Page |1

A Project Report
On the Effectiveness of Research Methods
In

In the Partial fulfilment of the requirement of MBA programme under

the Faculty of Management Studies

Submitted By-
KUMARI MADHU SINGH
(19MBA061)

PROJECT REPORT
2020-2021

NARAYANA ACADEMY OF MANAGERIAL EXCELLENCE

JAMUHAR, BIHAR
 Page |2

DECLARATION

I, Kumari Madhu Singh, Student of III Semester (MBA), Narayana

Academy of Managerial Excellence, Jamuhar, Bihar declare that the project
on “Comparative study on the Effectiveness of Search Methods in a
recruitment consulting firm” is the result of my own efforts and it is based
on data collected and guidance given to me.

I have prepared it during my Summer Internship from 22nd February

2021 and the project was completed on 8 th April 2021. This report is correct
to best of my knowledge and so far, has not been published anywhere else.

Kumari Madhu Singh

MBA 3rd Semester
Roll No. 19MBA061
 Page |3

PREFACE

It is said that without theory, practice is blind and without practice

theory is meaningless.

Hence practical training has been made integral part of the

management education in India. The summer training programmes are
designed to give a manager the future of the corporate happenings and
work culture.

It exposes the potential of the manager of the future to the actual tune of
the working environment present is dynamic organization.

Personnel management is that part of management concerned with the

people at work and with their relationships within the organization.

Training is the process of increasing the knowledge and skill for doing a
particular job. It is an organized procedure by which people learn
knowledge and skill for a definite purpose. The purpose of training is
basically to bridge the gap between job requirements and present
competency of an employee.
 Page |4

ACKNOWLEDGEMENT

This project has been a great learning experience for me & I would like
to express my sincere gratitude to all the people who guide me through the
project and without the valuable guidance and suggestions of these people
this project would not have been completely successful. I took the
opportunity to do my internship in a Business Advisory Firm ‘BARNWAL
& BARNWAL Co.’

I owe enormous intellectual debt towards my Company Mentor Mr.

SHAMBHU BARNWAL, C.E.O. & Faculty Mentor MR. NIKHIL
NISHANT, Professor, Narayana Academy of Managerial Excellence,
Jamuhar, Bihar for their continuous support & cooperation throughout my
project without which the present work would not have been possible.

I would like to thank all the respondents whom I interacted during my

project & all the employees for their cooperation without this I may not
able to complete it successfully.
 Page |5

CONTENT

Chapter 1 Page
 Introduction 06-08
Chapter 2
 Literature Review 09-20
Chapter 3

 Historical Development of Recruitment & 21-27

Selection
Chapter 4 – Company Profile 28-31
 Digital Signature 32-35
 Trademark Registration 36-47
 ISO Certification 48-53
Chapter 5
 Research Methodology 54-59
 References 60
 Summary & Conclusion 61-62

CHAPTER 1
INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

 Page |6

Human Resource is most important asset of an organization. Training

and Development is considered to be most important part of an organization.
Due to growing competition in the footwear manufacturing sector, it is
essential for the BARNWAL Group to measure the effectiveness of training
given to employees to make them more competitive and more efficient as
compared to other footwear producers. “A study on the effectiveness of
research methods of training and development with special reference to
BARNWAL & BARNWAL CO.” will be helpful in analysing the effectiveness
of training and find out areas of further training to keep up with the
challenges of international business.

The study uses a questionnaire prepared for evaluating various factors

which affect the effectiveness of training and the results are displayed in a
table and graph format. Conclusions are arrived based on this sample.

1.2 STATEMENT OF PROBLEM

No systematic study has been conducted so far about the effectiveness

of training in BARNWAL & BARNWAL Co so far. Therefore, the present
study is an attempt to examine the effectiveness of training in BARNWAL &
BARNWAL Co.

1.3 OBJECTIVES OF THE STUDY

 To study the various training methods followed by BARNWAL &

BARNWAL Co.
 To assess the effectiveness of training at BARNWAL & BARNWAL Co
 To analyse whether employees are satisfied with various training
programs implemented by the organization.
 Identify whether employees need further training.
 Page |7

1.4 SCOPE AND SIGNIFICANCE OF STUDY

This study can be used as a tool to develop training method for

BARNWAL & BARNWAL Co.

1.5 CONCEPTUAL MODEL OF STUDY

The efficient working of an organization depends upon efficiency or

capability of personnel working in an organization. Organizations and
individuals should develop and progress simultaneously for their survival
and attainment of mutual goals. Employees need to be trained and developed
to meet present job requirements and future challenges. Training and
development are a specialized function and one of fundamental operative
functions of Human resource management.
The purpose of training is to achieve a change in behaviour of those trained
and to enable them to do their job better in order to achieve this objective. Any
training programme should try to bring changes in:
 Knowledge- It helps a trainee to know facts, policies, procedures and
rules pertaining to his job.
 Skills-It helps him to increase his technical and manual efficiency
necessary to do the job.
 Attitude- It moulds his behaviour towards his co-workers and
supervisors and creates a sense of responsibility in the trainee.

1.6 RESEARCH METHODOLOGY

 Sample Design
 Page |8

Universe may be finite or infinite. The universe in this project is

finite. The population involved in this project is employees of
BARNWAL & BARNWAL Co.
 Sample Size
This refers to the number of items to be selected from the
universe to constitute a sample size. In this research the sample size
constitutes 50 employees in the BARNWAL & BARNWAL Co.
 Sampling technique
Simple random sampling technique is to be used in this project.
 Research Design
This project is based on descriptive research design.
 Area of Research
This research is to be conducted in Kolkata area.
 Sources of Data
Both primary and secondary data shall be used to satisfy the
objectives of study.
 Primary Data
The study is based on primary data to be collected through
structured questionnaires and personal interviews.
 Secondary Data
The data regarding company profile industry profile are collected
from office records and internet.
 Tools for Data Analysis

For analysis and interpretation of primary data percentage

analysis is to be used mainly due to qualitative nature of data and bar
diagram are to be used to represent them in pictorial form.
 Page |9

1.7 CHAPTER LAYOUT

This study is presented in 6 chapters

1. Introduction

2. Industry Profile

3. Company Profile

4. Theoretical Framework

5. Data Analysis & Interpretations

6. Conclusion

1.8 LIMITATIONS

 Due to time limit sample size is limited to only 50 which may affect
accuracy of study.
 Reluctance in the part of respondents may affect the accuracy of study.
 Duration of study is limited to 45 days so that an extensive and deep
study could not be possible.

CHAPTER 2
LITERATURE REVIEW
2.0 Introduction
This chapter deals with the assessment of literatures which relate to the
topic the recruitment and selection practices of organization. Several
 P a g e | 10

literatures would be selected and relevant areas would be reviewed and

evaluated. This chapter provides information about aspect of previous works
which relate to this study. In view of this, a number of presentations culled
from various sources are under review here.
2.1 The Concept of Recruitment and Selection
According to Costello (2006) recruitment is described as the set of
activities and processes used to legally obtain a sufficient number of qualified
people at the right place and time so that the people and the organization can
select each other in their own best short- and long-term interests.
In other words, the recruitment process provides the organization with
a pool of potentially qualified job candidates from which judicious selection
can be made to fill vacancies. Successful recruitment begins with proper
employment planning and forecasting. In this phase of the staffing process, an
organization formulates plans to fill or eliminate future job openings based on
an analysis of future needs, the talent available within and outside of the
organization, and the current and anticipated resources that can be expanded
to attract and retain such talent.
2.2 Recruitment and Selection Process and Development of the
Organization
Recruitment and selection form a core part of the central activities
underlying human resource management: namely, the acquisition,
development and reward of workers. It frequently forms an important part of
the work of human resource managers – or designated specialists within work
organizations. However, and importantly, recruitment and selection decisions
are often for good reason taken by non-specialists, by the line managers. There
is, therefore, an important sense in which it is the responsibility of all
managers, and where human resource departments exist, it may be that HR
managers play more of a supporting advisory role to those people who will
supervise or in other ways work with the new employee.
 P a g e | 11

