A DISSERTATION REPORT

ON
“RECRUITMENT AND SELECTION IN
MAHINDRA

Submitted in the partial requirement of the award of the degree of

MASTERS OF BUSINESS ADMINISTRATION AND
PGDM
(Batch of 2017-19)

SUBMITTED TO: SUBMITTED BY

Dr. Babita Dosajh ajay
Faculty Guide
 CERTIFICATE

This is to certify that has done dissertation under my guidance, the work entitled
“RECRUITMENT AND SELECTION IN MAHINDRA” his own research work done
for the degree of Master of Business Administration . This work is suitable for the partial
fulfillment of requirement of the MBA Degree.

Date – 22/04/2019 Mentor Name

Place: Chandigarh Dr. Babita Dosajh
 DECLARATION

I, Naveen Sain student of M.B.A, Amity Global Business School, Chandigarh, hereby
declare that this project work title, “Recruitment and Selection in Mahindra” is
submitted for the partial fulfillment in M.B.A. of Amity Global Business School,
Chandigarh.
This study is purely work of mine and never done or submitted before by any other
institution for the award of any degree or fellowship.
 ACKNOWLEDGEMENT

The present work is an effort to throw some light On “Recruitment and Selection in
Mahindra” The work would not have been possible to come to the present shape without
the able guidance, supervision and help to me by number of people.I thank Amity Global
Business School for giving me an opportunity to undertake my project work .The success
and final outcome of this project required a lot of guidance and assistance from many
people and I am extremely privileged to have got this all along the completion of my
project. All that I have done is only due to such supervision and assistance and I would
not forget specially Dr.Shivali Dhingra who gave this wonderful opportunity.
With deep sense of gratitude I acknowledge the encouragement and guidance received by
Dr.Babita Dosajh (Faculty Guide) who not only played the role of my Philosopher, but
also mentored me at every stage of my project work. I would like to extend my heartily
thanks to entire Faculty of MBA department for their constant cooperation and support to
take decision during the course of my research. Indeed I shall remain ever grateful to
them. I would also like to thanks to all those my friends whose name could not be
mentioned.

And last but not the least I would like to thanks my parents for their immense support and
blessings without which I cannot dream of making this project. The experience I gained
during this research project is of immense importance to me academically and more so
professionally.
 EXECUTIVE SUMMARY

India's domestic automotive industry, enjoyed high growth in financial year-05,

continuing the healthy trend set in financial year-04. Increased industrial growth
contributed to the upward trend. All the automotive industry segments in which M&M
has a presence witnessed a growth in demand in financial year-05. The Indian tractor
industry too saw an upward trend after a severe downturn period, due to favorable
monsoon and better credit terms helped to build positive sentiments. The major players in
the Commercial Vehicle Segment are Ashok Leyland Ltd ,Hindustan Motors Ltd, Telco,
Volvo India Pvt.Ltd, Bajaj Tempo Ltd, Eicher Motors Ltd, Mahindra & Mahindra Ltd,
and Swaraj Mazda Ltd. Mahindra & Mahindra Limited (M&M) is the flagship company
of around Rs.8000 crore Mahindra Group, which has a significant presence in key sectors
of the Indian economy. A consistently high performer, M&M is one of the most respected
companies in the country. Set up in 1945 to make general-purpose utility vehicles for the
Indian market, M&M soon branched out into manufacturing agricultural tractors and light
commercial vehicles (LCVs). The company later expanded its operations from
automobiles and tractors to secure a significant presence in many more important sectors.
The company has, over the years, transformed itself into a Group that caters to the Indian
and overseas markets with a presence in vehicles, farm equipment, information
technology, trade and finance related services, and infrastructure development. Mahindra
& Mahindra Ltd (M&M) is a leading player in the Indian utility vehicles and tractors
segment with market shares of 49.5% in Jeeps/ MUVs, 30.9% in 3-wheelers, and market
share of 25.9% in Tractors in theFY2005. This study tries to cover the industry related
data and in depth company study and an overview of the economy, evaluates the
company on various valuation models.
 Table of Contents

1. About Automobile Industry

2. Company Flashback
3. About Mahindra Two Wheelers Ltd.
4. Introduction
5. Objective of Project
6. Scope of Project
7. Recruitment

a. Definition of Recruitment
b. Purposes and importance
c. Factors affecting recruitment
d. Sources of recruitment
e. Recruitment process
f. Types of recruitment methods

