CHAPTER – I

INTRODUCTION

HUMAN RESOURCES MANAGEMENT

 INTRODUCTION:
Different terms are used to denote human resource management. They are:

Lobour management, labour administration, lobour-management relations, employee-

employer relations, industrial relations, personnel administration, personnel management,
human capital management, human asset management, human resource management and the.
Though these terms can be differentiated widely, the basic nature of distinction lies in the
scope or coverage and evolutionary stage. In simple sense, human resource management
means employing people, developing their resources, utilizing, maintaining and
compensating their services in tune with the job and organizational requirements.

Personnel management as defined by institute of all personnel management in the

U.K. and subsequently adopted by Indian institute of personnel management is as follows:

“Personnel management is a responsibility of all those who manage people as

well as being a description of the work of those who are employed as specialists. It is that
part of management which is concerned with people at work their relationships within an
enterprise. It applies not only to industry and commerce but to all fields of employment.”
This definition can be summarized as follows:

I. Personnel management is a responsibility of all line managers in an organization, viz.,

general manager, production manager, marketing manager, finance manager, etc., and
it is a staff function, i.e., it is the function of personnel manager who is appointed as a
specialist. Thus, all managers in the organizations are vitally concerned with
personnel management as they must achieve organizational goals through other
people’s efforts.
 II. Personnel management is a part of management. This part is concerned with the
people and their relationship within an organization.
III. This applies to all organizations in the universe, i.e., economic, social, political,
religious, etc.

Michael J. Jucius defined personnel management as “ the field of management which has to
do with planning, organizing, directing and controlling the functions of producing,
developing, maintaining and utilizing a lobour force, such that the-
 Objectives for which the company is establishes are attained economically and
effectively
 Objectives of all levels of personnel are served to the highest possible degree
 Objectives of society are duly considered and served.

According to Pulapa Subba Rao, Human Resource Management (HRM) is
managing (planning, organizing and controlling) the functions of employing, developing and
compensating human resources resulting in creating and developing human relations and
utilization of human resources with a view to contribute proportionately (due to them) to the
organizational, individual and social goals.

SUMMARY OF DEFINITIONS
The analysis of definitions on human resource management can be summarized as follows:
 HRM is concerned with employees both as individuals and as a group in attaining
goals. It is also concerned with behavior, emotional and social aspects of personnel.
 It is concerned with the development of human resources, i.e., knowledge, capability,
skill, potentialities and attaining and achieving employee goals, including job
satisfaction.
 HRM covers all levels (low, middle, and top) and categories (unskilled, skilled,
technical, professional, clerical and managerial) of employees. It covers both
organized and unorganized employees.
  It applies to the employees in all types of organizations in the world (industry, trade,
service, commerce, economic, social, religious, political and government
department). Thus, it is common in all types of organizations.
 Human resource management is a continuous and never ending process.
 It aims at attaining the goals of the organization, individual and society in an
integrated approach. Organization goals may include survival, growth and
development in addition to profitability, productivity, innovation, excellence, etc.
Individual employee-goals consists of job satisfaction, job security, high salary,
attractive fringe benefits, challenging work, pride, status, recognition, opportunity for
development, etc. Goals of the society include equal employment opportunity,
protecting the disadvantaged sections and physically handicapped, minimization of
inequalities in the distribution of income by minimizing wage differentials the society
in general by organizing developmental activities, etc.
 HRM is a responsibility of all lines managers and a function of staff managers in an
organization.
 It is concerned mostly with managing human resources at work.
 HRM is the central sub-system of an organization and it permeates all types of
functional management, viz., production management, marketing management and
financial management.
 Human resource management aims at securing unreserved co-operation from all
employees in order to attain predetermined goals.

Human resources management (HRM) is an approach to the management of people, based on

four fundamental principles.
 First, human resources are the most important assets an organization has and their
effective management is the key to its success.
 Second, this success is most likely to be achieved if the personnel policies and
procedures of the enterprises are closely linked with, and make a major contribution to,
the achievement of corporate objectives and strategic plans.
  Third, the corporate culture and the values, organizational climate on the achievement
of excellence. This culture must therefore be managed which mean that continuous
effort, starting from the top, will be required to get them accepted and acted upon.
 Finally, HRM is concerned with integration of getting all the members of the
organization involved and working together with a sense of common purpose.

HRM is a strategic approach to the acquisition, motivation, development and management of the
organization’s human resources. It is a specialized field that attempts to develop programmers,
policies and activities to promote the satisfaction of both individual and organizational needs,
goals and objectives. It is devoted to shaping an appropriate corporate culture, and introducing
programmers, which reflect and support the core values of the enterprise and ensure its success.
The techniques for the application of HRM will include many familiar functions of personnel
managers, such as manpower planning, selection. Performance appraisal, salary administration,
training and management development system, involvement commitment and productivity.

HRM essentially and incorporate those expectations which are not being fulfilled through the
traditional personnel management. It integrates in a meaningful way the various sub systems like
performance appraisal, organization development, rewards, employee welfare and quality of
work life, industrial relations, human resources information and so on.

HRM is a production model approach to personnel management. The HRM model is

characterized as being employee oriented with an emphasis on the maximization of individual
skills and motivation through consultation with the work force so as to produce high levels of
commitment to company strategic goals. It is resource that has to be used to its fullest capacity. It
is an asset that has to be invested in. Human resource available to management in an
organization is Only one part of resources, which must be co-ordinate; it is through the combined
efforts’ of the people that material efforts, organization cannot accomplish their objectives.
OBJECTIVES OF HUMAN RESOURCES MANAGEMENT:

Objectives are pre-determined goals to which individual or group to which individual

or group activity in an organization is directed. Objectives of personnel management are
influenced by organizational objectives and individual and social goals. Institutions are
established to attain certain specific objectives. The objectives of the economic institutions are
mostly to earn profits, and of the educational institutions are mostly to impart education and
conduct research so on and so forth. However, the fundamental objective of any organizations is
growth and profits.

Institutions procure and manage various including human to attain the specified
objectives. Thus, human resources are managed to divert and utilize their resources towards and
for the accomplishment of organizational objectives. Therefore, basically the objectives of
human resources management are drawn from and to contribute to the accomplishment of the
organizational objectives. The other objectives of HRM are to meet the needs, aspirations, values
and dignity of individual employees and having due concern for the socio-economic problems of
the community and the country.

Objectives are pre determined ends or goals at which individual or group activity
in an organization is aim. The objectives stand out as a guideline for organizational performance.
They help in setting the pace for action by participants.

The objectives of Human Resources management are:

 To provide, create, utilize and motivate employees to accomplish organizational

goals.
 To secure integration of individuals and groups in securing organizational
effectiveness.
 To create opportunities, to provide facilities, necessary motivation to individuals
and groups for their growth with the growth of the organization by training and
development compensation.
 To provide attractive, equitable, incentive, reward, benefits, social security
measures, to ensure retention of competent employees.
  To maintain high morale, encourage value system and create environment of
trust, mutually of interests.
 To provide opportunities for communication expression, participation,
appreciation, recognition and provide fair efficient leadership.
 To ensure that, there is no threat of unemployment, inequalities, adopting a
policy recognizing merit and employee’s contribution and conditions for
stability of employment.
 To establish and maintain sound organizational structure and desirable working
relationships among all the members of the organization.
 To create facilities and opportunities for individual or group development so as
to match it with the growth of the organization.
 To identify and satisfy individual and group needs by providing adequate and
equitable wages incentives, employee benefits and social security and measures
for challenging work, prestige, recognition, security, status, etc.
 To strengthen and appreciate the human assets continuously by providing
training and developmental programmes.
 To provide an opportunity for expression and voice in management.
 To provide fair, acceptable and efficient leadership.
 To provide facilities and conditions of work and creation of favorable
atmosphere for maintaining stability of employment.

HRM OBJECTIVES SUPPORTING FUNCTIONS:

In order to realize the objectives stated above HRM must perform certain
functions. The scope and objectives stated above are indicative of functions; a Manager in charge
of human resource department must perform. The below given objectives and the functions to be
performed to achieve those objectives are as stated:

 Social Objectives(Towards society)

a) Legal compliance
b) Benefits
c) Union Management relation
  Organizational Objectives
a) Human Resources Planning
b) Selection training and development
c) Employee Relation
d) Employee Evaluation Assessment, Appraisal
 Functional objectives
a) Appraisal
b) Placement

Personal Objectives (Towards Employees)

a) Training and Development

b) Appraisal
c) Assessment/Placement
d) Compensation

RESPONSIBILITIES OF HUMAN RESOURCE MANAGEMENT

It has been stated by Gainer in the following words:
1. To assist, council and pressurize the operating management to plan and establish
objective.
2. To collect and summaries data in total organizational terms and to ensure consistency
with long range objective and other element of the total business plan.
3. To monitor and measure performance against the standard and keep the top management
informed about it.

