Recruitment and Selection Project Report

Recruitment and selection
Chapter -1
INTRODUCTION
Emerald’s DEGREE COLLEGE, TIRUPATI. Page 1

INDUSTRY PROFILE

INDUSTRY PROFILE
The businesses of Saint-Gobain group in India are housed into two large entities,
Grindwell Noton Limited(GNO),a pubicly traded company and Saint-Gobain India private
limited. Listed on the Bombay and National Stock Exchanges,the GNO company pioneered
the manufacturing of the grinding wheels in India in 1941.
Today , GNO’s businesses includes :
 Abrasives
 High performance refractories
 Performance plastics
ABRASIVES:
An "Abrasive" is a material, often a mineral , that is used to shape or finish a
workpiece through rubbing which leads to part of the workpiece being worn away by friction.
In short, the ceramics which are used to cut , grind and polish other softer materials are
known as abrasives.
At Norton, we offer powerful, precise and user friendly solutions that enable our
customers to shape and finish all types of material even in the most complex and challenging
applications. From simple cutting, grinding, sanding and finishing activities in the DIY ( Do
It Yourself ) market to highly technical, precision operations in specialist manufacturing
industries, we understand abrasive safety, quality, performance and cost is critical and can
provide a range of solutions to meet any demand.
GNO’s abrasives business in the Indian arm of Saint-Gobain abrasives. In 1941,GNO
pioneered the manufacturing of grinding wheels in India. Today , the Abrasives business is a
market leader with a Pan-India presence. In 2015-16 , the business registered sales of Rs.840
crores and employs 1100+ people.
Types of Abrasives:
 Bonded Abrasives
 Coated Abrasives

Bonded Abrasives:
Bonded Abrasives are a mixture of abrasive grinds, fillers and bonding materials. The
bonding agent can be vitreous; resin, rubber, shellac, epoxy, magnesite and a range of
bonding materials often referred to as a ‘plastic’.
Coated Abrasives:
A Coated Abrasive is an abrasive grain bonded to a flexible substrate using adhesives.
Common substrates are paper, cloth , vulcanized fibre and plastic films. Sandpaper and emery
cloth are coated abrasives for hand use, usually non-precision. These two terms are used by
general public in place of “coated abrasives”.
Applications of Abrasives:
Metal fabrication segment:
 Cutting sheet metal
 Grinding and sanding all kind of metals
 Derusting of steels
 Cleaning and finishing
Building and Construction segment:
 Tile cutting
 Wood cutting
 Stone grinding
 Industrial sawing and grinding
Automobile component manufacturing segment:
 Cylindrical grinding
 De-burring
 Weld removal and blending
Bearing segment:
 Face grinding
 Center less grinding
 Bore grinding
 Profile dressing

Foundry segment:
 Removing cracks
 Shaping
 Cutting-off
Steel segment:
 Roll grinding
 Plate grinding
 High pressure coil grinding
Precision engineering segment:
 Steel conditioning
 Micro finishing
 Light removing
Medical segment:
 Rough grinding
 Intermediate finishing
 Needle grinding and shaping
Glass segment:
 Edge breaking
 Beveling
 Finishing and brightness finishing
 Silicon Carbide:
Silicon Carbide, exceedingly hard, synthetically produced crystalline compound of

silicon and carbon. Its chemical formula is SiC. Since the late 19th century Silicon Carbide
has been an important material for sand papers, grinding wheels and cutting tools.
GNO’s Silicon Carbide business is a major supplier to all leading refractory,

metallurgy and abrasives manufacturers in India. The business is a part of Saint-Gobain’s
ceramic materials division. Globally , Saint-Gobain is the world’s largest manufacturer of
Silicon Carbide. All our products are manufactured in accordance with international
standards or customized fulfill specific customer demands . GNO and its subsidiary have two
fully integrated manufacturing plants ( own furnacing as well as sizing plants).

Applications of Silicon Carbide:
 Metallurgical applications
 Abrasion resistance applications
 Refractory applications for steel industry
 High performance refractory applications
 Abrasive applications
 Slurr wire sawing
 Technical ceramics
High performance refractories:

“Non-metallic materials having those chemical and physical properties that make
them applicable for structures, or as components of systems, that are exposed to
environments above 1000° F. Refractory materials are used in furnaces, kilns, incinerators
and reactors.
The high performance refractory’s business of GNO is a part of Saint-Gobain’s
ceramic materials division which offers complete solutions with expertise in design and
engineering, product manufacturing for refractory systems for high temperature applications ,
ballistic applications and wear applications.
Performance plastics:
High performance plastics differ from standard plastics and engineering plastics
primarily by their temperature stability, but also by their chemical resistance and mechanical
properties, production quantity, price.
The performance plastics business develops products with high performance
properties used to produce energy and reduce consumption, provide protection, improve
comfort and sustain the environment.
Applications:
 Composites
 Fluid systems

COMPANY PROFILE

COMPANY PROFILE
EVOLUTION:
1947:
Two Parsi gentlemen set up Grindwell Abrasives at Mora, a small fishing village near
Mumbai, with technical assistance from two Czechs. They were soon joined by Mr. Noshir
Sidhva. This was the first Grinding Wheels factory in India.
Mid 1950s:
Grindwell launches its first Brand – Compass. It continues to be a major brand till
date. (Note: Carborundum is the generic name for Silicon Carbide).For many years, GNO’s
registered and Head Office was located in the iconic Army & Navy Building in the heritage
Fort area of Mumbai.
1967:
Grindwell Abrasives enters into a technical collaboration with Norton Co., USA
Early 1970s:
First modernization of the Grinding Wheel plant and start of manufacture of Coated
Discs and Super Refractory’s at Mora.
1971:
Norton Company becomes a partner and Grindwell Norton Ltd. (GNO) comes into
being
1972:
GNO pioneers the manufacture of Silicon Carbide (SiC) in India at its new site in
Bangalore.
1977:
R&D Centre set up in Bangalore to support the manufacturing function, in areas like
process optimization, improvement in furnacing technologies, etc.

