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This is to certify that Report entitled "Recruitment and selection in Seritec electronics Pvt.
Ltd." which is submitted by me in partial fulfillment of the requirement for the award of
degree B.B.A. to GGSIP University, Dwarka, Delhi comprises only my original work and due
acknowledgement has been made in the text to all other material used.


Name of Student


This is to certify that Report entitled Recruitment and selection in Seritec electronics Pvt.
Ltd. which is submitted by in partial fulfillment of the requirement for the award of degree
B.B.A. to GGSIP University, Dwarka, Delhi is a record of the candidate own work carried out
by him under my/our supervision. The matter embodied in this project is original and has
not been submitted for the award of any other degree.



I offer my sincere thanks and humble regards to Maharaja Surajmal Institute, GGSIP
University, New Delhi for imparting us very valuable professional training in BBA.
I pay my gratitude and sincere regards my project Guide for giving me the cream of her
knowledge. I am thankful to her as she has been a constant source of advice, motivation
and inspiration. I am also thankful to her for giving her suggestions and
encouragement throughout the project work.
I take the opportunity to express my gratitude and thanks to our computer Lab staff and
library staff for providing me opportunity to utilize their resources for the completion of the
I am also thankful to my family and friends for constantly motivating me to complete the










Chapter No.


Page No.


Profile of the organization

Review of literature and conceptual



Data analysis and Interpretation


Conclusions and recommendations






Chapter 1

Human resource is an important corporate asset and the overall performance of company depends on the
way it is put to use. In order to realize company objectives, it is essential to recruit people with requisite
skills, qualification and experience. While doing so we need to keep present and future requirements of
company in mind.
Successful recruitment methods include a thorough analysis of the job and the labour market conditions.
Recruitment is almost central to any management process and failure in recruitment can create difficulties
for any company including an adverse effect on its profitability and inappropriate levels of staffing or skills.
Inadequate recruitment can lead to labour shortages, or problems in management decision making.
Recruitment is however not just a simple selection process but also requires management decision making
and extensive planning to employ the most suitable manpower. Competition among business organisations
for recruiting the best potential has increased focus on innovation, and management decision making and
the selectors aim to recruit only the best candidates who would suit the corporate culture, ethics and
climate specific to the organisation.
The process of recruitment does not however end with application and selection of the right people but
involves maintaining and retaining the employees chosen. Despite a well-drawn plan on recruitment and
selection and involvement of qualified management team, recruitment processes followed by companies
can face significant obstacles in implementation. Theories of HRM may provide insights on the best
approaches to recruitment although companies will have to use their in house management skills to apply
generic theories within specific organizational contexts.

The objective of my study is to understand and critically analyze the recruitment and selection procedure
at Seritec electronics Pvt. Ltd.

1. To know the prospect or recruitment and selection procedure.

2. To critically analyze the functioning of recruitment and selection procedures.

3. To identify the probable area of improvement to make recruitment and selection procedures more

4. To know the managerial satisfaction level about recruitment and selection procedure.


The benefits of the study for the researcher are that it helped to gain knowledge and experience and also
provided the opportunity to study and understand the prevalent recruitment and selection procedures.

The key points of my research study are:

1. To study about Seritec electronics Pvt. Ltd.

2. To understand and analyze various H.R factors including recruitment and selection procedure at
Seritec electronics Pvt. Ltd.

3. To suggest any measures/recommendations for the improvement of the recruitment procedures.


The project has inherent limitations due to its potential scope

1) Eight weeks is too short to give shape to a new idea in an old set up like escorts.
2) Less importance to long term operational benefits.
3) Expenses for HR Departments are not viewed as investment.


In the research I have found new ideas by which I can explain the views of respondents on whom I have
conducted research on the topic and on that basis I have found their views and can suggest some decision
problems and opinions by analyzing and interpreting the facts I have found.

Exploratory research: - It Is a type of research conducted because a problem has not been clearly defined.
Exploratory research helps determine the best research design, data collection method and selection of
subjects. Exploratory research often relies on secondary research such as reviewing available literature
and/or data, or qualitative approaches such as informal discussions with consumers, employees,
management or competitors, and more formal approaches through in-depth interviews, focus groups,
projective methods, case studies or pilot studies.
Research Design: It is the frame work by which we can conduct study on any topic and can collect data and
can analyze that. In this study the information was collected by using:
Exploratory Research design in the form of well-structured Questionnaire.
Personal Interview method.
Simple Convenient Sampling.
For the study two types of data was used.
Primary Data
Secondary Data

For the study two types of data is used:
Primary Data
Secondary Data

The primary Data was collected through personal interviews conducted with the help of a structured
questionnaire. The questionnaire was designed with closed ended question, which was used to collect data
from the distributors, Retailers and Customers in that particular area.

