blank or form is one of the most common


methods used to collect information on the various aspects of the applicants
academic, social, demographic, work related background and references. It is a
brief history sheet of employees background, usually containing the following
things:
Personal data (address, sex, telephone number)
Marital data
Educational data
Employment Experience
Extra-curricular activities
. References and Recommendations.

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4. Selection Testing: - A test is a standardized, objective measure of a persons


behavior, performance or attitude. It is standardized because the way the tests is
carried out, the environment in which the test is administered and the way the
individual scores are calculated- are uniformly applied. It is objective in that it
tries to measure individual differences in a scientific way giving very little room
for individual bias and interpretation.
Some of the commonly used employment tests are:
Intelligence tests
Aptitude tests
Personality tests
Achievement tests
Miscellaneous tests such as graphology, polygraph and honesty tests.

Intelligence Tests: These are mental ability tests. They measure the incumbents
learning ability and the ability to understand instructions and make judgments.
The basic objective of such test is to pick up employees who are alert and quick at
learning things so that they can be offered adequate training to improve their
skills for the benefit of the organization. These tests measure several abilities such
as memory, vocabulary, verbal fluency, numerical ability, perception etc. E.g.
Standford-Benet test, Benet Simon Test, The Wechsler Adult Intelligence Scale
are example of standard intelligence test
Aptitude Test: Aptitude test measure an individuals potential to learn certain
skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not
an individual has the capabilities to learn a given job quickly and efficiently. In
order to recruit efficient office staff, aptitude tests are necessary. An aptitude tests
is always administered in combination with other tests like intelligence and
personality tests as it does not measure on-the-job-motivation
Personality Test: Of all test required for selection the personality tests have
generated a lot of heat and controversy. The definition of personality, methods of
measuring personality factors and the relationship between personality factors and
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actual job criteria has been the subject of much discussion. Researchers have also
questioned whether applicants answer all the items truthfully or whether they try
to respond in a socially desirable manner. Regardless of these objections, many
people still consider personality as an important component of job success.
Achievement Tests: These are designed to measure what the applicant can do on
the job currently, i.e., whether the tester actually knows what he or she claims to
know. A typing test tests shows the typing proficiency, a short hand tests
measures the tested ability to take dictation and transcribe, etc. Such proficiency
tests are also known as work sampling test. Work sampling is a selection tests
wherein the job applicants ability to do a small portion of the job is tested. These
tests are of two types; Motor, involving physical manipulations of things (e.g.,
trade tests for carpenters, electricians, plumbers) or Verbal, involving problem
situation that are primarily language-oriented or people oriented( e.g., situational
tests for supervisory jobs). Since work samples are miniature replicas of the actual
job requirements, they are difficult to fake. They offer concrete evidence of the
proficiency of an applicant as against his ability to the job. However, work sample
tests are not cost effective and every candidate has to be tested individually. It is
not easy to develop work samples for each job. Moreover, it is not applicable to
all levels of the organization
Simulation Tests: Simulation exercise is a test which duplicates many of the
activities and problems an employee faces while at work. Such exercises are
commonly used while hiring managers at various levels in an organization. To
assess the potential of a candidate for managerial positions assessment centers are
commonly used.
Assessment Centre: An assessment centre is an extended work sample. It uses
procedures that incorporate group and individual exercises. These exercises are
designed to stimulate the type of work which the candidate will be expected to do.
Initially a small batch of applicants comes to the assessment centre (a separate
room). Their performance in the situational exercise is observed and evaluated by
a team of 6-8 assessors. The assessors judgment on each exercise are complied
and combined to have a summary rating for each candidate being assessed.
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5. Selection Interview: - Face to face interview before final selection is an


important step. It provides an opportunity to have a better understanding of the
candidate.
Interview is an essential element of selection and no selection procedure is
complete without personal interview .There is different types of interviews which
may be arranged for selection. They can bea) Structured interview
b) Unstructured interview
c) Action interview
d) Stress interview

6. Medical Examination: - Applicants who have crossed the above stages ate sent
for a physical examination either to the companys physician or to a medical
officer approved for the purpose.