1980:
Manufacture of SiC moves to a new site near Tirupati .Second modernization of Mora
plant with introduction of new age machinery and the Pullman tunnel kiln.
1983:
GNO goes Public. Following an Initial Public Offering (IPO), GNO is listed on the
Bombay Stock Exchange. Since then, GNO’s market value has grown at a compounded
annual rate of 18.5%.
1984:
GNO starts manufacture of Fused Alumina grains in the old SiC plant at Bangalore.
Later discontinued.
1986:
GNO forays into marketing of Centralized Lubrication Systems manufactured by

Lincoln GmbH.
1989:
GNO starts manufacturing Centralized Lubrication Systems in Bangalore. In 1993,

Lincoln Helios (India) Ltd. is formed as a JV between GNO and Lincoln GmbH.
1990:
GNO commissions High Performance Refractories (HPR) plant at Bangalore.
1991:
GNO celebrates a major milestone in its history - its Golden Jubilee - with the theme:
‘LIFE BEGINS AT 50’.
1993:
A state-of-the-art plant set up at Bangalore to manufacture a full range of Coated

Abrasive products.
1994:
GNO sets up a new Non-woven Abrasives plant and pioneers its production in India.

1996:
GNO becomes the first majority-owned subsidiary of Saint-Gobain in India. Earlier in

1990, Compagnie de Saint-Gobain had acquired Norton Co., USA, and thus became a
stakeholder in GNO. Super Abrasives plant set up for manufacturing Diamond and cBN
Grinding Wheels.
1997:
A state-of-the-art plant set up at Nagpur for manufacturing Thin Wheels and Bonded
Abrasive products.
2005:
GNO acquires the Grinding Wheels business of Orient Abrasives.
2006:
GNO’s Head Office moves from the heritage Army & Navy Building to a new owned
office at the Leela Business Park, Mumbai (near the International Airport).
2008:
GNO commissions a new Abrasives plant near Baddi in Himachal Pradesh for
manufacture of Thin Wheels and Coated Abrasive products. An ultra-modern Performance
Plastics plant set up on GNO’s Bangalore campus
2009:
Saint-Gobain Ceramic Materials Bhutan, a majority-owned subsidiary of GNO,

commissions a new plant for manufacturing Silicon Carbide near Phuentsholing, Bhutan.
2010:
GNO launches INDEC, a captive, global IT Development Centre in Mumbai for

providing a range of services to the Saint-Gobain Group worldwide.
2012:
GNO commissions a new High Performance Refractories plant at a new site at Halol
in Gujarat. Enters a new business - ADFORS - with a plant at Bangalore for manufacturing
mine-grids. Commissions a new, high-tech Non-woven Abrasives plant at Bangalore.

2013:
GNO commissions a new Bonded Abrasives plant at Nagpur.
2015:
GNO becomes the No. 1 Abrasives company in India.
2016:
GNO celebrates its 75th Anniversary - with the theme: SoAlive@75.

MESSAGE FROM MANAGING DIRECTOR
GNO was born in 1941, in a 40'x40' room at Mora, a fishing village across Bombay
harbour, Grindwell pioneered the manufacture of grinding wheels in India. Promoted by two
Parsi entrepreneurs, the company has grown steadily and, over the years, has established
itself as a strong leader in Abrasives, Silicon Carbide, High-Performance Refractories and
Performance Plastics.
In 1983, GNO, which was by then a JV between Norton Company and the Indian
Promoters, was listed on the Bombay Stock Exchange. In 1996, GNO became a majority-
owned subsidiary of Compagnie de Saint-Gobain (which had acquired Norton a few years
earlier). With its headquarters in Paris, Saint-Gobain is a large, transnational Group (Sales of
€39.6 billion in 2015) with a presence in 67 countries.
I have had the privilege of leading GNO since 1991. That was the year that GNO
celebrated its Golden Jubilee. The theme for the Golden Jubilee was: "Life Begins at fifty".
And it certainly did. The last 25 years have been a period of extraordinary expansion and
growth in sales and profits.
In 1991, GNO had three manufacturing sites (Mora, near Mumbai, Bangalore and
Tirupati). Since then, besides making significant investments in the existing sites (especially,
Bangalore), GNO has built plants at four new sites: Abrasives plants in Nagpur (1997) and
Himachal Pradesh (2008), a Silicon Carbide plant near Phuentsholing in Bhutan (2009) and a
High Performance Refractories plant in Halol near Vadodara (2012).
In 2016, GNO reached another historical milestone and celebrated its 75th
Anniversary. It has been quite a journey – one that we take pride in. For, it is the people of
GNO, who have made this journey possible, who have made a difference. Reflecting the
energy, the spirit and the liveliness of the people of GNO, our theme for the 75th Anniversary
was SO ALIVE@75!

During the 33 years that I have been with GNO, I have had the privilege of working
with many talented, committed, enthusiastic people who have made GNO what it is today and
who will lead GNO into an exciting future - a future that will be marked by sustained growth,
strong profitability and market leadership.
Product Range:
The company manufactures the products as mentioned below:
A) Abrasives - in 1941,grindwell made the first grinding wheel in India. It has since
been offering the best abrasives technology to Indian industry. It offers six
kinds of abrasives:
 Bonded abrasives
 Coated abrasives
 Non-woven abrasives
 Super abrasives
 Construction abrasives
 Thin wheels
B) Ceramics – ceramics, the material of the future has a wide range of industrial
applications ranging from high temperature refractories, wear parts,
fused cast ceramics to filters for chemical plants and much more.
BUSINESS DIVISIONS:
 Performance plastics - The performance plastics division is a recognized authority in

advanced polymer technology. It produces and markets more than 800 standard and
custom polymer products through three businesses: Engineered Components, Fluid
Systems and Composites. Each demonstrates innovation, responsiveness to customer
needs and polymer expertise.
 Project Engineering Group – The Project Engineering Group (PEG) is a division of
Grindwell Norton. Established in the early seventies, primarily for setting up
Grindwell Norton's plants and equipment in– house, PEG has come a long way and
has several achievements to its credit. Over the years, it has set up large scale