The secondary data was collected by the researcher with the help of various publications and internet,
listed in the bibliography.

A research design is the specification of methods and procedure for acquiring the information needed to
structure or to solve problems. It is overall operation pattern or framework of the project that stipulates
what information is to be collected from which source and with what procedures.

Design decision:
1. What is study about?
2. What is study being made?
3. Where will the study be carried out?
4. What types of data is required?
5. Where can be the sample design?
6. What will be the sample design?
7. Technique of data collection?
8. How will data be analyzed?
9. How can the costumer be persuaded for opening?
10. How to increase the market share?
11. Who is the competitor?

Chapter 2


My research project deals with Recruitment and Selection system as carried out by Seritec
electronics Pvt. Ltd. (SEPL) The objective of my study is to understand and analyze the existing
recruitment & selection procedure in the company. The HR professionals in the service sector are
now stressing on a systematic approach to recruitment and selection for increasing the managerial
effectiveness of its professionals.
The first section of this report deals with a detailed company profile. It includes the companys
history, its activities and operations, etc. This section attempts to give detailed background
information about the company and the nature of its functioning.
The second section of this report deals with Recruitment and selection. In this section, I have given a
brief conceptual explanation of the topic. It contains the definitions, process and significance of
recruitment and selection.
The third section of this report deals with my observations about the process of recruitment and
selection at Seritec electronics Pvt. Ltd. (SEPL).This is the concluding section. This section also
contains my findings and conclusions.
The fourth and final section of this report consists of extra information that is related to the main
contents of the report. These annexures include some forms and documents relating to the
company, also relating to the report and important documents upon which the report is based.
I sincerely hope Seritec electronics Pvt. Ltd. (SEPL) finds my suggestions and recommendations to be
of some benefit to it in carrying out their activities more efficiently.

About Seritec electronics Pvt. Ltd. (SEPL)

Seritec electronics Pvt. Ltd. (SEPL) was incorporated on 20 April, 1995. It started with 3 persons and
with a capital of 5 lakhs. Today, SEPL has turnover of more than Rs 5 crore. It is headquartered in
New Delhi, is Indias leading company in computer hardware, software, networking (lan/wifi
/servers) and automation. After carefully Inspecting strong base in the field of selling,( motherboard,
cpu ram, hdd, dvd writer, keyboard, mouse, server component, all type networking material)
Renting of computer laptop upgrading & maintaining Computers and Peripherals, many of the

Government and Private organizations have shown faith on SEPL and have handed valuable

Right from the beginning, SEPL's objective is to promote computerization with leading edge IT
technology. Today SEPL is one of the leading Integrator, supplier & reseller of Personal Computer
Systems. The main objective of SEPL is to provide Total IT Solutions based on latest technologies &
software to suit individual client's needs and their budget and built in provision for future expansion
in mind.

Products and services

SEPL provides wide range of products and services at present time. SEPL provides servers, desktops
& laptops from HP, IBM and Dell & also integrate its own SEPL desktops and servers based on Intel
and Amd processors & technologies. Thus providing large choice of product, performance & price.
SEPL has shown importance in providing maintenance and support services realizing that successful
computerization & IT implementations will largely depend on these factors. Presently SEPL provides
various maintenance services to over 1500+ satisfied customers including various AMC plans, third
party maintenance, website management, IT design, software services and solutions & carry-in


Chapter 3



Most employers recognize the fact that their greatest asset, and the right recruitment and induction
processes are vital in ensuring that the new employee becomes effective in the shortest time. The
success of an organization depends on having right number of staff, with the right skills and abilities.
Organizations may have dedicated personnel/human resource function overseeing this process, or
maybe involved, and all should be aware of the principles of good practice. Even it is essential to
involve others in the task of recruitment and induction.