7. Reference Checks: - Applicants are often required to gives names of persons to


whom reference may be made about the candidates character and suitability for
the job. Two types of reference which source of information about the general
character of the applicants. Formal employer reference one who may be able to
speak about the applicants earlier work. The reference is too useful to judge the
future behavior and the performance of the candidate.
8. Hiring decision: - The line manager has to make the final decision now whether
to select or reject a candidate after soliciting the required information through
different techniques discussed earlier. The line manager has to take adequate care
in taking the final decision because of economic, behavioral and social
implications of the selection decisions. A careless decision of rejecting a
candidate would impair the morale of the people and they suspect the selection
procedure and the very basis of selection in a particular organization.

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CHAPTER 4: RECRUITMENT AND SELECTION PROCESS OF


HONDA SIEL CARS
4.1COMPANY PROFILE
Honda Siel Cars translates its business strategy into a manpower plan and develops a
recruitment program accordingly, which will enable it to attract and select people with
the appropriate combination of experience, skills and knowledge.

4.2 Recruitment Procedure


A. Manpower process
Manpower Forecasting
1. The overall annual business plan for the company breaks down into plans and
targets for each individual department. Each department calculates their grade
wise manpower requirements based on the staffing norms, and provide quarterly
and monthly manpower requirements to corporate HR.
2. Based on the attrition trends and manpower requirements, all the respective Head
of Departments arrive on the manpower numbers along with Head-HR and obtain
on MDS approval.
3. The projected requirements for the year must reach Head-HR, latest by the first
week of January every year.
Manpower Inventory
HR prepares the current manpower status of each department, including an analysis
of the current manpower at each location, grade and skill summary.
Identifying Manpower Gaps
The existing number of employees and their skill levels compared with the forecasted
requirements to identify qualitative and quantitative gaps. Options for the redeployment
through retaining, transfers, promotions are considered. Where these options do not exist,
options for recruiting from external sources are taken into account.
Manpower Plans

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On the basis of identified gaps, HR prepares on overall manpower plan which provides
adequate lead time for transfers, retaining, promotions and external hiring. The plan
contains details on:

Department wise numbers for transfers, retaining and promotions.

Department wise numbers for external recruitment.

The final manpower plan prepares. Once completed, it will be put up for approval
by all the department heads and Managing Director.

B. Preparing Job Description and Person Specification


Each position in the organization has detailed job description including the following:
Description of profile to be handled
Department/Location/Region
Reporting relationship-Designation
Whether the position is budgeted in case of a new vacancy or replacementmention details of last incumbent
Qualifications- Essential/Desired
Position in the hierarchy/Organization Structure
C. Raising Manpower Request
The hiring managers raise the manpower request using the following format and to HODs
for their approval using MR form.
Particulars

Details

Date of initiation

__________

JD Code

__________

Position

__________

Reporting Relationship (Designation)

__________

Location

__________

Region

__________

Date of closing the position

__________

The manpower request rises through My Single by the hiring managers. Regional
HR managers notify HO-HR and Head-HR while seeking HOD approval.

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Once the vacancy is filled, My Single MRF approval in hard copy along with the
signatures of Head-HR documented in the personnel file for selected candidates.
Head-HR signs the manpower request form once the vacancy is filled.
All requests for a new position must be sent to HR in a Manpower Requisition
Form after approval from the HOD, Human Resource manages the process of
recruitment and selection with inputs from the line function.
D. Sources of recruitment
Internal Recruitment
The company believes in offering opportunities for growth and carrier progression to its
employees; thus each time a requirement arises, internal recruitment is a preferred mode.
For every vacancy arises below level, an option of filling the post initially is considered.
HR places an advertisement on the intranet. The advertisement contains the following
details:
a. Job Profile
b. Education qualifications, Skills, Experience
c. Last date of receiving Applications
d. Contact person in HR
All applications are screened for the eligibility against pre-determined criteria for the
vacancy. HR prepares a list of eligible applicants and seeks approval from the respective
Reporting Manager and Departmental Head. If approval is given, HR sends notification
to the eligible candidates via email. Applicants who are not found eligible are also be
notified as via email.
Eligible candidates undergo a panel interview
If no suitable applicants apply within one week from the date of posting the
advertisement, external recruitment is initial.
External Recruitment:
The vacancies can be filled through the following channels:

Candidates walking in/ sending their CVs directly

Job Portals

Honda Siel Cars Site (thru hrindia@Honda Siel Cars.com)

Consultants
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Campus Recruitment

Hiring team work on each position as per the following:


S.No.

Position

Lead time for closure

1.

Up to Asst. Manager

30 calendar days

2.

Managers

45 calendar days

3.

Sr. Manager& DGM

45 calendar days

4.