complex projects for Grindwell Norton and for other Saint–Gobain group companies
in India and abroad.
Awards:
 GNO had featured in Forbes Asia best under a Billion lists in October 2006. It was
one of just 23 Indian companies listed among the top 200 companies, with sales of
under a billion dollars, in the Asia–Pacific Region.
 The company got ISO 9001:2000 certifications in the year 2003.
Recent Development:
Saint–Gobain Ceramic Materials Bhutan, the joint venture between Grindwell Norton
and bhutan Singye Group for manufacturing Silicon Carbide, commenced commercial
production during the first week of May 2009.
General Principles of Conduct and Action:
Principles of conduct:
 Professional commitment:
It means mobilizing to the best of one’s ability the knowledge and know-how
of the individual and also calls for training to keep both up to date. It requires
personal commitment and a willingness to take on the tasks assigned and to acquire
knowledge necessary to do the job. It implies the effective contribution of each
person in caring particularly for the environment and for worker health and safety.
 Respect for others:
It is an absolute prerequisite for the professional and personal development of

each person. It applies throughout the Group worldwide. It implies an acceptance of
pluralism and other cultures and of people of all origins. It is expressed in a readiness
to listen to others, to inform, to explain, and to engage in dialogue.
 Integrity:
It requires a rigorous adherence to probity in all professional activities. It

means that no individual may compromise the interests of the Group entrusted to that
individual in favor of his or her own private interests – whether in dealing within the

Group or in dealing on behalf of the Group with thirdparties, whatever local

practices might be.Detailed rules of conduct may be adopted for certain categories
of Group personnel where the nature of their responsibilities so requires.
 Loyalty:
It requires honesty and fairness in dealing with superiors, colleagues,

subordinates and third parties dealing with the Group. In particular, it is
incompatible with the pursuit of self-interest where the latter conflicts with the goals
of the individual company or the Group as a whole. It implies the adherence to the
guidelines and internal rules of individual companies and of the Group.
 Solidarity:
It is based on a sense of individual responsibility at work, which prevails over

self-centered thinking. It encourages team work and bringing out the best in each
person, in order to achieve the objectives of the company and the Group. It
means rejecting management or operational methods geared more to the self-
satisfaction of given individuals rather than the interests of the individual company
or the Group as a whole.
Principles of Action:
 Respect for the law:
All Group companies must apply in all areas all laws and regulations of the
countries where they do business. Particular attention is drawn to the areas
described below. All Group companies must prohibit all actions which might breach
applicable norms of competition law. They must refrain from law. They must also
reject all forms of active or passive corruption whether in domestic or international
transactions . Furthermore, Group companies must not exploit loopholes or
inadequancies in any such laws or regulations where this would mean non-compliance
with the norms of the Saint-Gobain Group in the areas described below.
 Caring for the environment:
Group companies are to actively promote the protection of the environment.

All company sites, wherever they are located, must be managed in a way that allows

the setting of clear environmental targets and the regular monitoring of

environmental performances and measuring the same against these targets.
They must strive to raise the main relevant environmental performance standards of
their own sites to the level of particularly effective performance standards found in
the Group for comparable sites even if that means going beyond the
requirements of local legislation.
 Worker health and safety:
Group companies are to take particular care to adopt all measures necessary to
ensure the best possible protection against health and safety risks in the workplace.
They must adopt risk reduction policies and follow-up on the due application of the
same, checking actual results against the applicable standards. Such policies apply
both to their own employees and to employees of sub-contractors, when the latter are
working on a Group site. They must strive to raise the main relevant health and
safety performance standards of their own sites to the levels of particularly effective
performance standards found in the Group for comparable sites – even if that means
going beyond the requirements of local legislation.
 Employee rights:
Group companies must scrupulously ensure that employee’s rights are

respected. They must promote an active dialogue with their employees. In addition,
and without limitation, they must respect the following rules, even if not provided for
by applicable local law. They must refrain from any form of recourse to forced labour,
compulsory labour, or child labour(3) – whether directly or indirectly or through sub-
contractors when the latter are working on a Group site; and they must refrain from
any form of discrimination with respect to their employees, whether in the recruitment
process, at hiring, or during or at the end of the employment relationship.

Corporate Social Responsibility
Within the global framework of Corporate Social Responsibility (CSR), the Saint-
Gobain Group in India focuses on a few, specific priority actions under each of the five broad
areas. In addition, as an important element of its Corporate Social Responsibility, the Group
in India lays great emphasis in ensuring that its business practices meet the highest standards
of corporate governance and ethics.
Five broad areas:
 Limiting environmental impacts

 Inventing and promoting sustainable buildings
 Encourage employees professional growth
 Supporting community development
 Saint-Gobain India foundation
World class manufacturing

CHAPTER-2
REVIEW OF LITERATURE

3. REVIEW OF LITERATURE
The recruitment and selection process is one of the most important aspects of running
new and established businesses alike. The right employees can take your business to new
heights. The wrong ones can hurt business by missing sales, turning customers off and
creating a toxic workplace environment. Follow expert's advice on each step of the
recruitment and selection process to put together a team that fits with and enhances your
business culture, goals and objectives.
Recruitment:
According to Edwin B. Flippo, “Recruitment is the process of searching the

candidates for employment and stimulating them to apply for jobs in the organization”.
Recruitment is the activity that links the employers and the job seekers.A few definitions of
recruitment are:
 Recruitment is a process of finding and attracting capable applicants for employment.

