You are on page 1of 70

BECON INSTITUTE OF TECHNOLOGY

A TRAINING PROJECT REPORT ON STUDY OF RECRUITMENT AND SELECTION PROCESS AT NELCO SPORTS MEERUT
In partial fulfillment for the BACHELOR OF BUSINESS ADMINISTRATION (Affiliated to CCS University Meerut)

(2010-2013) Submitted To: Ms. Jyoti Singha Faculty BBA Department Submitted by: Shruti Mittal 9684557

June-2013

1|Page

DECLARATION BY LEARNER I Shruti Mittal hereby declare that the Project titled STUDY OF RECRUITMENT AND SELECTION PROCESS AT NELCO SPORTS MEERUT is an Original piece of work. It has been submitted in partial fulfillment for the Award of the Bachelor of Business Administration.

Date:

Place: Meerut

2|Page

ACKNOWLEDGEMENT

I take the opportunity to express our gratitude to all the concerned people who have directly or indirectly contributed towards completion of this project. I extend my sincere gratitude towards Mr. Sanjay Kumar HR Manager at Nelco Sports for providing the opportunity and resources to work on this project.

I am extremely grateful to Ms. Jyoti Singhal, Faculty BBA my mentor for her guidance and invaluable advice during the projects.

At Last I would like to thanks my parents and friends for their support.

3|Page

INDEX
2 3 4 5 6 7 8 9 10 12 13 14 15 16 17 18 18 Company Certificate Declaration by learner Acknowledgement Preface Introduction about the study About the Industry Objectives Company Profile Literature Review Research Methodology Data Analysis Conclusion Findings Recommendations Limitations References Annexure 5 7 10 15 16 32 40 44 60 61 62 63 64 65

4|Page

PREFACE
In modern Industrial system, production is result of the joint effort of all the factor of production, which are land, labour, capital, organization and entrepreneur. Out of all these, the labour factor is most active. It controls the other factor in order to get the maximum output at minimum cost. The recruitment and selection is very important term for any organization. All type of Industry need the right person to perform the work. Without skilled employee any organization cannot do progress. So in this term the recruitment and selection process perform very important role. In the NELCO it is more important because the organization have to need the excellent and skilled employee to increase the sales and quality of sports goods. Manpower are the backbone of the any organization, therefore it becomes necessary to select and recruit right manpower. Without it no any organization can smoothly run. For smoothly and efficiently running of the organization the management has to need the skilled and prospective employee. For me it was a great opportunity to have study on such an important aspect of any manufacturing industry. I found it very interesting to see recruitment and selection measures so closely at NELCO. I observed that recruitment and selection are among some of the very important function of Human Resource department. It was the main reason that compels me to choose this topic for the my project. The human resource is the only resource, which produces an output greater than its input, it is the only resources which have feeling and improve its skill and efficiency through experience and with the passage of time. Thus

5|Page

it is very necessary to seek the cooperation of the human force, to get the maximum benefits out of the efforts.

6|Page

Chapter 1 INTRODUCTION ABOUT THE STUDY


Recruitment and Selection

Introduction: Recruitment and Selection system in Industries had become vital for maximum output and effective business results. This study will provide sufficient information about Recruitment and Selection systems carried out in NELCO a Sports Goods Manufacturing Company .

Meaning:

Recruitment and Selection system refers to sourcing and building efficient Human Resource to the organization to attain its objectives. This policy compiles with, and supports, the Companys Equal Opportunities Policy by: Ensuring that every stage of the recruitment and selection process is carried out in a systematic way, based on pre-agreed criteria, to eliminate the potential for personal bias affecting the decision making process. Ensuring that all decision points are fully documented to assist with subsequent monitoring. Making the whole procedure as open as possible, to ensure that all candidates understand why decisions have been taken and, where they wish, to obtain meaningful feedback. Enabling demonstration of robust, transparent processes and thereby providing a basis for defense in the event of challenge.

7|Page

There are seven main stages to the procedure:

Pre-advertisement placing advertisements and dealing with enquiries and applicants short-listing interviewing and selection Post-selection procedures Induction monitoring

Analyzing Your Workplace: To assist you analyze your workplace to identify recruitment or selection issues for women, we suggest you: revisit your workforce profile to find where your female employees are. consult with your employees. examine your existing recruitment and selection policies and practices.

Developing Policy and Procedures Put in place a policy requiring recruitment and selection processes to select the best person for the job. Develop a quality, consistent process for recruitment that delivers diverse recruits. Have a recruitment strategy that links to your business plan, and to a strategy to retain employees.

Reviewing Recruitment and Selection Opportunities Monitor each stage of the recruitment process to identify any practice that may disadvantage some candidates.

8|Page

Investigate whether women have equal opportunity in the recruitment and selection process by collecting information on the numbers of men and women:

applying for positions being short-listed being interviewed being appointed, and Survey staff about their perception of equity in recruitment procedures. Consider collecting diversity information as part of the process. There could be a pool of diverse candidates youre not reaching or unnecessarily excluding.

Reviewing Job Descriptions:

Ensure all job profiles/descriptions reflect the real requirements of the job, rather than describing the person who filled that job previously. Write job profiles in language that encourages both men and women to apply including women of and Differing backgrounds. For example, avoid use of jargon and acronyms that tend to be exclusive.

9|Page

ABOUT THE INDUSTRY The sports goods industry of India has its roots in Sialkot, Pakistan. When India was partitioned in 1947, many of Sialkot's skilled Hindu craftsmen migrated across the border into Punjab, settling in Jalandhar, where the Indian sports goods industry is now based. The Indian sports goods industry has expanded to include the areas of Meerut, (Uttar Pradesh) and Gurgaon, (Haryana). Most of India's sports goods are exported to the United Kingdom, The United States of America, Germany, France and Australia. The industry is mainly concentrated in Jalandhar and Meerut.

The sports goods industry in India has witnessed a phenomenal growth over the past five decades and now occupies a place of prominence in the Indian economy in view of its massive potential for employment, growth and export. There has been an increasing emphasis on its planned development, aimed at optimal utilisation of resources for maximising the returns, particularly from exports.