Manpower planning means different things to different organizations. To some companys

manpower planning means management development to others. It means estimating manpower
needs, while some other may define manpower planning as organizational planning. Although the
term manpower planning can be defined as the process by which an organization ensures that it
has the right number of people and the right kind of people at right places, at the time doing things
for which they are economically most useful.
All organizations are basically human organizations. They need people to carry out the organizational
mission, goals and objectives. Every organization needs to recruit people. The recruitment policy
should, therefore, address itself to the key question; what is the personnel/human resource
requirement of the organization in terms of numbers, skills, levels etc. to meet present and future
needs of production and technical and other changes planned or anticipated in the next years.

Higher education is a human resource intensive enterprise. It is not surprising then, that recruitment
and selection of staff should be a very high priority in most if not all units and divisions of student
affairs. Recruitment and selection should include procedures directed to analyze the need and
purpose of a position, the culture of the intuition, and ultimately to select and hire the person that

best fits the position. Recruitment and selection policy should then, be directed towards the
following objectives:
1. Hire the right person.
2. Conduct a wide and extensive search of the potential position candidates.
3. Recruit staff members who are compatible with the college or university.
4. Environment and culture.
5. Hire individuals by using a model that focuses on student learning and education of the
whole person.
6. Place individuals in positions with responsibilities that will enhance their personal

Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B.
Flippo defined recruitment as the process of searching for prospective employees and stimulating
them to apply for jobs in the organization. In simple words recruitment can be defined as a linking
function-joining together those with jobs to fill and those seeking jobs.

It is the process to discover sources of manpower to meet the requirement of staffing schedule and
to employ effective measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force.
Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organization so that the management can select the right candidate
for the right job from this pool. The main objective of the recruitment process is to expedite the



Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manger initiates an employee requisition for a
specific vacancy or an anticipated vacancy.

The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes and needs are:

Determine the present and future requirements of the organization in conjunction with its
personnel-planning and job-analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Induct outsiders with a new perspective to lead the company.

Infuse fresh blood at all levels of the organization.

Develop an organizational culture that attracts competent people to the company.

Search for talent globally and not just within the company.


The following are the 2 important factors affecting Recruitment: 1) INTERNAL FACTORS

Recruiting policy

Temporary and part-time employees

Recruitment of local citizens

Engagement of the company in HRP



Companys size

Cost of recruitment

Companys growth and expansion


Supply and Demand factors

Unemployment Rate

Labour-market conditions

Political and legal considerations

Social factors

Economic factors

Technological factors




1. Attract and encourage more and more candidates to apply in the organization.
2. Create a talent pool of candidates to enable the selection of best candidates for the
3. Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
4. Recruitment is the process which links the employers with the employees.
5. Increase the pool of job candidates at minimum cost.
6. Help increase the success rate of selection process by decreasing number of visibly
under qualified or overqualified job applicants.
7. Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.
8. Meet the organizations legal and social obligations regarding the composition of its
9. Begin identifying and preparing potential job applicants who will be appropriate
10. Increase organization and individual effectiveness of various recruiting techniques and
sources for all types of job applicants.



1. Objective theory
1) Assumes applicants use a very rational method for making decisions
2) Thus, the more information you can give them (e.g. salaries, benefits, working condition, etc.),
the better applicants weight these factors to arrive at a relative desirability index
2. Subjective theory
1) Assumes applicants are not rational, but respond to social or psychological needs (e.g. security,
achievement, affiliation)
2) Thus, play to these needs by highlighting job security or opportunities for promotion or
collegiality of work group, etc.
3. Critical Contact theory
1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g.
(promptness, warmth, follow-up calls, sincerity, etc.)
2) Research indicates that more recruiter contact enhances acceptance of offer, also experienced
recruiter (e.g. middle-aged) more successful than young or inexperienced recruiter - may be
especially important when recruiting ethnic minorities, women, etc.

Policies: Recruitment policy of any organization is derived from the personnel policy of the same
organization. However, recruitment policy by itself should take into consideration the governments
reservation policy, policy regarding sons of soil, etc., personnel policies of other organizations
regarding merit, internal sources, social responsibility in absorbing minority sections, women, etc.
Specific issues which may be addressed in Recruitment Policy:
1) Statement : Nondiscrimination (EEO employer) or particular protected class members that may
be sought for different positions (see also Affirmative Action guidelines)
2) Position description: Adherence to job description (& qualifications) in recruitment & selection BFOQs -bonafide occupational qualifications

3) How to handle special personnel in recruitment/selection: e.g. relatives (nepotism) veterans

(any special advancement toward retirement for military experience?), rehires (special
consideration? vacation days or other prior benefits?), part-time or temporary personnel
(special consideration? benefits?)
4) Recruitment budget/expenses: what is covered? Travel, Lodging/meals, Staff travel to recruit,
relocation, expenses, etc.
5) Others:
a. Residency requirement in district?
b. Favors, special considerations related to recruitment? - e.g. get spouse a job?

