Samsung Summer Training Report

INTRODUCTION:
In 1938, Lee Byung-chull (1910–1987) of the large landowning family in

the Uiryeong county came to the nearby Daegu city and founded Samsung a small
trading company with forty employees located in Su-dong (now Ingyo-dong). It dealt in
green-grocery and dried fish produced in and around the city, and the noodles, Byeolpyo
Guksu produced itself. The company prospered and Lee moved its head office to Seoul in
1947. When the Korean War broke out, however, he was forced to leave Seoul and
started a sugar refinery in Busanas a name of Cheil Jedang. It was the first South
Korean sugar manufacturing facility. After the war, in 1954, Lee founded Cheil
Mojik and built the plant in Chimsan-dong, Daegu. It was the largest woolen mill ever in
the country and the company took on an aspect of a major company.
Samsung's diversified into many areas and Lee sought to establish Samsung as an industry
leader in a wide range of enterprises. The company started moving into businesses such as
insurance, securities, and retail. South Korean President Park Chung-hee’s regime during
the 1960s and 1970s would prove a boon for Samsung. Park placed great importance on
industrialization, and focused his economic development strategy on a handful of large
domestic conglomerates, protecting them from competition and assisting them financially.
Samsung was one of these companies. Park banned several foreign companies from selling
consumer electronics in South Korea in order to protect Samsung from foreign competition
and nurture an electronics manufacturing sector that was in its infancy.
In the late 1960s, Samsung Group began the electronics industry. It formed several
electronics-related divisions, such as Samsung Electronics Devices Co., Samsung Electro-
Mechanics Co., Samsung Corning Co., and Samsung Semiconductor &
Telecommunications Co., and made the facility in Suwon. Its first product was a black-
and-white television set. In 1980, the company acquired Hanguk Jeonja Tongsin in Gumi,
and started to build telecommunication devices. Its early products were switchboards. The
facility were developed into the telephone and fax manufacturing systems and became the
as we know that the human resources are the most important asset of an organization. The
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Success or failure of an organization is largely dependent on the caliber of the people
working therein. Without positive and creative contributions from people, organizations
cannot progress and prosper. In order to achieve the goal or perform the activities of an
organization, therefore, firstly we need to plan proper manpower planning because it is the
essential process of getting the right number of qualified people into the right job at the
right time so that an organization can meet its objectives. It is a system of matching the
supply of people with openings the organization expects over a given time frame. After the
manpower planning we need to recruit people with requisite skills, qualifications and
experience to perform the activities of an organization. Therefore, “Recruitment is a true
sales function. A recruiter should uncover the needs of the applicants and understand why
they have those needs and the recruiter can then show how the organization can specifically
satisfy such needs”.
Recruitment provides a pool of applicants for selection. Selection is much more than just
choosing the best candidate. It is an attempt to strike a happy balance between what the
applicant can and wants to do and what the organization requires. Various selection tools
and techniques are used to find people with relevant qualifications who are willing to
accept the job offer and give satisfactory service and performance in the long run.
WHAT IS BENCHMARKING?
Benchmarking is the process of seeking out and studying the best internal practices that
produce superior performance. We supplement the traditional metrics-focused approach
with an analysis of why and how practices produce exceptional results. Best Practices, LLC
does more than help our clients understand their strengths and weaknesses--we give them a
road map for improvement.
Benchmarking can yield great benefits in the education of executives and the realized
performance improvements of operations. In addition, benchmarking can be used to
determine strategic areas of opportunity. In general, it is the application of what is learned
in benchmarking that delivers the marked and impressive results so often noted. The
determination of benchmarks allows one to make a direct comparison. Any identified gaps
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are improvement areas.
Benchmarking can take several forms. Internal benchmarking studies the practices and
performance within the client organization. External benchmarking determines the
performance of other, preferably world-class, companies.
The best kind of benchmarking not only makes comparisons with a company’s competitors
in its own industry, but also seeks to make comparisons with best practice in other
industries.
ADVANTAGE OF THE BENCHMARKING IN COMPANY
A better understanding of the waits (expectations) of the customer because it is: based on
the reality of the market estimated in a objectivity way.
A better economic planning of the purposes and the objectives to achieve in the company
because they are: centered on what takes place outside controlled and mastered.
A better increase of the productivity: resolution of the real problems understanding of the
processes and what they produce.
Better current practices search for the change many decisions practices of break
A better competitiveness thanks to: a solid knowledge of the competition a strong
implication of the staff new ideas on practices and tried techniques.
Benchmarking has consequences which are beyond the process itself: it reforms all the
levels of the company; modifies the process of manufacture of the product leads(driver);
also reforms the hierarchical organization of the company, the product itself, and the state
of mind of the employees.
MANPOWER PLANNING
“Manpower” or “Human Resource” may be thought of as “the total knowledge”, skills,