The Indian sports goods industry manufactures 318 items. However, major items that are exported are inflatable balls, hockey sticks and balls, cricket bats and balls, boxing equipment, fishing equipment, indoor games like carrom and chess boards and different kinds of protective equipment. The Indian sports goods industry is a highly labour intensive industry which provides employment to the weaker sections of society and also employs a large number of women.

10 | P a g e

Indian Sporting Goods are well known around the world and have made a mark in the global sports goods market. They have established their identity in many countries across the world, irrespective of whether they belong to the developed, developing and Eastern Block including CIS Countries. The industry, which operates at the cottage industry level has emerged as a principal and reliable supplier of quality sports goods to the international market.

The Indian Sports Goods industry, which exports nearly 60% of its total domestic output to the sports loving people the world over, has matured into a globally competitive & creative entity. Be it a cricket bat or a hockey stick or a football , the contribution by the Indian sports goods industry to the international sports goods market has been remarkable.

The sports goods industry in India is largely concentrated in the cottage and small-scale sector. Hence there is a paucity of resources for technology upgradation and effectively marketing of the products. This industry is highly labour intensive, providing employment to the weaker sections of the society and also employs a large number of women work force.

Steps Towards Development

A creative approach and a sense of responsibility to the society at large, characterizes the Sports goods industry. It has devoted itself to meet future demand by innovating new products, for new markets. The economic reform

11 | P a g e

process underway in India and the liberalised industrial policies, have motivated the small scale units, which have remained the hallmark of the industry, to achieve the goals set forth by the Government.

The Indian Industry is seeking joint ventures

and technical collaborations preferably with buy back arrangements, for the sports goods items having vast export potential and hitherto not manufactured in India. Already a number of manufacturing-cum-marketing collaborations have matured in certain non-traditional disciplines. Many more are in the offing, with the help and assistance of the leaders in the sports world.

Sports goods industry of Meerut

Meerut ranks Third in India in the rate of urbanisation and has the highest density of population at 400 persons per square km, as per the 1991 census. The reason for this is growing industrialisation. Industrial production of sports goods began on a small scale during the late forties. Over the years, the sports goods industry has grown at an impressive rate and of late Indian sports goods are also exported to different countries. Rough estimates suggest that today Meerut has more than one hundred major industries and about 10,000 smallscale industries with a most conservative estimate of an annual turnover of approximately Rs 200 crores.

12 | P a g e

In Meerut, about 60 per cent of the sports goods that are manufactured comprise of different kinds of inflatable balls and Bats. Besides inflatable balls, the other sports goods that are largely manufactured are badminton racquets and shuttle cocks, cricket bats and balls, different kinds of gloves and protective equipment.

In Meerut, three kinds of establishments are usually found:

i.

Big establishments: These are generally geared to exports besides

catering to the domestic market. like National sports, Maxwel exporters, Nelco, and Bhalla Sports

ii.

Small establishments: These usually manufacture sports goods for the

domestic market. Both the big establishments as well as the small establishments are registered either under the Factories Act, 1948, or under the Shops and Establishment Act of the state of Punjab.

iii.

The unregistered units: These are found particularly in the urban

pockets of Meerut. These units are mostly small home-based units which are usually run by the family members, but at times with the help of a couple of hired employees. These units do not have a direct access to market. It has been seen that many a times when the big establishments - especially exporters - are not able to cope with large orders from their foreign clients, distribute a share of the production to these small unregistered, home- based units.

13 | P a g e

The sports goods industry in India is nearly a century old and has

flourished due to the skills of its workforce

A robust growth rate of 14.7 per cent in exports indicates a sizeable

opportunity for India in this sector

Being labour-intensive in nature, the Indian sports goods industry

provides employment to more than 5,00,000 people

The sports and leisure goods retail market in India was valued at US$

17.7 billion for 2007-2008. The market grew at the rate of 18 per cent over 2006-2007 in value terms, primarily due to outlet expansions by industry players

The nucleus of the industry in India is in and around the states of

Punjab and Uttar Pradesh; Jalandhar (Punjab) and Meerut (Uttar Pradesh) together account for nearly 81.8 per cent of total domestic production with more than 3,000 manufacturing units and 130 exporters present in these two towns

About 60 per cent of the sports goods manufactured in Meerut are

different kinds of inflatable balls and provide direct employment to more than thousands of workers.

The industry also has a presence in Mumbai, Kolkata and Chennai, albeit at a lower scale

14 | P a g e

CHAPTER 2
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE: To find the Recruitment and Selection System in the organization. To study the process of intake of employees with relation to Experience, organization Communication skills and Qualification in the

15 | P a g e

Chapter 3
ABOUT THE COMPANY
Nelco, established in 1942 at Lahore in undivided India and reborn in 1950 at Meerut after partition of India, Nelco is one of the largest selling Athletic Equipment Brand worldwide. Nelco Track & Field Equipment have been used and have won medals at all Major Athletic Events Worldwide including the Olympic Games. The big success came during the 1982 Asian Games in New Delhi, when Nelco was selected as the Offical Equipment Supplier. Nelco Equipment was selected for the use at the 1991 World Athletic Championship at Tokyo for the first time. It continued its success into the 1992 Barcelona Olympic Games. Ever since then Nelco Athletic Equipment have been selected for use in all the Olympic Games, World Athletic Championships, Asian Games, Common Wealth Games and all the other major athletic events. We sincerely thank our Dealers and the Sporting Fraternity for their constant support and co-operation over the years to enable us to innovate & design new equipment and in helping us to create a quality concious market. NELCO LOGO

16 | P a g e

Manufacturers & Exporters of : Track and Field Equipment Physical Exercisers & Weight Training Equipment Regd. Office. B-15-16, Sports Goods Complex, Delhi Road, Meerut-250002 (U.P.) INDIA Telephones : Fax : +91 - 121- 2511149 +91 - 121 -2514117 +91 - 121 -2515425 +91 - 121 - 2512339 Website : E-mail : www.nelcoathletics.com sales@nelcoathletics.com

