PROJECT REPORT

ON

A STUDY ON RECRUITMENT & SELECTION

OF KIA MOTORS LTD.

SUBMITTED UNDER PARTIAL FULFILLMENT OF A

REQUIREMENT FOR THE AWARD OF THE DEGREE
MASTER OF BUSINESS ADMINISTRATION

Submitted To: Submitted By:

FACULTY OF MANAGEMENT STUDIES

MANAV RACHNA INTERNATIONAL UNIVERSITY
FARIDABAD, HARYANA
 CERTIFICATE

This is to certify that the project titled ___________________________________

__________________________________________________________________submitt

ed for partial fulfillment of the MBA program (Faculty of Management Studies, Manav

Rachna International Institute of Research and Studies), embodies original work done by

me. It has been conducted during Internship Program in ______________ 20_____.

Signature of the Student

Name (in Capitals) : ___________________________________

Roll Number : _________________________________

Signature of the Faculty Guide :

Name (in Capitals) :

Designation :

Signature of the Dean :

 ACKNOWLEDGEMENT

I am highly indebted to the officials of Kia Motor India for allowing me to undertake this

Project as a part of my curriculum of Master of Business Administration.

As part of the project, I render my regards to my project guide Mr. Parveen Gara (GM-

Sales) for the guidance and direction given by him in the preparation of this project. I

would like to record my gratitude to ………………….. for consistent support extended

by them to me during project study. I am humbly thankful to all the staff of Central

Marketing Office for giving me the necessary inputs at various stages of my project. My

sincere thanks to my guide …………………….. for her invaluable co-operation and

suggestions at every stage of this project without whom this would not have been

completed.

I would fail my duty if I do not express my feelings towards my father ………………….

who have been my part & parcel during the whole project & without their blessings,

inspiration & good wishes I would have never completed my exhaustive research work.

(ANKIT GOEL)  
 ABSTRACT

On the HR front, productivity can be improved by ensuring that the organization attracts
the best talent at the lowest possible cost. This objective translates in to the adoption of
the best recruitment and selection methods and instituting measures to retain and develop
them. Further, a quantitative measurement or recruitment and selection effectiveness has
to be conducted to prove one’s point with respect to qualitative measure to improve HR
effectiveness, the field in still in its nascent stage. The objective of this study is to analyze
the Recruitment and Selection practices and strategies in Kia Motor India.

The primary objective is to analyze how the overall recruitment and selection is done in
the company during the year. The primary objective is well supported by a secondary
objective which aims at the in-depth study of those procedures which affects the
Recruitment and Selection practices. Human Resources Development is a framework for
the expansion of human capital within an organization. Human Resources Development
is a combination of Training and Education that ensures the continual improvement and
growth of both the individual and the organization. Adam Smith states, “The capacities of
individuals depended on their access to education”. Kelly D, 2001 Human Resources
Development is the medium that drives the process between training and learning.

Human Resources Development is not a defined object, but a series of organized

processes, “with a specific learning objective” (Nadler,1984) Human Resources
Development is the structure that allows for individual development, potentially
satisfying the organization’s goals. The development of the individual will benefit both
the individual and the organization.

Recruitment is the Process of finding and attracting capable applicants for employment.
The Process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of application from which new employees are selected.

The recruitment process begins when you know you need someone new in the
Department, either because an existing staff member has left, or because there is new
work to be done. It doesn’t finish until after the appointment has been made.
Recruitment and selection at Kia Motor India is the process of identifying the need for a
job, defining the requirements of the position and the job holder, advertising the position
and choosing the most appropriate person for the job. Retention means ensuring that once
the best person has been recruited, they stay with the business and are not “poached” by
rival companies.

Undertaking this process is one of the main objectives of management. Indeed, the
success of any business depends to a large extent on the quality of its staff. Recruiting
employees with the correct skills can add value to a business and recruiting workers at a
wage or salary that the business can afford, will reduce costs. Employees should therefore
be carefully selected, managed and retained, just like any other resource.

It also requires to create and maintain employee's file individually with all the personal
data, certificates, passport size photographs, a copy of offer letter, appointment letter,
resignation letter, salary slip.
 TABLE OF CONTENTS

S.No. Chapter Name Page No.

1. CHAPTER -1 INTRODUCTION

2. CHAPTER - 2 RESEARCH METHDOLOGY

3. CHAPTER – 3 RESULT & DISCUSSION

4. CHAPTER – 4 CONCLUSION &

RECOMMENDATION

5. CHAPTER – 5 IMPLICATIONS FOR FUTURE

RESEARCH

6. APPENDICES

7. BIBLIOGRAPHY
 CHAPTER – 1
INTRODUCTION
INTRODUCTION TO TOPIC

Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing the
most appropriate person for the job. Retention means ensuring that once the best person
has been recruited, they stay with the business and are not “poached” by rival companies.

Undertaking this process is one of the main objectives of management. Indeed, the
success of any business depends to a large extent on the quality of its staff. Recruiting
employees with the correct skills can add value to a business and recruiting workers at a
wage or salary that the business can afford, will reduce costs. Employees should therefore
be carefully selected, managed and retained, just like any other resource

The recruitment process

A vacancy presents an opportunity to consider restructuring, or to reassess the

requirements of the job. This assessment is valid whether it is to fill an existing job or a
new one. Ask questions such as:

• has the function changed?

• have work patterns, new technology or new products altered the job?

• are there any changes anticipated which will require different, more flexible skills from
the jobholder?

Answers to these questions should help to clarify the actual requirements of the job and
how it fits into the rest of the organization or department. Exit interviews, or consultation
with the current job-holder and colleagues may well produce good ideas about useful
changes.
Writing a good job description or job specification helps in the process of analyzing the
needs of the job.
Job description/job specification

This should detail the purpose, tasks and responsibilities of the job. A good job
description should include:

• main purpose of the job - try to describe this in one sentence

• main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining',
'calculating', instead of vaguer terms like 'dealing with', 'in charge of'

• scope of the job - expanding on the main tasks and the importance of the job. Job
importance can be indicated by giving information such as the number of people to be
supervised, the degree of precision required and the value of any materials and equipment
used.

A good job description is useful for all jobs. It can help with induction and training. It
provides the basis for drawing up a person specification - a profile of the skills and
aptitudes considered essential and desirable in the job-holder. It enables prospective
applicants to assess themselves for the job and provides a benchmark for judging
achievements.

Person specification

Drawing up the person specification allows the organization to profile the ideal person to
fill the job. It is very important that the skills, aptitudes and knowledge included in the
specification are related precisely to the needs of the job; if they are inflated beyond those
necessary for effective job performance, the risk is that someone will be employed on the
basis of false hopes and aspirations, and both the employer and employee will end up
disappointed in each other

Another good reason not to set unnecessary requirements is to avoid any possibility of
discrimination against particular groups of potential applicants. The very process of
writing a job and person specification should help the employer to develop and
implement a policy of equal opportunity in the recruitment and selection of employees.
Factors to consider when drawing up the specification include:

• Skills, knowledge, aptitudes directly related to the job

• The length and type of experience necessary

• The competencies necessary

• Education and training but only so far as is necessary for satisfactory job performance,
unless the person is being recruited on the basis of future potential (e.g. graduate
trainees), when a higher level of education may be specified

• Any criteria relating to personal qualities or circumstances which must be essential and
directly related to the job, and must be applied equally to all groups irrespective of age,
sex, race, nationality, creed, disability, membership or non-membership of a trade union.
To do otherwise is potentially discriminatory .

