CHAPTER-I

INTRODUCTION

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 INTRODUCTION

Many people consider Principles and Policies to be same, but both of these two different

Aspects. Principles are the guiding rules for personal behaviour while policies are plan of
action proposed or adopted by the government or any business organization. For almost all
public sector undertakings (PSUs) in India rules, policies and principles are laid by
government. These are important not only from the view point of organization but also for
employees.

The genesis of my project started with me being posted as a trainee with HR

ESTABLISHMENT department of DLF LTD. Under Mr. Pushkar Tripathi, Manager HR ,
RECRUITMENT & SELECTION are different kinds of rules in DLF as:

1. RECRUITMENT RULES
 Classification of posts- Classification of the foundation of modern personnel
administration.
 Levels of recruitment - The level of recruitment is compulsory to define that what
level of recruitment is required.
Normal induction level
 Age at entry - The minimum age of employees are fixed by the govt. of India.
 Joining facilities - DLF provides the transport facility and lunch facility etc.
 Probation - They provides the 5 month probation time.

2. PAY AND ALLOWANCE RULES

 House Rent
 Leased accommodation
 House rent recovery
 Non-practicing allowance
 Night shift allowance
 Canteen subsidy
 Washing allowance

3. CAREER GROWTH
 Promotion – executives
 Promotion- supervisors
 Promotion – workmen

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4. ADVANCES
 House building advance
 Multipurpose advance
 Conveyance advance
 Furniture advance

5. EMPLOYEES BENEFITS AND FACILITIES

 Leave rules
 Leave travel concession
 Medical attendance rules

6. INCENTIVES
 Family welfare scheme
 Rehabilitation of physically handicapped employees
 Incentives for encouraging employees in obtaining proficiency and working in
Hindi

7. SOCIAL SECURITY
 Employees provident fund
 Employees’ pension schemes
 Group Insurance
 Gratuity
 Group personal accident insurance

8. GENERAL RULES
 Performance appraisal
 Conduct discipline and appeal rules
 Grievance procedure

9. SEPERATION
 Benefits to employees on superannuation
 Resignation

GUIDLINES : In Choosing A Recruiter, Guidelines Include:

1. Make sure the firm is capable of conducting a thorough search. under their ethics
code, a recruiter can't approach the executive talent of a former client for a period of 2

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 years after completing a search for the client. Since former client are off limits for 2
years, the recruiter must from a constantly diminishing pool.
2. Meet the individual who will actually handle your assignment.
3. Make sure to ask how much the search firm charges.
4. Make sure the recruiter and you see eye to eye on what sort of person you need for
the position.
5. Never rely solely on the executive recruiter to do all the reference checking.

SHOULDYOU DO YOUR OWN EXECUTIVE RECRUITING ?

 On - Demand Recruiting Services.

 Collage Recruiting
 On - Campus Recruiting Goals
 The On - Site Visit
 Internships

SIGNIFICANCE OF THE STUDY

 The significance of the study was to critically analyze the design of PROCESS OF
RECRUITMENT AND SELECTION of the organization.

 In this project I got to know the things like:

 Why principles and policies are laid down in any business organization?
 By whom these are laid down?
 What things are kept in mind while laying them down?
 What provisions are made for different employees?
I was really impressed by the processes of DLF Limited, and the working of the
enterprise. DLF has given proper attention towards the employee benefits and both
employees and organization are working smoothly in accordance with its policies.

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 LITERATURE REVIEW

People are integral part of an organisation today. No organisation can run without its human resource. In today’s
highly complex and competitive situation, choice of right person at the right place at the right time has far
implications for an organisation’s functioning. An employee well selected and well placed would not only
contribute to the efficient running of the organisation but also offer significant potential for future replacement.
Thus hiring is an important function. The process of hiring begins with human resource planning which helps to
determine the number and type of people an organisation needs. Job analysis and job design enables to specify
the task and duties of jobs and qualifications expected from prospective job. HRP, job analysis and job design
helps to identify the kind of people required in an organisation and hence hiring. It should be noted that hiring is
an ongoing process and not confined to formative stages of an organisation. Employees leave the organisation in
search of greener pastures, some retire and some die in the saddle. More importantly an enterprise grows,
diversifies, take over the other units until all necessitating hiring of new men and women. In fact the hiring
function stops only when the organisation ceases to exist.

Recruitment:

According to Flippo, “Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organisation.” It is the activity which links the employer and the job
seekers.

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According to Yoder, “Recruitment is a process to discover the sources of manpower to meet the requirements of
the staffing schedule and to employ effective measures for attracting that manpower in adequate number to
facilitate effective selection of an efficient working force”.

“Recruitment is the development and maintenance of adequate manpower resources. It involves the creation of a
pool of available labour upon whom the organisation can draw when it needs additional employees”.

Thus we can say that:

 Recruitment is the activity that links employer and job seekers.

 It is a process of finding and attracting capable applicants for employment. It begins when new recruits
are sought and ends when their applications are submitted. The result is a pool of application forms which new
employees are selected.
 It is the process to discover sources of manpower to meet the requirements of staffing schedule and to
employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an
efficient working force.
 Recruitment of candidates is the function preceding the selection, which helps to create a pool of
prospective employees for the organisation 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.

In Sourcing:
Companies recruit the candidates and, employ them, train and develop them and utilize the
human resources of these candidates. This strategy is called In-sourcing. Companies
formulate and implement this strategy when the corporate strategy is stable.

Out Sourcing:
Some service companies depend for their human resources on such external organization
whose core business is to provide human resources. This strategy is called Out-sourcing. Out-
sourcing strategy is more suitable for both the fast growing and diversifying companies.
 To search for talent globally and not just within the company.
 To design entry pay that competes on quality but not on quantum.
 To anticipate and final people for positions that do not exists yet.

Selection:

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Selection process is a decision making process. This step consists a number of activities. A
candidate who fails to qualify for a particular step is not eligible for appearing for the
subsequent step. Employee selection is the process of putting right men on the right job. It is
a procedure of matching organisational requirements with the skills and qualifications of
people. Effective selection can be done only where there is effective matching. By selecting
best candidate for the required job, the organisation will get quality performance of
employees. Moreover, organisation will face less absenteeism and employee turnover
problems. By selecting right candidate for the required job, organisation will also save time
and money. Proper screening of candidates takes place during selection procedure. All the
potential candidates who apply for the given job are tested.
Recruitment and selection in DLF Ltd.:

Recruitment:
Recruitment techniques are the means or media by which the management
contacts prospective employees or provides necessary information or exchange of ideas order
to stimulate them to apply for jobs.