17 | P a g e

Super Spin Discus

Low Spin Discus

Wood Discus

Rubber/Training Discus

Discus Accessories

18 | P a g e

Brass Shot Lead filled Brass Shell Precision machine turned shots. Meet IAAF specifications. Thrown at 1996 Atlanta Olympic Athens World Championships 1997 Code N 1117 A N 1117 B N 1117 BB N 1117 C N1117 D N1117 E N1117 F Weight 7.26 Kg. 6.25 Kg. 6.00 Kg. 5.45 Kg. 5.00 Kg. 4.00 Kg. 3.63 Kg. Dia 110 mm 107 mm 106 mm 102 mm 100 mm 95 mm 89 mm

Code N 1117 XD N 1117 XE N 1117 XF N 1117 XB N 1117 XA N 1117 XJ N 1117 XG N 1117 XH N 1117 XI N 1117 XC

Stainless Steel Alloy Shots Rust proof strong stainless steel lead filled shell. Precision machine turned to different dia's to meet IAAF specifications. Thrown at 1996 Atlanta Olympics and Athens World Championships 1997. (Other sizes also available) Weight Dia 7.26 Kg. 129 mm 7.26 Kg. 125 mm 7.26 Kg. 120 mm 7.26 Kg. 115 mm 7.26 Kg. 110 mm 5.45 Kg. 103 mm 4.00 Kg. 109 mm 4.00 Kg. 104 mm 4.00 Kg. 100 mm 4.00 Kg. 95 mm Steel Shots Made out of solid steel or steel shell. Precision Machine turned to different dia's to meet IAAF specifications. Polyurethene paint coated for smooth and extra durable finish. (Other sizes also available) Weight Dia Colour

Code

19 | P a g e

N 1118 AX N 1118 BX N 1118 CX N 1118 DX N 1118 EX N 1118 FX N 1118 GX N 1118 HX N 1118 IX N 1118 JX N 1118 KX

7.26 Kg. 7.26 Kg. 7.26 Kg. 7.26 Kg. 7.26 Kg. 4.00 Kg. 4.00 Kg. 4.00 Kg. 4.00 Kg. 4.00 Kg. 5.45 Kg.

129 mm 125 mm 120 mm 115 mm 110 mm 109 mm 104 mm 102 mm 100 mm 95 mm 103 mm

YELLOW YELLOW YELLOW YELLOW YELLOW RED RED RED RED RED GREEN

Turned Iron Shots Gauged Made out of solid cast iron. Precision machine turned to different dia to meet IAAF specifications. Balanced for high performance. Polyurethane paint coated for extra durable finish. Thrown at 1996 Atlanta Olympics. Won Gold Medal (M/W) at Athens World Championship 1997. Won Silver Medal (M/W) at Athens World Championship 1997. Won Bronze Medal (M/W) at Athens World Championship 1997. Thrown at 2000 Sydney Olympics Won Gold Medal (M) at World Championship, Edmonton 2001. Won Silver Medal (M) at World Championship, Edmonton 2001. Won Gold Medal (M) at Busan Asian Games 2002 Thrown at 2004 Athens Olympics Games. Code N 1118 AA N 1118 A N 1118 AB N 1118 AC N 1118 B N 1118 BB N 1118 C N 1118 CA Weight 7.26 Kg. 7.26 Kg. 7.26 Kg. 7.26 Kg. 6.25 Kg. 6.00 Kg. 5.45 Kg. 5.45 Kg. Dia 129 mm 128 mm 125 mm 120 mm 121 mm 119 mm 115 mm 108 mm Colour YELLOW YELLOW BLACK BLUE BLUE RED RED BLUE

20 | P a g e

N 1118 D N 1118 EE N 1118 E N 1118 EA N 1118 EAA N 1118 EB N 1118 F N 1118 G N 1118 H

5.00 Kg. 4.00 Kg. 4.00 Kg. 4.00 Kg. 4.00 Kg. 4.00 Kg. 3.63 Kg. 3.25 Kg. 3.00 Kg.

114 mm 109 mm 108 mm 104 mm 102 mm 100 mm 104 mm 100 mm 97 mm

RED RED RED BLACK BLUE BLUE BLUE BLUE BLUE

International Turned Iron Shots Turned economy shot to meet IAAF specifications. Turned out of solid cast iron. Code N 1119 DT N 1119 TEE N 1119 TE N 1119 FTE N 1119 HTF N 1119 TJ N 1119 GTE (Other sizes also available) Weight Colour 7.26 Kg. ORANGE 6.25 Kg. ORANGE 6.00 Kg. ORANGE 5.45 Kg./5.50 Kg. ORANGE 4.00 Kg. ORANGE 3.63 Kg. ORANGE 3.00 Kg. ORANGE Compitition Unturned Iron Shots Accurated weight shots available in different colours. (Heavier weight upto 9kg & smaller weights upto 400 gms also available) Weight 7.26 Kg. 6.25 Kg. 6.00 Kg. 5.45 Kg./5.50 Kg. 5.00 Kg. 4.00 Kg. 3.63 Kg. 3.00 Kg. 2.72 Kg. 1.00 Kg.

Code N 1119 D N 1119 EE N 1119 E N 1119 F N 1119 G N 1119 H N 1119 I N 1119 K N 1119 L N 1119 P

21 | P a g e

Practice As Cast Shots As cast Shots

(Other sizes also available) Code N 1120 A N 1120 B N 1120 D N 1120 G N 1120 H N 1120 J N 1120 K N 1120 M N 1120 O Weight 7.26 Kg. 6.25 Kg. 5.45 Kg. 4.00 Kg. 3.63 Kg. 3.00 Kg. 2.72 Kg. 2.00 Kg. 1.00 Kg. Indoor Rubber Shots Made out of strong hard rubber shells, holds shape but will not damage floor.

Code N 1119 LR N 1119 MR N 1119 NR N 1119 OR N 1119 PR N 1119 QR N 1119 RR N 1119 SR N 1119 TR

Weight 7.26 Kg. 6.25 Kg. 6.00 Kg. 5.45 Kg. 5.00 Kg. 4.00 Kg. 3.00 Kg. 2.00 Kg. 1.00 Kg.