RECRUITMENT:
Recruitment is distinct from employment and selection:
Once the required number and kind of human resources are determined, the
management has to find the places where required human resources or will be available and also
find the means of attracting them towards the organization before selecting suitable candidates
for jobs. All this process is generally known as recruitment. Some people use the term
‘recruitment’ for employment. These two not one and the same. Recruitment is only one of the

steps in the entire employment process. Some others use the term recruitment for selection.
These two terms are not one and the same either. Technically speaking the function of
recruitment precedes the selection function and it includes only finding, developing the sources
of prospective employees and attracting them to apply for job in an organization, whereas the
selection is the process of finding out the most suitable candidate to the job out of the candidates
(i.e., recruited). Formal definition of recruitment would give a clear cut idea about the function
of recruitment.

DEFINITIONS:
Recruitment is defined as, “a process to discover the sources of manpower to meet
the recruitments of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin
B. Flippo defined recruitment as “the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.” Those definitions can be analysed by
discussing the processes of recruitment through systems approach.

OBJECTIVES OF RECRUITMENT
The objectives of recruitment are:
i. To attract people with multi-dimensional skills and experiences that suit the present and
future organizational strategies.
ii. To induct outsiders with a new perspective to lead the company.
iii. To infuse fresh blood at all levels of the organization .
iv. To develop an organizational culture that attracts competent people to the company.
v. To search or head hunt/head pouch people whose skills fit the company’s values.
vi. To devise methodologies for assessing psychological traits.
vii. To seek out non-conventional development grounds of talent.
viii. To search for talent globally and not just within the company.
ix. To design entry pay that competes on quality but not on quantum.
 x. To anticipate and find people for position that do not exit yet.

PROCESS OF RECRUITMENT
Process of recruitment consists of three sub-system in recruitment viz., sources of recruitment,
techniques of recruitment to attract the candidates and stimulating the candidates and stimulating
the candidates to apply. Below chart presents the recruitment process:

Job Analysis Surplus

Net Human
Human
Resource shortage
resource plan
Requirements

Job Vacancies-Number-Type

Recruitment plan
Searching Applicant screen Potential To
 Number Techniques s Pool Hires Selection
 Type n

Strategy
development Applicants Evolution
sources: where, population and control
how, when?
 a. Finding out and developing the sources where the required number and kind of
employees are will be available.
b. Developing suitable techniques to attract the desirable candidates and employing the
techniques to attract candidates.
c. Stimulation as many candidates as possible and asking them to apply for jobs irrespective
of number of candidates required. Management has to attract more candidates in order to
increase selection ratio (i.e., number of applications per one job vacancy) in order to
select the most suitable candidates out of the total candidates available and due to lower
yield ratio. Recruitment is positive as it aims at increasing the number of applicants and
selection is somewhat negative as it selects the suitable candidates in which process the
unsuitable candidates are automatically eliminated. Though, the function of recruitment
seems to be easy, a number of factors make performance of recruitment a complex one.

EVALUTION OF RECRUITMENT PROCESS

The recruitment process has the objective of searching for and obtaining applications from job-
seekers in sufficient numbers and quality. Keeping this objective in mind, the evaluation might
include.
1. Return rate of applications sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process.
5. Time lapsed data.
6. Comments on image projected.

EVALUTION OF RECRUITMENT METHODS

The evaluation of recruitment methods might include:
1. Number of initial enquiries received which result in completed application forms.
2. Numbers of candidates at various stages of the recruitment and selection process,
especially those shortlisted.
3. Number of candidates recruited.
 4. Number of candidates retained in the organization after six months.

FACTORS AFFECTING RECRUITMENT

Both internal and external factors affect recruitment. The external factors include supply
of and demand for human resources, employment opportunities and unemployment rate, lobour
market conditions, political, legal requirement and government policies, social factors,
information system, etc.

The internal factors include the company’s pay package including salary, fringe
benefits and incentives, quality of worklife, organizational culture, career planning and growth
opportunities, size of the company, company’s product/services, geographical spread of the
company’s operations viz., local, national or global, company’s growth rate of trade unions and
cost of recruitment.

COMPLEXITY OF THE FUNCTON OF RECRUITMENT

Performing the function of recruitment, i.e., increasing the selection ratio is not as
easy as it seems to be. This is because of the hurdles created by the internal factors and external
factors which influence on organization. The first activity of recruitment, i.e., searching for
prospective employees is affected by many factors like:
 Organizational policy regarding filling up of certain percentage of vacancies by
internal candidates;
 Local candidates (sons of soil);
 Influence of trade union;
 Government regulations regarding reservations of certain number of vacancies to
candidates based on community/region/caste/sex; and
 Influence of recommendations, nepotism, etc.

As such, the management is not free to find out or develop the source of desirable candidates and
alternatively it has to divert its energies for the sources within the limits of those factors though it
cannot find suitable candidates for the jobs. The other activity of recruitment is consequently
affected by the internal factors such as:

 Working conditions;
 Promotional opportunities;
 Salary levels, type and extent of benefits;
 Other personnel policies and practices;
 Image of the organization;
 Ability and skill of the management to stimulate the candidates.

It is also affected by external factors like:

a. Personnel policies and practices of various organizations regarding working conditions,
salary, benefits, promotional opportunities, employee relations, etc.,
b. Career opportunities in other organizations; and
c. Government regulations. However, the degree of complexity of recruitment function can
be minimized by formulating sound policies.

SOURCES OF RECRUITMENT:-
The sources of recruitment can broadly be divided into tow categories, namely,

INTERNAL SOURCES:-
Promotion:- promotion of an employee always results in increase in responsibilities,
authority, salary and status of an employee concerned. It is generally a reward for outstanding
performance or because the organization desires to utilize an individual’s skills and abilities in a
better way.

Transfer:-Transfer of an employee from one position to another does not always result in any
change in the nature of his duties, responsibilities, authority, salary or status. However, it may
significantly affect the efficiency and morale of the employee, depending on the type of
environment where he has been transferred.
Employee referrals:- Employees working in an organization may also be the source of
recruitment. People who are known to and recommended by employees may be safely selected
for the job in the organization. An advantage of persons selected through this source is that they
will be loyal and dedicated to the organization. For any lapse or indiscipline on their part the
employees who recommended their names can be held responsible. But it may lead to favoritism,
nepotism and in breeding.
Job posting:- vacancies can be made open for all employees or selected section or department
of an enterprise by placing a notice on notice board giving information about the post vacant. All
those employees who feel themselves suitable and capable of meeting the post requirements can
apply for it.

EXTERNAL SOURCES:-
An organization may tap any number of external sources to fill in its vacancies of personnel.
Important among these sources are as follows:

Advertising :- It is the widest spread source of external recruitment. It may be done by the
organization itself or through some agency. Newspaper, trade journals, radio, televisions etc are
good media to advertise for recruitment of skilled and professional workers. The media and the
contents of the advertisement should be selected keeping in view the persons to be reached and
the cost.While the details of vacancy for blue collared jobs (requiring manual skills) may be
listed on the notice board outside the factory gate or advertised in local newspapers and for
managerial and administrative personnel are advertised in national newspapers and periodicals.

Personnel consultants:- consulting firms act as middlemen between applicants and the
enterprise. They are specialized agencies which, after receiving requisitions from the client
companies, advertise the job description in leading national newspapers and periodicals without
disclosing the names of client companies. Applications received from the candidates are
duplicated and passed on to employees. Sometimes, such firms themselves screen, interview, and
select the candidates and, for a specialized period, also stand surely as regards their suitability for
the positions concerned.

Jobbers and Contractors:- It is quite common to engage jobbers and contractors to supply
workers for vacancies which are of a casual nature, or which may be filled at the factory gate
itself. In fact where the workers have to be hired at a short notice and without going through the
usual selection procedure, jobbers and contractors maintain close links with small towns and
villages which offer a Ready and plentiful supply of unskilled workers. They also, sometimes at
their own expense, bring workers to the place of work.