creative abilities, talents and aptitudes of an organization’s work force, as well as the
values, attitudes and benefits of an individual involved……… It is the sum total of inherent
abilities, acquired knowledge and skills represented by the talent and aptitudes of the
employed persons.” Of all the “Ms” in management (i.e., the management of materials,
machines, methods, money, motive power), the most important is “M” for men or human
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resources. It is the most valuable asset of an organization, and not the money or physical
equipment.
Human resources are utilized to the maximum possible extent in order to achieve individual
an organizational goals. An organization’s performance and resulting productivity are
directly proportional to the quantity and quality of its human resources.
Human resource or manpower planning is “the process by which a management determines
how an organization should move from its current manpower position to its desired
manpower position. ‘Through planning, a management strives to have the right number and
the right kind of people at the right places, at the right time, to do things which result in
both the organization and the individual receiving the maximum long-range benefit.
Human resource planning consists of a series of activities, viz.
Forecasting future manpower requirements, either in terms of mathematical projections of
trends in the economic environment an development in industry, or in terms of judgmental
estimates based upon the specific future plans of a company;
Making an inventory of present manpower resources and assessing the extent to which
these resources are employed optimally;
Anticipating manpower problems by projecting present resources in the future and
comparing them with the forecast of requirements to determine their adequacy, both
quantitatively and qualitatively; and Planning the necessary programme of requirement,
selection, training, development, utilization, transfer, promotion, motivation and
compensation to ensure that future manpower requirements are properly met.
MANPOWER PLANNING PROCESS
Manpower planning fulfills individual, organizational and national goals. The main
purpose is one of matching or fitting employee’s abilities to enterprise requirements, with
an emphasis on future instead of present arrangements.
Thus, manpower planning involves forecasting manpower requirement, preparing
manpower inventory to assess the internal supply of manpower, identification of manpower
gap which may be in the form of either surplus or shortage of manpower, and designing
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action plans for bridging this gap. Organizational objectives and plans provide base for
manpower planning so that it is linked with the former.
ORGANIZATION OBJECTIVES AND PLANS
The starting point of any activity in an organization is its objectives which generate various
plans and policies which provide direction for future course of action. Out of this direction,
various subsystems of the organization devise their own plans and programmes. Thus, each
subsystems plans and programmes are linked to organizational plans and policies. To the
extent, this linkage is not proper; a subsystem’s contribution to the achievement
organizational objectives is adversely affected. This is true with manpower planning too.
While going through its process, therefore, organizational policies with regard to effective
utilization of human resources should be identified and incorporated in planning process.
FORGECACTING MANPOWER REQUIREMENT
The first essential ingredient of manpower planning is the forecasting needs for human
resources in an organization over a period of time. Forecasting of human resource
requirements serves the following purposes:
To quantify the jobs necessary for producing a given number of goods; or offering a given
amount of service;
To determine what staff-mix is desirable in the future;
To assess appropriate staffing levels in different parts of the organization so as to avoid
unnecessary cost;
To prevent shortages of people where and when they are needed most; and
To monitor compliance with legal requirements with regard to reservation of jobs.
PREPARING MANPOWER INVENTORY
Inventory is a term which is normally used to counting of tangible objects like raw
materials and finished goods, etc. In the same way, inventory of human resources can also
be prepared. The basic purpose of preparing manpower inventory is to find out the size and
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quality of personnel available within the organization to man various positions. Every
organization will have two major sources of supply of manpower: internal and external.
Internal labour supply: A profile of employees in terms of age, sex, education, training,
experience, job level, past performance and future potentials should be kept ready for use
whenever required. Requirements in terms of growth/diversification, internal movement of
employees must also be assessed in advance.
External labour supply: When the organization grows rapidly, diversifies into newer
areas of operations (merchant banking, capital market operations, mutual funds, etc. in case