Colour YELLOW GREEN BLACK BLUE BLACK RED BLUE PURPLE PURPLE

22 | P a g e

Javelin Practice Balls Practice Balls of 68 mm dia rubber shell filled with lead pellets. Code N 1119 SR N 1119 RR N 1119 OR Weight 400 gms 600 gms 800 gms Shot Rack Collapsible

Hammers
Olympic Alloy Hammer Shell made out of rust proof alloy (Stainless Steel) for high performing world champion. Precision machine turned to meet IAAF specification. Stainless Steel speed ball bearing. Spring steel wire and light & strong Aluminium grip.

Code N 1122 XA N 1122 XB N 1122 XBB N 1122 XD N 1122 XDD N 1122 XC

Weight 7.26 Kg. 7.26 Kg. 6.00 Kg. 5.45 Kg. 5.00 Kg. 4.00 Kg.

Dia 110 mm 115 mm 105 mm 103 mm 100 mm 95 mm

Olympic Brass Hammer Cast brass shell turned to precision dia's to meet IAAF rules.

Code N 1121 A N 1121 B

Weight 7.26 Kg. 6.25 Kg.

Dia 110 mm 107 mm

23 | P a g e

N 1121 BB N 1121 C N 1121 CC N 1121 D

6.00 Kg. 5.45 Kg. 5.00 Kg. 4.00 Kg.

105 mm 102 mm 100 mm 95 mm

Steel Hammer Olympic Made out of Steel. A strong hammer at an economical cost that meets all IAAF specification. Perfectly precision machined to minimum dia. Thrown at World Youth Championship, Paris 2003

Code N 1122 AS N 1122 BS N 1122 CS N 1122 CSA N 1122 DS N 1122 DSA N 1122 ES

Weight 7.26 Kg. 7.26 Kg. 6.25 Kg. 6.00 Kg. 5.45 Kg. 5.00 Kg. 4.00 Kg.

Dia 110 mm 115 mm 107 mm 105 mm 103 mm 100 mm 95 mm Hammer Accessories

Code N 1125 A N 1125 B N 1125 C N 1125 D N 1125 E N 1125 F

Details Hammer Handle Alum. Curved Hammer Handle Alum. Straight Hammer Handle Alum. Deluxe Hammer Handle Alum. Training Hammer Handle Steel Practice. Hammer Wire Steel. Competition Turned Iron hammer Precision turned Iron Hammer. Thrown at world youth championship, CANADA 2003

Code

Weight

Dia

24 | P a g e

N 1122 AT N 1122 BT N 1122 CT N 1122 DT N 1122 ET

7.26 Kg. 6.00 Kg. 5.45 Kg. 4.00 Kg. 3.63 Kg.

119 mm 117 mm 108 mm 100 mm 95 mm International Turned Iron Hammer

Ball bearing with steel handle. (Aluminium handle on request)

Code N 1123 ATF N 1123 FTF N 1123 TBB N 1123 CTF N 1123 ETF N 1123 DTF N 1123 TF

(Other sizes also available) Weight 7.26 Kg. 6.25 Kg. 6.00 Kg. 5.50 Kg. 5.00 Kg. 4.00 Kg. 3.63 Kg. Practice Iron Hammer Accurate weight untruned hammer with ball bearing & Steel Handle.

Code N 1123 AA N 1123 AB N 1123 A N 1123 BA N 1123 BB N 1123 C N 1123 CC N 1123 D N 1123 E

Weight 20.00 Lbs 18.00 Lbs 7.26 Kg. 14.00 Lbs 6.00 Kg. 5.45 Kg. 5.00 Kg. 4.00 Kg. 3.63 Kg. Traninig Iron Hammer

25 | P a g e

Accurate weight unturned hammer with ball bearing. Code Weight

N 1124 A N 1124 B N 1124 C

8.00 Kg. 8.50 Kg. 9.00 Kg. Throwing Weight Turned iron ball bearing swivel with trainguler steel handle.

Code N 1132 AT N 1132 BT N 1132 CT N 1132 DT

Weight 56 lbs. 35 lbs. 25 lbs. 20 lbs. Hammer Gloves Specially designed from high quality leather to stand the rigors of toughest hammer throwers. Seam on outside finger eliminated for perfect fit. Available in 5 models Regular with buckle and super pro with velcro Sweat band. Available in LH/RH Small/Medium Large/XL sizes.

Code N 1125 G N 1125 XX N 1125 XS N 1125 XSS N 1125 GXS

Details Regular Super pro with Velcro Super pro with Sweat Band Open palm Black training

26 | P a g e

Hammer Rack Collapsible

Olympic Block The Nelco Olympic Block has been used in several international meets all over the world. Super heavy duty block especially designed for top athletes. All Aluminium block with center rail 100 mm wide x 900 mm long and slotted angles to firmly grip Block. Adjustable at four different angles. All blocks fitted with special thick rubber to take in spikes. Suitable block for synthetic track. Comes with steel plates Flushed to centre rail. Official Block for1. Xth Junior Asian Athletic Championship at Bangkok, Thailand 2002 2. Asian Athletic Championship at Manila, Phillippines 2003 3. Ist Afro Asian Games at Hyderabad, India 2003 4. XIth Junior Asian Athletic Championship at IPOH, Malaysia 2004 N 1132 PR

New Pro Block New Pro block with handle. Block stays in while carrying. 5" wide aluminium anodised pedals. 100 mm wide centre rail. Flushed aluminium plate. N 1132 NPR

International Ultimo Pro Block

27 | P a g e

Our Giant Block for gaints. 100 mm wide x 1000 mm long Heavy duty centre rail. Pedals are heavy duty Aluminium Alloy casting. 22cm x 15 cm x 1.5 cm thick. Handle for Easy Carring. N 1131 IPR

International Block A New Block 80mm wide x 850mm long x 6 mm thick Centre Recessed Rail for Stability. Meets All Requirements for a World Class Block. N 1131 OIN

International Ultimo The worlds best block. One piece centre rail 8 mm thickly casted Alumininum. Precision pedals ensure high stability. Handle is incorporated into rail to help easy carrying. Optional KOLORFUSION. Code N 1131 N 1131 N 1131

INT INK PU

NATURAL KOLOR FUSION PU PAINTED

Olympic Block Stadium Another version of our Olympic block with light pedals and 75 mm aluminium central rail. N 1131 OSV

School Olympic Block An economy olympic block for school 62mm aluminium central rail.