1. Direct Method:
Under direct recruitment scouting, employees contacts, and waiting lists are used. in scouting,
representatives of the organisation are sent to educational and training institutions. these
travelling recruiters exchange information with students, clarify their doubts, simulate them
to apply for jobs conduct campus interviews and short list candidates for further screening.

2. Indirect Method:
Advertisement in news paper, journals, on the radio and television are used to publicise
vacancies. A well thought out and clear advertisement enables candidates to assess their
suitability so that only those possessing the requisite qualification will apply.

3. Third Party Method:

Various agencies can be used to recruit personnel. Public employment exchanges,
management consulting firms, professional societies, temporary help societies, trade unions,
labour contractors are the main agencies.

4. Internet Recruitment:
Various job sites are now available on the internet. The organisation can create profile on
such sites so that various resumes of applicants can be viewed and matched with the

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requirements of the job and as much as applicants can be called because almost 25% of net
users in India search for jobs through internet.

Procedure Followed When A Vacancy Arises:

PROJECT
MANAGER

The vacancy is informed

GENERAL
MANAGER

MANAGING DIRECTOR

Starts the recruitment

HR MANAGER

The M.D. gives RECRUITMENT

Permission for Recruitment

Figure : 1 Procedure Followed When A Vacancy Arises:

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Steps in Recruitment Process in DLF Ltd.:

Step 1:
Whenever there is a vacancy in the company first it will be known by the project manager. The project
manager informs about the vacancy to the general manager.
Step 2:
Once the general manager comes to know about vacancy in the company he will inform it to the
chairman to get the approval of recruitment.
Step 3:
After getting the recruitment approval the process will be carried by the HR manager. Moreover the
recruitment of the company internally, that is the existing employee will be given first
priority.

Figure : 2 Sources Of Recruitment:

RECRUITMENT

INTERNALSOURCES EXTERNAL SOURCES

RETIRED EMPLOYEES CONSULTANTS

INTERNET
PRESENT EMPLOYEES

JOB CENTERS

NEWS PAPER

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 Internal Sources:

1) Present permanent employees

The company considers the candidates from their sources for manufacturer industry because,
 Availability of most suitable candidates
 The policy of the organization to motivate the present employees.

2) Retired employees
Generally the organization takes the candidates for the employment from the retired
employees due to obligation. Sometimes the company re-employee the retired employee’s
as a token of their loyalty to the organization.

External Sources:

1. Job Centres:
This is a network covering most cities acting as agent for potential employers. They are the
private employee exchange; job centres help the candidates in knowing more about the company
throughout the country.

2. Outplacement Consultants
These are the consultants just like the employment exchange. In this job consultants can
register their name and when there is a sent for interview. Actively seeking to place and may
provide training required. Available when recruitment needed.

3. Newspaper:
Whenever there is recruitment in the company it will be advertised in the newspaper. Since only
the newspaper is the source of reaching the information to all the people.

4. Internet:
Internet is the modern mode of recruitment. If a company wants to place or fill a vacancy within a
short period of time through the external source then internet is the best source.

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 Reasons For Selecting The Sources:

1. Referrals:

 Referrals are the existing employees working in the same organization.DLF select referrals as
their source since it are an economical way of recruiting.
 This is also a fastest means of recruitment.
 In case of emergency to place an employee in particular position can be done easily through
referrals. Since referrals they bring candidates for the job from outside.

2. Newspapers:

 Newspaper is a media through which information can be spread all over the country.
 Job seekers are able to get information about the vacancies through newspapers.
 Newspapers are cost effective.
 Coverage is high.

3. Internet:

 Internet is a modem source used for recruiting the candidates.

 The time consumed in giving the information and making it to reach the people is less.
Internet is selected as a source of recruitment for the following reasons also.
 It is a fastest means of source.
 Coverage is high

4. Consultants:

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 Consultants are a source through which more number of candidates can be recruited and
selected.
 Consultants help organization at the when there is a emergency.
 It is also selected for the following reasons.
 Cost effective.
 Time taken is less.
 It is easy source since it will have the candidates all the time which will help during emergency period.

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 Factors That Are Considered While Recruiting In DLF Ltd.:

 Determining which characteristics that differentiate people are most important to

performance.
 Measuring those characteristics.
 Deciding who should make the selection process.
 Time effective and economical.

Table-1 Factors affecting recruitment:

Internal External

Recruitment Policy Supply & Demand

HR Planning Labour Market

Size of Firm Socio, Political and Legal Factors

Growth and Expansion Competitors

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 Internal Factors

1. Recruitment Policy:
The recruitment policy of an organisation specifies the objective of the recruitment and
provides a frame work for the implementation of recruitment strategy. It may involve
organisational system to be developed for implementing recruitment strategies and
procedures by filling up vacancies with best qualified people. The recruitment policies of an
organisation are affected by the following factors
 Organisational objectives.
 Personnel policies of the organisation
 Govt. policies on reservation
 Preferred source of recruitment
 Need of the organisation.
 Recruitment costs and financial implications.

2. Human Resource Planning:

Effective human resource planning helps in determining the gaps present in the existing
manpower of the organisation. It also helps in determining the number of employees to be
recruited and what qualifications they may possess.

3. Size Of The Firm:

The size of the firm is an important factor in recruitment process. If the organisation is
planning to increase its operations and expand its business, it will think of hiring more
personnel which will handle its operations.

4. Cost:

Recruitment incur cost to the employer, therefore, organisation try to employ that source of
recruitment which will bear a lower cost of recruitment to the organisation for each candidate.

5. Growth And Expansion:

Organisation will employ or think of employing more personnel if it is expanding its

operations.

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External Factors:

1. Supply And Demand:

The availability of manpower both within and outside the organisation is an important
determinant in the recruitment process. If the company has a demand for more professionals
and there is limited supply in the market for the professionals demanded by the company,
then the company will have to depend upon internal sources by providing them special
training and development programmes.

2. Labour Market:

Employment conditions in the community where the organisation is located will influence the
recruiting efforts of the organisation. If there is surplus of the manpower at the time of
recruitment, even informal attempts at the time of recruiting like notice board display of the
requisition or announcements in the meeting etc will attract more than enough applicants.

3. Socio, Political And Legal Factors:

Various govt. regulations prohibiting discrimination in hiring and employment have direct
impact on recruiting practices. E.g. if Govt. introduces legislations for reservation in
employment for scheduled castes, scheduled tribes, physically handicapped etc. it becomes an
obligation for the employer. Also trade unions play an important role in recruitment. This
restricts management freedom to select those individuals who it believes would be best
performers.

4. Competitors:

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 The recruitment policies of the competitors also affect the recruitment function of the
organisation. To face the competition, many a times the organisation has to change their
recruitment policies according to the policies being followed by the competitors.