Organisational inducements are all the positive features and benefits offered by an organization
that serves to attract job applicants to the organisation. Three inducements need specific mention
here, they are:-

Compensation: Starting salaries, frequency of pay increases, incentives and fringe benefits
can all serve as inducements to potential employees.

Career Opportunities: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the
company takes care of employee career aspirations serves as a powerful inducements to
potential employees.

Image or Reputation: Factors that affect an organisations reputation include its general
treatment of employees, the nature and quality of its products and services and its
participation in worthwhile social endeavors.



Poor image: If the image of the firm is perceived to be low (due to factors like operation in
the declining industry, poor quality products, nepotism etc.), the likelihood of attracting
large number of qualified applicants is reduced.

Unattractive jobs: if the job to be filled is not very attractive, most prospective candidates
may turn indifferent and may not even apply. This is especially true of job that is boring,
anxiety producing, devoid of career growth opportunities and generally not reward
performance in a proper way (e.g. jobs in post office and railways).

Government policy: Government policies often come in the way of recruitment as per the
rules of company or on the basis of merit and seniority. Policies like reservations (scheduled
castes, scheduled tribe etc.) have to be observed.

Conservative internal policies: Firms which go for internal recruitments or where labour
unions are very active, face hindrances in recruitment and selection planning.

RECRUITMENT- Relationship with other activities



Recruitment practices vary from one organization to another. Some organizations like
commercial banks resort to centralized recruitment while some organizations like the Indian Railway
resort to decentralized recruitment practices. Personnel department at the central office performs
all the functions of recruitment in case of centralised recruitment and personnel departments at unit
level/zonal level perform all the functions of recruitment concerning to the jobs of the respective
unit or zone.

The sources of recruitment may be broadly divided into two categories: internal sources and
external sources. Both have their own merits and demerits.
Internal Sources:Persons who are already working in an organization constitute the internal sources. Retrenched
employees, retired employees, dependents of deceased employees may also constitute the internal

Whenever any vacancy arises, someone from within the organization is upgraded,

transferred, promoted or even demoted.

External Sources
External sources lie outside an organization. Here the organization can have the services of: (a)
Employees working in other organizations; (b) Jobs aspirants registered with employment
exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by unions,
friends, relatives and existing employees; (e) Candidates forwarded by search firms and contractors;
(f) Candidates responding to the advertisements, issued by the organization; and (g) Unsolicited
applications/ walk-ins.


Merits and Demerits of Recruiting people from within



1) Economical: The cost of recruiting internal

1) Limited Choice: The organization is forced

candidates is minimal. No expenses are

to select candidates from a limited pool. It

incurred on advertising.

may have to sacrifice quality and settle

down for less qualified candidates.

2) Suitable: The organization can pick the

right candidates having the requisite skills.

2) Inbreeding: It discourages entry for

The candidate can choose a right vacancy

talented people, available outside an

where their talents can be fully utilized.

organization. Existing employees may fail

to behave in innovative ways and inject

3) Reliable: The organization has the

necessary dynamism to enterprise

knowledge about suitability of a candidate


for a position. Known devils are better

than unknown angels!

3) Inefficiency: Promotions based on length

of service rather than merit, may prove to

4) Satisfying: A policy of preferring people

be a blessing for inefficient candidate.

from within offers regular promotional

They do not work hard and prove their

avenues for employees. It motivates them


to work hard and earn promotions. They

will work with loyalty commitment and

4) Bone of contention: Recruitment from

within may lead to infighting among
employees aspiring for limited, higher
level positions in an organization. As years
roll by, the race for premium positions
may end up in a bitter race.

