SUMMER TRAINING REPORT

ON
“RECRUITMENT AND SELECTION”
AT
JAY BHARAT MARUTI LIMITED
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR THE AWARD OF
DEGREE OF MASTER OF BUSINESS ADMINISTERATION

SUBMITTED TO

MAHARISHI DAYANAND UNIVERSITY, ROHTAK

SUBMITTED BY:

DIKSHA SINGH
ROLL NO. 1570
REGD NO. 1512254695
MBA IIIrd SEM

SESSION 2018-2020

MAHARSHI DAYANAND UNIVERSITY-CENTER FOR PROFESSIONAL AND ALLIED STUDIES,

SECTOR 40, GURUGRAM

(MAHARISHI DAYANAND UNIVERSITY, ROHTAK)

 ACKNOWLEDGMENT

I am fortunate to have got an opportunity to undergo the “internship” at JAI BHARAT

MARUTI LIMITED for 2 Month. The project has been very useful for me in understanding the
various pragmatic aspects of the management function practice in the real world.

I express my deep sense of gratitude to Mr. Dayanidhi Singh, (Recruitment Advisor), Mr.
Nishu & Mr. Neeraj Sharma (HR – Department) for their counsel throughout my training. I
would also like to express my gratitude to all the members of JAI BHARAT MARUTI LIMITED
for their assistance and constant motivation.

I give my special thanks to M/s Monika (HOD: Management) for providing guidance and
support from time to time to help me complete the project.

I would also like thanks to all my faculty members who have supported & guided me for my
project.

KIRTIKA SHARMA
 DECLARATION

I Kirtika Sharma, roll no-1588, a student of MBA 3 rd semester of MDU CENTRE FOR

PROFESSIONAL AND ALLIED STUDIES, GURUGRAM do hereby declare that this project report

entitled “Recruitment and Selection” is an independent study carried out by me during my

Summer Internship Training under the guidance of Mr. Dayanidhi Singh (Sr. Executive) JAI

BHARAT MARUTI LIMITED.

(Signature of the Student)

 PREFACE

Knowledge and experience that makes the man perfect and successful. It is much more
important than the theoretical knowledge. Theoretical knowledge only clears the
fundamental concepts of management but how to apply it in the actual business
environment remain doubtful in the absence of practice knowledge. Hence combination of
both practical as well as theoretical knowledge is necessary reaching to any ultimate goal.

The above concept is particularly true in case of management for achieving practical positive
and concrete results and to develop healthy managerial and administrative skills in potential
manager. As success of any organisation depends upon the top management and success
comes to those whose management are willing to take risk and persist in spite of all adds
with a “never say die spirit”. Also the dream of any organisation changes into reality only
when its management comes through practical knowledge and experience.

Theoretical Knowledge only forms the basis for practical knowledge. This training which is
part of my curriculum to my MBA degree will make me to get a practical insight into the
actual business environment. It will prove very helpful in removing my serious doubts
regarding the practical application of modern management techniques and made me able to
accept the challenge and opportunities.
 Table of Contents

Chapter-1: Introduction of the Organization

 Executive Summary
 Company Profile
 Company Objective
 Product and Services
 Manufacturing
 Vision & Mission
Chapter-2: Recruitment and Selection
 Recruitment
 Guiding Principles Of Recruitment
 Recruitment Strategies and Resources
 Position Announcements
 The Recruitment Industry
 The Recruitment Process
 Selection
 Objectives of Recruitment and Selection
 Recruitment and Selection Policy Statement
 Recruitment and Selection Policy Statement
 Recruitment and selection policies for executive and management
trainee
 Recipe for a successful recruitment and selection process
 Open Internal Recruitment System
 Selection Decision
Chapter-3: Research Methodology
 Objective of the Study
 Research Methodology
Chapter-4: Data Analysis
 Suggestion and Recommendations
 Scope of the Study
Chapter-5: Conclusion
 Bibliography
 Questionnaire
 EXECUTIVE SUMMERY

In this project I have worked for the details regarding the “Recruitment and Selection
process” at, Jai Bharat Maruti Limited, Gurgaon.

“You can do every thing else right as a manager lay brilliant plans, draw clear organization
chart, set up modern assembly lines and use sophisticated accounting controls but still fail
as a manager by hiring wrong people or by not motivating subordinates for instance. On the
other hand many managers, presidents, generals, governors, supervisors- have been
successful even with inadequate plans, organization and controls. They were successful
because they had the knack of hiring the right people for the right jobs and motivating
appraising and developing them”. - Gray Dessler.

Without skilled work force none can go longer. Every company need a highly motivate team
which will be able to keep the company ahead in the race. The strong IR department always
focuses on employee benefit as well as employer. JBML continues its effort to maintain its
work forces quality with in a short period of time it would become a giant in this field. So the
recruitment and selection policy for Jai Bharat Maruti Limited should be analyzed, evaluated
and modified. I try my best to focus on the policy or procedures of Recruitment and
Selection of this organization.

I have worked on this project with my full dedication to aware you about JBML. After
reading this project I hope you will be able to know about their working, their management,
their policies, their environment related innovations etc followed by Jai Bharat Maruti Ltd.
 Research Objectives

The Main Objectives of undertaking this Project are:

 To understand the internal recruitment process of Organization

 To develop Practical Knowledge with the theoretical aspects.

 To know about the importance of recruitment and selection.

 To find out better process of recruitment.

 To know about the role of recruiter.

 To identify the probable area of improvement to make recruitment and selection

procedure and more effective.

This will be done on the basis of four parameters which form the basis of my
questionnaire.

1. Methods of Recruitment

How are the employees recruited at JBM

2. Methods of short listing

3. Methods of selection

4. Level of satisfaction
 COMPANY PROFILE
JBML GROUP

JBM Group began its journey of excellence in 1983. The organization commenced
operations as a manufacturer of LPG Cylinders for the Delhi-NCR region of India. Moving
strength to strength, assisted with experience and knowledge, JBM Group entered into the
automotive industry in 1985

In 1986, the Group signed a joint venture with Maruti Suzuki India Ltd for the manufacturing
of sheet metal components and assemblies. The journey began with a vision to expand the
business in the automotive sector by keeping abreast with market trends and global
technology.

Headquartered at Delhi-NCR, JBM Group is a diversified conglomerate with presence in

automotive, engineering & design services, renewable energy and education sectors. The
organization’s commitment towards all stakeholders and community has made it a leading
manufacturing and engineering player.

The milestones and achievements of JBM Group gave the energy for diversification and
establishment of multiple business units in order to meet the needs of customers.  The
organization’s management follow a unique business model to create empowered
companies that enjoy the best of entrepreneurial independence, assisted with leverage of
group-wide synergies.
 Other group companies:
 Arcelor Neel Tailored Blank Pvt. Ltd.
 Indo Tooling
 Jaico Steel Fasteners Ltd.
 Jay Bharat Exhaust System Ltd.
 JBM Auto Ltd.
 JBM Industries Ltd.
 JBMMA Automotive Pvt. Ltd.
 JBM Ogihara Automotive India Ltd.
 Neel Industries Pvt. Ltd.
 Neel Metal Fanalca Environment Management Pvt.Ltd.
 Neel Metal Products Ltd.
 Thai Summit Neel Auto Pvt. Ltd.
 ThyssenKrupp JBM Pvt. Ltd.
Chairman’s message

S. K. Arya

(Chairman)

 
Dear Friends,

“I take this opportunity to convey my gratitude for the unabated support and trust of all our
employees and stakeholders. They have always had confidence in JBM Group and
encouraged the organization to move ahead confidently on the road towards excellence and
result orientation delivering customer delight.

To embark on a journey of success, the organization requires strong integrity and values
that foster the vision and foresight for the future. We, at JBM Group, have progressed on
the path of growth and high quality operations and, thus, Endeavour to be one of the most
competitive companies in the industry with emphasis on efficiency in operations, reliability
for customers and thrust on engineering and designing by enabling each member of JBM
Group shoulder the responsibility.