General Criteria That Are Followed During The Process Of Selection In DLF Ltd.:

1. Internal Selection:
The candidates who are being selected internally need not undergo the selection process. Since the
company already knows the employees ability.
Only if the existing employee is good technical ability he will be selected and the selection will be done to fill the
vacancy.
Moreover if there is a vacancy in the company first they will try to fill it internally. The team leaders who works
under the project managers will be given priority, since he know what t he works is, how to deal the clients, etc.

Criteria’s that are followed for internal selection in DLF Ltd.:

 The revenues the existing employee made.

 His efficiency.
 The employee’s technical ability.
 Work experience of the employee.
 Doing the selection internally is cost effective.
 Time is not wasted.

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2. External Selection Process:

The selection process in company refers to the person come through external source of
recruitment has to undergo the below selection process; this selection process has a series of
hurdles which the applicants has to go through.

Written Test

TECHNICAL INTERVIEW

PANELINERVIEW

DIRECTINERVIEW

MEDICALEXAM

REJECTED

Figure : 3 . External Selection Process

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 Tests:

1. Technical And Written Test:

The test refers here is written test. DLF conduct test for the qualified candidates after they are
the basis of the application blanks so as measure the candidate’s ability in technical side.
Also the short listed candidates are supposed to go through the technical test in which the
technical knowledge of the candidate is checked. The candidates who crack this test have to
go through the panel interview.

2. Panel Interview
This is an interview where the panel members will interview the candidate, here the real
capacity of the applicant will be revealed. A series of questions will be asked as quickly as
possible and the applicant has to satisfy the panel members through his answers.

3. Direct interview:
This is the final round of the entire selection process. In this round the personal details of the
candidates, his expectation towards the company will be known and according to the
applicants attitude towards the job the applicant will be selected.

Objective Of The Interview:

 To know the information about the candidates.

 To provide the candidates with the facts of the job and the organization.
 To judge the suitability of candidates to the job.
 To see the inner self and feelings of the candidates.

4. Medical:

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 After the final interview the applicants who have crossed the above stages are sent to physical
examination either to the company physician or to a medical officer approved for the purpose.
Such examination serves the following purposes:

 It determines whether the candidate is physically fit to perform the job. Those who are unfit
are rejected.
 It reveals existing disabilities and provides a record of the employee’s health at the time of
selection. This record will help in settling company’s liability under the Workmen
Compensation Act for claim for an injury.
 It prevents the employment of people suffering from contagious disease.
 It identifies candidates who are otherwise suitable but require specific jobs due to physical
handicaps and allergies.

Types Of Interviews That Are Adopted During Selection Process In DLF Ltd:

Table-2 Members Involved In External Selection Process:

Selection Process Members

Written Test Faculty Members

Technical Interview HR manager and Senior Technical Persons

Penal Interview HR managers, HR persons, Project Manager

Direct Interview Project Manager

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For the test, and technical interview the questions will be designed of DLF Ltd. The selection
process will be done externally by the company only when there are no suitable candidates in
the company, for example, when the team leaders lack in technical ability,
experience, performance or the company looks for external selection.

Budget allocated for recruitment and selection process in DLF Ltd.:

The budget for the recruitment and selection process for company will be allotted every year.
Around 15% of the profit is been allotted for the recruitment and selection process as a whole
in a year for the company. Since candidates will be recruited every year for other designations
also.

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 Objectives of the study

 The objective of the study is to analyse and evaluate selection process for DLF Ltd..
 To know the perception of employees regarding recruitment and selection process.
 To critically analyzed prevailing policies, e.g. Recruitment & selection polices in
DLF LTD.
 To analyzed the effectiveness of Human Recourse Recruitment policies and principles
in organization.
The finding of the survey might be useful for the management, employees of the
concerned organization as well as for the students, researchers and trainers of human
resource management.

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 Limitations of the study

 The study is conducted only in DLF LTD.

 Due to the limitation of the time the research could not be made more detailed.
 Due to confidentiality of some information accuracy was not revealed by some of the
respondents.
 Some of the replies of the respondents may be biased.
 Respondents had marked the answers in questionnaires which may be socially
incorrect irrespective of their actual feelings.
 Internal recruitment limit is choice to the talent available within the organisation.
 They can be very time-consuming: setting up, interviewing, transcribing, analysing,
feedback, reporting.
 They can be costly.
 Different interviewers may understand and transcribe interviews in different ways.

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 CHAPTER-II
RESEARCH
METHODOLOGY

Incorporation & History of Company

Company overview

DLF Limited, is India's largest real estate company in terms of revenues, earnings, market
capitalisation and developable area. It has over 60 years of track record of sustained growth,

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customer satisfaction, and innovation. The company has 399 msf of planned projects with 56 msf
of projects under construction.

DLF's primary business is development of residential, commercial and retail properties. The
company has a unique business model with earnings arising from development and rentals. Its
exposure across businesses, segments and geographies, mitigates any down-cycles in the market.
DLF has also forayed into infrastructure, SEZ and hotel business.

Development Business

The development business of DLF includes Homes and Commercial Complexes

The Homes business caters to 3 segments of the residential market - Super Luxury, Luxury and
Mid-Income. The product offering involves a wide range of products including condominiums,
duplexes, row houses and apartments of varying sizes.

DLF is credited with introducing and pioneering the revolutionary concept of developing
commercial complexes in the vicinity of residential areas. DLF has successfully launched
commercial complexes and is in the process of marking its presence across various locations in
India.

The development business at present has 302 msf of development potential with 40 msf of projects
under construction.

Annuity Business

The annuity business consists of the rental businesses of offices and retail.

With over six decades of excellence, DLF is a name synonymous with global standards, new
generation workspaces and lifestyles. It has the distinction of developing commercial projects and IT
parks that are at par with the best in the world. DLF has become a preferred name with many IT &
ITES majors and leading Indian and International corporate giants, including GE, IBM, Microsoft,
Canon, Citibank, Vertex, Hewitt, Fidelity Investments, WNS, Bank of America, Cognizant, Infosys,
CSC, Symantec and Sapient, among others.

DLF pioneered the retail revolution in the country and brought about a paradigm shift in the industry
by redefining shopping, recreation and leisure experiences with the launch of City Centre in Gurgaon

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in 2000. The Retail Malls business is a major thrust area for DLF. Currently, DLF is actively creating
new shopping and entertainment spaces all over the country.

The company has land resource of 86 msf for office and retail development, with 16 msf of projects
under construction.