For instance, a clause requiring the successful candidate to move their place of work
should be included only when absolutely necessary, as it is likely to discourage applicants
with family care commitments. Whilst age discrimination is not presently unlawful, to
impose age barriers will reduce the number of high quality applicants attracted by the
vacancy. Since December 2003 it has been unlawful to discriminate against people at
work in respect of religion or belief or sexual orientation. The Government plans to
introduce similar protection in respect of age by 2006.

The person specification helps the selection and subsequent interview to operate in a
systematic way, as bias-free as possible. The use of competency-based approaches can
help by focusing on the 'match' between candidate and role, but they are best used where
they are an integral part of the continuing assessment and development of staff.

Pay

After setting the job and the person specifications, consideration should be given to pay
rates. Factors such as scales, grades and negotiated agreements, as well as market rates
and skills shortages, may affect the wage or salary, and organizations should be aware of
the requirements of equal pay and discrimination legislation. Unless there is a formal
system for increments or length of service, paying the new employee a different rate from
that paid to the preceding post holder may contravene the relevant legislation. Employers
must also comply with the provisions of the National Minimum Wage Act 1998.

Attracting applicants

The search for suitable candidates now begins. The process of marketing needs to be
undertaken carefully so as to ensure the best response at the least cost. The object is to get
a good selection of good quality candidates. Possible methods to consider are:

• Internal Recruitment - This method can have the advantage of building on existing
staff's skills and training, and provides opportunities for development and promotion. It is
a good way to retain valuable employees whose skills can be further enhanced. Other
advantages include the opportunity for staff to extend their competencies and skills to the
benefit of both the organization and the individual, and the enhancement of individual
motivation. Use of a consistent, clear, procedure, agreed jointly between employer and
employees, has many advantages and avoids suspicion of favoritism

• Jobcentres of the Department for Work and Pensions - will display employers'
vacancies and refer potential recruits. They also administer some of the Government
training programs. The Disability Service Team staff at Jobcentres can help address the
specific requirements of attracting disabled people

• Learning and Skills Council - may well have trained workers available through their
recruitment service, and can tailor training to an employer's requirements

• Commercial Recruitment Agencies - often specialize in particular types of work, eg

secretarial, office work, industrial, computing, and may already have potential applicants
registered with them

• Executive Search Organizations - usually working in the higher

management/specialist fields, will seek out suitable candidates working in other
companies by direct approach, or via specialist advertising
• National Newspapers - advertising in the national press is expensive, but likely to
produce a good response for particular, specialist vacancies. Remember too there are
national ethnic group newspapers which will reach a wide audience

• Specialist and Professional Journals - less expensive than the national press, these
journals can guarantee to reach the precise group of potential applicants for specialist and
professional vacancies

• Internet - is beginning to emerge as a recruitment medium. It is mainly used for

graduate-level and technical jobs because it tends to target a self-selected group who are
computer literate and have access to the web at their place of study or work. Its use is
likely to grow

• Local Newspapers, Radio - for less specialized jobs, or to target groups in a particular
local area, advertisements in the local media may produce a good response

• Local Schools, Colleges and the Careers Service - maintaining contact with schools,
colleges and careers advisers will ensure that the organization’s needs for school/college
leavers with particular skills and abilities are known. It can be particularly useful to offer
students the opportunity to spend some time at the company, on work experience, or
'shadowing'
• Word of Mouth - introduction via existing employees or through an employers'
network. Whilst this may be economical, it is likely to lead to a much smaller pool of
suitable applicants and does not normally satisfy equal opportunities requirements
because any imbalance in the workforce may be perpetuated.

Once the recruitment channel or channels are decided, the next step is to consider:

• The design and content of any advertisement used

• How applicants are to respond - by application form, fax, telephone, in person at the
organization or agency, by letter, by email on the internet or by tape

• who is to be responsible for sifting the applications? What is the selection process going
to be?
• If interviews are to be held, when will they be and will everyone who needs to be
involved be available?

• Are selection tests to be used? Is there the expertise to administer them and ensure they
are non-discriminatory and appropriate?

• Are references/medicals to be requested?

• Are arrangements in hand to give prompt acknowledgement of applications received?

The advertisement

Any advertisement needs to be designed and presented effectively to ensure the right
candidates are attracted. Look through national, local or professional papers and see what
advertisements catch the eye. The newspaper office will often advise on suitable formats.
Advertisements must be tailored to the level of the target audience, and should always be
clear and easily understood. They must be non-discriminatory, and should avoid any
gender or culturally specific language. To support this, the organization should include in
the advert its statement of commitment to equal opportunities, which will underline the
organization as one that will welcome applications from all sections of the community.

Consider the following factors in the advertisement:

• If the organization is well known, does it have a logo that could feature prominently in
the advertisement? Make the advertisement consistent with the company image

• should the job title be the most prominent feature?

• Keep the text short and simple while giving the main aspects of the job, pay, career
prospects, location, contract length

• Mention specific details - such as pay, qualifications and experience required - be given
in a way which will reduce the number of unsuitable applications?

• Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate

qualifications' which may discourage valid applications?
• Is the form of reply and the closing date for applications clear? Is there a contact name
and phone number for further information and enquiries?

All advertisements should carry the same information, whether for internal or external
use.

Application forms

Application forms can help the recruitment process by providing necessary and relevant
information about the applicant and their skills. The design of the form needs to be
realistic and straightforward, appropriate to the level of the job. Using application forms
has the following advantages:

• Comparing like with like is easier. CVs can be time-consuming and may not provide the
information required

• They provide the basis for an initial sift, and then for the interview

• The standard of completion can be a guide to the candidate's suitability, if writing and
presentation skills are essential to the job; however, be aware of the possibility of
disability discrimination

• They provide a record of qualifications, abilities and experience as stated by the

applicant.

Care also needs to be taken over some less positive aspects of application forms:

• There is a temptation to use application forms to try to extract too much information,
e.g. motives, values and personality characteristics. The form should concentrate on the
experience, knowledge and competencies needed for the job

• some people may dislike filling in forms and so be put off applying for the job. Some
very experienced people may find the form inadequate, whilst those with little in the way
of qualifications or experience may be intimidated by large empty spaces on the form
• Application forms add another stage, and therefore more time, to the recruitment
process. Some candidates may be lost if they can obtain work elsewhere more quickly

• Application forms may inadvertently be discriminatory. For instance, to require a form

to be filled out 'in your own handwriting', where written English is not relevant to the job,
may discriminate against those for whom English is not their first language, or who may
not have well-developed literacy skills.