28 | P a g e

N 1131 OSC

School Olympic Block Steel Another version of our Olympic block with light pedals and 62 mm steel central rail.

N 1131 SSC

Olympia Adjustable Block An inexpensive block with pedal angle adjustment. Threaded connection can adjust pedals to any angle. Snaplock plunges lock pedals into any position quickly. N 1131 OL

T-Star Starting Block Designed for fast start. Spring loaded adjustment pins for quick movement of pedals to any position, steel rail aluminium pedals. All weather spikes for synthetic tracks. N 1131 T

T-Star Wide Steel Starting Block Wide steel block allowing athlete to use several different stances. Spring loaded adjustable pins. All weather spikes for synthetic tracks. N 1131 TS

29 | P a g e

Standard Block An inexpensive and sturdy block. Aluminium centre rail and aluminium pedals mounted with rubber. Attachment for synthetic track available separately. N 1131 STD

Competition Model An all aluminium block fitted with centre tube. Blocks with V cut to take in the spikes. Blocks are of two angles 45 degree and 85 degree ideal for beginners at school without rubber. Rubber pads available separately. N 1131 CP

Club Model Fitted with aluminium channel for quick adjustment of blocks. Blocks as on competition model. Ideal for clubs/college without rubber. Rubber pads available separately. N 1131 CL

Super Club Block A solid block with solid casted centre bar. Blocks with V cut to take in spikes. Blocks can be used from both sides with 45 degree and 80 degree angle without rubber. Rubber pads available separately. N 1131 SC

International Block

30 | P a g e

A traditional heavy duty block with centre aluminium channel heavy duty block of 45 degree angle fitted with solid rubber pads. Ideal for competition at grass or cinder tracks. N 1131 IN

School Block Straight round Aluminium bar, fitted with two light block at 45 degree & 80 degree angles. V cut to take in spikes. Ideal for kids. Rubber pads available separately. N 1131 S

Indoor Starting Block Rubber block specially designed for indoor use. No nails-holes. Provide a non slip start.

Promote amongst all agents and employees of the Corporation a sense of participation, pride and job satisfaction through discharge of their duties with dedication towards achievement of Corporate Objective.

MISSON & VISION

Mission
"To Provide international quality Products to international athletics

Vision
"To be best customer satisfied company in the sports goods sector"

31 | P a g e

Chapter 4 LITERATURE REVIEW


OVERVIEW OF THE RECRUITMENT PROCESS The Figure presents an overview of the recruitment process from the perspectives of the organization and the candidate. When a vacancy occurs and the recruiter receives authorization to fill it, the next step is a careful examination of the job and an enumeration of the skills, abilities, and experience needed to perform the job successfully. Existing job analysis documents can be very helpful in this regard. In addition, the recruitment planner must consider other aspects of the job environment-for example, the supervisor's management style, the opportunities for advancement, pay, and geographic location-in deciding what type of candidate to search for and what search methods to use. After carefully planning the recruiting effort, the recruiter uses one or more methods to produce a pool of potentially qualified candidates. A firm can generate candidates internally, from among its present employees who desire promotion or transfer, or externally, from the labor market. The organization then screens the candidates, evaluates some of them more thoroughly, and offers the best the position. Throughout the recruitment process, the organization attempts to "sell" itself to the more promising candidates-that is, to convince them that the organization is a good place to work and that it offers what they want in the way of both tangible and intangible rewards. In the recruitment and selection process, the organization's and the individ-

32 | P a g e

ual's objectives may conflict. The organization is trying to evaluate the candidate's strengths and weaknesses, but the candidate is trying to present only strengths. Conversely, although the candidate is trying to ferret out both the good and the bad aspects of the prospective job and employer, the organization may prefer to reveal only positive aspects. In addition, each party's own objectives may conflict. The organization wants to treat the candidate well to increase the probability of job-offer acceptance, yet the need to evaluate the candidate may dictate the use of methods that may alienate the prospect, such as background investigations or stress interviews. Analogously, the applicant wants to appear polite and enthusiastic about the organization to improve the probability of receiving an offer, but he or she may also want to ask penetrating questions about compensation, advancement, and the company's financial health and future.

STEPS ON RECRUITMENT PROCESS: Planning, Strategy development Searching, Screening Evaluation and control.

33 | P a g e

Personnel Human Resource Planning

Recruiting Needed Personnel

Selecting Qualified Personnel

Placing New Employees on Job

Developing Sources of Potential Employees

Search for Potential Employees

Evaluating Recruiting Effectiveness Upgrading in Same Position

Internal Sources

Personnel Research

Transferring to New Job Promoting to Higher Responsibilities

Job Posting

Employee Referrals External Source Advertising Evaluating for Selection

Scouting

STRATEGIC ISSUES IN RECRUITING: The nature of a firm's recruiting activities should be matched to its strategy and values as well as to other important features such as the state of the external labor market and the firm's ability to pay or otherwise induce new employees to join.

34 | P a g e

Recruitment Goals: A good recruiting program needs to serve many and sometimes conflicting goals. A commonly mentioned goal is to attract a large pool of applicants, but applicant pools can be too large and thus costly to process. Recruiting must also attract a high proportion of well-qualified candidates who are seriously interested in accepting a job offer. Post-hiring goals also must be considered-the recruiting process must yield workers who are good performers and who will stay with the organization for a reasonable length of time. Further, all the preceding goals should be reached with the greatest speed and at the least possible cost to the organization. Balancing these varied goals against one another should be done with reference to the organization's overall strategy and values.