DLF owns and operates the luxurious Aman Resorts across the world and also has an alliance with
Hilton Group for development and management of hotels in India. The hotel business is currently
undergoing a comprehensive review by the company as regards its future plans, commitment towards
resources and the extent of scale and size that the company aspires to achieve in this segment. DLF
has a development potential of 11 msf for its hotel business.

DLF has a strong management team running independent businesses, though complementing each
other in cases of opportunities of mixed land use. DLF's mission is to build a world-class real estate
development company with the highest standards of professionalism, ethics and customer service
and to thereby contribute to and benefit from the growth of the Indian economy.

Vision, Mission & Values

DLF Vision

To contribute significantly to building the new India and become the world’s most valuable real estate
company.

DLF Mission

To build world-class real-estate concepts across six business lines with the highest standards of
professionalism, ethics, quality and customer service.

DLF Values

 Sustained efforts to enhance customer value and quality

 Ethical and professional service

 Compliance and respect for all community, environmental and legal requirements

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Other business

Wind Power Projects by DLF

DLF group is the largest owner of wind power plants in India with an installed capacity of 228.7 MW.
DLF has initiated its wind power portfolio in March 2008. Currently the group owns wind farms in the
states of Gujarat (150 MW), Rajasthan (34.5 MW), Tamil nadu (33MW), and Karnataka (11.2 MW).
These projects reduce about 4.7 tone of CO2 emissions on annual basis. The wind power projects in the
states of Gujarat and Karnataka are already registered for carbon credits at UNFCCC and generating
over 3 Lakh CERs (Certified Emission Reductions) annually.

Project Locations

1. 150 MW wind power project in Kutch, Gujarat.

2. 11.2 MW wind power project in Gadag, Karnataka.

3. 33 MW wind power project in Osisan and Ratan Ka Baas, Rajasthan.

4. 34.5 MW wind power project in Elavanthi and Panapatti, Tamilnadu.

DLF Presence in India

The following map illustrates the locations of our developments, projects and lands across India.

Dlf have a strong presence around 31 major cities in India. Now DLF also coming to tap the market in
the tire I and tire II cities. DLF also want to diversified their business that’s why they are now plan to
come up in the retail sector .They recently have a tie up with Mango who is a Spanish fashion brand
with over 170000 showroom world-wide. Dlf also showing interest in the field of power generation
sector and road infrastructure.

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History of DLF

Following The DLF Group was founded in 1946. We developed some of the first residential
colonies in Delhi such as Krishna Nagar in East Delhi, which was completed in 1949. Since then we
have been responsible for the development of many of Delhi’s other well known urban colonies,
including South Extension, Greater Kailash, Kailash Colony and Hauz Khas.

the passage of the Delhi Development Act in 1957, the state assumed control of real estate
development activities in Delhi, which resulted in restrictions on private real estate colony
development. We therefore commenced acquiring land at relatively low cost outside the area
controlled by the Delhi Development Authority, particularly in the district of Gurgaon in the
adjacent state of Haryana.

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This led to our first landmark real estate development project – DLF Qutab Enclave, which has now
evolved into DLF City. DLF City is spread over 3,000 acres in Gurgaon and is an integrated
township, which includes residential, commercial and retail properties in a modern city
infrastructure with schools, hospitals, hotels and shopping malls. It also boasts of the prestigious
DLF Golf and Country Club with night golfing facilities.

Logo Our Ethos

The pyramid symbol and the mission line 'Building India’ is

collectively referred to as the DLF Logo.

The company's name is represented in black capital letters. The

typeface represents the solidity of the enterprise; emphasizes
accountability, responsibility as being a strong and integral part of the
Group's ethos.

The pyramid depicts nine smaller pyramids; each composes itself into a larger pyramid all-
encompassing in nature and presentation. The pyramid itself and the component pyramids
convey cohesion, interdependence, support and foundation, to a common purpose and to
achieve greater heights.

The words ’BUILDING INDIA’, is in capitals like the company’s name, and at once conveys
DLF’s mission and vision. It is an intrinsic reflection of the Group’s commitment and its 60-
year heritage.

Strategic partners of DLF

Project Execution: DLF has entered into a 50:50 JV with WSP. The JV will provide engineering and
design services, environmental and infrastructure facilities as well as project management services.

Construction

DLF has entered into a 50:50 JV with WSP. The JV will provide engineering and design services,
environmental and infrastructure facilities as well as project management services.

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Airport Modernization: DLF has chosen Germany's Fraport AG (Frankfurt Airport Services
Worldwide), the owner and manager of Frankfurt Airport, as its partner for fresh forays into airport
modernization. A special purpose vehicle, DLF Fraport SPV, has been set up specializing in
development and management of airports in India.

Township Development: DLF has signed a MoU with property developer Nakheel LLC of the United
Arab Emirates to build large townships in India, through a 50:50 joint venture company.
Hospitality: DLF's hospitality arm, DLF Hotels, has signed a LoI with Four Seasons Hotels and
Resorts to operate a proposed luxury hotel at DLF Golf Links in DLF City, Gurgaon in Delhi's
southern borders.

IT Infrastructure: DLF has partnered with IBM to outsource all its IT requirements to the global IT
infrastructure giant. Under this partnership IBM will be responsible for the helpdesk services for all
the DLF employees across India towards the IT infrastructure requirements.
Asset Management: DLF and Prudential Financial Inc. (PFI) of US have signed a joint venture to
provide a broad array of mutual fund and investment products, including domestic and eventually
international mutual funds to Indian retail and institutional clients. The JV has been formulated on a
61:39 shareholding pattern between PFI and DLF.

Sectoral & Company Outlook

Fall in real estate demand and resultant price decline: we expect the real estate demand to weaken
further in the next few quarter, owing to the current economic slowdown and the cautious approach of
the bank towards the sector.

This is likely to create downward pressure on property prices. We assume 15-20% in prices over the
next six month across all the segments.

Shortage of funds would hurt new launches: during Q2 2009, the company launched only 0.25 million square
feet (msf) of new space, the least since Q1 2008. We believe that the drying up of sources of funds and high
receivable (63% of sales) will intensify the shortage of funds, thereby delaying the existing projects and new
launches.

CSR Initiatives

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 WWW.DLFFOUNDATION.IN

We dream, We dare
We grow, We share
We build, We care

While DLF continues to create world-class infrastructure throughout India, it has not lost sight of its
responsibilities as a change agent for accelerating the pace of social and economic transformation across
various segments to complement the efforts of the government.