The merits and demerits of recruiting candidates from outside an organization may be
stated thus:


Merits and Demerits of External sources of Recruitment



Wide Choice: The organization has the

Expenses: Hiring costs could go up

freedom to select candidates from a large

substantially. Tapping multifarious sources of

pool. Persons with requisite qualifications

recruitment is not an easy task either.

could be picked up.

Time consuming: It takes time to advertise,

Infection of fresh blood: People with special

screen, to test and test and to select suitable

skills and knowledge could be hired to stir up

employees. Where suitable ones are not

the existing employees and pave the way for

available, the process has to be repeated.

innovative ways of working.

De-motivating: Existing employees who have

Motivational force: It helps in motivating

put in considerable service may resist the

internal employees to work hard and compete

process of filling up vacancies from outside.

with external candidates while seeking career

The feeling that their services have not been

growth. Such a competitive atmosphere would

recognized by the organization, forces then to

help an employee to work to the best of his

work with less enthusiasm and motivation.


Uncertainty: There is no guarantee that the

Long term benefits: Talented people could join organization ultimately will be able to hire the
the ranks, new ideas could find meaningful

services of suitable candidates. It may end up

expression, a competitive atmosphere would

hiring someone who does not fit and who may

compel people to give out their best and earn

not be able to adjust in the new setup.

rewards, etc.


Internal Methods:
1. Promotions and Transfers
This is a method of filling vacancies from internal resources of the company to achieve optimum
utilization of a staff member's skills and talents. Transfer is the permanent lateral movement of
an employee from one position to another position in the same or another job class assigned to
usually same salary range. Promotion, on the other hand is the permanent movement of a staff
member from a position in one job class to a position in another job class of increased
responsibility or complexity of duties and in a higher salary range.
2. Job Posting
Job Posting is an arrangement in which a firm internally posts a list of open positions (with their
descriptions and requirements) so that the existing employees who wish to move to different
functional areas may apply. It is also known as Job bidding. It helps the qualified employees
working in the organization to scale new heights, instead of looking for better perspectives
outside. It also helps organization to retain its experienced and promising employees.
3. Employee Referrals
It is a recruitment method in which the current employees are encouraged and rewarded for
introducing suitable recruits from among the people they know. The logic behind employee
referral is that it takes one to know one. Benefits of this method are as follows:

Quality Candidates

Cost savings

Faster recruitment cycles

Incentives to current employees

On the other hand it is important for an organization to ensure that nepotism or favoritism does
not happen, and that such aspects do not make inroads into the recruitment process.


External Methods:
External methods of recruitment are again divided into two categories- Direct External Recruitment
and Indirect External Recruitment methods.

Direct External Recruitment Methods

1. Campus Recruitment
In Campus Recruitment, Companies / Corporate visit some of the most important Technical and
Professional Institutes in an attempt to hire young intelligent and smart students at source. It is
common practice for Institutes today to hire a Placement Officer who coordinates with small,
medium and large sized Companies and helps in streamlining the entire Campus Recruitment
Benefits of Campus Recruitment

Companies get the opportunity to choose from and select the best talent in a short span
of time.

Companies end up saving a lot of time and efforts that go in advertising vacancies,
screening and eventually selecting applicants for employment.

College students who are just passing out get the opportunity to present themselves to
some of the best companies within their industry of interest. Landing a job offer while
still in college and joining just after graduating is definitely what all students dream of.

On the negative front, campus recruiting means hiring people with little or no work experience.
Indirect External Recruitment Methods
1. Advertisements
Advertisements are the most common form of external recruitment. They can be found in many
places (local and national newspapers, notice boards, recruitment fairs) and should include some
important information relating to the job (job title, pay package, location, job description, how
to apply-either by CV or application form, etc.). Where a business chooses to advertise will
depend on the cost of advertising and the coverage needed i.e. how far away people will
consider applying for the job.


2. Third Party Methods

Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and processed
whenever vacancies occur. Walk-ins provide an excellent public relations opportunity
because well-treated applicants are likely to inform others. On the other hand, walk-ins
show up randomly, and there may be no match with available openings. This is
particularly true for jobs requiring specialized skills.

Public and private employment agencies: Public and private employment agencies are
established to match job openings with listings of job applicants. These agencies also
classify and screen applicants. Most agencies administer work-sample tests, such as
typing exams, to applicants.