Employment Exchanges:- They are set up by the Government to bring together people who
are in search of employment and the employers who are in the look-out for workers. They
register the names of the persons who require help in finding job. The employers intimate to
them the vacancies occurring in their organization. Employment exchanges are of great help in
recruiting persons for technical and clerical jobs.

Educational institutions:- Schools, colleges and universities also offer opportunities to

employers to recruit students freshly passing out of these institutions. Many of them run
employment bureaus to assist employers in their recruitment effort. However, they can only
provide young and inexperienced workers, for which reason they rank much lower in the
employer’s list of sources of recruitment.

Field trips:- The enterprise may send out teams of experts to different towns and cities (even
villages) where the kinds of personnel needed by it may be found. But in this case, it becomes
necessity to give wide publicity to the dates, venue and time when such teams would interview
candidates at different places.

Unsolicited applicants:- These are persons who either gather at the factory gate to serve as
casual workers or reach the employers by letter, telephone, or in person, with request for
appointment against a real presumed vacancy.
MODERN SOURCES AND TECHNIQUES OF RECRUITMENT
A number of modern recruitment sources and techniques are being used by the corporate sector
in addition to traditional sources and techniques. These sources and techniques include walk in
and consult in, head-hunting, body-shopping, business alliances, and tele-recruitment.
i. Walk-In: The busy organizations and the rapid changing companies do not find time to
perform various functions of recruitment. Therefore, they advise the potential candidates
to attend for an interview directly and without a prior application on a specified date,
time and at specified place. The suitable candidates from among the interviews will be
selected for appointment after screening the candidates through tests and interviews.
ii. Consult-In: The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies select the
suitable candidates from among such candidates through the selection process.
iii. Head-Hunting: The companies request the professional organizational to search for the
best candidates particularly for the senior executive positions. The professional
organizations search for the most suitable candidates and advise the company regarding
the filling up of the positions. Head-hunters are also called search consultants.
iv. Body Shopping: professional organizations and the hi-tech training institutes develop a
pool of human resources for the possible employment. The prospective employers
contract these organizations to recruit the candidates. Otherwise, the organizations
themselves approach the prospective employees to place their human resources. These
professional and training institutions are called body shoppers and these activities are
known as body shopping. The body shopping is used mostly for computer professionals.
v. Business Alliances: business alliances like acquisitions, mergers, and take-overs help in
getting human resources. In addition, the companies do also have alliance in sharing their
human resources on ad-hoc basis.

It does mean that, the company with surplus human resources offers the services of their
employees to other needy organizations.
 vi. E-Recruitment: The technological revolution in telecommunication helped the
organizations to used internet as a source of recruitment. Organizations advertise the job
vacancies through the world wide web (www) internet. The job seekers send their
applications through e-mail or internet. Alternatively, job seekers place their CVs in the
world wide web/internet, which can be drawn by the prospective employers depending
upon their requirements.
SELECTION:
Selection is defined as the mutual process whereby the organization decides whether or not to
make a job offer and the candidate decides whether or not to accept it.

After identifying the sources of manpower searching for prospective employees and stimulating
them to apply for jobs in an organization, the management has to perform the function of
selecting the right employees at right time. The obvious guiding policy in selection in the
intention to choose the best-qualified and suitable candidates for each unfilled spot and to avoid
commitments to those who will not work well.

NATURE OF SELECTION
Selection is the process of picking individuals (out of the pool of job applicants) with requisite
qualifications and competence to fill jobs in the organizations.
Although, some selection method can be used within an organizations for promotion
or transfer, this chapter focuses on selecting applicants from outside the organization.

Recruitment and selection are the two crucial steps in the HR process and are often
used interchangeably. There is, however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective employees to apply
for jobs selection is concerned with picking the right candidates from a pool of applicants,
recruitment is said to be positive in its approach as it seeks to attract as many candidates as
possible. Selection on the other hand, is negative in its application in as much as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right candidates. As
stated in the recruitment topic above the term recruitment is widely used to refer to the whole
process of employee hiring.
SELECTION AS A SOURCE OF COMPETATIVE ADVANTAGE
The role of selection in an organization’s is crucial for at least, two reasons.
First, work performance depends on individuals. The best way to improve performance is to hire
people who have the competence and the willingness to work. Arguing form the employee’s
viewpoint, poor are inappropriate choice can be demoralization to the individual concerned (who
finds himself or herself in the wrong job) and de-motivating to the rest of the work force
effective selections, therefore, assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks volume about
the role of selection. Here is one instance to prove how expensive recruitment has become pepsi
had gone on a crash recruitment drive. Six people from the company look over the entire oberoi
business center in Mumbai; 3000 applications in response to an advertisement issued earlier were
scanned; applicants were asked to respond by fax within 100 hrs; finally, the short listed persons
were flown and interviewed. Quite an expensive affair by any standard! In the US, it is much
more expensive. The cost of searching for and training a top level executive may run into $
250,000.
As was pointed out in the above recruitment topic consultants charge fees ranging
from 20 to 50 percent of the first year’s salary of an employee’s selected. Assuming a manager is
assured of a compensation of Rs. 2,00,000 in the retainers fee works out to be 40,000 to
1,00,000.

ORGANIZATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned manner in many
firms. In some companies, each department screened and hired its own employees. Yees. Many
managers insisted upon selecting their own people because they were sure on one else choose
employees for them as efficiently as they themselves could. Not anymore. Selection is now
centralized and is handled by the human resource department. The arrangement is preferable
because of the following advantage:
 1. It is easier for the applicant because they can send their applications to a single
centralized department/agency.
2. It facilities contact with applicants because issues pertaining to employment can be
cleared through one central location.
3. It helps operating managers to concentrate on their operating responsibilities. This is
especially helpful during peak hiring periods.
4. It can provide for better selection because hiring is done by specialist trained in staffing
techniques.
5. The applicants is better assured of consideration for a greater variety of jobs.
6. Hiring costs may be cut because duplication of effort is minimized.
7. With increased government regulations on the selection process, it is important that
people who know about these rules handle a major part of the selection process.

Ideally, a selection process involves mutual decision making. The company decides whether or
not to make a job offer and how attractive the offer should be. The candidate decides whether or
not the firm and the job offer fit his or her needs and goals. In reality, the selection process is
highly one- sided. When the job market is extremely tight, several candidates will be applying
for a position, and the firm will use a series of screening devices to hire the candidate it feels is
most suitable. When there is a shortage of qualified workers, or when the candidate is a highly
qualified executive or professional who is being sought after by several companies, the firm
will have to sweeten its offer and come to a quicker decision.
 SELECTION PROCESS

External Environment

Internal Interview

Preliminary Interview

Selection Tests

Employment Interview
Rejected applicants

Reference and Background

Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation
 Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment. Above chart shows a generalized selection process. In
practice, the process differs among organizations and between two different jobs within the
same company. Selection procedure for senior managers will be long-drawn and rigorous, but it
is simple and short while hiring shop-floor workers.

Environmental Factors Affecting Selection

Selection is influenced by several factors. More prominent among them are supply and demand
of specific skills in the labour market, unemployment rate, labour-market conditions, legal and
political consideration, company’s image, company’s policy, HRP, and cost of hiring. The last
three constitute the internal environment and the remaining form the external environment of the
selection process.

Preliminary Interview
In the above recruitment topic, it was stated that the application received from job seekers would
be subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a
preliminary interview the purpose of which is more or less the same as scrutiny of applications of
unqualified applications. Scrutiny enables the HR specialists to eliminate unqualified job seekers
based on the information supplied in their application forms. Preliminary interview, on the other
hand, helps reject misfits for reasons, which did not appear in the application forms. Besides,
preliminary interview, often called ‘courtesy interview’, is a good public relation exercise.

Selection Tests
Job seekers who pass the screening and the preliminary interview are called for tests. Different
types of tests may be administered, depending on the job and the company. Generally, tests are
used to determine the applicant’s ability, aptitude and personality. Ability tests assist in
determining how well an individual can perform tasks related to the job. An excellent illustration
of this is the data entry test given to a prospective employee for a secretarial job. An aptitude test
helps determine a person’s potential to learn in a given area. An example of such a test is the
general management aptitude test (GMAT) which many business students take prior to gaining
admission to a graduate business school programme.
 Personality tests are given to measure a prospective employee’s motivation to function
in a particular working environment.