Any information such as title (marital status), ethnic origin or date of birth requested for
monitoring purposes (e.g. for compliance with the legal requirements and codes of
practice on race, sex, disability and age discrimination) should be clearly shown to be for
this purpose only, and should be on a separate sheet or tear-off section. Such information
need only be provided on a voluntary basis. Medical information should also be obtained
separately and kept separate from the application form.

All applications should be promptly acknowledged.

Selecting the best candidate

Whatever form the applications take, there may be a need to separate them before moving
on to the interview stage. Such a separation serves to match the applicants as closely as
possible to the job and person specification and to produce a shortlist of people to
interview. To avoid any possibility of bias, such saperation should be undertaken by two
or more people, and it should involve the direct line manager/supervisor as well as
personnel. The separating stage can also help the organization by providing feedback on
the advertising process and the suitability of the application form. It can also identify
people who might be useful elsewhere in the organization. If references or medicals are
to be taken up before the invitation to interview stage, it should be made clear on the
application form/information pack sent to the applicant.

Some jobs require medicals to be given at the commencement of employment, and

employers may seek preliminary information on a separate medical questionnaire at the
time of recruitment. This applies mainly in driving work and industries where there is an
exposure to certain chemicals.
If your organization believes that pre-employment health screening is necessary, you
must make sure it is carried out in a non-discriminatory way: for instance, do not single
out disabled people for medical assessment. If a report from any individual’s doctor is
sought, then permission must be given by the individual, and they have the right to see
the report

The candidates who best match the specifications may then be invited for interview. The
invitation letter should tell candidates that they should advise the organization in advance
if any particular arrangements need to be made to accommodate them on arrival or during
the interview; for instance, ramp access or lighting levels. The invitation letter should
also clearly state whether the organization will pay the candidate’s reasonable travel
expenses for the interview.

Who makes the decision?

In some companies there will be a personnel or human resource specialist who will
undertake most of the separating and short listing. It is very important that the line
manager/supervisor for the job also be involved, both at the job and person specification
stage and at the interview stage. The final selection will thus normally be a joint decision,
except in those very small companies where only a line manager/supervisor is available
to do the recruitment of staff. Gaining the commitment of the immediate
manager/supervisor by involving them in the selection process can be vital to ensuring
that the new employee is settled successfully into the organization. It may be useful both
for the candidates to see the environment in which they would be working, and, if they
are to be part of a team, for the current team members to meet the candidate.

Selection techniques

There is a variety of methods available to help in the selection process - including

interviews, tests (practical or psychometric), assessment centers, role plays and team
exercises, to name a few. Usually a range of methods will be used by the organization
depending on the type of job to be filled, the skills of the recruiter and the budget for
recruitment.
Interviews

Most jobs are filled through interviews. The interview has two main purposes - to find
out if the candidate is suitable for the job, and to give the candidate information about the
job and the organization. Every candidate should be offered the same opportunities to
give the best presentation of themselves, to demonstrate their suitability and to ask
questions of the interviewer.

A structured interview designed to discover all relevant information and assess the
competencies of the applicant is an efficient method of focusing on the match between
job and candidate. It also means that there is a consistent form to the interviews,
particularly important if there are a number of candidates to be seen.

Unstructured interviews are very poor for recruiting the right person. The structured
interview is most likely to be effective in obtaining specific information against a set of
clearly defined criteria. However, not every manager is skilled at interviewing, and may
not be able to judge efficiently the applicant's skills and competencies. Ideally all
interviewers should receive training, including the equal opportunities aspects of
recruitment and the relevant legislation.

Interviews need not be formal. The length and style of the interview will relate to the job
and the organization. Some vacancies may call for a formal interview panel, some for a
less formal, one-to-one interview. The interviewer(s) should consider the job and the
candidates when deciding on the nature of the interview.

All interviews, whether formal or informal, need careful preparation if they are to be
successful. Each candidate should leave with a sense of being treated well and fairly and
having had the opportunity to give of their best.

Preparing the interview

The interviewer should prepare by:

• Reading the application form, job and person specifications to identify areas which need
further exploration or clarification • Planning the questions. In some interviews it is
appropriate to ask only one or two questions to encourage the candidate to talk at length
on certain subjects. In others it may be better to ask a series of short questions on several
different areas. If there is more than one interviewer, different people can cover different
topics, e.g. job knowledge, training, qualifications. Do not ask for personal information or
views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are
you planning to have children in the next few years?'

* being ready for the candidates' questions, and trying to anticipate what additional
information they may seek.

Conducting the interview

Conduct the interview in an environment that will allow candidates to give of their best.
Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s),
and show them cloakroom facilities, etc.

If possible, let the candidate have a brief tour of the place of work. This is particularly
useful in the case of people new to the job market (school-leavers, returning men and
women), who may have little or no experience of what to expect in a workplace. It may
also prove valuable in offering an additional opportunity to assess the candidate’s
interaction with possible colleagues.

Consider whether any adjustments need to be made to accommodate an interviewee who

has indicated a disability on the application form - it is easy to overlook simple
adjustments that may be reasonable to make:

• Candidates with hearing impairment may not only need to be able to clearly see the
interviewer as they are talking, but may need communication support if they are not to be
placed at a disadvantage

• Is there an alternative to steps for access to the building? Can the interview take place
elsewhere, where access might be easier for someone with a physical disability?
It is common that both interviewer and candidate are nervous. Thorough preparation will
help both of you. Be careful not to fill silences by talking too much - the aim of the
interview is to draw information from the candidate to decide if they would suit the job.
The candidate should do most of the talking.

Nevertheless, the interviewer will want to encourage candidates to relax and give of their
best in what is, after all, a somewhat unnatural setting. It is important to keep the
conversation flowing, and the introductions and initial 'scene-setting' can help all parties
settle to the interview.

The following pointers may be helpful in conducting the interview:

• Introduce yourself (and other interviewers if present); this also gives the candidate time
to settle down

• Give some background information about the organization and the job - this helps
everyone to focus on the objective

• Structure the questions to cover all the relevant areas, and don't ask too many 'closed'
questions. Open-ended questions (i.e. ones that can’t be answered just by a yes or no
answer) will encourage the candidate to speak freely - they often begin 'what', 'why',
'when' or 'how'
• Avoid leading questions

• Listen, and make brief notes as necessary on salient points

• Have a time frame and keep to it, allowing sufficient time for candidates to ask any
questions they might have

• Make sure the candidate is familiar with the terms and conditions of the job, and they
are acceptable. If not, and the candidate is the best one for the job, then some negotiation
may be necessary

*Be careful to avoid inadvertent discrimination

• Tell the candidate what will happen next and when to expect to hear from the
organization.
Practical tests

If the job involves practical skills, it may be appropriate to test for ability before or at the
time of interview. This is generally acceptable for manual and word processing skills, but
less useful for clerical and administrative posts. Telephone skills are increasingly in
demand, and candidates for telesales/call centre work will almost invariably be asked to
undertake a practical test. Any tests must, however, be free of bias and related to the
necessary requirements of the job. Consideration in giving any tests must include the
objectives of such a test, the efficiency of the method selected, the numbers of candidates
(and vacancies), the costs and benefits of such method.