Gearing up for the future, we have the key success factors which are necessary to withstand
the winds of change. The encouragement provided to build a highly skilled and competent
team, which is reinforced by the state-of-the-art infrastructure, is a strength that can be
further leveraged upon to attain inorganic growth.”

Company Principle (Mission Statement)

Maintaining a global viewpoint, we are dedicated to supplying products of the highest
quality, yet at a reasonable price for worldwide customer satisfaction.
Management Policies
Proceed always with ambition and youthfulness.

Respect sound theory, develop fresh ideas, and make the most effective use of time.

Enjoy work and encourage open communication.

Strive constantly for a harmonious flow of work.

Be ever mindful of the value of research and endeavour.

Dreams inspire us to create innovative products that enhance mobility and benefit society.
To meet the particular needs of customers in different regions around the world, we base
our sales networks, research and development centers and manufacturing facilities in each
region. Furthermore, as a socially responsible corporate citizen, we strive to address
important environmental and safety issues’.

Facilities
JBM Group is a Tier-1 supplier to the OEM’s in the automotive industry. The Group offers
benchmark quality processes, value for money and time bound service from product design
to delivery that has made it a globally recognized player.

We have continuously invested in infrastructure and resources, gained recognition from our
customers globally. The organization invests in anticipated infrastructural needs to meet
current as well as future demands.

The service delivery ranges in the domain of product and process conceptualization, product
design & manufacturing with the use of latest engineering tools and technology.

JBM Group attained a colossal global presence by being able to offer better manufacturing
techniques with global quality standards, supported by its in-house design and engineering
divisions that uses the latest manufacturing technology.
 COMPANY OBJECTIVES

JBM Group is a focused, dynamic and progressive organization that provides customers with
value added products, services and innovative solutions. The Group has a diversified
portfolio to serve in the field of automotive, engineering & design services, renewable
energy and education sectors and has an infrastructure of 35 manufacturing plants, 4
engineering & design centres across 18 locations globally.

With turnover of USD 1.2 billion, JBM Group has broadened its horizons by focusing on
quality delivery, solutions approach, product development processes, flexible manufacturing
systems and contract manufacturing.

JBM Group is primarily a tier- 1 supplier to the automotive OEM industry and caters services
to esteemed clients that include Ashok Leyland, Bajaj Auto Ltd, Fiat, Ford, General Motors
Corporation, Honda, Hero, JCB, Mahindra, Maruti Suzuki, Renault, Nissan, TATA, Toyota,
TVS, Volkswagen and many more.

The Group has alliances with more than 20 renowned companies globally and the
associations include Arcelor Mittal, Dassault Systems, JFE Steel Corporation, Magnetto (CLN
Group), Ogihara, Sumitomo and many more. The organization’s structure enables each
business unit to chart its own future and simultaneously leverage synergies across its
competencies.

The organization believes that success depends on collective competencies, technical

abilities and commitment of human capital. The core strength and value asset of JBM Group
is the dedication of 20,000 employees, who synergize to deliver quality results to the clients.

JBM Group is a true global corporate citizen with ‘pause for a cause’ mantra. Commitment
towards the upliftment and development of the society, the group executes large gamut of
activities through its corporate social responsibility arm - Neel Foundation. The organization
believes to enrich the quality of life of the community and prevails to preserve its ecological
balance as well as its cultural heritage.

JBM Group is a proud member of ACMA, AIMA, CII, FICCI, IEEE, IGCC and PHDCCI and SIAM.
To modernize the facilities and improve its expertise, JBM Group is driven by higher-
performance, reduced-wastage and quality products, which are produced with the help of
finest technology and are aligned with the manufacturing capability to match the customer
needs.

We believe in creating high-quality automotive products and sub-systems by focusing on its

high-values, higher-performances and highest quality products.

Destination
Since its inception, JBM Group has constantly evolved as a people centric organisation on
the robust foundation of its values. The five core values of JBM.

 Integrity & Ethics,

 Ownership & Commitment,

 Respect & Teamwork,

 Customer Trust & Delight

 Safe & Green,

The Core Value of JBM act as the pillars that have constantly enriched the organization
culture.

These values work as DNA in all its people processes and practices to build 'One JBM'
Culture. JBM Group contributes towards making life richer, better and healthier, as well as
to the advancement of society through its respect for human practices.

JBM Group continuously strives for improvement in the areas of technology, innovation and
people practices. However, proactive approach not only keeps the organization abreast of
change but also prepares the organization for the change before it actually happens. These
are the key reasons why JBM Group is a pioneer in many fields.
Jay Bharat Maruti (JBML), a public limited company, was incorporated in 1987 as a joint
venture with Maruti Suzuki India Limited (MSIL). Keeping pace with the steep rise in demand
and quality of passenger cars and the fierce competition from the entry of international
auto majors in the country, JBM had to continually expand its manufacturing capacity and
capability. The world–class manufacturing capabilities include imported and indigenous
press lines, robotic welding lines as well as plating and painting facilities.
  
JBML added capabilities to produce exhaust systems, axles and fuel neck fillers to the
existing capabilities of sheet metal components and welded modules. With several awards
to its credit and support of its partners the company stands posed atop a launch pad to the
future fully geared to meet new challenges and is destined to touch new heights in
excellence. JBM Auto is a JBM Group company. JBM Group spanned over 28 plants in 11
locations is spreading its wings further too new areas, new locations to touch new heights.

JBM Group created a new meaning for excellence in manufacturing of sheet metal parts and
welded assemblies exhaust systems, axles, high tensile fasteners, tubes, special purpose
vehicles and waste management services. The group has embraced international systems
and processes, implementing them at all levels, in every unit, and across all parameters. This
has resulted in prestigious certifications from global institutions. The group companies have
consistently met and surpassed world–class standards, while accumulating a wealth of
knowledge and expertise in the industry.
 PRODUCT AND SERVICES

To modernize the facilities and improve its expertise, JBM group is driven by higher
performance, reduced-wastage and quality products, which are produced with the help of
finest technology and are aligned with the manufacturing capability to match the
customers’ needs.

We believe in creating high-quality automotive products and sub-systems by focusing on its

high-values, higher-performances and highest quality products.

1. Sheet Metal Components & Assemblies

2. Chassis and suspension parts
3. Cross bar beam/cross truck beam
4. Welded Assemblies
5. Fabrications
6. Fuel filler
7. Fuel tanks
8. Heat shields
9. Exhaust Systems

10. Axles
 MANUFACTURING
Jay Bharat Maruti Limited (JBML), founded in 1986, in collaboration with Maruti Suzuki India
Limited (MSIL), is the leading manufacturer of key auto components and assemblies such as
BIW parts, exhaust systems, fuel fillers (fuel pipe), suspension parts for passenger cars. Our
four stateof-the-art manufacturing plants, located at Gurgaon, Bawal, Manesar (Haryana) &
Vithlapur, Gujarat are well equipped with advanced production lines to develop products of
highest quality.
 VISION
Expanding leadership in our business by creating an agile environment that delivers
excellence and delight to stakeholders through the power of People, Innovation and
Technology.

MISSION

To make JBML a synonym for a world-class organization, excelling in sheet metal

technologies.

RECRUITMENT AND SELECTION

Recruitment is the process by which hiring departments develop a viable applicant pool
from which hiring and promotion decisions are made. But prior to recruitment, position
description is necessary while selection includes all the activities, from the initial screening
interview to physical examination if required, that exist for the purpose of making effective
selection decisions.

POSITION DESCRIPTION

A complete, accurate and current position description is the foundation for planning and

conducting the recruitment effort.

Non discriminatory- One should never express a preference for certain age, race or
national origin. In very rare case sex can constitute a bonafide occupational qualification.

Valid- This means they are inherently job related and predict successful performance of the
job.

Defensible- This means they are recognized as legitimate in the field attached to the
position.

Objective and Measurable- It should be as objective and measurable as possible. The

more subjective qualification the greater the need to predetermine how it will be
qualitatively assessed.
 RECRUITMENT
Recruitment refers to the process of sourcing, screening, and selecting people for a job or
vacancy within an organization. Though individuals can undertake individual components of
the recruitment process, mid and large size organizations generally retain professional
recruiters.