8. Selection

a. Definition of Selection
b. Purposes of selection
c. Selection Process
d. Barriers to effective selection

9. Difference between Recruitment and Selection Process

10.Conclusion

11. References.
 About Automobile Industry

Starting its journey from the day when the first car rolled on the streets of Mumbai in
1898, the Indian automobile industry has demonstrated a phenomenal growth to this day.
Today, the Indian automobile industry presents a galaxy of varieties and models meeting
all possible expectations and globally established industry standards. Some of the leading
names echoing in the Indian automobile industry include Maruti Suzuki, Tata Motors,
Mahindra and Mahindra, Hyundai Motors, Hero Honda and Hindustan Motors in
addition to a number of others.

The automobile sector of India is the seventh largest in the world. In a year, the
country manufactures about 2.6 million cars making up an identifiable chunk in the
world’s annual production of about 73 million cars in a year. The country is the largest
manufacturer of motorcycles and the fifth largest producer of commercial vehicles.
Industry experts have visualized an unbelievably huge increase in these figures over the
immediate future. The figures published by the Asia Economic Institute indicate that the
Indian automobile sector is set to emerge as the global leader by 2012. In the year 2009,
India rose to be the fourth largest exporter of automobiles following Japan, South Korea
and Thailand. Experts state that in the year 2050, India will top the car volumes of all the
nations of the world with about 611 million cars running on its roads.

Well developed transportation system plays a key role in the development of an

economy, and India is no exception to it. With the growth of transportation system the
Automotive Industry of India is also growing at rapid speed, occupying an important
place on the 'canvas' of Indian economy.

Today Indian automotive industry is fully capable of producing various kinds of vehicles
and can be divided into 03 broad categories: Cars, two-wheelers and heavy vehicles.
Snippets

 The first automobile in India rolled in 1897 in Bombay.

 India is being recognized as potential emerging auto market.
 Foreign players are adding to their investments in Indian auto industry.
 Within two-wheelers, motorcycles contribute 80% of the segment size.
 Unlike the USA, the Indian passenger vehicle market is dominated by cars (79%).
 Tata Motors dominates over 60% of the Indian commercial vehicle market.
 India is the largest three-wheeler market in the world.
 India is the largest two-wheeler manufacturer in the world.
 India is the second largest tractor manufacturer in the world.
 India is the fifth largest commercial vehicle manufacturer in the world.
 The number one global motorcycle manufacturer is in India.
 India is the fourth largest car market in Asia - recently crossed the 1 million mark.
 Company Flashback

Mahindra & Mahindra Limited (M&M), the flagship company of US $ 2.59 billion
Mahindra Group, has a significant presence in key sectors of the Indian economy. M&M
is one of the most respected companies in India. The Company over the years has
transformed itself into a Group that caters to the Indian as well as foreign markets with a
presence in vehicles, farm equipment, information technology, trade and finance related
services, and infrastructure development. Now, they have started with a separate Sector,
Mahindra Systems and Automotive Technologies (MSAT) in order to focus on
developing components as well as offering engineering services.

Mahindra & Mahindra currently employs around 11,600 people and has eight
manufacturing facilities spread over 500,000 square meters. The company has 49 sales
offices that are supported by a network of over 780 dealers across the country. The
company's outstanding manufacturing and engineering skills allow it to innovate and
launch new products constantly for the Indian market. The "Scorpio", a SUV developed
by the company from the ground up, resulted in the Company winning the National
Award for outstanding in-house research and development from the Department of
Science and Industry of the Government in the year 2003.