There are various tests designed to assess a candidate’s personality. The Bernsenter personality
inventory, for example, measures one’s self-sufficiency, neurotic tendency, sociability,
introversion and extroversion, locus of control, and self-confidence. The Thematic Apperception
Test (TAT) assesses an individual’s achievement and motivational levels. Other personality tests,
such as the California psychological Inventory (CPI), the Thurstone Temperament Survey (TTS),
Minnesota Multiphasic Personality (MMP)

Employment Interview
The next step in the selection process is employment interview. As seen in the above chart an
interview is conducted at the beginning and at the end of the selection process. The emphasis
here is on the latter. Interview is a formal, in-depth conversation conducted to evaluate the
applicant’s acceptability. It is considered to be an excellent selection device. Its popularity stems
from its flexibility. Interview can be adapted to skilled, unskilled, managerial and professional
employees. It allows a two-way exchange of information, the interviewers learn about the
applicant, and the applicant, and the applicant learns about the employer.

Reference and Background Checks

Many employers request names, addresses, and telephone numbers or references for the purpose
of verifying information and, perhaps, gaining additional background information on an
applicant. Although listed on the application form, references are not usually checked until an
applicant has successfully reached the fourth stage of a sequential selection process. When the
labour market is very tight, firms sometimes hire applicants before checking references.

Selection Decision
After obtaining information through the preceding steps, selection decision-the most critical of
all the steps-must be made. The other stages in the selection process have been used to narrow
the number of candidates. The final decision has to be made from the pool of individuals who
pass the tests, interviews and reference checks.

Physical Examination
After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after
the physical examination. The results of the medical fitness test are recorded in a statement and
are preserved in the personnel records. There are several objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the individual carries any infectious
diseases. Second, the test assists in determining whether an applicant is physically fit to perform
the work. Third, the physical examination information may be used to determine if these are
certain physical capabilities which differentiate successful and less successful employees.
Fourth, medical check-up protects applicants with health defects from undertaking work that
could be detrimental to themselves or might otherwise endanger the employer’s property, finally,
such an examination will protect the employer from workers compensation claims that are not
valid because the injuries or illnesses were present when the employee was hired.

Job Offer
The next step in the selection process is job offer to those applicants who have crossed all the
previous hurdles. Job offer is made through a letter of appointment. Such a letter generally
contains a date by which the appointee must report on duty. The appointee must be given
reasonable time for reporting. This is particularly necessary when he or she is already in
employment, in case the appointee is required to obtain a relieving certificate from the previous
employer. Again, a new job may require movement to another city which means considerable
preparation and movement of property.

Contracts of Employment
After the job offers have been made and the candidates accept the offers, certain documents need
to be executed by the employers and the candidates. One such document is the attestation form.
This form contains certain vital details about the candidate which are authenticated and attested
by him/her. Attestation form will be a valid record for future reference.
Evaluation of Selection Programme
The broad test of the effectiveness of the selection process is the quality of the personnel hires. A
firm must have competent and committed personnel. The selection process, if properly done, will
ensure availability of such employees. How to evaluate the effectiveness of a selection
programme? A periodic audit is the answer. Audit must be conducted by people who work
independent of the HR department.

Recruitment and Selection:

Recruitment and selection are two crucial steps in the human resources planning
and are often used interchangeably. There is however, a fine distinction between the two steps.
While recruitment refers to the process of identifying and encouraging prospective employees to
apply for the jobs, selection is concerned with picking the right candidates from a pool of
applicants.
Recruitment is set to be positive in its approach as it seeks to attract as many
candidates as possible. Selection, on the other hand, is negative in its application in as much as it
seeks to eliminate as many unqualified applicants as possible in order to identify the right
candidates for the right jobs.

Therefore, the aim of every human resource manager is to fulfill the needs of an
organization with producing highly motivated personnel’s.

Recruitment and Selection refers to the process of finding possible candidates for a job or
function, usually undertaken by recruiters. It also may be undertaken by an employment agency
or a member of staff at the business or organization looking for recruits. Advertizing is
commonly part of the recruiting process, and can occur through several means: through online,
newspapers, using newspaper dedicated to job advertisement through professional publication,
using advertisements placed in windows, through a job center, through campus graduate
recruitment programmes, etc.
Suitability for a job is typically assessed by looking for skills, e.g.
communication skills, typing skills, computer skills. Evidence for skills required for a job may
be provide in the form of qualifications (educational or professional), experience in a job
requiring the relevant skills or the testimony of references. Employment agencies may also give
computerized tests to assess an individual’s “off-hand” knowledge of software packages or
typing skills. At a more basic level written tests may be given to assess numeric and literacy

A candidate may also be assessed on the basis of an interview. Sometimes

candidates will be requested to provide a resume (also known as a CV) or to complete an
application form to provide this evidence. One of the main objectives of an organization is to
obtain the right number and kinds of people at the right places and at the right time, who
are capable of performing tasks that will help the organization in achieving its objectives.
Manpower planning is a strategy for :-

a) Procurement
b) Development;
c) Allocation
d) Utilization of man power resource of an organization.
SCOPE OF HUMAN RESOURCES MANAGEMENT:
People in any organization manifest themselves, not only through individual sections but
also through group interactions. When individuals come to work place, they come with not only
technical skills, knowledge, etc., but also with their personal feelings, perception, desires,
motives, attitude, values, etc. Therefore, employee management in an organization does not
mean management of only technical skills but also with their personal feelings, perception,
desires, motives, attitude, values, etc. therefore, employee management in an organization does
not mean management of only technical skills but also other factors of the human resources (soft
skills and behaviours).

The scope of human resources management is vast. All major activities in the working
life of the employee from the time of his entry into the organization until he leaves and retires
come under the purview of human resources management.

The most important activity under taken are:

 Planning, job design, job analysis, procurement, recruitment, selection, induction,
placement, training and development.
 Compensation, reward, benefits, retrial benefits, medical and health care.
 Motivation – Motivation aids, bonus, incentives, profit sharing non-monetary benefits are
esteem satisfaction, career development, growth, decision making, delegation of authority
and power, promotion etc.
 employee Relations-Grievance handling participation, collective bargaining and other
aspects of co-ordination relations conductive to mutual understanding and trust.
NEED FOR HUMAN RESOURCESMANAGEMENT
Human Resources is demand necessary for all the organization for one or the other reason:
 To carry on its work, each organization needs personnel with the requisite qualification,
skills, knowledge, work experience and aptitudes for work they are provided through
effective man power planning.
 Since a large number of personnel have to be replaced to have grown old, or who retire,
die or become incapable because of physical or mental ailments, there is a constant need
for replacing such personnel otherwise, the work would suffer.
 Human Resources planning is essential because of frequent labor turnover which is
avoidable and even beneficial because it arises from factor which socially and
economically sound such as voluntary quits, discharges, marriages, promotion etc.,
 In order to meet the needs of expansion programmes which become necessary because of
increase in the demand for goods and service by a growing population a rising, standard
of living which calls for larger quantities of the some goods and services as also for new
goods.
 The nature of the present work in relation to its changing needs also necessitates the
recruitment of new labor.
 Man power planning is also needed in order to identify areas of surplus personnel and
areas in which there is a shortage of human resources.
 The objective of Human Resources Management is to maintain and improve the
organization ability to achieve its goals by developing strategies that will result in
optimum contribution of human resource.
OBJECTIVES OF THE STUDY
An analytical study of “Recruitment & Selection Process”, has been conducted in order to find
out the attributes, perception and opinion of the employees at E Yantra Industries Pvt. Ltd,
regarding the recruitment and selection sources of recruitment, interview, rounds of interview,
types of interview and tests etc.

Some of the general objectives of the study are as follows:

 To understand the framework of recruitment and selection process at E Yantra Industries
Pvt. Ltd.
 To study whether the recruitment process is hiring best professional or not. Personnel
strategy for the better operations of the organization with all around benefits. To know
the type of interviews they are conducting.
 To study and understand the various ways of recruitment and selection in E Yantra
Industries Pvt. Ltd
 RESEARCH DESIGN
Recruitment and selection are two crucial steps in the human resources planning and are often
used interchangeably. There is however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective employees to apply
for the jobs, selection is concerned with picking the right candidates from a pool of applicants.

Recruitment is set to be positive in its approach as it seeks to attract as many candidates as

possible. Selection, on the other hand, is negative in its application in as much as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right candidates for
the right jobs.
Therefore, the aim of every human resource manager is to fulfill the needs of an organization
with producing highly motivated employees.