GM& Above

60 calendar days

The team spend at least 1 week in searching for the right candidate through
sources

other than consultants.

Lead time calculated as follows: Date of receiving come regarding the vacancyDate of candidate signing the LOI & committing a joining date after serving the
notice period.

The lead time is communicated to the HODs/Regional Managers by Head-HR at


the time of communication of the opening to HR.

Direct CVs/Job Portals/ Honda Siel Cars Site/Consultants:


The CVs received through consultants, directly received CVs, job portals& Honda Siel
Cars site is stored in the CV database.
Campus Recruitments:
Campus recruitment is used for fresh graduates/postgraduates who are taken as Executive
Trainees and Management Trainees or for individuals joining at entry-level positions in
the company.
If candidate possess less than one year of work experience, he/she treats as a fresh hire
(entry level recruitment).
The selection criteria for institutes are described below:

Campus rating through publications: HR refers to the Campus ratings


published in the Business Magazines, available in the country and arrive at
average campus ratings. For the current year the company will target institutes

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that are ranked between 15th and 20th ranks according to the ranking
developed. It is further recommended that by the year 2006-2007.

Recruitment days given: The company gives preference to the Institutes who
are willing to give either day 0, 1 or 2

Campus Specialization: Relevance of courses offered to the companys


business.

Campus Relationship: The Company develops close relationships with


targeted campus by hiring large numbers, conducting events, taking summer
trainees, sending senior managers for lectures etc.

Positioning of Trainees

Selected trainees are positioned at the following grades:


Fresh Graduates: Student with a Masters in Business Administration is placed at the
Management Trainee grades and gets confirmed in level After successful completion
of the training period.
Experience: Student with relevant work experience of 1-3 years give weight age but
takes as Management Trainee.

E. RECRUITMENT PROCESS
The recruitment process for the Management trainees is as follows:
HR initiates the campus recruitment process by sending the companys literature
to the campus, one month before the proposed date of recruitment. This contains
brochures of the company literature containing information about the company,
the job profile and the remuneration package.
SIEL representatives to the campus include:
HO HR/Regional HR
Regional Manager/Regional Functional Manager
Pre Placement Talks:
HR coordinates with the Placement Cell of short listed Institutes and schedule Pre
Placement talks (PPT)
The HR head and Regional Manager inform the Pre Placement Team. The following
information is carried to the Pre Placement Talks:
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A Pre Placement (PPT) for 30 minutes, covering Honda Siel Cars Corporate
Video, Position Profile and growth chart, Increments, GPMS and Company
policies,

Application Blanks,

Number of job openings

4.3SELECTION PROCESS

A. Eligibility Criteria:
The following eligibility criterion is used to short list applicants from various Institutes:

A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBMprogram

Projects undertaken at the summer trainee/internship level

B. Screening of Application Blanks:


The placement Coordinator/Administrative Offices short list candidates on the basis of
predetermined eligibility criteria and send the list of short listed students to the company
at least one week before the date of campus interviews. HR will then the application
blanks that are received and short list them a second time according to the eligibility
criteria.
C. Selection Criteria:
The candidates qualifying the %/CGPA criteria are considered for the selection rounds.
The weight age for the selection exercises are as under:
S.No.

Exercise

Weightage (%)

1.

Group Discussion

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2.

Psychometric Analysis

30

3.

Panel Interview

50

D. Letter Of Intent:
Selected candidates are issued a letter of intent on the spot. Appointment letters are
issued upon joining.
Trainee Scheme
Once selected, all the trainees are provided with an HR brochure that lists the details of
the trainee scheme are outlined below:
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Travel:
Management Trainees are provided with AC class Train Fare from home to the company.
Conveyance expenses such as travel (taxi) from the Railway station to the place of
posting etc. are provided.
Accommodation:
Trainees are provided with shared accommodation. Guest House is provided for one
month for outstation candidates.
Training Program:
The training period is for six months. The details are given below:
A three day induction period held for all trainees by the top Management on the
vision, mission and company policies.
All trainees spend one week in each function for a period of .. Weeks.
Trainees undertake 2 projects in 2 other functions than their specialization.
A combined test for all the departments and functions it is prepared by persons
nominated in HO by HODs. It is conducted and evaluated by RHR and sent to
HO-HR.

Detailed feedback session is conducted by HR and sent to HO-HR and


handover to respective departments/branches.