In the community development sphere, M&M has implemented several programs that
have benefited the people and institutions in its areas of operations. On the auspicious
occasion of its 60th anniversary, the Company announced a range of CSR activities
supported by a commitment of 1% of Profit after Tax for its CSR initiatives.
Products of Mahindra & Mahindra

Automotive Segment

Bolero Range Bolero Bolero Camper

Sedan Range Logan

Hatchback Range Mahindra Renault Sandero

SUV Range Scorpio Mahindra Thar

Bike Range Mahindra Stalllio Mahindra Mojo

Pickup Range Utility NC 640DP

Pik-Up Pik-Up CBC

MaXX Range MaXX MaXX-LX

CL Range 500-550MDI

MMRange 540/550 DP 550 PE

540/550 XDB

Commander Range 650 DI 750 DI Long

750 ST

Hard Top Range Economy 5 Door

Marshall DI Marshall Deluxe
775 XDB Marshall Royale
3 Door

Voyager Range Voyager Voyager Ambulance

Voyager Delivery Van

LCV Range CabKing 576 Tourister

FJ470-DS4 High Roof Cabking 576DI
 Omnibus Loadking DI
DI 3200
FJ Minibus

Three Wheeler Champion DX Champion

Range

Alternative Fuel CNG FJ CNG Minibus

Range Bijlee

Army Range Rakshak 550 XD

Export Range Single Cab MM-775

Double Cab Classic
4WD

Farm Equipment Segment

Tractor Below 30 HP Yuvraj 265 DI Bhoomiputra

265 DI Sarpanch

Tractors Between 30- Arjun 445 DI 475 DI - Sarpanch

40 HP 275 DI TU Sarpanch 475 DI - Bhoomiputra
275 DI TU
Bhoomiputra

Tractors Above 40 HP Arjun 555 DI 575 DI Bhoomiputra

2Arjun 605 DI 585 DI - Sarpanch
575 DI - Sarpanch

Farm Implements Rigid Tine Cultivator Mounted Mould

Mounted Offset Disk Board Plough
Harrow Heavy Duty Tiller
Spring Loaded Tiller Reversible Plough
Mounted Disc Plough
Leveller
 Mahindra Two Wheelers Ltd.

Mahindra Two Wheelers Limited forms a part of the Mahindra & Mahindra group. An
India based two wheeler manufacturing company, it offers an impressive, stylish as well
as exclusive range of scooters and motorcycles.
The range that it extends includes two wheelers that range between 50cc Mopeds to
135cc scooters.
Mahindra Group, the parent company of Mahindra Two Wheelers Limited is
amongst the top 10 industrial houses in India. The US $6.3 billion Mahindra Group has
extended its wings far and wide in different industries and sectors like utility vehicles,
tractors, timeshare business, telecommunication software and rural finance.

Mahindra Two Wheelers Limited (MTWL) is backed by the Mahindra

Engineering Services (MES), the Italy-based design house, engines engineering and
Taiwan’s Sanyang Industry Company Limited (SYM). Apart from the support of these
departments and the intensive R & D of M&M, the two wheeler manufacturer plans to
assume a significant position in the rapidly growing Indian and global two-wheeler
market. The automaker has its network in countries like USA, Canada, Latin America,
Europe, Africa, Middle East and South Asia.

This two wheeler maker formally entered the two wheeler industry by acquiring
with the successful acquisition of business assets of Kinetic Motor Company Limited
(KMCL).
 Introduction of Project

The human resources are the most important assets of an organization.

The success or failure of an organization is largely dependent on the caliber of the people
working therein. Without positive and creative contributions from people, organizations
cannot progress and prosper. In order to achieve the goals or the activities of an
organization, therefore, they need to recruit people with requisite skills, qualifications and
experience. While doing so, they have to keep the present as well as the future
requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the required number
and kind of human resources are determined, the management has to find the places
where the required human resources are/will be available and also find the means of
attracting them towards the organization before selecting suitable candidates for jobs. All
this process is generally known as recruitment. Some people use the term “Recruitment”
for employment. These two are not one and the same. Recruitment is only one of the
steps in the entire employment process. Some others use the term recruitment for
selection. These are not the same either. Technically speaking, the function of
recruitment precedes the selection function and it includes only finding, developing the
sources of prospective employees and attracting them to apply for jobs in an organization,
whereas the selection is the process of finding out the most suitable candidate to the job
out of the candidates attracted (i.e., recruited).Formal definition of recruitment would
give clear cut idea about the function of recruitment.
 Recruitment

Recruitment is the process that helps in taking decision whether the applicants are
suitable for the fill the vacancy or not. It is clearly in the interest both the organization as
well as applicants. The efficient process of recruitment may be helpful to describe-

a) What resources you want?

b) What resources are available?
c) Where and how can they be found?