The process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applications from which new employees are
selected.
 Recruitment is the process to discover sources of manpower to meet the requirement
of staffing schedule and to employ effective.
Recruitment of candidates is the function preceeding the selection, which 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. The main objective of the recruitment process
is to expedite the selection process.
Recruitment needs are of three types:
 Planned
 Anticipated
 Unexpected
Purpose and importance of recruitment:

o Attract and encourage more and more candidates to apply in the organization.
o Create a talent pool of candidates to enable the selection of best candidates for the
organization.

o Recruitment is the process which links the employers with the employees.
o Increase the pool of job candidates at minimum cost.
Sources of recruitment:
Sources of recruitment
INTERNAL: EXTERNAL:
o Transfers o Press advertisements

o Promotions o Educational institutes
o Upgrading o Placement agencies/
o Demotion outsourcing
o Retired employees o Employment exchanges
o Retrenched employees o Labour contractors
o Dependents and relatives of o Recruitment at factory gate
deceased employees o Employee referrals
Factors affecting recruitment:
Factors affecting recruitment
INTERNAL FACTORS EXTERNAL FACTORS
o Recruitment policy o Supply and demand

o Human resource planning o Labour market
o Size of firm o Image / goodwill
o Cost of recruitment o Political-legal-social
o Growth and expansion environment
o Unemployment rate
o Competitors

Trends in recruitment:
The following trends are being seen in recruitment:
OUTSOURCING:
In India, the HR processes are being outsourced from more than a decade now. A
company may draw required personnel from outsourcing firms. The oursourcing firms help
the organization by the initial screening of the candidates according to the needs of
organization and creating a suitable pool of talent for the final selection by the organization.
Outsourcing firms develop their human resource pool by employing people for them and
make available personnel to various companies as per their need. In turn, the outsourcing
firms or the intermediaries charge the organizations for their services.
POACHING / RAIDING:
“Buying talent” ( rather than developing it) is the latest mantra being followed by the
organizations today. Poaching means employing a competent and experienced persons
already working with another reputed company in the same or different industry; the
organization might be a competitor in the industry. A company can attract talent from
another firm by offering attractive pay packages and other terms and conditions, better openly
talked about. It has become a challenge for human resource mangers to face and tackle
poaching, as it weakens the competitive strength of the firm.
E - RECRUITMENT:
The internet penetration in India is increasing and has tremendous potential.

According to a study by NASSCOM – “jobs is among the top reasons why new users will
come on to the internet, besides e-mail.” Therefore are more than 18 million resumes floating
online across the world.
The buzzword and the latest in recruitment is the “E - Recruitment”. Also known as
“online recruitment”, it is the use of technology or the web based tools to assit the
recruitment process. The tool can be either a job website like naukri.com, the organizations
corporate web site or its own internet. Many big and small organizations are using internet as
a source of recruitment. They advertise job vacancies through worldwide web. The job
seekers send their applicants or curriculum vitae through an e-mail using the internet.

Alternatively job seekers place their CV’s in the world wide web, which can be drawn by
prospective employees depending upon their requirements.
SELECTION:
Selection is a negative process and involves the elimination of candidates who do not
have the required skills and qualification for the job proposal. Also it is a process of
differentiating between applicants in order to identify and hire those with greater likelihood
of success in job.
Selection process or activities, typically follow a standard pattern, beginning with an

initial screening interview and concluding with final employment decision. The traditional
selection process includes: preliminary screening interview, completion of application form,
employment test, comprehensive interview, background investigation, physical examination
and final employment decision to hire.
“ once a pool of candidates has been identified through the recruitment process the
most appropriate candidate, or candidates are identified through a selection process including
but not limited to interviewing, reference checking and testing. The purpose of the selection
process is to ensure that the best person or people are appointed to the role or roles using
effective, fair and equitable assessment activities.”
Barriers to effective selection
 Perception or the Halo effect: Many a times the interviewer selects a candidate
according to the perception he has or he made up while talking or looking at the
individual. This way he does not see through the caliber or the efficiency of the
individual and many times it leads to the selection of the wrong candidates.
 Fairness: During the selection process the interviewer does not select the individual
on the basis of his knowledge and hence the right type of the candidates is not
selected.
 Pressure: The people from the HR department and also have a lot of pressure from
the top management and from other top class people for selecting the candidates they
want. This ways the purpose of effective selection process of effective selection
process is defeated as they have to select that individual whether or not he is capable
of the job, that is being offered.

Essentials of selection procedure:

 Someone should have the authority to select.
 There must be sufficient number of applicants from whom the required number of
employees to be selected.
 There must be some standards of personnel with which a prospective employee may
be compared.
Factors affecting selection decision:
 Profile matching
 Organization and social environment
 Multi correlations
 Successive hurdles
Recruitment Vs selection:
Both recruitment and selection are the two phases of the employment process. The
differences between the two are:
 Recruitment is 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.
 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.
 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.
 Recruitment is concerned with tapping the source of human resources WHEREAS
selection is concerned with selecting the most suitable candidate through various
interviews and tests.
 There is no contract of recruitment established in recruitment WHEREAS selection
results in a contract of service between the employer and the selected employee.

CHAPTER - 3
RESEARCH METHODOLOGY

3.1 NEED FOR THE STUDY
In today’s competitive world especially the recruitment and selection process is used
to select a right candidate for the right job at right time in the right place. Better recruitment
and selection strategies results in improved organizational outcomes. Recruitment and
selection process has high significance in the organizations. The effectiveness of this process
impacts the overall efficiency of the organization. Hence , a need is felt to conduct a study on
the recruitment and selection process at present in Grindwell Norton Limited.

3.2 SCOPE OF THE STUDY
The scope of the study covers only one company i.e; Grindwell Norton Limited. The
study mainly focus on the level of satisfaction of the employees regarding the Recruitment
and selection process undertaken by the company. Basing on the responses of the employees
the effectiveness of the Recruitment and selection policies followed by the company are
analysed. Further , the study also attempted to find out:
 Various strategies followed by the management to make the recruitment and selection
process effective.
 To explore possible areas of defects to determine decisions regarding change in
procedure.
 To evaluate various factors which affect recruitment procedure.

3.3 OBJECTIVES OF THE STUDY
 To understand the policies and procedures of recruitment and selection in the

company.
 To find out the effectiveness of existing recruitment and selection procedure.
 To find out the satisfaction level of employees about recruitment and selection.
 To utilize the knowledge gained by this study in my future career.

3.4 LIMITATIONS
Every effort has been made to make the study complete and as extensive as possible.
However the study is not free from certain limitations.
 The study is restricted to renigunta branch only.
 Sample size is 20 only.
 The time period which the project has undergone is only 25 days, so in that short
period the study is done.
 The data collected is on the basis of questionnaire replies from the sample employees
only.

