Project Report

On

Recruitment and Selection Process

In

AEGIS

In the Partial Fulfillment of the Requirement of Master of Business

Administration in Human Resource

Submitted to : Submitted By:

Vandana Shahista Parveen
MBA -IVth Sem.
Roll No. : 581117289

SIKKIM MANIPAL UNIVERSITY

Sukhmani Information Systems (P) Ltd.

2nd floor, Shravan Plaza, Sapru Marg, Hazratganj, Lucknow

1
 DECLARATION

I Shahista Parveen declare that the project report entitled “RECRUITMENT AND
SELECTION PROCESS” in SIKKIM MANIPAL UNIVERSITY is an original
and bonafide work done by me during the academic year 2012-2013. This is being
submitted in the partial fulfillment of the requirement for the award of degree of
the MASTER OF BUSINESS MANAGEMENT. The matter embodied in this
report has not been submitted for the award of any other degree or diploma.

Place: Date:

2
 ACKNOWLEDGEMENT

I deem it a great privilege to thank all those people who helped me to complete
this project work. I express my sincere thanks to the management of the SIKKIM
MANIPAL UNIVERSITY for giving me this opportunity to undertake the
project work.

I am deeply obliged to my project guide Miss Vandana, without whose guidance

and encouragement at all levels , the study wouldn’t have been completed.

Also, I do thank and remember my friends for their effort and helping hand.

Every effort has been made to enhance the quality of work. However, I owe the
sole responsibility of the shortcoming, if any, in the study.

Shahista Parveen

3
 CONTENT

Chapter 1 Pag
e
No.
 Introduction 1
 Scope of the Study 4
 Objectives of the Study 4
 Literature Review 5
Chapter 2

 Industry Profile 10-

 CompanyProfile 19

 The Policies Related to Recruitment and Selection Followed at NFCL 20

 Recruitment and Selection Process followed at NFCL 27

Chapter 3
Research Methodology

 Introduction 34
 Tools and Methods of Data Collection 34
 Sample Profile 34
 Limitations of the Study 34
 Recruitment and selection process 35

4
Chapter 4
 Data Analysis 55
Chapter 5
Findings and Interpretations 67
Chapter 6
Recommendations and Discussions 69
 Bibliography
71
 Annexure 72
 Questionnaires

5
Chapter - 1

6
 INTRODUCTION

Acquiring and retaining high-quality talent is critical to an organization’s success.

As the job market becomes increasingly competitive and the available skills grow
more diverse, recruiters need to be more selective in their choices, since poor
recruiting decisions can produce long-term negative effects, among them high
training and development costs to minimize the incidence of poor performance
and high turnover which, in turn, impact staff morale, the production of high
quality goods and services and the retention of organizational memory. At worst,
the organization can fail to achieve its objectives thereby losing its competitive
edge and its share of the market.

Human resource department plays a crucial role in this process. The backbone of
any successful company is the HR department, and without a talented group of
people to hire, culture, and inform employees, the company is doomed for failure.

Human resource is most valuable assets in the organization. Profitability of the

organization depends on its utilization. If there utilization is done properly will
make profit otherwise it will make loss. To procure right man at right place in
right time, some information regarding job and job doer is highly essential. This
information is obtained through job analysis, job description and job specification.
Without these recruitment will be unsuccessful.

A well planned and well managed recruitment will result in high quality applicants
for the company. The recruitment process should inform qualified individuals
about employment opportunities, create a positive image of the company, provide
enough information of the jobs so that applicants can make comparison with their

7
qualifications and interests and generate enthusiasm among the best candidates so
that they will apply for vacant positions.

What distinguishes a successful company from unsuccessful one is the quality of

manpower. The role of management is to optimize the use of resource available to
it. The role of HR is to incorporate the planning and control of manpower resource
into the corporate level plans so that all resources are used together in the best
possible combination.

Managing people at work and control of human activities in employment is a

function that must be performed in all societies. It is essential in every type of
employment for every occupation and every type of employed manpower.
Manpower management is essential in government as well as private employment
under socialism or communication in small business and in large.

Recruitment, as a human resource management function, is one of the activities

that impact most critically on the performance of an organization. While it is
understood and accepted that poor recruitment decisions continue to affect
organizational performance and limit goal achievement, it is taking a long time for
public service agencies in many jurisdictions to identify and implement new,
effective hiring strategies.

Recruitment is a process which provides the organization with a pool of

potentially qualified job candidates from which judicious selection can be made to
fill vacancies. Successful recruitment begins with proper employment planning
and forecasting. In this phase of the staffing process, an organization formulates
plans to fill or eliminate future job openings based on an analysis of future needs,
the talent available within and outside of the organization, and the current and
anticipated resources that can be expended to attract and retain such talent.

8
Selection is a process of hiring the best among the pool of candidates available.

‘Right person for the right job’ is the basic principle in recruitment and
selection. Every organization should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally important
and essential for the orderly working of an enterprise. Every business
organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable
candidates is essential. Human resource management in an organization will not
be possible if unsuitable persons are selected and employment in a business unit.

9
 SCOPE OF THE STUDY
1. The study is limited to the information given by the employees.
2. Meeting some of the top management associates in the senior cadre was
difficult.
3. The study has been limited due to time constraint.
4. The study is limited based on the rules and regulations of the organizations.

OBJECITIVES OF THE STUDY

To get right person at right place and in right time, the organization should have
the specific and clear policies and recruitment and selection methods which are
essential for the growth of the organization.

 To analyze the actual recruitment process in NFCL.

 To find whether the existing processes of recruitment and selection are

taking place scientifically or not.

 To review the importance and needs of recruitment and selection process.

 State, explain and evaluate various methods of recruitment.

10
 LITERATURE REVIEW

1. Best Practice Recruitment and Selection

The State Services Authority (the Authority) undertook a project in 2007 to

evaluate the effectiveness of recruitment selection techniques in the Victorian
Government.

The project aims to:

 Promote the systematic review of current recruitment selection techniques

in the VPS
 Develop recommendations for the use of better practice tools, based on
research and case studies
 Promote better selection techniques to improve the quality and speed of
recruitment actions within the VPS and the public sector.
 After the completion of the program the authority decided to adopt the
Practice Recruitment and Selection Toolkit and develop a training
program which will help in the execution of this toolkit. The training
program guides participants through best practice recruitment and selection
using course booklets, PowerPoint presentations, practical exercises and
additional reference material. The similar is the direction of my project
wherein I have to suggest various measures through which the HR
department at NFCL can practice the recruitment and selection process in
the best efficient manner. The HR department should be aware of the
recent trends in Recruitment and Selection so as to adopt them whenever

11
 required. They should be given proper training in adopting various trends
in the process.

2. Recruitment and Selection

By: - Duncan Brodie

The literature states about the problems faced by the organizations at the time of
selecting the right candidate for a particular position and the various ways the
organizations can overcome these problems.