Psychometric and psychological tests, including bio-data

There are numerous tests commercially available which can assist in measuring aspects
of personality and intelligence such as reasoning, problem solving, decision making,
interpersonal skills and confidence. Although many large organizations have used them
for a number of years, they are not widely used, and some tests are considered
controversial - for instance, those that assess personality. Any organization considering
the use of psychometric or psychological tests should refer to the guides available, and
make sure they have the need, skills and resources necessary.

Tests should never be used in isolation, or as the sole selection technique. Where a
decision is made solely on the automatic processing of personal data, an applicant may
require that the organization must reconsider any rejection or make a new decision on
another basis.

Bio-data (short for biographical data), is a questionnaire format with multiple choice
answers. The questions are of a biographical nature and answers are scored according to
the scoring key developed by the employer. In general bio-data is successfully used only
by really large employers, who have a large throughput of applicants. Use of bio-data,
like other tests, needs careful control to avoid any possibility of discrimination or
invasion of privacy.
Think carefully before using any test - is it actually necessary for the requirements of the
job? Is the test relevant to the person/job specification? What is the company policy about
using tests, storing results and giving feedback to the candidate? Marking criteria must be
objective, and the record sheets should be retained for Data Protection.

Assessment centres, role plays and team exercises

Assessment centres are often used by large organizations making senior management or
'fast-stream' graduate appointments. Exercises, sole and group, may take place over a few
days, normally in a residential setting. The individual may also be required to make
presentations and to take part in role-plays or team events.

Making the decision

Decide whom to employ as soon as possible after the interview/test/assessment. Use of a

structured scoring system helps here, particularly one that is based on the applicants'
competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and
'mirror-image' effects (that is, a subconscious subjectivity - looking for similarities to
oneself in the candidate). Structured scoring allows the organization to weight some
elements or competencies if desired, and to compare a candidate's score with the job
specification 'ideal' score - although care must be taken when considering the results that
a high overall score doesn’t mask a low score in a crucial area.

Write up notes immediately after the interview - recording relevant answers and detail.
This is not only for the decision-making process but also to provide feedback to the
candidate if requested. which will enable the candidate to ask to see interview notes
where they form part of a 'set' of information about the candidate - for instance, the
application form, references received and so on, or the full personnel file if the candidate
is already working for the organization..

Inform all the applicants of the outcome as soon as possible, whether successful or
unsuccessful. Keep in touch if the decision is delayed.
Try to give positive feedback to unsuccessful candidates on any aspects they could
reasonably improve for future success. It is sensible to maintain a favorable view of the
organization among the applicants - there may be future job vacancies for which they
would be suitable and for which you would wish them to apply. Failure to get one job
does not necessarily mean unsuitability for other jobs with the organization. You may
want to keep CVs or applications on file for future matching. Also bear in mind that
applicants and their families may be your customers as well as potential employees, so it
makes business sense to treat them fairly and courteously.

References and checking

State on the application form when any references will be sought, and do not approach a
current employer unless the candidate has given express permission. If references are
sought, they will be most effective if you include a job description with the request, with
structured, relevant questions that will enable you to gain accurate further information
about the candidate's abilities. Do not ask for personal information about the applicant.
Remember too that completing a reference takes time and proper consideration, so only
seek such references if you believe they are necessary and appropriate. A simple form
confirming dates of employment, capacity and particular skills may be satisfactory.

The holding of particular qualifications, training or licenses may be important to the job,
and it is reasonable to ask candidates for proof. If checks on such qualifications are to be
made, it is good employment practice to make sure the applicant knows, and that copies
of any relevant documents will be held on their personnel file.

The timing of reference and qualification checks is variable. It is often the case that
references are taken up at shortlist or offer stage, and the candidate may be asked to bring
documentary evidence of qualifications to the interview. Job offers are sometimes made
'subject to satisfactory references being received', but this is not advisable. The referee
may simply fail to provide any kind of reference. There is no legal requirement to do so.
Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is
withdrawn on those grounds, the organization could face legal action by the applicant.
The organization needs a policy of what to do in circumstances such as the non-supply of
a reference - an initial 'probationary' period might be an acceptable way of proceeding.

The offer

Once the successful candidate is identified, and any necessary references and checks
completed, send out an offer letter. This is preferable to telephoning the candidate, as a
letter enables the specifics of the job to be re-stated, with the terms and conditions, any
pre-conditions (e.g. subject to exam success), or post-conditions (e.g. subject to a
satisfactory probation period).

Remember that the employment contract is a legal one, and exists even before the
candidate has commenced employment. The offer letter should set out the following
points:

• The job title and the offer of that job

• Any conditions (pre or post) that apply to the offer

• The terms of the offer - salary, hours, benefits, pension arrangements, holiday
entitlement, place of employment, etc

• The date of starting, and any probationary period

• What action the candidate needs to take, e.g. returning a signed acceptance of the offer,
agreement to references, any date constraints on acceptance

• If the letter is to form part of the contract of employment, it should say so. Alternatively
it could form the main terms and conditions of employment - a written statement required
by law to be issued to employees within two months of them starting work.
 COMPANY PROFILE

Kia Motors came to India with a vision to win the hearts of the young car buyers with
our futuristic products and dynamic designs which are inspired by India. With our
BadassByDesign Seltos, ExtravagantByDesign Carnvial and #WildByDesign Sonet we
have surprised the Indian car buyers and revolutionized the Indian Automobile industry.
In April 2017, we laid the foundation of a new manufacturing facility in Anantapur
District, Andhra Pradesh with a capital investment of 2 billion USD with an aim to
produce approximately 300,000 units per year.

About Kia Motors Corporation (KMC)

Kia Motors Corporation – a maker of world-class quality vehicles for the young-at-
heart – was founded in 1944 and is Korea's oldest manufacturer of motor vehicles. Over
3 million Kia vehicles a year are produced at 14 manufacturing and assembly
operations in five countries which are then sold and serviced through a network of
distributors and dealers covering around 180 countries. Kia today has over 51,000
employees worldwide and annual revenues of over US$45 billion. It is the major
sponsor of the Australian Open and an official automotive partner of FIFA – the
governing body of the FIFA World Cup™. Kia Motors Corporation's brand slogan –
"The Power to Surprise" – represents the company's global commitment to surprise the
world by providing exciting and inspiring experiences that go beyond expectations.

 Korean small car maker Kia Motors will invest $2 billion (about Rs 12,000 crore)
on its first plant in India coming up at Ammavarupalli village, Anantapur District

 Kia’s manufacturing unit in Andhra Pradesh will be built to produce 300,000

units every year

 Construction of the new factory has been completed 60% and is expected to begin
production in the second half of 2019
 Spread over 563 acres, Kia’s manufacturing plant will also be home to numerous
supplier companies’ facilities

 The state government has extended a host of incentives for the company, treating
Kia’s investment as an ultra-mega project

 The region’s leadership, fast-developing supply chain network and skilled labor
force were key reasons for the new investment by Kia Motors, its officials said

 Kia plans to produce a compact sedan and compact SUV for the Indian market.

