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Summer Training Report

Course Code: MBA 303

―RECRUITMENT AND SELECTION PROCESS ANALYSIS―

Undertaken at
CAPARO MARUTI LTD.

Submitted in partial fulfillment of the requirements for the award of Degree

of
Master of Business Administration (MBA)
to

Supervised by: Submitted by:

Mr. Sandeep Puneet Kumar
Training coordinator (HRD) MBA 3rd
Semester
Caparo Maruti Ltd. Roll No.
180010502032

Department of Management Studies

Indira Gandhi University, Meerpur, Rewari- 122502
Session: 2018-20
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ACKNOWLEDGEMENT

I am extremely grateful to Mr. Sandeep Training coordinator of HRD at Caparo Maruti

Ltd. for giving me this opportunity to undergo the Industrial Training at their reputed
premises.

I Pay thanks to Mr. Madan Sir AGM, HR Department for their inspiration, guidance,
constant supervision and constructive criticism in the success of this Training.

I also express my sincere and heart full gratitude to the Faculty of Management
Department for giving me this opportunity.

PUNEET KUMAR
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DECLARATION

I, Puneet Kumar hereby declare that the project entitled ―Requirement and selection
Process Analysis‖ submitted to Indira Gandhi University, Meerpur (Rewari) in partial
fulfilment of the award of Master of Business Administration is the original training report
carried out by me under supervision of Department of Management.

DATE: STUDENT SIGNATURE

PLACE: Puneet Kumar

MBA 3RD SEM
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TABLE OF CONTENTS

Serial no. Topic Page no.

1 Certificate 1

2 Acknowledgement 2

3 Declaration 3

4 Chapter 1- Company Profile 5 – 29

5 Chapter 2- Introduction to Recruitment & Selection 30 – 59

6 Chapter 3- Methodology 60 – 62

7 Chapter 4- Data Analysis & Interpretation 63 – 75

8 Chapter 5- Finding & Conclusions 76 – 79

9 Bibliography 80

10 Annexure 81 – 82
 Page 5 of 83

Chapter 1

Company Profile
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PREFACE

Judicious juxtaposition of theoretical input with

practical orientation may make for any manager to
velour in his stride. Project training was in this
direction

With the view of important practical knowledge and experience the

MBA students are asked to conduct an over all view of any company. It is
believed that study of any company in an intelligent and accurate learning
instrument for the actual world of business.

Hence this st udy in CAPARO MARUTI Ltd. was a very good

experience for me to view the practical story. It was a very great chance
for me to see the internal and external working environment of a company.
Hence this study in CAPARO MARUTI Ltd. is a practical fulfillment of
my Management studies
 Page 7 of 83

COMPANY PROFILE

Caparo Maruti Limited (CML) is a world-class Tier 1 sheet metal stamping, weld
assemblies and closures suppliers to Maruti Suzuki (India) and General Motors
(India).Caparo has over 50 years of experience in the field of sheet-metal
working.

CAPARO...making metal bashing fashionable & profitable!

"To make Caparo Maruti Limited one of the most competitive and productive work place
in the chosen field of activities by global standards.

We will encourage our people to develop a positive attitude, to take pride in their work
and to discharge their duties, both at their work place
and to society, with integrity and honour."
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About History & Timeline

In 1968 Lord Paul took out a £5,000 loan and opened Natural Gas Tubes. The company,
based in Huntington in Cambridge shire, manufactured spiral weld tubes and achieved
first year sales of £14,000. In 2006 Caparo group‘s sales exceeded £625m.

Lord Paul's roots go back to the little Punjab town of Jalandhar in India where, in 1910,
his father started by making steel buckets, tubs, trunks and agricultural implements, and
had a small foundry at the back of the family home. From this modest undertaking
Apeejay Surrendered Group has grown into one of India's largest family owned industrial
groups in a wide range of industries: steel, engineering, pharmaceuticals, hotels, shipping
and tea.

Lord Paul and his brothers grew up surrounded by their father's small business and
succeeded him in its diversification and expansion.

From his father, Lord Paul and his brothers learnt three important business lessons:
integrity, hard work and the value of close family ties. Though the business prospered, the
family continued to live frugally, following the Hindu prescription "simple living and
high thinking". Anecdotes recall that when Lord Paul's mother was asked why she wore
no jewels, she would proudly declare: "my sons are my jewels." This ethic of close family
ties continued and Lord Paul attributes much of his business success to the moral and
emotional support he received from his three brothers - Stya, Jit and Surrendra, and the
happy home life created by his wife, Aruna.

This web site provides an overview of the companies that make up the Caparo Group
today. It also aims to tell you something of the internal spirit, the "what drives Caparo"
story. Above all this is the story of a vision inspired by Lord Paul‘s daughter Ambika,
who was responsible for his move to England.
 Page 9 of 83

History of Caparo Group

2007 November 01 Caparo Vehicle Components, Inc. is formed which takes Caparo into
the North American vehicle market
2007 June 15 Caparo Engineering acquire Polish forging company, Bomet
2007 June 07 Caparo T1 at Goodwood
2007 February 02 Caparo Precision Tubes acquire Hayes Tubes
2007 January 25 Sunil Pahilajani, country head for India, appointed to main board
Caparo Engineering India Pvt Ltd. acquire the sheet metal business of
2007 January 18
IAL
Sir Nick Scheele, former global COO of the Ford Motor Company,
2006 November 23
joins Caparo as Non-Executive Director
2006 November 03 Duke of York launches Caparo's 120 acre site in Chennai, India
2006 November 01 Caparo T1 makes debuts in America at the SEMA show
Mint gallery hosts a one-off exhibition of designs from the
2006 October 09
Established and Sons collection
Development of Studio Caparo, a bespoke design and manufacturing
2006 October 06
company, specialising in one-off pieces of furniture
Purchase of Bridge Aluminium and the formation of Caparo
AluminiumBridge Aluminium is the largest UK aluminium gravity
die caster and is a leading supplier of turbocharger and fuel injection
2006 September 01
components. Caparo is building Caparo Aluminium to be a leading
global supplier of high quality, specialist aluminium cast
components.
2006 August 01 Caparo Merchant Bar invest £6m in modifying two rolling mills
Launch of Armacoil wire thread insert by Armstrong Precision
2006 May 01
Components
Caparo Engineering Ltd acquire Zeus Aluminium Products, now
2006 May 01
renamed Caparo Aluminium Technologies
2006 April 23 Caparo T1 is launched in Monaco
2006 April 15 Caparo Vehicle Products acquire AP Braking of Leamington Spa
Formation of Caparo Testing Technologies and purchase of
2006 April 03
controlling interest in Material Measurements Ltd.
Caparo Vehicle Technolgies is launched Caparo Vehicle
Technologies provides advanced technology development, materials
2006 March 13
engineering and design services to mainstream automotive,
motorsport and aerospace markets.
Inauguration of Bawal Stampings facility in India by Prof. Mervyn
2006 February 01
King, Governor of the Bank of England
2006 February 01 Creation of Vehicle Products division
2005 Summary : India:- Caparo Fasteners constructing new plant in
Chopanki (RN).Caparo Engineering expansion in Pithampur (NP)
2005 December 31 and new plant in Greater Noida (UP). New Caparo India conference
facility in Greater Noida (UP). Caparo Wire acquire H.S Pitt and
Fairbright Industries. CMT Engineering's Dynamics division, acquire
 Page 10 of 83

the vibration mounting business of Silvertown.