3.5 RESEARCH DESIGN
Research methods:
The required data has been collected through primary and secondary data.
Primary data : Questionnaire and Personal interview with employees.
Secondary data : Magazines, text books, Company records and from the websites i.e;
www.google.co.in ,www.wikipedia.com, www.grindwell.co.in for review
of literature and for profiles of the organization .
SAMPLING FRAME
SAMPLE SIZE : 20
METHOD OF SAMPLING : Convenience sampling
SAMPLING ELEMENT : Employees of GRINDWELL NORTON LIMITED,
Renigunta
RESEARCH INSTRUMENT : structured questionnaire and personal interview
STATISTICAL METHOD : percentage method

CHAPTER - 4
DATA ANALYSIS
AND
INTERPRETATION

1. In your opinion, employee selection is made in this company based on your?
4.1. TABLE SHOWING THE BASIS FOR THE SELECTION IN THE

ORGANIZATION
Grade No. of respondents Percentage%

Qualification 7 35
Previous experience 6 30
multiskills 7 35
total 20 100
4.1. CHART
40
35 35
35
30
30
25
20 No. of respondents
15 Percentage%
10 7 6 7
5
0
Qualification Previous multiskills
experience
INTERPRETATION:
From the chart above we find that 35% of employees were selected based on their
qualification, 30% of employees were selected because of their previous experience and 35%
of employees were choosed as they posses mulitskills.It is evident that most of the employees
were selected based on their qualification and multiskills. From this we infer that the
company is giving an opportunity to freshers.

2. Which factor encouraged you to apply for job in this company?
4.2 TABLE SHOWING WHAT MADE THE EMPLOYEES TO APPLY FOR THE
JOB
Grade No. of respondents Percentage

Salary 2 10
Company image 16 80
Management efficiency 2 10
total 20 100
4.2 CHART
90
80
80
70
60
50
30 Percentage
20 16
10 10
10 2 2
0
Salary Company Management
image efficiency
INTERPRETATION:
From the above chart we can observe that 10% of employees joined because of
salary, 10% of employees because of management efficiency and nearly 80% of employees
have joined this company because of company image. This shows that people are keen to join
this organization because of its sizeable image.

3. Which type of interview did you face at the time of your selection?
4.3 TABLE SHOWING WHICH KIND OF INTERVIEW HAD DONE WHILE

SELECTION

Formal 8 40
Informal 0 0
mixed 12 60
Total 20 100
4.3 CHART
70
60
60
50
40
40
No. of respondents
30 Percentage%
20
12
10 8
0 0
0
Formal Informal mixed
INTERPRETATION:
From the above chart we can find that 40% of employees faced a formal interview.
60% of employees have faced a mixed interview and none of the employees have gone
through an informal one. This shows that the company is following a mixture of formal and
informal interview to appoint the employees.

4. Do you feel that recruiting candidates through internal source is beneficial to the
organization?
4.4 TABLE SHOWING OPINION ON RECRUITING CANDIDATES THROUGH

INTERNAL SOURCE IS BENEFICIAL

Agree 18 90
Moderate 2 10
disagree 0 0
Total 20 100
4.4 CHART
100
90
90
80
70
60
40 Percentage%
30
18
20
10
10 2 0 0
0
Agree Moderate disagree
INTERPRETATION:
From the above chart we observe that only 10% of employees were feeling moderate
about the recruitment through internal source is beneficial. But nearly 90% of employees
agree that it is beneficial to recruit the people through internal source. 0% of employees
disagree with the statement.

5. Do you feel that the different selection processes are required while selecting different
positions?
4.5 TABLE SHOWING OPINION ON DIFFERENT SELECTION PROCESSES ARE

NEEDED FOR DIFFERENT POSITIONS

Agree 19 95
Moderate 1 5
Disagree 0 0
Total 20 100
4.5 CHART
100 95
90
80
70
60
40 Percentage%
30
19
20
10 5
1 0 0
0
Agree Moderate Disagree
INTERPRETATION:
From the above chart we can find that 95% of employees agreed that different
selection processes are required for different positions. And only 5% of employees are
moderate.0% disagreed. This shows that different selection procedures are opted for selecting
different employees depending on the basis of positional requirement.

6. Do you think training is essential after selection in your organization?
4.6 TABLE SHOWING OPINION ON TRAINING IS ESSENTIAL AFTER

SELECTION

Agree 18 90
Moderate 2 10
disagree 0 0
Total 20 100
4.5 CHART
100
90
90
80
70
60
40 Percentage%
30
18
20
10
10 2 0 0
0
INTERPRETATION:
From the above chart we can find that 90% of employees agreed and 10% of
employees are moderate about training is needed after selection. There is no disagreement.

7. Do you believe that your organisation has a very transparent, clear recruitment
policy and procedure?
4.7 TABLE SHOWING OPINION ON ORGANIZATION HAS A VERY

TRANSPERANT, CLEAR RECRUITMENT POLICY AND PROCEDURE

Agree 15 75
Moderate 5 25
Disagree 0 0
Total 20 100
4.6 CHART
80 75
70
60
50
30 25 Percentage%
20 15
10 5
0 0
0
INTERPRETATION:
From the above chart we can observe that 75% of employees have agreed that the
organization is having a very transperant , clear recruitment policy and procedure . 25% of
them are moderate regarding the statement. This shows that the organization is following a
clear recruitment policy and procedures which are very transperant.

8. The selection process being adopted is suitable for selection of right candidate for the
right job?
4.8 TABLE SHOWING OPINION ON SELECTION PROCESS BEING ADOPTED

ENSURES SELECTION OF RIGHT CANDIDATE FOR THE RIGHT JOB

Agree 17 85
Moderate 3 15
disagree 0 0
Total 20 100
4.7 CHART
90 85
80
70
60
50
No. of respondents
40
Percentage%
30
20 17 15
10 3 0 0
0
INTERPRETATION:
From the above chart we can observe that 85% of employees agreed about selection
process being adopted ensure selection of right candidate for the right job in the
organization.15% are moderate and 0% disagree with the statement. This shows that selection
procedure followed at Grindwell Norton Limited is sizeable for choosing the right candidate
for the right job.