of a bank) or when it is not able to find the people internally to fill the vacancies, it has to
look into outside sources.
IDENTIFICATION OF MANPOWER GAP
Manpower gap is the difference between manpower required at a particular time and the
personnel being available at that particular time. This gap can be identified on the basis of
forecasts for human resource needs and supply. This gap should be measured in respect of
various types of personnel because mere aggregate quantitative gap would not serve much
purpose. This gap may be of two types: surplus human resources and shortage of human
resources. Based on the analysis of this gap, action plans must be developed to overcome
this gap.
ACTION PLANS
Various action plans are devised to bridge human resource gap. If there is surplus of human
resources either because of improper manpower planning in the past or because of change
in organizational plan, such as divestment of business or closing down some businesses
because of various reasons, action plans may be devised to prune their size through layoff,
voluntary retirement, etc. If there is shortage of human resources, action plan may be
devised to recruit additional personnel.
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RECRUITMENT AND SELECTION PROCES
The Recruitment and Selection process promotes successful hiring decisions that can truly
impact the success of the organization.
The selection of a candidate with the right combination of education, work experience,
attitude, and creativity will not only increase the quality and stability of the workforce, it
will also play a large role in bringing management strategies and planning to fruition.
RECRUITMENT
Recruitment forms the first stage in the process which continues with selection and ceases
with the placement of the candidate. It is the next step in the procurement junction, the first
being the manpower planning. Recruitment makes it possible to acquire the number and
types of people necessary to ensure the continued operation of the organization.
“Recruiting is the discovering of potential applicants for actual or anticipated
organizational vacancies. In other words, it is a ‘linking activity’ bringing together those
with jobs and those seeking jobs.”
FACTORS AFFECTING RECRUIMENT
Factors governing recruitment may broadly be divided as internal and external factors.
The internal factors are:
Recruiting policy of the organization;
Human resource planning strategy of the company;
Size of the organization and number of employees employed;
Cost involved in recruiting employees, and finally;
Growth and expansion plans of the organization.
The external factors are:
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Supply and demand of specific skills in the labour market;
Political and legal consideration such as reservation of jobs for SCs, STss and so on;
Company’s image-perception of the job seekers about the company
.SOURCES OF RECRUIMENT
Before an organization activity begins recruiting applicants, it should consider the most
likely source of the type of employee it needs. Some companies try to develop new sources,
while most only try to tackle the existing sources they have. These sources, accordingly,
may be termed as internal and external.
INTERNAL SOURCES
Recruiting may be hiring to mind employment agencies and classified ads, but current
employees are often the best source of candidates. These include personnel already on the
pay-roll of an organization, i.e., its present working force, whenever any vacancy occurs;
somebody from within the organization is upgraded, transferred, promoted or sometimes
demoted. This source also includes personnel who where once of the pay-roll of the
company but who plan to return or whom the company would like to rehire, such as those
on leave of absence, those who quit voluntarily, or those on production lay-offs.
EXTERNAL SOURCES
Firms can not always get all the employees they need from their current staff, and
sometimes they just don’t want to. . We will look at the sources firms use to find outside
candidates next. Normally, following outside sources are utilized for different positions.
Advertisement: Everyone is familiar with employment ads, and most of us have probably
responded to one or more. It is the most effective means to search potential employees
from outside the organization. Employment advertisement in journals, newspapers,
bulletins, etc., is quite common in our country. An advertisement contains brief statement
of the nature of jobs, the type of people required, and procedure for applying for these jobs.
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Employment Agencies: Many organizations get the information about the prospective
candidates through employment agencies. In our country, two types of employment
agencies are operating. These are:
Public agencies operated by federal, state or local governments;
Private employment agencies
Public employment agencies: There are employment exchanges run by the government
almost in all districts. The employment seekers get themselves registered with these
exchanges. Normally, such exchanges provide candidates for lower positions.
Private employment agencies: Private employment agencies are important sources on