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Swapana Sarthak Informal School
For DLF, Corporate Social
In fact DLF's first social responsibility interventions
Responsibility is not just an add
date back to the time that DLF was setting up the
on; rather our business and social
DLF township in Gurgaon when instead of turning a
commitment are mutually
blind eye to the local problems, DLF decided to
reinforcing and neither will be
undertake internal development work in the villages
sustainable without the other. We
of Nathupur, Chakarpur and Wazirabad by
have a continuing social
contributing through construction of internal village
responsibility towards the people
roads, additional rooms in the schools and internal
of the area in which we operate
village electrification. At around the same time, DLF
more so towards the less fortunate.
initiated its first education initiative by setting up the
It has been our constant endeavor
Swapana Sarthak informal school for children of the
to create sustainable economies and
construction workers. This school manned by trained
transform stagnant lives into active
volunteers conducts classes for children who are ill
partnerships through synergized
equipped to join regular school or those who cannot
proactive handholding in areas of
afford to do so. All children enrolled are provided
infrastructure, education, training,
with free uniforms, mid day meals and learning
health and environment. We have
material. Starting from merely 10 students, the
made a public commitment to carry
school today has on roll 220 students. Initially
on these trusted relationships.
getting the children out of their homes and instilling
a sense of personal hygiene and cleanliness was a
Chairman, DLF Limited,
challenge and the volunteers had to really work on
Mr. K.P. Singh
them to ensure the present state.

DLF Learning Excellence Centers

Taking the education initiative ahead, DLF partnered with Pratham in May 2007 and set up DLF
Learning Excellence Centers in 25 villages by involving the government schools, community
teachers and introducing innovative teaching learning material. The main hurdles faced during the
project were lack of adequate means of public transport and resistance from the local community to
involve the women. However, these were overcome through a sustained education and awareness
campaign conducted across the entire village community and by taking the village Panchayats into
confidence. This is an ongoing project likely to benefit 1100 students over a period of one year.

31
DLF Labour Hutment

While all the big developers focus only on providing world-class facilities to their buyers DLF
carried its social responsibility initiatives to the construction work sites in Gurgaon once it started
construction of the DLF Township.

At DLF it was felt that even though there had been tremendous improvement in construction
technology and quality it was distressing to note that the people who actually make all the glitzy
buildings were a neglected lot and often required to do so in inhuman conditions. The sight of
construction workers and their children living in jhuggies without even the basic facilities at most of
the construction sites is not uncommon. At DLF it was their constant endeavor to improve the living
conditions of their construction workers by providing them all the basic necessities at the site itself
by efficient and effective space management.

DLF seized the initiative in this respect and became a pioneer in providing all necessary facilities to
its construction workers on site when it tied up with Laing O Rourke for construction projects. It
was decided that before commencement of the construction a suitable location be identified on site
for construction of hutments to house the workforce for the entire duration of the project. Instead of
constructing makeshift or temporary accommodation DLF sanctioned hefty budgets to build a mix
of cemented hutments and dormitories for the workers.

The entire labour hutment area was paved to ensure easy access even during the monsoons and the
work of sanitation and housekeeping was outsourced to a third party namely M/s Lion Services. All
the residential accommodation at the DLF labour hutment site is provided with electricity, water,
fans, beds and linen and separate areas have been provided for toilets and washing. In order to take
care of the children of the workers mobile crèches have been made available on site through a
strategic tie up with an NGO named Mobile Creches. A subsidized canteen manned by a third party
has also been made available on site to ensure hygienic and good quality food on site.

Medical help is available on site along with a 24-hour ambulance to take care of emergencies. In
order to improve the skills of the workers as well as train potential workers on site a non-profit
residential "Apprentice Training Centre" for imparting skills in carpentry and masonry was started.

32
Rural Primary Health Centers

In March 2007, DLF decided to focus on another hitherto neglected but vital area – rural
healthcare. It was decided to set up Rural Primary Health Centres in villages to provide free
medical consultancy, health checkups and subsidized medicines to the villagers. The first
Primary Health Centre was set up at Village Shikohpur in August 2007 in association with an
NGO Deepalaya. It is proposed to set up six such centres in the present financial year.

Helping the Rural craftsmen

While at one level DLF focused at initiatives for infrastructure augmentation, education and
health at the same time it was felt that as a infrastructure creator DLF must also provide a
forum for rural craftsmen to display their wares by bringing them closer to the urban
consumers thereby increase their avenues of income. As part of this initiative in the retail
malls set up in Gurgaon, wherein DLF was the pioneer in providing international standard
shopping experience, DLF awarded free space to a few NGO's like Khushboo Welfare
Society, India Vision Foundation and the Rashtriya Blind School and others to enable them to
exhibit their products for awareness and to create awareness for the cause they espouse.

Vocational training centers

As part of its strategy to train and empower people with permanent skills thereby enabling them to
earn their livelihood for times to come DLF has set up job linked vocational training centres in
Hospitality, Customer Relations and Salels and IT enabled services. These training centres have
been equipped with all necessary training infrastructures from computer labs to headphones and
LCD projectors.

Development of Arya Samaj Mandir

DLF Commercial Developers Ltd. has contributed Rs.20 lacs towards the development of Arya
Samaj Mandir in DLF City, Phase-II. This will not only help in over all development of the Mandir
primises but also help the community at large wherein devotees can come and seek spiritual solace.

Environment Programs

33
Haryana Urban Development Authority (HUDA) has consistently over the last seven years awarded
DLF with "Excellence in Horticulture Preservation". A total of 47 awards have been received under
various categories.

DLF has installed one of its kind gas-based power generation system at the Infinity Tower. Co-
generation is also a part of this installation as we are utilising the waste heat for air-conditioning and
are in effect saving about 25 per cent of power.

This year (July-August, 2017) DLF initiated an plantation drive in 21 villages of Haryana by involving
the Government school children and the local Panchayats with support from the Forest Department .

DLF is in the process of switching its street lighting system to 36 watts CFL with electronic choke
thereby saving 15-20 watts per street light.

Challenges faced while initiating CSR initiatives

 Designing, developing and executing standard uniform facilities and guidelines at all
construction sites
 Identification of credible NGOs to run the various CSR programs.

 Securing active partnerships with the Panchayats in the Rural CSR initiatives account
of strong internal politics and affiliations.

 Securing participation of the entire community on account of Inter caste politics

operating in the villages

 Securing participation of girl child in the education programs on account of lack of

awareness and indifference to education of the girl child

Employees volunteering program

34
Before undertaking any CSR initiative in a region, the concerned employees in that region are
contacted to understand the need of the area and CSR programmes are developed keeping in
mind the identified need. Employees are further involved in monitoring of programmes to
ensure effective delivery.

In the present financial year DLF is initiating a donation programme wherein the employees
will contribute and donate old clothes and other household articles for the construction
workers and their families employed at DLF construction sites.

Blood Donation camps are also being organised for blood donation by the employees in
association with Lions Blood Bank.