Recruitment and selection also have an important role to play in

ensuring worker performance and positive organizational outcomes. It is
often claimed that selection of workers occurs not just to replace departing
employees or add to a workforce but rather aims to put in place workers who
can perform at a high level and demonstrate commitment (Dessler, 2000).
Recruitment and selection are a topical area. While it has always had
the capacity to form a key part of the process of managing and leading people
as a routine part of organizational life, it is suggested here that recruitment
and selection has become ever more important as organizations increasingly
regard their workforce as a source of competitive advantage. Of course, not all
employers engage with this proposition even at the rhetorical level. However,
there is evidence of increased interest in the utilization of employee selection
methods which are valid, reliable and fair.
Businesses have developed human resource information systems that
support: (i) recruitment, selection, and hiring, (ii) job placement, (iii)
performance appraisals, (iv) employee benefits analysis, (v) training and
development, and (vi) health, safety, and security. The first few activities of
human resource management are recruiting and selecting which deal with the
actions concerned, and the recruiting is also less frequently alerted in human
resource information system recently. Besides, e-recruitment on the web being
the current trend for the recruitment and selection processes can further
distinguish many activities of the processes. Dessler (2000) lists the essence of
these in the following; build a pool of candidates for the job, have the
applicants fill out application forms, utilize various selection techniques to
identify viable job candidates, send one or more viable job candidates to their
supervisor, have the candidate(s) go through selection interviews, and
determine to which candidate(s) an offer should be made.
2.2.1 The Process of Recruitment
 P a g e | 12

Odiorne (1984) indicated that the quality of new recruits depends upon
an organization's recruitment practices, and that the relative effectiveness of
the selection phase is inherently dependent upon the calibre of candidates
attracted. Indeed Smith et al. (1989) argue that the more effectively the
recruitment stage is carried out, the less important the actual selection process
becomes. When an organization makes the decision to fill an existing vacancy
through recruitment, the first stage in the process involves conducting a
comprehensive job analysis. This may already have been conducted through
the human resource planning process, particularly where recruitment is a
relatively frequent occurrence. Once a job analysis has been conducted, the
organization has a clear indication of the particular requirements of the job,
where that job fits into the overall organization structure, and can then begin
the process of recruitment to attract suitable candidates for the particular
vacancy.
According to Odiorne, (1984) one result of effective recruitment and
selection is reduced labour turnover and good employee morale. Recruiting
ineffectively is costly, since poor recruits may perform badly and/or leave
their employment, thus requiring further recruitment. In a cross-national
study of recruitment practices, suggests that, in reality, recruitment practices
involve little or no attempt to validate practices. Personnel managers tend to
rely on feedback from line managers and probationary periods and
disciplinary procedures to weed out mistakes. Firms with high quit rates live
with them and tend to build them into their recruitment practices and they do
not analyse the constitution of their labour turnover.
2.2.2 The Selection Decision
While the calibre of candidate is determined by the value of the
recruitment process, the selection decision remains a difficult one. Gould,
(1984) argues that most mistakes are caused by the fact that managers
generally give little thought to the critical nature of the decisions.
 P a g e | 13

Employers are surprised and disappointed when an appointment fails, and

often the person appointed is blamed rather than recognizing the weaknesses
in the process and methodology, even the soundest of techniques and best
practice (in selection) contain scope for error. Some of this is due to the
methods themselves, but the main source is the frailty of the human decision
makers.
Selection tools available to organizations can be characterised along a
continuum that ranges from the more traditional methods of interviews,
application forms and references, through to the more sophisticated
techniques that encapsulate biographical data, aptitude tests, assessment
centres, work samples, psychological testing, and so forth. Each method of
selection has its advantages and disadvantages and comparing their rival
claims involves comparing each method's merit and psychometric properties.
The degree to which a selection technique is perceived as effective and
perhaps sophisticated is determined by its reliability and validity. In a
comparison of personnel selection practices in seven European countries
explored the utilization of a range of established selection methods. They
reported a general trend towards structured interviews in all countries and,
while the general validity and acceptability of methods such as work samples,
group exercises and assessment centres were widely recognized, reported
usage of these methods was infrequent (Miyake, 2002).
2.3 Recruiting Sources/Methods
Researchers face many decisions when selecting recruitment methods.
Issues to consider include the type of sample (random or convenience), cost,
ease, participant time demands (e.g., total time, days of week, and time of
day), and efficiency (e.g., staff hours per recruited participant).
Researchers have a number of methods from which to choose, including
advertising, direct mail, and telephone. Advertising can be used both to
publicize a study and to recruit participants.
 P a g e | 14

Recruitment via advertising has the advantages of low cost and

convenience, but the samples are non-random and often highly motivated,
and youth may be especially hard to reach this way.
Recruitment via mail is also low in cost and convenient, but youth are
difficult to reach by mail and return rates tend to be low. An added problem
with mail requests or surveys is that one can never be certain who completed
the request/survey (Armstrong, 1991). Institutions or events (such as medical
offices, schools, community sports organizations, health fairs, community
events, and churches) often are used as a setting for recruitment. Schools
present a promising avenue for the recruitment and assessment of youth.
Their primary advantage is that they house a large number of children in one
place and present a captive audience, although parental consent usually is still
required. However, recruitment of participants from schools may meet
resistance from school administrations for political or practical reasons.
Additionally, recruitment at schools may not achieve the goal of sample
representativeness as student characteristics vary between different types of
schools (e.g., private vs. public) and between schools in different
neighbourhoods. Recruitment at schools may not be appropriate in studies
having a family or neighbourhood context, requiring a greater dispersal of
participants from a larger area, or focusing on data collection in the home.
Door-to-door recruitment is another option. For large studies, this recruitment
method can be costly in terms of staff time and travel expenses, and it is
difficult to assure that recruiters randomly sample homes. Despite these
concerns, door-to-door recruitment may be a necessary recruitment strategy
for certain potential participants (e.g., those who do not have a residential
phone) (French, 1982).
Telephone recruitment has an important advantage over these methods
in that it can be used, in a fairly straightforward way, to randomly select
respondents from the larger population. The telephone provides a relatively
 P a g e | 15

low-cost, effective means of contacting many households, as is often required

for large-scale etiological research, and of making a quick determination of
eligibility and willingness to participate in the study. Disadvantages of the
telephone method include its limitation to households with telephones, the
problems of missing or changed phone numbers, challenges presented by
technology (such as answering machines or caller ID) that complicate the
ability to reach people, and relatively easy refusal or termination of the
conversation by unwilling respondents. Perhaps the largest problem with
telephone contact
methods involve rates of non-response. Kaplan and Norton (2004) found that
the number of people who refused to provide screening information tended to
be higher by telephone than in person. However, refusals over the telephone
tend to be less likely than with mailed surveys (Kelly, 2006). It should be
noted that telephone methods can be used not only for recruitment, but also
for data collection. Recent advances in telephone survey methodology have
made telephone recruitment and surveying an increasingly attractive option
in many research fields (Kaplan & Norton, 2004).
2.4 Challenges of Recruitment and Selection
According to Kaplan and Norton, (2004) a common problem in
recruitment and selection is poor HR planning. Rigorous HR planning
translates business strategies into specific HRM policies and practices. This is
particularly so with recruitment and selection policies and practices. The key
goal of HR planning is to get the right number of people with the right skills,
experience and competencies in the right jobs at the right time at the right
cost. Detailed and robust recruitment and selection policies, such as
recruitment and selection procedures, assessing criteria, talents auditing and
processing the information about the labour market are important in
recruiting and deploying appropriate employees at the right time. Past
research shows that the competency level of HR managers has a major
 P a g e | 16

influence on recruitment and selection and experienced HR experts within the

HR department will not only shorten vacancy duration, but also improve the
quality of the applicants. Moreover, effective recruitment and selection is
possible only if there is a dedicated and competent HR team (Kaplan and
Norton, 2004) In the strategy implementation phase, the extent of recruitment
and selection strategic integration can be gauged through four distinctive
indicators. These indicators are: the timely supply of an adequately qualified
workforce, effective job analysis and descriptions, effective selection, and the
involvement of line managers in the recruitment and selection practices. A
key source of uncertainty in the business strategy implementation is whether
there is a timely supply of adequate qualified people, and to a great extent this
uncertainty involves the quality of employees. For instance, a firm might
decide to leverage a different human capital pool in terms of skills and
education level than its rival firms as a competitive strategy even within the
same industry to develop specific capabilities or to develop a HR process
advantage. An organization can successfully eliminate this uncertainty if its
recruitment and selection policies and practices are strategically integrated
with business (Whitmell Associates, 2004).
A range of methods, such as application forms, interviews, formal tests,
references, assessment centres and official transcripts are used by firms in the
selection process. A firm needs to choose a method that is most appropriate to
the job positions. HR experts generally drive the staffing process and the
purpose of the staffing is to fulfil the requirements of business, and the skill
levels presented by each new recruit is likely to be judged better if the line
managers are involved in the recruitment and selection process. (Dess and
Jason, 2001) suggest that in business strategy implementation the involvement
of line managers in the entire staffing process (i.e., drafting of job descriptions,
setting selection criteria and being on the panel of recruitment) is vital for
ensuring recruitment and selection to meet business needs. In other words,
 P a g e | 17