2004 Summary : Acquire Lipe Spain, Systems Scaffolding and Tyco
European Tubing and Steel Strip, Caparo Steel Trading established.
2004 December 31
Caparo Maruti, India - Halol and Bawal plants established. Bull
Moose Tube plant established in Casa Grande, Arizona, USA.
2003 Summary : Caparo Innovation Centre established - a
2003 December 31
collaboration with the University of Wolverhampton.
2002 Summary : Caparo Engineering India Pvt Ltd Pithampur, new
2002 December 31
pressing plant commences production.
2001 Summary : Caparo Hotels acquire Bignell Park Hotel,
2001 December 31
Oxfordshire.
1997 December 31 Acquire Warren Tube Division, USA.
Caparo Merchant Bar invests in a second fully automated steel re-
1995 December 31
rolling mill.
From a greenfield site Caparo ventures into plastics with Nupac.
Caparo opens new steel pressing plant in Dehli, India as a joint
1994 December 31 venture with leading automotive company.
The Ambika Paul Children's Zoo opens.
Caparo celebrates 25 years!
1993 December 31 Sales now £360m. Record operating profits of £32m.
1991 December 31 Caparo Industries goes private. Buy back public 20%.
1990 June 01 Acquire Bock Industries, USA.
1989 December 31 Public takeover bid for Armstrong.
1988 December 31 Acquire Bull Moose Tubes, USA.
UMB plant opened by the then Chancellor of the Exchequer, Mr
1986 December 31
Nigel Lawson.
UMB joint company formed with British Steel Corporation to
1985 December 31
develop new merchant bar mill at Scunthorpe.
1984 December 31 Acquire Wrexham Wire now Caparo Wire
1983 December 31 Public takeover bid for Barton Group.
1981 December 31 Public takeover bid for CMT
Acquire control of quoted public company LK Industrial Investments
1980 December 31
- becomes Caparo Industries.
1979 December 31 Caparo Group formed as holding company for all our activities.
Tredegar Spiral Weld Mill opened by late Prime Minister of India,
1978 November 16
Mrs Indira Gandhi.
1977 June 03 Tredegar factory opened by HRH The Prince of Wales.
1975 December 31 Begin building the new NGT Tredegar site.
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Caparo Inspiration

―Ambika – who started it all. An angel that changed my life. Wherever she is, she will
always be loved and missed‖
– Lord Paul.

Lord Paul came to Britain in 1966 for medical treatment for his daughter, Ambika. He
remained in England after her tragic death in 1968 and sees all he has created in Caparo
Group as a dedication to her memory. In 1994 Lord Paul took the opportunity to
commemorate the rebuilding of London's Children's Zoo in her name. Whilst receiving
treatment in London, the Zoo became Ambika‘s favourite destination

Business Strategy
"Our success in the years to come will continue to depend on the skill of our family and
management in reacting to opportunities, whilst continuing with determination, integrity
and the principles that have carried us successfully this far" – Lord Paul.

The Caparo group has been built through a combination of acquisitions, organic growth
of established businesses and the development of greenfield projects. The Group is
particularly proud of the latter, which demonstrates its skill at building technology based
steel product companies from scratch, and penetrating export markets.

Under the leadership of Angad Paul, appointed as Chief Executive in 2002, Caparo
continues this successful formula for growth. The grouping of independently managed
business units, mainly operating in metal and related markets, gives both critical mass and
a stable platform for growth. A customer oriented philosophy, striving to provide
products, services and solutions of the highest quality at competitive prices is coupled
with a lean and flat corporate structure ensuring low overheads and rapid decision
making. These key features are at the core of Caparo‘s success.
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Strategy in Action - Caparo Aluminium

Caparo Aluminium is being developed to become a leading global supplier of high

quality, specialist aluminium cast components. Substantial progress to achieve this
objective was made during 2006. Two leading UK foundries, Zeus, now renamed Caparo
Aluminium Technologies, and Bridge Aluminium have been acquired and work on a new
greenfield foundry; Caparo Aluminium Foundries, has started in Chennai, India.

The group has a very strong technical and quality capability with a full range of quality
approvals and testing facilities. It has the rare ability of being able to convert an initial
idea through design and prototyping to volume production.
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About Caparo Ethic

"Success will happen so long as you work hard and with integrity" - Lord Paul.

Caparo has never been a company that is highly centralised and there is never any
intention of changing the individual character of each operating division by dictating a
specific company mission statement or vision. However Caparo is built upon some core
values and beliefs and it is these that guide our decisions and our attitudes.

These ethics were developed from Lord Paul‘s Anniversary speech in 1994 which
celebrated 25 years of Caparo.

THE CAPARO ETHIC

• Caparo is something more than a successful enterprise…it is a story of people, of values

and of human effort.

• Working together we can build Caparo with resolution, fortitude and ability.

• The goodwill and confidence of Caparo employees, our suppliers, our customers and
our managers is the bedrock of our business

• Always aspire for excellence; nothing else is good enough and never abandons hope

• There is no such thing as bad business; only bad management

• ―What I like is people who are proud of what they do‖ Lord Paul

• Our aim is to always be in the top 10% of performers (measured against company
competitors)

• Find excitement in industry and your own job in it

• Cherish the enduring values of fidelity, truth and integrity

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A message from our Chairman

"When I started the group in 1968, with one small factory in Huntingdon, I had no clear
vision of what we could achieve – it was the last thing on my mind! And so it remains
today. The Caparo story is one of friendship and gratitude – and is forward-looking. We
have demonstrated our belief in the manufacturing industry and we will continue to do so.
Even in difficult times and adverse conditions, managers with skill and a belief in people
will always be able to prosper.

Caparo is more than a successful business enterprise – it is a story of people, of values

and of human effort. Above all, it is a story of faith and family. I have always believed
that hard work and integrity far outweigh any short cuts to success. In Caparo it is these
principles that bind the global Caparo team together".
Lord Paul, Chairman and Founder, Caparo plc.

About The Future

An expansion into automotive and aerospace markets, whilst maintaining and developing
the steel and engineering business, is a key strategy for the group. This has been
highlighted by the launch of the Caparo T1 high performance sports car in 2006, which
showcases many of Caparo‘s innovative new products and processes in this sector.

The development of Caparo Vehicle Products, a grouping of Tier 1 component design,

engineering and manufacturing companies providing advanced solutions to the
automotive, aerospace, military and motor sport markets is just one of the key initiatives
being developed within the group. Furthermore the creation of Caparo Testing
Technologies, a group of businesses specialising in comprehensive Destructive and Non-
Destructive Testing (NDT) services will provide support to the aerospace industry and
offer a valuable service to other Caparo group companies. Geographically, Caparo‘s plans
to create a leading automotive components manufacturing group in India are well
advanced.

From an initial joint venture with the major Indian car manufacturer Maruti Udyog in
1994, Caparo have established a wide range of businesses and now operate on 15 sites in
India and plans are in place to develop a further 16. Caparo India‘s activities will serve
not only the regional automotive sector, but also established Caparo customers worldwide
where Caparo will continue to provide local service and support, with the benefits of
Asian manufacturing.
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Contact Details
Caparo believe in building strong relationships with our customers and suppliers. We
believe that communicating; sharing knowledge and information, enables us to constantly
develop and improve. To help us continue along this path please share your ideas with us.

To locate the contact information for a Caparo group company, please use the search
facility below. Our head office address is listed for correspondence purposes only. For
any enquiries, comments or feedback that relates to Caparo group please contact us by
completing the online enquiry form.

Caparo Head Office

Caparo plc
103 Baker Street
London
W1U 6LN

Tel: +44(0)207 486 1417

Fax: +44(0)207 224 4109

Registered in England: 1387694

Caparo Industries Plc

Caparo Industries Plc is comprised of Caparo Steel Products Ltd, one of the UK's largest
steel conversion businesses, Caparo Engineering Ltd, Caparo Vehicle Products and
Caparo US Group Corporation. Caparo Industries Plc is based in the West Midlands, the
centre of the group's manufacturing base.

Caparo Industries Plc

Caparo House
Popes Lane
Oldbury
West Midlands
B69 4PJ
Registered in England: 630473
Tel : +44(0)121 202 4400
Fax : +44(0)121 202 4401
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Links
Listed below are hyperlinks to the websites of all Caparo group websites.

It is important to note that Caparo is not responsible for the content of any of the websites
listed here, and does not necessarily endorse the views expressed within them.

Caparo cannot guarantee that these links will work all of the time and has no control over
the availability of any of these sites. We always welcome any suggestions for further
links to be added to this page.

Please note that each site listed below opens in a new window.