The recruitment process in India is designed in such a way that each candidate gets the
desired profile according to its own choice. Place the candidate from the right profile, the
best job recruitment agencies, the solution is the end of most Indian job recruitment
agencies.

The job recruitment agencies in India involves identifying those posts, preparing the job
description and person specification, advertising, management of the response, the
prequalification process, organizing meetings, conducting interviews, making decisions, the
appointment and action. This means that a lot of time and resources must be invested
before the right candidate is selected.

Most recruitment agencies in India follow three stages in the recruitment process, which are
essentially short list of application, preliminary assessment and final interview and selection.

The recruiting India process may include a written test to judge the particular skills of a
candidate. In this case, the test must be carefully prepared, not to deviate from the subject.
Much can be found on the candidate's resume. A good presentation of his resume is in an
organized way and refined talk a lot on the individual. His mentality and attitude can be
judged according to his resume.

Then the interview, which is an important and crucial part of the recruitment process. The
person who takes the interview of the candidate must be well prepared in advance.
Concerns such as the location of the interview, the timing, structure of the question of
strategy, the style of taking the interview must be decided in advance, so that nothing is
excluded, and all subjects properly treated.

In addition, there are a number of things that must be taken into consideration in the
recruitment process. Until the final decision about a certain candidate is taken, it is
important to keep in regular contact with the candidate. The decision-making process
should not take too long to prevent candidates from taking any other occasion. An applicant
must be informed once the decision is made.
 GUIDING PRINCIPLES OF RECRUITMENT
Appropriate and effective recruitment strategies vary with each position. The length and
scope of the recruitment should be relevant to the position.

In setting the timeline for your recruitment, consider the wording carefully--there are
consequences to your choice.

 If you specify a recruitment deadline, you may not consider any applications received
after that date.

 If you indicate the position will remain open until filled, you must consider any
applications received until an offer has been extended and accepted.

 If you indicate "applications received by a certain date will be assured full

consideration," you can decide whether or not to review applications received after the
specified date. When using this wording, it is critical to establish a meaningful date.

Recruitment activities should include good faith efforts to solicit a diverse applicant pool and
affirm that race, sex, age, disability or veteran status will not be used to discriminate.

If the position is in a job group that is underutilized, by women or ethnic minorities,

additional targeted recruitment efforts should be undertaken.

All advertisements and position announcements should be consistent with each other,
reflect the qualifications identified in the position description.

Prior to recruiting for a position, ensure that you know what institutional policies and
procedures apply. Contact your HR Generalist before beginning recruitment.

If you wish to waive recruitment for faculty and unclassified positions, consult with the
appropriate HR Director or designee.
 RECRUITMENT STRATEGIES AND RESOURCES
HR Persons will assist search committees and hiring departments in developing recruitment
strategies for each vacancy. General guidelines for specific types of positions are listed
below.

Tenure-track Faculty

Scope of Search: National or regional

Recruitment Resources:

Discipline-specific journals, list-serves, professional associations

Personal contacts with colleagues, alma maters, and alumni associations

Position announcement mailings to doctoral-degree granting universities

Chronicle of Higher Education

Recommended Recruitment Period: At least 3 weeks after appearance of first

advertisement; at least 1 full week after publication of last advertisement

Unclassified staff, Director level and above

Unclassified (below Director Level) and Classified Staff

Scope of Search: Regional (for technical or paraprofessional positions) or local

Recruitment Resources:

Position announcement mailings to state employment offices, local vocational and

community colleges.

Recommended Recruitment Period

Unclassified: At least 2 weeks after appearance of first advertisement; at least 1 full week
after publication of last advertisement

Classified: Contact your HR Generalist for state requirements.

 POSITION ANNOUNCEMENTS
Purpose of the Position Announcements:

Provides applicants, hiring departments and search committees with a general idea
of the nature of the position, the terms and conditions of appointment, salary range,
reportage, and required application materials and application deadline.

Serves as a convenient mailer or flyer to advertise the position by direct mail.

General Guidelines for Developing Position Announcements:

 Use the recommended format, which is either printed on company’s own letterhead.
Limit the announcement to one page, using the reverse side of the page, if necessary.

 Provide enough information to give applicants adequate understanding about the

nature of the position. Identify required and preferred qualifications so that you solicit
qualified applicants and stimulate interest in the position.

 Provide notification of the company's EO/AA policy, and identify contacts for requesting
reasonable accommodation.

 Provide a contact name, address and phone number.

 Explain application requirements.

THE RECRUITMENT INDUSTRY

The recruitment industry has four main types of agencies. Their recruiters aim to channel
candidates into the hiring organization’s application process. As a general rule, the agencies
are paid by the companies, not the candidates. The industries practice of information
asymmetry and recruiters' varying capabilities in assessing candidate quality produces the
negative economic impacts.

Traditional recruitment agency

Also known as an employment agencies, recruitment agencies have historically had a
physical location. A candidate visits a local branch for a short interview and an assessment
before being taken onto the agency’s books. Recruitment Consultants then endeavor to
match their pool of candidates to their clients' open positions. Suitable candidates are with
potential employers.

Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate accepts a job with
the client company (typically 20%-30% of the candidate’s starting salary), which usually has
some form of guarantee, should the candidate fail to perform and is terminated within a set
period of time.

An advance payment that serves as a retainer, also paid by the company. In some states it
may still be legal for an employment agency to charge the candidate instead of the
company, but in most states that practice is now illegal, due to past unfair and deceptive
practices.

Online recruitment websites

Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV)
database. Job boards allow member companies to post job vacancies. Alternatively,
candidates can upload a résumé to be included in searches by member companies. Fees are
charged for job postings and access to search resumes.

In recent times the recruitment website has evolved to encompass end to end recruitment.
Websites capture candidate details and then pool then in client accessed candidate
management interfaces (also online).Key players in this sector provide e-recruitment
software and services to organizations.

The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal amount of
administration.
Online recruitment websites can be very helpful to find candidates that are very actively
looking for work and post their resumes online, but they will not attract the "passive"
candidates who might respond favorably to an opportunity that is presented to them
through other means. Also, some candidates who are actively looking to change jobs are
hesitant to put their resumes on the job boards, for fear that their current companies, co-
workers, customers or others might see their resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal recruitment efforts have
failed. Headhunters are generally more aggressive than in-house recruiters. They may use
advanced sales techniques, such as initially posing as clients to gather employee contacts, as
well as visiting candidate offices. They may also purchase expensive lists of names and job
titles, but more often will generate their own lists. They may prepare a candidate for the
interview, help negotiate the salary, and conduct closure to the search. They are frequently
members in good standing of industry trade groups and associations. Headhunters will often
attend trade shows and other meetings nationally or even internationally that may be
attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate placements
(sometimes more than 30% of the candidate’s annual compensation). Due to their higher
costs, headhunters are usually employed to fill senior management and executive level
roles, or to find very specialized individuals.

While in-house recruiters tend to attract candidates for specific jobs, headhunters will both
attract candidates and actively seek them out as well. To do so, they may network, cultivate
relationships with various companies, maintain large databases, purchase company
directories or candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using their Human
Resources department. In addition to coordinating with the agencies mentioned above, in-
house recruiters may advertise job vacancies on their own websites, coordinate employee
referral schemes, and/or focus on campus graduate recruitment.

THE RECRUITMENT PROCESS

These are the main recruiting stages.
Sourcing

Sourcing involves 1) advertising, a common part of the recruiting process, often

encompassing multiple media, such as the Internet, general newspapers, job ad
newspapers, professional publications, window advertisements, job centers, and campus
graduate recruitment programs; and 2) recruiting research, which is the proactive
identification of relevant talent who may not respond to job postings and other recruitment
advertising methods. This initial research for so-called passive prospects, also called same-
generation, results in a list of prospects who can then be contacted to solicit interest, obtain
a resume/CV, and be screened.

Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and
computer skills. Qualifications may be shown through resumes, job applications, interviews,
educational or professional experience, the testimony of references, or in-house testing,
such as for software knowledge, typing skills, numeracy, and literacy, through psychological
tests or employment testing.