the line managers are the owner of the recruitment and selection process
along with HR playing a facilitator role.
In recruitment and selection practice the construction of formalized
selection frameworks and norms of acceptable discrimination may be seen as
an attempt to enable managers to navigate between efficiency, control and
social justice. In their advice on how to achieve the perfect fit of person,
organization and job, they argue that selecting on the basis of managerial
opinion is ‘utterly unscientific and unreliable and that managers are ‘liable to
be turned this way and that by the most inconsequential of considerations’. In
place of this unsatisfactory state of affairs, these authors propose that
physiognomy and the physical self-provide the key to ‘unlocking the inner
secrets’ of the individual seeking employment, and therefore should inform
the selection process.
Managers are advised to assess nose, forehead, chin, habitual facial
expression, digestion, skin texture, and elasticity of muscle as found in
Blackford and Newcomb, 1914 early people management textbook. The
underlying philosophy of this process is that everything about man indicates
his character and as much information as possible should be collected to
inform a decision - their list also includes religious belief and marital status.
2.5 The Changing Context of Recruitment and Selection Decisions
Much of the recent literature on personnel management has
emphasized the necessity for the recruitment and selection of employees who
are committed to the goals of the organization.
Recent waves of organizational restructuring have dramatically
changed and, in many cases, destroyed existing employment relationships. As
traditional autocratic structures flatten and organizations utilize
multidisciplinary teams to remain competitive, the need for strategic and
transparent systems becomes paramount (Bingley et al, 2004).
 P a g e | 18

Bingley et al, (2004) suggested that, increasingly, many organizations

are being transformed from structures that are built on functions and jobs, to
those where focused, self-directed work teams, made up of empowered
individuals with diverse backgrounds, are replacing traditional specialized
workers. Cran, (1995) highlighted that firms need adaptable people who can
adjust to rapidly changing customer needs and operational structures, while
Burton (2001) argues that employees, and the way they work, comprise the
crucial difference between successful and unsuccessful organizations. He
argues that as technology increases and product life cycles shorten, the major
source of competitive advantage will be the individual worker. Delery and
Doty, (1996) further developed this view of the prevailing business
environment and reiterated that: with the sweeping changes in today's
business climate and the rise of re-engineering to meet the needs of
organizations in the area of downsizing or cost diminution, (search) firms
must be equipped to recruit individuals who can operate in a non-structured
or “virtual” organization.
Even in today's technically advanced business environment, the human
factor will always be instrumental to the success of an organization.
Furthermore, Drucker, (1999) indicates that, as companies downsize,
“delayer” and try to boost productivity with fewer people, those that remain
are being asked to assume more tasks, roles and responsibilities. He proposes
that, as this trend continues, companies will be asking fewer employees to
know more, do more, change more and interact more and thus interest is
increasingly focused on identifying the recruiting sources that are most likely
to yield high quality employees and the selection methods that best predict
future job performance. Arguments such as these have led to suggestions that
the critical organizational concern today is the hiring or promoting of the best
qualified people while still meeting all regulatory requirements.
2.6 Recruitment and Selection Practices and Performance
 P a g e | 19

Recruitment, as a human resource management function, is one of the

activities that impact most critically on the performance of an organization.
While it is understood and accepted that poor recruitment decisions continue
to affect organizational performance and limit goal achievement, it is best that
much effort is put in the recruitment and selection practices (Randall, 1987).
Recruitment and selection also has an important role to play in ensuring
worker performance and positive organizational outcomes. It is often claimed
that selection of workers occurs not just to replace departing employees or
add to a workforce but rather aims to put in place workers who can perform
at a high level and demonstrate commitment (Ballantyne, 2009).
Recruitment and selection play a pivotally important role in shaping an
organization’s effectiveness and performance, if work organizations are able
to acquire workers who already possess relevant knowledge, skills and
aptitudes and are also able to make an accurate prediction regarding their
future abilities, recruiting and selecting staff in an effective manner can both
avoid undesirable costs for example those associated with high staff turnover,
poor performance
and dissatisfied customers and engender a mutually beneficial employment
relationship characterized, wherever possible, by high commitment on both
sides.
Pilbeam and Corbridge, (2006) provide a useful overview of potential positive
and negative aspects noting that: ‘The recruitment and selection of employees
is fundamental to the functioning of an organization, and there are compelling
reasons for getting it right. Inappropriate selection decisions reduce
organizational effectiveness, invalidate reward and development strategies,
are frequently unfair on the individual recruit and can be distressing for
managers who have to deal with unsuitable employees.’
Recruiting and selection is very important for the survival of every
organization but that does not end there, new recruits need to be developed
 P a g e | 20

and appraised from time to time in order for them to be abreast with new
trends and challenges. When employees are developed it help increase their
performance and help sustain the growth of organizations.
2.7 Human Resource Development
Companies can only succeed in the long-term if they recruit and
motivate people who are able to respond to and shape the challenges of the
future. These are the individuals with the capacity to create competitive
advantage from the opportunities presented by changing markets, with the
desire to learn from customers, consumers, suppliers and colleagues, and who
possess the ability
to build and influence long-lasting and effective partnerships (Walker, 1990).
The recruitment of new employees helps to demonstrate a company’s
aspirations, highlighting the skills and attitudes to which it attaches the
highest priority. The choice also provides a major opportunity to
communicate the values and successes of the organization – to explain why
the company offers the most attractive place for a person to develop their
career. Yet this competition for top talent is nothing new; and if the challenge
for HR managers is to spot the best people and win their favour (Walker,
1990).
A well-prepared and motivated workforce is possibly the most
important of the three intangible assets to support an organization’s value
creating processes. According to Peter Drucker “The most valuable asset of a
20th century company was its production equipment. The most valuable asset
of a 21st century institution will be its knowledge workers and their
productivity (Drucker, 1999). A great deal exists in the literature about the
provision of staff development and training as investment for organizations.
Staff development and staff training are parts of the bigger concept of human
resource development (HRD). Training is just one possible way to organize
 P a g e | 21

and implement learning processes in organizations and not always the most
effective one.
HRD encompasses the broad set of activities that improve the
performance of the individual and teams, hence the organization. Training
and development have come to be viewed as lifelong activity, rather than the
front end acquisition of qualifications. As a result, the focus of concern has
shifted from what the trainer does, to what the learner requires. The ultimate
aim of the training and development process has been characterized as the
creation of the learning organization, constantly reviewing its mistakes and
successes and adapting its activities appropriately.
The issues of workforce demographics, desirable characteristics of the
workforce and the obstacles to achieving the workforce which is well
prepared, motivated and strategically ready in today’s libraries, are key
elements to be considered when discussing human resource development.

CHAPTER 3
Historical Development of Recruitment & Selection
In the earliest stages of an intervention, recruitment decisions often get
made on the basis of who is standing in the right place at the right time with
the right look on his/her face. As the situation matures, we have to think
more carefully about picking the right people for longer-term roles including
middle and senior management. The integrity of the recruitment and selection
process
 P a g e | 22

helps to ensure sustainability by building a strong and balanced team,

demonstrating the Organization’s neutrality, promoting its good name and
serving as an example for partners. You may find that one of the first roles
you need to fulfil is a HR administrator to help achieve these goals.
Here are the major stages in this cycle:
A. Defining the Requirement- Decide what vacancy you have. If you
need to fill a new role quickly you might find it helpful to adapt one of
the models provided here:
 Task analysis: Draw up a detailed list of tasks that the person
will have to do. This helps in determining the qualities and
qualifications genuinely required for the job.
 Job description: produce an outline of the broad responsibilities
(rather than detailed tasks) involved in the job.
 Person specification: decide what skills, experience,
qualifications and attributes someone will need to do the job as
defined in the task analysis and job description.
B. Attracting applications- Your file of previous applicants can be a
good place to start.
 Advertising: phrase your announcement in a way that makes
clear what the job involves and the type of person needed. Avoid
any stipulations, which could be seen as discriminatory e.g.
applying an age restriction, which is not necessary. You can
display a notice internally and/or at your gate, in the local
newspaper or with a message on the local radio station.
 Application Form: a well-designed form can elicit information
about the person's ability and willingness to do the job. Do not
ask for irrelevant information. Make it clear on the form that
applicants should consider the points in the job description and
person description when applying. Allow enough space on the
 P a g e | 23