Both segments are seeing a lot of action and these vehicles also enjoy a lower excise
duty, compared to large sedans and SUVs

 Han-Woo Park, president of Kia, said the investment would enable them to sell
cars in the world’s fifth largest market, while providing greater flexibility for the global
business

 Kia’s parent company is Hyundai, this country’s second biggest car maker, with
17 per cent market share

 Kia sells a little more than three million vehicles a year from 14 manufacturing
and assembly operations in five countries; it has annual revenue of $45 billion

 India is expected to emerge as the third biggest market in the world by 2020, with
annual volume of five million units, and Kia will be well placed to earn a big pie in that

 The plant will create 10000 direct jobs and 15000 indirect jobs for the local
residents.

US$ 2 billion

These are truly exciting times for all of us at Kia Motors, as we eagerly await the
beginning of mass production at our manufacturing facility in Andhra Pradesh this
year. We have started our India operation with an investment of USD 2 billion by Kia
and its affiliates.|
Production Capacity

With annual production capacity of 300,000 units, the plant will ensure timely and
smooth provision of Kia vehicles that boast world class levels of quality and design.

ia Motors will preview a range of new technologies developed for the post-autonomous
driving era at the 2019 Consumer Electronics Show (CES) next month.

Kia’s interactive ‘Space of Emotive Driving’ exhibit looks to a future when autonomous
driving is the norm and priority is given to improving the human mobility experience.
Central to this concept is Kia’s new Real-time Emotion Adaptive Driving (R.E.A.D.)
System – a world’s first technology developed based on a joint research collaboration
with the Massachusetts Institute of Technology (MIT) Media Lab's Affective Computing
group.

 R.E.A.D. System can optimize and personalize a vehicle cabin space by analyzing a
driver’s emotional state in real-time through artificial intelligence-based bio-signal
recognition technology. The technology monitors a driver’s emotional state and tailors
the interior environment according to its assessment – potentially altering conditions
relating to the human senses within the cabin, creating a more joyful mobility experience.

 Mr. Albert Biermann, President and Head of Research & Development Division of Kia
Motors, said, “We have developed R.E.A.D. System to create an interactive future
mobility in-cabin space by converging cutting edge vehicle control technology and AI-
based emotional intelligence. Consequently, R.E.A.D. System will enable continuous
communication between drivers and vehicles through the unspoken language of
‘emotional feeling’, thereby providing an optimized human senses-oriented space for
drivers in real-time.”

Kia Motors is previewing a range of new technologies developed for the post-
autonomous driving era at the Consumer Electronics Show (CES) 2019, to be held in Las
Vegas from January 8 to 11.
 Building on the the brand’s ‘Beyond Autonomous Driving’ vision for connected vehicles
presented at CES 2018, Kia is looking ahead to a time when autonomous driving has
become the norm with an interactive ‘Space of Emotive Driving’ exhibit at this year’s
show.

Introducing ‘Real-time Emotion Adaptive Driving’ (R.E.A.D.)

 In a future where vehicles have the potential to drive themselves, Kia is laying the
foundations for major technological development to improve the human mobility
experience. Central to the presentation of this ‘Space of Emotive Driving’ vision at CES
2019 is Kia’s new Real-time Emotion Adaptive Driving (R.E.A.D.) System – a world-
first emotional AI-based optimized and interactive in-cabin space centered on human
senses.

 The R.E.A.D. System can optimize and personalize a vehicle cabin space by analyzing a
driver’s emotional state in real-time through AI-based bio-signal recognition technology.
The technology monitors a driver’s emotional state using sensors to read their facial
expressions, heart rate and electrodermal activity. It then tailors the interior environment
according to its assessment – potentially altering conditions relating to the five senses
within the cabin, creating a more joyful mobility experience. AI deep-learning
technology enables the system to establish a baseline in user behavior, and then identify
patterns and trends to customize the cabin accordingly.

 Mr. Albert Biermann, President and Head of Research & Development Division of
Hyundai Motor Group said, “Kia considers the interactive cabin a focal point for future
mobility, and the R.E.A.D. System represents a convergence of cutting-edge vehicle
control technology and AI-based emotional intelligence. The system enables continuous
communication between driver and vehicle through the unspoken language of ‘feeling’,
thereby providing an optimal, human-sense oriented space for the driver in real-time”

 The R.E.A.D. System is revealed alongside V-Touch – a world-first virtual touch-type

gesture control technology. V-Touch employs a 3D camera to monitor users’ eyes and
fingertip, allowing occupants to manage several in-car features via an unobtrusive head-
up display. Through simple finger gestures, all vehicle occupants can make changes to
the cabin environment, including lighting, HVAC (heating, ventilation and air-
conditioning) and entertainment systems, eliminating the need for buttons or touch
screen.

 Another feature of the innovative R.E.A.D. System is Kia’s music-response vibration

seats, where occupants can ‘feel’ their favorite songs as well as listen to them. The
sensory-based signal processing technology adapts seat vibrations according to sound
frequencies of the music being played. The vibration seats can also be set to massage
mode to increase cabin comfort, as well as enhancing safety by providing haptic warnings
from the vehicle’s advanced driver-assist systems.

 Some of the technical expertise required to make this demo possible arose out of Kia’s
research collaboration with the Massachusetts Institute of Technology (MIT) Media Lab's
Affective Computing Group as part of Kia’s Media Lab membership.

 Kia giving CES visitors an opportunity to experience R.E.A.D. technology

 Kia will have specially-designed experiential modules installed at its CES booth to
demonstrate the potential of the R.E.A.D. System. For the first time ever, the public will
be able to experience vehicle technology that recognizes their physiological emotions
based on facial expressions, electrodermal activity, and heart rate. Visitors to CES will be
able to witness the sensory controls react in real-time to their changing emotional state.

 ‘R.E.A.D. Me’ is a one-person cockpit that analyzes the ‘driver’s’ emotional state and
creates a ‘space mood’ according to its judgment, using R.E.A.D. technologies such as
facial expression recognition and vibration seats. This tailored environment will include
bespoke sounds and fragrances to best suit the occupant’s current disposition. 

 ‘R.E.A.D. Now’ is a two-person cockpit simulating a ‘Las Vegas autonomous tour car’
that will make suggestions on route choice and in-car entertainment based on an analysis
of the driver’s mood. The occupants will be invited to use the V-Touch gesture control
system to play games, select music genres, modify the cabin environment and browse the
internet for local information.

‘R.E.A.D. Motion’ is a four-person cockpit which simulates a ‘mobile workspace’ that is

expected to be a key benefit of life with autonomous vehicles. Occupants will be invited
to take on the role of a ‘Kia executive’ preparing for a business trip, using V-Touch to
check their schedule and meeting minutes, open emails and so on. The long-distance
functionality of the system means occupants can take control of the R.E.A.D. Motion
cockpit controls from a distance. The experience will finish with a live conference call on
the head-up display.

 Kia shows vision for future smart-city mobility

 Kia is also presenting a potential solution for smart-city mobility at CES 2019 with its
‘SEED Car’ concept. The ‘SEED Car’ is a four-wheel electric cycle with a range of 100
km (62 miles) based on a pedal-electric hybrid system, requiring pedal input from the
driver but with a high degree of electric power assistance to make it effortless.

