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SUMMER TRAINING

REPORT
ON
RECRUITMENT&SELECTION
AT BPL DISPLAY DEVICES LTD

IN PARTIAL FULFILLMENT OF THE REQUIREMENT


FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION

Submitted to

Submitted by

INSTITUTE OF PROFESSIONAL
EXCELLENCE AND MANAGEMENT
PREFACE

Performance Appraisal procedure at different levels of Bokaro steel plant is given more

and more emphasis and importance these days. Human resource is the foundation of any

organization. In fact , the success or failure of any organization depends on quality of

employee’s appraised.

This project- report shares insight gained after going summer training in Bokaro steel

plant. It Highlights:

1. The procedure adopted by the organization to appraise the manpower.

2. It also incorporates the vision (future aspiration ),mission and basic philosophy

the organization adopted.

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ACKNOWLEDGEMENT

I would like to express my deepest regards to ------------------------for their guidance and

cordial support during my training period without which I couldn’t have completed my

training and Project Report.

I would also like to pay my sincere gratitude to -----------------for their constant

encouragement throughout my training and also in academic period.

My sincere thanks to our ---------------for giving me the


opportunity to undergo the summer training.
I cordially thank all the Faculty Members of ------------who helped in preparing this

report.

-----------------------

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TABLE OF CONTENT

PART-I

 COMPANY PROFILE……………………………………………1-11

 ORGANISATION STUCTURE……………………………………12-13

 MISSION…………………………………………………………….14

 PERFORMANCE……………………………………………………1 5

 PRODUCTS/SERVICES OF ORGANISATION…………………..16-17

 PROBLEMS OF ORGANISATION…………………………………18

 FUTURE OF ORGANISATION……………………………………..19

PART-II

 INTRODUCTION (RECRUITMENT&SELECTION)………………20-76

 OBJECTIVE ………………………………………………………………..77

 RESEARCH METHODOLOGY…………………………………………..78-82

 ANALYSIS…………………………………………………………………83-91

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 FINDINGS…………………………………………………………………...92

 RECOMMENDATION/SUGGESTION……………………………………93

 LIMITATION…………………………………………………………………94

 CONCLUSION………………………………………………………….95

 ANNEXURE…………………………………………………………….96-103

 BIBLIOGRAPHY………………………………………………………….104

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PART-I

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COMPANY

PROFILE

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COMPANY PROFILE

BPL Display Devices Ltd (BDDL) is the 80 per cent subsidiary of BPL. With 1400

employees, the capacity of the plant is 1.4 million color picture tubes per annum.

Formerly known as Uptron CPT, it became BPL forms alliance with Toshiba for flat

picture tubes Bangalore-BPL has entered into a strategic alliance with Toshiba

Corporation of Japan to manufacture pure flat picture tubes at its manufacturing unit in

Sahibabad in Uttar Pradesh.

India.

BPL Display Devices Ltd (BDDL), the 80 per cent subsidiary of BPL, will execute this

project. Toshiba’s relationship with BDDL began in 1986 as a technical collaboration for

the manufacture of 20-inch colour per month.BPL was start the production of pure flat

pictures tubes in early 2002 and the production volume targeted in the Ist year is 50000

unit per month.

This will be the first time pure flat tubes will be manufactured in

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The plant was overhauled, trial production commenced in September 1997, and the name

was changed to BDDL. Subsequently, the capacity was upgraded” said Ajit Nambiar

(BPL chairman and managing director)

To begin with, BDDL was selling about 80 per cent of the CPTs to its holding company

BPL while trying to expand its customer base. The plant is further upgradeable to 1.55

million CPTs per annum.

“Both partners will bring in their core competencies in display devices. Toshiba is the

acknowledged world leader in visual display products,” Nambiar added.

BPL is perhaps the first company to have taken the initiative to manufacture flat tubes in

the country.

The manufacture of pure flat picture tubes will provide BPL with greater speed and

flexibility, as well as aggressive pricing to accelerate its growth and market position in

the fast growing flat screen television segment, said Ajit Nambiar, BPL chairman and

managing director.

BPL Display Devices Ltd, (BDDL), a fully owned subsidiary of consumer electronics

giant BPL Ltd, has bagged the Rajiv Gandhi National Quality Award 2001 in the field

of Electrical and Electronic Industry

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BPL HISTORY .

BPL's history is inspiring, where in a span of 37 years; it

has grown from a single product company to a multi-

category, multi-product conglomerate, spanning 7 product

areas and over 230 products and services.

...............................................................................................................................................

In 1963, our Founder and Group Chairman TPG Nambiar began manufacturing

hermetically sealed precision panel meters in Palakkad, Kerala, under the name of British

Physical Laboratories. Having worked in UK and USA, when he came back to India

armed with a vision of pioneering the manufacture of superior quality electronic

products, he dreamed of making BPL a household name.

Over the years, BPL's growth has been subject to constant challenges. The

company was started at a time when the government had reserved many areas of business

for the public sector. It had also virtually barred most entrepreneurs from entering other

fields through reservations on licensing.

From 1980 onwards, when the industrial licensing was relaxed, BPL began

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manufacturing televisions, telecom equipment, demonstrating its potential and future

business area. In the early 1990s, after globalization and liberalization of the Indian

economy, competition entered the market. BPL retained its strong presence and growth

rate. Strategic alliances with international companies provided the technology for us

and set the standards of quality.

Using its experience of the market and the consumer, we concentrated on

importing technology, improving product quality, innovations and manufacture of

electronic products that enhanced the quality of life. After 37 years, BPL has

metamorphosed from an entrepreneurial venture, into India's biggest consumer

electronics company

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ORGANISATION STRUCTURE OF BPL.

The organization structure at BPL web trade is somewhat like this:

C.E.O.

Board of Directors

National Head (at Mumbai-branch)

Unit manger/ In charge

Assistant unit manager

Sales Sales Sales Sales


Executive Executive Executive Executive

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BPL MISSION

"BPL is committed to achieve a leadership


position in all its groups through utilization of the
best and most appropriate technologies, applying
the finest manufacturing disciplines and most
efficiently marketing high quality products and
services to consistently give its customers the best
value for their money."
.......................................................................................................................................................
.

At BPL, our objective is to deliver superior value to


investors and customers over the long-term. Moreover,
our mission is strengthened by 4 core beliefs:

Dedication to manufacturing.

Complete control over core components and


technology.

Nurturing and leveraging a powerful brand

Pursuing ethical business practices.

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PERFORMANCE

Our consolidated group revenues exceed Rs.24125.6 million or US$ 502.60 million
(Excluding power and BPL Innovision companies) for (March 2001-2002).
We are the first brand to sell one million colour televisions for three consecutive years
(1999, 2000, and 2001).
We provide superior returns to our 32,801 shareholders, the stated objective of our
company being, deliver superior value to investors and customers in the long-term.
We are market leaders in Home Entertainment, Home Appliances and
Telecommunications. We are No.1 in Colour Televisions, No.1 in Frost-Free Refrigerators,
No.1 in Alkaline Battery exports, No.1 in Cardiology Products, No.1 in Component and
Manufacturing and No.1 in Mobile Phone Services.
Our business areas include Home Entertainment, Home Appliances, Soft Energy, Health
Care, Components, Multimedia Products, Networking and Information Technology,
Wireless, Internet, Broadband and Technology Solutions and Power.
More than 18 million homes in India experience the convenience and joy that our brands
bring. In addition, more than 3 million customers are added every year to our ever-
expanding consumer base.

We employ more than 14,000 people including managers and skilled labour.

Our international collaborators include Sanyo, Toshiba, France Telecom, Siemens and
Media One.

We are the No.1 brand in India.

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We have committed Rs.240 million towards Oracle Financials, Data Warehousing, Call
Centers and e-business initiatives.

Our products are sold in many countries including UK, USA, Japan, Australia and the
Middle East.

We have 28 Factories, 5 Customer Business Units (CBUs), 21 Customer Interface Units


(CIUs), over 3000 Dealers and 500 Service Centres, 6 Call Centres and 3,00,000 Outlets
for batteries.

We have a range of over 230 Products and Services to make your life more exciting. And
enrich your lifestyle

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PRODUCTS/SERVICES OF ORGANISATION

The company diversified into consumer electronics field ,colour television

receivers,black & white television video cassettes recorders etc.The products are

marketed under the brand name BPL.

-The company was embarked on the export oriented project for manufacture of eco

friendly Alkaline Batteries.

-BPL Automatics Ltd and Uptron colour picture tubes Ltd are the subsidiary

companies of company.

-The company launched new cooking range incorporating Italian technology,the

company also introduced two new models of ultrasound scanners embodying the

latest technology & three new models of electrocardiographs with advanced

technology.

-BPL mobile has introduced three new models with hand free kits in mobile on the

spot package.The three models include Motorola Amio A 180, Siemens S6 power

.The latest model in the industry.

-BPL mobile has introduced the automatic roaming service.

-BPL announced the launch of BPL bye india .com a youth portal which will provide

a platform for youth to converge,communicate , consult &connect.