Voice from the beneficiaries group

"Pehle jab hum site per jaate the to hamaare bachhe wahin par khelte rehte the. Par ab aisa
nahin hai. Mera bachha Om Prakash ab DLF ke swapana sarthak school mein padhne jaata
hai aur wahan use khana bhi milta hai. Aur humse who koi paisa bhi nahin lete" says
Dashrath, a construction worker at Wazirabad.

"Hamare rehne ke liye saaf kamre aur toilet hain aur hamarein bachoon ke liye crèche hai
jhan bachon ke parhai bhi hoti hai aur khana bhi milta hai" says Joginder employed at the
DLF Magnolia site

"Hamare gaon mein DLF ke ye dispensary banane se hamare gaon ke logon ko ab bahar
nahin jana parhta aur elaj bhi free mein hota hai nahin to pehle 14 km door jana parta tha"
says Shauchan, the Sarpanch of village Shikohpur

Growth of real estate sector in TierI,TierII,TierIII cities

India is a large country with an even larger population, and multi-national companies are
taking a strategic approach to capitalize on this growing market and rich pool of talent. In
terms of establishing office locations, most companies consider three types of cities:

35
Tier I cities are the hubs of business. The financial capital of Mumbai, the political capital
of Delhi, and the technology capital of Bangalore are the first destination for most
corporations and real estate demand and rental pricing reflect this. Consider this: office space
in a prime location such as Nariman Point in Mumbai costs upwards of 350 Rupees per
square foot per month (or approximately $105 per square foot per year), making it one of the
most expensive real estate markets in the world. While bursting demand and constrictions on
new supply have propelled rental rates, these cities face significant infrastructure issues,
particularly road congestion, and the capital markets environment is somewhat stymied due
to the prominence of strata title and opaque ownership history, specifically on older, more
established assets in downtown locations.

Tier II cities such as Chennai, Hyderabad and Pune are the burgeoning centers of IT
commerce. With large populations, developing infrastructure, airport connectivity and top-
notch educational institutions, many companies look to establish large operational hubs here.
While demand for space in these cities remains strong, stronger interest by developers has
caused inflated land prices and many markets are predicting an oversupply of new office
supply in the next ten to eighteen months. As a result, rental rates are leveling in many cities
after several years of growth.

Too many to list, Tier III cities are those that have yet to see the formation of a formal real
estate market, but to varying degrees have the right ingredients to attract multi-national
tenants. Corporate occupiers are increasingly looking to gain first-movers advantage into
cities such as Kolkata, Chandigarh, Kochi, Coimbatore and Vishakhapatnam due to the
potential of untapped labor markets and heavily discounted real estate costs that accompany
less established locations. In light of rising costs, particularly in real estate and human
capital, and a weaker dollar, these cities in coming years are sure to provide plenty of
competition to Tier II cities.

Industry and competitor analysis

36
 Porter’s five force model
 PEST analysis

 Swot analysis

Porter’s five force model

Threat of new entrants

 This results in high entry barriers.

 Existing firm has an edge over the others due to more
 Dlf have more industrial experience than competitors.
 High competition in the sector.
 DLF has 54% of the Market share in the Real Estate sector.
 More capital requirement needed.
 Government policies directly affect the business.

Threat of Established Rivals

 Established rivals are a threat to upcoming players.

 DLF ,Unitech and Ansal are the major players in this sector.
 Suppliers margins have been stagnant despite strong growth in volume.
 Bargaining power of suppliers is low

Bargaining Power of Suppliers

37
  Large number of suppliers are available
 This leads to shift of contracts when a supplier tries to increases in price.
 Expansion of business in other parts of India

Bargaining Power of buyer

 Bargaining power of the buyers is low

 Difficult to predict the direction and magnitude of price movement on real
estate.
 Forces of demand and supply would always apply
 Price movement would follow accordingly

Threat of substitute

 No substitutes to the basic product

PEST ANALYSIS

Political Factors

 Change in state government land acquisition laws(effected by supreme court decision on

NOIDA Extension land acquisition).
 Green phenomena implemented by government.
 Energy saving concept introduced in productions.
 Unnecessary advertisement regulated by various laws and customs.
 Various duties and charges are mandatory.
 Unwanted change in the circle rate.
 Many Other Govt. Regulations.

ECONOMIC FACTORS

 GDP Increasing at 8-9%.

 Increase of the disposable income.
 Rupee Appreciation.
 RBI increases repo rate and reverse repo rate .

38
  Increasing prices of construction material.
 Increasing fair of transportation.

SOCIAL FACTORS

 70% populations below 35 years.

 Good awareness among the people.
 Various classes of people.
 Various languages.
 Regional preferences in foods.
 Societies and cultural ethics.

TECHNOLOGY FACTORS

 Process Innovation, New technologies implementation. Innovative Techniques .

 SAP invention.
 Office automation tools become necessary to complete work on time.
 Daily up gradation of technology and information system.
 Batter cost-cutting design using recent technologies.

39
Research Methodology

The research methodology is a way to solve the research the problem in a systematic manner.
It depends upon the various steps like objectives of the study, how the data is collected, how
much is the sample size required and the limitations of the study. Properly conducted study is
a valuable tool for the top management in making some decisions. Good study reduces the
uncertainty. Effective research methodology leads to good research.

RESEARCH DESIGN

Research may define as a careful investigation or inquiry especially through search for new
facts in any branch of knowledge.
According to CLIFFORD WODDY research comprises:

40
Defining and redefining problems, formulating hypothesis or suggested solutions, collecting,
organizing and evaluating data, making deduction and reaching conclusions, carefully testing
the conclusions to determine whether they fit the formulating hypothesis.
Research is basically very important to the human being research inculcates scientific and
inductive thinking and it promotes the development of knowledge habits of thinking and
organization research has its special significance in solving problems of business and
industry.
In the encyclopaedia of social science D.SLESINGER and STEPHENSON defined research
as; “the manipulation of things, concept or symbol for the purpose of generalizing to
extend, correct or verify knowledge whether that knowledge aids in construction of
theory or in the practice of an art.”

TYPES OF RESEARCH DESIGN

The basic types of research design are:-
 Descriptive research
 Analytical research
 Fundamental research
 Exploratory research
 Conceptual research

From the above stated types of research we have applied exploratory research type in our
research design.

RESEARCH FRAMEWORK

The brief description of EXPLORATORY RESEARCH design is as follows:-

Exploratory research studies are also termed as formulative research studies. The main
purpose of such studies is that of formulating a problem for more precise investigation or to
developing the working hypothesis from an operational point of views. The major emphasis
is such studies are on the discovery of ideas and insight.