Recruitment is a ‘linking function’-joining together those with jobs to fill and those
seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers and
employer with a view to encourage the former to apply for a job with the latter.

Definitions:

“Recruitment is the process of searching for prospective employees and encouraging

them to apply for jobs in an organization.”

OR

“Recruitment is a process to discover the source of manpower to meet recruitment of the

staffing schedule and to employ effective measures in adequate number to facilitate
effective selection of a working force.”
PURPOSES AND IMPORTANCE:

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes are to:

 Determine the present and future requirements of the organization in conjunction

with its personnel-planning and job-analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the number of
visibly, under qualified or overqualified job applicants.
 Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Induct outsiders with a new perspective to lead the company.
 Develop an organizational culture that attracts competent people to the company.
 Search or head hunt/head pouch people whose skills fit the company’s values.
 Devise methodologies for assessing psychological traits.
 Search for talent globally and not just within the company.
 Anticipate and find people for positions that do not exist yet.
 Increase organizational and individual effectiveness in the short term and long
term.
 Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.
FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:-

1) INTERNAL FACTORS
 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Engagement of the company in HRP
 Company’s size
 Cost of recruitment
 Company’s growth and expansion.

2) EXTERNAL FACTORS
 Supply and Demand factors
 Unemployment Rate
 Labor-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors

SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources. The sources within
the organization itself (like transfer of employees from one department to other,
promotions) to fill a position are known as the internal sources of recruitment.
Recruitment candidates from all the other sources (like outsourcing agencies etc.) are
known as the external sources of the recruitment.

SOURCES OF RECRUITMENT

Process of Recruitment

The recruitment process includes:

1) Determination of vacancies

2) Considering the sources

3) Preparing and publishing information.

 Recruitment Process

1. Determination of vacancies:
The first stage in the procedure is concerned with the question- what resources are needed
i.e. the determination of vacancies will depend on the aims and objectives of the
organization. In practice, vacancies of jobs may occur in an organization.
 When an organization is newly setup.
 When there is any change in policy, technology, location.
 When employees leave the organization and need to be replaced.

2. Considering the source:

This stage is concerned with the supply and availability of resources. The sources of
supply do not remain constant but vary from time to time. Frequently, sources of supply
of manpower are divided in two groups-
I. Internal sources:-
 Present employees, permanent, temporary and casual
employees already on the pay roll of the organization.
 Retired and retrenched employees who want to return to the
company may be hired.
 Dependents and relatives of deceased and disabled employees.
II. External sources: - Since it is possible to fill all vacancies through internal
sources, the manpower managers must be familiar with external sources.
These sources generally include:

 Person introduced and recommended by present and former

employees or trade unions.
 Employment exchanged and private employment agencies.
 Open advertisement.
 Educational, technical and professional institutions.
 Contractors and jobbers.
  Gate hiring of unskilled workers.
 Casual applicants.
 Temporary or badly workers

3) PREPARING AND PUBLISHING INFORMATION :-

After determination of vacancies and considering the source, the next important step of
recruitment process is preparation and publication of information. It requires special
attention and skill. The object of publication of information is following:
 It should be sufficient to give complete and accurate details about job
and its requirement.
 It should attract attention of maximum number of suitable candidates.
 It should create a favorable image of the organization.

The preparation of information should be based on job analysis. It should mention the
special features required in the applicant that are important to the job.
METHODS OF RECRUITMENT

The following are the most commonly used methods of recruiting people. They are:

INTERNAL METHODS:

1. Promotions and Transfers-- This is a method of filling vacancies from within

through transfers and promotions. A transfer is a lateral movement within the
same grade, from one job to another. It may lead to changes in duties and
responsibilities, working conditions, etc., but not necessarily salary. Promotion,
on the other hand, involves movement of employee from a lower level position to
a higher level position accompanied by (usually) changes in duties,
responsibilities, status and value.