E. Performance Evaluation and Placement:


Upon completion of the training period, all trainees undergo performance evaluation.
Process:
Trainees are required to present a report of the projects they have undertaken to
the Department Head at the end of the training period.
HR schedules a performance interview for every management trainee. The panel
for interview consists of one cross- functional head, Departmental head and HR
Manager.
The trainee is assessed on the projects completed and a number of parameters
listed in the Trainee Evaluation Form.
The Performance Evaluation Panel recommends a confirmation separation as per
the trainees performance. Upon receiving the evaluation and recommendation,
HR issues a confirmation letter to the trainee confirming him/her at level.
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(JOB ANALYSIS)
JOB DESCRIPTION OF SUMMER GUIDE:
HUMAN RESOURCE PLANNING

TITLE: SENIOR EXECUTIVE-HR

CODE: HR/6018

DEPARTMENT: HUMAN RESOURCE DEPARTMENT

SUB DEPARTMENT: TRAINING & DEVELOPMENT

SUMMARY:

RESPONSIBLE

FOR

THE

DESIGN

AND

ADMINISTRATION OF ASSOCIATES TRAINING PROGRAM

DUTIES:
1. PREPARE TRAINING CALENDER
2. IDENTIFICATION OF TRAINING NEEDS
3. TRAINING NEED ANALYSIS
4. DESIGNING TRAINING PROGRAM
5. ADMINISTRATION OF TRAINING PROGRAM
6. TRAINING EVALUATION

WORKING CONDITION: NORMAL, EIGHT HOURS PER DAY, FIVE


DAYS A WEEK

REPORT TO: GENERAL MANAGER, HRD

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MAN POWER PLANNING:


Manpower Forecasting
1. The overall annual business plan for the company breaks down into plans and
targets for each individual department. Each department calculates their grade
wise manpower requirements based on the staffing norms, and provide quarterly
and monthly manpower requirements to corporate HR.
2. Based on the attrition trends and manpower requirements, all the respective Head
of Departments arrive on the manpower numbers along with Head-HR and obtain
on MDS approval.
3. The projected requirements for the year must reach Head-HR, latest by the first
week of January every year.
Manpower Inventory
HR prepares the current manpower status of each department, including an analysis of the
current manpower at each location, grade and skill summary.
Identifying Manpower Gaps
The existing number of employees and their skill levels compared with the forecasted
requirements to identify qualitative and quantitative gaps. Options for the redeployment
through retaining, transfers, promotions are considered. Where these options do not exist,
options for recruiting from external sources are taken into account.
Manpower Plans
On the basis of identified gaps, HR prepares on overall manpower plan which provides
adequate lead time for transfers, retaining, promotions and external hiring. The plan
contains details on:

Department wise numbers for transfers, retaining and promotions.

Department wise numbers for external recruitment.

The final manpower plan prepares. Once completed, it will be put up for approval
by all the department heads and Managing Director.

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FINDINGS
The human resources are the most important assets of an organization.The success or
failure of an organization is largely dependent on the caliber of the people working
therein. Without positive and creative contributions from people, organizations cannot
progress and prosper. In order to achieve the goals or the activities of an organization,
therefore, they need to recruit people with requisite skills, qualifications and experience.
While doing so, they have to keep the present as well as the future requirements of the
organization in mind.
Recruitment is distinct from Employment and Selection. Once the required number and
kind of human resources are determined, the management has to find the places where
the required human resources are/will be available and also find the means of attracting
them towards the organization before selecting suitable candidates for jobs. All this
process is generally known as recruitment. Some people use the term Recruitment for
employment. These two are not one and the same. Recruitment is only one of the steps in
the entire employment process. Some others use the term recruitment for selection. These
are not the same either. Technically speaking, the function of recruitment precedes the
selection function and it includes only finding, developing the sources of prospective
employees and attracting them to apply for jobs in an organization, whereas the selection
is the process of finding out the most suitable candidate to the job out of the candidates
attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea about
the function of recruitment.