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PROBLEMS OF ORGANISATION

 Many people working in BPL has been recruited for the wrong job and as a result

company is not able to utilize their full potential.

 Tradition of hiring people based on personal connections when the person is not

qualified for the job this is vivid case in BPL.

 Poor recruitment and misprofiling of individuals who will in turn become part the

problem in the system.Managers involved in the recruitment should not hire the

employees that should start as soon as possible.

FURURE OF THE ORGANISATION

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In the years ahead, BPL Display Devices Limited is looking to consolidate its position in

Colour Picture Tube manufacturing and leadership. Future plans include increasing the

21" Pure Flat sales and production. A percentage of the overall sales targets are expected

to be met with the export of picture tubes and coincide with a further increase of plant

capacity to 1.8 million per annum. By developing in-house equipment building and Tube

design capabilities, BDDL is aiming to be the best CPT manufacturer in India with a

strong global presence.

BDDL is confident of ISO 14001 certification by the end of March 2002 and the TPM

processes are slated for launched in future.

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PART-II

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INTRODUCTION

THEORETICAL CONCEPTS

RECRUITMENT

Before an organization can fill a job vacancy, it must find people who not only are

qualified for the position but also who want a job.

Recruitment is the process of finding and attracting capable applicants for

employment.The process begins when new recruits are sought and ends when their

applications are submitted.The result is a pool of applicants from which new employees

are selected.

According to Flippo: “Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in organization.”

Theoretically, recruitment process is said to end with the receipt of application in practice

the activity extends to the screening of applications to eliminate those who are not

qualified for job.

Although it can be quite expensive, organizations have not always viewed recruitment as

systematically as other HR functions such as selection. During the coming years,

however the importance of recruitment will increase for many organizations for at least

two reasons:

 A majority of companies think that they will face shortage of employees who

posses the necessary skills for the jobs.

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 The downsizing and cost saving measures undertaken by many companies in recent

years have left recruitment budgets much smaller than before.

Thus, recruiters should be acquainted with new and more cost-effective ways of

attracting qualified applicants.

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A DIAGNOSTIC APPROACH TO RECRUITMENT

The process:

Various factors in the environment affect the recruitment process. The recruitment

process begins with an attempt to find employee with the abilities and attitudes desired by

the organization and to match them with the tasks to be performed. Whether potential

employee will respond to the recruiting efforts will depend on the attitudes they have

developed towards those tasks and the organization on the basis of their past social and

working experiences. Their perception of the task will also be affected by the work

climate in the organization.

How difficult the recruiting job is depends on a number of factors:

Internal influences such as organizational work culture, company products, company’s

size, goodwill of company.

External influences such as government and union restrictions and the labor market,

plus the employer's requirements and candidate’s preferences.

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External influences:

Government and union restrictions

Government regulations prohibiting discrimination in employment and hiring have a

direct impact on recruiting practices. Although there is no guaranteed way to avoid legal

entanglements associated with recruiting, some basic principles of sound recruiting

practices can be followed.

a) Post notices regarding the availability of a job.

b) Publish a list of qualifications necessary to fill the job. Distinguish between

essential qualifications and desirable ones.

c) Use recruiting sources that will reach the greatest number of potential applicants in

the job market.

d) Be wary of establishing qualifications that might directly or indirectly exclude

members of protected groups.

e) Be sure the job qualifications are applied to every applicant in a consistent manner.

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speed and flexibility, as well as aggressive pricing to accelerate its growth and market

position in the fast growing flat screen television segment, said Ajit Nambiar, BPL

chairman and managing director.

BPL Display Devices Ltd, (BDDL), a fully owned subsidiary of consumer The plant was

overhauled, trial production commenced in September 1997, and the name was changed

to BDDL. Subsequently, the capacity was upgraded” said Ajit Nambiar (BPL chairman

and managing director)

To begin with, BDDL was selling about 80 per cent of the CPTs to its holding company

BPL while trying to expand its customer base. The plant is further upgradeable to 1.55

million CPTs per annum.

“Both partners will bring in their core competencies in display devices. Toshiba is the

acknowledged world leader in visual display products,” BPL is perhaps the first company

to have taken the initiative to manufacture flat tubes in the country.

The manufacture of pure flat picture tubes will provide BPL with greater electronics giant

BPL Ltd, has bagged the Rajiv Gandhi National Quality Award 2001 in the field of

Electrical and Electronic Industry.

BDDL formally started its TPM activity in April 2002. The unit manufactures colour

picture tubes (CPTs) in 20 and 21-inch sizes and the capacity has been upgraded to 1.86

times the installed capacity. BDDL turned around in March 2002 to start pursuing various

quality initiatives under its JiPM TPM approach towards excellence.

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.DIAGNOSTIC MODEL

External Environmental Internal Environmental


Influences Influences
• Govt.Regulations & • Strategy
Laws • Goals
• The Union • Organizational Culture
• Economic Conditions: • Nature Of the task
domestic & • Work group
International • Leader’s style &
• Composition Of labor experience
force

HUMAN RESOURCE PROCESSES

Acquiring Rewarding Developing Protecting and


Human Human Human Evaluating
Resources resources Resources • Safety,
• HR • Performanc • Orientation health and
planning e Evaluation & Training wellness
• Job • Compensati • Developme • Evaluation
Analysis & on nt
design • Benefits & • Career
• Recruitment Services Planning
& Selection

Desirable End Results

Socially responsible and Competitive, high quality Competitive,


high
Ethical practices products quality services

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Composition of labor force and location of organization

As the number of legal requirements has increased, it has become more important for an

organization to analyze the composition of workforce. Such analysis is done to

determine whether the firm's employment practices are discriminatory. The location of

the organization and the relevant market will play a major role in the composition of the

work force.

Therefore, government and union restrictions labor market conditions, the make up of the

work force and the location of the organization are external forces that affect each other.

None of these forces are necessarily more important than any other force. Each of them

must be considered in developing a sound recruitment plan that results in an effectively

functioning organization.

INTERACTIONS OF THE RECRUIT AND THE ORGANIZATION

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The nature of the organization and the goals of the manager are highlighted in the above

diagram, as is the nature of the task. The techniques used and the sources of recruits vary

with the job. As far as the applicants are concerned, their abilities and past work

experience affect how they go about seeking a job.

The organization's view of recruiting

Several aspects affect recruiting from organization's viewpoint: the recruiting

requirements set, organization policies and procedures, and the organizational image.

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Recruitment requirements

The recruiting process necessarily begins with a detailed job description and job

specification. Without these, it is impossible for recruiters to determine how well any

particular applicant's fits the job. It should be made clear to the recruiter which

requirements are absolutely essential and which ones are merely desirable. This can help

the organization avoid having unrealistic expectations of potential employees: an

employer might expect applicants who stand first in their class, are president of all extra

curricular activities, have worked their way through school, have 10 years of experience

and are willing to work for long hours.

Contrasted with this unrealistic approach, the effective organization examines the

specifications that are absolutely necessary for the job. Then it uses these as its

beginning expectations for recruits.

Finding applicants who possess the needed skills for a job is the "science" of recruiting.

Beyond determining whether an applicant has the skills needed for the job, recruitment in

the coming years will also have to determine whether the applicant will function well

within the culture and value system of the organization. An interview performance in

terms of interpersonal styles is one of the most critical factors used by recruiters to

evaluate prospective job candidates.

Organization policies and practices

In some organization's, HRy70-=M policies and practices affect recruiting and who is

recruited. One of the most significant of these is promotion from within. This policy

means that organization's recruit from outside the organization only at the initial hiring

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level. They feel this is fair to present loyal employees and assures them a secure future

and a fair chance of promotion, and most employees favor this approach. Some

employers also feel this practice helps protect trade secrets.

Organizational image

The image of the employer generally held by the public can also affect the recruitment.

All else being equal it is easier for the organization with a positive corporate image to

attract and retain employees than an organization with a negative image.

The good or bad, well-known or unknown images of these organizations will affect how

they are viewed by the job recruits. The organizations image is complex, but it is

probably based on what the organization does and whether it is perceived as providing a

good place of work. The larger the organization, the more likely it is to have a well-

developed image. A firm that produces a product or service the potential employee

knows about or uses is also more likely to have an image for the applicant.

The organization's image is also affected by its industry. These images change. Job

applicants can seldom have interviews with all the organizations that have job openings

of interest to them. Because there are time and energy limits to the job search, they do

some preliminary screening. One of these screens is the image the applicants have of the

organization, which can attract or repel them.

In sum, the ideal job specifications preferred by an organization may have to be adjusted

to meet the realities of the labor market, government or union restrictions, the limitations

of its policies and practices and its image. If an adequate number of quality people apply,

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the organization may have to adjust the job to fit the best applicant or increase its

recruiting efforts.

The potential employees view of recruiting

The applicants have abilities, attitudes and preferences based on past work experiences

and influences by parents, teachers and others. These factors affect recruits in two ways:

how they set their job preferences and how they go about seeking a job.

Preferences of recruits for organization and jobs

Recruits have a set of preferences for a job. The recruit also faces the limitation of labor

market, government and union restrictions and the limits of organizational policies and

practices. The recruit must anticipate the compromises just as the organization does.