As such the research design appropriate for such studies must be flexible enough to provide
opportunity for considering different aspects of a problem under study. In built flexibility in

41
research design is needed because the research problem, broadly defined initially transformed
into one with more precise meaning in exploratory studies, which fact may necessitate
changes in the research procedure for gathering relevant data.

Exploratory research is that part of the overall market research, which is used to discover
something new. Normally in any case there can be a number of opportunities or possible
problems and it is impractical to study each of them. Exploratory research in such a case is
very useful to find out the most likely alternatives. These alternatives are then turned into
hypothesis.

Hypothesis are tentative and logical answers to questions that serve as guides for most
research projects.

Research design is the arrangement of the condition for collection and analysis of data in the
manner that aims to combine relevant to the research purpose with the economy in the
procedure. Exploratory research design’s major emphasis is on the discovery of ideas and
insights. In this research problem is transformed into one with more precise meaning.

Methods of explorative research design:-

 Depth Interviews
 Case study
 Surveys

Sample Size and Techniques:

Sample Size: 100 employees of DLF

Sample Technique: Randomly from the departments

DATA COLLECTION

42
The task of data collection begins after a research problem has been defined and research
design chalked out. Collection of data is the first step in any statistical investigation.
Collection of data is a very important function. The success and failure of investigation
mainly depends upon the quality of data. Adequacy and accuracy of data is essential to arrive
at correct conclusion.
The person who is collecting statistical data has to observe self-restraint, confidence,
patience, caution and unbiased attitude while collecting data.
According to BOWLEY “In collection of statistical data common-sense is the chief requisite
and experience the chief justice”.
There are two types of data by which analysis can be done. These are as follows:
 Secondary data
 Primary data

SECONDARY DATA:

 Pre-existing data not gathered for the purpose of current research.

 It is a second hand data & back up data.
 It is collected before primary data because some of our questions might already have
possibly been answered by other authors.

Advantages:

 Longitudinal study may be possible.

 Usually easier to gather than primary data

Disadvantages:

 Costly
 Validity of secondary data is limited

PRIMARY DATA

 Data never gathered before

43
Advantages:

 Find data we need to suit our purpose

 Less costly

Disadvantages:

 Time consuming

ANALYSIS PATTERN

Different methods of collecting primary data

1. Questionnaire Method: A questionnaire is means of electing the feeling, beliefs,

experience, perception & attitude of sample of the individual. As a data collecting
instruments. It could be:-
a) Structured
b) Unstructured

2. Interviews: Finally, for the purpose of additional information all the respondents were
personally interviewed. In addition, classification and to know about the job
satisfaction, the QUESTIONNAIRE, INTERVIEW method has been used.
Researcher has prepared a list of questions regarding job satisfaction of employees of DLF
Ltd., and distributed it to the respondents.

Data, which is gathered by administering questionnaires, was processed in simple manner to

44
Determine the level of satisfaction among employees. Every response was assigned some
score based on this overall satisfaction level was determined.

Data collected is carefully tabulated and analysed by using satisfaction methods and also
various graphs are used.

Along with primary data collected through questionnaire-interview, I also used secondary
data, which include theory part from some books that data was collected from various
published and unpublished sources such as manuals and documents, company website,
magazines, internet, etc.

CHAPTER-III
MICRO ANALYSIS
45
 Q1. Which of the sources of recruitment are used in DLF Ltd.?
a) Internal
b) External
c) Both.

Table- 6.1 ( Response Regarding Sources Of Recruitment)

Options Internal External Both Total

Responses 10 40 50 100

Percentage 10 40 50 100%

Fig.-5.1 SOURCES OF RECRUITMENT

46
Q2. Does the external recruitment bring in the desirable employees in the organisation?
a) Yes
b) No

Table- 6.2 (Response Regarding Bring The External Sources)

Options Yes No Total
Responses 80 20 100

Percentage 80 20 100%

Fig.- 2 BRING THE EXTERNAL SOURCES

47
 Q3. Which of the following external sources are used for recruitment in DLF?
a) Advertisement
b) Internet
c) Campus recruitment
d) Consultancies.
e) All of the above

Table- 6.3 (Response Regarding External Sources For Recruitment)

Options Advertisement Internet Campus Consultancy All of Total

drives the
above
Responses 30 10 10 40 10 100

percentage 30 10 10 40 10 100%

Fig.- 3 EXTERNAL SOURCES FOR RECRUITMENT

48
Q4. Does your company follow different recruitment process for different grades of
employment?
a. Yes
b. No
Table- 6.4 (Response Regarding Recruitment Process)

Options Yes No Total

Responses 100 0 100

Percentage 100 0 100%

Fig.- 4 RESPONSE OF RECRUITMENT PROCESS

49
 Q5. Which form of recruitment is used in DLF Ltd. ?
a. Centralised
b. Decentralised

Table- 6.5 (Response Regarding Form Of Recruitment)

Options Centralised Decentralised Total

Responses 10 90 100

Percentage 10 90 100%

Fig.- 5 FORM OF RECRUITMENT

50
Q6. Are you satisfied with the recruitment process?
a) Yes
b) No.

Table- 6.6 (Response Regarding Satisfy With The Recruitment Process)

Options Yes No Total

Responses 80 20 100

Percentage 80 20 100%

Fig.- 6 SATISFY WITH THE RECRUITMENT PROCESS

Q7. Which form of selection is used in DLF Ltd.?

51
a) Centralised
b) Decentralised

Table- 6.7 (Response Regarding Form of Selection)

Options Centralised Decentralised Total

Responses 10 90 100

Percentage 10 90 100

Fig.- 7 FORM OF SELECTION

Q8. Which of the following methods does DLF uses during selection?
a) Written
b) Group discussion
c) Personal interview

52
d) Group discussion and personal interview
e) All of the above.

Table- 6.8 (Response Regarding Methods of Selection)

Options Written GD PI GD All Total
&
PI
Responses 5 15 30 40 10 100

Percentage 5 15 30 40 10 100%

Fig.- 8 METHODS OF SELECTION

Q9. Do you think innovative techniques like stress test, psychometric test and personality test
should be used for selection?
a) Yes
b) No

53
Table- 6.9 (Response Regarding Different Tests for Selection)

Options Yes No Total

Responses 20 80 100

Percentage 20 80 100%

Fig.- 9 DIFFERENT TESTS FOR SELECTION

54
Q10. What are the bases for selection?

a) Merit
b) Experience
c) Both.