INTERNAL SOURCE: Internal promotions Internal transfer

EXTERNAL SOURCE: Advertisement in newspapers Campus recruitment Consultants Job fairs

35 | P a g e

Internal or External Sources Deciding whether the position is to be filled internally or externally is often an early task in recruitment planning for a specific vacancy. In some cases, there is no decision to be made. For instance, entry-level jobs must be filled externally, but for other positions, the company's policy or union contract may require that internal sources be used first. Most organizations use a mixture of internal and external sources-promoting from within when qualified employees are available and recruiting' from external sources when new skills are needed or growth is rapid. Each type of source has its advantages and disadvantages. Advantages of Internal Recruiting When internal recruiting is used, a person of known ability fills the vacancy. Since the employer has observed the employee in one position, there is less guesswork involved in assessing his or her suitability for a second position. In contrast, assessments of external recruits are based on less reliable sources, such as references, and on relatively brief encounters, such as interviews. Another advantage of promoting from within is that doing so motivates current employees. Skilled and Ambitious employees are less likely to quit and more likely to become involved in developmental activities if they believe that promotion is likely. Also, training and socialization time is reduced when openings are filled internally because a current employee has less to learn about the organization and its idiosyncratic procedures than a newcomer. Recruiting may also be faster and less expensive if an internal candidate can be found. Finally, in times of impending retrenchment, filling as many jobs as possible internally maximizes job security for present employees. Disadvantages of Internal Recruiting If the organization is expanding rapidly, there may be an insufficient

36 | P a g e

internal supply of qualified individuals above the entry level. This situation may result in people promoted before they are ready or not being allowed to stay in a position long enough to learn how to do a job well. Also, when one vacancy is filled internally, a second vacancy is created-the position of the individual who was promoted or transferred to fill the first vacancy. If this slot is also filled internally, then another vacancy occurs. This movement of personnel is called the ripple effect. Another disadvantage of internal recruiting is that some organizations' internal recruiting procedures are extremely cumbersome. Still another disadvantage of internal recruiting is that an organization can become inbred and lose flexibility if all its managers are homegrown. Finally, meeting affirmative action goals usually can be accomplished only by aggressive external recruiting. Advantages of External Recruiting External recruiting can bring in new ideas and viewpoints, avoid the confusion that accompanies the ripple effect, meet affirmative action goals, and cope with the demands of rapid growth without overusing inexperienced personnel. Another advantage maybe savings in training costs. Hiring experienced workers away from other companies may cut down on the need for a comprehensive training and development program in-house. Finally, there may be instances that require a severe shakeup or turnaround. Particularly at the upper-management level, an outsider with no prior commitment to present employees or ongoing projects may be the only individual with enough objectivity (and even ruthlessness) to bring about needed changes and enunciate a new vision for the organization. Disadvantages of External Recruiting One disadvantage of external recruiting is the cost. Because the external labor market is much larger and harder to reach than the internal one,

37 | P a g e

recruiting externally usually takes longer and costs more. With external recruiting, there is also the risk of hiring a candidate who does not live up to the apparent high potential displayed during the selection process. Finally, too much external recruitment is discouraging to current employees because it reduces their chances to move up in the organization. Informal Methods: External recruiting methods are often grouped into two classes: 1 2 Informal Formal.

Informal recruiting methods tap a narrower labor market than formal methods. Informal methods include rehiring former employees or former cooperative education students, hiring people referred by present employees, and hiring from among those who have applied without being solicited. Formal recruiting methods search the labor market more widely for candidates with no previous connection to the company. Employee referral, also known as word-or-mouth advertising, is quick, effective, and usually inexpensive. Because employees who refer their friends and acquaintances as candidates have their own credibility on the line, they tend to refer people who are well qualified and well motivated and then to mentor these individuals once they are hired. In essence, the firm has as many recruiters as it has employee. Formal Methods Formal methods of external recruiting entail searching the labor market for candidates who have no previous connection to the firm. These methods traditionally have included newspaper advertising, use of employment

38 | P a g e

agencies and executive search firms, and campus recruiting. Posting job ads on the Internet, either on the company's own site or a commercial job board has also become extremely popular in the last few years. Historically, newspaper advertising has been the most commonly used method of recruiting. On a scale from 1 (not effective) to 5 (extremely effective for producing high-performing employees), it is clear that three methods were considered superior: employee referrals, university recruiting, and executive search firms. Internet Recruiting: Internet recruiting has grown at a phenomenal rate over the past few years. Seventy-nine percent of Fortune's Global 500 companies recruited on the Internet in 2000, and 100 percent were expected to do so by 2002. Entire new job titles-such as Internet Sources, Internet Recruiting Specialist, and Internet Recruiting Manager-have come into being in the past few years. Companies find that Internet recruiting is much less expensive and much faster than traditional methods. It is by far the most economical way to reach a nationwide or worldwide audience of job candidates. Further advantages of Web-based recruiting, as seen by HR managers and search consultants, a drawback can sometimes be the very large number of resumes that are submitted, many of which are not at all suited to the positions listed.

39 | P a g e

CHAPTER 5 RESEARCH METHODOLOGY

INTRODUCTION Research in common parlance refers to a search for knowledge. The advanced learners dictionary of current English lays down the meaning of research as a careful investigation of enquiry specially through search for new facts in any branch of knowledge. The systematic approach concerning generalization and the

formulation of a theory is also research. The purpose of research is to discover answers to questions through the application of scientific procedures. RESEARCH DESIGN A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. - JOHN.W.BEST Research may be defined as any organized inquiry designed and carried out to provide information for solving a problem. - EMORY Research is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. - ROBERT ROSS

40 | P a g e

DESCRIPTIVE RESEARCH DESIGN Descriptive research design studies are those studies, which are concerned with describing the character of a group. The researcher makes a plan of the study his research work. That will enable the researcher to save and resources such a plan of study or blue print or study is called a research design. DATA COLLECTION The study was based on questionnaire method. The study was about the Recruitment and Selection System. There are two types of data collection: Primary data The primary data are those, which are collected a fresh and for the first time happen to be original in character. It has been collected through a Questionnaire and personal interview Secondary data Secondary data are those which have already been collected by someone else and which have already been passed through the stratified process. It has collected through the books, journals & Internet. Primary data Secondary data

41 | P a g e

RESEARCH INSTRUMENT Questionnaire containing both closed and open ended questions. SAMPLE DESIGN: Population It covers the 30 employees working in NELCO.