 Train those recruiting- It is necessary for the organizations to train those

people who are involved in the process of recruitment and selection, so
that they take right decisions. They should be provided with sufficient
training so that they are confident about their decisions.
 Be clear on what you are looking for- If you are going to get the right
person for the job, you need to be clear on the skills, qualifications,
experience, personal attributes and qualities that the right candidate will
have.
 Select The Most Appropriate Source for Securing Applicants- The key
point here is to be sure you are choosing the right place to advertise.
Sometimes a local newspaper will work. At other times, you may need to
go to specialist publication or a recruitment consultant.
 Establish A Clear Framework For Short listing- The framework for short
listing the candidate should be clear to the recruiters and also to the
candidates.
 Consider the Best Option for Selecting Candidates- In some cases you
might just go for a traditional interview and possibly add in a

12
 presentation. Otherwise the organization can adopt any other method of
which they are more confident.
 Remain Open Minded- Often people jump to conclusions about
candidates within minutes. Remember some of the best candidates might
take a few minutes to get warmed up so don't discount people too
quickly.
 Be Professional- When interviewing you are representing your
organization, its values, and beliefs. Today's candidate if they don't get
the job could be a customer or supplier in the future so give the best
impression you can.
 Give Feedback- Candidates takes good time in preparing themselves for
the interviews therefore the recruiters should also take out the time for
giving them feedback whether they are successful or unsuccessful
candidates.

2. Recruitment and Selection – Reasons for its Importance

By-: Abhishek

The literature states about the importance of the recruitment and selection
procedure and how even a small mistake at the time of selecting the candidate can
harm the organization. Any successful business will have at its core efficient and
caring employees who have complete job satisfaction and a perfect fit for the jobs
they are entrusted with. This is not an easy task to accomplish and full credit goes
to the selection and recruitment processes that the company has in place. On the
contrary, if these processes are not handled efficiently, the wrong sort of lethargic
employee appointments can prove fatal even to a well established business. It is of
13
utmost importance for an employer to be absolutely clear on what they expect an
employee to be. The skills required for the job should be enumerated as precisely
as possible. Transferable skills which the company could use also deserve a
mention. So the chances of zeroing in on the right candidate increase greatly if the
vacancy advertised is very specific as to the requirements. If recruitment agency
service is opted for by the employer, the agency or the consultant should get very
precise instructions from the employer. It is necessary that an exact framework for
short listing applicants for a vacancy is formulated in advance. This is the first
step of the selection and recruitment process. This entails that the employers are
very clear as to what sort of qualifications and experience they expect to see on
the CV of the potential employee. The process of selection and recruitment needs
to spell out very clearly the absolute requirements vis-à-vis qualifications and
qualities necessary to fill the vacancy. Based on this one can shortlist the
candidate. The next step is to take a decision on the number of interviews and/or
presentation needed to finally select the employee. If the employers give very
concise and accurate description of what they expect the employees to be, the
recruitment consultant or the agency can choose a candidate very easily. The
recruitment consultant or the agency also needs to have knowledge of the
employer’s in-built processes of selection of the right candidates. Finally, it is in
the fitness of things that a feedback is provided on the interview by the interviewer
either to the applicant or the agency through which he has come. Before
proceeding with the interview which may or may not be followed by a
presentation, the interviewer on behalf of the company should have reached a
decision as to what package of remuneration he is willing to offer to the right
person. This is a very vital but easily overlooked point in the process of selection
and recruitment. The employers would do well to remember that the potential

14
candidate would most definitely be sizing up the prospective employer as well
during the selection and recruitment process.

Behind every attrition there is recruitment! Whenever an employee leaves an

organization without informing and without giving notice or leaves the
organization in the middle of the project it should be known that he or she is
joining some other organization. Many times the employees of the recruitment
consultants are hired by their own clients and are asked to join at a very short
notice period. They are been told that “relieving letter” is not required and some
even offer incentives for early joining. There must be some guidelines and ethics
for recruitment so that there can be fair recruitment policies. There must be some
ethical guidelines such as

a. Notice period must be served and nobody must be hired without relieving letter
or providing proof of serving the notice period.

b. Corporate should not hire anyone who has spent less than one year in his
current organization. The logic is obvious. Employees six months to begin their
contribution and at least one year is required to recover recruitment process. More
importantly if somebody is hired who has worked less than a year with the current
organization, that individual will ditch in even shorter period.

c. Corporate should not head hunting from competition. They should advertise and
encourage employees seeking change to voluntarily respond to this advertisement.

15
d. Corporate should not bail out the prospective employee commitments such as
employment bond etc. the corporate should realize that employee signed the bond
and if he wants to break it, he should do at his own cost and the corporate should
not reimburse or compensate him for violating the employment contracts says Mr.
T. MURALIDHARAN who is the chairman of TMI NETWORK one of the
India’s leading recruitment consultancies.

In one of the study conducted on recruitment and selection process at

BIOLOGICAL-E LTD conducted by Manik Rao in the year 2005. It was found
that company has used internal search for recruiting the employees into more
higher or the positions in different departments who can fit into the job. It was
found that the company has done it by considering it as the most cost effective
way of filling the vacancies. It has also been found that the company opted for
external sources such as advertisement agencies to fill vacancies. Employee
referrals were also one of the internal sources of recruitment.

In another study on recruitment and selection in DW PRACTICE LLC which is a

HR consultancy, it was found that most of the employees felt that the telephonic
interview is not effective and instead direct interviews are more feasible.

These are some of the studies conducted earlier on the recruitment and selections.

16
Chapter - 2

COMPANY PROFILE

17
 AEGIS SHIPPING SERVICES
CHENNAI

AEGIS SHIPPING SERVICES

No: 24, N.S.Garden Street, 4th Floor, Chennai – 600 001 Ph: 42163956
Fax: 42163959
E-Mail: ags_aegisshsipping@hotmail.com

18
 COMPANY PROFILE

AEGIS SHIPPING SERVICES: Our Company was established in 1995. We are

also the topmost Air & sea freight forwarder providing quality freight forwarding
services. We provide valuable advice to customers to prepare documents related to
import and export clearance. We have been able to place us amongst leading
Custom Clearing Agents.

We provide you best possible assistance regarding importing and exporting. Our
valuable advice saves a lot of precious time and efforts of customers. We ensure
import and export clearance well on time. We always ensure timely and efficient
services to our customers to keep them away from any kind of hassle.

With our sincere and hard working efforts we have been able to win the valuable
trust of our customers. A vast clientele across the world enjoys our reliable
services. Depending on specific requirements of our clients, we provide them
relevant cargo services. We always ensure that containers used to carry goods are
as par international quality standards.

SERVICES

1. Freight Forwarding Services ( Sea & Air )

2. Cargo Services
3. Custom Clearance Services
4. Transportations

19
5. Cargo Insurance

1. Freight Forwarding Services:

Ours is a Well Known Freight Forwarding Agency Providing the Best
International Freight Forwarding Services in the Industry. We are Renowned Air
Freight Forwarder Providing Complete Logistic Solutions. We Provide Each and
Every Smaller Detail Necessary for Our Customers. With the Help of Our Highly
Qualified and Experienced Professionals, Quick Clearance and Safety We have
managed to carve a Niche for Us amongst Topmost Freight Forwarding Agents.

Air Freight Forwarding Sea Freight Forwarding

Air Freight Forwarding

Air Freight Forwarding Provider

We offer highly professional Air Freight Forwarding Services. We provide these

services to many destinations across the world. These services are provided on the
basis of customers’ schedule and requirements.