 The concept has been designed to make urban driving easy, fun and safe, while
exploring how Kia could make the final mile of any journey possible with a personal
mobility device.

 For longer journeys, the ‘SEED Car’ is housed within the ‘BIRD Car’ – an autonomous
shuttle vehicle capable of travelling further than the four-wheel cycle’s range capabilities.
Once within 100km of its final urban destination, the ‘SEED Car’ is ‘dispersed’ to
complete its journey.

 Interactive tours of Kia CES booth for in-depth understanding of new technologies

 For an enhanced visitor experience, Kia will operate 15-minute ‘Docent Tours’ at regular
intervals at the booth throughout the duration of CES 2019. The guided tour will give
attendees a more in-depth understanding of the new technologies on display.
Visit Kia Motors at CES 2019 on Tuesday, January 8 through Friday, January 11 at the
Las Vegas Convention Center (LVCC), North Hall Booth #7029.

* Hyundai Motor Group is a global corporation that has created a value chain based on
automobiles, steel, and construction and includes logistics, finance, IT and service. With
about 250,000 employees worldwide, the group’s automobile brands include Hyundai
Motor Co. and Kia Motors Corp.
 CHAPTER – 2
RESEARCH METHDOLOGY
2.1 Statement of Problem

This research intends to investigate the relationship between high-commitment HRM

practices and affective commitment through the mediating mechanism of employees’
perceptions of high-commitment HRM practices. With respect to data collection. For
example, if an organization conducted a training program in the workplace, it would be
reasonable to assume that such implementation could enhance workers’ knowledge, skills
and abilities, and thus foster superior employee affective commitment due to satisfied
experience with the organization; nevertheless, such analogy may sometimes be
deceiving or unreliable.

Although some employees may consider this training as helpful and acknowledge the
implementation of organizational HRM practices, but conversely, other workers may
perceive the program as non-effective and regard it as a burden that impede their routine
work schedule, hence brought down their satisfaction with the organization and degraded
their commitment. For that reason, employees’ individual perception plays as a critical
mediator in the relationship between organizational HRM practices and the actual
revelation of employee’s attitudes and behaviors. Consequently, from this perspective,
we reason that HRM practices in its influential process to employee affective
commitment, will first impinge on its member’s perception of organizational HRM
practices and subsequently further modify or change their affective commitment towards
the organization. Hence, via the implementation of high-commitment HRM practices,
e.g. intensive training and development, socialization, promotion from within, high level
of compensation, it will make the employees be convinced that the organization’s
intention conforms with their perceptions, and then, they will reciprocate with higher
commitment and stronger submission to devote and contribute for the organization
2.2 Objectives and Scope of Study of the Study

 The process of selection and recruitment in Kia Motor India

 The Recruitment procedure at Kia Motor India

 To focus on major elements of Recruitment and Selection process.

 To critically analyze the functioning of recruitment and selection procedures.

 The managerial satisfaction level about recruitment and selection procedure.

2.3 Type of Research and Research Design

1. Primary Sources:

 Group discussions and Brainstorming sessions

 Questionnaire

 Interaction with sales staff

2. Secondary Sources:

 Internet

2.4 Research Design

A descriptive research design includes survey and fact findings of different kinds .The
major purpose of descriptive research is description of state of affairs as it exists at
present .

Descriptive research methods are pretty much as they sound — they describe situations.
They do not make accurate predictions, and they do not determine cause and effect.

There are three main types of descriptive methods: observational methods, case-study
methods and survey methods. This article will briefly describe each of these methods,
their advantages, and their drawbacks. This may help you better understand research
findings, whether reported in the mainstream media, or when reading a research study on
your own.

Descriptive research is used for this study. So, a survey was conducted through a
questionnaire by which an analysis was drawn.

Data Collection

This report is based on primary as well secondary data, however primary data
collection was given more importance since it is overhearing factor in attitude
studies. One of the most important users of research methodology is that it helps in
identifying the problem, collecting, analyzing the required information data and
providing an alternative solution to the problem .It also helps in collecting the vital
information that is required by the top management to assist them for the better
decision making both day to day decision and critical ones.

Data sources:

(A) Primary Data

Primary data are those, which were collected afresh & for the first time and thus
happen to be original in character. However, there are many methods of collecting
the primary data. All have not been used for the purpose of this project. The ones
that have been used are:

 Face to face communication (Interviewing)

 Observation

(B) Secondary Data

When an investigator uses the data that has been already collected by others is called
secondary data. The secondary data could be collected from the journals, reports and
various publications. The advantage of the secondary data can be economical, both in the
terms of money and time spent. In this report secondary data was collected through:

 Company balance sheets

 Reports and records

 Flow charts and tables

 Websites

Primary data was collected through questionnaires

 Sample size : 50 (HR & Marketing Department)

 Sample area : Kia Motor India

 Sample method : Random sampling method

Sampling:

a) Sampling procedure:

The sample was selected of employees working at this particular branch. It was also
collected through formal and informal talks and through filling up the questionnaire
prepared. The data has been analyzed by using mathematical/Statistical tool.

a) Sample size:

The sample size of my project is limited to 50 employees only.

a) Sample design:

Data has been presented with the help of pie charts. The following are the questionnaires
that was been carried out at the time of survey. The questionnaires also shows the value
of perception of employees towards Kia Motor India
2.5 Limitations of the Study:

 The limitation in this survey was that I could not conduct a survey on a big scale,
due to the time constraint.

 Most of the contents collected were difficult to understand because it was new for
me to work in this field.

 It was tricky and time consuming to understand the mysteries of marketing.

 Response of customers could be biased.

 CHAPTER – 3
RESULTS AND DISCUSSION
1. Working period of employess in the company.
a. Less than 1 year
b. 1-2 years
c. 2-3 years
d. 3 or more years

Ques. 1

>1 year
1-2 years
2-3 years
3 or more years

Interpretation: The above chart depicts that most of the employees are doing service. As
per the survey of 36 employees most of the employees are young in the organizations,
they don’t have the past experience of any change in recruitment and selection.
On a survey of 36 employees done, it has been shown that employees completed 1 year
of service comprised 37%. Similarly employees 1-2 years of service comprise 36%. But
there is only less number of employees there about between 2-3 years comprised 19%.
The rest i.e. 8% comprised of the group of people who have been in the organization for
3-5 year.
2. What special things should the organization provide to make new employees feel
comfortable, welcome and secure?)

a. Special instructions
b. Desk
c. Equipment
d. Work area

Ques. 2

Special Ins.
Desk
Equipment
Work area

Interpretation: From this question some interesting facts I got from KIA MOTORS
INDIA employees. I asked 50 employees to according to him/her what special things the
organization should provide to make new employees feel comfortable, welcome and
secure.
I gathered the data and plot the Pie chart I got very interesting result of it out of 50
employees 40% employee are special instruction given by the HR person would gave
him/her feel comfortable, welcome and secure. Same 34% employees answered that if
they has a better work area then they have more comfortable and feel secure.
3. What things according to you would new employees need to know about the work
environment that would make them comfortable?
a. Names and titles of key executive
b. History of the company
c. Company policy and rules
d. Product and Services offered