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

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

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

1. Campus Recruitment-- It is a method of recruiting by visiting and participating in

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

External (Indirect) Methods:

Advertisements-- These include advertisements in newspapers; trade, professional and

technical journals; radio and television; etc. in recent times, this medium has become just
as colorful, lively and imaginative as consumer advertising. The ads generally give a
brief outline of the job responsibilities, compensation package, prospects in
organizations, etc.
 Newspaper Ads: Here it is easy to place job ads without much of a lead time. It
has flexibility in terms of information and can conveniently target a specific
geographic location. On the negative side, newspaper ads tend to attract only
those who are actively seeking employment at that point of time, while some of
the best candidates who are well paid and challenged by their current jobs may
not be aware of such openings.
 Television and radio ads: These ads are more likely to each individual who are not
actively seeking employment; they are more likely to stand out distinctly, they
help the organization to target the audience more selectively and they offer
considerable scope for designing ads creatively.
Other Methods:

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

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

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

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

 Gate Hiring and Contractors:- Gate hiring (where job seekers, generally blue
collar employees, present themselves at the factory gate and offer their services
on a daily basis), hiring through contractors, recruiting through word-of-mouth
publicity are still in use – despite the many possibilities for their misuse – in the
small scale sector in India.

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

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

The size of the labor market, the image of the company, the place of posting, the nature
of job, the compensation package and a host of other factors influence the manner of
aspirants are likely to respond to the recruiting efforts of the company. Through the
process of recruitment the company tries to locate prospective employees and encourages
them to apply for vacancies at various levels.
Recruiting, thus, provides a pool of applicants for selection. Selection is the
process of choosing the most suitable person out of the applicants. In the selection
process, the candidates are divided in to two parts –Those who are suitable for job and
those who are not .It involves rejection of those applicant who are not fit for the job and
so something it is described as ‘negative process’.

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

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

Selection Process:
 Steps in Selection Process

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

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

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

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

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

3. Selection Testing: - A test is a standardized, objective measure of a person’s

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

 Intelligence Tests: These are mental ability tests. They measure the incumbent’s
learning ability and the ability to understand instructions and make judgments.
The basic objective of such test is to pick up employees who are alert and quick at
learning things so that they can be offered adequate training to improve their
skills for the benefit of the organization. These tests measure several abilities such
as memory, vocabulary, verbal fluency, numerical ability, perception etc. E.g.
Standford-Benet test, Benet Simon Test, The Wechsler Adult Intelligence Scale
are example of standard intelligence test
 Aptitude Test: Aptitude test measure an individual’s potential to learn certain
skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not
an individual has the capabilities to learn a given job quickly and efficiently. In
order to recruit efficient office staff, aptitude tests are necessary. An aptitude tests
is always administered in combination with other tests like intelligence and
personality tests as it does not measure on-the-job-motivation
 Personality Test: Of all test required for selection the personality tests have
generated a lot of heat and controversy. The definition of personality, methods of
measuring personality factors and the relationship between personality factors and
actual job criteria has been the subject of much discussion. Researchers have also
questioned whether applicants answer all the items truthfully or whether they try
 to respond in a socially desirable manner. Regardless of these objections, many
people still consider personality as an important component of job success.
 Achievement Tests: These are designed to measure what the applicant can do on
the job currently, i.e., whether the tester actually knows what he or she claims to
know. A typing test tests shows the typing proficiency, a short hand tests
measures the tested ability to take dictation and transcribe, etc. Such proficiency
tests are also known as work sampling test. Work sampling is a selection tests
wherein the job applicant’s ability to do a small portion of the job is tested. These
tests are of two types; Motor, involving physical manipulations of things (e.g.,
trade tests for carpenters, electricians, plumbers) or Verbal, involving problem
situation that are primarily language-oriented or people oriented( e.g., situational
tests for supervisory jobs). Since work samples are miniature replicas of the actual
job requirements, they are difficult to fake. They offer concrete evidence of the
proficiency of an applicant as against his ability to the job. However, work sample
tests are not cost effective and every candidate has to be tested individually. It is
not easy to develop work samples for each job. Moreover, it is not applicable to
all levels of the organization
 Simulation Tests: Simulation exercise is a test which duplicates many of the
activities and problems an employee faces while at work. Such exercises are
commonly used while hiring managers at various levels in an organization. To
assess the potential of a candidate for managerial positions assessment centers are
commonly used.
 Assessment Centre: An assessment centre is an extended work sample. It uses
procedures that incorporate group and individual exercises. These exercises are
designed to stimulate the type of work which the candidate will be expected to do.
Initially a small batch of applicants comes to the assessment centre (a separate
room). Their performance in the situational exercise is observed and evaluated by
a team of 6-8 assessors. The assessors’ judgment on each exercise are complied
and combined to have a summary rating for each candidate being assessed.
4. Selection Interview: - Face to face interview before final selection is an
important step. It provides an opportunity to have a better understanding of the
candidate.
Interview is an essential element of selection and no selection procedure is
complete without personal interview .There is different types of interviews which
may be arranged for selection. They can be-
a) Structured interview
b) Unstructured interview
c) Action interview
d) Stress interview