20
Airfreight Forwarding (Exports & Imports)

 Competitive Rates to and from all destinations

 Palletisation and consolidation at major airports in India.
 Efficient and rapid customs administration.
 Close monitoring & tracking.
 Pre-alert notification and Instantaneous feedback

∙ Sea Freight Forwarding Services

Sea Freight Forwarding Provider

We handle cargo and all the related Formalities. We ensure complete custom
clearance and shipment of goods anywhere in the world. Security of goods is also
one of the best features of our services.

21
Sea freight Forwarding (Exports & Imports)

 LCL/FCL services to destinations all over the world.

 Consolidation services at major ports.
 Port-to-Port and Door-to-Door Services.
 Efficient and rapid customs administration for all products.
 Reserved space on major ocean carriers through preferential Space
Allocation and very competitive rates via special Ocean contracts.

22
2. Cargo Services

We Provide Best and Reliable Cargo Solutions in the Industry. Because of Our
Effective Cargo Consolidation Services We are counted amongst Topmost Air
Cargo Agents of the Country. We Provide Relevant Logistics Solutions for Any
Kind of Cargo At Competitive Rates. Our Cargo Services are best in India and
Include Primary Distribution, Secondary Distribution, Smalls/ Consolidation,
Door Delivery, Inbound Raw Materials and Warehousing.

3. Customs Clearance Services

We are counted amongst Well Known Custom Clearing Agents. Our Company
Provides Best Custom Clearance Services in the Industry. Through Our Custom
Clearing Services We Manage Import and Export Consignment Clearance. We
Facilitate Shipment of Import and Exports in a Shorter Time Span.

23
CLIENTS FOR AEGIS SHIPPING SERVICES

1. TIRUPUR

 GEENA GARMENTS
 VICTUS DYEING
 PRINT TEX INDIA
 RISHAB INTERNATIONAL
 AVESH INTERNATIONAL

2. CHENNAI

 GO GO GARMENTS
 KGI CLOTHING PVT LTD
 HITEX MACHINERIES SYSTEM
 INDUSTRIAL SWEING SYSTEMS ( ISSS)
 SMARTEX EXPORTS PVT LTD
 NATIONAL INSTITUE OF TECHNOLOGY

3. COIMBAT0RE
 SHREE SAKTHI TRADERS
 CAPTIVE TECHNO ENTERPRISES

4. BANGALORE
 RADHAMANI EXPORT

24
  UNITED ELECTROTEX PVT LTD
 ADITHYA DESINGS PVT LTD

5. KARUR

 HOWRAH FABRICS
 VNC FLAMENTS
 RAMESH PLASTICS

6. NAGARI

 PALANIPPA HI-TECH CREATORS

25
Highlights

1. We are handling Import all kinds of Machinery Items

(New Machine and Used Machines and Furniture etc….).
2. Duty Adjustments for Goods value & Freight Value.
3. We Quote cheapest Freight Rate Import Export for both sea and Air all
Round the World.
4. All types of bills entries /shipping bills can be filed , Quick exports benefits
and drawback disbursement.
5. Reduces the over all lead time and fastest delivery.
6. Handling EPCG ,DEEC , DFRC and DEPB both type

Of Bills.

7. Ware house Facilities.

8. Container Free of Days Facilities .

9. We have Good Transport Network all round in India.

26
 LIST OF HANDLING OUR CLIENTS

.
Tirupur
GEENA GARMENTS All Kinds of Cloths,
wears,

Sewing Machines,
Hangtag ,
VICTUS DYEINGS
Zippers

Air Conditions

Dyeing Product , knitting

Machine Used circular

knitting
PRINT TEX INDIA
Machine

Computerized Dyeing

Product item, Only for

used

Machinery,
RISHABINTERNATIONAL used circular knitting

27
 Machine

Garments , Other
AVESH INTERNATIONAL Accessories

CHENNAI

GO GO GARMENTS Garments , Snap

Fasteners,

Snap Fasteners, Zippers

KGI CLOTHING PVT LTD
,

Garments

HITEX MACHINERIES SYSTEM

Garments , Button , Hang
Tag ,

Rivet

INDUSTRIAL SWEING SYSTEMS

All kinds of Used and

New

28
 knitting Machine

SMARTEX EXPORTS PVT LTD

All branded and all type

of

Sewing Machine , Needle

Did actors , Fusing

Machine
NATIONAL INSTITUE OF
TECHNOLOGY
COIMBAT0RE

Office use Furniture’s

SHREE SAKTHI TRADERS and

Chemicals ( Exports )

KARUR
CAPTIVE TECHNO
ENTERPRISES

Machinery Item ,

HOWRAH FABRICS

Steel Items ,

29
 VNC FLAMENTS

FURNITURE AND PVC

BANGALORE DOOR AND OTHERS

RAMESH PLASTICS

Green Tea Leaves , and

Handling bags

RADHA MANI EXPORTS

UNITED ELECTRO TEX PVT

NAGARI Chemical
LTD

Machinery item , used

ADITHYA DESINGS PVT LTD and New Machines , A/C
Plant

PALANIPPA HI-TECH
CREATORS Machinery and

30
 USED KNITTED MACHINE ,
AND FURNITURE , AND
REVATHI TEXTILE
PRINTING ITEMS

MACHINERY ,

GARMENTS , SEWING
MACHINE

31
 Cargo Handling Buyer List

Import Cargo ( Sea & Air )

Pegsas U.K

Dystar Singapore

Tyco Fire Security China

Success India China

Jiaxing Jinmen Intl co Ltd Singapore

Daikin Air-condition Pvt Ltd Singapore

Morgan Techica Spa Italy

Setex GMBH Germany

ENAQUA USA

Ideal Fasteners Korea

32
Export Cargo ( Sea & Air )

Napali Sas France

Sas Kiabi Europe Antwerp

Quick Silver Japan, France, Europe

Next plc United Kingdom

Navies Global USA

Retro International Hamburg

A Moda Spa Italy

Texport Australia

Go sport International Hungary

33
G Star Belgium

Behind Spa Germany

Quelle Gmbh Germany

Seppala Oy Inland

34
Estimated Import / Export Incurred Cost For Last Five Years

Years Import Export

2005-2006 $ 39,13,043 $
2,65,21,739

2006 – 2007 $ 41,30,434 $ 2,86,95,652

2007 – 2008 $ 36,95,652 $ 2,43,47,826

2008 – 2009 $ 26,08,695 $ 2,10,86,956

2009 – 2010 $ 17,39,130 $ 1,47,82,608

If you are booking and clarification Feel Free Now

AEGIS SHIPPING SERVICES (Sea Imports and Exports)

A.S.S FREIGHT FORWARDERS (Air Imports and Exports)

Office No: 044 42163959

Porp : Mr. C.Mohan 98847 24455

Mr. M.Ganesh Raj 98849 54455

35
Chapter – 3

36
 RESEARCH METHODOLOGY

Introduction

The research was done in order to understand the Recruitment and Selection
Process followed at NFCL and the perception of the employees from all the cadres
regarding it. To know how an organization performs in terms of productivity and
this should be directly proportional to quality and quantity of its human resource.
In order to get the right kind of people in right place in the right time the
organization should have the specific and clear personnel, policies and recruitment
methods which are essential for the growth of the organization. Hence it was
necessary to conduct a research on the process.