In some countries, employers are legally mandated to provide equal opportunity in hiring.

Pitfalls of Recruitment

Candidates can sometimes be subject to undue pressure to accept a job or position by an

overly zealous recruiter or personnel person.

SELECTION
This is the process of choosing individuals who have relevant qualifications to fill vacant
positions. The process begins when a hiring department identifies the need to fill a position,
and ends when a person is hired to meet that need. What happens in the middle of the
process includes job analysis, position description development, recruitment, testing, and
screening, corresponding with applicants, Credentials verification, background
investigations, interviewing, reference checking, physical examinations, and the offer.

Discriminatory hiring practices could result in significant costs for the Company. Individuals
acting on behalf of the organization who fail to follow nondiscrimination policies may face
personal liability. Poorly designed or executed selection processes will generally fail to
identify the right person for the job, result in missed opportunities or delays in
accomplishing the mission of the organization, and lead to discrimination claims. Impolite or
incompetent interviewers, unnecessarily long waits, and lack of follow-up may cause
unfavorable impressions of the Company.

THE COST OF SELECTION

The cost of selecting performers who are inadequate performers or who leave the
organization before contributing to profits is a major cost of doing business. The cost
incurred in hiring and training any new employee is expensive sometimes in the thousands
of dollars. In 1983, the average cost per hire for exempt employees was more than $4600;
nearly $4700 if there was relocation. These cost incurred by the organization suggest that
hiring is very expensive activity and that any efforts the organization can make toward
minimizing turnover and hiring costs can pay dividends. Thus proper selection of personnel
is obviously an area where effectiveness (choosing competent workers who perform well in
their position) can result in large savings.

GUIDING PRINCIPLES OF SELECTION

The selection process exposes the organization or company to liability. Seeking training from
HR for anyone who participates in the process before beginning.

Provide reasonable accommodation in the application process to persons with disabilities.

Use a nondiscriminatory, valid, and consistently applied selection criteria/process. Use of a

rating guide is recommended. This is a form used to rate applications for a position based on
the required and preferred qualification as defined in the position description. Rating guides
simplify the paper screening process, ensure that applications are being evaluated against
the same criteria, and provide documentation which will be used to defend any challenged
outcome.

Once it is determined that an individual does not meet the established minimum
qualifications, she must be eliminated from further consideration. If you are unclear
whether or not an applicant possesses the minimum qualifications, it is appropriate to
conduct a verification phone interview. You may also ask applicants to include a cover letter
detailing how they meet the established qualifications as part of the application process.

Be able to justify every selection/nonselection decision with appropriate documentation

(e.g., the position description, applications/resumes, rating guides, selection criteria,
interview questions, and reference checks). This documentation should be forwarded to HR
Generalist after the search is completed.

Avoid prohibited pre-employment inquiries and interview contaminants.

Conduct reference checks as part of the selection process.

Remember that every applicant is a potential complainant.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to restrict an employer's ability
to choose the most qualified person. They are intended to ensure that employers use
criteria that are job-related and nondiscriminatory. Hiring departments and search
committees should use the appropriate guidelines to identify appropriate pre-employment
inquiries. Any questions regarding the appropriateness of specific inquiries should be
directed to the EO/Compliance Specialist.

TIPS FOR INTERVIEW PROCESS

Minimize Stereotypes – Provide interviewers with a job description and specifics on job
requirements. In the absence of specific information individuals may be more likely to make
stereotypical judgments about a candidate.

Job Related – Construct interview questions that are job related. Not having job related
interview questions will lower the validity of the interview process.

Train Interviewers – “Improve the interpersonal skills of the interviewer and the
interviewer’s ability to make decisions without influence from non-job related information.
Interviewers should be trained to:

 Avoid asking questions unrelated to the job

 Avoid making quick decisions about an applicant

 Avoid stereotyping applicants

 Avoid giving too much weight to a few characteristics

 Try to put the applicant at ease during the interview

 Communicate clearly with the applicant

COMMON INTERVIEW CONTAMINANTS

FEELINGS -- frequently carry more clout than fact. If you like a candidate, you may attach
attributes to her that don't actually exist.

MISSING DATA -- especially if the candidate isn't encouraged to fill in the gaps.

NEGATIVE BENT -- the tendency to focus on information which will automatically disqualify a
candidate, causing you to overlook his/hers strengths in the process.

SNAP JUDGMENTS can devastate the interview process -- remember that you gather
information during the interview and evaluate it afterwards.

IMPROPER QUESTIONS -- loaded, confusing, irrelevant or antagonistic.

INCOMPLETE/INAPPROPRIATE RECORD-KEEPING -- unless you carefully document the

interview, valuable material will slip through the cracks; avoid recording inappropriate
information (i.e., anything not related to the job) or statements based on your own
inferences.

STEREOTYPING -- a major problem. Focusing on the job rather than personal traits can offset
a tendency to categorize candidates.

THE HALO EFFECT -- a tendency to generalize one outstanding feature of a candidate as

representative of success in any endeavor, no matter how unrelated.

MIND SET -- your background, attitudes, motives, values, aspirations and biases.

CHEMISTRY or rapport between two people can contaminate the interview -- the basis of
your personal reaction to a candidate must always be evaluated in terms of the position
requirements.

REFERENCE CHECKS

Nearly 80% of what is needed

o be known about candidates can be learned through good investigative techniques.
Although privacy legislation has had an impact on the reliability of reference checks, they
remain a viable means of verifying applicant information. Appropriate checks are also
necessary to defend against charges of negligent hiring. Keep the following guidelines in
mind:

Obtain permission from candidates.

Inform candidates that reference checks and validation of credentials will be part of the
selection process.

A candidate may have valid reasons for setting some limits, and these limitations should be
respected.

The bottom line is that the candidate must allow some access to people familiar with their
work, or withdraw their candidacy.

If access is significantly candidate-controlled, she/he must understand that less restricted

checks will be made before any offer is extended.

Intentionally choose whom to contact. Consider the following guidelines:

 Call the references identified by the candidate.

 Seek permission to call persons who should know the candidate (e.g., current
department chair, departmental head, supervisor, vice president, colleagues, etc.).

 Complete enough calls for a full picture of the candidate to emerge.

Apply the following guidelines for determining what inquiries to make:

 All information considered in the selection process must be related to job performance.

 Request the same information regarding all applicants.

 Avoid asking references prohibited pre-employment inquiries.

 Focus on gaining information about the knowledge, abilities, skills and work behaviors
identified as being important to the position.

 Address significant gaps or missing elements in the candidate's application materials.

 Avoid being put off by scattered "negative" comments from references.

 Look for patterns of strength and limitations, and for indications of fit between the
person and the position.
 Not every comment should be given equal weight. Attempt to evaluate the reference's
perspective, how credible they may be, and how recently or how well they know the
candidate.

CORRESPONDING WITH APPLICANTS

All contact with applicants is important. A professionally conducted search process

predisposes qualified candidates to consider a company as a potential employer. The nature
and timeliness of correspondence contributes to the applicant's perception that a particular
company is a quality organization.

Typically, a recruitment and selection process will present the following opportunities to
correspond with applicants:

 Acknowledgement of application materials. An acknowledgement letter confirms that

the hiring department has received all or part of the required application materials,
identifies any missing materials which must be provided to ensure consideration, and
indicates the expected timeline for the selection process.

 Notification that application materials were received too late for consideration.
Informing persons that they will not be considered for the position is not only a
courtesy. It also serves as evidence that the applicant was not part of the applicant pool
from which selection decisions were made should the ultimate hiring decision be
challenged.

 Notification of a change in the timeline for selection. In order to keep good candidates
interested in the position, it is advisable to keep applicants informed should a change in
the selection timeline be necessary.

 Notification that an applicant is no longer being considered. As a courtesy to applicants,

particularly those for high level or particularly competitive positions, hiring departments
are advised to notify applicants when the screening process has eliminated them from
consideration. This may occur after any round of screening or interviewing.