clerical, white-collar, and managerial personnel. They charge fees (set by state law and
posted in their offices) for each applicant they place.
On Campus Recruitment: Many organizations conduct preliminary search of prospective

employees by conducting interviews at the campuses of various institutes, universities, and
colleges. This source is quite useful for selecting people to the posts of management
trainees, technical supervisor, scientist, and technicians. The organization hold preliminary
interviews on the campus on the predetermined date and candidates found suitable are
called further interviews at specified places.
Referrals and Walk- INS: “Employee referrals” campaigns are another option. The
firm posts announcements of openings and requests for referrals in its bulletin and on its
wallboards and intranet; prizes or cash rewards that culminate in hiring. Employee referrals
have been the source of almost half of all hires at America Credit since the firm kicked off
its “you’ve got friends, we want to meet them” employee referrals program. Employees
making a referral receive $10 awards, with the payments spread over a year. As the head of
recruiting says, “Quality people know quality people. If you give employees the
opportunity to make referrals, they automatically suggest high caliber people because they
are stakeholders…..”
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Internet Recruiting: A large and fast-growing proportion of employers use the Internet as
a recruiting jumped from 10% in 1997 to 75% in 2000. Infosys Technologies Ltd., for
example, gets over 1000 resumes a day from prospective candidates through the Net. The
HR manager has to key in his or her requirement and ‘profiles’ of candidates from the
company’s database get generated. There are a variety of websites available- in addition to
a company’s own website- where applicants can submit their resumes and potential
employers can check for qualified applicants. (Such as (i) www.jobsahead.com (ii)
www.headhunters.com (iii) www.naukri.com (iv) www.monsterindia.com (v)
www.timesjob.com etc.)
SELECTION
The size of the labor market, the image of a company, the place of posting, the nature of
job, the compensation package and a host of other factors influence the manner in which
job aspirants are likely to respond to the recruiting efforts of a company. Through the
process of recruitment, a company tries to locate prospective employees and encourages
them to apply for vacancies at various levels. Recruiting thus, provides a pool of applicants
for selection.
“Selection is the process of picking individuals who have relevant qualifications to fill jobs
in an organization. The basic purpose is to choose the individual who can most successfully
perform the job, from the pool of qualified candidates”.
Selection Procedure: The selection procedure is concerned with securing relevant

information about an applicant. This information is secured in a number of steps or stages.
The objective of selection process is to determine whether an applicant meets the
qualifications for a specific job and to choose the applicant who is most likely to perform
well in that job. The hiring procedure is not a single act but it is essentially a series of
methods or steps or stages by which additional information is secured about the applicant.
STEPS IN SELECTION PROCEDURE
There is no shortcut to an accurate evaluation of a candidate. The hiring procedure is,

therefore, generally long and complicated. Many employers make use of such techniques
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and pseudo-sciences as phrenology, physiognomy, astrology, graphology, etc., while
coming to hire decision. However, in modern times, these are considered to be unreliable
measures.
The following is a popular though it may be modified to suit individual situation:
1. Reception or preliminary interview or screening;