 Caparo India
 Caparo Engineering India Pvt Ltd
 Caparo Maruti

 Engineering
 Armstrong Precision Components
 Bridge Aluminium
 Caparo Aluminium Technologies
 Caparo Engineering India Pvt Ltd
 Caparo Maruti
 Caparo Testing Technologies
 Clydesdale Forge
 Clydesdale Jones
 CMT Engineering
 Material Measurements
 Studio Caparo

 Innovation
 Caparo Innovation Centre
 Established and Sons
 Gordon Murray Design
 Studio Caparo

 Investment
 AV Pictures
 Core Capital
 Film 24
 Gordon Murray Design
 Hapax

 Leisure
 Bignell Park Hotel
 Osborne Hotel

 North America
 Bull Moose Tube Company
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 Steel
 Caparo Merchant Bar
 Caparo Precision Tubes
 Caparo Steel Products
 Caparo Tubes Tredegar
 Caparo Wire
 Ductile Steel Processors
 Ductile Stourbridge Cold Mills
 Firth Cleveland
 Hub le Bas
 JB&S Lees
 Systems Scaffolding

 Vehicle Products
 Caparo Accles & Pollock
 Caparo AP Braking
 Caparo Atlas Espana
 Caparo Atlas Fastenings
 Caparo Engineering India Pvt Ltd
 Caparo Modular Systems
 Caparo Newman Phoenix Drawn Tube
 Caparo T1
 Caparo Tube Components
 Caparo Vehicle Technologies
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Link Focus

www.caparo-t1.com

Developed by engineers that helped deliver the iconic McLaren F1, the Caparo T1 is a
new uncompromised and unconstrained sports car that sets new boundaries in
performance, driver experience and enjoyment. The Caparo T1 has an unrivalled,
extremely high speed dynamic performance envelope.

This extremely lightweight sports car is capable of true aerodynamic‘ high speed
performance and delivers a new level of acceleration, cornering and braking to the driver
at 3g+ via its 1000 bhp/tonne performance specifications.

Careers
In 2006 Caparo acquired 22 companies, welcoming thousands of people to our global
team. This development and growth is only possible because our strong base of people,
which we continue to build on. The stronger our team the more strides Caparo can take.

Building the best team is vital to the future of our company. We are committed to
recruiting and retaining a team of people who are motivated and focussed to develop with
Caparo, providing training and support to enable people to reach their full potential.

Working for Caparo means you never stand still. Things change here almost daily.
Caparo is a family owned business and is something more than a successful enterprise. It
is a story of people and human effort. Caparo is an exceptional business which offers
exceptional opportunities for the right people. Caparo is an equal opportunities employer
and welcome applications from all sections of the community.
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Career variety

Caparo is a global company and a diverse one. With business interests predominantly in
the manufacture of steel, automotive and general engineering products, the group‘s wider
activities encompass materials testing, hotels and film distribution.

Role variety is immense from machine operators to die turners, HGV drivers, welders,
electricians, CNC cell leaders, project engineers, CAD draftsmen and shotblasters to sales
managers, IT managers, accounts assistants, buyers and tax managers. Caparo group spans
multiple industries and is a fast moving, dynamic and challenging place to work
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Products

CHASSIS
CML is making auto chassis for OMNI model for Maruti Udyog Limited.
This part is critical for spot strength as the body of vehicle is welded to it.

PNL FRAME FLOOR PNL FRT FLOOR

REAR FRONT
Blank Size- Blank Size-
1762x258x1.2(mm) 895x295x1.6(mm)
Comp. Wt.- 3.76 kg. Comp. Wt.- 2.86 kg.
Draw Depth - 75mm Draw Depth - 75mm

Chassis For Maruti Omni model

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Products
DASH

CML is the manufacturer of Dash assys parts for following models for Maruti
Udyog Limited (India) -

 800cc car
 Zen
 Esteem
 Wagon-r
 Alto
 Versa

This part is critical for mounting of air-conditioner & engine and for prevention of
water into the vehicle. These parts are commonly called the firewall and they
separate the engine chamber from the driver chamber.

DASH
Blank Size-
1480x980x0.70
Comp. Wt.-2.17
Draw Depth -150

Dash parts for Maruti Versa model

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PNL COWL UPPER

Blank Size-
1420x430x0.8(mm)
Comp. Wt.- 2.35 kg.
Draw Depth - 100mm

Cowl Upper Assembly parts for Maruti Zen model

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Products

DOOR ASSEMBLY PARTS

Our Facilities

AUTOMOTIVE PRESS SHOP: HEMMING SHOP: For the first time

FAGOR Make Spanish fully-automatic ever, the activity of hemming for making
Press Line consisting one press of the closures has been outsourced by an
800Tonne and three presses of 400Tonne Original Equipment Manufacturer
each. Bedsize of all presses is 2.5x1.8 (OEM).
mtrs. Three hemming presses, along with a
battery of spot welding jigs, guns & MIG
brazing sets make up the list of
equipment..
We are manufacturers of complete doors
for General Motor India‘s MUV.
Aesthetically, functionally and from the
safety standpoint, this is probably the
most important element in an automobile.
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DIE SPOTTING PRESS : 100Tonne CAR WELD SHOP: PROJECTION

ONA Make Spanish Hydraulic Die WELDING STATIONS, DRAWN-ARC
Spotting Press. The press has a bedsize of WELDING STATIONS, SPOT
4.0x2.5 mtrs. WELDING STATIONS

QUALITY LAB: ERICSSON Cupping

Tester, Profile Projector,Universal Testing
Machine, Romer Make 3D Portable
Measuring Machine capable of measuring
with-in a sphere of 3.6 mtrs.
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Design Capabilities : CAD modelling shop
 Designing, Surface Modeling &
Development of automobile sheet-
metal parts using Pro-E 2001
 2D to 3D conversion on Pro-E2001
 Stamping Die, Panel Checker &
Welding Jig Designing for sheet-
metal parts.
Achievements
Vendor Performance Award
2000-2001
For Overall Performance Award
2000-2001
 For finalization of Draw Face, we are
using Altair HYPERFORM V6.0
with LS-Dyna. It simulates the Draw
operation on virtual press step-by-step
so that any wrinkle formation, any
crack formability, any thinning can be
found at the very beginning, thus
eliminating time & money wastage on
development.
 We also help to validate our vendor's
stamping processes & solve their
problems using HYPERFORM V6.0
Maruti Udyog Limited
outstanding performance in the field of
VA/VE
2002-2003
Vendor Performance Award
2002-2003
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Environment Management
ENVIRONMENT POLICY

We, at Caparo Maruti Limited, Gurgaon engaged

in stamping & welding of sheet metal components
are committed to prevent/ reduce pollution and to
continually improve environmental performance
in all our business processes and practices.

To achieve this, we commit ourselves to :

 Institutionalise efficient resource utilisation/minimise waste and
reduce/prevent pollution.
 Enhance environmental awareness and commitment of our employees.
 Comply with all environmental regulatory legislation.

This policy would be regularly reviewed and made available to any interested
12
group or individual.

news@caparo

Caparo group to invest Rs400cr in India

Tuesday, 15 February , 2005, 15:30 (Business Line)

New Delhi: Lord Swraj Paul led Caparo group is planning to invest Rs 300-400
crore for setting up six automotive components manufacturing plants in India.

''At present, we plan to invest Rs 300-400 crore in India for servicing our clients in
the automotive market. We may increase the number of plants we will set up in
India if we see more potential,'' the Caparo Group's Chief Executive Officer and
Swraj Pa ul's son, Angad Paul said.

''India can be a quality manufacturing base for the world. Later, we may start
making engineering goods for the aerospace industry. Right now, we are not ruling
out any other sector that requires our engineering expertise,'' he said.

The plants will come up in Uttar Pradesh, Madhya Pradesh, Rajasthan and
Haryana.

The $750 million Caparo group, chaired by the London-based NRI industrialist, is
setting up the new plants at Chipanki (Rajasthan), Bawal (Haryana), Greater Noida
(UP) and at Indore where it already has a similar manufacturing unit.

The Bawal plant is a joint venture with India's leading car manufacturer Maruti like
the existing manufacturing unit at Gurgaon (Haryana).

For the remaining two plants, the company is still scouting for sites, he said.
 Page 28 of 83

HUMAN RESOURCE DEPARTMENT AT CAPARO LTD.