Table- 6.10 (Response Regarding Bases For Selection)

Options Merit Experience Both Total

Responses 10 30 60 100

Percentage 10 30 60 100%

Fig.- 10 BASES FOR SELECTION

55
Q11. Are you satisfied with the selection process?
a) Yes
b) No

Table- 6.11 (Response Regarding Satisfy With Selection Process)

Options Yes No Total
Responses 80 20 100

Percentage 80 20 100%

Fig.- 11 SATISFY WITH SELECTION PROCESS

56
 CHAPTER - IV
MACRO ANALYSIS

57
 MACRO ANALYSIS

Interpretation
 It was found that about 50% of the recruitment and selection is done both by internal
and external sources, while as external sources are used more than the internal sources.
 It was found that 80% of the employees think that external sources of recruitment
brings desirable employees into the organisation while, other 20% are of the opinion
that sometimes internal sources provide best employees for a particular position.
 It was found that 40% of the employees are recruited through the consultancies and
20% of the employees are selected by the advertisement followed by internet with 10%
and campus selections with 10%.
 It was found that from that different recruitment process is adopted for different grades
of employment.
 It was found that recruitment is decentralised. However, for higher positions of
employment the recruitment is centralised.
 It was found that 80% of employees are satisfied with the recruitment process adopted
by DLF Ltd.. However, some of the respondents thought there should be some changes
in the existing recruitment process of the organisation.
 It was found that the selection process is decentralised. However, in some cases it is
centralised because for top management selection is done at Head Office
 It was found that 40% of selection is done by Group Discussion & Personal Interview.
However, Personal Interview is mostly used method of selection followed by group
discussion.
 It was found that 20% of the respondents were of the opinion that stress test,
psychometric test and personality tests should be used for the selection, while the others
were satisfied with the existing recruitment and selection process.
 It was found that both experience and merit is considered during the selection process.
However, experienced people are given more consideration rather than meritorious
fresher’s.
 It was found that about 80 % of the employees are satisfied with the selection process.
However, the remaining are of the opinion that there should be some change in the
recruitment and selection process of the organisation

58
CHAPTER - V
FINDINGS

59
 FINDINGS OF THE STUDY

After the data analysis and interpretation the findings are:

 Both internal as well as external sources of recruitment used.
 Consultancies (40%) and advertisement (25%) are the two main external sources of
recruitment.
 internet with 10% and campus selections with 10%.
 experience and merit is considered during the selection process
 The recruitment and selection process is decentralised.
 About 80% of the employees are satisfied with recruitment and selection process.
 20% of the respondents were of the opinion that stress test
 80% of employees are satisfied with the recruitment and selection process adopted by
DLF Ltd.

60
 RECOMMENDATIONS

From the findings I can suggest DLF Ltd., New Delhi following things for the more
effectiveness of recruitment and selection process:
 More emphasis should be given on internet and advertisement so that more and more
candidates apply for the jobs and it will be easy to find the right employee among them.
 Company should try to use the internal recruitment process first because it incurs less
cost and acts as a motivational factor to the employees.
 Also company should adopt latest techniques like stress test, psychometric test and
personality test to find the right candidate suitable for the job.

Conclusion

Recruitment as being one of the major topics is required by most of the organization. Hence
the study helped in understanding the various aspects of recruitment and selection process. In
the DLF Ltd. the sources of recruitment is effective, the internal selection of the organization
also in an economical means which also reduce costs, only after looking the efficiency of the
existing employee towards the company and his sincerity that employee will be selected, in

61
DLF LTD. the effective selection process is adopted in the last 5 years. It can be retained
as such. Also the employees of DLF Ltd. are satisfied with the recruitment and selection
process. Also they are well aware about the various sources and methods of recruitment and
selection.

BIBLIOGRAPHY

 Ashwathappa. K Human Resource Management

 Tata Mc Graw Hill Human Recourse Management
 Deith Davis Human Relation at Work
 Rao P. Subba Essentials of Human Resources and Industrial
Relations
 Mamoria C.B. Human Resource Management

62
  Kothari, C.R., RESEARCH METHODOLOGY

WEBSITES:-

 www.google.com
 www.dlfindia.com
 www.wikipedia.com
 www.yahoo.com
 www.slideshare.com

ANNEXURE

Questionnaire:

Comparative assessment of recruitment and selection process in DLF Ltd., Delhi

This questionnaire survey is purely for academic purpose. Any information collected through
this survey is confidential and would not be shared with anyone other than the people
involved in this.

Name: ........................................................................................................................
Designation: ................................... Qualification: .................................................

63
Department: ........................................................... Age: .......................................

Answer the following questions: (kindly give your unbiased response).

Q1. Which of these sources of recruitment are used in DLF Ltd.?

a) Internal
b) External
c) Both.

Q2.Does external recruitment brings out the desirable employees in to the organisation?
a) Yes
b) No

Q3. Which of the following external sources of recruitment are used in DLF Ltd.?
a) Advertisement
b) Internet
c) Campus drives
d) Consultancies
e) All of the above.

Q4. Does your company follow different recruitment process for different grades of
employees?
a) Yes
b) No.

Q5.Which form of recruitment is used in DLF Ltd.?

a) Centralised
b) Decentralised

Q6. Are you satisfied with the recruitment process?

a) Yes
b) No.

Q7.Which form of selection is used in DLF Ltd.?

a) Centralised
b) decentralised

Q8.Which of the following methods does your company uses during selection process?
a) Written or aptitude test
b) Group discussion

64
c) Personal interview
d) Group discussion and personal interview
e) All of the above.

Q9.Do you think innovative techniques like stress test, psychometric test and personality test
should be used for selection?
a) Yes
b) No

Q10.What is the basis for selection?

a) Merit
b) Experience
c) Both.

Q11. Are you satisfied with the selection process?

a) Yes
b) No.

LIST OF TABLE

Table No. TITLE PAGE NO.

6.1 Response Regarding Sources Of 47

Recruitment

6.2 Bring The External Sources 48

6.3 External Sources For Recruitment 49

6.4 External Sources For Recruitment 50

6.5 Form Of Recruitment 51

6.6 Satisfy With The Recruitment Process

52

6.7 Satisfy With The Recruitment Process 53

65
6.8 Methods Of Selection 54

6.9 Different Tests Should Be Used In Selection 55

6.10 Bases For Selection 56

6.11 Satisfy With Selection Process 57

LIST OF GRAPHS

GRAPH NO. TITLE PAGE NO.

5.1 Sources Of Recruitment 47

5.2 Bring The External Sources 48

5.3 External Sources For Recruitment 49

5.4 Response Of Recruitment Process 50

Form Of Recruitment 51

5.5

5.6 Satisfy With The Recruitment Process 52

5.7 Form Of Selection 53

5.8 Methods Of Selection 54

66
5.9 Different Tests Should Be Used In 55
Selection
5.10 Bases For Selection 56

5.11 Satisfy With Selection Process 57

67