Recruitment and Selection refers to the process of finding possible candidates for a job or
function, usually undertaken by recruiters. It also may be undertaken by an employment agency
or a member of staff at the business or organization looking for recruits. Advertizing is
commonly part of the recruiting process, and can occur through several means: through online,
newspapers, using newspaper dedicated to job advertisement through professional publication,
using advertisements placed in windows, through a job center, through campus graduate
recruitment programmes, etc.

STATEMENT OF THE PROBLEM

Employee recruitment and selection levels differs as per their expectations so in order to study
the organizational objectives are met, in addition the value added selection process been studied
in this research, Therefore this study is initiated.
METHODOLOGY OF RESEARCH
Methodology of research used is survey method. This method was suitable for the study because
of the volumeness of data available and suits the title of the study.
Questionnaires were administered for the respondents, tabulated and analyzed.

SAMPLING DESIGN
Out of the total availability of the employees, a sample size based on randomness and
convenience is chosen. For this study a stratified random sampling is used for 50 respondents.

SOURCES OF DATA COLLECTION

Primary data were collected using the questionnaires, observations and panel discussions.
Secondary data were collected from various Books Journals, Articles, Magazines
and Websites.
LIMITATIONS
The study was not out of certain limitations and the study was need based and suitable for
today’s context only and it was not standard one and certain important factors like time and
finance was also big constraint in doing the project.
 CHAPTER – II
REVIEW OF LITERATE
Barber (1998) defines Employee recruitment as “practices and activities carried on by an
organization for the purpose of identifying and attracting potential employees”. Many large
corporations have employee recruitment plans that are designed to attract potential employees
that are not only capable of filling vacant positions but also add to the organization’s culture.

According to Costello (2006) recruitment is described as the set of activities and processes
used to legally obtain a sufficient number of qualified people at the right place and time so
that the people and the organization can select each other in their own best short and long
term interests.

According to Montgomery (1996) is on matching the capabilities and inclinations of

prospective candidates against the demands and rewards inherent in a given job.

Jovanovic (2004) said recruitment is a process of attracting a pool of high quality applicants
so as to select the best among them. For this reason, top performing companies devoted
considerable resources and energy to creating high quality selection systems. Due to the fact
that organizations are always fortified by information technology to be more competitive, it is
natural to also consider utilizing this technology to re-organize the traditional recruitment and
selection process through proper decision techniques, with that both the effectiveness and the
efficiency of the processes can be increased and the quality of the recruitment and selection
decision improved.

2.1.2 Need of the Recruitment and Selection Process

Dessler, (2000) found in his study that the Recruitment and selection forms a core part of the
central activities underlying human resource management: namely, the acquisition,
development and reward of the workers. It frequently forms an important part of the work of
human resource managers – or designated specialists within work organizations. However,
and importantly, recruitment and selection decisions are often for good reason taken by non-
specialists, by the line managers. Recruitment and selection also have an important role to
play in ensuring worker performance and positive organizational outcomes. Recruitment and
selection had the capacity to form a key part of the process of managing and leading people as
a routine part of organizational life, it is suggested here that recruitment and selection has
become ever more important as organizations increasingly regard their workforce as a source
of competitive advantage. Of course, not all employers engage with this proposition even at
the rhetorical level. However, there is evidence of increased interest in the utilization of
employee selection methods which are valid, reliable and fair. Dessler listing the essence of
these in the following; build a pool of candidates for the job, have the applicants fill out
application forms, utilize various selection techniques to identify viable job candidates, send
one or more viable job candidates to their supervisor, have the candidate(s) go through
selection interviews, and determine to which candidate(s) an offer should be made.

Mullins (1999) indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the right job.
The human resource management practices include recruitment, selection, placement,
evaluation, training and development, compensation and benefits, and retention of the
employees of an organization. Businesses have developed human resource information
systems that support: (i) recruitment, selection, and hiring, (ii) job placement, (iii)
performance appraisals, (iv) employee benefits analysis, (v) training and development, and
(vi) health, safety, and security.

2.1.3 Process of Recruitment

Odiorne (1984) indicated that the quality of new recruits depends upon an organization's
recruitment practice, and that the relative effectiveness of the selection phase is inherently
dependent upon the caliber of candidates attracted.

Smith et al. (1989) argue that the more effectively the recruitment stage is carried out, the
less important the actual selection process becomes. When an organization makes the decision
to fill an existing vacancy through recruitment, the first stage in the process involves
conducting a comprehensive job analysis. This may already have been conducted through the
human resource planning process, particularly where recruitment is a relatively frequent
occurrence. Once a job analysis has been conducted, the organization has a clear indication of
the particular requirements of the job, where that job fits into the overall organization
structure, and can then begin the process of recruitment to attract suitable candidates for the
particular vacancy.

According to Odiorne, (1984) one result of effective recruitment and selection is reduced
labour turnover and good employee morale. Recruiting ineffectively is costly, since poor
recruits may perform badly and/or leave their employment, thus requiring further recruitment.
In a cross national study of recruitment practices, suggests that, in reality, recruitment
practices involve little or no attempt to validate practices. Personnel managers tend to rely on
feedback from line managers and probationary periods and disciplinary procedures to weed
out mistakes. Firms with high quit rates live with them and tend to build them into their
recruitment practices and they do not analyze the constitution of their labor turnover. A
number of recent studies have suggested that some recruitment methods are more effective
than others in terms of the value of the employees recruited.

Miyake, (2002) indicated that while advertising is usual for job vacancies, applicants were
sometimes recruited by word of mouth, through existing employees. Besides being cheaper,
the “grapevine” finds employees who stay longer (low voluntary turnover) and who are less
likely to be dismissed (low involuntary turnover). People recruited by word of mouth stay
longer because they have a clearer idea of what the job really involves. The study reviewed
five studies in which average labor turnover of those recruited by advertising was 51 percent.
The labor turnover for spontaneous applicants was 37 per cent and turnover for applicants
recommended by existing employees was 30 percent. One hypothesis proposed to account for
this was the “best information” hypothesis. It was argued that people who were suggested by
other employees were better and more realistically informed about the job than those who
applied through newspapers and agencies. Thus, they were in a better position to assess their
own suitability. Better informed candidates are likely to have a more realistic view of the job,
culture of the organization and job prospects.
Burack, (1985) argues that recruitment sources are significantly linked to differences in
employee performance, turnover, satisfaction and organizational commitment. In a survey of
201 large US companies, Burack asked respondents to rate the effectiveness of nine
recruitment sources in yielding high-quality, high-performing employees. The three top
ranked sources were employee referrals, college recruiting and executive search firms.
However, cautions that, while these general results are useful, there is a need for greater
internal analysis of the relative quality of recruits yielded by different sources.

Kersley et al (1997) reiterated the anticipatory socialization stage for students planning to
enter professions, and in particular the effects of recruitment and selection experiences on
career expectations and orientation. They agreed that the nature of students’ job search
activity, the possession of relevant work experience, and exposure to employers through
recruitment and selection activities may form part of the “evolving sequence of a person’s
work experiences” which contributes to anticipatory socialization. It has been argued that
exposure to employers through recruitment and selection is a social process where employers
and potential employees gradually perceive a match. Through job search activities and
awareness of employers’ recruitment literature and events, students gather information about
the organization’s goals, values, climate and work practices to guide their ultimate decision.
Exposure to selection procedures provides information about the culture and attributes of an
organization, and candidates form judgments from their perceptions of the fairness of the
selection methods used.

Delery and Doty (1996) argued that providing students with a greater awareness of
employment opportunities, and equipping them with the ability to be proactive in approaching
potential employers, will lead to more effective career self-management and selection
processes.

2.1.4 The Selection Decision

Gould, (1984) argues that most mistakes are caused by the fact that managers generally give
little thought to the critical nature of the decisions. Employers are surprised and disappointed
when an appointment fails, and often the person appointed is blamed rather than recognizing
the weaknesses in the process and methodology, even the soundest of techniques and best
practice (in selection) contain scope for error. Some of this is due to the methods themselves,
but the main source is the frailty of the human decision makers. Selection tools available to
organizations can be characterized along a continuum that ranges from the more traditional
methods of interviews, application forms and references, through to the more sophisticated
techniques that encapsulate biographical data, aptitude tests, assessment centres, work
samples, psychological testing, and so forth. Each method of selection has its advantages and
disadvantages and comparing their rival claims involves comparing each method's merit and
psychometric properties. The degree to which a selection technique is perceived as effective
and perhaps sophisticated is determined by its reliability and validity.