 Appreciation for interview and rejection. Individuals who have been invited to campus
for an interview but are not offered the position should receive such a letter as a
professional courtesy.

 Letter of offer. Once a hiring decision has been made and discussed either in person or
by telephone with the finalist, it should be confirmed in writing. The individual should
confirm his or her acceptance in writing.
 Hiring departments should contact their HR Generalist for assistance in writing these
letters.

Guidelines
Depending on the type of position, a hiring department may decide to use a search
committee to manage the recruitment and selection process. The committee's role will vary
with the department, school, or administrative unit and type of position. The following
guidelines should be considered when using a search committee:
The decision to establish a search committee rests with the individual who has authority to
make a final offer for a position.
The search committee should be comprised of individuals who have some knowledge of the
position to be filled, are committed to equal employment opportunity, and have the
capacity for balanced judgment and discretion. Whenever possible, committees should
represent diverse backgrounds and perspectives.
Generally, the ideal size of a committee is relative to the position. For some positions, a
committee of 3 is adequate. For positions at or above the manager level, committees of 5-7
are more appropriate. Committees for positions at the Executive level may be significantly
larger.
A search committee chair should be appointed. Chairs should be selected for their ability to
provide leadership to the committee, a demonstrated understanding of the recruitment and
selection process, and their commitment to ensure a legally defensible process.
The committee should receive a formal charge, which establishes the scope of its
responsibilities. At a minimum, the charge should indicate whether or not the committee is
responsible for conducting interviews, and whether its recommendations to the hiring
official shall be in ranked or unranked order. Typically, a Company’s search committee
responsibilities include all or some of the following:
 Helping develop the position announcement, including the identification of minimum
and preferred qualifications, timeline and recruitment plan
 Completing recruitment and selection activities for classified and unclassified staff
positions

 Placing advertisements or conducting personal outreach

 Developing the selection procedure, including rating guides receiving applications,

corresponding with applicants, sending applicant information forms, and maintaining
the applicant record.

 Screening applications, conducting reference checks, determining a long or short list of

finalists

 Maintaining required search documentation

 Coordinating campus visits for interviews and/or conducting interviews

 Making recommendations to the hiring official

 Appointing one of the members, or using departmental staff, to act as search committee
secretary

PRACTICAL CONSIDERATIONS

Disagreements about the outcome of a selection procedure often arise because the process
for reviewing applicant materials was not agreed upon prior to the beginning of the process.
Committee members, including the committee secretary, should discuss and agree upon the
following practical considerations:

 When will review begin? Unless an inordinate number of applications are expected, it is
recommended that the review process begin after the date, which was advertised.

 Will initial review of applications for minimum qualifications be done by the committee
chair, secretary, or all committee members?

 Will committee members review every application, or will applications be divided into
groups that are initially reviewed by only part of the committee?

 Will the committee use a rating form? A rating guide is highly recommended, because it
can be used to defend against EEO challenges to the selection decision. In designing the
rating guide, the committee must decide whether they will use numerical scoring (and
whether it will be weighted or unweighted), qualitative scoring (for example, poor,
average, strong), or a combination of the two.

 Has the committee developed a plan for corresponding with applicants, including the
language for standard letters? Sample letters are available from your HR Generalist.

 Has an effective system been planned for filing and retrieving application materials?

 Where will committee members review the files? Will they need to come to the search
committee secretary or chair office? If so, is there adequate space and privacy for the
review?

 Has the committee established reasonable timelines for completing its review?

RECRUITMENT AND SELECTION GUIDELINES OF JBML

These guidelines are also called JBML RECRUITMENT RULES.

OBJECTIVE
The main objective of detailing guidelines is that the right type of personnel’s are recruited,
who fulfills the requisite job specifications for Recruitment including the desirable level of
qualification, skills/ experiences and competence which is essential for the sustained vitality
and growth of the organization.

APPLICABLITY AND SCOPE

The guidelines shall apply to the Managerial/ Executive/ Supervisors category of employees
in the pay scale/level, as announced separately in the classification of employees order.
Detailed job specifications, required to recruit the person at various Levels/ Grades.

RECRUITMENT

Recruitment shall be resorted for induction of talent from outside, when suitable Candidates
are not available from within the organization or upon a specific demand of the post is such
that it has to be filled up from the open market.

SOURCES OF RECRUITMENT

From within organization through Transfers;

 Through Employment Exchanges

 Through Placement agencies/ Consultants

 Through open Market Advertisements

 From Engineering /Management / Educational Institutes.

 Through E-mail sources viz Naukri.com etc.

 Through Contractors /Suppliers etc.

 Through referred cases, relatives / friends etc

General

All recruitment shall be done exclusively on merit basis only Except experienced personnel
maximum age for recruitment shall be 28 years of age & Minimum 18 years.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL

Each person is expected to fulfill the requisite job specifications / as required for the
position before his candidature is considered for the post. Age requirement at entry point
with 10+2 qualification shall be around 20 years and for Graduate / Post graduate /
Professional Qualification shall be between 21 years to 25 years for a fresher. The upper age
limit for recruitment of experienced personnel shall normally be not more than 45 years.

AGE OF SUPERANNUATION

Normally the age of superannuation shall be 60 years for all classes of employees. In order
to streamline the recruitment age and to ensure that no person is retiring on his birthday, all
employee shall be retiring only on first day of the next month in which he attains the age of
superannuation.

EXTENSIONS IN SERVICE

In case any employee requests for extension of services on attaining the age of
superannuation, i.e., 60 years, or management wishes to retain his service in the interest of
the organization, subject to medically fitness, the management at its sole discretion, may
grant such extension of service for one year at a time, However, a management may also
consider reappointment of a retired employee on a contract basis. However such a person
shall be entitled to a consolidated amount and contracted facilities/ perquisites only. He
shall not be entitled to any other facility/perquisite as applicable to other regular
Executives/ Employees of the company of his cadre.

REQUISITION FOR RECRUITMENT OF PERSONNEL

All HOD’s / Sectional Heads shall raise a requisition in the prescribed format, as per
sanctioned manpower and duly approved by competent authority.

STANDARD APPLICATION FORM

Candidates application screened / short listed are required to fill in the prescribed
application form in their own handwriting and submit the same to HR Department along
with a passport size photograph, photocopies of certificate and testimonials etc, in support
of their Age, Qualification, Experience conduct etc.

LETTER OF APPOINTMENT:

Every candidate selected and appointed in Executive Cadre shall be issued a letter of
appointment as per the Standard Format placed.

SERVICE AGREEMENT
Experienced personnel recruited in Executive cadre may be required to execute a service
agreement to serve the organization at least for a period of two years, after joining the
service of the company.

ANTECEDENT VERIFICATION

Each Candidate should state names along with contact address Telephone number etc of at
least 2 persons (not in relation), who can be referred by the employer to verify candidate
antecedents etc, in the application form itself, out of which one should be preferably of
immediate past employer.

SCRUITINY OF APPLIACTION

All application received from the candidates, shall initially be screened by HR Department
Recruitment section to ensure that candidate fulfills the job specifications and there after
send the screened applications to respective HOD / Requisition authority for detailed
screening and ensuring that the candidate meet their requirement and return such screened
applications back to

H R Department for further action to request and fill the vacancy.

APPLICATION BLANK FOR EMPLOYMENT

All applicants, who have been short listed for an appointment in the Company, shall be
required to complete an Application Blank for Employment in his own handwriting.
 RECRUITMENT AND SELECTION POLICIES FOR EXECUTIVE AND
MANAGEMENT TRAINEE
SCOPE & OBJECTIVES:
Keeping in the view the existing and expansion needs as well as to meet the competition
JBML needs well qualified and talented personnel in various discipline of Production,
Quality, Sales, Supply chain, Warehousing, HR and Finance & A/c’s, etc. In view of that it has
been considered desirable to induct fresh entrants as ET’s/ MT’s so as to mould and develop
them as per organization need and to frame guidelines to Recruit, Select and provide
effective Training to new entrants, so as to ensure that each one of them shoulders
appropriate responsibility and produce desired results.