SAMPLE UNIT Sample unit is 30 NELCO. Total Employee strength of the particular branch is above eighty.

SAMPLE PROCEDURES In this study convenient sampling method was adopted. First the each organization was divided into different departments like Operations, Customer Services, Human Resources, Internet Marketing and under writing departments. From this

department, the respondents were selected on the basis of convenience.

CONTACT METHOD Respondents were contacted personally.

INTERVEIW SCHEDULE

42 | P a g e

The interview schedule has been used to collect the data. Information can be gathered even when the respondents happen to be literate or illiterate.

TABULATION It is the arrangement of classified data in an orderly manner. This involves creating table for recording the filled in interview schedule. These tables are of immense help to analysis by using the statistics tools help to analysis by using the statistical tools.

SCALING TECHNIQUES Questionnaire was framed on attitude scale having 5-point scales and two point scale. PERIOD OF STUDY The study was conducted for period of 60 days.

43 | P a g e

CHAPTER 6 DATA ANALYSIS AND INTERPRETATION


TABLE NO: 1 AGE OF THE RESPONDENTS

S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1.

Below-25

3.3

2.

25-30

15

50

3.

30-35

16.6

4.

35-40

30

TOTAL INTERPRETATION:

30

100

The above table depicts that 50% of the respondents are below the age group of 25-30 years age`, 30% of the respondents are comes under the category of 35-40 years age group, 16.6% of the respondents are between the

44 | P a g e

age group of 30-35 years and 1% of the respondents are comes under category of above below-25 years of age group.

CHART NO: 1 AGE OF THE RESPONDENTS

50 50 45 40 PERCENTAGE 35 30 25 20 15 10 5 0 Below-25 25-30 30-35 DESCRIPTION 35-40 0 3.3 0 0 0 16.6 PERCENTAGE % 30

45 | P a g e

TABLE NO: 2 GENDER OF THE RESPONDENTS

S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1.

Male

18

60

2.

Female

12

40

TOTAL INTERPRETATION:

30

100

The above table reveals that 50% of the respondents are male and 50% of the respondents are female.

46 | P a g e

CHART NO: 2

GENDER OF THE RESPONDENTS

60

50

40

30

NO OF RESPONDENTS PERCENTAGE %

20

10

0 Male Female

47 | P a g e

TABLE NO: 3 SALARY PARTICULARS OF RESPONDENTS

S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1.

5000

3.3

2.

5000-10000

13

43.3

3.

10000-15000

11

36.6

4.

Above 15000

16.6

TOTAL

30

100

INTERPRETATION:

The above table depicts that 43.3% of respondents are earned comes the salary of 5000-10000, 36.6% of the respondents have got RS 10000-15000 per month, 16.6% are fall in the income group of above 15000 and 3.3% of the respondents comes under the 5000 level of category.

48 | P a g e

CHART NO: 3 SALARY PARTICULARS OF RESPONDENTS

PERCENTAGE %
Above 15000 0 36.6 0 PERCENTAGE % 5000-10000 0 3.3 0 0 10 20 30 40 50 43.3 16.6

10000-15000

5000

49 | P a g e

TABLE NO: 4
RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION

S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1.

Scale 5

19

36.33

2.

Scale 4

10

33.3

3.

Scale 3

3.

4.

Scale 2

5.

Scale 1

TOTAL

30

100

INTERPRETATION: The above table reveals that 36.33% of the respondents are considering about the importance of communication skills necessary for the selection from the organization.33.3% of the respondents gave second level of importance to the same. 3. no one of the respondents says that Communication skills are not important for the selection process. This data interprets that Communication skills is necessary at all stage of the Recruitment and Selection Process.

50 | P a g e

CHART NO: 4

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION

NO OF RESPONDENTS
20 18 16 14 12 10 8 6 4 2 0 Scale 5 Scale 4 Scale 3 Scale 2 Scale 1

NO OF RESPONDENTS

51 | P a g e

TABLE NO: 5

RESPONDENTS FOR LEADERSHIP QUALITIES S.NO DESCRIPTION NO OF RESPONDENTS PERCENTAGE %

1.

Scale 5

18

60

2.

Scale 4

20

3.

Scale 3

13.33

4.

Scale 2

6.66

5.

Scale 1

TOTAL

30

100

INTERPRETATION:

The above table reveals that 60% of the employees state that they have proven Leadership Qualities in them which had given the task of leading a team of members and was given high responsibility over the job. 20% and 13% of them have given scale 3 and 2 as their priority of having the Leadership Qualities. No respondents says that they dont have such qualities hence everyone has the quality of Leading from the front at different efficiency levels.

52 | P a g e

CHART NO: 5

RESPONDENTS FOR LEADERSHIP QUALITIES

NO OF RESPONDENTS
Scale 1

Scale 2

Scale 3

NO OF RESPONDENTS Scale 4

Scale 5

10

15

20

53 | P a g e

TABLE NO: 6 PRIORITY GIVEN FOR THE QUALIFICATION

S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

1.

Scale 5

12

40

2.

Scale 4

30

3.

Scale 3

23.33

4.

Scale 2

6.66

5.

Scale 1

TOTAL INTERPRETATION:

30

100

Table 6 reveals that 40% and 30% of the respondents were given priority qualification as the important aspect of the selection process. This may be due to their job profile given accordingly. 23.3 % of the respondents have given scale 3 as their priority for the qualification. For other the considerations may be taken in account for technical qualification such as typing skills. Operations department specifies the technical qualification required for the applicants in the job description before the interview process. LIC conduct an online typing test for this particular position.

54 | P a g e

CHART NO: 6

PRIORITY GIVEN FOR THE QUALIFICATION

NO OF RESPONDENTS
0% 0% 0% 0% 0% 0% 7% 23% 40% Scale 4 0% 0% 30% Scale 3 0% 0% Scale 2 0% 0% 0% Scale 5

Scale 1

55 | P a g e

TABLE NO: 7 JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS S.NO DESCRIPTION NO OF RESPONDENTS PERCENTAGE %

1.