Ques. 3

Names and titles

History
Policy and rules
Products and services

Interpretation: We would asked this question to the 50 employees in KIA MOTORS

INDIA Delhi office to just understand What things according to employee would need to
know about the work environment that would make them comfortable. That comfort zone
is very much required because every company tried pull there employee advantage from
the first day.
According to my survey 46 % employee think that company policy and rules should be
familiar with in a Manpower program me make him more comfortable than other given
option. Also 13 employee out of 50 given their answer in favor of names and titles need
to known for the new employees to make him/ her more comfortable.
4. Which section of the Manpower process do you feel is most important for meeting the
needs of your job in Kia Motors India ?
a. Job duties
b. Organisational issues
c. Employee and organisation benefits
d. Introduction

Ques. 4

Job duties
Org. issues
Emp. & org. benefits
Introduction

Interpretation: This question will asked for the Kia Motors India group 50 employees
which gives and fair idea what employee think about the Manpower program me in a
company and what they perceive which function is most important for the Manpower
program me. I gather the data and above the pie chart depicted 52% people think Job
Manpower organized in Kia Motors India due to make them clear to understand JOB
duties and there day by day routine work. Also 24% people think that it is important with
the Organizational Point of view where in Manpower employees are learned how to go
about the organization. And their vision and mission . Also 16% employee shown their
interest for Manpower program me beneficial because according to his/her that is doing
as a practice in Kia Motors India due to of employee and organizational benefits.
5. According to you and Manpower Program of Kia Motors India should be designed to.

a. Reduce anxiety
b. Promote two-way communication
c. Promote a positive employee attitude
d. Assimilate the employees in the organisation

Ques. 5

Reduce anxiety
Promote 2-way
Promote a positive
Assimilate the emp.

Interpretation: This question gives us insight in the Kia Motors India Manpower
programmed that out of our sample size of 50 employees. 40% i.e. 20 employee feels that
the Manpower programmed is Assimilate the employees in the organization. While 30%
people out of our sample size given their views that Manpower program me reduce
anxiety.
6. This organization rewards innovation and creativity on Manpower Planning.
a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

Ques. 6

Strongly agree
Agree
Disagree
Strongly disagree

Interpretation: This question brief us about the Manpower Planning at in Kia Motors
India is an organization rewards innovation and creativity. we determine what is
employee perception about the organisation. According to our survey result out of 100
people which is our sample size said 29% people are strongly agree with this views that
Kia Motors India rewards innovation and creativity. And 40% people agreed with this
views that Kia Motors India rewards innovation and creativity But 13 % people said
they disagree with a views of Manpower Planning at in Kia Motors India rewards
innovation and creativity adding on this 18% people as our respondent are strongly
disagree with the statement that Kia Motors India rewards innovation and creativity ,
Recommendation for Kia Motors India would be company continue with this
management thought because more than 69% respondent is has strong believed that Kia
Motors India rewards innovation and creativity rest of 31% respondent which says Kia
Motors India doesn’t rewards innovation and creativity which is very bad impression for
any organization and particular HR to find out the solution of this Disagreement.
7. Employees are actively involved in planning.

a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

Ques. 7

Strongly agree
Agree
Disagree
Strongly disagree

Interpretation: This question brief us about the employees of Kia Motors India are
actively involved in planning and implementing so this we determine how employee
contributed to the Kia Motors India with their mindset And what is their involvement to
formulation of any s in their organization. According to our survey result out of 100
people which is our sample size said 28% people are strongly agree with this views that
Kia Motors India are actively involved in planning and implementing and people
thought they involved in the s that happened. And 39% people agreed with this views that
Kia Motors India are actively involved in planning and implementing and people
thought they involved in the s that happened But 20 % people said they disagree with a
views of Kia Motors India didn’t want him/his actively involved in planning and
implementing and people thought they involved in the s that happened adding of this the
13% people as our respondent are strongly disagree with the statement that Kia Motors
India didn’t want him/his actively involved in planning and implementing and people
thought they Recommendation for Kia Motors India would be they may continue with
this management thought because more than 68% respondent is has strong believed that
Kia Motors India are actively involved in planning and implementing and people
thought they involved in the s that happened but Kia Motors India need to focus on 33%
of the respondent which says no Kia Motors India doesn’t s in organization because Kia
Motors India leadership team is not open for different ideas and opinions issues for
different level of employees
8. Analysis based on the reasons given by the candidates for back out from the selection
process.

a. Lengthy interview process

b. Brand issues
c. Delay in feedback
d. Higher salary
e. Other reasons

Ques. 8

Lengthy Int. process

Brand issues
Delay in feedback
Higher salary
Other reasons

Interpretation: This pie chart depicts that the maximum number of people are backing
out as they have better offers in hand, followed by 19% who backed out due to delay in
giving feedback. 13 % of them backed out as they were not happy to get associated with a
Growing brand. Lengthy Interview process contributed to 5% of the back outs and the
remaining 26% had other reasons to back out.
9. Which are the parameters on which candidates are evaluated?

a. Patterned
b. Stress
c. Depth

Ques. 9

Patterned
Stress
Depth

Interpretation:

 60% of the employees said that for evaluating a candidate experience is taken into
consideration.
 20% of the employees said that for evaluating a candidate skill is taken into
consideration.
 20% of the employees said that for evaluating a candidate training experience is
taken into consideration.
10. Principle of right man on the right job is strictly followed.
a. Strongly agree
b. Moderately agree
c. Strongly disagree
d. Moderately disagree
e. Can’t say

Ques. 10

Strongly agree
Moderately agree
Strongly disagree
Moderately disagree
Can't say

Interpretation:

 15% of the employees are strongly agreed that principle of right man on the right job
is strictly followed.
 60% of the employees are moderately agreed that principle of right man on the right
job is strictly followed.
 10% of the employees are strongly disagreed that principle of right man on the right
job is strictly followed.
 15% of the employees are moderately disagreed that principle of right man on the
right job is strictly followed.
FINDINGS

.
 80% of the employees are satisfied with the existing Recruitment Policy as
according to them Company is having a clearly stated Recruitment Policy but 6%
of them were dissatisfied and the rest 14% were satisfied up to some extent. As
majority of them are satisfied with the clarity, hence we can say the company is
having a clearly stated Recruitment Policy.

 4% of the employees responded that the company believes in quick response as a

Recruitment System, but the majority i.e. 50% of them responded that the
company hires only quality people, 30% said the company believes in proper co-
ordination among different teams and departments and the rest 16% responded
that the company efficiently maintains and updates the database as its
Recruitment System. Hence we can say the company believes in hiring quality
people.

 Talking about the Recruitment Sources, majority of them i.e. 30%, responded that
company rely on the consultants for headhunting, some of them said
advertisements, portals, referrals or all of the above stated sources could be used
together.