Sample Size

The sample undertaken to conduct research study consist of fifty people which is
approximately one tenth of the total strength working in the organization. The
sample covered the employees from all the cadres, encompassing the senior most
officers to the workers. The sample was collected from all the departments of the
organization.

Tools and Methods of Data Collection

The primary method of data collection was the questionnaire method which was
circulated to the sample undertaken and the information was collected with its
help. Also a general discussion with the employees helped to gain information
regarding the study. The secondary source used to collect data was the company’s
policy manual which contains the policy related to the topic.

37
Limitations of the Study: Although attempt was made to gather all relevant
information in connection to the study there were many shortcomings and
difficulties, which could not overcome.
 The research sample was limited to one tenth of the total employees hence
the information gathered could be limited.
 The conclusions are derived from the response of the employees which are
expected to be unbiased.

38
 RECRUITMENT

Recruitment is an important part of an organization’s human resource planning

and their competitive strength. Competent human resources at the right positions
in the organization are a vital resource and can be a core competency or a strategic
advantage for it. Recruiting the top talent for a job takes time and attracting the
quality candidates who have the knowledge and skills needed to help the
company’s growth.

Recruitment and selection are two of the most important functions of personnel
management. Recruitment precedes selection and helps in selecting a right
candidate. ‘Right person for the right job’ is the basic principle in recruitment
and selection. Every organization should give attention to the selection of its
manpower, especially its managers. The operative manpower is equally important
and essential for the orderly working of an enterprise. Every business
organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable
candidates is essential. Human resource management in an organization will not
be possible if unsuitable persons are selected and employment in a business unit.

Meaning of recruitment

“It is the process of finding and attracting capable applicants for the employment.
The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are
selected”. In this, the available vacancies are given wide publicity and suitable
candidates are encouraged to submit applications so as to have a pool of eligible
candidates for scientific selection.

39
Recruitment refers to the process of attracting, screening, and selecting qualified
people for a job at an organization or firm.

Recruitment process involves a systematic procedure from sourcing the

candidates to arranging and conducting the interviews and requires many
resources and time.

A general recruitment process is as follows:

1) Identifying the vacancy:
The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company. These contain:

 Posts to be filled
 Number of persons
 Duties to be performed
 Qualifications required

2) Preparing the job description and person specification.

3) Locating and developing the sources of required number and type of employees
(Advertising etc).

4) Short-listing and identifying the prospective employee with required

characteristics.

5) Arranging the interviews with the selected candidates.

6) Conducting the interview and decision making

40
 1. Identify vacancy
2. Prepare job description and
person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and
decision making

Recruitment is a continuous process because of:

a) Staff departures (e.g. retirements, resignation )

b) Changes in business requirements (e.g. new products, markets,
expended operations)
c) Changes in business location (are relocation often triggers the need
for substantial recruitment)
d) Promotions
e) Transfers

Objectives of the recruitment process

 To obtain the number and quality of employees that can be selected

in order to help the organization to achieve its goals and objectives.
 It helps to create a pool of prospective employees for the organization
so that the management can select the right candidate for the right job
from this pool.

41
  To induct the outsiders with new perspectives to lead the company.
 To recruit people whose skill fit the company values?
 To search for talent globally not just within the company.
 To device methodology for assessing psychological traits.
 To anticipate and find people for positions that does not exist yet.

Factors affecting Recruitment:

 The size of the organization.

 The employment conditions in the community where the organization
is located.
 The effects of past recruiting efforts which show the organization’s
ability to locate and retain the good performing people.
 Working conditions, salary and benefit packages offered by the
organization.
 Rate of growth of the organization.
 The future expansion and production programs.
 Cultural, economic and legal factors.

However these factors may be divided specifically as:

 Internal factors
 External factors

42
Internal Factors:

 Recruitment policy of the organization

 Human resource planning strategy of the company
 Size of the organization and number of people employed
 Cost involved in recruiting employees
 Growth and expansion plans of the organization
 Company pay package
 Career planning and growth
 Quality of work life
 Role of trade union

External Factors:

 Supply and demand of specific skills in the labor market.

 Political and legal factors like reservations of jobs for specific sections of
society etc
 The job seekers image perception of the company.
 Information system like employment exchange/ tele recruitment like
internet.
 Labor market conditions.

Recruitment checklist:

 Before going to actual recruitment a checklist to be made which helps the

recruiter till the end of the process.
 Whether the vacancy has been agreed by the responsible manager
 Availability of the job description
43
  What are the conditions of employment for the vacant position
 Whether the candidate specification been prepared
 Whether the notice of vacancy been submitted earlier
 Whether the job advertisement been agreed
 What arrangement have been made for drawing a shortlist of candidates
 Whether the interview arrangement have been made
 Whether offers letters been agreed and dispatched
 Whether rejection letters sent to the unsuccessful candidates
 Whether confirmation letter received from the selected candidate to
whom offer letter has been sent.

Recruitment policy:

In today’s rapidly changing business environment, a well defined recruitment

policy is necessary for organizations to respond to its human resource
requirements in time. Therefore, it is important to have a clear and concise
recruitment policy in place, which can be executed effectively to recruit the best
talent pool for the selection of the right candidate at the right place quickly.
Creating a suitable recruitment policy is the first step in the efficient hiring
process. A clear and concise recruitment policy helps ensure a sound recruitment
process.

Most of the companies are having personnel policies for the organization.
Recruitment policy is a part of the perssonel policy. But before making the
recruitment policy the organization must consider the government policies,
personnel policies of other organization, social responsibility of the organization
etc.

44
Sources of recruitment:

INTERNAL SOURCES: The most common internal sources of internal

recruitment are
1. Personal recommendations
2. Notice boards
3. Newsletters
4. Memoranda

1) Personal References

The existing employees will probably know their friends or relatives or

colleagues who could successfully fill the vacancy. Approaching them may be
highly efficient method of recruitment but will almost certainly offend other
workers who would have wished to have been considered for the job. To keep
employees satisfied make sure that potentially suitable employees are informed
of the vacancy so that they can apply. Also anyone else who is likely to be
interested is told about it as well so that they can apply for the job.

2) Notice Boards

This is the convenient and simple method of passing on important messages to

the existing staff. A job advertisement pinned to a notice board will probably
be seen and read by a sufficient number of appropriate employees at little or no
cost. However many of the staff will probably not learn of the vacancy in this
way either because the notice board poorly located or is full of out dated
notices that they don’t bother to look at it, as they assume there is nothing new
to find out. A notice board must be ensured that it is well sited. Wherever it is
been placed it should be certain that it is seen by every one. It means there
must be equal opportunity to see to it and this happens when they know that

45
 just important topical notices are on display. Attention must be paid to the
design and contents of the notice if it is to catch the eye and make the
employee read on and then want to apply for the job.