E-Recruiting: There are many methods used for e-recruitment, some of the important
methods are as follows:

a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.
b. Employer web sites: These sites can be of the company owned sites, or a site
developed by various employers.
c. Professional websites: These are for specific professions, skills and not general in

Gate Hiring and Contractors: The concept of gate hiring is to select people who approach on
their own for employment in the organization. This happens mostly in the case of unskilled
and semi-skilled workers. Gate hiring is quite useful and convenient method at the initial
stage of the organization when large number of such people may be required by the



Time-lapse data: They show the time lag between the dates of requisition for manpower supply
from a department to the actual date of filling the vacancies in that department. For example, a
company's past experience may indicate that the average number of days from application to
interview is 10, from interview to offer is 7, from offer to acceptance is 10 and from acceptance to
report for work is 15. Therefore, if the company starts the recruitment and selection process now, it
would require 42 days before the new employee joins its ranks. Armed with this information, the
length of the time needed for alternative sources of recruitment can be ascertained - before pinning
hopes on a particular source that meets the recruitment objectives of the company.
Yield ratios: These ratios indicate the number of leads/ contacts needed to generate a given number
of hires at a point at time. For example, if a company needs 10 management trainees in the next six
months, it has to monitor past yield ratios in order to find out the number of candidates to be
contacted for this purpose. On the basis of past experience, to continue the same example, the
company finds that to hire 10 trainees, it has to extend 20 offers. If the interview-to-offer ratio is
3:2, then 30 interviews must be conducted. If the invitees to interview ratio is 4:3 then, as many as
40 candidates must be invited. Lastly, if contacts or leads needed to identify suitable trainees to
invite are in 5:1 ratio, then 200 contacts are made.
Surveys and studies: Surveys may also be conducted to find out the suitability of a particular source
for certain positions. For example', as pointed out previously, employee referral has emerged as a
popular way of hiring people in the Information Technology industry in recent times in India.
Correlation studies could also be carried out to find out the relationship between different sources
of recruitment and factors of success on the job. In addition to these, data on employee turnover,
grievances, and disciplinary action would also throw light on the relative strengths of a particular
source of recruitment for different organizational positions. Before finally identifying the sources of
recruitment, the human resource managers must also look into the cost or hiring a candidate. The
cost per hire can be found out by dividing the recruitment cost by the number of candidates hired.



A clear, accurate and up-to-date job description is crucial to ensuring a good person-job fit. It is
worthwhile spending some time making sure that the job description matches the everyday reality
of the job.

Periodically evaluating the effectiveness of your recruitment strategy, such as the type of
sources used for recruiting, can be a useful activity. For instance, a cost-benefit analysis can
be done in terms of the number of applicants referred, interviewed, selected, and hired.
Comparing the effectiveness of applicants hired from various sources in terms of job
performance and absenteeism is also helpful. One could also examine the retention rates of
workers who were hired from different sources.



Once the applicant has become a candidate, it means she has the requisite skills to warrant an
investment of resources necessary to schedule, prepare and conduct an interview. These days
interviews are one of the most important factors in the selection process because the recruiter and
hiring manager are looking at more than what can the candidate do for the company. They are
looking for soft skills the candidate may have in terms of building teams, working in collaboration
with other professionals, and what the candidate can bring to the company that no other candidate
can. Interviews may be one-on-one for administrative and support positions; however, candidates
for management and director level positions can expect to be panel interviewed and judged on their
capability to interact with a variety of personalities while presenting her qualifications in a manner
that sells her capabilities to the prospective employer.
Selection is the process of obtaining and using information about job applicants in order to











To select means to choose. Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can
most successfully perform the job from the pool of qualified candidates.

The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organisation 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 mismatch 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 negative information about the company, causing incalculable


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 favourable 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 organisations 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.
Usefulness of Application Blank or Form
Application blank is highly useful selection tool, in that way it serves three important
1. It introduces the candidate to the company in a formal way.
2. It helps the company to have a cross-comparison of the applicants; the company can screen
and reject candidates if they fail to meet the eligibility criteria at this stage itself.
3. It can serve as a basis to initiate a dialogue in the interview.

4.Selection Testing
Selection tests or the employment tests are conducted to assess intelligence, abilities, and
personality trait.