Unit Head

Manager Corporate AGM

Corporate

Deputy
Manager HR

Executive Senior HR Assistant Officer HR Supervisor administration

Executive Assistant
 Page 29 of 83

HUMAN RESOURCE FUNCTIONS

1. Recruitment and selection.

2. Performance Appraisal.
3. Training and Development.
4. Promotion, Transfer, Seperation.
5. General administration & Welfare.
6. Security.
7. Public Relations.
8. Industrial Relations.
 Page 30 of 83

Chapter 2

Introduction to
Recruitment and
Selection
 Page 31 of 83

RECRUITMENT AND SELECTION

Recruitment and selection are the most important functions in an organization because
with the help of these functions the management selects the best available candidate from
a batch of them. The organizations, in this growing competitive world, need to have the
best of the manpower so as to have an edge over its competitive.

According to Flippo, "Recruitment is the process of searching for prospective employees

and stimulating and encouraging them to apply for jobs in an organization."

In the words of Yoder,"Recrutiment is a process to discover the sources of manpower to

meet the requirements of the staffing schedule and to employ effective measured for
attracting that manpower in adequate numbers to facilitate effective selection of an
efficient working force."

The recruitment needs can be classified into –

· Planned

· Anticipated

· Unexpected

Planned need arise from changes in the organization and retirement policy. These occur
due the expected changes in the organization so the management can make a proper
policy for it.

Anticipated need refer to the movements in personnel which an organisation can predict
by studying the trends in the internal and external environments.

Resignations, deaths, accidents and illness result in to the unexpected needs.

 Page 32 of 83

FEATURES:

· Recruitment is a process or a series of activities rather than a single event.

· It is a linking activity as it brings together the employers and employees.

· It is positive process because in this activity the employers want to have the
maximum number of job seekers so as to have a wider scope for choice
ultimately leading in spotting right persons for job.

· It is an important function as it makes it possible to acquire the number and

type of persons required for the effective functioning of the organization.

· It is an on going function in all the organizations, but the volume and nature
of recruitment varies with the size, nature and environment of the
organization.

· It is a complex process because a number of factors affect it --the nature of

the job offered, image of the organization, organizational policies, working
conditions etc.

SOURCES OF RECRUITMENT:

The various sources of recruitment are -

Internal Sources: Include-

 
Present Employees who can be transferred or given promotions.

 Page 33 of 83


The retired and retrenched employees who want to return to the

company.


 
Dependents and relatives of the deceased and disabled employees.

External Sources: Consist of-

 
Press advertisement.


 
Campus Interviews

 
Placement Agencies


 
Recommendations


 
 Recruitment at factory gate

 
Employment Exchange

During my short stint at CAPARO MARUTI LTD. Tools Ltd. it was observed that the
recruitment need of CAPARO MARUTI LTD. Tools Ltd. is diversified. It needs persons
who have knowledge of use, processing of n number of varied products, technical know-
how of latest industrial technical knowledge, and computer a. The importance of the
process could be understood that the present work force of Jay UShin PVT Ltd. is 1000
employees. Hence, the recruitment and selection procedure should match the complexities
of the need and at the same should commensurate with the complex need of the
organisation.

SELECTION

Selection is the process of choosing the best candidate out of the all the applicants. In this
process, relevant information about the applicants is collected through a series of steps so
as to evaluate their suitability for the job to be filled.
 Page 34 of 83

It is the process of matching the qualifications with those required for the job so that the
candidate can be entrusted with the task that matches with his credibility.

It is a process of weeding out unsuitable candidates and finally identifying the most
suitable candidates.

This process divides the candidates into two categories-the suitable ones and the
unsuitable ones. The suitable people prove to be the asset for the organization. Selection
is a negative process because in this process the management tries to minimize the
number of people at each step so that the final decision can be in the light of all the
factors and at the end of it best candidate is selected. Selected candidate the has to pass
through the following stages-

· Preliminary Interview

· Application Form

· Selection Test

· Selection Interview

· Physical Examination

· Reference Check

· Final Approval
· Employment
 Page 35 of 83

 Preliminary Interview is the initial screening done to weed out the undesirable
candidates. This is mainly a sorting process in which the prospective
candidates are given the necessary information about the nature of the job and
the organization. Necessary information about the candidate is also taken. If
the candidate is found suitable then he is selected for further screening else he
is dropped. This stage saves the time and effort of both the company and the
candidate. It avoids unnecessary waiting for the candidate and waste of money
for further processing of an unsuitable candidate.


 Application Form is a traditional and widely used device for collecting
information from candidates. This form asks the candidates to fill up the
necessary information regarding their basic information like name, address,
references, date of birth, marital status, educational qualifications, experience,
salary structure in previous organization and other such information. This form
is of great help because the scrutiny of this form helps to weed out candidate
who are lacking in education, experience or any other criterion provided by the
organization. It also helps in formulation of questions, which will be asked in
the interview. These forms can also be stored for future references thus
maintaining a databank of the applicants.


 Selection Tests are being increasingly used in employee selection. Tests are
sample of some aspect of an individual's attitudes, behavior and performance.
It also provides a systematic basis for comparing two or more persons. The
tests help to reduce bias in selection by serving as a supplementary screening
device. These are also helpful in better matching of candidate and the job.
 Page 36 of 83

 Selection Interview involves the interaction of the employer and the employee.
Selection involves a personal, observational and face-to-face appraisal of
candidates for employment. It is an essential element of the selection
procedure. The information obtained through application form and test can be
crosschecked in the interview.

 Physical Examination either by the company's physician or the medical officer
approved for the purpose. The main aim is to ensure that the candidate is
physically fit to perform the job. Those who are found physically unfit are
rejected.


 Checking the references the applicant is asked to mention in his application
form the names and addresses of two or three person who know him well. The
organization contacts them by mail or telephone. They are requested to provide
their frank opinion about the candidate without incurring any liability. The
opinion of the references can be useful in judging the future behavior and
performance of a candidate.


 Finally approve the candidates short-listed by the human resource department.
Employment is offered in the form of an appointment letter mentioning the
post, the rank, the salary grade, the date by which the candidate should join
and other terms and conditions in brief. Appointment is generally made on a
probation of one or two years. After satisfactory performance during this
period the candidate is finally confirmed in the job on permanent basis or
regularized.
 Page 37 of 83

METHODS OF RECRUITMENT

There various methods of recruiting are given below:

1. INTERNAL SOURCES: Many organizations try and identify employees

from within the organization to be groomed to take on higher responsibilities.
Internal recruiting is beneficial, as workers know the firm culture; managers
already know the workers and the internal advancement can motivate the
employees. In today‗s technologically advanced world many organizations depend
on their HRIS. Some of the internal sources are:

Job Postings: Openings are published on bulletin boards (electronic or hard

copy) or in lists available to all employees. Interested employees must reply within
a specified number of days and they may or may not have to obtain the consent of
their immediate supervisors.

Employee Referrals: Employees working with an organization recommend

their friends or acquaintances for vacant positions in the organization. This source
is usually one of the most effective and reliable methods of recruiting,
Because many qualified people especially for the lower and middle management
are reached at a very low cost to the company.

Contract Management: Temporary worker pools are created to meet out the
unexpected demand of the human resource in the organization.

Previous Employees: Organizations can recruit their previous employees as

they can prove to be reliable as they already know about the organization policies
and procedures and need not to be trained and easily adjust to the environment.
 Page 38 of 83

2. EXTERNAL SOURCES: To meet demands for talent brought about by

business growth to seek fresh ideas or to replace employees who leave
organizations periodically turn to the outside labor market. Managers look outside
the firm for people who have not worked at the firm before. The following methods
are adopted to recruit people form outside:
a. Press Advertisements: Advertisements are placed in both newspapers and
trade journals and three factors influence the choice of this media-cost, profile of
the readership and circulation. Some factors affecting the design of advertising are:

· The image of the organization.