What factors affect the organization decision? A more educated set knows the labor

market better, have higher expectations of work and find organization's that pay more and

provide and more stable employment.

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Job search and finding a job: the recruit

It is not always enough to be simply in the right place at the right time. The effective job

searcher creates opportunities in a systematic way. Effective job search involves several

steps including self-assessment, information gathering and networking, targeting specific

jobs and successful presentation.

The job search process begins with self-assessment. The purpose of self-assessment is

for job searchers to recognize their career goals, their strength's and weaknesses,

interests’ values and preferred life styles. This information is later used in the search

process to help the applicant assess whether there is a fit with a particular job offer. The

assessment is similar to what organizational recruiters will be doing, only from the

perspective of the applicant.

Information gathering and networking are methods for generating lists of potential

employers and jobs, information sources include newspapers, trade publications, college

recruitment offices and organizational insider

METHODS OF RECRUITING

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Most job openings are filled with people from within the organization and entry-level

positions are the most likely to be filled by external sources. Methods for internal

recruiting include job posting, skill inventories, job bidding and referrals. Methods of

external recruiting include school and college recruiting, advertising, and using

employment agencies and executive research firms and the internet.

Internal versus external recruiting methods

Internal recruiting methods include posting position openings, distributing memos within

the organization and searching organizational databases for a match between the skills

required to perform the job and the skills held by the current employees. This method of

recruiting looks to internal sources to fill positions and encourages promotions from

within. External recruiting methods include advertising position. Whether managers

choose internal or external-recruiting methods depends on the degree to which

organization's strategy encourages promotions and transfers from within the organization.

Recruiting from within can lead to job satisfaction and motivation if employees see new

career opportunities available. In addition filling positions with existing employees

ensures to large ext6ent that these employees are socialized as to the organization's

culture and personality. However problems can arise if the internal promotion system is

not viewed as fair.

The best way to avoid negative backlash when hiring or promoting from within is to

install fair practices and procedures. If steps are taken to ensure a fair internal

promotional process, most people will accept their loss and remain productive and useful

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organizational citizen. External recruiting method helps bring new ideas and approaches

to the organization.

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Internal recruiting methods

Job positing

Many positions can be filled as a result of posting the job opening on the bulletin boards,

announcing the opening in a company newsletter or posting announcement on the

companies intranet. A job posting procedure enables employees to strive for a better

position within the company. Notices of important openings should include all-important

information about the job.

Some firms have turned to computers to make their job posting more fruitful. All

employees who wish to participate, complete questionnaires about themselves, which

include items concerning relocation willingness and preferences as well as training and

educational backgrounds. A few skills are selected out of the total that best represent

their functional skills. When a position needs to be filled the requirements are matched

and candidates selected.

Although positing jobs can be an efficient method of recruiting, numbers of problems

have been associated. Example it can lead to personal bias and stiff competition.

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Skills inventory

Another recruiting method is the use of skill inventories. Essentially a skills inventory

includes a list of employee names, their education, training, present position, work

experience, relevant job skills and abilities and other qualifications. The organization can

search through the company skill inventory to identify potential candidates for the

position opening.

Job bidding

These procedures typically specify that qualified applicants from within the bargaining

unit must fit all jobs covered by the agreement. Those interested in the vacancy bid for

the job by applying if they are qualified. The individual fills the position with the highest

seniority from among the qualified applicants. In some cases applicants take competitive

examinations. However only current employees are eligible.

Using a job bidding system is normally very easy. However it can present some

difficulties.

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Referrals

An excellent source of information is current employees who may know someone who

would be qualified and interested in the open position. To entice employees to make job

referrals, some companies offer a referral bonus. People tend to associate with people

like themselves, if the employee fits the organization, chances are his or her referrals will

be good. Employees, whose referrals are hired, are often willing to serve as a mentor to

ensure their referrals succeed in the company.

EXTERNAL RECRUITING METHOD

School and college recruiting

Recruiting at high school or vocational schools is often a strategic approach adopted by

organizations with position openings at the entry level or internal training programs.

Recruiting at the college level serves as a major source for acquiring managerial,

professional and technical skills.

The gap that exists between the skills those organizations will need over the next several

years and those currently possessed by potential employees is growing. The number of

jobs requiring a college degree is on the increase. Unfortunately for the organization it is

a very time consuming and expensive exercise. But pressures from the external

environment will continue to force organizations to be highly visible and active in this

kind of recruiting.

In college recruiting the organization sends an employee usually called a recruiter, to

campus interview candidates and describes the organization to them. Coinciding with the

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visit, brochures and other literature about the organization are often distributed. The

organization also runs ads to attract the candidates.

In the typical procedure, those seeking employment register at the college placement

service. This placement service is a labor market exchange providing opportunities for

students and employers to meet and discuss potential hiring. Preliminary interview with

employers is done. Students are given detailed influence about the job and the profile.

Salaries are negotiated. The expenses are borne by the organization. Many of the

changes are designed to reduce overall recruiting costs while maintaining a strong

applicant's flow into the organization. The trend seems to be for an organization to

develop a stronger, ongoing relationship with a relatively select number of schools.

Advertising

Advertising job openings in newspapers, magazines, newsletters and other media sources

is a relatively inexpensive recruiting mechanism. Advertising is useful for filling open

position quickly. Advertising usually does not target a specific audience. Specified

defined advertisements will attract qualified applicants, dissuade unqualified ones from

applying and make the recruitment process more efficient.

Private employment agencies

Private employment agencies vary considerably in size and effectiveness as good sources

of employee and must be chosen carefully by employers and job seeking alike. A

preliminary interview is conducted for the applicants. Unfortunately some agencies are

more concerned with placing employees quickly than in effecting a good match between

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the employee and the organization. The discrepancy can be reduced if the HR managers

give detailed and specific requirements.

The internet and the WWW

One of the fastest growing recruitment methods is the internet and the WWW.

Companies who do use the internet as a recruiting source appear to be happy with the

process and the results. It allows access to broader set of people and hence broader set of

expertise and skills.

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UTILIZING RECRUITING RESOURCES

Companies frequently use a variety of internal and external recruiting strategies to locate

and hire their workers. Although one technique may work well for some organizations,

the same technique may prove ineffective for others. Some technique may mesh well

with the organization's competitive strategy, but others do not.

By integrating both internal and external recruiting techniques, a company can develop

an overall recruiting plan that is specifically tailored to support its overall strategy and

result in selection of highly qualified applicants.

Exactly how many recruits are needed can be determined from past recruitment efforts.

Specifically a yield ratio can be developed for each position to be filled. A yield ratio is

the number of candidates who pass a particular recruitment hurdle divided by the number

who attempted the hurdle.

It is important to keep in mind that the plan should support the companies overall

strategic approach.

Re- Recruitment strategies

Re-Recruitment strategy is a series of steps a company can take and retain key

employees. Re-Recruitment strategies are a good idea, but essential in turbulent times

such as after downsizing or a major organizational restructuring. Key employees are

defined as employees whose loss would have a most detrimental effect on the

organization.

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Once the key employers have been located, the next step is to determine what can be

done to motivate them to remain with the organization. A flexible work arrangement will

mean something different to every employee, so it is important to dearly delineate what

key employees want and need with respect to flexibility. Flexibility can also be offered

by introducing compressed work weeks, flexible starting times and comp time where

workers can leave work for an hour or two to deal with family matters. An increase in

the compensation can also help retain a key employee. Retention bonuses have also been

used successfully as a means of getting technical staffers. Without a salary adjustment

key employees may be stolen away by competitors.

Career development opportunities

College graduates entering work force for the first time are clear about their expectations

and are less willing to adapt their values and work styles to accommodate to their

employers.

The following factors entice first careerist to stay with the job and the company:

1. Immediate involvement in the essential work of the firm.

2. The ability to apply newly learned knowledge and skills.

3. The opportunity to understand the big picture of the firm.

4. Rapid career development.

5. Rapid salary advancement.

6. The opportunity to learn new skills.

Companies are responding to these needs by offering a variety of programs for new

employees. One factor that should be considered prior to selection is the "fit" between

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the individual career objectives and the career path that can be realistically offered by the

firm. Career plateau which refers to the point in a career where future hierarchical

movement is unlikely, has become a real problem in organization's today. Downsizing

and restructuring has severely restricted the potential for vertical movement in many

managerial carriers.

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ALTERNATIVES TO RECRUITMENT

Another strategic business decision can be made is not to recruit. Instead they can rely

on alternative staffing options.

Common alternative staffing options

 Traditional temporary help

A potential employee is recruited, tested, screened and employed by a temporary

staffing agency. They assign qualified individuals to work at a clients site,

generally to support or supplement the current work force.

 Long term temporary assignments

It is becoming increasing popular for an organization to staff part of its work force

with temporary workers on an ongoing basis. These individuals are not considered

short-term replacements, but more a part of the regular work force.

 Part time employees

Workers who work less than 40 hours a week are considered part time employees.

They can be organization's pay roll or assigned via a temporary agency.