form for applicants' answers, and indicate whether continuation

sheets can be used. State clearly on the form the closing date for
applications. For senior positions a supporting letter or CV may
also be required; if this is the case indicate the kind of information
sought.
 Background information: provide applicants with clear, up-to-
date and accurate information about the organization, its work,
its priorities and the job. Clearly indicate the closing date for
applications and the short listing and interview dates.
C. Selection- Select your candidate. Be objective and unbiased. Choose
the person who best fits your person specification.
 Short listing: assess applications on the basis of the person specification
(standard forms can be very helpful at this stage). Guard against bias
and discrimination - ensure that you select for interview those who
match the specifications, regardless of age, sex, race etc, and that the
specifications are not themselves discriminatory.
 Interviews: Interview your short-listed candidates. Remember that
your job is not only to assess the best candidate for the job, but also to
create a great impression of your organization. The amount and quality
of the information that you establish will be largely due to the
effectiveness of your questions. Use open questions (e.g. tell me
about...how you...why did you...talk me through... are do) and probe
from the general to the specific. Avoid any questions, which could be
considered discriminatory eg: asking only female candidates who looks
after their young children. If you think such a question is relevant - ask
it of all candidates who have children.
D. Candidate assessments- The interview will provide you with some
information but check it out before offering a job. Ways in which you
could do this include:
 P a g e | 24

 Ask the candidate to show you examples of previous work, do a

presentation, a case study, some tests or full assessment. Tests can be
done before the interview or after the interview. It depends on the
number of candidates being interviewed and the type of job.
 Taking up references: You must have the specific permission of the
applicant to do so, particularly if you wish to contact their current
employer. If you need them quickly, try phoning.
E. Making a Job Offer- If you think you have found the right candidate,
it’s time to make the job-offer. For your successful candidate:
 Prepare and send the appropriate documentation
 Make up the employee's personnel file; and
 Arrange the induction plan.
F. Induction- Help your new recruit to settle in quickly and become
productive as soon as possible.

SEARCH & SELECTION

 Introduction
The search and selection process is the foundation for all future
employee relations activities. As such, a considerable amount of
employee resources is rightfully spent on working on screening
committees and in hiring employees. This document has been
developed to assist hiring supervisors, committee members and others
in defining
effective search and selection processes, thereby maximizing the efforts
to identifying and attracting the best candidates.
 Planning
As will become evident in further review of this document,
planning is an essential component to nearly every step of the search
and selection process. We must plan the way the position can meet the
 P a g e | 25

needs of the department while appropriately using available resources,

plan a recruitment strategy, and plan a screening strategy and, finally, a
selection strategy.
1. Needs assessment
The first step in any process is to determine the goals that you would
like to accomplish. In Search and Selection, this process usually takes
one of two forms:
A) An addition to staff
In the event that the job is new and has not been graded before, it
will be necessary for the supervisor to complete the Position Analysis
Questionnaire, which will identify the job responsibilities and
competencies required, as well as aid in establishing the appropriate
salary grade for the position.
B) A replacement of staff
The time when a current employee vacates an existing position can
be an optimal time to review the organization and determine if a
reallocation of position responsibilities is appropriate. Often, a juggling
of responsibilities within a unit can create promotional opportunities,
new skills, job enrichment and could better match the remaining
incumbents skills with the skills required for the position.
 Identification of minimum requirements and preferred qualities
During the posting and recruitment process, the college identifies
and announces minimum requirements for fulfilling the responsibilities
of the position as well as those qualities which the supervisor believes
will lead to further success in the position.
 Development of Screening Materials
Once the position requirements and preferred qualities are
identified, it should be easy for the supervisor to identify the screening
questions. Since the committee should only be asking questions which
 P a g e | 26

related to the decision of who to forward to the supervisor in the next

step of the process, the only topics the committee needs to address are
those which have been identified by the supervisor as being either
preferred or necessary qualities (as defined in the Notice of Vacancy).
The three parts to the screening process,
a) Paper review
b) Interviews with the candidates
c) Interviews with each, respective candidates’ references
 The interviews with the candidates
As addressed previously, the interview questions should cover
specific areas of concern. In the previous section, sample interview
questions are offered for the hiring supervisor in developing the
interview questionnaire. Similar to developing the rating scale in the
paper review process, the supervisor will assign maximum point values
to each question, based on their relative importance to other criteria
being reviewed.
Qualities that could fall into this category include:
o ability to adapt to change
o ability to display a positive outlook
o ability to follow instructions
 Development of Recruitment strategy
Even though s/he is not part of the screening process, the hiring
supervisor steers the search by developing the recruitment criteria, the
position requirements and preferred qualities, the rating scales and
interview questions. The recruitment strategy is the stage where the
hiring supervisor determines, with assistance from Human Resources,
the timing for the search as well as the way that the position vacancy
will
be communicated.
 P a g e | 27

RECRUITMENT METRICS
Recruitment can be an expensive and time-consuming
endeavour, and understanding the value of the results means knowing
whether or not the time and money are being used effectively. A few
common recruitment metrics:
 New Hire Quality:
Three to six months after hire, the hiring manager should
complete an evaluation of the new employee that compares
expectations prior to recruiting with the actual performance of the
employee. Facets of quality to be evaluated include knowledge and
skills, performance, experience, motivation, multitasking abilities,
learning curve, customer compatibility, and organization compatibility.
 Recruiting Cost Ratio:
The RCR is used to determine average HR spending on recruiting
activities in relation to the starting compensation of new hires (positions
filled) that result from staffing activities.This metric calculates the Total
Recruiting Costs (both internal and external) and divides it by the Total
Compensation Recruited (the sum of the base annual compensation of
the positions filled through recruitment).
 Recruiting Efficiency:
Closely related to RCR is the metric for Recruiting Efficiency.
Recruiting Efficiency gives a percentage in relation to complete
efficiency, which is considered to be 100%.

Figure 1: HR Recruiting & Selection Process Chart

 P a g e | 28

CHAPTER 4
COMPANY PROFILE

BARNWAL & BARNWAL Co. is a leading firm India providing

comprehensive business advisory services to start new business as well as
micro, small and medium enterprises. Whether you are planning to start a
 P a g e | 29

business, have just started your business, or already have an old but
unprofitable business, we can provide you realistic, feasible and affordable
business advisory service based on your business domain, target customer,
product type and market value, top competitors, manpower, marketing
strategy and several other factors.

Whether your aim is to turn your business into a profitable business, or

you want it to take to a new height, we can be one of your trusted partners
providing useful services ranging from digital marketing, software
development, creating marketing strategy, ensuring stringent product quality
or whatever support you need.

Being India's one of the prominent brands providing business advisory

service, we can literally change the graph trend of your business by analysing
your current business status, spotting out the underlying issues, finding
opportunities and finally implementing the possible solutions.

 Leadership and Management Skill

Get full control on your business to organize the processes and boost up
the productivity of your team. Hire our experts to learn leadership and
management skill is that you need to streamline the business processes and
increase profitability.

 Employee Management

A business cannot withstand the competition of the market without having

an efficient team of workforce. Whether its issue finding workers for your
factory, skilled employees for your office, training your team with a new
technology or machine, or improving workmanship, we can provide you
complete support to upscale your business.
 P a g e | 30

 Systems & Processes

As a business grows, it becomes tougher to keep the departments

organized. So, after a certain stage, it demands developing realistic system
and process which to streamline the various activities so that you can improve
productivity and reduce manhour wastage. Get in touch with our experts to
create compact and feasible system and process development.

 Branding

Establishing your business as a brand is a highly important to get return in

long term. With a vivid brand image, you can get handsome sales even when
you aren't involved in active sales and marketing. Let's have a discussion on
how to give your business a prominent brand identity.

 Marketing

A business grows steadily when you can create new markets for your
products and services. However, entering a new marketplace pushing
through other existing brands can be a tough game. We can help you making
it simpler though our proven tactics.

 Sales

Sales is the ultimate target of any business that will keep your business in
profit. However, it's a part where you can't get the desired success if you don't
have fool proof strategy and proper implementation of planning. Get our
expert's advice to rectify the issues in your plan and boost your sale.

 Customer Service

A sale isn't closed until you get a good feedback from your customer. So,
it's extremely valuable to contact your customer, know if they have any
complaints, solve that and get their satisfying review. With years of
 P a g e | 31

experience, we know how to make it happen successfully. Get an

appointment and let's discuss on this.