TITLE & APPLICABILITY

This scheme shall be called as ET/MT scheme which interlaid include CA’s, MBA’s, Diploma,
Engineers, ITI and Commerce discipline candidates and shall come into force, w.e. from 1 st
April 2007. All such Trainees recruited shall be placed in Executive Cadre (E- Cadre).

TRAINING AND STIPEND

Candidate recruited as Trainee shall undergo six month training. Their job specifications and
level shall be as stated here under:-

MANAGEMENT TRAINEE:

Minimum qualifications

MBA’s from ‘A’ &’B’ class Management Institutes

B tech Engineers

Training Duration

Total 6 months unless extended by another 3 months, in no case training period shall
exceed for 9 months

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including organizational
setup, orientation and exposures to organizational Rules and Regulations

Next 2 ½ months- On the job training in various Departments on rotational basis so as to

know all the functions of the organization.
Next 3 months- On the job/ under study /Training in the parent Department where the
Trainee has to be placed finally. To be trained in detailed working and in depth studies &
working of that department.

EXECUTIVE TRAINEE:

Training Period: 6 months extended by another 3 months not beyond that

ICWA’S/Bright Commerce Graduate with min 50% pass marks

MBA’s from ‘C’ class & below level Management Institutes.

Diploma Holder of minimum 1 year duration of respective vocation/ Profession after

Graduation

Training Schedule

First Fortnight- General Overview and theoretical training/visits etc including organizational
setup, orientation and exposure to organizational Rules and Regulations

Next 2 and ½ months- On the job training in various Department on rotational basis so as to
know the all the functions of the organization

Next 3 months- On the job/ under study / Training in the parent Department, to be trained
in detailed working and in depth studies & workin of that department, where he has to be
placed initially.

Age:

The age limit of trainee shall not be above 25 years of age at the time of selection. However,
this can be relaxed by 3 years in the case of CA’s/ICWA’s/Professional Trained personnel.

Review:

Progress of each trainee shall be reviewed by a committee consisting of Guru/

Supervisor/HOD/Trainer and a HR representative every quarter.

Recruitment:

Recruitment of MT;s/ET/s shall be done on a continuous basis. However, campus

recruitment shall be encouraged for this level of personnel. To impart effective training
recruitment of MT’s and ET’s shall be done twice a year, keeping into view the manpower
requirement of the organization.
Service Agreement

As company incurs a substantial costs on training the personnel, all Trainees, shall have to
execute a service agreement with the company for a minimum period of two years after the
completion of scheduled training period.

Progress Report:

Each trainee shall submit a Monthly Report to Training Manager about his Training work,
difficulties and suggestions made. As stated in Para 4 and in order to keep a watch on the
progress of each trainee there shall be a Quarterly Assessment by the concerned
Guru/Supervisor and Training officer about the learning and progress of the Trainee. Every
quarter each trainee shall undergo Performance Review so as to assess his learning and get
feedback about his adjustment in the organization and if needed counselling session shall be
held with the Trainee.

Each trainee shall undergo a written Test upon completion of Training and only trainees who
have got constantly a ‘Good’ rating shall be withdrawn from the training scheme and be
placed in appropriate level/ Grade.

Training Module

Training modules for each trade shall be announced and circulated by the Training
department from time to time.

Implementation of Training Scheme

Training scheme shall be coordinated by Training Manager/ H R Department, and shall be

reviewed periodically on need based.

Placement of Trainees Upon withdrawal from Training

Each person upon successful completion of training shall be placed in the company’s
Executive cadre and in regular pay scale as per the service agreement / Company pay
structure.

Service Conditions

All Trainees engaged in Executive Cadre shall be governed by the Service Rules of the
company and the terms and conditions laid down in their letter of appointment and service
agreement which they shall be required to be executed at the time of joining the company.
 FLOW CHART FOR

RECRUITMENT AND SELECTION IN JBML

Manpower planning

Requirement Generation (Allotted Vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CVs screened by HR Department along with Business

Head)

Selection Procedures (Initial interview by HR Department/Finalization

by Business

Head/Executive Committee/CMD)

Joining and Induction

Orientation

Placement

Appraisal
RECEIPE FOR A SUCESSFUL RECRUITMENT AND SELECTION PROCESS
 Develop a written job description, which clearly articulates the essential elements of the
job.

 Establish valid, job-related criteria which are as objective and measurable as possible.

 Find qualified and diverse applicants by casting your recruitment net far and wide.

 Evaluate all applicants by the same criteria.

 Never make prohibited pre-employment inquiries.

 Safe questions are those which are clearly job-related.

 Establish and retain documentation supporting all selection or rejection decisions.

The process of recruitment and selection of staff occurs within a student affairs culture
shaped by many external and internal forces. Such forces should be considered in every
search process. Whereas many external forces are common among institutions, internal
forces that are unique to the institution impact most campuses. These forces should be
considered in the recruitment and selection procedures.

Every administrator should consider applicable laws whenever conducting search processes.
However, the overriding institutional policies should be considered in all circumstances. It is
wise to consult with the campus personnel office before undertaking any recruitment and
selection process. Once the campus personnel office has been consulted, the recruitment
and selection process may begin. Following are 12 steps that every effective search process
should include:

1. Assess the Need For and Establish the Purpose of the Position

The institution's goals and mission statement should be clearly defined and understood
prior to conducting a search for qualified individuals. It should also emphasize the people
oriented nature of the organization.

2. Perform a Position Analysis

Every student affairs division should identify the characteristics and requirements of the
vacant position and the personality traits that would most benefit the individual who
assumes the position. It is important to create a profile that best fits the position in the
context of the institution's culture.

Whether the position is new or recently vacated, there must be a careful determination of
why the position is needed, precisely how it will assist the division and the institution in
achieving its goals and mission, how it relates to other positions in the division, and what
skills and other abilities are necessary to carry out its responsibilities.

Finally, the position analysis should include a judgment as to whether other positions in the
division should be reconfigured in light of the vacancy.

3. Prepare the Position Description

The division should first establish a hiring profile, consistent with the idea of choosing the
person who would best fit the position. It is imperative that a position description clearly
defines the institution's goals, including the definition of student services, and that
employees are selected based on personality and chemistry that fit the defined services and
goals.

The division should offer leadership that embraces the concept and reality of the defined
goals and practice them every day. It should also simplify operations so the "people
element" shines forth and stamps the institution.

The job description should indicate the need for the position in light of the institution's
goals. It also should make clear to other members of the unit in which the work is to be
performed, what is expected of the new member.

The position description should take heed of ethical consideration in regards to ethnic,
gender, and minority bias. It should be written so that it does not systematically eliminate
members of underrepresented groups such as women and minorities. For example, because
women's career paths are more often marked by absences related to maternal and family
responsibilities, the expectation that an applicant's record show a steady progression of
positions with increasing responsibilities is more likely to attract men than women.

In writing a job description, one should avoid "must statements" such as "the candidate
must possess a Ph.D.". Use of such statements creates unnecessary limitations in the event
the most successful candidate does not meet the qualifications that have been described as
a "must."

At a minimum a position description should include:

 Position title
 Credentials or position specifications

 Administrative location of the position

 Physical and working conditions

 Goals for the position

 Work activities

 Procedures and conditions of employment

 Institutional and divisional performance expectations

4. Appoint and Empower the Search Committee

The integrated staffing model suggests the use of a search committee to recruit and select
staff. Search committees are most frequently the mechanism used to carry out recruitment
and selection processes Composition of committees varies depending on the functional area
and level of the position. Persons frequently included in search committees were:

 Student affairs staff outside the department with the vacancy

 Staff from non-student affairs areas of the institution

 Students

 Faculty members

 Professional staff in the area/department with vacancy

 Support staff in the area/department with vacancy

According to Winston and Creamer (1997), as the level of responsibilities of the vacant
position increases, the search committee members should be more widely representative of
the entire campus and outside community. Search committee membership may be
comprised of many different constituents. Care, however, should be exercised to keep the
committee small enough that it can communicate and function effectively. Large
committees have difficulty in just scheduling meetings, such less providing opportunities for
everyone's active participation. Large committees may impede timely reviews of
applications, which may result in having highly qualified candidates withdraw because they
have received offers from competing institutions.