A test is a standardized, objective measure of a persons behaviour, performance or attitude. It is

standardised 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 them are
1. Intelligence Tests: These are mental ability tests. They measure the incumbents learning ability
and the ability to understand instructions and make judgements. 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.
2. 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
3. Personality Test: The definition of personality, methods of measuring personality factors and
the relationship between personality factors and 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.
4. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and
problems an employee faces while at work.
5. Graphology Test: Graphology involves using a trained evaluator to examine the lines, loops,
hooks, stokes, curves and flourishes in a persons handwriting to assess the persons personality
and emotional make-up.
6. Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as the tests
subject answers a series of questions. It records fluctuations in respiration, blood pressure and
perspiration on a moving roll of graph paper. The polygraph operator forms a judgement as to
whether the subjects response was truthful or deceptive by examining the biological
movements recorded on the paper.



Tests are useful selection devices in that they uncover qualifications and talents that cant be
detected otherwise. They can be used to predict how well one would perform if one is hired, why
one behaves the way one does, what situational factors influence employee productivity, etc. Tests
also provide unbiased information that can be put to scientific and statistical analysis.
However, tests suffer from sizeable errors of estimate. Most psychological tests also have
one common weakness, that is, we cant use scales which have a known zero point and equal
intervals. An intelligence test, for example starts at an arbitrary point, where a person may not be
able to answer question properly. This does not mean that the person is totally lacking in
intelligence. Likewise, a person who is able to answer all the 10 questions correctly cannot be called
twice as intelligent as the one who was able to answer only 5.

SELECTION INTERVIEW: Interview is the oral examination of candidates for employment. This is the
most essential step in the selection process. In this step the interviewer matches the information
obtained about the candidates through various means to the job requirements and to the
information obtained through his own observations during the interview. Interview gives the
recruiter an opportunity
To size up the candidate personally;
To ask question that are not covered in the tests;
To make judgments on candidates enthusiasm and intelligence;
To assess subjective aspects of the candidate facial expressions, appearance, nervousness
and so forth;
To give facts to the candidates regarding the company, its policies, etc. and promote
goodwill towards the company.

Types of interviews:
Several types of interviews are commonly used depending on the nature and importance of the
position to be filled within an organization.
In a non-directive interview the recruiter asks questions as they come to mind. There is no specific
format to be followed.


In a patterned interview, the employer follows a pre-determined sequence of questions. Here the
interviewee is given a special form containing questions regarding his technical competence,
personality traits, attitudes, motivation, etc.
In a structured or situational interview, there are fixed job related questions that are presented to
each applicant.
In a panel interview several interviewers question and seek answers from one applicant. The panel
members can ask new and incisive questions based on their expertise and experience and elicit
deeper and more meaningful expertise from candidates.
Interviews can also be designed to create a difficult environment where the applicants confidence
level and the ability to stand erect in difficult situations are put to test. These are referred to as the
stress interview. This is basically an interview in which the applicant is made uncomfortable by a
series of, often, rude, annoying or embarrassing questions.

Steps in interview process:

Interview is an art. It demands a positive frame of mind on part of the interviewers. Interviewers
must be treated properly so as to leave a good impression about the company in their minds. HR
experts have identified certain steps to be followed while conducting interviews:

Establishing the objective of the interview

Receiving the candidates application and resume

Keeping tests score ready, along with interview assessment forms

Selecting the interview method to be followed

Choosing the panel of experts who would interview the candidates

Identifying proper room for environment

1. RECEPTION: The candidate should be properly received and led into the interview room. Start the
interview on time.


State the purpose of the interview, how the qualifications are going to be matched with
skills needed to handle the job.

Begin with open-ended questions where the candidate gets enough freedom to express

Focus on the applicants education, training, work experience, etc. Find unexplained gaps in
applicants past work or college record and elicit facts that are not mentioned in the resume.

3. EVALUATION: Evaluation is done on basis of answers and justification given by the applicant in the
4. PHYSICAL AND MEDICAL EXAMINATION: After the selection decision and before the job offer is
made, the candidate is required to undergo a physical fitness test. A job offer is often contingent
upon the candidate being declared fit after the physical examination.
5.REFERENCE CHECKS: Once the interview and medical examination of the candidate is over, the
personnel department will engage in checking references. Candidates are required to give the names
of 2 or 3 references in their application forms. These references may be from the individuals who are
familiar with the candidates academic achievements or from the applicants previous employer,
who is well versed with the applicants job performance and sometimes from the co-workers.
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.
A true understanding between line managers and personnel managers should be established
so as to facilitate good selection decisions. After taking the final decision, the organization has to
intimate this decision to the successful as well as unsuccessful candidates. The organization sends
the appointment order to the successful candidates either immediately or after sometime
depending upon its time schedule.