 Funding Sources

Without enough capital, no business person can executive their plans.

Several businesses get vanished every year just because of insufficient fund.
We can help these businesses getting the fund source - the lifeblood, and run
it successfully. Contact us for easy funding of your business.

 Accounts

Improper accounting is not only dangerous for your business, but also can
lead you to government penalties and extremely bad consequences. Hire our
experts to get professional quality support and guidance on your business
accounting.

 Management

Managing all the departments of a business can be one of the biggest

challenges which can increase your overhead, affect workmanship and
productivity. We have years of experience creating solid management plan
that works. Hire us to get advice on management skill development service.

 Knowledge Build-up

Let it be customer psychology, a new technology, support service,

customer handing or anything else, your in-depth knowledge can help you
survive in every adverse situation. Hire our services to educate your team
with any type of requirement of knowledge build-up.

Values they hold –

a. Integrity:
 P a g e | 32

They believe in being straight, honest and fair with their clients, their
people and their suppliers.

b. Dedication:

More attention; more commitment; more energy. They always strive to

achieve the highest standards in everything they do.

c. Curiosity:

They’re always curious. They listen. Because they believe that the only way
to generate new ideas is to have an open mind. They are never satisfied with
the status quo as there is always a better way.

d. Innovation:

It lies at the heart of everything they do. And they use it judiciously to
respond to the consumers changing needs. They are always searching for an
outstanding business building idea.

e. Rapidity:

They believe that today time is more valuable than money. And their
approach to business stands testament to this belief. Rapid decision making
and flexibility go hand in hand when it comes to advertising industry.

PRODUCTS

 DIGITAL SIGNATURE CERTIFICATE

Digital signatures are a standard element of most cryptographic

protocol suites, and are commonly used for software distribution, financial
transactions, contract management software, and in other cases where it is
important to detect forgery or tampering.
 P a g e | 33

The Information Technology Act, 2000 has provisions for use of Digital
Signatures on the documents submitted in electronic form in order to
ensure the security and authenticity of the documents filed electronically.
This is secure and authentic way to submit a document electronically. As
such, all filings done by the companies/LLPs under MCA21 e-Governance
programme are required to be filed using Digital Signatures by the person
authorised to sign the documents.

TYPE OF CERTIFICATES-

 Sign-
Sign DSC can only be used for signing documents. The most
popular usage of is signing the PDF file for Tax Returns, MCA and
other websites. Signing via DSC gives the assurance of not only the
integrity of the signer but also the data. It is proof of untampered and
unaltered data.
 Encrypt-
Encrypt DSC can only be used to encrypt a document, it is
popularly used in the tender portal, to help companies encrypt the
documents and upload. You could also use the certificate to encrypt
and send classified information. Encrypt DSC is fit for e-commerce
documents, legal documentation and sharing documents that are highly
confidential and contains information that needs to be protected. We
are selling Encrypt certificate as a standalone product as well.
 Sign & Encrypt-
Sign & Encrypt DSC can be used for both signing and encrypting.
It is convenient for users who need to authenticate and maintain the
confidentiality of the information shared. Its usage includes filing
government form and application.

VALIDITY OF THE CERTIFICATE-

 P a g e | 34

You could buy certificates with a validity up to three years. (The

validity is controlled by law, and you cannot buy certificates more than
three years and less than One year validity)
 Class 2 Digital Signature Certificate-
Class 2 Digital Signature (DSC) to individuals and organizations
DSC for both Indian and foreign applicant. The main function of this
certificate is to authenticate the details of the signer. It re-affirms the
already mentioned data of the user. It is used in various form-filling,
online registration, email attestation, income tax filing and etc. More
uses of Class 2 Digital Signature Certificates are given below.
o MCA e-filing
o Income Tax e-filing
o LLP registration
o GST application
o IE code registration
o Form 16 etc.
 Class 3 Digital Signature Certificate
Class 3 digital signature certificate according to IVG guideline which
is more secure in comparison to class 2 certificate, this is the safest of all
certificates. It is used in matters of high security and safety. It is mainly
used in online trading and e-commerce, where a huge amount of money
or highly confidential information is involved. If you opt for class 3
certificate, all applications which are created for Class 2, should be able
to recognize your certificates. Following are the main functions of Class
3 certificates –
o E-tendering
o Patent and trademark e-filing
o MCA e-filing
 P a g e | 35

o Customs e-filing
o E-procurement
o E-biding
o E-auction etc.
 PROCESSING METHODS-
Aadhar-Based Paperless DSC-
Any applicant who is an Aadhaar card holder can apply for
the Digital Signature Certificates in a paperless manner using,
"Aadhaar Offline e-KYC'' procedure. Aadhar based KYC
verification process is paperless and digital knows your customer
(e-KYC) procedure, wherein the application is carried forward
after a digital verification of the applicant. The process of applying
for a DSC application to generate orders and downloading the
DSC is quick and can get completed within 15-20 mins.
PAN Based Paperless DSC-
By opting for the PAN-based Paperless DSC, the applicant
can save on the relative cost. The process of obtaining the Pan-
based Paperless DSC is easy, fast, and followed by a quick video
verification, where the applicant needs to reflect their PAN card in
the video. The best advantage of this Pan-based Paperless DSC
generated after e-KYC verification is that one can apply for this
type of DSC online anytime or anywhere, giving the applicant the
gift of global convenience.
GST Based Paperless DSC-
GST Based paperless Organisational DSCs (Digital Signature
Certificate) for Organisations having their exclusive GST
certificate. These certificates provide complete security by
 P a g e | 36

ensuring confidentiality to the information or documents with

Digital Signature when shared digitally.

 TRADEMARK REGISTRATION
A visual symbol like a word signature, name, device, label,
numerals, or combination of colors used by the owner of the trademark
for goods or services or other articles of commerce to distinguish it from
other similar goods or services originating from different businesses. A
trademark can be a word, symbol, logo, brand name, wrapper,
packaging labels, tagline, or a combination of these and are used by
manufacturers or service providers to identify their own products
and/or services. It is used to distinguish the owners’ products or
services from those of its competitors
 P a g e | 37

In India, trademarks are protected both under statutory law and

common law. The Trade and Merchandise Marks Act, 1940 (“TM Act,
1940”) was the first law in this regard in India, which was replaced later
by the TM Act, 1958. The Trade Marks Act, 1999 (“TM Act”) - which has
replaced the TM Act, 1958 - came into effect on September 15, 2003 and
is in compliance with the TRIPS obligations. The TM Act allows for the
registration of service marks and three-dimensional marks as well.
India
follows the NICE Classification of goods and services, which is
incorporated in the Schedule to the Rules under the TM Act.1 A Trade
Marks Registry had been established for the purposes of the TM Act,
1940, which has continued to function under the TM Act, 1958 and TM
Act. The Trade Marks Registry is under the charge of the Registrar of
Trademarks. The head office of the Trade Marks Registry is in Bombay
(Mumbai) and its branches are at Calcutta (Kolkata), Delhi, Madras
(Chennai), and Ahmedabad. The territorial jurisdiction of each office
has also been allocated.

In addition to trademarks, the following categories of marks can also be

registered under the TM Act:

 Certification marks are given for compliance with defined

standards, but are not confined to any membership. Such marks
are granted to anyone who can certify that the products involved
meet certain established standards. The internationally accepted
“ISO 9000” quality standard is an example of a widely recognized
certification mark.
 Collective marks can be owned by any association. The members
of such associations will be allowed to use the collective mark to
identify themselves with a level of quality and other
 P a g e | 38

requirements and standards set by the association. Examples of

such associations would be those representing accountants,
engineers or architects.

Who can apply for a trademark?

Any person which can be an individual, company, proprietor, or legal

entity claiming to be the owner of the trademark can apply. The application
for the trademark can be filed within a few days and you can start using the
“TM” symbol. And the time required for the trademark registry to complete
formalities is 8 to 24 months. You may use the ® (Registered symbol) next to
your trademark once your trademark is registered and the registration
certificate is issued. Once registered a trademark is valid for 10 years from the
date of filing, which can be renewed from time to time.

Is a registered Indian Trademark valid outside of

India?
No, an Indian Trademark may not be valid outside of India. It does not,
therefore, guarantee any protection in any other country. To acquire a
trademark in a different country a separate application must be filed in each
of these countries. Applications for registration in foreign countries can be
based on the Indian trade mark application. Convention priority may be
claimed if foreign applications are filed within six months after filing of the
Indian application. Such applications are made in terms of the International
Convention of Paris, as in the case of patents, but the period provided is
limited to six months.