9. The selection process is based on which methodology in your company?
4.9 TABLE SHOWING DIFFERENT METHODS FOLLOWED IN THE

ORGANIZATION DURING THE PROCESS OF SELECTION

Written test 2 10
Group discussion 2 10
Personnel interview 12 70
All the above 2 10
Total 20 100
4.9 CHART
80
70
70
60
50
30 Percentage%
20 12
10 10 10
10 2 2 2
0
Written Group Personnel All the
test discussion interview above
INTERPRETATION:
From the above chart we can find that 70% of employees opined that personal
interview is highly involved in their organizations selection process. 10% of them opined that
they have to face a written test, group discussion and a personal interview in the course of
selection in their organization.

10. Identify the source from where you came to know about the job?
4.10 TABLE SHOWING THE SOURCE OF FINDING OUT THE JOB BY

EMPLOYEES

Advertisements 4 20
Consultants 6 30
Employee referrals 9 45
Campus selection 1 5
Total 20 100
4.10 CHART
50 45
45
40
35 30
30
25 20
20
15 9 No. of respondents
10 4 6 5
5 1 Percentage%
0
INTERPRETATION:
From the above chart we can find that 45% of employees came to know about the job
through internal sources, 20% of the employees through advertisements, 30% of them
throught the consultants and 5% through the campus selections. It is evident that employee
referrals and consultancy services were prevailing sources of recruitment at Grindwell Norton
Limited.

11. Do you feel that there is a scope for improvement in the selection procedure?
4.11 TABLE SHOWING OPINION ON THE SCOPE FOR IMPROVEMENT IN THE

SELECTION PROCEDURE

Agree 9 45
moderate 9 45
disagree 2 10
Total 20 100
4.11 CHART
50
45 45
45
40
35
30
20 Percentage%
15
9 9 10
10
5 2
0
Agree moderate disagree
INTERPRETATION:
From the above chart we can find that 45% of employees agree that there is a scope
for the improvement in the selection procedure, 45% of employees are moderate and 10% of
employees are disagreed about the statement. This shows the employees are feeling that the
selection procedure can be improved to some extent.

12. Are you able to see yourself in a desired position in your company?
4.12 TABLE SHOWING OPINION ON ABILITY TO SEE THEM IN DESIRED

POSITIONS

Agree 16 80
Moderate 3 15
Disagree 1 5
Total 20 100
4.12 CHART
90
80
80
70
60
50
No. of respondents
40
Percentage%
30
20 16 15
10 3 5
1
0
INTERPRETATION:
From the above chart we can find that 80% of employees agree that they were able to
see themselves in a desired position in their organization. 15% of employees are moderate
and 5% of them disagree. This shows that Grindwell Norton Limited is providing a scope for
its employees to see themselves in a desired position.

13. Does your job provide opportunity to utilize your skills in an optimum level?
4.13 TABLE SHOWING OPINION ON PROVISION OF JOB OPPORTUNITY TO

UTILIZE THEIR SKILLS AT FULL

Agree 14 70
Moderate 6 30
Disagree 0 0
Total 20 100
4.13 CHART
80
70
70
60
50
30 Percentage%
30
20 14
10 6
0 0
0
INTERPRETATION:
From the above chart we can observe that 70% of the employees have agreed and
30% of employees opined moderate that their job is providing them an opportunity to utilize
their skills at full. This shows that the job at Grindwell Norton Limited is providing the
employees an opportunity to utilize their skills at full.

14. Does the process of selection plays an important role at the time of selection?
4.14 TABLE SHOWING OPINION ON COMPETITION PLAYS AN IMPORTANT

ROLE AT THE TIME OF SELECTION

Agree 16 80
Moderate 4 20
Disagree 0 0
Total 20 100
4.14 CHART
90
80
80
70
60
50
No. of respondents
40
Percentage%
30
20
20 16
10 4
0 0
0
INTERPRETATION:
From the above chart we infer that 20% of the employees are moderate and 80%
agreed that the process of selection plays an important role at the time of selection.

15. Do you feel human resource department plays a vital role in the recruitment
process?
4.15 TABLE SHOWING OPINION ON HR DEPARTMENT’S VITAL ROLE IN

RECRUITMENT PROCESS

Agree 16 80
Moderate 4 20
Disagree 0 0
Total 20 100
4.15 CHART
90
80
80
70
60
50
No. of respondents
40
Percentage%
30
20
20 16
10 4
0 0
0
INTERPRETATION:
From the above chart we can find that 80% of the employees agreed that the HRD is
playing a vital role in the recruitment process and 20% of the employees are moderate. This
shows that the HRD at Grindwell Norton Limited is active in undertaking the recruitment
process.

16. Procedures regarding recruitment and selection in your organization in highly

appreciable and satisfactory?
4.16 TABLE SHOWING OPINION ON SATISFACTION TOWARDS

ORGANIZATION

Agree 14 70
Moderate 6 30
Disagree 0 0
Total 20 100
4.16 CHART
80
70
70
60
50
30 Percentage%
30
20 14
10 6
0 0
0
INTERPRETATION:
From the above chart we can observe that 70% of the employees agreed that the
selection procedures at GNO are highly appreciable and satisfactory. While 30% of the
employees feel moderate. This shows that GNO’s selection procedures are highly
appreciable and satisfactory.

17. Do you feel that there is any bias ( personality/gender) in the selection of employees
in your company?
4.17 TABLE SHOWING OPINION ON BIAS IN SELECTION OF EMPLOYEES IN

THE ORGANIZAITON

Agree 6 30
Moderate 7 35
Disagree 7 35
Total 20 100
4.17 CHART
40
35 35
35
30
30
25
Percentage%
15
10 7 7
6
5
0
INTERPRETATION:
From the above chart we can find that 30% of the employees agree that there is a bias
in the selection process at GNO. 35% are moderate and 35% of the employees disagree
regarding the statement. This shows that there is some bias during the selection procedure of
employees.