3) Newsletters

Many companies regularly produce in-house newsletters, magazines or

journals for their staff to read. It is hoped that latest company news sheet is
read avidly by all staff thus ensuring that everyone is aware of the job
opportunity advertised in it. Unfortunately this is not always so, because it is
sometimes not circulated widely enough and employees may find it boring and
choose not to read it. Newsletter can be utilized as the source of recruitment if
it is convinced that everybody will see a copy.

4) Memoranda

Possibly the best way of circulating news of the job vacancy is to send
memoranda to department managers to read out to the teams or to write all
employees perhaps enclosing memoranda in wage packets if appropriate.
However it can be a time consuming process to contact staff individually,
especially if there is a large work force. It should also be kept in mind as to in
which way the memorandum is phrased out so that the job appeals to likely
applicants.

EXTERNAL SOURCES

There are many sources to choose from if you are seeking to recruit from outside
the company.

46
 1. Word of mouth
2. Notices
3. Job centers
4. Private agencies and consultants
5. Education institutions
6. The press
7. Radio
8. Television

1) Word of Mouth

Existing employees may have friends and relatives who would like to apply for
he job. Recruiting in this way appears to be simple, inexpensive and
convenient. Never use word of mouth as a sole or initial source of recruitment
if the work force is wholly or predominantly of one sex or racial group. Also
employing friends and relatives of present employees may be imprudent
because it is not certain that they are as competent as the current staff.

2) Notices

Displaying notices in and around business premises is a simple and often

overlooked method of advertising a job vacancy. They should be seen by a
large number of passerby, some actively looking for work. It can also be
inexpensive with a notice varying from a carefully hand written post card up to
a professionally produced poster. Pay attention to the appearance and contents
of the notice if it is intended that it is applied by the right people.

47
3) Job Centers

Most large towns have a job center which offers employers a free recruitment
service, trying to match their vacancies to job seekers. Staff will note
information about a post and the types of person sought and then advertise the
vacancy o notice boards within their premises. Job center employees can
further help if requested to do so by issuing and assessing application forms
and thus weeding out those applicants who are obviously unsuitable for the
position. Short listed candidates are then sent out for the employer to interview
on his business premises.

4) Private Agencies and Consultants

There are various types of private organization that can help to find the right
person for a particular job. Employment agencies exist in many town and
cities. Some handle all general vacancies from junior unto supervisory level
while others specialize in various occupations such as accountancy, clerical or
computer personnel and marketing or sales. Since they maintain a register of
job seekers, they initially attempt to find applicants from this list. A short list
will be drawn up by reading through applications and conducting interviews on
client organization’s behalf. Although fees vary, it is expected to pay around 10
to 15% of the annual salary offered if a suitable person is found for the job.
This will be partly refundable if he leaves within a certain period of time. For
temporary staff, it is normally charged on hourly, daily or weekly rate by the
agency. They will then pay the employee. Recruitment agencies are similar to
employment agencies in the services that they offer. The main difference is that
recruitment agencies tend to operate at a higher level, concentrating on

48
technical, managerial and executive appointment. Accordingly, increased time,
effort and expertise are needed to compile a quality short list. This will be
reflected in the fees charged, often between 18 and 22% of the annual salary of
the staff recruited. Again a proportion of this may be refundable if the
employees proves to be unsatisfactory and subsequently departs.

Search consultants, also known as Headhunters, specialize in finding

candidates for senior positions. They normally head hunt people currently at
work in similar posts, possibly at rival companies. Discrete approaches, by
telephone, are made direct to the persons involved. Such a process is time
consuming and requires considerable tact and diplomacy if it is to be
successful. Charges may be in excess of 30% of the annual salary. Before
opting for this source attention must be paid about those agencies who brashly
promise to give a lengthy list of candidates very quickly. It may sound
impressive but suggests that they are simply pulling names from a register
perhaps of dubious quality and are not actively searching for and screening
applicants properly. A good shortlist will take time to compile. It must be
ensured that the agency with which the organizations contracting must follow a
good refund system in case the new recruit resigns or needs to be dismissed
shortly after joining. Also a free replacement warranty up to six months must
be provided by the recruiting agency. When employing an agency or
consultant, make sure that they know exactly what they are expected to do. A
clear job description and employee specification, must be provided so that they
could screen by referring to the employee specification and so on. Full up to
date information about the job and person required. Supply all details and all
instructions in writing to avoid subsequent misunderstandings and
disagreements.

49
 The recruiting agency or consultant must be in touch with the client company
throughout the recruitment process to ensure that the agency is following the
instructions and doing its job well. Also it must be ensured that they are
maintaining equality of opportunity and avoiding unlawful discrimination
against applicants of a particular sex, marital status or any racial group. All
applicants should be judged solely on their ability to do the job.

5) Educational Institutions Or Campus Recruitment

Those companies which require a steady intake of young person’s for new
Youth Training to trainee management positions ought establish and maintain
close contact with colleges and universities. The advantage of campus
recruitment is, it is known that who the audience to be addressed are.
Promotional literature in the form of posters, broachers, catalogues; press
releases and so on can be issued to the audience so that the company’s name
remains prominent and their student’s minds all the time.

6) The Press

Advertising for the new staff through the press has proved successful for many
companies. Choose between local newspapers, national newspapers and the
magazines. All will put in touch with different audience. Local newspapers,
read by a large cross-section of the immediate population, may be most
suitable if there is sufficient talent in the area.

National newspapers, with their mass circulations and differing attitudes to

news coverage appealing to various tastes, could be better when looking out to
fill the senior position.

50
 Trade Magazines often under estimated as useful source of recruitment might
be worth considering if looking out to recruit someone for a specialized job
which possibly requires previous experience of the particular industry.

Naturally there are some drawbacks to newspaper advertising. It is expensive

in relation to other, often equally good source such as job and careers centers,
which advertise free. Other drawbacks of newspaper advertising include a high
level of wastage (the vast majority of readers will not be job hunting) and a
short life span. The daily or evening newspaper is invariably discarded at the
end of the day. A short series of advertisement incurring extra expenses may
sometimes be required and multiplying one advert by three or four starts to
make this source prohibitively costly. Trade magazines could be a better way
of recruiting staff depending upon the circumstances. Most will include
employment advertisements within a classified section which will be read by a
small but select and interested number of people. There some disadvantages,
however the financial outlay is still considerable. If the magazine is published
bi-monthly or quarterly, may have to wait sometime before the advertisement
is seen. It may be intended to fill the vacancy as soon as possible.

7) Radio

Many radio stations broadcast special job finders advertisements throughout

the day for companies looking for new recruits. Advertising through the radio
has got many advantages as it will be transmitted to over a wide geographical
area to potentially large audience. Variety of age groups listens thus making it
a suitable medium for different types and levels of jobs. Advertisements can be
broadcast very quickly sometimes within hours. Nevertheless there are some

51
 disadvantages that must be considered carefully. As few have tune in to hear
advertisements and their thoughts invariably wander when they are on, or they
may start station hopping to find more music. The radio is also transient
medium. An advertisement lasts for perhaps 30 seconds, which is a very short
period in which to put across all the important points, and is then finished. It is
usually difficult to remember (What was the company’s name? what was its
phone number?) most listeners will not have a pen and pad handy to make
notes.