2. Application blank- a fact-finder which helps one in learning about an applicant’s
background and life history;
3. Different types of test used to look at a candidate’s suitability for a job;
4. A well conducted interview to explore the facts and get at the attitudes of the
applicant and his family job and the
5. A physical examination-health and stamina’s are vital factors in success;
6. A reference check;
7. Final selection approval by Manager and communication of the decision to the
candidate.
1. Reception or Preliminary Interview or Screening:
The initial screening is usually conducted by a special interviewer to a high caliber

receptionist in the employment office. This interview is essentially a sorting process in
which prospective applicants are given the necessary information about the nature of
the jobs in the organization. The necessary information, then, elicited from the
candidates relating to their education, experience, skill, salary demanded, the reasons
for leaving their present jobs, their job interests and whether they are available for the
job, their physical appearance, age, “drive” and facility in speech. If a candidate meets
with the requirements of the organizational structure he is eliminated at the preliminary
stage
.
2. Application Blank or Application Form:
An application blank is a traditional, widely accepted device for getting information.

Corn a prospective applicant which will enable a management to make a proper
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selection.
It is a good means of quickly collecting verifiable (and therefore fairly accurate) basic
historical data from the candidate. The information required to be given in the
applicant’s own hand writing is needed to identify him properly and to draw tentative
inferences about his suitability for employment. Many types of application forms- some
times very long and comprehensive and sometimes brief- are used. Information is
generally called on the following items.
Biographical Data
Education Attainment
Work Experience
Salary
Personal Items
Other Items: Names and addresses of previous employers, reference etc.
3. Selection Test:
Many organizations hold different kinds of selection tests to know more about the
candidates or to reject the candidates who cannot be called for interview, etc. Selection
tests normally supplement the information provided in the application forms. Such forms
may contain factual information about candidates. Selection tests may give information
about their aptitude, interest, personality, etc., which cannot be known by application
forms.
4. Interview:
Interview is the oral examination of candidates for employment. This is the most essential
step in the selection process. In this step, the interviewer tries to obtain and synthesise
information about the abilities of the interviewee and the requirements of the job. Several
types of interviews are commonly used depending on the nature and importance of the
position to be filled within an organization. These are Structured Interview, Non-
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Structured Interview, Situational Interview, Behavioral Interview, Panel Interview, Stress
Interview, etc.
5. Medical Examination:
Medical examination is carried out to ascertain the physical standards and fitness of
prospective employees. Medical Examination can give the following information:
Whether the applicant is medically suitable for the specific job or not;
Whether the applicant’s physical measurements are in accordance with job requirements or
not.
But some organizations use this type of test
.
6. Reference Checks:
The use of references is common in most selection procedures, for it involves only a little
time and money and minimum of effort. The procedure places reliance on the evaluation of
former employers, friends and professional personnel. Checks on references are made by
mail or by telephone, and occasionally or by using reference form.
7. Hiring Decision:
The Line Manager concerned has to make the final decision now- whether to select or
reject a candidate after soliciting the required information through different techniques.
After taking the final decision, the organization has to intimate this decision to successful
as well as unsuccessful candidates. The organization sends the appointment order to the
successful candidates either immediately or after some time, depending upon its time
schedule.
COMPANY PROFILE
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The Samsung Group is a South Korean conglomerate composed of numerous businesses,
including Samsung Electronics, as one of the world’s largest electronics companies.
Samsung Group is South Korea’s largest exporter and is helmed by Chairman Lee Kun-
hee, the third son of the founder Lee Byung-chul. Samsung Electronics is a South
Korean Multinational Corporation and one of the world’s largest Electronics and IT
companies. In August 2005, Business Week rated Samsung as the Number 1 consumer
electronics brand in the world. Headquartered in Seoul, South Korea, it is part of the
Korean Samsung Group operating in approximately over 100 countries. The name
Samsung literally means “three stars” or “tristar” in Korean. Samsung Electronics is
viewed by many Koreans as a symbol of national pride and ‘can do’ spirit. Samsung
Electronics announced at the start of the 21st century its intention to “become the world’s
largest electronics company in just 5 years”. The company began
reporting record profits from the start of the 21st century, especially in 2003 when it
displayed 33% growth in brand value in the Interbrand global brand rankings. In 2004, the
company was one ranking behind Sony and in 2005 overtook Sony as the top consumer
electronic brand. In 2006 and
2007, Samsung was rated one of the top global electronics brands in various reports, with
the January 2007 Brand Finance report ranking the company number 1 in electronics and
32nd overall and Business Week rating Samsung is ranking 20th of global brands.
Samsung Electronics owes much of its success to being the world’s largest manufacturer of
memory chips and liquid crystal displays, which are crucial to all modern electronic
devices.
The semiconductor division of Samsung Electronics is the world’s largest manufacturer of
many semiconductor technologies such as DRAM, SRAM, Flash Memory and Display
Driver IC. Samsung is also the world’s largest LCD manufacturer selling over 62 million
LCD TVs in 2006. It is also the number three mobile phone manufacturer in the world.
Samsung Electronics is a leading provider of high tech Consumer Electronics, Home
Appliances and IT and Telecom Products in the country. It is the world’s largest producer
of color monitors, color TVs, memory chips and TFT-LCDs.
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SAMSUNG IN INDIA
Samsung India is the hub for Samsung’s South West Asia Regional Operations. The South
West Asia Regional Headquarters looks after the Samsung business in Nepal, Sri Lanka,
Bangladesh, Maldives and Bhutan besides India. Samsung India Electronics Limited
(SIEL), the Indian subsidiary of the US $ 55.2 billion Samsung Electronics Corporation
(SEC) headquartered in Seoul, Korea, started operations in India in 1995. Today enjoys a
sales turnover of over US $ I Ban in just a decade of operations in the country. Initially, it
was a player only in the color televisions segment when it undertook contract
manufacturing for Videocon. However, later it diversified into color monitors (1999) and
refrigerators (2003). Today, it is recognized as one of the fastest growing brands in the
sphere of digital technology.
In its tenure of over 10 years in the country,