18. Which media is highly suitable for recruitment process in your company?
4.18 TABLE SHOWING OPINION ON SUITABLE MEDIA FOR RECRUITMENT

Print media 1 5
Electronic media 15 75
Social media 4 20
Total 20 100
4.18 CHART
80 75
70
60
50
30 Percentage%
20
20 15
10 5 4
1
0
Print media Electronic Social media
media
INTERPRETATION:
From that above chart we can find that 75% of the employees feel that electronic
media is suitable for recruitment. 20% of employees opined social media and 5% of
employees opined that print media is suitable for recruiting the candidates in the organization.
This shows that most of the employees feel that electronic media is best suitable for
recruiting the candidates.

19. How much time did the company took to respond to your application after your
interview?
4.19 TABLE SHOWING OPINION ON THE TIME PERIOD TAKEN BY THE

COMPANY AFTER ATTENDING THE INTERVIEW

5 days 7 35
5-15 days 7 35
More than 20 days 6 30
Total 20 100
4.19 CHART
40
35 35
35
30
30
25
15 Percentage%
10 7 7 6
5
0
5 days 5-15 days More than 20
days
INTERPRETATION:
From the above chart we can observe that 35% of the employees opined that the time
taken by the company to respond to their application after interview is 5 days. 35% of them
opined that it is 5-15 days while 30% opined that it is more than 20 days taken by the
company to respond to their application after interview. This shows that the company is
responding so quickly to the candidates after an interview.

20. How do you rate the friendliness of the interviewer at the time of your interview?
4.20 TABLE SHOWING OPINION ON FRIENDLINESS OF INTERVIEWER

WHILE DOING THE RECRUITMENT

Excellent 4 20
Good 15 75
Satisfied 1 5
Total 20 100
4.20 CHART
80 75
70
60
50
30 Percentage%
20
20 15
10 4 5
1
0
Excellent Good Satisfied
INTERPRETATION:
From the above chart we can find that 75% of employees opined good regarding the
friendliness of interviewer while going through an interview at GNO. 20% of employees
opined excellent and 5% are satisfied.

CHAPTER – 5
FINDINGS

5.1.FINDINGS
1. 35% of employees were selected based on their qualification, 30% of employees were
selected because of their previous experience and 35% of employees were choosed as
they posses multiskills.It is evident that most of the employees were selected based on
their qualification and multiskills. From this we infer that the company is giving an
opportunity to freshers.
2. 10% of employees joined because of salary, 10% of employees because of
management efficiency and nearly 80% of employees have joined this company
because of company image. This shows that people are keen to join this organization
because of its sizeable image.
3. 40% of employees faced a formal interview. 60% of employees have faced a mixed
interview and none of the employees have gone through an informal one. This shows
that the company is following a mixture of formal and informal interview to appoint
the employees.
4. 10% of employees were feeling moderate about the recruitment through internal
source is beneficial. But nearly 90% of employees agree that it is beneficial to recruit
the people through internal source. 0% of employees disagree with the statement.
5. 95% of employees agreed that different selection processes are required for different
positions. And only 5% of employees are moderate.0% disagreed. This shows that
different selection procedures are opted for selecting different employees depending
on the basis of positional requirement
6. 90% of employees agreed and 10% of employees are moderate about training is
needed after selection. There is no disagreement.
7. 75% of employees have agreed that the organization is having a very transparent ,
clear recruitment policy and procedure . 25% of them are moderate regarding the
statement. This shows that the organization is following a clear recruitment policy and
procedures which are very transperant.
8. 85% of employees agreed about selection process being adopted ensure selection of
right candidate for the right job in the organization.15% are moderate and 0%
disagree with the statement. This shows that selection procedure followed at
Grindwell Norton Limited is sizeable for choosing the right candidate for the right
job.

9. 70% of employees opined that personal interview is highly involved in their

organizations selection process. 10% of them opined that they have to face a written
test, group discussion and a personal interview in the course of selection in their
organization.
10. 45% of employees came to know about the job through internal sources, 20% of the
employees through advertisements, 30% of them through the consultants and 5%
through the campus selections. It is evident that employee referrals and consultancy
services were prevailing sources of recruitment at Grindwell Norton Limited.
11. 45% of employees agree that there is a scope for the improvement in the selection
procedure, 45% of employees are moderate and 10% of employees are disagreed
about the statement. This shows the employees are feeling that the selection procedure
can be improved to some extent.
12. 80% of employees agree that they were able to see themselves in a desired position in
their organization. 15% of employees are moderate and 5% of them disagree. This
shows that Grindwell Norton Limited is providing a scope for its employees to see
themselves in a desired position.
13. 70% of the employees have agreed and 30% of employees opined moderate that their
job is providing them an opportunity to utilize their skills at full. This shows that the
job at Grindwell Norton Limited is providing the employees an opportunity to utilize
their skills at full.
14. 20% of the employees are moderate and 80% agreed that the process of selection
plays an important role at the time of selection.
15. 80% of the employees agreed that the HRD is playing a vital role in the recruitment
process and 20% of the employees are moderate. This shows that the HRD at
Grindwell Norton Limited is active in undertaking the recruitment process.
16. 70% of the employees agreed that the selection procedures at GNO are highly
appreciable and satisfactory. While 30% of the employees feel moderate. This shows
that GNO’s selection procedures are highly appreciable and satisfactory.
17. 30% of the employees agree that there is a bias in the selection process at GNO. 35%
are moderate and 35% of the employees disagree regarding the statement. This shows
that there is some bias during the selection procedure of employees.

18. 75% of the employees feel that electronic media is suitable for recruitment. 20% of
employees opined social media and 5% of employees opined that print media is
suitable for recruiting the candidates in the organization. This shows that most of the
employees feel that electronic media is best suitable for recruiting the candidates.
19. 35% of the employees opined that the time taken by the company to respond to their
application after interview is 5 days. 35% of them opined that it is 5-15 days while
30% opined that it is more than 20 days taken by the company to respond to their
application after interview. This shows that the company is responding so quickly to
the candidates after an interview.
20. 75% of employees opined good regarding the friendliness of interviewer while going
through an interview at GNO. 20% of employees opined excellent and 5% are
satisfied.