As search committees tend to be ad hoc committees, members may not know precisely
what is expected of them. The committee's duties and the role of the hiring authority should
be clearly stated in writing.
The empowering official shall clarify the following responsibilities with the search committee
members:

 Select a search committee chairperson

 Prepare the position description (this responsibility is sometimes fulfilled prior to

appointment of the search committee)

 Determine the timeline of the search process

 Prepare the position announcement

 Advertise the position

 Manage the overall search process

 Determine the finalists

 Make arrangements for interviews

 Make or recommend the final decision

5. Prepare the Position Announcement

This crucial step informs all who are interested in the position precisely what the search
committee is looking for in clear and unambiguous language. The announcement should
include such information as:

 Title

 Location and demographics of the institution

 Supervisor

 Mission of institution and division

 Contributions expected by the staff member toward the accomplishment of these

missions

 Goals and work requirements of the position

 Minimum education

 Experience and knowledge requirements

 Conditions of employment

 Date for beginning of review process

 Individual and office to contact for further information

6. Advertise the Position
The student affairs division should evaluate all possible avenues for advertising a position
vacancy. Limited budgets may determine the means by which a position vacancy is
advertised. Therefore, it is important to consider carefully which advertising medium is most
likely to target the audience most important to reach. Possibilities to consider are

 Campus resources such as publications, offices, employee referrals, web-sites, or

electronic bulletin boards

 Local newspapers

 Word-of-mouth

 Employment agencies

 Mass media advertising (radio, television, etc.)

 Professional lists

 Professional journals and web-sites.

 Professional placement conferences and exchanges.

 The Chronicle of Higher Education - The Chronicle of Higher Education is generally

thought to be the most helpful medium in higher education though it may not be read at
all institutions. The Chronicle is distributed in both paper and electronic form.

Extra care should be taken to ensure that the announcement reaches potential minority
candidates.

7. Conduct the Search

The individual and office listed in the position announcement should receive all applications
from candidates. Acknowledgment of the application should be sent to both the applicant
and the search committee. All correspondence and activity should be recorded in a log to
ensure careful tracking of the candidates' materials and status.

Applicants that the division would normally judge unacceptable suddenly seem desirable
when the need to hire a body, "any body", becomes severe. The division will face a natural
temptation to short-circuit the standard screening process and hire a replacement
immediately.
One way to avoid such crisis hiring is to encourage qualified individuals to submit
employment applications even when the division has no current job openings.

8. Screen the Applicants

Screening of applications should be conducted from the beginning of the search process,
and reviews should begin immediately following the announcement. The division should
test to ensure that each applicant fits the profile and hire a person who fits the profile
remembering that good selection reduces turnover, training and recruitment costs, and
thereby produces stability, consistency, low operating costs and an ability to increasingly
reward desired behavior.

Selection methods that focus both on crucial requirements and organizational culture
include:

 Interviews

 Biographical data

 Work samples

 Self-assessment

 Personality tests

 Cognitive abilities

 Physical abilities

 Use of an assessment centre

 A thorough literature review concerning the screening of resume.

9. Arrange the Candidate Interviews

Once the applicant pool has been screened and individuals to be considered are identified,
interviews should be arranged with those candidates. Often, the size of the departmental
recruitment budget will determine both the type and the number of interviews that will be
conducted. Many times, institution with limited budgets will begin the interview process by
conducting telephone interviews. Telephone interviews can be held with either an individual
or a group of people as the interviewer. If a group of people interviews the candidate,
arrangements should be made to conduct a conference telephone call with the candidate.
If an institution is fortunate to have a healthy recruitment budget, the search committee
may wish to invite one or more candidates to visit the office and participate in the interview
process in person.

 Arrange and confirm dates and times with candidate

 Develop the interview schedule and confirm with all individuals who will be involved in
the interview process (provide a final copy of the schedule to the candidate, the
interviewers, and the search committee members)

 Arrange for escorts to and from all interviews

 Arrange overnight accommodations if necessary

 Arrange for transportation if necessary

 Arrange for a campus host (and pick up from airport, train station, etc. if necessary)

 Arrange for any meals provided outside of the interview schedule if necessary

 Develop an evaluation tool for all interviewers to use upon completion of the interview

 The candidate should be reimbursed for all travel related expenses incurred in order to
attend the interview unless other arrangements have been made.

10. Interview the Finalists

Interviewing an applicant from a resume can lead the search committee to overvalue assets
and never see liabilities. The purpose of the applicant's resume is to highlight assets and
hide shortcomings. Most applicants do not overtly lie on their resumes; they just omit
negative information. Unsuccessful short-term jobs, reasons for leaving and dates of
employment are the items most frequently omitted from resumes.

As a result, interviews must be conducted from completed employment applications. The

search committee should never grant an interview to an applicant who has not fully
completed an application form. Interviews are most effective when they include questions
based on a careful analysis of job functions. Interviews should be consistent from candidate
to candidate and should evaluate a candidate's interpersonal and communication skills.

Interviews should involve multiple interviewers. It is always instructive to see how different
interviewers give different points of view on the same applicant, which leads to a better
overall hiring choice. Additionally, it is easy for search committee members to forget some
of the material that was covered in the interview. It is useful to document every interview
session and to have one interviewer from each interview team provide brief notes
regardinons should not prevent any recruitment staff from conducting thorough reference
checks on all prospective new hires.

CERTAIN DO’S AND DON’T IN RECRUITMENT AND SELECTION

DO’S:

Be fair at the time of decision making for the final selections as well as salary.

Always cross check the references and the information provided by the candidate

Place a person according to his qualification and experience

Lessen the grievance of each employee and take decision according to natural law of justice.

DON’T:

Don’t get influence by outsiders at the time of outsiders at the time of requirement

Don’t be judgmental on personal basis

Don’t promise anything which will go against the ethos of the organization
 OBJECTIVES OF RECRUITMENT AND SELECTION
1. Hire the right person.

2. Conduct a wide and extensive search of the potential positive candidates.

3. Recruit staff members who are compatible with the organization’s environment or
culture.

4. Hire individuals by using a model that focuses on learning and education of the whole
person.

5. Place individuals in positions with responsibilities that will enhance their personal
development.
 RESEARCH METHODOLOGY

This section includes the research methods, their rationale, validity, reliability, sample size,
alternatives and limitations faced during primary research.

 To know about the various needs of staff and what they want from their job.
 To discuss what steps do managers to take the motivate their staff and fulfill their
needs.

 To gauge the impact of staff motivation on employee productivity.

Primary Research

I have chosen different tools to collect primary data including questionnaire, interviews etc.
The main objectives were to collect.
 DATA ANALYSIS & INTERPRETAION
DATA INTERPRETATION:

The questionnaire was prepared for the purpose of getting feedback from the employees
and manger regarding ‘’Recruitment and selection procedure’’ of their company. 30
employees were selected from the different department and were distributed questionnaire
from the purpose of the study.

ANALYSIS OF DATA:

The analysis is done as per the survey finding. The data is represented in graphically in
percentage. The percentage of the people opinion were analyzed and expressed in the form
of chart and have been placed in next view pages.

ANALYSIS AND INTERPRETATION

1. Does your company follow formal recruitment process?

Yes No Can't Say

88%

10% 2%

From the above diagram it is quite clear that employees of JBML (88%) are satisfied by the
recruitment and selection procedure followed by the company. However there can be some
changes introduced in the procedure which are suggested by the employees to improve the
recruitment and selection policy of the company.

2. When does your company hires new employees?

Immediate Need
22%

Yearly Basis
4%

Both
74%

From the above diagram we can see that there were mix responses from the employees
regarding the above mentioned question. 74% said that company is hiring employees
annually as well as according to the company needs but 22% of my sample size believes
company hires according to the need of the organization and 4% says that JBML employs on
yearly basis.

3. Which sources of recruitment your company should follow?

3%

20%
31%
Promotion / Transfer
Consultancy
Campus Placements
References
Any Other

31% 15%
There are various ways of recruiting candidates in the JBML.