· The nature of the job.
· The chosen media.
· The prediction of the target market.

b. Walk–INS: In a walk-in no prior appointment is there, the applicant approaches

the organization directly. It is the most common and least expensive approach as in
this the job seekers submit unsolicited application letters or resumes and from
employees point of view, walk-ins are preferable as they are free from the hassles
associated with other methods of recruitment.
c. Employment Agencies: Employment agencies now provide occupations for
almost all levels in an organization. They are broadly classified into public or state
agencies, private agencies and head-hunters.
d. Job Sites: Various job sites like Naukri.com, Times jobs.com,Monster.com etc
come in very handy in finding candidates with the desired skills.
e. Job fairs - Job fairs typically work best for entry-level candidates, but events
targeting diversity and/or specialty careers, e.g. engineers, can be found.
f. Corporate Web site - When job seekers are interested in a company they will
go directly to that company's Web site to conduct research and/or look for available
jobs. Make sure your Web site's job section makes it easy to find and apply for jobs
 Page 39 of 83

SHORT – LISTING:

Short listing is the transition phase between recruitment and selection. It is the stage
where the total number of applicants is reduced to select the group the employer
wishes to carry on to the selection phase. Short listing may comprise of several
stages depending on the number of application received, the complexity of the job
requirements and sophistication of the selection process used by the organization.
Short listing comprises of:

1. KNOWLEDGE OF MATCHING CV’s: First of all the candidates are short

listed on the basis of matching the CV‗s. The CV‗s or curriculum vitae are
universally used and their form is standardized.

Typically a CV comprises of:

· Evidence of Skills, Abilities and Achievements

· Employment History

· Experience

· Education

· Languages

2. METHODS OF SHORT LISTING: The most common way to reduce the

number of applications by short-listing them by categorizing them to various
departments first. Then asking the department heads to shortlist the appropriate
candidates accordingly.
 Page 40 of 83

3. SHORTLISTING – THE PROCESS:


Short listing must be carried out independently by at least two people and ideally, as

many of the interview panel as possible.



Any member of staff, who may prejudice the outcome, should be excluded from

short-listing.



Short listing should always be carried out using the person specification so that
applications can be measured and assessed against criteria and be made on the basis
 of fact and not assumptions.


The use of short-listing form is recommended. The short-listing panel to record
individual assessment of each candidate and provide feedback can use short-listing

form.



Short-listing form must be used at the interview stage. Short-listing decisions must be
based only on the information contained in the application form and any other
supporting information supplied by the candidate. Irrelevant information in the

application form should be disregarded.



The attributes in the person specification must be consistently applied to all candidates
irrespective of their gender, ethnic origin, age, socio-economic background, disability,
religious or political beliefs, family circumstances, sexual orientation or other

irrelevant factors.


Some information can only be determined at interview stage or as group

exercises, presentation, tests, etc.



After individual assessment of each application, decision of whom to short list must

be taken.
 Page 41 of 83

Once a short list has been drawn up, candidates should be invited for interview. In
the shortlisting of candidates the following things should be kept in mind:

o Evidence of skills, abilities and achievements that match the criteria that
have been specified as essential for the job as closely as possible.

o Consistency of employment (look for unexplained gaps).

o Qualifications compatible with the dates given.

o Evidence of career development.

o Evidence of industry knowledge.

o Previous employer.
 Page 42 of 83

FILTERING:

Filtering techniques are used to reduce the number of applicants and also
gather relevant information needed before conducting the interview. Filtering
techniques involve different methods, such as:

· Knowledge Based Filtering

· Skill Based Filtering

· Attitudinal/Behavioural Filtering

KNOWLEDGE BASED FILTERING: This method is used when the
number of applications is more like in Campus recruitment. The evaluation is
done based on candidate‗s academic qualification, percentage of marks scored and

experience level or through simple written tests.
 Page 43 of 83

 SKILL BASED FILTERING: The tasks and skills that may be assessed
using simulation exercises are varied. Different types of simulation exercise
include:

· In-trays: In-trays or in-baskets involve working from the contents of a
manager‗s in-tray, which typically consist of letters, memos and background
information. You may be asked to deal with paperwork and make decisions,
balancing the volume of work against a tight schedule.

· Test of productive thinking: The tests look at the volume, diversity and
originality of your ideas. You are presented with open-ended questions relating
to various problems and situations and are asked to generate responses within a
time limit.

· Group exercises: Group exercises are timed discussions, where a group of

participants work together to tackle a work-related problem. Sometimes you are
given a particular role within a team, for example the sales manager or personnel
manager. There would be assessors, who are not looking for right or wrong
answers, but for how you interact with your colleagues within the team.

· Presentation: You may be asked to make a formal presentation to a number

of assessors either on a topic given in advance or in some cases to interpret and
analyze given information and present a case to support a decision.

· Fact-Finding Exercises: In a fact-finding exercise, you may be asked to

reach a destination starting from only a partial knowledge. Your task is to decide
what additional information you need to make the decision and sometimes also
to question the assessor to obtain this information.

· Role-Plays: In a role-play, you are given a particular role to assume for a

certain task. The task will involve dealing with a role player in a certain way and
there will be an assessor watching the role-play.
 Page 44 of 83

· Social Events: From the moment you report to reception until you leave,
participant will be under scrutiny as part of the selection procedure – so the
way he behaves at all times is important. He will be expected to cope with
general socializing amongst other candidates as well as with the
management and will be observed at meal times. This gives an opportunity
to find out as much informally about the organization as he can.

Ability Tests: Ability tests attempt to measure awareness, knowledge

and other such aspects. They also measure simple skills like problem
solving. Each test is presented under exam conditions with a strict time
limit. Employers use aptitude test either as a small part of the interviewing
process or to determine whom they will interview i.e. those who achieve a
certain mark. Tests are of different types like Language Usage, Spelling,
Numerical Ability, Reasoning, etc.

 ATTITUDINAL/BEHAVIORALFILTERING: It involves
Psychometric Testing. It helps in knowing how employees fit into an
organization‗s culture. Organizational psychology should not be confused
with clinical psychology. Psychological assessment aims to assist
organizations with their human resource issues. Assessing candidate‗s
aptitude and personal style helps organizations make effective selection

decisions. Psychometric testing is mainly of two types:
·
 Page 45 of 83

INTERVIEWING:

An interview is a procedure designed to obtain information from a person‗s oral responses

to oral enquiries. Interview is by far the most widely used personnel selection procedure.
The interview is the focal point of the recruiting process. Part of the selection process,
usually the final portion of an examination, for the purpose of evaluating education,
experience, and personal qualifica-tions of the candidates, also known as oral interview. It
is a meeting between an eligible and an appointing power in order to discuss appointment
to a specific vacancy.

An interview is a conversation between two or more people where questions are asked to
obtain information from the interviewee. Interviews can be divided into two rough types,
interviews of assessment and interviews for information.

 
ASSESSMENT

The most common type of interview for assessment is a job interview between an
employer and an applicant. The goal of such an interview is to assess a potential
employee to see if he/she has the social skills and intelligence suitable for the workplace.
Similar interviews are also used for admissions to schools, allotment of grants, and other
areas. In most developed countries, rules and regulations govern what can be asked in
these interviews.

Highly personal questions and those unrelated to the job at hand are forbidden, as are
questions which invite discrimination ("do you plan to start a family?"). However some
interviewers tend to ask such questions in order to see how the interviewee reacts and if
(s) he is able to elegantly avert the question. Such interviews can be brief fifteen-minute
affairs or they can stretch for many hours even over a series of days. Another important
type of interview is the psychological one that can be divided into three forms: structured,
semi-structured and non-structured.
 Page 46 of 83

 
INFORMATION Journalists, law enforcement, and private investigators
use these interviews. A recent technological trend in journalism interviewing has
been the rise of e-mail interviews. These interviews differ from traditional

telephone and face-to-face interviews in that interviewees can have more time to
formulate a written response

A good interview results from

 
  Proper preparation.

 
  Identifying the candidate‗s abilities before discussing the position.

 
Asking a series of open – ended questions.


 
Evaluating interviewing results.

Good interview questions start with job description (analysis).The job description
includes tasks, responsibilities and requirements. Those who currently perform the job
should create it. This will reduce the inaccuracies and increase the interviewer‗s
awareness of the actual job duties. It should further:

· Determine the competencies needed for successful performance in the job and then
rank them respectively.

· Prepare questions hat measure each defined competency.

· Establish an evaluation method for the results.