5.2 SUGGESTIONS
 The management should review their recruitment policy and look for the areas of
improvement for ensuring the best hiring.
 Equal importance should be given to external sources like agencies, references and
data banks in order to get the desired and required employees.
 Gender / personality bias should be eliminated. By this the company may loose some
talented employees. Priority should be given to intelligence of the person but not his
outer looks. For this blind auditions can be taken up by the company.
 The company should promote the vacancies in the social media also, as it is in trend
right now in the market to pool up the candidates easily.
 The candidate called for interview should be allotted timings and it should not overlap
with each other.
 To improve the image of the company by defining the brand, build on amazing
website, value the employees and establish a healthy company culture. Build trust and
authenticity between the clients and brand.
 The company have to adopt latest interview techniques to recruit prospective
employees and to eliminate biased opinions.

5.3 CONCLUSION
Though it is a well established organization, still every organization’s growth is based

on its employees. GNO is satisfying moderately its employees at recruitment procedures. By
modernizing the present recruitment policy the GNO organization will achieve still better
results. In every organization recruitment and selection plays a vital role.
This study reveal that recruitment and selection processes offered in the company are
effective. The HR manager of the selected industries have to focus on selecting the right
persons through other sources like campus placements, job.com, data banks etc.
This study concludes that when recruitment and selection processes are properly
established and implemented, the organization will grow because the selected employees will
be according to the requirements of organization.

CHAPTER – 6
ANNEXURE

QUESTIONNAIRE

1. In your opinion, employee selection is made in this company based on your ?
a. Qualification b. previous experience c. multi skills
2. Which factor encouraged you to apply for job in this company?

a. Salary b.company image c. management efficiency
3. what type of interview did you face at the time of your selection?
a. Formal b. informal c. mixed
4. Do you feel that recruiting candidates through internal source is beneficial to the
organization?
a. Agree b. disagree c. moderate
5. Do you feel that the different selection processes are required while selecting
different positions?
6. Do you think training is essential after selection in your organization?
7. Do you believe that your organisation has a very transperant , clear recruitment
policy and procedure?
a. Agree b. moderate c. disagree
8. The selection process being adopted is suitable for selection of right candidate
for the right job?
9. The selection process is based on which methodology in your company?
a. Written test b. group discussion c. personnel interview
10. Identify the source from where you came to know about the job?
a. Advertisements b. consultants c. employee referrals

11. Do you feel that there is a scope for improvement in the selection procedure?
12. Are you able to see yourself in a desired position in your company?
13. Does your job provide opportunity to utilize your skills in an optimum level?
14. Does the process of selection plays an important role at the time of selection?
a. Agree b.moderate c. disagree
15. Do you feel human resource department plays a vital role in the recruitment
process?
16. Procedures regarding recruitment and selection in your organization is highly

appreciable and satisfactory?
17. Do you feel that there is any bias (personality/gender) in the selection of
employees in your company?
18. Which media is highly suitable for recruitment process in your company?
a. Print media b.electronic media c. social media
19. How much time did the company take to respond to your application after your
interview?
a. 5days b. 5-15 days c. more than 20 days
20. How do you rate the friendliness of interviewer at the time of your interview?
a. excellent b. good c. satisfied

BIBLIOGRAPHY

BIBLIOGRAPHY
Text books:
S.no. Name Author Edition Publisher

1. Human resource Aswathappa 13 The
management McGraw
hill
2. Personal and P. Subba rao 10 Himalaya
human resource
management
Websites:
www.grindwellnorton.co.in
www.google.com

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Recruitment and selection

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 1

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 2

Today , GNO’s businesses includes :

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 3

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 4

Silicon Carbide, exceedingly hard, synthetically produced crystalline compound of

GNO’s Silicon Carbide business is a major supplier to all leading refractory,

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 5

Applications of Silicon Carbide:

High performance refractories:

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 6

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 7

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 8

GNO forays into marketing of Centralized Lubrication Systems manufactured by

GNO starts manufacturing Centralized Lubrication Systems in Bangalore. In 1993,

GNO commissions High Performance Refractories (HPR) plant at Bangalore.

A state-of-the-art plant set up at Bangalore to manufacture a full range of Coated

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 9

GNO becomes the first majority-owned subsidiary of Saint-Gobain in India. Earlier in

GNO acquires the Grinding Wheels business of Orient Abrasives.

Saint-Gobain Ceramic Materials Bhutan, a majority-owned subsidiary of GNO,

GNO launches INDEC, a captive, global IT Development Centre in Mumbai for

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 10

GNO commissions a new Bonded Abrasives plant at Nagpur.

GNO becomes the No. 1 Abrasives company in India.

GNO celebrates its 75th Anniversary - with the theme: SoAlive@75.

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 11

MESSAGE FROM MANAGING DIRECTOR

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 12

 Performance plastics - The performance plastics division is a recognized authority in

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 13

General Principles of Conduct and Action:

 Respect for others:

It is an absolute prerequisite for the professional and personal development of

It requires a rigorous adherence to probity in all professional activities. It

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 14

Group or in dealing on behalf of the Group with thirdparties, whatever local

It requires honesty and fairness in dealing with superiors, colleagues,

It is based on a sense of individual responsibility at work, which prevails over

 Caring for the environment:

Group companies are to actively promote the protection of the environment.

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 15

the setting of clear environmental targets and the regular monitoring of

 Worker health and safety:

Group companies must scrupulously ensure that employee’s rights are

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 16

Corporate Social Responsibility

Five broad areas:

 Limiting environmental impacts

World class manufacturing

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 17

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 18

According to Edwin B. Flippo, “Recruitment is the process of searching the

 Recruitment is a process of finding and attracting capable applicants for employment.

Purpose and importance of recruitment:

Emerald’s DEGREE COLLEGE, TIRUPATI. Page 19

o Transfers o Press advertisements

Factors affecting recruitment:

Factors affecting recruitment

INTERNAL FACTORS EXTERNAL FACTORS

o Recruitment policy o Supply and demand