What are the government fees applicable for

trademark registration?
 P a g e | 39

The government fees for trademark registration are Rs.c9000 per

application per class for company. The government fees for trademark
registration are Rs. 4500 per application per class for individual.

Types of Trademark

A trademark is a combination of characters and numbers used by a

Company to claim its ownership and is designed to represent the products
and services offered by them. Several trademarks can be registered as the
product mark, service mark, collective mark, certification mark, shape mark,
sound mark, pattern mark. However, the purpose of these trademarks is to
become the identity that enables the customer to differentiate between the
goods and services. Here are the different types of Trademark.

1. Product Mark is used on goods or products rather than services. This

Trademark is used to recognize the origin of the product, and it helps
maintain the reputation of the business. The applications that are filed
under class 1-34 can be termed as Product marks as they represent
goods.
2. The Service Mark is similar to the product mark but used to represent a
service. The service distinguishes its Proprietor from the owners of the
other services. Service mark applications can be filed under the class 35-
45.
3. A Collective Mark is used to educate the public about certain
distinguishing features of a product or service used to represent a
collective. A group can use this mark as they are collectively protecting
the same goods and services. An association or a public institution can
be a mark holder. Usually, the standards of the products are fixed by
the regulatory owning the mark. Others associated should adhere to
specific standards while using this mark in the course of business. A
 P a g e | 40

famous collective mark in India is the Chartered Accountant

designation.
4. Certification Mark denotes the products' origin, material, quality, or
other specific details which the Proprietor issues. The primary purpose
of this certificate is to bring out the standard of the product to the
customers. This Certification mark is also used to uplift the product's
standard among the customers by showing that they have undergone
quality assurance tests. Packaged foods, toys, and electronics generally
have Certification marks.
5. Shape Mark is used to protecting the shape of a product so that the
customers find it related to a specific manufacturer and prefer to buy
the product. The product's particular shape can be registered once it is
recognized to have a unique shape —for instance, Coco cola bottles or
Fanta bottles.
6. Pattern Mark is specifically for those products that have design
patterns that come out as the product's identity. Patterns which are not
remarkable is rejected as it does not serve any purpose. To register a
pattern, it is necessary to show the uniqueness of that product.
7. A Sound Mark is a sound that can be associated with a product or any
service by a particular supplier. To be a registered sound mark, it is
necessary that people easily identify the sound when they hear it.
Sound marks are the sound mnemonic that appears at the beginning or
the end of the commercial. Just like the famous mark of IPL.

Figure 2: TRADEMARK FLOW CHART

 P a g e | 41

Nice Classification of goods & services-

The International (Nice) Classification of Goods and Services is a system
for the purposes of the registration of marks was established by an Agreement
 P a g e | 42

concluded at the Nice Diplomatic Conference, on June 15, 1957, and was
revised at Stockholm, in 1967, and at Geneva, in 1977. India acceded to the
Nice Agreement on September 7, 2019 and accordingly the current version of
the Nice Classification is used by the Indian trademark office for the purpose
of classification of goods and services while examining a trademark
application in India.

There are 45 classes in the Nice classification out of which, classes 1 to

34 categorize goods or products and classes 35 to 45 categorizes services. The
Nice classification provides a broad heading called “Class Header” which
gives a clear explanation as to the type of goods or services that are covered
under each class. The list of classes and the respective headings for
registration of trademark is given below.

Goods:

Class 1: Chemicals for use in industry, science and photography, as well as in

agriculture, horticulture and forestry; unprocessed artificial resins,
unprocessed plastics; fire extinguishing and fire prevention compositions;
tempering and soldering preparations; substances for tanning animal skins
and hides; adhesives for use in industry; putties and other paste fillers;
compost, manures, fertilizers; biological preparations for use in industry and
science.

Class 2: Paints, varnishes, lacquers; preservatives against rust and against

deterioration of wood; colorants, dyes; inks for printing, marking and
engraving; raw natural resins; metals in foil and powder form for use in
painting, decorating, printing and art.

Class 3: Non-medicated cosmetics and toiletry preparations; non-medicated

dentifrices; perfumery, essential oils; bleaching preparations and other
 P a g e | 43

substances for laundry use; cleaning, polishing, scouring and abrasive

preparations.

Class 4: Industrial oils and greases, wax; lubricants; dust absorbing, wetting
and binding compositions; fuels and illuminates; candles and wicks for
lighting.

Class 5: Pharmaceuticals, medical and veterinary preparations; sanitary

preparations for medical purposes; dietetic food and substances adapted for
medical or veterinary use, food for babies; dietary supplements for human
beings and animals; plasters, materials for dressings; material for stopping
teeth, dental wax; disinfectants; preparations for destroying vermin;
fungicides, herbicides.

Class 6: Common metals and their alloys, ores; metal materials for building
and construction; transportable buildings of metal; non-electric cables and
wires of common metal; small items of metal hardware; metal containers for
storage or transport; safes.

Class 7: Machines, machine tools, power-operated tools; motors and engines,

except for land vehicles; machine coupling and transmission components,
except for land vehicles; agricultural implements, other than hand-operated
hand tools; incubators for eggs; automatic vending machines.

Class 8: Hand tools and implements, hand-operated; cutlery; side arms,

except firearms; razors.

Class 9: Scientific, research, navigation, surveying, photographic,

cinematographic, audio-visual, optical, weighing, measuring, signalling,
detecting, testing, inspecting, life-saving and teaching apparatus and
instruments; apparatus and instruments for conducting, switching,
transforming, accumulating, regulating or controlling the distribution or use
of electricity; apparatus and instruments for recording, transmitting,
 P a g e | 44

reproducing or processing sound, images or data; recorded and downloadable

media, computer software, blank digital or analogue recording and storage
media; mechanisms for coin-operated apparatus; cash registers, calculating
devices; computers and computer peripheral devices; diving suits, divers’
masks, ear plugs for divers, nose clips for divers and swimmers, gloves for
divers, breathing apparatus for underwater swimming; fire-extinguishing
apparatus.

Class 10: Surgical, medical, dental and veterinary apparatus and instruments;
artificial limbs, eyes and teeth; orthopaedic articles; suture materials;
therapeutic and assistive devices adapted for persons with disabilities;
massage apparatus; apparatus, devices and articles for nursing infants; sexual
activity apparatus, devices and articles.

Class 11: Apparatus and installations for lighting, heating, cooling, steam
generating, cooking, drying, ventilating, water supply and sanitary purposes.

Class 12: Vehicles; apparatus for locomotion by land, air or water.

Class 13: Firearms; ammunition and projectiles; explosives; fireworks.

Class 14: Precious metals and their alloys; jewellery, precious and semi-
precious stones; horological and chronometric instruments.

Class 15: Musical instruments; music stands and stands for musical
instruments; conductors’ batons.

Class 16: Paper and cardboard; printed matter; bookbinding material;

photographs; stationery and office requisites, except furniture; adhesives for
stationery or household purposes; drawing materials and materials for artists;
paintbrushes; instructional and teaching materials; plastic sheets, films and
bags for wrapping and packaging; printers’ type, printing blocks.
 P a g e | 45

Class 17: Unprocessed and semi-processed rubber, gutta-percha, gum,

asbestos, mica and substitutes for all these materials; plastics and resins in
extruded form for use in manufacture; packing, stopping and insulating
materials; flexible pipes, tubes and hoses, not of metal.

Class 18: Leather and imitations of leather; animal skins and hides; luggage
and carrying bags; umbrellas and parasols; walking sticks; whips, harness and
saddlery; collars, leashes and clothing for animals.

Class 19: Materials, not of metal, for building and construction; rigid pipes,
not of metal, for building; asphalt, pitch, tar and bitumen; transportable
buildings, not of metal; monuments, not of metal.

Class 20: Furniture, mirrors, picture frames; containers, not of metal, for
storage or transport; unworked or semi-worked bone, horn, whalebone or
mother-of-pearl; shells; meerschaum; yellow amber.

Class 21: Household or kitchen utensils and containers; cookware and

tableware, except forks, knives and spoons; combs and sponges; brushes,
except paintbrushes; brush-making materials; articles for cleaning purposes;
unworked or semi-worked glass, except building glass; glassware, porcelain
and earthenware.

Class 22: Ropes and string; nets; tents and tarpaulins; awnings of textile or
synthetic materials; sails; sacks for the transport and storage of materials in
bulk; padding, cushioning and stuffing materials, except of paper, cardboard,
rubber or plastics; raw fibrous textile materials and substitutes therefor.