 Employee leasing

A Company will transfer some of its employees to a leasing firm. The leasing firm

then leases back the workers to perform the same job they did for the Client

Company. However the leasing firm is now responsible for cost and work

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associated with the typical HR functions such as Payroll, benefits and record

keeping.

 Independent contractors

Independent contractors are self-employed individuals who market a specific skill

they posses to a variety of companies. A Company will hire them for a specific

project or contract. Payment is usually based on the time and effort the individuals

put forth on the project and expenses are frequently reimbursed.

 Outsourcing services

An independent company with expertise area will contract with a firm to take full

responsibility for that specific function in the organization.

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EVALUATING THE RECRUITING METHODS

Given the importance of recruiting to the organization the method used in recruiting

should be evaluated periodically. One of the most important reasons to evaluate

recruiting method is to determine the cost versus benefits of various methods. When

recruiting method do not attract enough applicants many organization’s respond by

raising the salaries. Although some job applicants may be enticed by money, this may

not be a cost-effective method of recruiting. Further employees within the organization

may perceive inequity if new employees are brought in at a similar or even higher salary.

Recruiting costs include factors such as the cost of advertising, the salaries and travel

expenses of recruiters, travel expenses of potential job applicants and recruiting agencies.

These costs must be weighed against factors such as the potion of acceptance offers. At a

minimum, organizations should compare the length of time applicants from each

recruiting source stay with the organization with the cost of hiring from a particular

source. The effectiveness of recruiting method varies among organizations and even jobs

within the same organization.

46
THE SELECTION PROCESS

Selection is the process of choosing individuals who have the qualifications to perform a

particular job well. Organizations differ as to the complexity of their selection systems.

Some organizations make a strategic decision to fill positions quickly and inexpensively

by scanning application forms and hiring individuals based on this information alone.

Other organizations however make a strategic decision to choose the best person possible

by having an elaborate and sometimes costly selection system. These systems may

require potential employees to fill out application forms and provide information for a

background check, take a number of job related tests, and perform well through a series

of interviews. Most organizations have more than one selection process.

Application blanks and resumes

The initial screening of potential employees is usually done by examining resumes and 1

or having applicants fill out an application blank. Items that should be requested on an

application include general biographical information. Much of information gathered on

application blanks is objective so that the human resources manager can verify it.

Verification of information on an application is becoming increasingly important to avoid

claims of negligent hiring.

An employer is guilty of negligent hiring if he or she failed to perform a thorough

background check on an employee whose infliction of harm could have been predicted.

Once the application has been verified, it can be numerically scored to make it

comparable to others. The process of qualifying an application is called weighting an

application. The use of a weighted application blank involves placing a value or score

47
for the items on the application that have been found to predict successful job

performance. Applicants receive points according to the information they report on the

form and can then be ranked based on their total points.

Although weighted applicants blanks have been found to be predictive of future

performance, the time and cost of developing an effective are often prohibitive.

Resumes are often instead of application blanks. Job applicants develop their own

resumes, which should include essentially standard information.

TYPES OF SELECTION TESTS

A number of selection tests have been developed to aid the human resources manager in

hiring employees. The following section covers mental ability test, work sample tests,

trainability tests, personality and interest inventories and honesty tests as selection

devices.

Mental ability tests

Paper and pencil tests have been developed by psychologists and are used by

organization's to measure mental ability and aptitude. Ability and aptitude tests examine

a variety of tests such as general intelligence, an understanding of spatial relationships,

numerical skills, reasoning and comprehension.

Work samples

Also called performance tests, work sample tests measure the ability to do something

rather than the ability to know something. These tests may measure motor skills or

48
verbal skills. Work sample tests should test the important aspects of the job. Since job

applicants are actually performing a small portion of the job, it is difficult to "fake" ones

ability on these tests.

One of the most effective ways to design work sample tests is by using the results of a job

analysis, because the results of a job analysis indicate which tasks are most critical and

which are required for successful competition of the task. It is easy to determine which

activities need to be represented on the tests.

Trainability tests

For jobs in which training is necessary due to

1. The skills level of the job applicants

2. Changing nature of the job, trainability tests are useful.

Essentially the goal is to determine the trainability of the candidate. In the first step of

the process, the trainer demonstrates how to perform a particular task. Then the job

applicants are asked to perform the task while the trainer helps to coach him or her

through the process several t8mes. Finally the candidate monitors the performance,

recording any errors, to determine the overall trainability of the job applicant.

But work sample tests and trainability test have shown to have high to moderate success

predicting job performance.

Personality and general interest inventories

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Personality and general interest inventories are tests that have no "correct" or "incorrect"

answers. Interest tests are used to measure an individual's work and career orientations.

Personality tests focus on identifying traits or typical behaviors of individuals and are

used to measure a variety of traits including aggression, self-esteem and type A behavior.

Although personality and general interest inventories are tests that have no "correct" or

"incorrect" answers. Interest tests are used to measure an individual's work and career

orientations. Personality tests focus on identifying traits or typical behaviors of

individuals and are used to measure a variety of traits including aggression, self-esteem

and type A behavior. Although personality tests can be costly, they can help human

resources manager's determiner individual characteristics opt obtained from a resume,

thus increasing the likelihood of finding a go "fit" between the job position and the

employee.

A serious criticism of personality inventories is their tendency to be invasive in that they

seek to "uncover” revealing data about a person's psyche. Companies that use this type

of pre employment tests must therefore ensure that the information they seek and the way

they use this information are relevant to the job in order to prevent lawsuits by rejected

applicants.

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THE INTERVIEW

Most organization's, regardless of size, use interviewing as a selection method.

Interestingly, interviews have been criticized for being unreliable sources of information

due to perceptual and judgment errors on the part of the interviewer. Example

interviewers often form a first impression of the job applicant based on the influence

obtained on the application blank or the first two minutes of the interview.

Another type of perceptual error is called the Halo effect. In this case, one characteristic

or behavior of the job applicant overrides all or most other characteristics.

Contrast effects have also been found to distort interviewer judgments about job

applicants. Contrast effects occur when the interviewer evaluates a job applicant by

comparing this person to previous job applicants.

Other perceptual errors can distort an interviewers evaluation include stereotyping,

leniency, strictness and central tendency errors.

Establishing a system for conducting an interview can improve the reliability and validity

of interview assessments.

Types of interviews

Interviews can be classified into three general categories: structured, semi structured

and unstructured.

• Structured

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When conducting a structured interview, the interviewer asks questions from a

prepared list and does not deviate from it except for some follow up questions.

During the interview, the interviewer records his or her thoughts and reactions on

a standard organizational form. When different interviewers reach the same or

similar conclusion about a given candidate, the interpretation reliability is high.

Unfortunately this type of interview is very restricted.

Two most common types of structured interviews are the behavioral description

interview and the situational interview.

The behavioral description interview allows you to gather and evaluate

information about what candidates have done in the past to predict how they will

act in the future. A thorough job analysis of the job is done for which the

interview is being developed. The specific KSA0s are uncovered, required by the

job as well as appropriate and important behaviors performed by the job

incumbents. Next questions will have to be designed which elicit the behaviors.

The second type of structured interview is the situational interview. In this job

experts develop questions that focus on situations that might arise in the actual

job. It is conducted with a panel of interviewers, each of them independently rate

the applicants. This type of interview is kinder to the applicant because a past

example does not have to be provided.

• Semi structured

Here only the major questions are prepared in advance and are recorded on a

standardized form. This type of interview involves some planning on the part

52
of the interviewer but allows for some flexibility regarding exactly what and

how questions are asked. Although the inter rater reliability is not so high as

with structured interview, the information obtained may be richer and possibly

more relevant

• Unstructured interview

The unstructured interview involves little planning or no planning on the part of

the interviewer. Due to lack of planning, the interviews tend to vary greatly

between interviewers and also between interviewees. Unstructured interviews

have low reliability and seldom yield valid and useful information.

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MANAGERIAL SELECTION DEVICES

Selection devices for managers can differ from non-managerial employee selection.

Assessment centers were developed to tap these numerous managerial skills by collecting

work sample information. an assessment center is not a place but a process. In this

process trained professional evaluators, called assessors, observe and record and evaluate

how a candidate performs in simulated job situations.

Although the validity of assessment center tends to be high, some problems recently have

been identified with this selection device.

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RECRUITMENT AND SELECTION - OVERVIEW

Till recently the rules of recruitment were very retrogressive. Companies simply hired

fresh graduates or MBAs - seeking out the top rankers - started them off as trainees,

paternally oversaw their vertical progress and repeated the process every year. On the

rare occasions that they had to recruit at higher levels, they advertised - the discreetness

of the address matching the stature of the company as a coveted employer - or used

services of a head hunter and chose on the basis of a track record. Job hoppers were

never favored and companies hired everyone for lifetime.

Now a recruitment revolution is beginning. And the people whom company will soon

compete for most fiercely will be those who have earned their spurs in different

functions, companies, industries- and not one company, one function specialist. Having

succeeded in hiring them, CE0s must not expect all of them to stay. Some will leave the

company when the company changes its operational focus - as it must to stay ahead of

change and needs different kind of people. Others will opt for entrepreneurial careers in

favor of employment. Yet others will go back to school to restrictions educate

themselves and proceed to the next phase of their portfolio careers.