 Page 47 of 83

THE OVERALL INTERVIEW PROCESS

PRE – INTERVIEW PREPARATORY

PHASE

THE INTERVIEW ITSELF

HE POST INTERVIEW ASSESSMENT AND

DECISION PHASE
 Page 48 of 83

THE PRE–INTERVIEW PREPARATORY PHASE: The pre–interview

phase
includes few things to be done for ensuring effectiveness of the total operation so as to
avoid any mistakes, which adversely affects the whole interview process. It states:


Use the data of job analysis to determine the requirements for effective
performance of the job and the criteria by which these may be identified and

assessed. These data provide the foundation for the whole selection process.



Determine acceptable entry levels for new staff vis - a vis the job requirements

for fully effective performance.

A good interview results from

 
  Proper preparation.

 
  Identifying the candidate‗s abilities before discussing the position.

 
Asking a series of open – ended questions.


 
Evaluating interviewing results.

Good interview questions start with job description (analysis).The job description
includes tasks, responsibilities and requirements. Those who currently perform the job
should create it. This will reduce the inaccuracies and increase the interviewer‗s
awareness of the actual job duties. It should further:

· Determine the competencies needed for successful performance in the job and then
rank them respectively.

· Prepare questions hat measure each defined competency.

· Establish an evaluation method for the results.

 Page 49 of 83


Use other tests and information to supplement the evidence provided by the
interview. Any other selection methods used need to be validated, i.e. shown

to improve the predictive quality of the process.



Decide the panel of interviewers. When an interview board is used the

membership should be the smallest number necessary to fulfill the task.



Pay particular attention to all-important environmental details such as time,

place and setting to enable candidates to feel as comfortable as possible.



Produce a coverage plan designed to provide the maximum possible

significant information.



When interview boards are held, discuss and agree the objectives, criteria, the

coverage plan and the areas that each board member will cover.

THE INTERVIEW:

The interview process should:


Concentrate initially on establishing a sympathetic, productive atmosphere to

encourage candidates to talk freely.



Begin with introduction and a brief explanation of the purpose and scope of

the interview.



Follow the broad chronological, systematic coverage plan throughout in order
to ensure a comprehensive coverage. Deviations are likely to create gaps in
 
the information obtained.
 
In board interviews arrange for each interviewer to interview in turn.



Pay utmost attention to the form of question, i.e.:
 Page 50 of 83

· Concentrate on acquiring as much evidence as possible of

potential ability to do the required job, based on the facts of past
behavior and achievements.

· In general avoid hypothetical questions, especially those which

have no bearing on the job. They can only produce hypothetical
answers.

· Use a simple open question form which does not imply answers.


Be constantly alert to possible effects of the interviewee‗s non-verbal behavior
and manner and possibility of misinterpretation of intentions by candidates. Be a

little sympathetic and avoid extremes of coldness.


 
Place information in perspective.
 Page 51 of 83

POST – INTERVIEW ASSESSMENT AND DECISION:

More often than not there are more candidates than vacancies. The selectors should
assess the suitability of each individual candidate instead of comparing the merits of
candidates. It should:


Systematically assess the evidence obtained in the light of the job

requirements.



In assessing evidence concentrate on solid facts of past behavior as indicators of
motivation, attitudes, values, personal qualities and abilities and in sum of
potential to do the job. There is a little correlation between the behavior and

likely behavior in the actual environment and conditions of work.



In the assessment process take account of all available evidence. The documents
are very useful when written by the authorities competent to confirm the facts of
past performance. They are of much more doubtful value when they purport to
assess suitability for employment because of the likelihood of bias and the

writer‗s probable lack of direct knowledge of the job requirements.

33
 Page 52 of 83

KEY INTERVIEWER SKILLS:

LISTENING
BODY LANGUAGE SENSTIVITY
COMMUNICATION STYLE
QUESTIONING

1. LISTENING: Most people aren‗t good listeners. A good listener

encourages positive results. We listen best when there is a pay-off or a
penalty. Personal listening awareness is the key to constructive change. It
should be kept in mind that work and listening are inseparable and lazy
listening is hidden cost in business. We tend to equate ―listening‖ with
―hearing‖ and that is simply not the case. Good listening implies heightened
awareness of what you hear, accurate reception of the information presented to
you and integration of information in such a way that it is useful.
Four key elements of listening:

a. Focus

b. Empathy

c. Emotionalism must be avoided

d. Feedback
2. BODY LANGUAGE: Some common aspects of non – verbal communication
(Body Language) include following which can help in knowing what signals you are
giving or you can deliberately send the signals you want to.


Arm Barriers: The most common of these is when the arms are folded across
the chest, thus protecting the body‗s vital organs and consequently signifying a
defensive action. If the fists are clenched, the person is holding him/herself back
(temporarily). A disguised arm fold is when one hand moves across the body

unnecessarily to adjust a watchstrap or cuff.
 Page 53 of 83


Hand to Face Gestures: A very common hand to face gesture is when the
speaker places a finger or fingers in front of the mouth when speaking which is
interpreted as an untruth being told when the speaker is rather eBBArrassed about
speaking it. The movement may be traced to an action of wanting to say the words
but at the same time, hold them back with the hand. The result is incongruence

and rising of suspicion.


If the hand is placed to the cheek, with the forefinger pointing up, often
accompanied by a slight tilting of the head, this suggests that the listener is in fact
listening and taking account of what is said normally a good sign.



Postures: The ‗set‗of body whether rigid or relaxed gives immediate signals of
reaction and can be accompanied by other non-verbal signals. A forward facing
posture with hand obviously placed in the pockets deliberately suggests a power

approach.



Sitting and Sitting Postures: How the other person is sitting can give us
some good indications of their attitudes. Reversing the chair and sitting, leaning
over the back can indicate power and control; slumping (with arms folded or
clasped in the lap) may suggest dejection or submissiveness. The square-on
position behind the desk, with the person leaning forward on the desk with the
hands placed downwards on the desk and a stern look on the face must signify an

aggressive attitude. This is the most consciously noted non-verbal signal.



3. DIFFERENT TYPES OF QUESTIONING: The different types of

questioning methods are:

o Questions to avoid
o Open vs. Directive vs. Close ended
o BEI (Question Cycle Method)
o Probing
 Page 54 of 83


Questions to avoid: Don‗t ask ‗multiple‗ questions, don‗t ask ‗leading‗
questions, which give the candidate hints about the kind of answer you want
and also don‗t ask ‗no-win‗ questions. By restricting answers to areas that
show the candidate would do something wrong, you won‗t find what they
naturally would do. Think carefully before asking ‗clever‗ questions as an
experienced candidate would give impressive answers but if their answers past

performance questions

don‗t show their strengths, this type of question is unlikely to reveal them.




 Open-ended vs. Directive vs. Close-ended Questions: Open-ended

are
those that do not define the scope you should take (i.e., how many and what
kinds of experiences to discuss). Open–ended questions have more room for
creativity. Examples of open-ended questions are: What do you know about
our company? , What are your strengths and how do you relate to our
company? Or what are your biggest accomplishments; work non-work during

the past few years?


Direct Questions are used to gather the data that is factual and objective. These
types of questions do not probe into the values and ideas of the candidate.
Examples of direct questions are: With your background, what makes you
think you can do this job? Or Are you sure you want this job?


Close-ended Questions are those types of questions which will have answers
either yes or no.


Behavioral
 Event Interviewing: Behavioral based interviews
use
questions allowing a candidate to tell stories about experiences. The objective
is to select and probe for competencies which will result in more effective
selection decisions. It includes probing for critical events and specific
competencies. Also deciding what data is valid and predicts future success in
the job.
 Page 55 of 83

The question cycle method is well accepted in the industry today. It includes
setting scene questions, asking past performance questions, what-if
questions, then more detailed and other questions and lastly giving
information about the company and the job.


Probing: The key to getting candidate to talk openly is to ask probing
questions. The main purpose of probing is to simultaneously track what the
interviewee is saying without direction and constantly following all leads that

help reach the objectives of the interview.


4. CONCLUDING THE INTERVIEW: Towards the closing of the

interview leave time to answer any questions the candidate may have and if
appropriate advocate your firm to the candidate. Try to end all interviews on a
positive note.