Class 23: Yarns and threads for textile use.

Class 24: Textiles and substitutes for textiles; household linen; curtains of
textile or plastic.
 P a g e | 46

Class 25: Clothing, footwear, headwear.

Class 26: Lace, braid and embroidery, and haberdashery ribbons and bows;
buttons, hooks and eyes, pins and needles; artificial flowers; hair decorations;
false hair.

Class 27: Carpets, rugs, mats and matting, linoleum and other materials for
covering existing floors; wall hangings, not of textile.

Class 28: Games, toys and playthings; video game apparatus; gymnastic and
sporting articles; decorations for Christmas trees.

Class 29: Meat, fish, poultry and game; meat extracts; preserved, frozen, dried
and cooked fruits and vegetables; jellies, jams, compotes; eggs; milk, cheese,
butter, yogurt and other milk products; oils and fats for food.

Class 30: Coffee, tea, cocoa and artificial coffee; rice, pasta and noodles;
tapioca and sago; flour and preparations made from cereals; bread, pastries
and confectionery; chocolate; ice cream, sorbets and other edible ices; sugar,
honey, treacle; yeast, baking-powder; salt, seasonings, spices, preserved herbs;
vinegar, sauces and other condiments; ice (frozen water).

Class 31: Raw and unprocessed agricultural, aquacultural, horticultural and

forestry products; raw and unprocessed grains and seeds; fresh fruits and
vegetables, fresh herbs; natural plants and flowers; bulbs, seedlings and seeds
for planting; live animals; foodstuffs and beverages for animals; malt.

Class 32: Beers; non-alcoholic beverages; mineral and aerated waters; fruit
beverages and fruit juices; syrups and other non-alcoholic preparations for
making beverages.

Class 33: Alcoholic beverages, except beers; alcoholic preparations for making
beverages.
 P a g e | 47

Class 34: Tobacco and tobacco substitutes; cigarettes and cigars; electronic
cigarettes and oral vaporizers for smokers; smokers’ articles; matches.

Services:

Class 35: Advertising; business management; business administration; office

functions.

Class 36: Insurance; financial affairs; monetary affairs; real estate affairs.

Class 37: Construction services; installation and repair services; mining

extraction, oil and gas drilling.

Class 38: Telecommunications services.

Class 39: Transport; packaging and storage of goods; travel arrangement.

Class 40: Treatment of materials; recycling of waste and trash; air purification
and treatment of water; printing services; food and drink preservation.

Class 41: Education; providing of training; entertainment; sporting and

cultural activities.

Class 42: Scientific and technological services and research and design relating
thereto; industrial analysis, industrial research and industrial design services;
quality control and authentication services; design and development of
computer hardware and software.

Class 43: Services for providing food and drink; temporary accommodation.

Class 44: Medical services; veterinary services; hygienic and beauty care for
human beings or animals; agriculture, aquaculture, horticulture and forestry
services.

Class 45: Legal services; security services for the physical protection of
tangible property and individuals; personal and social services rendered by
others to meet the needs of individuals.
 P a g e | 48

Figure 3: Trademark Certificate of KORYO (Sample Copy)

 ISO CERTIFICATION

An Overview
 P a g e | 49

ISO certification certifies that a management system, manufacturing

process, service, or documentation procedure has all the requirements for
standardization and quality assurance. ISO (International Organization for
Standardization) is an independent, non-governmental, international
organization that develops standards to ensure the quality, safety, and
efficiency of products, services, and systems.

ISO certifications exist in many areas of industry, from energy

management and social responsibility to medical devices and energy
management. ISO standards are in place to ensure consistency. Each
certification has separate standards and criteria and is classified numerically.
For instance, the ISO certification we currently hold at Mead Metals is ISO
9001:2015.

ISO providing guidelines for companies in terms of product quality,

health, and performance. An ISO registration enhances the reputation of your
service or product there are different types of ISO certification like ISO 9001,
ISO 14001, ISO 5001, etc.

QMS is structured framework of policies, processes and procedures for

planning and execution in the core business areas of an organization. ISO
9001:2015 is the international standard for QMS. It is globally recognized and
accepted and can be implemented by all small, medium and large enterprises
to enhance efficiency, quality and profits. It also helps in reducing waste, and
lowering costs.

There are numerous types of ISO certification in India that are listed below:

ISO 9001:2015- Quality Management System

OHSAS 18001 – Occupational Health & Safety Management System

 P a g e | 50

ISO 37001 – Anti-bribery control systems

ISO 31000 – Risk Management

ISO 27001 – Information Security Management System

ISO 10002 – Compliant Management System

ISO 14001:2015 – Environment Management System

ISO 26000 – Social Responsibility

ISO 28000 – Security Management

ISO 22008 – Food Safety Management

SA 8000 – Social accountability

EnMS EN 16001 ISO 50001 – Energy Management

SO/IEC 17025 – Testing and calibration laboratories

SO 13485 – Medical devices

ISO 639 – Language codes

ISO 4217 – Currency codes

ISO 3166 – Country codes

ISO 8601 – Date and time format

ISO 20121 – Sustainable events

ISO/IEC 27001 – Information protection control

The process for obtaining ISO certification in India is explained in

detail below:

 Make an Application
 P a g e | 51

Once the entrepreneur or application has selected the ISO standard and
ISO certification body, need to make an application in a prescribed form
(depends on the ISO registrar). The application should contain rights and
obligations of entrepreneur and certification body parties and includes
liability issues, confidentiality, and access rights.

 Documents Review by Registrar

The ISO certification body will review all the quality manuals and
documents related to various policies and procedures being followed in the
organisation. Review of existing works will help the ISO registrar to identify
the possible gaps against the requirements stipulated in the ISO standards.

 Determination of Pre-assessment Needs

The Pre-assessment is an initial review of the Quality Management System

in an organisation to identify any significant weakness or omissions in the
system and registrar will provide the organisation with an opportunity to
correct the deficiencies before the regular registration assessment is
conducted.

 Prepare an Action Plan

After the ISO registrar notified the existing gaps in the organisation, the
applicant or entrepreneur has to prepare an action plan to eliminate these
gaps. The action plan should contain the list of the required tasks to be
performed to meet the Quality Management System

Note: The entrepreneur may need giving training to employees to work efficiently to
achieve quality management system. Make all the employees in the organisation to aware
of the ISO standards concerning work efficiency and quality standards.

 Onsite Inspection or Audit

The ISO registrar will conduct a physical onsite inspection to audit the
changes made in the organisation.
 P a g e | 52

During the audit, if the registrar finds anything that does not meet with the
requirements of the ISO standards, registrar determines the severity and issue
findings. Audit findings are usually called as nonconformities and fall into
one of two categories depending on severity.

A Minor Non-conformance – It deals with minor infractions of procedures or

minor failures of the system in meeting the ISO standards.

A Major Non-conformance – It deals with issues where the nonconforming

products are likely to reach the customers or where there is a breakdown in
the quality system that results in an inefficient system in meeting the
requirements of the standards.

 Final audit

The registration cannot proceed until all significant nonconformities are

closed and verified by the Registrar. This usually involves a re-audit of the
affected areas and, of course, the associated costs.

 Get ISO Certificate

After all, non-conformities are addressed, and all the findings are updated
in the ISO audit report, the registrar will grant the ISO certification.

 Surveillance Audits

Surveillance audit will be conducted primarily to ensure that the

organisation is maintaining ISO quality standards. It will be performed from
time to time.

Advantages of ISO certification bodies

Given below are the advantages of choosing an accredited ISO certification

body:
 P a g e | 53

 Always provide you the confidence of getting the service that closely
meets your requirements.
 It differentiates the market and leadership by showing to others
credible evidence of good practice.
 Through this you may get a chance to win a new business since the use
of accredited conformity assessment services is increasingly a
stipulation of specifiers in both the public and private sector;
 Helps to identify the best practice since the certification body needs to
have an appropriate knowledge of your business sector.
 It has the ability to control the cost with the help of knowledge transfer
since accredited certification bodies can be a good source of impartial
advice.
 You can gain access to overseas markets since certificates issued by
them are recognized well and accepted throughout the world by
choosing an accredited body for certification.
 Apart from this, it demonstrates due diligence in the event of legal
action.
 Last, it reduces paperwork and increases efficiency by reducing the
relevance of re-audit your business.