Abandoning their old policies of hiring only at the bottom, therefore companies will have

to induct new talent at every level, including those where internal promotions were once

developed rigueur. Even the search for CE0s will intensify as new competitors look for

team captains and existing companies feel the need for new qualities - not available in

house - in their CE0s. Infact the search for the right people at every level will pick up

pace.

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And while companies will have to develop innovative techniques to beat the competition

at recruitment hotspots like campuses, they must also look outside their conventional

hunting grounds. For that is where people with unorthodox Winning ideas will come

from CE0s looking for breakthrough marketers will have to recruit them from other

industries since everyone already in the sector will only offer tired ideas. Hunting for

knowledge workers, company have to raid research laboratories, non-governmental

organization's, college staff-rooms and even sports fields. In addition, the quest for

managers with the ability to lead mega projects will have to be global and not limited to

the country.

At the organizational level, companies must tailor their work force recruitment plan to

corporate objectives, drawing up the profiles of suitable fires accordingly. Company

focusing on new business development will have to seek entrepreneurial abilities;

companies planning to withdraw from diversifications must look for pragmatists;

companies chasing growth through alliances should hire people comfortable in different

cultural backgrounds. Above all companies must hire for the future, anticipating jobs

that may not be in existence yet.

Therefore, recruitment of managers must focus not on functional expertise, but for

attitudes and approaches that fit the corporate goals and culture. Among the qualities that

companies will have to screen, therefore will be interests, disposition, attainments, and

general intelligence, special aptitudes are even physical makeup. For every job that a

company seeks to fill therefore the must prepare psychological profiles of the ideal

candidate. And to test candidates for a fit with that profile, companies will increasingly

have to use psychographics testing techniques such as Thomas Profiling. Myers- Bdgg

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Type indicator, or the particular preference Inventory that draw up the complete

psychological and behavioral characteristics of an individual.

The test for personality traits will involve using unconventional tools like graphology.

Also on test will be candidates result orientation analytical ability, initiative,

communication skills and innovativeness, giving employers as much information as

possible with which they decide whether an individual will be appropriate for the job. To

validate the conclusions of the tests, line managers and human resources personnel who

conduct interviews will have to be trained interviewing skills. And companies will have

to use multi-session depth interviews ad of one off interactions to explore different facets

of a candidate under different circumstances and varying degrees of pressure.

What are the elements which companies must use to entice top talent’? Compensation

will be crucial only till it isn't absurdly below. The competitor offer Instead recruiting

teams will have to market their company as a place where employees have fun working,

particularly to people that the company is trying to hire from old-fashioned organizations.

A corporate culture that cares for people and gives them room to grow will be a

company's strongest magnet for attracting good people. CEOs will have to ensure that

their line managers and human resources department design unconventional jobs and

daring responsibilities to create offers that their targets cannot refuse. And if pursuing

the right person and convincing him to agree takes time, the companies should be willing

for it. In the knowledge economy, the corporate quest for intellectual capital will be a

continuous process.

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Recruitment costs

Low cost per hire may affect the quality of recruiting. Companies may think that the cost

of hire may be high but if the company is able to attract the best talent, the company is

successful. Quality of hire is a useful metric. to assess the strength of the recruiting

process.

Some companies evaluate candidates through multiple interviewers, assessment tests,

reference and credit checks, background and educational verifications. Even with all of

these techniques, companies continue to realize the same "bell curve" distribution of

employee performance. Others are smarter, they apply the technique of position,

profiling to identify top performers and to change the bell curve.

Companies can design a brief performance evaluation process and use it on new entrants,

within 6 and 18 months of joining. The quality of performance puts the recruiting

process to test.

While filling internal positions, the recruiting manager responds to his internal customer -

the line manager. Measure of customer satisfaction proves to be a precious technique for

fine-tuning the system. Recruiting managers use post hire surveys and evaluations for

this purpose.

It is important for companies to document pre hire requirements and conduct post hire

evaluations. Managers also seek feedback from the candidates themselves. Such data

could give insights into further streamlining the recruiting process.

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How long before they are in?

Recruitment cycle time is measured by the time taken to fill a vacancy. Another metric is

staffing time ratio - the ratio of actual time in days to start to pre-contracted time to start.

The contracted time to start is to agree upon between the hiring manager and the recruiter

and it can be changed during the recruiting process with mutual consent.

Internal hiring a more viable option

Corporate recruiters have a dangerous bias towards hiring from an outside source.

Industry giants like HLL and Tata's believe in homegrown talent. More often than not

heavy recruitment happens at entry level and incumbents move along a structured career

path as they grow with the company. The pool of talent keeps widening and gains

richness with time. As a result, it is never a daunting task to fill roles created out of

unexpected situations.

On the other hand fast growing, innovative relatively newer firms tend to focus more on

external hires, a strategy guided partly by default and partly by design. Largely all

companies end up using a mixed strategy.

Some companies believe that external hiring give facts about the competitors. External

hiring brings in new ideas, perspectives, competencies and readymade skills that do away

with the need for much investment on training. On the other hand internal recruitment

works fine, sometimes better. The culture of certain companies may be such to mould

the existing employees for further vacancies.

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Internal hiring cut out on downsizing

Building an internal talent pool works as an innovative answer to overstaffing, especially

if the company is wary of downsizing as the option.

Internal hiring: more than just filling a slot

Recruiting by itself serves a single purpose filling a slot. But when a company favors

internal over external sources, it also addresses the critical issue of succession planning.

It does not cater to executive replacement alone, it underlines a commitment to leadership

development. A greater pool of talent can be harnessed at a short notice without the

hassles of an elaborate search externally and without investing in further hiring and

training costs.

The above kind of a process involves psychometric profilers, offsite interactive

workshops, multi rater feedback processes, management games and options as simple as

observation and past performance records.

Recruiting ... in spite of odds.

Recruitment business has dropped by almost 40% lately and the situation may remain

low profile at least for the coming months. There is general reduction in intake;

recruiters are shying away from taking fresher or even people from cross-functional

industries so that there is less investment in training. Organizations are trying to

reallocate jobs, add portfolios to existing positions even considering outsourcing. Jobs

are diminishing, merging or even disappearing altogether. While there are definite signs

of conventional recruitment activity having slowed down, there are strong signals that

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organizations are successfully experimenting with more innovative techniques of talent

scouting and sourcing of requisite skills need to replenished.

Innovative Sourcing… Its happening

70% of recruitment in India happens through the direct advertising route. Use of

recruitment consultants is the second most favorite technique. Head hunting is very

much in demand along with in depth interviewing. The Indian recruiter may have access

to the best of Indian recruitment consultancy firms as well as the cream of international

search firms, all fiercely competing on grounds of quality and value added service.

However, he has started looking for different sourcing options. Employee referrals, for

one is gaining popularity.

Employee referrals

BPL DISPLAY DEVICES LTD. on personal contacts is still a strong source of

recruitment and is capitalized in ways that are more sophisticated by many organizations.

BPL DISPLAY DEVICES LTD in the manufacturing sector is reported to have adopted

"company-opting schemes" whereby employees are promoted to recruitment positions

and rewarded for their ability to become good recruiters.

Recruiters have accepted the fact that recruitment advertising is an intricate process,

involving a psychic attitude change. Its not about a simple job announcement in a

newspaper. It is about attracting quality people who are not desperately looking for a job.

An international restaurant chain realizes that the candidates need to have a feel of the

company before they decide to apply for a job. The company planned a two-day event

for potential recruits to walk in and meet managers personally, see videos and slide

shows about the company. The open days also marked a change in direction as far as the

61
recruiting process was concerned. Instead of screening for basic skills and experience,

the company concentrates on recruiting people for their personality, so that people could

fit in.

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A new selection aid

All India Management Association (AIMA) has taken a useful initiative by introducing

an all India level test for the employability of prospective management employees

(TEM). The test is administered to candidates who are in the final year of MBA

programs or an equivalent course or have less than 2 years of post qualification work

experience. Candidates are tested on parameters like general management skills, thinking

skills, awareness of current business and economic environment and on their functional

areas like marketing, finance, HRD, operations. Etc.

TEM has been endorsed by 62 companies like HLL, Ceat LTD, ITC Ltd, L&T, GEC

Alsthom Ltd, DCM, Shriram etc. the scores achieved by the candidates in this test

along with other details are sent to corporate to be short listed for 'Interviews and

subsequent placement. Corporate houses get access to scientifically evaluated candidates

from allover the country without having to visit each and every campus, thus saving time

and effort. On the other hand, the candidates get access to a host of companies without

individually applying to them.

A suitable recruitment strategy

An effective recruitment system like any other HR sub-system needs to be sync with the

business strategy and objectives of the organization. Organizations adopt specific

recruiting strategies tailored to their business needs. These business needs may change

depending on the stage of growth of the organization.