Miyake, (2002) In a comparison of personnel selection practices in seven European countries

explored the utilization of a range of established selection methods. They reported a general
trend towards structured interviews in all countries and, while the general validity and
acceptability of methods such as work samples, group exercises and assessment centres were
widely recognized, reported usage of these methods was infrequent.

Burton (2001) in his study of recruitment and selection practices in the USA, found that
approximately 25 percent of respondent organizations conducted validation studies on their
selection methods. Furthermore, in a rating of various selection methods, those perceived to
be above average in their ability to predict employees' job performance included work
samples, references/recommendations, unstructured interviews, structured interviews and
assessment centres.

Cran (1995) suggests that developments in the realm of selection lend some support to those
who propound the HRM thesis, where a key feature has been the increase in testing designed
explicitly to assess behavioral and attitudinal characteristics. He further indicates that the
extent to which these more sophisticated and systematic approaches can be, and are,
deployed, depends to a large degree, on sectoral circumstances and on the wider employment-
management policies being pursued.
2.1.5 Recruiting Sources/Methods
Armstrong (1991) studied the issues to consider include the type of sample (random or
convenience), cost, ease, participant time demands (e.g., total time, days of the week, and
time of day), and efficiency (e.g., staff hours per recruited participant). Researchers have a
number of methods from which to choose, including advertising, direct mail, and telephone.

French (1982) found that there are two options of recruitment. First, Institutions or events
(such as medical offices, schools, community sports organizations, health fairs, community
events, and churches) often are used as a setting for recruitment. Schools present a promising
avenue for the recruitment and assessment of youth. Recruitment at schools may not be
appropriate in studies having a family or neighborhood context, requiring a greater dispersal
of participants from a larger area, or focusing on data collection in the home. Door-to-door
recruitment is another option. For large studies, this recruitment method can be costly in terms
of staff time and travel expenses, and it is difficult to assure that recruiters randomly sample
homes. Despite these concerns, door-to-door recruitment may be a necessary recruitment
strategy for certain potential participants (e.g., those who do not have a residential phone.

Kaplan and Norton (2004) found that the number of people who refused to provide
screening information tended to be higher by telephone than in person. However, refusals
over the telephone tend to be less likely than with mailed surveys (Kelly, 2006). It should be
noted that telephone methods can be used not only for recruitment, but also for data
collection. Recent advances in telephone survey methodology have made telephone
recruitment and surveying an increasingly attractive option in many research fields.

Drucker (1999) has studied that Recruitment procedures need not be limited to one method.
It is possible and often desirable to combine methods to enhance the recruitment success of a
particular project. For example, use of focus groups and pilot studies that involve the
community and pre-recruitment, publicity can lead to higher rates of consent. From the above
review of literature, it is observed that the sources of recruitment and selection are through
advertising, via the internet and so forth. However, recruitment and selection are faced with
lots of challenges.
 CHAPTER – III
COMPANY PROFILE
ABOUT COMPANY
eYantra pioneered the corporate gifting & brand merchandising business in India way back in
2000, before venturing into Reward & Recognition Program Management & became India’s
only prepaid gift card creator in 2009. eYantra serves as a one stop shop for R&R programs,
brand merchandising & prepaid gifting instruments and has serviced over 1500 top corporate
clients. eYantra has a strong team of more than 300 seasoned professionals working in 7 offices
across India along with a client portfolio that consists of top companies across sectors such as
IT/ITES, Pharma, BFSI, Telecom and Manufacturing.

Promoted by marquee Private Equity investors, eYantra strives on domain expertise, thought
leadership, customer delight & an ROI driven approach. Each of these forms the foundation
stones of eYantra’s vision to accentuate growth through the power of appreciation &
gratification.

OUR APPROACH
At eYantra, we understand the importance of building programs that compliment your
organizational culture, can be drilled down from your corporate vision and accentuate your brand
and its flag bearers’ (Your People) brag quotient. To elevate your aspirations and be able to write
success stories for your brand, eYantra adopts a 4 stage approach to develop customized
solutions.
 Strategy Formulation
 Organizational Objectives/ Vision
 Program Philosophy & Budget Computation
 Inter & Intra Industry Benchmarking
Organizational Diagnostics
 Employee/ Customer Demographic Study
 Regional Consumer Behavior Study
 Evaluation Metrics
Program Design
 Framework Design & Program Component Definition
 Technology Framework & Integration Plan
Program Implementation & Evaluation
 Pre-launch communication campaign
 Process proliferation & change management
 Technology Testing & Go-Live
 3 Pronged Evaluation technique based on Kirkpatrick’s Model

LEADERSHIP TEAM
Phani N Raj
Founder & Managing Director
A Stern School Grad with more than 16 years of global experience across domains. Apart from
being the managing director, Phani plays mentor & strategic advisor to eYantra. He worked with
PWC, Chicago US in the MCS practice prior to founding eYantra Industries in 2000.

Avinash Godkhindi
CEO Zaggle Prepaid Ocean Pvt. Limited (An eYantra Subsidiary)
An MBA from the University of Chicago, Booth School of Business with 10 years of
international experience with retail & commercial banks, Avinash has worked in various
organizations like ING Bank, Barclays Bank, Misys International, NIIT Technologies &
Citibank. At eYantra, Avinash provides leadership to the Prepaid Solutions business (under the
brand Zaggle) that works with over 150 top companies of India to provide prepaid gifting
solutions.

Nikhil Norula
Head Program Management
Having lead the Rewards & Recognition function in Mahindra Satyam and a few consulting
assignments with Aon Hewitt prior to that, Nikhil brings to the table, domain expertise in
Rewards & Incentives. At eYantra, he is responsible for all Key Account Programs and also
heads the Business Development effort.

Rajsekhar Gopisetti
Head Strategy and Planning
An Rajsekhar is alumni of Indian Institute of Management, Lucknow. From setting up a
manufacturing unit at SAIL Orissa to leading a marketing & sales function at Philips, Rajsekhar
brings a variety of experience to eYantra where he works on new business initiatives.

REWARDS & RECOGNITION

Motivation, high performance, productivity increase, cultural adaptation, corporate vision
adoption and competency development - eYantra creates programs that inspire, energize, engage
& motivate diverse workforces through innovative R&R solutions. eYantra’s program
management approach and catalog management strength ensures an elevated "wow factor" and
an expanded "brag quotient" that stimulates the employer brand and calibrates success stories.

Solutions & Expertise

eYantra develops end to end R&R solutions based on your specific objectives. From fulfillment
& redemption based solutions, social recognition platforms, reward management tools to
complete framework design, eYantra extends an array of solutions across the complete value
chain. Some of our key solutions and signature programs are as follows:
 Key Solutions
 Framework Design & Consulting
 Budget Calculator
 Social Recognition Platform
 Reward Redemption Tool
Signature Programs
 Milestone Based Rewards
o Long Service Anniversary
o Birthdays & Personal Milestones
o Induction/ On boarding
o Retirement
Performance Based Rewards
o On the Spot Rewards
o Peer to Peer Rewards
o Nomination Based Rewards
o Special Theme Based Rewards
o Privilege Club – A eYantra Specialty
Point based Reward Systems
o Threshold based point systems
o Achievement based point systems
CLIENTS

BRAND STORES
Brand connect, brand positioning, brand equity enhancement, brand value endorsement and
employer branding - eYantra brand merchandising solutions ensure that your brand is able to
drive business growth. eYantra works with some of the most renowned corporate houses,
educational institutions and sports franchisees to transform their brands’ aspirational value
through online, retail and on-demand merchandise programs.

Solutions & Expertise

eYantra develops and manages online brand stores, campus retail stores and merchandise
procurement tools that enable brand managers to drive initiatives that propel its brand value.
 eYantra in-house merchandise production capabilities and vast merchandise catalog enable
organizations to drive brand building activities in a cost effective manner.

Key Solutions
 BrandX - The online brand store [Read More]
 Yatras - Store on wheels
 Campus Stores - The retail experience
 Offline Solutions for events & corporate milestones
 CHAPTER - V
DATA ANALYSIS
Table.no.1.knowledge about the vacancies found in E Yantra Industries Pvt. Ltd.

Response No. of respondent Percentage%

 Advertisement 31 54%
 Campus interview 9 22%
 Employment exchange 7 17%
 Others 3 07%
 Total 50 100%
Chart: 1. Knowledge about the vacancies.