Figure 4: ISO Certificate 24by7 Publishing (Sample Copy)

 P a g e | 54

CHAPTER 5
 P a g e | 55

RESEARCH METHODOLOGY
Definition of Research

Research is an organized and systematic way of finding answers to questions.

SYSTEMATIC because there is a definite set of procedures and steps which

you will follow. There are certain things in the research process which are
always done in order to get the most accurate results.

ORGANIZED because there is a structure or method in going about the

research. It is a planned procedure, not a spontaneous one. It is focused and
limited to a specific scope.

FINDING ANSWERS is the end of all research. Whether it is the answer to

a hypothesis or even a simple question, research is successful when we find
answers. Sometimes the answer is no, but it is still an answer.

QUESTIONS are central to research. If there is no question, then the

answer is of no use. Research is focused on relevant, useful, and important
questions. Without a question, research has no focus, drive, or purpose.

4.1 DATA COLLECTION:

4.1.1 Sources of data collection:

4.1.1.1 Primary data

Primary data are collected afresh and for the first time. It is the data
originated by the researcher specifically to address the research problem.

In this study, primary data is collected primarily to understand the

existing recruitment and selection process the organization is using.

4.1.1.2 Secondary Data

Secondary data is collected from internet, registers, records, journals,

articles, magazines and annual reports of the organization
 P a g e | 56

4.1.1.3 Data collection Instrument:

Questionnaire Design begins with an understanding of the capabilities of

a questionnaire and how they can help in research. If it is determined that a
questionnaire is to be used, the greatest care goes into the planning of the
objectives.

4.2 DATA SAMPLING:

Data sampling process includes the following steps that are sequentially
shown

 Define the Target Population

 Define the Sampling frame
 Determine the sample size
 Execute the sampling process

4.2.1 Sample Size Design

It refers to the number of elements to be included in the study. A

sample design is a definite plan for obtaining a sample from a definite
population. It refers to the technique or the procedure the researchers would
adopt in selecting items for the sample.

It is determined before data is collected. In this study

• 50 samples are collected from the employers.

• 50 samples are collected from employees.

4.2.2 Sampling Process

 P a g e | 57

Convenience Sampling: A convenience is obtained by selecting

‘convenient’ population units. The method of convenience sampling is also
called the chunk. A chunk refers to that fraction of the population being
investigated which is neither by probability nor by judgement but by
convenience.

2
x 2=? [ 0−E ] | E

4.3 TOOLS FOR ANALYSIS:

• Percentage Analysis

R= 1- 6? D 2|N 2 -N
• Chi-square analysis

• Correlation

• F-test

4.3.1 Percentage Analysis:

In percentage analysis, charts like bar chart and pie charts are used
to graphically represent the results from percentage analysis of the
questionnaire

4.3.2 Chi-Square Analysis

The chi-square is one of the most widely used non-parametric tests

in statistical work. The Chi-Square was first used by Karl Pearson in the year
1900. It is defined as

Chi-square test is applicable to a very large number of problems in

practice. With the help of this test, we can find out whether two or more
attributes are associated or not.

4.3.3 Correlation:
 P a g e | 58

Correlation analysis deals with the association between two or more

variables. Correlation does not necessarily imply causation or functional
relationship though the existence of causation always implies correlation. By
itself it establishes only co variation. In this research rank correlation was
used. The formula used to Finn rank correlation is

F=s21 /s 22

4.3.4 F-Test

F-test is used to find out whether the two independent estimates of

population differ significantly or whether the two samples may be regarded
as drawn from the normal populations having the same variance.

FINDINGS OF THE STUDY

 A majority of the respondents prefer to post their resume through

company web sites and job sites.

 The percentage analysis shows that the organization relies heavily on

internal sources.

 Most of the employees said that a newspaper source reaches them soon.

 A majority of employees inferred that they are satisfied with the

response given after recruitment.

 Most of the employees said that the final decisions about appointment
should be based only on merit.

 A majority of employers inferred that their organization is following a

step-by-step process with certain rules and regulations in identifying
job vacancies.

 The percentage analysis shows that the organization is conducting job

analysis and job description for each job position.
 P a g e | 59

 A majority of employers said that their organization using newspaper

and employee referral sources mostly.

 Most of the employers inferred that they are measuring the cost for the
recruitment sources by comparing the validated budget versus
approved budget.

 The correlation analysis shows that the questions asked in the interview
and comfortableness with the interviewer is positively correlated.

 Most of the employees are satisfied with the present recruitment and
selection process.

 A majority of the employers inferred that the present recruitment and

selection process is effective.

SUGGESTIONS AND RECOMMENDATIONS

 From the study, it is found that majority of the employees prefer to post
their resume in companies’ website. So, the company can have exclusive
career link in its website to post resume.
 By using a separate link with resume screening software, the resumes
can be screened and managed effectively.
 From the study, it is found that newspaper is the effective medium to
advertise for recruitment. Since this company focus on candidates from
Pondicherry, they can advertise for mass recruitment.
 Relocation is the main problem for a candidate’s rejecting an offer. So,
by providing a good salary and accommodation, relocation problem can
be solved. Thus, the recruitment process can be made effective by
retaining the recruited candidate.
 P a g e | 60

 Some of the employees said that the response given after recruitment is
not satisfactory. If the recruitment feedback mechanism is not effective,
there is high risk of losing good candidates to other companies. So they
can give the response for candidates immediately whether they are
short listed or rejected.
 It is found that the company is not conducting the medical examination
for employees during selection process. They can conduct medical
examination in order to prevail themselves if any problem happens to
the employees.

REFERENCES

1. Kapse, A. S., Patil, V. S., &Patil, N. V. (2012). Erecruitment. International

Journal of Engineering and Advanced Technology, 1(4), 82-86.

2. Gopalia, A. (2012). Effectiveness of online recruitment and selection process:

a case of Tesco. World Applied Sciences Journal, 20(8), 1152-1158.
 P a g e | 61

3. Dr.S.Kamalasaravanan, A Study on the Effectiveness of Job Portal and

Networking Sites Recruitment IJEMR – January 2019 - Vol 9 Issue 01 - Online -
ISSN 2249–2585 Print – ISSN 2249-8672

4. Sultana, N., & Sultana, N. (2017). Analyzing the Effectiveness of Online

Recruitment: A Case Study on Recruiters of Bangladesh. Asian Business
Review, 7(2), 10- 84

5. Kumar, N., &Garg, P. (2010). Impact of online recruitment on recruitment

performance. Asian journal of management research, 1(1), 327-336.

6. Mindia, P. M., &Hoque, M. K. (2018). Effects of e-recruitment and internet

on recruitment process: an empirical study on multinational companies of
Bangladesh. International Journal of Scientific Research and Management
(IJSRM), 6(01).

7. Alateyah, S. S. E-recruitment and its effect on firm performance: the

mediating role of HRM capabilities in the context of Saudi Arabia.

8. Saha, S. (2018). Impact of Online recruitment on recruitment. International

Journal of Education and Research, 6(4).

9. P. SIVASANKARI, (2018) E – Recruitment (Online Recruitment) IOSR

Journal of Humanities and Social Science (IOSR-JHSS) Volume 23, Issue 6,
Ver. 3 (June. 2018) PP 32-33 e-ISSN: 2279-0837, p-ISSN: 2279-0845.

10. Shahila, M. D., &Vijayalakshmi, M. R. (2013). E-recruitment challenges.

International Journal of Social Science and Interdisciplinary Research IJSSIR,
2(5), 118-12.

SUMMARY & CONCLUSION

Summary:
 P a g e | 62

The ideal recruitment effort will attract a large number of qualified

applicants who will take the job if it is offered. It should also provide
information so that unqualified applicants can self-selected themselves out of
the job candidacy; i.e. a good recruiting program should attract the qualified
and not unqualified candidates. If the right person is selected, he is valuable
asset to the organization and if faulty selection is made the employee will
become a liability to the organization.

Therefore, it deserves great care and concern to formulate and

implement recruitment strategies and sourcing process, with a foresight
towards higher organizational achievement.

The sole purpose of the project was to study the sourcing process vis-à-
vis to entry level openings and to recommend changes in current process to
make sourcing more cost effectiveness.

Conclusion:
I. The companies follow a standard policy to recruit employees
II. The existing recruitment policy is adequate to recruit various types of
personnel but modern methods of recruitment and selection should be
adopted to be more effective.
III. The present recruitment policy is flexible enough as it has undergone
several changes from time to time to suit the requirements of the
management.
IV. In the companies, both internal & external sources of recruitment are
used.
P a g e | 63