 100% of the employees were satisfied with the Recruitment Source which the
company adopts, which is Internal Source. That means the company believes in
transfers and promotions for its employees.

 Having asked about the better source of Recruitment, 30% of them said Internal
Source is better, 4% said External but the majority, which is 66%, responded that
it depends upon the post which is to be filled.

 40% of them said the candidates should be selected on the basis of their
experience, and 20% of them said it should be depending upon the job.
 100% of them responded in ‘NO’ when asked about if the company asks them to
enter into any kind of Bond with them. Hence the company does not pressurize its
employees.

 When considering the question of the estimation of Recruitment Process Cost,

80% of them said ‘YES’ the company does that, while 20% of them remained
neutral on this topic. Hence we can say Infosys does the estimation of
Recruitment Process Cost.
 CHAPTER – 4
CONCLUSION &
RECOMMENDATIONS
 CONCLUSION

 Recruitment management system is the comprehensive tool to manage the entire

recruitment processes of an organization. It is one of the technological tools
facilitated by the information management systems to the HR of organizations.
Just like performance management, payroll and other systems, Recruitment
management system helps to contour the recruitment processes and effectively
managing the ROI on recruitment.

 Recruitment refers to the process of screening, and selecting qualifed people for a
job at an organization or firm, or for a vacancy in a volunteer-based organization
or community group. While generalist managers or administrators can undertake
some components of the recruitment process, mid- and large-size organizations
and companies often retain professional recruiters or outsource some of the
process to recruitment agencies. External recruitment is the process of attracting
and selecting employees from outside the organization

 The employees of any organization are its life blood, without doubt. With the
dawn of this realization upon the present day business organizations, there
appears to be a major shift towards human resource management.

 In fact, the employees of today are encouraged to participate in the major

decisions and thus play a vital role in the management of the firm.

 The performance of the organization depends on the efficiency that its employees
exhibit. Hence it is of crucial importance that employees with the most suitable
qualifications be selected.

 This is where the processes of recruitment and selection come in. It is difficult to
separate one from the other. The various company illustrations given in this report
 indicate that these processes require a great deal of thought and advanced
planning. In fact, it is not only the HR department that is involved.

 The finance department provides the budget for the processes and the manpower
gap is determined by inputs from all the departments. Also the grueling procedure
through which the candidate goes through is, in itself, an indicator of the
significance of these processes in the efficient functioning of the organization.
 RECOMMENDATIONS

 The company should concentrate more on sales and marketing department so that
more and more products can be sold out.

 Advertisements should be the best method to advertise the products and popular
among the public

 Cheaper products should be introduced by the company so that it can reach the

middle class public.

 The company should provide better services to the customers so as to capture

more and more market.

 The company should also offer some more plans for the middle class of the
society.

 The company should stress much on its plans and sell the products according to
the customer needs.

 The company should make more and more plans according to the customer’s
needs.
 CHAPTER – 5
IMPLICATIONS FOR
FUTURE RESEARCH
We had said that every six months we will bring a new vehicle. We are doing that with
Sonet after we launched Carnival despite the COVID-19 pandemic," Kia Motors India
Vice-President & Head – Marketing and Sales, Manohar Bhat told PTI.

When asked if the plan would remain intact despite the global health crisis, he said,
"Going forward we will study the market trend, to see where it is going in the aftermath
of COVID-19. We had planned a couple of vehicles. We will see but we intend to carry
on with our commitment although there could be some slight delays."

At the 2018 Auto Expo, Kia had announced that it planned to introduce a diverse range of
vehicles in India, including an India-exclusive compact electric vehicle between 2019 and
2021.

Kia has so far invested to the tune of $2 billion in India, where it has set up a modern
manufacturing unit at Anantapur in Andhra Pradesh with a manufacturing capacity of 3
lakh units annually.

Bullish on India, Bhat said, "Kia continues to believe in India's mid and long term growth
prospects despite the temporary blip in demand now. Our overall plans remain as it was
earlier."

Commenting on the market situation and how soon the company expects normalcy to
return, Bhat said, "It is very difficult to predict. COVID-19 is a once-in-100-years
phenomenon and no one has any prior experience or data

He, however, said Kia Motors India expects to do better than the industry.

"We will have a third vehicle coming into our portfolio. Sonet will bring excitement at
the showrooms that will definitely have a rub-off on (sales) numbers," Bhat added.

He said bookings of the company's vehicles have reached pre-COVID levels although the
intermittent lockdowns are not helping, and also the current situation of the economy has
a bearing on the demand side.
The company is currently working in two-shifts at its plant with monthly production
touching "five digits".

Last month, Kia Motors India clocked cumulative sales of 1 lakh units within 11 months
of launching its first model Seltos in August last year.
 APPENDICES

1. Working period of employees in the company.

a. Less than 1 year
b. 1-2 years
c. 2-3 years
d. 3 or more years

2. What special things should the organization provide to make new employees feel
comfortable, welcome and secure?)

a. Special instructions
b. Desk
c. Equipment
d. Work area

3. What things according to you would new employees need to know about the work
environment that would make them comfortable?
a. Names and titles of key executive
b. History of the company
c. Company policy and rules
d. Product and Services offered

4. Which section of the Manpower process do you feel is most important for meeting the
needs of your job in Azad Processors?
a. Job duties
b. Organisational issues
c. Employee and organisation benefits
d. Introduction
5. According to you and Manpower Program of Azad Processors should be designed to.

a. Reduce anxiety
b. Promote two-way communication
c. Promote a positive employee attitude
d. Assimilate the employees in the organisation

6. This organization rewards innovation and creativity on Manpower Planning.

a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

7. Employees are actively involved in planning.

a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

8. Analysis based on the reasons given by the candidates for back out from the selection
process.

a. Lengthy interview process

b. Brand issues
c. Delay in feedback
d. Higher salary
e. Other reasons
9. Which are the parameters on which candidates are evaluated?

a. Patterned
b. Stress
c. Depth

10. Principle of right man on the right job is strictly followed.

a. Strongly agree
b. Moderately agree
c. Strongly disagree
d. Moderately disagree
e. Can’t say
 REFERENCES

A. Books:

1. Kothari C.R, Research methodology: Methods & Techniques, 3rd edition, 2017,
New Age International Pvt. Ltd, New Delhi.

2. Rao V.S.P, Human Resource Management Text & Cases, 2nd Edition, 2016, Excel
Books, New Delhi

3. Greer R.Charles, Strategic Human Resource Development, 2 nd Edition, 2016,

Prentice Hall, New Delhi.

MAGAZINES AND BROACHERS

· Annexure from Orange Renewable

· Manuals, reports from the Orange Renewable

B. Websites:

1. http://www//kiamotorsindia.com.

2. http://www.ibef.org/industry/powerproducts-india.aspx

3. http://auto.economictimes.indiatimes.com/autologue/indian-automotive
-component-industry-emerging- as-a-global-market-leader/774

4. http://www.kiamotors.com/newsletter2014Issue7/

5. http://www.acma.in/

6. http://www. orangerenewable.com/index.php

7. http://www.aceanalyser.com/ar/AR2014/132539_201403.pdf