Others
07%
Employment exchange
17%

Campus interview Advertisement

22% 54%

Analysis:

Out of 50 employees 31 have been opted for advertisement,9employees have been opted for
campus interview,7 employees have been opted for employment exchange and 3 employees have
been opted for other.

Inference:
From the above basis of selection that majority of the respondent found the vacancies from
advertisement.
Table .no.2. Response towards recruitment policy.

Response No. of respondents Percentage

 Excellent 36 66%

 Good 11 27%
 Satisfactory 02 05%
 Poor 01 02%
 Total 50 100%

Chart: 2. Response towards recruitment policy.

Satisfactory Poor
05% 02%

Excellent
Good 66%
27%

Inference:
From the above basis of selection the recruitment policy in E Yantra Industries Pvt. Ltd is
excellent.

Analysis:
Out of 50 employees 36 have been opted for excellent, 11 employees have been opted for good,
2 employees have been opted for satisfactory and 1 response towards poor.
Table.no.3. Improvement in the recruitment policy in the recent years.

Response No. of respondents Percentage

 Yes 49 98%
 No 1 02%
 Total 50 100%

Chart: 3. Improvement in the recruitment policy in the recent years.

No 2

Yes 48

0 10 20 30 40 50 60
No.of respondent

Inference:
From the above basis of selection the recruitment policy has improved in recent years.

Analysis:
Out of 50 employees 49 have been opted for yes and 1 response towards no.
Table.no.4. Identifies the requirement of man power well in advance.

Response No. of respondents Percentage

 Yes 47 93%
 No 03 07%
 Total 50 100%

Chart: 4. Identifies the requirement of man power well in advance.

50

40

30
47
20

10

0 3
Yes No

Response

Inference:
From the above bases of selection the requirements of man power is recognized in advance.

Analysis:
Out of 50 employees 47 have been opted for yes and 3 employees have been opted for no.
Table.no.5. Existence of induction and training program in the company.

Response No. of respondents Percentage

 Yes 49 98%
 No 1 02%
 Total 50 100%

Chart : 5. Existence of induction and training program in the company.

No
2%

Yes
98%

Inference:
From the above table bases of selection there id induction and training program at E Yantra
Industries Pvt. Ltd.

Analysis:
Out of 50 employees 49 have been opted for yes.1 response towards no.
Table.no.6. On what basis selection should be based.

Attributes No. of respondent Percentage

 Intelligent 33 61%
 Qualification 12 31%
 Experience 00 00%
 Training 02 05%
 Others 01 03%
 Total 50 100%

Chart : 6. On what basis selection should be based.

3%
0%
5%

Intelligent
Qualification
31%
Experience
Training
61%
Others

Inference:
Most of the selection is based on the mental capabilities (intelligence) of the respondents and
qualification is also equally important according to the observation.

Analysis:
Out of 50 employees 33 have been opted for Intelligence, 12 employees have been opted for
Qualification, 0 employees have been opted for Experience, and 2 employees have been opted
for training and 1 response towards others.
Tables.no.7. Does the selection process helps the organization to get the right man for right
job.

Response No. of respondent Percentage

 Yes 49 98%
 No 1 2%
 Total 50 100%

Chart: 7. Does the selection process helps the organization to get the right man

for right job.

No
Response

Yes

0 10 20 30 40 50 60
No. of respondents

Inference:
Majority of the employees have endorsed the effectiveness of the selection process of right
personnel.

Analysis:

Out of 50 employees 49 have been opted for yes and 1 response towards no.
Table. no: 8. The selection process ensure that only competent people are recruited.

Response No. of respondents Percentage

 Strongly agree 34 61%
 Agree 15 37%
 Neither agree 0 00%
 Neither disagree 0 00%
 Strongly disagree 0 00%
 Disagree 1 02%
 Total 50 100%

Chart : 8. The selection process ensure that only competent people are recruited.

40
35
30
No. of respondents

25
20
15
10
5
0
Strongly agree Agree Neither agree neither disagree Strongly Disagree
disagree
Attributes

Inference:
Based on the previous observation (refer table 7) most of the respondents feel that only
competent persons are recruited.

Analysis:
Out of 50 employees 34 have been strongly agree, 15 employees have agreed, 0 employees have
neither agreed, 0 employees have neither disagrees, 0 employees have strongly disagrees and 1
response towards disagree.
Table. no: 9. Do you feel group discussion should be conducted to select right employee.

Response No. of respondent Percentage

 Yes 47 93%
 No 3 07%
 Total 50 100%

Chart : 9. Do you feel group discussion should be conducted to select right employee.

50
45
40
35
no. of respondents

30
25
20
15
10
5
0
Yes No
response

Inference:
From the above table it confirms that group discussion should be conducted to select right
employee.

Analysis:
Out of 50 employees 47 have been opted for yes. 3 employees have been opted for no.
Table. no: 10. Effectiveness of interviews.

Response No. of respondents Percentage

 Effective 49 98%
 Non-effective 1 02%
 Total 50 100%

Chart: 10. Effectiveness of interviews.

60

50
no.of respondents

40

30

20

10

0
Yes No
response

Inference:
From the above basis of selection effectiveness of interviews do help in knowing a person better.

Analysis:
Out of 50 employees 49 have been opted for yes and 1 employee has been opted for no.
Table. no: 11. Do officials from different functions and different levels of organization
conduct interview?

Response No. of respondents Percentage

 Yes 48 95%
 No 2 05%
 Total 50 100%

Chart: 11. Do officials from different functions and different levels of

organization conduct interview?

60
40
20
0
Yes
No

Inference:
From the above basis of selection the officials from different levels of organization do conduct
interview to assess the overall competence of the respondent.

Analysis:
Out of 50 employees 48 have been opted for yes, and 2 employees have been opted for no.
Table. no: 12. What form of interview do you prefer?

Response No. of respondents Percentage

 Personal interview 49 98%
 Telephonic interview 0 00%
 Video conferencing 0 00%
 All the above 1 02%
 Total 50 100%

Chart: 12. What form of interview do you prefer?

60

50
no. of respondents

40

30

20

10

0
Personal interview Telephonic Video conferencing All the three
interview
response

Inference:
From the above basis personal interview do help in knowing a person better in which employees
are more satisfied than other types of interview.

Analysis:
Out of 50 employees 49 employees have been opted for personal interview, 0 have been opted
for telephonic interview, 0 have been opted for video conferencing, and 1response towards all
the above.
Table. no: 13. How do you rate the recruitment procedure?

Response No. of respondents Percentage

 Short process 47 93%
 Long process 0 00%
 Can’t say 3 07%
 Total 50 100%

Chart: 13. How do you rate the recruitment procedure?

50
45
40
35
no. of respondents

30
25
20
15
10
5
0
Short process Long process Can't say
response

Inference:
From the above basis interview process followed in E Yantra Industries Pvt. Ltd is short process
which is helpful for the applicants.

Analysis:
Out of 50 employees 47 employees have been opted for short process, 0 have been opted for long
process, 3 employees have been opted for can’t say.
Table. no: 14. Does recruitment contribute to the goals of the organization.

Response No. of respondents Percentage

 Yes 48 95%
 No 2 5%
 Total 50 100%

Chart: 14. Does recruitment contribute to the goals of the organization.

Sales

No
5%

Yes
95%

Inference:
From the above table it confirms that the recruitments contribute to the goals of the
organization.

Analysis:
Out of 50 employees 48 have been opted for yes, 2 employees have been opted for no.
Table. no: 15. Which source of recruitment do you prefer?

Response No. of respondents Percentage

 Internal 37 68%
 External 11 27%
 Both 2 05%
 Total 50 100%

Chart: 15. Source of recruitment preferred.

Both Sales
5%

External
27%

Internal
68%

Inference:
From the above table it confirms that the recruitments for internal candidates can be done.

Analysis:
Out of 50 employees 37 have been opted for internal source of recruitment, 11 have been opted
for external source of recruitment and 2 employees opted for both.
Table. no: 16. Are you satisfied with the interview process.

Response No. of respondents Percentage

 Yes 48 95%
 No 2 2%
 Total 50 100%

Chart: 16. Are you satisfied with the interview process.

No
5%

Yes
95%

Inference:
From the above table it confirms that the interview process of the company is satisfied.

Analysis:
Out of 50 employees 48 have been opted for yes, 2 employees have been opted for no.