Interviewing Mistakes: May have been influenced by cultural noise, snap judgments, halo effect,
stereotyping, first impression etc.


PERCEPTION: Our 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











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







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




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. Appointments to public sector undertakings generally take place under such


Chapter 4
Data analysis and


Chapter 5
Conclusions and



The following are the suggestions received from the respondents of the questionnaire.
These suggestions are based on their awareness regarding The Recruitment and Selection



During the selection process not only the experienced candidates but also the fresh

candidate should be selected so as to avail the innovation and enthusiasm of new candidates.


In the organization where summer training facility prevailing then such kind of

practices must be adopted so that the student can learn and again from their practical views.


Candidates should be kept on the job for some time period; if suitable they should be

recruited. During the selection process, the candidates should be made relaxed and at ease.


Company should follow all the steps of recruitment and selection for the selection of the



Selection process should be less time consuming.


The interview should not be boring, monotonous. It should be made interesting. There must

be proper communication between the Interviewer and the Interviewee any the time of interview.


Evaluation and control of recruitment and selection should be done fair judgment.


Methods used for selection of candidates should be done carefully and systematically.


The attainment of goals and objective of any organization depend on the type and quality of

its manpower. To have right type of men at right job and at right time, the recruitment and selection
procedure should be fair and impartial.

This is indeed an important suggestion and authorities concerned should immediately look

into it and try to implement it.



Based on the analysis through the questionnaire responses the following is the conclusion of the
The organization follows the rules and regulation involved in their Recruitment and Selection
Procedure of the organization. However, there is some scope for improvement with regard to


The managers are fully satisfied with the existing Recruitment and Selection procedure.


The recruitment and Selection procedure should not be lengthy.


To some extent a clear picture of required candidates should be made in order to

search for appropriate candidates.

4. The Recruitment and Selection procedure should be impartial.


Chapter 6



Books:Personnel management by K.V Mishra, Aditya publishing house Madras, 1992.

CHHABRA T.N, Principles & practices of management, Dhanpat Rai and co. (p) Ltd, Delhi, 2000.

C.B. Gupta, Human resource management, text and cases, sultan chand and sons.1996







DEAR Respondent,
We are conducting a survey on the managerial satisfaction level for the RECRUITMENT
SELECTION PROCEDURE. Your free and frank opinion would be very valuable in conducting the
survey. Please answer the following questions with a (3) in the appropriate boxes:


1. If yes, then please specify the time period(s) for which the estimates are made?

(a). 0-2 years (b) . 2-3 years

(c). 3-4 years (d) . 4&above years.


2. Does your organization plan the recruitment policy?

(a). Yes

(b). No


3. What do you suggest should be the basis of forecasting?

(a). Total cost of project
(b). Past experience
(c). Different phases of project
(d). All of the above

4. Do you think the present recruitment policy is helpful in achieving the goals of the company?
( a). Yes

(b) . No

(c). To some extent


5. Through which source your organizations recruit the employees?

(a). Internally

(b). Externally (c). Both

6. Which of the following external sources you choose for the recruitment of the employees?
(a). Employee Exchanges Consultants
(b). Private Employee Agencies
(c). Campus Requirements
(d). Advertisements
(f) . Any other.



7. Do your organization recruit employees through latest method of recruitment through

Internet: (a). Yes

( b). No

8. If yes then the company use own web site or this purpose.
(a). Yes

( b). No

9. Is Internet recruitment is effective in your opinion?

(a). Yes

(b). No


10. Is there any provision for recruitment of summer trainees?

(a). Yes

(b). No

(c). To some extent

11. How much number of employees you train in a year?

(a). 5-10

(b). 10-15

(c) . 15& above

12. Is there any facility for absorbing the trainees in your organization?
(a). Yes

(b). No



13. Which type of technique is used for interview?

(a). Structured

(b). Unstructured

(c). Both


14. Is there any provision for evaluation and control of recruitment and selection process?
(a). Yes

(b). No

15. Does the procedure adopted for recruitment and selection of employees enables to give right
person at the right job?
(a). Yes

(b). No

(c). To some extent