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

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

whom reference may be made about the candidate’s character and suitability for
the job. Two types of reference which source of information about the general
character of the applicants. Formal employer reference one who may be able to
speak about the applicants’ earlier work. The reference is too useful to judge the
future behavior and the performance of the candidate.

7. Hiring decision: - The line manager has to make the final decision now – whether
to select or reject a candidate after soliciting the required information through
different techniques discussed earlier. The line manager has to take adequate care
in taking the final decision because of economic, behavioral and social
implications of the selection decisions. A careless decision of rejecting a
candidate would impair the morale of the people and they suspect the selection
procedure and the very basis of selection in a particular organization.
Barriers to effective selection:

 PERCEPTION: Our inability to understand others accurately is probably the most

fundamental barrier to selecting right candidate. Selection demands an individual
or a group to assess and compare the respective competencies of others, with the
aim of choosing the right persons for the jobs. But our views are highly
personalized. We all perceive the world differently. Our limited perceptual ability
is obviously a stumbling block to the objective and rational selection of people.
 FAIRNESS: Fairness in selection requires that no individual should be
discriminated against on the basis of religion, region, race or gender. But the low
number of women and other less privileged sections of society in the middle and
senior management positions and open discrimination on the basis of age in job
advertisements and in the selection process would suggest that all the efforts to
minimize inequity have not been very effective.
 VALIDITY: Validity, as explained earlier, is a test that helps predict job
performance of an incumbent. A test that has been validated can differentiate
between the employees who can perform well and those who will not. However, a
validated test does not predict job success accurately. It can only increase
possibility of success.
 RELIABILITY: A reliable method is one which will produce consistent results
when repeated in similar situations. Like a validated test, a reliable test may fall to
predict job performance with precision.
 PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats,
relatives, friends, and peers to select particular candidate. Candidates selected
because of compulsions are obviously not the right ones.
 Recruitment VS Selection

1. The recruitment the process of searching the candidates for

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

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

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

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

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

4. Recruitment is concerned with tapping the sources of human

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

5. There is no contract of recruitment established in recruitment

WHEREAS selection results in a contract of services between the
employer and the selected employee.
 My Job at Mahindra Two Wheelers Ltd

I started my job as HR Trainee. My job profile was to handle RECRUITMENT in

my project. The senior HR manager narrated me the whole procedure. My job
profile was to arrange resumes from the various job sites such as Naukri.com,
Timesjobs.com etc.
According to the requirements of the company. After generating the resumes from
the sites the next step is to shortlist the resume which best suite the requirements.
Now the short-listed candidates have to be given a phone call in order to find out
their interests and schedule them for interview. There are 2 forms of interview
that a candidate can appear for:

1. Personal Interview.

2. Telephonic Interview.

1. PERSONAL INTERVIEW

This is regarded to be the BEST FORM of interview. In such form of an

interview the candidate personally appears in front of the interviewer and
gives his interview. This is regarded to be the best form of interview as the
interviewee has the best chances of making his points clear in front of the
interviewer.

2. TELEPHONIC INTERVIEW

Sometimes an interview is taken on the phone. A telephonic conversation

is done between the interviewer and the interviewee where the interviewer
calls up the candidate via phone and conducts the interview.
 CONCLUSION

I have tried to give my best to the project. I have incorporated all the relevant HUMAN
RESOURCES MANAGEMENT principles which could be associated with my topic on
“Recruitment and Selection” process.
I express my gratitude to Respected Mr. Rajesh Upadhyaya. I have dealt with this
project very conscientiously and sincerely. I hope to keep doing such interesting projects
in the future.

Thank you.
 References

 www.wikipedia.com
 Human Resource Management ebooks on www.freeebooks.com
 www.mahindraandmahindraltd.com
 www.scribd.com