TIPS FOR CONDUCTING SUCCESSFUL INTERVIEWS

Your business' survival depends on hiring the right people. But finding the best
employees can be tricky, and if you don't have the right interviewing skills, you risk
losing a brilliant candidate — or worse — hiring a person that's not qualified for the job.
And in a competitive job market, conducting effective interviews is more important than
ever. While you're sizing up a candidate, that person is also considering you as a potential
employer. Here are some tips to help you effectively screen the candidate, make a good
impression and ensure that the candidate gets the information they need about the job and
your company.


Understand
 the purpose of the interview. Hiring the right person is the
goal
of interviewing, but not necessarily the purpose of an interview. An interview is
your chance to collect information about the candidate sitting in front of you. It's
your opportunity to find out if the applicant is qualified for a particular job, if they
are truly interested in the available position and if they fit your company's

culture.
 Page 56 of 83



Re 
think your interviewing strategy. General questions like "Where do
you
see yourself in five years?" won't tell you much about the candidate sitting in front
of you. That inquiry and many other standard interview questions sidestep what
you really need to know - how the person will perform in a specific role. To find
and hire smart employees you have to adopt smart interviewing tactics that

uncover a candidate's abilities, talents, strengths and weaknesses.



Develop a list of desired skills. You can't formulate insightful questions

until you know what skills to look for.



Create a list of interview questions. After you develop a list of skills, put
together a list of interview questions that will help you learn more about the
candidate. Construct open-ended questions that invite candidates to share
information and talk about their experiences. Today, many interviewers use
behavior-based questions to discover how a person handled a situation in the past
and to determine how they'll react to a similar situation in the future. Try posing
questions such as "Tell me about a time that you missed a project deadline. What
happened and how did you manage the problem?
 Page 57 of 83


Check your list twice. Review your list of interview questions. You should
have a good mix of opinion-based, credential-based, experience-based and
behavior-based 
questions that will provide a complete view of the candidate's
background and

personality.


 Tell the applicant about the interview format. After you introduce
yourself,
put the candidate at ease by telling them the basic structure of the interview. You

want them to relax, speak freely and provide detailed answers to your inquiries.



Prepare for questions. Make sure you have adequate information about the
company to answer a candidate's questions. They may ask about your business'
core functions, number of employees, future plans, culture or a variety of other
things. Bring a media kit to the interview, or prepare a fact sheet that lists relevant

company data and

history.



Take notes. Interviewing requires superb listening skills, but listening isn't
enough. Capture the details of the interview on paper to jog your memory, noting

key actions and outcomes. Taking objective notes and recording responses will
help you compare

candidates when it's time to make a hiring decision.











 Page 58 of 83

EVALUATION AND SELECTION:

Continual monitoring of your recruiting process will lead to better hires. When you
identify an issue in your process, adjust your programs accordingly. In addition to
tracking traditional metrics such as time-to-fill and cost-per-hire, make sure you take
into account ways to measure some of the intangible metrics, such as quality of hire and
retention. Keeping track of your recruiting and retention successes and challenges will
help you fine tune your program into an effective and efficient hiring system that your
whole company can embrace.

Evaluation requires a total comprehension of the job and of the candidate and of their
relationship to each other. A very important concept that the recruiter should be aware
of at the time of evaluation and selection is that of ―Bad Recruitment.‖ While doing a
recruitment it should always be kept in mind that it does not turn out to be a bad
recruitment.
Bad Recruitment

The entire effort, time, cost and resources that are spent in the recruitment process, go
wasted if the recruitment turns out to be a ―bad recruitment.‖ A bad recruitment is one
where the hired candidate is not able to do justice to the role/job assigned to him/leaves
the organization very soon/the cost of recruitment is higher than the value addition that
the new employee is expected to do in the organization etc. In such a scenario the entire
purpose of recruitment is defeated, hence at the time of recruiting the HR manager
should all the time have at the back of his mind that his recruitment should not turn out
to be a bad recruitment.

Bad recruitment occurs in 3 situations:

 
Cannot do: The person lacks the skills required.


 
Will not do: The person lacks attitude.



Does not know what to do: The person lacks the knowledge.
 Page 59 of 83

Cost of Bad Recruitment

1. Direct Recruitment costs

 Advertising
 Travel and stay
 Time costs of people concerned

2. Induction Costs


 Administrative costs
 Relocation costs


3. Stabilization Costs
 Learning time
 Mentoring and Team time

4. De – Motivation Costs
 Unproductive time
 Other people leaving

 Team loss

5. Client Related

 Internal/External Client loss
 Future business loss

6. Leaving Costs

 Other people leaving


 Redundancy costs

 Handover costs
 Page 60 of 83

Chapter 3
Research Methodology
 Page 61 of 83

METHODOLOGY

Research Design:-

The research design is the arrangement of conditions for the collection and
analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure.

More explicitly, the design decisions happen to be in respect of:-

1. About the study— How a team in an organization work? how team

work to accomplish the objective of the organization?

2. Why do study—―Team being recognized as an important aspect of an

organization, which contributes to the overall success of the organization?

3. Sampled Area—the study was conducted at CAPARO MARUTI LTD. (Hr)

4. Area of data collection-

The time taken for the entire process took around four week which includes
framing of the questionnaire, distribution of the questionnaire. Collection of it, then
collection of the data and finally the interpretation of the data collected.

5. Sample size—the sample size was selected by random sampling. There were
around 1000 Employees. 50 of top & middle managers were
selected as respondent.

6. Data collection technique—Questionnaire technique was used to

collect the data.

7. Statistical Tools used—The statistical method used to analyses the data is

Pie-Chart
 Page 62 of 83

8. Sample Design:-
The subjects were the employees of the department both H.R department and
the other department.50 respondents were selected in the final sample using
the technique of judgment and convenience sampling
Data Collection Method:
The data collection method was based on self-administered questionnaire. A
quantitative survey was chosen for the research because it is a simple and cost
effective means of gathering a large amount of information within a short
timeframe. The sample may not be representative in terms of nationality of
respondents.
Data Analysis Methods:
As regards the data analysis tools, it may be mentioned that open ended or close
ended questions as per the requirement were used throughout the questionnaire.

OBJECTIVE OF STUDY
· To search for prospective candidates and stimulate them to apply for job.
· To identify the factors those are inhibiting the process of recruitment &
selection.
· To identify recruitment source used by the company.
· To identify the selection process that is used in
company.
 Page 63 of 83

Chapter 4
Data Analysis
&
Interpretation
 Page 64 of 83

DATA ANALYSIS & INTERPRETATION

It is the last stage of survey. Through good presentation, significant facts and
comparisons are highlighted. The presentation of facts done by preparing pie charts
etc. The following interpretation has been done on the basis of the questionnaires
filled up the recruiters of CAPARO MARUTI LTD.. The main aim behind this
interpretation is to show how effectively recruitment is done by the recruiters of
CAPARO MARUTI LTD. and their opinions regarding the recruitment process.

Sources of recruitment
Table 4.1: Sources of recruitment for CAPARO MARUTI LTD. Tools Ltd.
Particulars Respondents %
Consultancy 30 60%

Employee 15 30%
Referral

Advertisement 5 10%

Any other 0 0

Total 50 100

Sources: Primary Data

 Page 65 of 83

Figure 4.1: Sources of recruitment for CAPARO MARUTI LTD. Tools Ltd.

46
 Page 66 of 83

In company as per represent of pie chart 60% are in favor of cnsultancy,30% in

favor of employee referral and 10%in favour of advertising.

Interview process
Table 4.2 interview process for CAPARO MARUTI LTD. Tools ltd

Particulars Respondents %pepercentage

Primary interview by 18 36%

divisional head

Primary interview by unit head 10 20%

Both 22 44%

Total 50 100

Fig 4.2 interview process

In company as per pie chart36% in favor of interview process under divisional head
,20% in favor interview under unit head and 44% are infavour of both.
 Page 67 of 83

STANDARD TIME FOR THE INTERVIEW

Table 4.3 standard time for interview

Minute No. of respondents %

5-10 21 42%

10-15 17 34%

15-20 10 20%

20-above 2 4%

TOTAL 50 100

fig 4.3 standard time for interview

In company as per represent of pie chart 42% are in favor of 5-10,34% in favor of 10-
15 minutes,20% are in favor in std. time of 15-20minutes and 4%in 20-above minute
because time should be taken according to the level for which they are applying.
 Page 68 of 83

The manpower requirements of each department are identified

well in advance.