Some of the sources used by them are promotion, internal referrals and consultancy firms.

From the chart it is clear that employee of JBML are in favour of Campus placements and
promotion and transfers.

4. What criteria do you think should be used for selection process?

0%
2%
Written test
38%
Personal Interview

Written test and

Interview
60% Any Other

JBML practices panel interview for selecting a candidate but from the chart it is clear that
60% of employees want written test along with the interview to select a candidate.

No employee is in favour of written test only and some have suggested that even physical
examination should be included while selecting the candidates along with written test and
interview.

5. According to you, 3 rounds of interview in JBML are essential for an effective

recruitment process.
 0%
13%

25%

62%

0%

Strongly Agree Agree Can't Say Disagree Strongly Disagree

Interpretation:

62% (10 in number) of the departments disagree with the statement that 3 rounds are
essential. It depends upon the position for which the interview is being conducted.

6. Were you given same job description as discussed in the Interview?

2%

Yes
No

98%

Almost all the employees got the specified jobs offered to them. This implies that the JBML
have the organized manpower planning and well organized recruitment policy.

From the chart it is crystal clear that the candidates get exactly the same job as described.
So from JBML perspective it is a good sign for the overall growth and development. There
were some employees around 2% of my sample study who were against the above
mentioned point.

7. According to you on what basis candidates should be evaluated for selection?

 All Three
22%
Family
Background
10%

Academic
Qualification
32%

Experience
36%

The above diagram clearly depicts that the employees prefer Experience as a criteria to
select the candidate. Next they consider academic qualification should be given importance
while selecting a candidate. Only 10% are in favour of family background to be used as a
selection criterion by the company.

8. Do you think physical examination should be included in selection process?

Can't Say
6%

No
24%

Yes
70%

The physical examination discloses the physical characteristics of the individual that are
significant from the standpoint of his efficient performance of the job that he may be
assigned.

Accordingly 70% of employees are in favor of physical examination to be included in the

selection procedure because they believe it will ensure higher standard of health and
physical fitness of the employees and will reduce the rates of accident, labour turnover and
absenteeism.

9. Are you satisfied with the overall recruitment & selection process of your company?

40%
Satisfied
Neutral
50%
Dissatisfied

10%

From the above figure, it is quite clear that out of my sample size , 50% are those who are
not satisfied with the recruitment and selection policy followed by JBMLand have suggested
some measures to improve them. 40% were those who were satisfied by the policy and 10%
were those who were not able to comment on it.

10. Which of the following factors mentioned below you think have a beneficial effect
upon the ability of JBML to attract and retain good employees?

Salary Package
Brand Name
Career Growth
Good Working Environment

31%

.
15%

24%

30%

From the above chart it can be understood that most of the employees are inspired by the
career growth and salary package of the JBML. Its clear from the chart that Brand name is
also important factor which is a motivating force for the employees of JBML. Only 15% of
the employees consider working environment in JBML to be a motivating factor.

RECOMMENDATIONS
My study of the recruitment and selection processes at JBML generated the following findings:

 The recruitment process at JBML is in line with the recruitment policy of the company. The
entire process works exactly as it should according to the policy.
 The recruitment process i.e. the activity of generating the pool of perspective employees, is
similar for all entry – level positions. However the selection process is unique for every
position. The recruitment process at JBML is shown in above flowchart.
 The human resources department maintains the blanket count of personal in each
department and is responsible for filling up vacant positions in all departments
throughout the organization.
 The recruitment and selection activity is centralized and is conducted by the human
resources department at JBML head office.
 Different sources of recruitment for every position has been tried and tested over the years
at JBML and at present every position has one unique source of recruitment, which is
always resorted to.
 Walk-ins are always used as a source of recruitment for junior level. JBML has earned a good
name for itself in the entire country and hence huge pool of candidates is created
through this source. However the hiring/applicants ratio is very low. This is because a lot
of unsuitable candidates also show up for interview. This leads to wastage of time and
effort.
 JBML can improve its recruitment and selection process with the advices mention below and
can increase the sources of recruitment for selecting the right pool of candidates.
 Employment Cycle

Possible vacancy identified

Recruitment
Analysis carried out to see if the job has changed or it still needed

Job description drawn up

Person specification drawn up

Advertisement designed and issued

_________________________________________________________

Short listing

Selection
Interviews

Appointment offered

Induction
Employment

Training, development & appraisal

______________________________________________________________

Exit
Resignation or retirement
Not only recruitment and selection phase but also other phases (employment phase and exit
phase) of employment cycle can be improved if all phases are properly interlinked with each
other, as shown in above figure.

At the time of recruitment, when a possible vacancy occurs, it is a good idea to look at
the post that is being vacated to see:

 Are the functions that were being carried out still going to be needed?
 Is the position changing such that new skills will be needed in the near future?
 Can the job be combined with another job that may also be undergoing a change?
Only after checking all these points, go ahead with other parts of recruitment phase.

In case of job description, check the following points:

 Formal job description

 Does it fit the pattern?

In case of advertisement designed and issued:

 Where would you advertise your job in order to attract suitable candidates?
 How would you word the advertisement?

At the time of selection, first comes short listing and after this interview.

In case of interview, check the following points:

 Structure of interview (one-to-one interview, two-to-one interview, panel interview)

 Feasibility of interview pattern
And after this, last part of selection phase that is appointment offered comes.
 Scope of the study
The Benefit of this research is that it helped to gain knowledge and experience

And also provided the opportunity to study and understand the prevalent recruitment and
selection procedures:

The key points of my research are:

 To study the facts about Jai Bharat India Ltd.

 To understand and analyse the various IRPM factors including recruitment and
selection at Jai Bharat India Ltd

 To suggest any measures/recommendations for the improvement of recruitment

and selection procedure.
 BIBLIOGRAPHY:
REFERENCES

BOOKS:

Human Resource Management (Dwivedi R S)

Personnel/Human Resource Management (Gupta C B)

Human resources management & Industrial relations (Rao, P. Subba)

Organizational Behaviour 2nd edition

WEBSITES

www.jbm-group.com

www.google.com

www.hrcite.com

www.wikipedia.com
 APPENDIX

QUESTIONNAIRE

DEPARTMENT

DESIGNATION

1. Does your company follow formal recruitment process ?

a) Yes

b) No

c) Can't say

2. When does your company hires new employees ?

a) Immediate need
b) Yearly basis

b) Both

3. Which sources of recruitment your company should follow ?

a) Promotion / Transfer
b) Consultancy

b) Campus Placements
d) References

4. What criteria do you think should be used for selection process ?

a) Written test
b) Personal Interview
b) Written test and Interview
d) Any Other………………………………………………………………..

5. According to you, 3 rounds of interview in JBML are essential for an

effective recruitment process.

a) Strongly agree b) Agree c)Can’t say

d) Disagree e) Strongly disagree

6. Were you given same job description as discussed in the Interview?

a) Yes b) No

7. According to you on what basis candidates should be evaluated for

selection ?

a) Academic Qualification
b) Experience

b) Family Background
d) All of the above

8. Do you think physical examination should be included in selection

process ?

a) Yes b) No
c) Can't say

9. Are you satisfied with the overall recruitment & selection process of
your company ?

a) Satisfied b) Neutral

c) Dissatisfied

10. Which of the following factors mentioned below you think have
beneficial effect upon the ability of JBML to attract & retain good
employees?
a) Salary Package
b) Brand Name

b) Career Growth
e) Good working environment

c) Any Other……………………………………………………………..

11. According to you, the recruitment department in your organization is

efficient enough.

a) Strongly agree b) Agree c)Can’t say

d) Disagree e) Strongly disagree

12. The salary offered at the time of interview to the candidates is at par
with the market rate.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly disagree

13. You are satisfied with the recruitment process in your organization.

a) Strongly agree b) Agree c) Can’t say

d) Disagree e) Strongly disagree

14. Suggestions (if any, to improve the Recruitment Process)

______________________________________________________
___________

______________________________________________________

______________________________________________________
______________________________________________________

Thanks…………….