8) Television

You can advertise on a regional or national basis. Recruiting staff through the
Television is still widely regarded as a new and innovative approach.
Companies which use this medium may therefore be seen as go-ahead and
dynamic. Thus, this medium may not be an immediate choice if there is only
just one vacancy to be filled, although shorter and expensive one month
contracts could be negotiable and worth considering.

52
 SELECTION

The selection procedure is concerned with securing relevant information about the
applicant. This information is secured in number of steps. The objective of
selection process is to determine whether an applicant meets the qualifications for
a specific job and to choose the applicant who is most likely to perform well in
that job.

The hiring procedure is not a single act but it is essentially a series of methods by
which additional information is secured about the applicant. At each stage facts,
which came to light, make the acceptance or rejections of the candidate clear.
Some selection processes are quite easy and some with many hurdles this
increases with the level and responsibility of the positions to be filled.

Essentials of Selection Procedure

The selection process can be successful if the following requirements are satisfied:
1. Someone should have the authority to select. This authority comes from
the employment requisition as developed by an analysis of the work-load
and work force.
2. There must be some standard of personnel with which a prospective
employee may be compared i.e., a comprehensive job description and job
specification should be available beforehand.
3. There must be sufficient number of applicants from whom the required
number of employees may be selected.

53
 PROCESS OF SELECTION

Selection

Preliminary screening interview

Completion of application or form if not done previously

Employment tests

Comprehensive interview

Back ground investigation

Final employment decision

54
Preliminary Interview or Screening

The initial screening is usually conducted by a special interviewer a high caliber

receptionist in the employment office. These interviews are short and are known
as stand-up interviews. The main objective of such interviews is to screen out
undesirable/unqualified candidates at very outset. Such interviews conducted by
someone who inspires confidence, who genuinely interested in people, and whose
judgment in the “sizing up” of the applicant is fairly reliable.

Basic criteria that must be met for an application to be eligible for consideration.
If these criteria are not met, there is no obligation on the employer to consider
such applications. The screening process therefore seeks to identify those
applications that meet the basic entry-level requirements applications that are
therefore incomplete or do not meet the basic appointment criteria are considered
unsuccessful applications. In order to be fair and objective in the screening of
candidates, it is essential that a fixed set of valid criteria be applied in terms of
each and every candidate that applies for a position.

Certain conditions should be met in relation to the format and content of -

a) Application forms
b) Curricula Vitae (CV’s) and
c) All other relevant documentation.

What is the purpose of short-listing?

After having completed the screening process and eliminated those applicants that
do not meet the basic requirements, the next objective should be to identify a
manageable size (pool) of applicants (a short-list) who are best suited to fill the

55
position successfully and from whose ranks the most suitable candidate(s) is/are to
be selected. It is about identifying a manageable pool of best suited candidates for
a specific position, in the interest of the State, taking into account Affirmative
Action and Employment Equity objectives.

May short-listing be used to reduce a vast number of applications to a manageable

size. As stated, the primary objective of the short-listing process is to reduce the
number of qualifying applicants to a manageable size for purposes of selecting the
most suitable candidate. A further objective with short-listing is to rank
candidates, and to determine a cut-off point below which candidates will not be
interviewed. The criteria utilized for short-listing purposes should therefore be in
sufficient detail to allow for this and should be applied consistently.

Application Form

Application form is also known as application blank. The technique of application

blank is traditional and widely accepted for securing information from the
prospective candidates. It can also be used as a device to screen the candidate at
the preliminary level. Many companies formulate their own style of application
forms depending upon the requirement of information based on the size of the
company, nature of business activities, type and level of job etc. they also
formulate different application forms for different jobs, at different levels, so as to
solicit the required information for each job. But few companies in our companies
in our country do not have prescribed application forms.

56
Psychological Testing

Test is defined as a systematic procedure for sampling human behavior

Tests are used in business for three primary purposes.

1) For the selection and placement of new employees
2) For appraising employees for promotion potentials and
3) For counseling employees if properly used psychological tests can be of
paramount importance for each of these purposes.

Classification of Tests on the Basis Of Human Behavior

A. Aptitude or potential ability test

Such tests are widely used to measure the latent ability of a candidate to
learn new jobs or skills. They will enable us to know whether a candidate if
selected, would be suitable for a job, which may be clerical or mechanical.
These tests may take one of the following forms.
i.Mental or Intelligence Test - measures and enables to know whether he or she
has mental capacity to deal with new problems.
ii.Mechanical Aptitude Test - measures the capacity of a person to learn a
particular type of mechanical wok. This could help in knowing a person’s
capability for spatial visualization, perceptual speed manual dexterity, visual
motor coordination or integration, visual insights etc.
iii.Psychometric tests – these tests measures a person’s ability to do a specific job.

57
B. Achievement test

Also known as proficiency tests they measure the skill, knowledge which is
acquired as a result of a training program and on the job experience they
determine the admission feasibility of a candidate and measure what he/she
is capable of doing.
i. Tests for measuring job knowledge – this type of test may be oral or written.
These tests are administered to determine proficiency in shorthand and in
operating calculators adding machines dictating and transcribing machines
and simple mechanical equipment.
ii. Work sample tests – demand the administration of the actual job as a test. A
typing test provides the material to be typed and notes the time taken and
mistakes committed.

C. Personality tests

These tests aim at measuring those basic make up or characteristics of an

individual which are non-intellectual in their nature. In other words they
probe deeply to discover clues to an individual’s value system, his
emotional reactions and maturity and motivation interest his ability to adjust
himself to the illness of the everyday life and his capacity for interpersonal
relations and self image.

i. Objective tests – it measures neurotic tendencies self-sufficiency

dominance submission and self-confidence. These are scored objectively.
They are paper and pencil tests or personality inventors.

58
 ii. Projective tests – it is a test in which a candidate is asked to project his own
interpretation into certain standard stimulus situation. The way in which
he/she responds to these stimuli depends on his own values, motives and
personality.
iii. Situation tests – these tests measures an applicant’s reaction when he is
placed in a peculiar situation his ability to undergo stress and his
demonstration of ingenuinity under pressure. Such tests usually relate to
leaderless group situations, in which some problem is posed to a group and
its members are asked to reach some conclusion without the help of a leader.
iv. Interest tests – these tests aim at finding out the types of work in which a
candidate is interested. They are inventories of the likes and dislikes of the
people of some occupation hobbies and recreational activities. They are
useful in vocational guidance and are assessed in the form of answers to a
well prepared questionnaire.

Interviews

Interviews are a crucial part of the recruitment process for most organizations.
Their purpose is to give the selector a chance to assess the candidate and to
demonstrate their abilities and personality. It’s also an opportunity for an
employer to assess them and to make sure the organization and position are right
for the candidate. An interview is an attempt to secure maximum amount of
information from candidate concerning his suitability for the job under
consideration.

The recruitment process for most organizations follows a common theme:

Applications/CVs are received, either online or by post; and candidates are short-
listed and invited for interview. The interview format can vary considerably and

59
may include an assessment centre and/or tests. The number of interviews also
varies. Some companies are satisfied after one interview, whereas others will want
to recall a further shortlist of candidates for more. If successful at the final
interview stage, an official job offer is sent to the candidate. Interview format is
determined by the nature of the organization, but there are various standard
formats.