Barriers to effective selection:


PERCEPTION:inability to understand others accurately is probably the most
fundamental barrier to selecting right candidate. Selection demands an individual or a
group to assess and compare the respective competencies of others, with the aim of
choosing the right persons for the jobs. But our views are highly personalized. We all
perceive the world differently. Our limited perceptual ability is obviously a stumbling
block to the objective and rational selection of people.
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FAIRNESS: Fairness in selection requires that no individual should be discriminated


against on the basis of religion, region, race or gender. But the low number of women and
other less privileged sections of society in the middle and senior management positions
and open discrimination on the basis of age in job advertisements and in the selection
process would suggest that all the efforts to minimize inequity have not been very
effective.
VALIDITY: Validity, as explained earlier, is a test that helps predict job performance of
an incumbent. A test that has been validated can differentiate between the employees who
can perform well and those who will not. However, a validated test does not predict job
success accurately. It can only increase possibility of success.
RELIABILITY: A reliable method is one which will produce consistent results when
repeated in similar situations. Like a validated test, a reliable test may fall to predict job
performance with precision.
PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives,
friends, and peers to select particular candidate. Candidates selected because of
compulsions are obviously not the right ones.

Recruitment and Selection is not the same

1.The recruitment the process of searching the candidates for employment and
stimulating them to apply for jobs in the organization WHEREAS selection
involves the series of steps by which the candidates are screened for choosing the
most suitable persons for vacant posts.

2.The basic purpose of recruitment is to create a talent pool of candidates to


enable the selection of best candidates for the organization, by attracting more and
more employees to apply in the organization WHEREAS the basic purpose of
selection process is to choose the right candidate to fill the various positions in the
organization.

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3.Recruitment is a positive process i.e. encouraging more and more employees to


apply WHEREAS selection is a negative process as it involves rejection of the
unsuitable candidates.

4.Recruitment is concerned with tapping the sources of human resources


WHEREAS selection is concerned with selecting the most suitable candidate
through various interviews and tests.

5.There is no contract of recruitment established in recruitment WHEREAS


selection results in a contract of services between the employer and the selected
employee.

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SUGGESTION AND RECOMMENDATIONS


Recruitment and selection is a defined process organizations use to find and hire
employees. For a small business, this process can be a critical part of the success of the
organization's future growth and retention of employees. This process should include
several key factors to ensure a small business not only complies with internal policies but
also with local, state and federal regulations.
Job Description
Before starting a recruitment and selection process, job descriptions should be defined for
each role in the organization. Each job description should include the skills and education
required to perform each role successfully, as well as a detailed list of responsibilities.
Job descriptions allow employees to understand their roles and responsibilities, and also
provide a tool for hiring personnel to use when choosing the most qualified candidates
based on the requirements of the job.
Policies and Procedures
Policies and procedures should be defined and adhered to for the recruiting and selection
process, and should ensure that everyone in the organization adheres to local, state and
federal regulations. Policies should provide a list of guiding principles for hiring
personnel to follow, and procedures should provide the required steps for recruitment and
selection. If a small business has a human resource department, company policies and
procedures should address this department's oversight of the hiring process.
Training
Once procedures are clearly defined, hiring managers and supervisors should be trained
regarding the requirements of the process. Training should include not only what steps
are required to recruit and select employees, but how to interview candidates
appropriately and effectively. Include applicable laws and regulations, as well as the
organization's goals during training.

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Involvement
Small businesses should include a senior member of the organization during the
recruitment and selection process. If an organization does not have a human resources
department, someone who is responsible for making high-level decisions for the
organization should be involved. This can be accomplished by including a senior member
in the interview process. This provides direct oversight to the process and ensures the
process is being completed to meet the expectations of the organization. Most candidates
who interview will also appreciate the involvement of senior members of the organization
because they feel their contributions will be recognized.

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CONCLUSION
This report has been designed to select the best method of the recruitment and selection
for managing the human resources in the organization. In general there are two methods
of the recruitment such as Internal and External. It is advisable for the organization to
select Internal Method of recruitment for managing the human resources in the
organization. It is very clear that the Internal Recruitment may construct the robust
reliability with the Company as the workers have the opportunity to alter their location
after some point of time. In this essay one example has been given on the YES Bank how
the bank has filled the vacancies with the help of existing employees. The close link
between internal recruitment and HR planning, work analysis, job design and human
resource development has been described. At last, retrenched and retired workers may be
hired to fill the deficiency of the skilled personnel ad work load. Promotions within the
organization make commitment and motivation to the Company. There is relationship
between Internal Recruitment and HR planning because HR planning helps the HR
manager to make sure that the staff in the Company is the right staff to complete the jobs.
The process of the internal recruitment has to be changed by the strict rules and policies
of HR and non clear guidelines for the procedure may bring tension within the Company
as the excellent workers may be easily stolen between different managers and units

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