Table. no: 17. Physiological atmosphere during interview was

 Response No. of respondents Percentage
 Pleasant 47 93%
 Tense 0 0%
 Can’t say 3 07%
 Total 50 100%

Chart: 17. Physiological atmosphere during interview was

50
45
40
35
no. of respondents

30
25
20
15
10
5
0
Pleasant Tense Can't say
response

Inference:
From the above basis physiological atmosphere during interview is pleasant.

Analysis:
Out of 50 employees 47 employees have been opted for short process, 0 have been opted for long
process, 3 employees have been opted for can’t say.

Table. no:18. How many rounds of interview are conducted

 Response No. of respondents Percentage

 1-2 50 100%

 2-3 0 00%

 More than 3 round 0 00%

 Total 50 100%

Chart:18. How many rounds of interview are conducted

60

50
no. of response

40

30

20

10

0
1-2 rounds 2-3 rounds more than 3 rounds
response

Inference:
From the above table it confirms that the rounds of interview conducted in the company is 1-2
rounds of interview which is comfortable for the applicants.

Analysis:
Out of 50 employees 50 employees have been opted for 1-2 rounds of interview, 0 have been
opted for 2-3 rounds of interview,0 have been opted for more than 3 rounds.

Table. no: 19. What is main thing that retains you in the company?

Response No. of respondents Percentage

  Future prospects 33 61%
 Job security 12 31%
 Welfare entities 00 00%
 Image of company 02 05%
 Pay scale 01 03%
 Total 50 100%

Chart: 19. What is main thing that retains you in the company?

35

30

25
no. of respondents

20

15

10

0
Future prospects Job security Welfare entities Image of company Pay scale
response

Inference:
Most of the employees retains in the company due to the future prospects according to the above
table.

Analysis:
Out of 50 employees 33 have been opted for Future prospects, 12 employees have been opted
for Job security, 0 employees have been opted for Welfare entities, 2 employees have been opted
for Image of company and 1 response towards Pay scale.

Table. no: 20. How do you the HR practices of the company?

Response No. of respondents Percentage

  Very good 25 50%
 Good 25 50%
 Average 00 00%
 Bad 00 00%
 Total 50 100%

Chart: 20. How do you rate the HR practices of the company?

25
no. of respondents

20

15

10

0
Very good
Good
Average
Bad
response

Inference:
On the basis of above table HR practices of the company is fair enough.

Analysis:
Out of 50 employees 25 have been opted for very good, 25 employees have been opted for good,
0 employees have been opted for average, and 0 response towards Bad.

CHAPTER – VI
FINDINGS:
 From the above basis of selection that majority of the respondent found the vacancies
from advertisement.
 From the above basis of selection the recruitment policy in E Yantra Industries Pvt. Ltd is
excellent.
 From the above basis of selection the recruitment policy has improved in recent years.
 From the above basis of selection the recruitment of man power is recognized in advance.
 From the above table basis of selection there is induction and training program at E
Yantra Industries Pvt. Ltd.
 Most of the selection is based on the mental capabilities (intelligence) of the respondents
and qualification is also equally important according to the observation.
 Majority of the employees have endorsed the effectiveness of the selection process of
right personnel.
 Based on the previous observation (refer table 7) most of the respondents feel that only
competent persons are recruited.
 From the above table it confirms that group discussion should be conducted to select right
employee.
 From the above basis of selection effectiveness of interviews do help in knowing a person
better.
 From the above basis of selection the officials from different levels of organization do
conduct interview to assess the overall competence of the respondent.
 From the basis of selection, like in all government organization most of all the interviews
are planned.
 From the above analysis it can be observed that there is existence of induction program in
the organization.
 From the above table it confirms that the recruitments contribute to the goals of the
organization.
 The necessary tendencies have no effect on the recruitment in the company.
 From the above table it confirms that the recruitments for internal candidates can be
done.
 Majority of the respondents believe that recruitment helps one to know the organization
better.
SUGGESTIONS;

 The recruitment and selection should be categorized based on the company needs and
nature of work.
 The employees should be informed about the recruitment and selection activity well in
advance by the human resource department.
 The introduction of new recruitment policy should be easily applicable to all the
employees in the organizations.
 Requirement of manpower should be recognized by the human resource department well
in advance.
 The human resource department in the organization should refers to the process of
identifying and encouraging prospective employees to apply for the jobs, selection is
concerned with picking the right candidates from a pool of applicants.
 The induction program should be in way that will improve the status o employee’s in the
organization.
 Internal recruitment should be largely favored by the recruitment and selection
department in a organization.
 Recruitment should be mainly based on the intelligence of the employee’s.
 Recruitments should be such a way that it contribute to the goals of the organization.
 The organization should conduct only planned recruitment, which help to pick the right
people for right job.
 Group discussion should be involved in the recruitment and selection process, which help
in enhancing quality employee’s for the organization.
CONCLUSION:

 eYantra pioneered the corporate gifting & brand merchandising business in India in
the energy related/ infrastructure sector, today. E Yantra Industries Pvt. Ltd was
established 2000 ago, eYantra serves as a one stop shop for R&R programs, brand
merchandising & prepaid gifting instruments and has serviced over 1500 top corporate
clients. eYantra has a strong team of more than 300 seasoned professionals working in 7
offices across India along with a client portfolio that consists of top companies across
sectors such as IT/ITES, Pharma, BFSI, Telecom and Manufacturing.

 The E Yantra Industries Pvt. Ltd- Promoted by marquee Private Equity investors,
eYantra strives on domain expertise, thought leadership, customer delight & an ROI
driven approach. Each of these forms the foundation stones of eYantra’s vision to
accentuate growth through the power of appreciation & gratification.

 The human resource development program of E Yantra Industries Pvt. Ltd- has done a
remark job in recruitment and selection of employees through various planned methods
which saw an active response in getting the best candidates among the presented crowd
who appeared for the interview in the organization.
 ANNEXURES

QUESTIONNAIRE:

Name of the respondent :-

Age :-

Qualification :-

Designation :-

Department :-
1. How did you came to know about the vacancies in the E Yantra Industries Pvt. Ltd?
 Advertisement
 Campus interview
 Employment exchange
 Others
2. What is your opinion of the recruitment policy?
 Excellent
 Good
 Satisfactory
 Poor

3. Do you find any improvements in the recruitment policy in the recent years?
 Yes
 No
4. Are the identification of the requirement of man power is well in advance?
 Yes
 No

5. Are the induction training program given in the company?

 Yes
 No

6. According to you on what basis selection should be based?
 Intelligence
 Qualification
 Experience
 Training
 Other
7. Does the selection process helps the organization to get the right man for right job?
 Yes
 No
8. Does the selection process ensure that only competent people are recruited?
 Strongly agree
 Agree
 Neither agree
 Neither disagree
 Strongly disagree
 Disagree
9. Do you feel group discussion should be conducted to select right employee?
 Yes
 No

10. What do you feel about interview process?

 Effective
 Non-effective

11. Do officials from different functions and different levels of organization conduct
interview?
 Yes
 No

12. What form of interview do you prefer?

 Personal interview
 Telephonic interview
 Video conferencing
 All the above
13. How do you rate the recruitment procedure?
 Short process
 Long process
 Can’t say

14. Does recruitment contribute to the goals of the organization?

 Yes
 No

15. Which source of recruitment do you prefer?

 Internal
 External
 Both

16. Are you satisfied with the interview process

 Yes
 No
17. Physiological atmosphere during interview was
 Pleasant
 Tense
 Can’t say
18. How many rounds of interview are conducted
 1-2
 2-3
 More than 3 rounds

19. What is main thing that retains you in the company?(If any two then tick those two)
 Future prospects
 Job security
 Welfare entities
  Image of company
 Pay scale

20. How do you rate the HR practices of the company?

 Very good
 Good
 Average
 Bad
 BIBLIOGRAPHY

BOOKS REFERRED:

 Aswathappa, Human Resource Management, Mc Graw Hill, Himalaya Publishing House

Sixth edition (2007)
 P Subba Rao, Essentials of Human Resource Management & Industrial Relations,
Himalaya Publishing House, Third edition (2010)
 P Subba Rao, Personnel and Human Resource Management, Himalaya Publishing House,
Second edition (2010)

JOURNALS REFERRED:
 Social Media & manual and catlogs of E Yantra Industries Pvt. Ltd

WEBSITES:

 www.google.com
 http://www.eyantra.net
 www.inkidin.com
 www.scribd.com
 www.hr.com