Chronological Interviews -These work chronologically through the candidate’s

life to date and are usually based on the CV or a completed application form.

Competency-Based Interviews -These are structured to reflect the competencies

that an employer is seeking for a particular job (often detailed in the recruitment
information). This is the most common type of interview for graduate positions
today.

Technical Interviews - If a candidate has applied for a job or course that requires
technical knowledge (e.g. positions in engineering or IT) it is likely, at some stage
in the selection process, that the candidate will be asked technical questions or
have a separate technical interview to test his/her knowledge. Questions may focus
on the final year project and his/her choice of approach to it or on
real/hypothetical technical problems. It seen that the candidate proves
himself/herself but also they admit to what they don’t know.

Kinds of Interviews:
1. One to one interview: in this type of interview one selector interviews one
candidate alone.
2. Informal interview: in this type there are discussions between the candidate
and two or more interviewers.

60
3. Panel of interviews: in these pre planned standard questions ranging overall
aspects of the job are asked. They focus directly on elements of person
specification.
4. Direct planned interview: this interview is straight forward, face to face,
question and answer situation intended to measure the candidate’s
knowledge and background.
5. Indirect and direct interview: in this type of interview the interviewer
refrains from asking direct and specific questions but creates an atmosphere
in which the interviewee feels free to talk and go into any subject he
considers important. The object of the interview is to determine what
individual himself considers of immediate concern, what he thinks about
these problems, and how he conceives of his job and his organization.
6. Patterned interview: in this interview a series of questions which
illuminates validated against the record of employees who have succeeded
or failed on the job.
7. Stress interview: in this interview the interviewer deliberately creates
stress to see how an applicant operates in stress situation. To induce stress,
the interviewer responds to the applicant’s answers with anger, silence and
criticism. This interview aims attesting the candidate’s job behavior and
level of withstanding during the period of stress and strain.
8. Depth interview: in this type of interview, the candidate would be
examined extensively in core areas of knowledge and skills of the job.

61
Background Checks and Enquiries

Offers of appointment are subject to references and security checks. The

references given in the candidate’s application will be taken up and a security
check will be conducted. Security checks can take a while if the candidate has
lived abroad for any period of time.

Final Selection Decision

Those individuals who perform successfully on the employment tests and the
interviews, and are not eliminated by development of negative information on
either the background investigation or physical examination are now considered to
be eligible to receive an offer of employment. Who makes that employment offer?
For administrative purposes the personnel department should make the offer. But
their role should be only administrative. The actual hiring decision should be
made by the manager in the department that had the position open.

62
Chapter – 4

63
 DATA ANALYSIS

Observation made during the study and analysis of the company policy

 The company is having all over India branches/area offices. Initial

interviews will be conducted at the area office by the concerned area
manager. As the HR Department is located in the corporate office so all the
final interviews & selection will be done at its corporate office i.e. in
Hyderabad.
 Sometimes screening will be done by telephonic interview which is
conducted by the HR department in corporate office.
 The candidate will be filtered based on merit and experience.
 The company is recruiting its manpower through consultancy also. The
consultancy will be selected based on the process used by them before
sending the candidate to the company.
 The company is tie up with job portal – Naukari.com also. This is helpful
for the process of recruitment in collection of resumes.
 The candidate will be selected based on the communication and their
presentation at the time of interview. Subject knowledge is also essential
based on type of the vacancy.
 The time lag between recruitment and placing will be done within one
month.
 The company will pay the applicants expenses for attending the interview,
based on the grade.
 Rejected candidates will be intimated and their profile will be kept in data
bank for a period of 6 month.

64
 1) The recruitment and selection process of company meets the current legal
requirements.

4%
4% 19%
14%
Strongly Agree
Agree
no opinion

59% disagree
strongly disagree

Response Pattern Remark Percentage

Strongly Agree 10 19%
Agree 30 59%
no opinion 7 14%
disagree 2 4%
strongly disagree 2 4%

Interpretation:

Near about 20% of the respondents are strongly agree with the statement that
recruitment and selection process of company meets the current legal
requirements, and 60% are agree only so, total 80% of the respondent are in favor
that the process of recruitment & selection meets the current legal requirement.

Observation:

The process of recruitment & selection which is followed by the company is

helpful to meet the company’s manpower requirement.
65
 2) Recruitment & Selection Policy of company is clearly stated.

4% 2%

10% 25%
Strongly Agree
Agree
no opinion

59% disagree
strongly disagree

Response Pattern Remark Percentage

Strongly Agree 13 25%
Agree 30 59%
no opinion 5 10%
disagree 2 4%
strongly disagree 1 2%

Interpretation:

The question was raised to know that employees are aware about the company’s
recruitment & selection policy or not. Near about 85% are agreed that the
recruitment & selection policy is clearly stated and only 8% are disagree.

Observation:

So the recruitment & selection policy of company is clearly stated but it requires
little bit change. But the company policy should be updated time to time.

66
 3) Internal source is better for company

4% 2%

22% 35% Strongly Agree

Agree
no opinion
disagree
37%
strongly disagree

Response Pattern Remark Percentage

Strongly Agree 18 35%

Agree 19 37%

no opinion 11 22%

disagree 2 4%

strongly disagree 1 2%

Interpretation:

As per the respondent response near about 70% are agree with the statement that
internal source is better for company, 22% having no response and 6% are
disagree with the statement.

67
Observation:

After analysis it is better to get the manpower by internal source as they are aware
about that candidate skill and behavior but sometimes company will not get right
candidate.

4) External source is better for company.

18% 4%
30% Strongly Agree
Agree
no opinion
40% 8%
disagree
strongly disagree

Response Pattern Remark Percentage

Strongly Agree 2 4%

Agree 15 30%

no opinion 4 8%

disagree 20 40%

strongly disagree 9 18%

68
Interpretation:

Near about 55% are disagree with the statement that external source is better for
company’s recruitment process and about 34% are in favor of this statement.

Observation:

From this question respondent are satisfied with the internal source but some are
not satisfied and they preferred external source.

5) I feel scarcity of manpower at my working place.

12% 10%
10% Strongly Agree
Agree

43% 25% no opinion

disagree
strongly disagree

Response Pattern Remark Percentage

Strongly Agree 5 10%

Agree 5 10%

no opinion 13 25%

Disagree 22 43%

strongly disagree 6 12%

69
Interpretation:

Near about 60% are disagree with this statement, means they are not feeling
scarcity of manpower and Only 20% are agree with this statement.

Observation:

This shows that HR department fulfills all the requirements of human resource in
the organization as soon as required. But as some are disagree with this statement
means the recruitment process needs change.

6) I feel that the right job is being performed by the deserved person at my
working environment.

8% 17%
14% Strongly Agree
Agree
18%
no opinion
43%
disagree
strongly disagree

Response Pattern Remark Percentage

Strongly Agree 9 17%
Agree 22 43%
no opinion 9 18%
disagree 7 14%

70
 strongly disagree 4 8%

Interpretation:

It is very important for any organization to recruit skilled manpower, to achieve its
business target. The question was raised to know the opinion that right job is
performed by right person. So 60 % are agree and near about 20% are disagree.