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Recruitment strategy varied with stage of growth of the organization

Business situation Characteristics of business Characteristics of


situation candidate
Starting a new business Financial risk Vision
No systems/procedures In-depth knowledge
/ Organization Staffing
Operational experience base is Organizing and team
lacking. Building.
Limited relation with
Suppliers, customers.
Turnaround Need for rapid decision Strong leader
making. Strong analytical skills
Weak competitive position. Business strategist
Low esteem/morale. Good crisis management
Bureaucratic organization Skills.
structure. Credibility.
Incompetent/inefficient
personnel.
New acquisitions New management proving Analytical ability
themselves Relationship building
Existing management skills
defensive about change Credibility.
Need to integrate acquired
company with parent
Liquidation of business Weak competitive positions Determination
Low returns Highly analytical in case
Low morale, deficiency of of cost/benefits
skills Willing to do dirty jobs
Need to cut losses and make Wants to be respected not
decisions just liked
Redeployment Low short term/long term risks Good manager of change.
Resistance to change Highly persuasive.

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Mismatch of organization Supportive.
resources and need Risk taker.
Lack of strategic plan for quite
some time.

What are the skill sets

Process skills are being given more importance as compared to solely technical skills.

Recruiters are keenly selecting for general attributes like ability to cope with change,

leadership, entrepreneurship, project management, tolerance of uncertainty, management

skills and communication ability. The five top skills sought in entry level candidates on

campus are communication skills, team working, listening and problem solving.

RATIONALE TO THE STUDY

Recruiting and screening is the first line of defense when it comes to bringing the right

people into the organization. Determining who the right people are should not end with

65
experience and education, but with personality, attitude, communication abilities, and

other behavioral characteristics that fit the organization

The overall aim of the recruitment and selection process should be to obtain at minimum

cost the number and quality of employees required to satisfy the human resource needs of

the company.

Hitting the hiring bull's eye is one of an executive most important and most difficult

responsibilities. Using interviews, reference checks and sometimes-even personality

tests, they try to infuse logic and predictability into hiring. Still, success remains elusive.

If hiring has always been a daunting task, today's economy makes it more so. The global

scope of business has increased the demand for talented senior executives in the

corporate ranks. Meanwhile supply is shrinking as more and more people-in particular

promising MBA's choose to work for start up ventures or go Into businesses for

themselves. At the same time the nature of work itself is in flux.

Until the 1990s, jobs were pretty uniform. In the classic, functional organization cultures

were relatively comparable, too - formal, hierarchical, and based on individual

achievement. But with the advent of new organizational forms such as joint ventures and

strategic alliances and with growing prevalence of teams, free agents and networking,

finding the right person to fill a job has become more complex.

What competencies, after all these new kinds - of companies and cultures require?

Nowadays the CEO's of two companies in the exact same industry may need entirely

different skills and personal styles to succeed.

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Many talented people leave their organizations because senior managers don't understand

the psychology of work satisfaction; they assume that people who excel at their work are

necessarily happy in their jobs. Strong skills do not always reflect or lead to job

satisfaction. Many professionals, particularly the leagues of 20-30 something's streaming

out of today's MBA programs, are so well educated and achievement oriented that they

could succeed in virtually any job. But will they stay?

The answer is, only if the job matches their deeply embedded life interests.

Personal values have changed with workers of the new millennium. Employee/ employer

loyalty has diminished and work environment and a "work/life" balance are more

important than ever. It is clearly evident that as we move into the new millennium, only

companies than ever.

It is clearly evident that as we move into new millennium, only companies that have a

world-class recruitment, placement and retention solution will survive .

Considering the above scenario studying the recruitment and retention strategies was the

most appropriate topic for my end term project. Since successful practices of HR begin

with an appropriate selection process and retaining the best talent within the company is

another challenge.

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ROLE OF JOB DEFINITION IN RECRUITMENT

The job definition plays a crucial role in the recruitment process since it

helps define the expected qualifications and background for the

-managerial level. The job definition does take place prior to the

recruitment process, which involve the line manager largely judging the

job profile. This helps recruit the right person for the right place, but the

jobs profile of only technical people follow the path. Incase of general

managerial level etc the job definition outlines a sketch of required

competence. The person is then molded along the career path.

The image concerned job. The requirements markedly differ for the managerial and non

built by BPL DISPLAY DEVICES LTD. and the reviews of the analyst are a reinforcing

factor in the minds of the prospective employees. BPL DISPLAY DEVICES LTD. is also

leading the market and is ahead of BPL DISPLAY DEVICES LTD.

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Recruitment patterns – Internal and external

BPL DISPLAY DEVICES LTD.

BPL DISPLAY DEVICES LTD. follows both internal and external recruitment processes

for managerial and non-managerial level.

Procedure of Recruitment

The following are the sources of recruitment:

• Employment exchange

• Direct recruitment (through advertisement, etc.)

• Internal promotion/selection

• Transfer on deputation from public sector undertakings

BPL DISPLAY DEVICES LTD. – The internal hiring is a common feature amongst the

PSU’s. BPL DISPLAY DEVICES LTD. indulges in internal hiring for the staff and the

managerial level. In both cases promotion on basis of performance is a common factor. In

fact in the managerial level the merit is the only basis of internal recruitment. In case of

the non-managerial level it may be promotion or if the employee has added some

qualification to his skill set.

The internal hiring definitely is dependent upon the next level vacancy. As the employee

moves higher up the ladder up the ladder the recruitment at the senior level becomes

strictly merit based. Hence the promotions are tougher. Also the success of succession

planning is more relevant for the senior people.

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In BPL DISPLAY DEVICES LTD. Promotion involves a movement from a post in the

higher grade along with respective promotion channels specified for the purpose.

Employees are eligible for consideration for promotion within the same cadre/discipline

on completion of the prescribed eligibility period and attainment of satisfactory standards

in conduct and performance.

Promotions are based on the following criteria:

• Performance of reflected in appraisal/confidential reports.

• Qualification

• Seniority

• Discipline viz. clearance from vigilance and disciplinary angle.

Transfer

The services of all employees are transferable to any place in India in the service of the

corporation at the discretion of the Management.

In BPL DISPLAY DEVICES LTD., main considerations and need for transfer of officers

• Organizational recruitment in terms of functional and managerial skill for

manning various positions;

• Exigencies of corporation’s work;

• Filling in vacancies consequent upon promotion of officers or on creation of new

posts;

• Rotational assignment aimed at career development of officers;

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• Demand at a particular location requiring specialized knowledge or experience.

Officers having direct public dealings are also normally considered for transfer after 3-4

years on a particular post etc. Various activities undertaken for conducting

recruitment exercises

Nomination of professional agency

• Preparation of scope of activities pertaining to written test to be performed by the

Agency

• Constitution of Tender Committee for deciding nomination of Agency.

• Calling of quotation from the concerned parties

• Preparation of comparative statement of quotations

• Final nomination of the Agency

Release of Advertisements

• Preparation of draft advertisements

• Handling over the advertisement material to the Agency.

• Publication of Advertisement in selective newspapers throughout India as well as

the employment news through the Advertising Agency.

Question paper for General Aptitude is common for all candidates.

• Printing of question papers (under tight security)

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Sealing and dispatch of question booklets to various test centers (under tight security)

Pre-written Test Activities by Agency

• Receipt of Applications through post box from Post Office. Applications are

invited from all parts of India Generally 3-4 weeks time is given so that response

is maximum. Also there are some remote areas in India where courier service is

not available hence postal service takes normal 7 days time.

• Screening of Application

• Entry / processing of bio-data of candidates in computers in the Performa

prescribed by BPL DISPLAY DEVICES LTD.

• Printout of candidates eligible for appearing in written test-location wise and

discipline wise

• List of Ineligible candidates (Rejected Applications)

Setting of Question papers

• Setting of objective – type questions papers – one for General Aptitude and one

for concerned discipline.

Admit cards for written test

• Preparation of material for Admit cards.

• Computer printing of Admit cardsDispatch of Admit cards to eligible candidates

Nomination of supervisors / officers

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• Nomination of various supervisors and officers by the Agency as well as TOC for

supervision/irrigation at test centers.

• Preparation of Instruction Manual for information and guidance of nominated

officers.

• Setting up of a central room at Headquarters

Conducting of Written Test

• Written test of 2 hrs. duration is conducted at all the venues in 16 different cities

(as on date) throughout India on a specified date the number of venues / cities

vary depending upon the number of candidates appearing in the test and other

related factors.

• Feedback about attendance of candidates in Written Test is given to Control

Room.

• Correction and dispatch of Answer sheets under sealed by the Agency to its

Headquarter at New Delhi.

Evaluation of Answer Sheets

• Evaluation of answer sheets for respective discipline by the Agency.

• Dispatch of results of writer test in order of merit to TOC for deciding cut-off

marks for short listing the ca

The certificate and other documents of the candidates are verified on the specified

interview date at the venue itself. Dispatch of letters for GD/GT and Interview

• Handling of craft letter for printing by the Agencies

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• Dispatch of call letters to candidates for GD/GT and interview in 4 metro cities

viz – Delhi, Mumbai, Chennai, Kolkota.

Conducting of GD/GT and Interview

• Simultaneous conducting

• Declaration Forms duly filled in by the candidates along with copies of relevant

documents are making over to the selection committee members before interview.