Table 4.4 requirements of each department

Time No. of respondents %

Annually 16 32%

Half yearly 4 8%

Quarterly 5 10%

Need based 25 50%

Fig 4.4 requirements of each department

In the company as per pie chart 32% employees that men require of each department
identify annually, 8% half yearly, 10% quarterly, and 50% on basis of need. Out of 50
employees 16 prefers men require of each department are identify annually, 4 half
yearly, 5 quarterly, 25 need based.
 Page 69 of 83

TIME IS TAKEN FROM JOB RECUISITION FORM TILL THE FINAL OFFER

Table 4.5

No of days No of respondents Percentage

10-15 13 26%

15-20 28 56%

20-above 9 18%

Total 50 100

Fig 4.5

As per the pie chart 26% respondent are in favor of 10-15days taken from jrf till the
final offer, 56% are in favor of 15-20days and 18% are in favor of 20and above days
as decision time depends on the level of employee.
 Page 70 of 83

THE ATTRITION RATE AT CAPARO MARUTI LTD. Ltd.

Table 4.6 attrition rate at CAPARO MARUTI LTD.

Attrition rate No of respondent %

5 27 56%

10 13 26%

15 7 14%

20-above 3 6%

Fig 4.7

54% respondent says attrition rate in their department is 0-5and 26% says 5-
10, 14%respondent say 10-15, and 6%are un favor of 15 and above.
 Page 71 of 83

THE REASON FOR ATTRITION RATE?

Table 4.7

Reasons No of respondents %

Insufficient salary 23 46%

Inappropriate T&D 5 10%

Lack of motivation 3 6%

Other personal reasons 19 38%

Fig 4.7

46% respondent says that employee leave the organization due insufficient salary,
10% gave the reason of inappropriate t&d system,6%saya lack of motivation ,38%
gave the other personal reasons.
 Page 72 of 83

BRANDING OF ORGANISATION CONTRIBUTES TO EFFECTIVE

RECRUITMENT &SELECTIONPROCESS BECAUSE OF

FOLLOWING

REASONS:
Table 4.8

Reasons No of respondent %

A) Good Working Environment 17 34%

B) Good Career Development and Succession

Planning 4 8%

D) Quality of Workforce 23 46%

E) Any other 6 12%

Fig4.8
 Page 73 of 83

34% respondent says that employee leave the organization due insufficient salary, 8%
gave the reason of inappropriate t & d system,46%saya lack of motivation ,12% gave
the other personal reasons.

53
 Page 74 of 83

RATING THE CURRENT RECRUITMENT PROCESS

Table 4.9

Rating No of respondent Percentage

Very good 4 8%

Good 33 66%

Average 11 22%

Poor 2 4%

Fig 4.9

8% respondent rate the current process very good, 66%rate good,

22%think it average and 4%rates the current recruitment process as poor.
 Page 75 of 83

EXTERNAL FACTORS THAT AFFECT THE

PERFORMANCE ARE ACCOUNTED AND CONSIDERED
DURING THE RECRUITMENT & SELECTION

Table 4.10
Yes 18 28%

No 7 72%

Total 25 100%

fig 4.10

72% yes and 28% no from 100%

 Page 76 of 83

Chapter 5

Findings
&Recommendation
 Page 77 of 83

FINDINGS

Recruiters do not spend enough time talking to the candidates. They must probe a

candidate on the following points:

Resume-project wise

Availability, willingness & commitment

Whether they have any offers in hand

Whether they have attended any interviews recently and how do they feel about the
same.

Rate negotiations, should ask for current pay rate & expected pay rate.


Most of the recruiters do searches but titles-since every client have different
terminology for  different roles, so recruiters should spend some time
understanding the

requirement first.

 
Recruiters do not keep information related to recruitment process handy.

 
Violation of time zones while ca

Cost Savings: CAPARO MARUTI LTD. provides lower personnel costs (such as
payroll, benefits, taxes,

recruitment and training) and lower overhead (such as facilities, technology,

maintenance,

support and payroll processing.)

 Page 78 of 83

Quality Improvement: CAPARO MARUTI LTD. Ltd., engineers‗ significant

improvements in the quality of clients business processes due to the expert staff
involved, project management, the focus, and best practices utilized.

Educated Workforce: CAPARO MARUTI LTD. Ltd., enables its clients to

take advantage of educated staff, improved training and a large pool of talent with
24/7 global support. NMP Ltd.

CONCLUSION

After studying the problems related to recruitment and selection procedures. It

may conclude that:

• Recruitment made through directly or indirectly third party method is also

introduced.

• Selection should be based on aptitude test achievement and personality test

therefore right person get right job.

LIMITATIONS

1. Face to face communication with the candidates applying for the jobs was not
possible as all the interviews were conducted on the telephone itself.

2. Sample size was small so the findings cannot be generalized.

3. Recruiters were reluctant to give sufficient information for the study.

4. Analysis of data obtained from the questionnaires was done on the assumption

that the Respondents gave correct information.

 Page 79 of 83

RECOMMENDATIONS

From job view point duration related to induction should be increased.

Recruitment and selection procedures should be simple as possible.
For example-the lower level of workers they can easily understand the
procedures of selection.
Change should be made after some time or specific time period.
Proper treatment should be given to the workers of the company by middle order
management.
Top level management should try to communicate the works directly some
times. Workers should be given the god response to the ceuality of work they
give to organization.
Though the cleanliness of the organistion is good but as per my observation
more precautionary measures must be there to be over come the unsafe
environment.
 Page 80 of 83

BIBLIOGRAPHY

Books referred:
 Kothari C.R. ―research methodology‖ new Delhi

 HRM – Paul Benfield

 Adams Bob and Peter Veruki, Streetwise Hiring Top Performers, Adams

 Media Corporation, 1st edition, January 1997. Adler Lou, Hire with your
head: Using performance-based hiring to

 Build great teams, Wiley and Co, 3rd Edition, June 2007. Adler, N.J.
International dimensions of organizational behaviour., Kent

 Publishing Company, 1991. AhlrichsNancy S., Competing for Talent: Key
Recruitment and

 Retention Strategies for Becoming an Employer of Choice, Davies Black
Publishing, September 2000. AhrPaul R., AhrThomas B., Overturn Turnover: Way
Some Employees

 Leave, Why Some Employees Stay & Ways to Keep the Ones You Want to
Stay, Causeway Pub Co., December 2000. Arthur Diane, The Employee Recruitment
and Retention Handbook,

 AMACOM; 1st edition, April 15, 2001. Adrian Gnostic, Chester Elton, The
Carrot Principle: How the Best

 Managers Use Recognition to Engage Their Employees, Retain Talent, and
Drive Performance, Free Press, January 2, 2007

Websites:
www.attract-hr.com
http://www.citehr.com
http://en.wikipedia.org
http://www.hrmguide.net
www.hr2hr.com
www.hrcrossing.com
http://www.hrpowerhouse.com
 Page 81 of 83

ANNEXURE

QUESTIONNAIRS

Q1. Recruitment sources used by company?

A .Consultancy B. Employee referral
C .Advertis D. Any

Q2. Standard Time for interview

A. 5 – 10 B. 10 – 15
C. 15 – 20 D. 20 _ 25
Q3. In your company the manpower requirement of each department are identified
well in advance
A. Annually B. Half yearly
C. Quarterly D. Need base
Q4. How much time is taken from JRF (Job Requisition Form) till the Final Offer?
A.10-15 B. 15-20 C.20- ABOVE

Q5. What is the reason for attrition rate?

A. Insufficient salary package
B. Inappropriate T&D. System
C. Lack of motivation
D. Other personal reasons

Q6. How rate the Current Recruitment Process

A. Very good B. Good
C. Average D. Poor
Q.7 Do you think that external factor that affect your recruitment and selection are accounted
for:-
Yes No
Q.8 Do you think that you are perfectly being evaluated by the present ‗Recruitment&
Selection system:-
Yes No
 Page 82 of 83

Q.9. Do you think the recruitments and selection system adequately appraises the potential
of employee?
Yes No
Q.10. Do you think there exist a transparent recruitments selection system at time group?

Yes No
Page 83 of 83