Scale 5

13

43.33

2.

Scale 4

30

3.

Scale 3

16.66

4.

Scale 2

6.66

5.

Scale 1

3.33

TOTAL INTERPRETATION:

30

100

Table 7 reveals that 43.33% and 30% of the respondents were given priority job knowledge is the important aspect of the selection process. This may be due to their job profile, designation and higher responsibility in the organization. 16.66 % of the respondents have given scale 3 as their priority for the Job Knowledge. For other the considerations may be taken in account for position and being a new entrant to the profile or organization.

56 | P a g e

CHART NO: 7

JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS

NO OF RESPONDENTS
Scale 5 Scale 4 0% 0% 17% 0% 0% 30% 0% 0% 7% Scale 3 0% 0% 0% 0% 3% 43% Scale 2 Scale 1

0% 0%

57 | P a g e

TABLE NO: 8 AWARE OF JOB RESPONSIBILITIES

S.NO

DESCRIPTION

NO OF RESPONDENTS

PERCENTAGE %

2.

Scale 4

26.66

3.

Scale 3

16.66

4.

Scale 2

6.66

5.

Scale 1

TOTAL

30

100

58 | P a g e

CHART NO: 8

AWARE OF JOB RESPONSIBILITIES

NO OF RESPONDENTS
16 14 12 10 8 6 4 2 0 Scale 5 Scale 4 Scale 3 Scale 2 Scale 1 NO OF RESPONDENTS

59 | P a g e

CHAPTER 7 CONCLUSION
In the present competitive & dynamic environment, it has become essential for organization to build and sustainable. In competitive advantage, the technical skill set has assumed more importance than even before. Dynamic and growth-oriented organization recognizes technical as an important aspect of the Recruitment and Selection system for managerial function in a rapidly changing and economic environment. Insurance industries should possess a valuable work force with good communication skill sets to get a good deal or business from their customers. In this sector the Open Market channel is the main source of revenue for the company for which they should be able to communicate well with their clients. Then the company can reach its profitability and objectives easily. The company should take the suggestions and ideas from the employees and can conduct and examine the technical skill set within the employees. So that they can analyze the need and act accordingly for a better result and the growth of its own and valuable workforce

60 | P a g e

CHAPTER 8
FINDINGS Majority of the respondents come under the age group of 25-30. In the 30 respondents 50% of the respondents are male and 50% of the respondents are female. 50% of the respondents have got the experience of 5-10 years. 46.3% of the respondents are getting the salary range between 800010000. 100% of the respondents are getting the on the job training. Majority of the respondents are satisfied with their present salary. 60% of the respondents are satisfied with the incentive scheme 50% of the respondents are aware with the Job responsibility. 43.33% of the respondents have the Job knowledge before the assignment of a particular job. 60% of the respondents believe that they possess the Leadership qualities in them which will be the major consideration for the selection process.

61 | P a g e

RECOMMENDATIONS The organization should provide or set up a communication lab for the benefit of the fresher and existing employees that makes a career development and new opportunity to grow up in the organization. This increases the employee morale and helps to attain the target. Technical classes should be conducted timely to all employees should be followed by organization. Refresher courses may organize intermittently for all employees in the rank and file category to relive job fatigue and monotony of every day work life. So employees can gain skills by technical skills Candidates who enter into the Job Market must make sure that their efficiency in Communication is up to the expectation of an organization which will make them to go through the Recruitment and Selection system of NELCO. FOS (Fleet on street) Team should be made involved to pass through more communication classes from language experts. The company should allot funds to create a technical laboratory for the beneficiary of all the employees.

62 | P a g e

LIMITATIONS OF THE STUDY The study is focused only in NELCO Thus the respondents are not come forward to provide their feedback regarding their organization than the result is bias. In this study the sample size is 30. The result might vary when the sample size values changes it.

63 | P a g e

CHAPTER 9 REFERENCES
Personal management: C.B. Mamoria Research Methodology: C.R. Kothari Human Resource Management: David Decenzo and Stephen P. Robbins Designing and Managing Human Resource System: Udai Pareek and T. Rao

Websites: www.nelcoworld.com citehr.com Magazines:

India Today News Paper : Times of India

64 | P a g e

CHAPTER 10 ANNEXURE

65 | P a g e

QUESTIONNAIRE

Sir I am Swati Rana student of becon Meerut, I Doing a survey my project report I Request you please fill the form and support me. Your Name. Age. Address.

Q. 1 What is your Age?

Q2. Male or Female ? a. Male b. Female Q3. What is your Salary ?

1.

5000

2.

5000-10000

3.

10000-15000

4.

Above 15000

66 | P a g e

Q4. Please give your opinion for relation between education and communication

1.

Scale 5

2.

Scale 4

3.

Scale 3

4.

Scale 2

5.

Scale 1

67 | P a g e

Q5. How would you give scale to leadership quality

1.

Scale 5

18

2.

Scale 4

3.

Scale 3

4.

Scale 2

5.

Scale 1

Q6. How would you scale priority for education ?

1.

Scale 5

18

2.

Scale 4

3.

Scale 3

4.

Scale 2

5.

Scale 1

68 | P a g e

Q7.How would you scale Job awareness for ?

Q8.How would you scale Recruitment and selection process ?

1.

Scale 5

18

2.

Scale 4

3.

Scale 3

4.

Scale 2

5.

Scale 1

1.

Scale 5

18

2.

Scale 4

3.

Scale 3

4.

Scale 2

5.

Scale 1

69 | P a g e

Q9.How would you scale Job knowledge fort recruitment and selection ?

1.

Scale 5

18

2.

Scale 4

3.

Scale 3

4.

Scale 2

5.

Scale 1

Q10. How would you scale Awareness for job responsibilities?

1.

Scale 5

18

2.

Scale 4

3.

Scale 3

4.

Scale 2

5.

Scale 1

70 | P a g e