• Candidates appearing in GD/GT and Interview are reimbursed rail are limited to

Ist class/II tier AC by the shortest route at the venue on production of documentary

proof thereof.

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Selection Procedure:

The selection methodology comprises three stage process written test, GD/GT and

personal interview for judging different faults of knowledge, skills, attitude and aptitude.

Candidates will have to pass through each stage successfully before being judged suitable

for selection. Each stage of selection is treated as qualifying/elimination at the stage of

written test, the cut-off percentages of marks for each deceptive and category are decided

taking into account the number of vacancies, reservation requirements and of candidates

in the concerned disruptive.

These candidates are required to appear both GD/GT and interview respective of their

performance, since these two stages of selection are conducted independent of each other.

However, they are required to score minimum presented markets in both GD/GT and

interview acting, which they are disqualified at the tune of preparing the select panel.

Preparation of Overall Results

• Compilation of marks obtained in written test, GD/GT and interview.

• Preparation of select panel of candidates in order of merit for each discipline and

category.

• Distribution of selected candidate among different dimension of TOC, depending

upon work force requirements.

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Role of Top Management

BPL DISPLAY DEVICES LTD’s top management takes a lot of initiative in the

interview process. The management also makes efforts to contribute to an efficient

recruitment process. In order to encash on the experience and skills of the Ex Executive

directors or retired directors, the company involves them in the recruitment process. Not

only does it save the energy and effort of the company but also allows the inputs of the

more experienced set of Top-level people.

For the staff level the regional head or the line management is involved in the recruitment

process. In case of recruitment through advertisement, the top management plays a

significant role in the final interview process.

Organizational and environmental factors affecting recruitment

Factors like organizational image do not affect the recruitment process a great deal

because as it the companies have a limited budget allotted for the recruitment process.

Relations with labor unions have little effect on the recruitment process. The cost

associated with recruitment is a very important factor. The budgets allotted at the

beginning of the recruitment process are an in depth evaluation of the financial situation

of the company. Hence, in case of recruitment through advertisements the cost incurred is

very high.

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OBJECTIVES OF THE STUDY

 To study the Recruitment and Selection Practices at BPL DISPLAY DEVICES

LTD.

 To identify the factors considered by the company prior to the recruitment

process.

 To study how the company establishes a fit between their business strategy and

recruitment strategy.

 To study how the company has coped with changes in the market vis a vis its

recruitment process.

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RESEARCH METHODOLOGY

SOURCES OF DATA COLLECTION

Primary Sources

The primary data was obtained on wide scale ranging from pre-designed formats to open

ended interviews. The primary means were:

 Questionnaires were administered across the top-level managers in the HR

department of the company chosen organizations.

 Discussions were held with some employees in order to obtain their views on the

recruitment strategies followed by them.

Secondary Sources

Data was also screened from secondary sources particularly from various journals in

order to supplement details of recruitment trends globally and locally.

Company’s Websites and other news contents over internet also provided a great help in

conducting the present study and prepare this report.

SAMPLE DESIGN

Type of sampling: Random sampling method was used to obtain data.

Sample Area: New Delhi

Sample Size:20 Recruits

DATA ANALYSIS

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Que 1. Are you satisfied with the recruitment process adopted by the

company?

satisfied
not satisfied

INTERPRETATION:

It was observed that 80% recruits were satisfied and 20% recruits were

not satisfied with the recruitment process adopted by the company.

Que 2. Do you want to work on a casual, part time ,or full time basis?

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Casua
Part Ti
Full Ti

INTERPRETATION

It was observed that 60% of recruits want to work full time, 20%

Preferred casual or part time.

Que 3. Does the company prefer experienced persons or freshers ?

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Experienced
Freshers

INTERPRETATION

It was observed that company prefers the experienced persons ,instead

of fresher.

Que 4. Which according to you is the important parameter in

measuring the knowledge of the person while selecting?

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Theoretical
knowledge
Learning Ability

Analytical Skill

Practical
Knowledge

INTERPRETATION

It was observed that 40% of employees think practical knowledge ,25%

think analytical skill ,20% learning ability and 15%think theoretical

knowledge is important parameter.

Que 5. The feedback of non selected persons is important for the

company?

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Strongly Agree
Agree
Neutral
Disagree

INTERPRETATION

It was observed that 50% of the recruits were strongly agree ,25% are

agree ,15% were neutral ,10% are disagree.

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SWOT

ANALYSIS

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STRENGTHS

The organization perceived as a fair and model employer.

Highly satisfied and motivated workforce.

Excellent training opportunities.

Low level of absenteeism.

WEAKNESSES

Some of the weaknesses are

1. Employees are not satisfied with the training and awareness for organization

goal.

2. Employees are not satisfied with the approach with which the sccess is

measured.

OPPURTUNITY

.There is a boom in the technology so, the company can take advantage of this

Technological boom by adopting the system of recruitment like video conferencing etc.

1. More of talented people are available these days due to more and more emphasis

on professional education. So company can hire these talented people.

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THREATS

Some of the threats are-

Increasing competition :Today many companies are there in the market and struggling

hard to capture more & more market share.

Tax policy:The Government can raise the tax –rates due to increasing entrants in this

company.

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FINDINGS

It is observed that 80%t of the employees are satisfied and 20% are not satisfied by the

recruitment process adopted by the company.

The employees are highly laborious and dedicated towards work and it leads to very low

absenteeism.

Employees are highly satisfied with attitude of the head of department and working

environment of the company.

 In BPL employee turnover is very frequent because of strong

competitors existence in market..

 It was find that 60% of recruits want to work full time, 20%

wants to work causal or part time

 50% recruit are srongly agree ,25% are agree ,15% are neutral

,5% are disagree with the feedback taken by the non selected

candidates.

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RECRUITMENT POLICY

1. Recruitment only in light of organizational growth and expansion, attrition,


replacements, creation of new function (s).

2. Recruitment would be planned and carried out based on the work force plan.

3. Each recruitment position should have clearly defined job specification and job
description.

4. Work force planning has to be carried out for all functions and locations.

5. There will be four sources for prospective candidates: HR Dept. Data base, web
based career Consultants, Placement Consultants, Classifieds. However,
Consultants and Classifieds should be used only if the HR Dept. database and
web based career consultants are unable to provide suitable candidates.

6. When sourcing candidates from the consultants, constant feedback should be


maintained between the agency and the HR Department/Location
Head/Departmental Head on the status of candidates.

7. Interviewers identified for each position should be at least two level/grade


(wherever possible) above the incumbents position.
8. Use of classified should be resorted to only when the requirements are very
voluminous or skill level very specific.

9. The Locations Heads would empanel 2-3 Placement Consultants for manpower
requirements at their location and keep Manager-HR at HO informed. The
credentials of placement consultants should be ascertained prior to their
empanelment with the organization.

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10. All placement consultants who are empanelled are required to sign off on ‘Terms
and conditions’. The terms and conditions are to be strictly adhered to. Normally
as per the company policy, consultants would be paid maximum one-month’s
gross salary for every selected candidate. However, in case it exceeds, Managing
Director’s approval is required before signing the agreement.

11. A candidate interviewed and subsequently not selected should be informed as


such within two weeks of the interview date. A formal letter of reject, from the
HR Dept/Location Head should be sent in all such cases. (Annexue-1)

12. A selected candidate has proposed fitment and compensation will be decided
only by the Manager-HR in conjunction with the Head of the recruiting
Dept/Location.

13. Reimbursement of travel costs (for outstation candidates) will be as per the
grade/level of the position and as per the Business Travel Rules applicable
therein. However, prior approval by the Sr. G.M./Manager-HR would be
required before calling any one from outstation for interview.
14. Antecedent verification of candidates should be carried out after the joining of
candidate (Annexure-II). However, references given by the candidate must be
contacted by phone to verify the reliability of the candidate before handing him
over the letter of intent. His last employer should be contacted immediately on
his joining or before joining in consultation with the candidate.

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PROCEDURE

Manpower Planning

1. In the beginning of each financial year, the Location Heads and the Departmental
Heads at HO shall prepare a Manpower plan based on business activity planned.

2. The manpower plan would contain the following-Number of people required,


categories, function, location, skill level, experience, job description, need for the
position.

3. This manpower plan would be discussed and finalized during the annual
conference. Final approval by the Managing Director would also be taken then and
there.

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PRE-INTERVIEW

1. The Location Head or Departmental Heads as may be, will put in a written
request to the Manager-HR (only from the sanctioned manpower plan) as per
Annexure-III.
2. For each such request, the HR Department first refers to the manpower plan.

3. Once it is verified with the manpower plan approved by MD, the HR Department
will search its own data base and also put up the vacancy on the web for
prospective candidate. If unable to locate suitable candidates, the HR Department
will source from placement consultants.

4. In case of paucity of time or urgent requirement, the Location Head will skip the
above three points and directly contact the consultants, interview candidates and
finalize in consultation with their Sr. G.M. Concerned.