Observation:

This shows company is recruiting right candidate for right job but some
respondent are disagree so selection process need improvement and proper
verification of recruitee.

7) The employee’s competency matches with the job specification.

2%
8%
10%
39% Strongly Agree
Agree
no opinion
41% disagree
strongly disagree

Response Pattern Remark Percentage

Strongly Agree 1 2%
71
 Agree 20 39%
no opinion 21 41%
disagree 5 10%
strongly disagree 4 8%

Interpretation:

Nearly 45% are agree with this statement and 20% are disagree but surprisingly
40% gave no opinion this means they are not aware about other competencies,

Observation:

This interpret ate that company’s recruitment process is helpful in getting right
candidate for right job but as per of the some respondent dissatisfaction the
recruitment should be more filter.

8) To what extent you are satisfied with the external source (job portals) for
recruitment process.

2%
7%
9%
33%
Strongly Agree
Agree
no opinion
disagree
49%
strongly disagree

72
 Response Pattern Remark percentage
Strongly Agree 3 7%
Agree 4 9%
no opinion 22 49%
disagree 15 33%
strongly disagree 1 2%

Interpretation:

some respondent are satisfied with the external source of recruitment ,It is
observed that most of the candidates are recruited through “Reference” or other
internal source and about 50% have no opinion the external sources like job
portals, consultancies.

9) To what extent you are satisfied with the employee’s reference for
recruitment process.

14% 20%

Strongly Agree
22%
Agree
no opinion
4% 40% disagree
strongly disagree

73
 Response pattern Remark percentage
Strongly Agree 10 20%
Agree 20 40%
no opinion 2 4%
disagree 11 22%
strongly disagree 7 14%

Interpretation:

60% of respondent are in favor of the statement that they are satisfied with the
employee’s referral, this helps in getting known candidates as company knows the
skill and behavior of the recruitee. But near about 35% are disagree with the
statement so, recruitment process need good external sources for recruitment
process.

74
10) To what extent the selection procedure followed for your recruitment is
suitable to your job.

8%
28%
20%
Strongly Agree
Agree
4%
no opinion
disagree

40% strongly disagree

Response pattern Remark percentage

Strongly Agree 14 28%
Agree 20 40%
no opinion 2 4%
Disagree 10 20%
strongly disagree 4 8%

Interpretation:

Near about 70% of the candidates are satisfied with the selection procedure and
this shows right person is in right job but near about 30 % are not satisfied so this
shows that selection process also needs some changes.

75
Chapter – 5

76
 FINDINGS AND INTERPRETATION

After a thorough study and discussion on the companies recruitment & selection
policy, to know its effectiveness in the organization a self designed questionnaire
has been prepared to gather the views of employees.

The questionnaire contains 10 questions related to recruitment & selection topic.

The questionnaire has been distributed to 50 employees from various departments
(HPD, Marketing, and asked them to answer the questions by selection the given
choices.

The responses of all the questions were summed up from all the answered
questionnaires. These summed up responses were calculated to derive the
percentages to make the interpretation more meaningful, being represented in the
form of pie chart.

These are the findings:

1. The process of recruitment & selection which is followed by the company is

helpful to meet the company’s manpower requirement to some extent.

2. The recruitment & selection policy of company is clearly stated but no

updation according to the company’s objective.

3. Company is highly dependent on employee’s referral for higher position

and for lower posts company prefers job portals and outsourcing.

4. Company is recruiting right candidate for right job but some respondent are
disagree so selection process needs improvement and proper verification of
recruitee.

5. Candidates are not timely informed for their selection and also for their
rejection.

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6. Too much time taken by the HPD in recruiting some important urgent posts.

7. Some respondent are satisfied with the external source of recruitment ,It is
observed that most of the candidates are recruited through “Reference” or
other internal source and about 50% have no opinion the external sources
like job portals, consultancies.
8. After analysis it is better to get the manpower by internal source as they are
aware about that candidate skill and behavior but sometimes company will
not get right candidate.

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Chapter – 6

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 SUGGESTIONS

After concluding the study of the companies recruitment policy, interaction with
some of the recruitment manager, company associates and based on the responses
received from the associates the following suggests are made to the company for
further improvement of the policy.

1. The organization should not majorly Clear job description is given to the
candidates at the time of interview itself, to avoid disappointment after
joining.
2. The candidate should be informed in time whether they have been selected
or not. There should not be any delay in informing the candidate.
3. There should be reliability on external sources.
4. Recruitment feedback should be taken by the candidates to improve the
recruitment process.
5. The employees should be called for the interview only after checking their
educational qualifications and job experience in a proper way so as to save
the time and cost involved in the recruitment process.
6. Depend on the application bank as the major source for the details of the
candidate for recruitment purpose. It should also consider other sources
which could provide them better options.

7. Follow up to be done to the newly engaged employees to ensure that they

have settled in and to check on how well they are doing. If they have any
problems it is better to identify them at an early stage rather than allowing
them to fester.
8. Internal job posting to be preferred to reduce cost of recruitment.

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9. Organization should use social networking sites for creating pool of good
candidates.

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Bibliography

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83
 Bibliography

 H. John Bernardin “ Human Resource Management”, Fourth Edition, Mc

Graw Hill,2000.
 Angelo S Denisi , “Human Resource Management” ,Second Edition,
Biztantra, 2005.
 GaryDessler, “Human Resource Management” Tenth Edition, Pearson
Education, 2007,pg. no.423-530.
 C.R. Kothari, “Research Methodology Methods and Techniques”, Second
Edition, New Age International Publishers, 2004.
 Information from Company Policy Manual
 Abhishek Agarwal - EzineArticles.com Expert Author
 Recruitment and Selection by Duncan Brodie- EzineArticles.com Expert
Author.

Websites:
 www.shrm.com
 www.citrhr.com
 www.agi-glaspac.com
 www.management.org
 http://www.ssa.vic.gov.au

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Annexure

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Questionnaires for associates:

I am student of SIVA SIVANI INSTITUTE OF MANAGEMENT,

SECUENDRABAD, and I am doing project on RECRUITMENT AND
SELECTION in the field of Human Resource Department. I would be grateful if
you could spare few minutes and answer the questions below. The answer will be
kept confidential and used for academic purpose only.

QUESTIONNAIRE
[Kindly tick ( √ ) the options you think are right ]

1) The recruitment and selection process of company meets the current legal
requirements?
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

2) Recruitment & Selection Policy of company is clearly stated.

a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

3) Internal source is better for company.

a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

4) External source is better for company.

a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

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 5) I feel scarcity of manpower at my working place.
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

6) I feel that the right job is being performed by the deserved person at my
working environment.
a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

7) The employee’s competency matches with the job specification.

a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly
disagree

8) To what extent you are satisfied with the external source (job portals) for
recruitment process.
a) 0% b) 25% c) 50% d) 75% e) 100%

9) To what extent you are satisfied with the employee’s reference for
recruitment process.
a) 0% b) 25% c) 50% d) 75% e) 100%

10) To what extent the selection procedure followed for your recruitment
is suitable to your job.
a) 0% b) 25% c) 50% d) 75% e) 100%

THANK YOU……..

Date: Department:

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