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PROCEDURE FOR CANDIDATES SOURCED FROM PLACEMENT
CONSULTANTS

1. Requirements to consultants must be in the form of a written communication.


Each such communication should mention the following details :
JOB POSITION, SKILL REQUIREMENT, LOCATION, QUALIFICATION,
WORK EXPERIENCE, TIME FRAME FOR JOINING.

2. The resume received from the consultant(s) need to be screened for their
compatibility with the job requirement.

3. The HR Dept/Location Head/Departmental Head will shortlist all suitable


candidates and accordingly inform the consultant.

4. The HR Dept and the departmental head concerned would nominate one person
each to be on the interview panel. The person so nominated should be adept in
interview skills and have relevant expertise in the said function.

INTERVIEW

1. The interview panel would meet the candidate as per the interview schedule.

2. The panel must refer to the Interview Assessment from (Annexure-IV) and record
their observations therein.

3. Interviews should be crisp, precise and two way dialogues.

4. Once the interviewee has left, the panel must record its observations before calling
on the next candidate.

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5. The Short listed candidates should be called again for a subsequent meeting if
required.

POST INTERVIEW

1. The successful candidates(s) would be issued Letter of Intent by Manager-HR after


approval by the Managing Director.

2. In case of Branches, the resume of selected candidate after telephonic reference


checks along with the recommendations for position and compensation package
would be sent to Manager-HR who in turn will consult the Sr. G.M. Concerned and
take final approval from Managing Director for appointment. Letter of Intent would
be issued within maximum 48 hours of receipt of papers, otherwise reasons would
be known to the location head.

PROCEDURE FOR SELECTION THROUGH ADVERTISEMENT

1. Once the need for a placement advertisement has been ascertained by the HR

Department (Where requirement is very large and/or skill required very specialized)

the process would be initiated.

2. The HR Department will consolidate the following information:- Function

requirement, Level/Grade, Number of vacancies, Locations, Work Experience, skill

level/educational qualification, Job Description, Job Code, Contact Person, Date of

release, media selection.

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3. The HR Department will contact the official advertising agency and share the need

for an advertising release. The ad agency would be asked to give the media estimate,

publications, and artwork charges for the classified.

4. The media estimate and artwork charges would need to be formally approved and

sanctioned by the Managing Director.

5. The ad agency will then present the artwork and indicate dates of release.

6. The necessary modification done to the satisfaction of HR will be made in the


artwork. The final draft will be shared with the Head of Dept/Location concerned.

7. The agency will then be asked to prepare for the final launch.

8. The HR dept. should be in readiness once the ad is launched.

9. resumes to be destroyed.

10. Function wise files must be maintained wherein applications received should be filed
city / locations wise. A serial number is to be given to each application stored in the
file.

SELECTION PROCESS

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The selection process aims to establish the ‘best fit’ between job requirements on the one
hand and the candidate qualifications on the other.

The following steps are followed in the process:-


1. Screening – the screening of bio-data is completed first by HR and then by the
concerned Functional Head. The short-listed candidates are then called for an
interview.

2. Selection – The preliminary interview is conducted by HR. the final interview is


conducted by a panel consisting of the concerned Functional/Divisional Head and
on the appraisal of the probationer’s performance. A confirmation letter is issued to
the employee upon confirmation, a copy of which is maintained in his personal
file.

Reappointment/Extension of service
Reappointment/extension of service is granted at the discretion of the management
only in special circumstances.

Trainees are also confirmed on the successful completion of their training period
on the basis of their performance.

 To compare between traditional recruitment methods and recent internet


recruitment method to find out which one is really effective in reducing cost as
well as time in the process of recruitment.

 To find out if internet recruitment can lower recruitment cost drastically.

 To analyze the cost difference between conventional method of recruitment and


internet recruitment method.

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This project is a sincere attempt to achieve these objectives. Now to reduce cost and to
increase profit most of the organizations are using internet as a source of recruitment. E-
recruitment has emerged as a global phenomena. So I have chosen cost reduction through
internet recruitment’ as my research topic.

The sample for this project is chosen from the newly recruited candidates in BDDL due
to unavoidable reason and time constraint.

 The sample size is small as it contains data of only 25 people.

 The data for this project work is collected from both primary as well as secondary
data.

Observation by the researcher is the source of the primary data used in this project.
The sources of secondary data include:
1. Books on Human Resource Management

2. Human Capital Magazine

3. Internet

RECOMMENDATIONS / SUGGESTIONS

1. The biasness attached with the responses should been removed.

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2. Counseling of employees should take place so the personnel level of

employees from the recruitment procedure could have be checked?

3. Most of the recruitment should be through open advertisement system so that

the company get more competent and more talented people .

4. Some psychological test should also be conducted to know their aptitude,

confidence and other abilities

5. There should be more rigorous screening of application forms.

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LIMITATIONS OF STUDY

1. The study on recruitment and selection practices at BPL DISPLAY DEVICES

LTD. involve the study of all the divisions of BPL DISPLAY DEVICES LTD.

due to time constrain the study was not extended to the recruitment..

2. Due to time constrains a discussions could not be held with other employees as to

their personnel level of satisfaction from the recruitment and selection practices

and procedures.

3. Also there is a lot of heavy bias attached with the responses because of personnel

experience. The people interview there is from GM's to Executive directors to

head personnel. Hence the inputs would vary greatly amongst them due to the

difference in level of authority and experience.

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CONCLUSIONS

With the liberalization bringing in new talent and increased competition, recruitment has

taken strategic dimensions. The overall aim of the recruitment and selection process

should be to obtain at minimum cost the number and quality of employees required to

satisfy the human resource needs of the company.

It is evident from the study that organization ‘s which have responded to the change in

the environment by reviewing its functions have attained success. BPL DISPLAY

DEVICES LTD. draw their manpower extensively. These manpower plans have close

linkages with the corporate objectives and business plans. These are drawn after a

detailed analysis following a sanction.

The budget and the sanctions heavily determine the recruitment pattern in the PSU’s.

Being a PSU also limits its strategies undertaken to market the image of the company.

Also it has to meet the quotas set for SC/ST by government. Till a year back Campus

recruitment was very much there but it has been discontinued as it was felt there was

some biased ness attached to it as BPL DISPLAY DEVICES LTD. visits only Premier

Institutes.

In case of recruitment through advertisement the candidates are screened via written test,

which is outsourced to an agency. This agency is only broadly communicated about the

requirements. The final interview is held by the organization.

Internal hiring is there for managerial level, which may or may not involve the written

test .The Top management is involved in the recruitment process. The evaluation process

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involves the assessment of all factors from Education to experience, mobility etc, the

weightage differs depending upon the nature of the job.

BPL DISPLAY DEVICES LTD. also has taken lead to make its recruitment and

Selection procedure more efficient. It is in the process of making it on –line registration

and results of the examination can been seen by candidates on internet.

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ANNEXURE

1. . Is there a policy stating the organization’s philosophy on recruitment


Yes/No

and selection?

If yes then please give brief description (in few words)

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___

2. . Is there a formal process in place for identifying job vacancies?


Yes/No

If yes please specify?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___

3. Briefly describe the process from needs identification through final approval

authorization?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___

4. Is a job analysis conducted for each position? Yes/No

5. Does the job analysis accurately identify the essential ‘can do’ skills Yes/No

needed (i.e. skills, abilities, knowledge, education and experience)?

If yes then please mention your preference.

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(i) _______________ (ii) ______________ (iii) _______________

(iv)_______________ (v) ______________

6. Does the job analysis accurately identified the essential ‘will do’ skills Yes/No

needed (i.e. leadership, interpersonal, entrepreneurial, communication

and good a If yes then please mention your preference.

(i) _______________ (ii) _______________ (iii) ________________

(iv) ______________ (v) _______________

7. Does the policy contain procedures to guide managers through the Yes/No

recruitment and selection process?

If yes then please give brief description (in few words)

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___

8. Is consideration given to internal candidates for all or some job Yes/No

openings before outside recruitment begin?

If some positions are determined not to be filled from within, can you

please suggest its parameters?

9. Are recruitment strategies (methods to obtain qualified candidates) set Yes/No

before recruitment begins?

Who participates in the strategy development?

_______________________________________________________________________
_______________________________________________________________________

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_______________________________________________________________________
___

Does this strategy include affirmative action and diversity needs? Yes/No

10. Which method is generally used to recruit the employees in your

organization?

a) Campus

b) Consultants

c) Internet Recruiting

d) Walk-ins

11. Are you satisfied with the recruitment process adopted by the company?

a) yes b) no

12. Do you want to work on causal, part time,or full time basis?

a) causal b) part time c) full time

13. Does the company prefers experience person or freshers?

a)experience b)fresher

14. The feedback of non selected company is important for the company?

a) strongly agree b)neutral c)disagree

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BIBLIOGRAPHY

• L.M Prasad : HUMAN RESIRCE MANGEMENT, Sultan chand & chand

• Robbins Stephen P. 1998, Organization Behavior ,Pearson Education

• Luthans Fred –Organization Behavior

• www.bplworld.com

• www.magindia.com/manarch/news/man2660.html

• www.financialexpress.com/fe/daily/19990628/fco28032p.html

• www.bplworld.com/group/corporatenewsandcareers/newsarchive2002.asp#1

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