Samsung India has set up manufacturing facilities for Color Televisions, Washing
Machines, Color Monitors and more recently, Refrigerators in the country. All the facilities
are located at its Manufacturing Complex at Noida, Uttar Pradesh. The company set up a
Software Technology Park for Digital Visual Display Products at Noida in the year 2002.
In the year 2004, Samsung India has been made the Regional Head quarters for Samsung
Operations in South West Asia.
HISTORY OF SAMSUNG
B.C. Lee founded Samsung

(1938) now one of the biggest companies in the world in consumer electronics,
communication- a information technology and semiconductors
1938-----------------1969
Samsung Electronics established
In 1972 Production of TV sets began
In 1974 Samsung started producing silicon chips
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K.H. Lee became chairman
Declaration of ‘The Second Foundation’ (1988)
1938-----------------1969-----------------------------------------1987
Samsung CI redefined<
Chairman Lee declared
New Management
1938----------------1969------------------------1987--------------------------------1993
HISTORY OF CHALLENGES AND EXPLORATION
1950s advancing into manufacturing and financial sector

1960s advancing into electronics and business diversification
1970s advancing into heavy and chemical industries and systematization of electronic
companies
1980s advancing into high value-added and capital-intensive industry
1990s declaration of the new management and joining the ranks of first-class companies
2000s global competitiveness, first-class status
1938--------------1969-------------------1987----------------------------1993
B.C.Lee Samsung K.H.Lee Samsung
Founded Electronics became CI
Samsung established chairman redefined
HISTORY OF SAMSUNG ELECTRONICS
1969 Company Established

1972 Production of B/W TV sets started
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1974 Water fabrication started
1980 Korea Telecommunications Corp. acquired
1988 Samsung Semiconductor and Telecommunications merged with SEC
1992 Company ranked world’s top DRAM Supplier cellular telephone system developed
1994 256M DRAM developed
1996 1G DRAM develop
CDMA cellular services commercialized

1997 Worldwide Olympic partner contract signed
1998 World’s 1st digital TV developed
1999 1GB flash memory chip developed world’s 1st 1MT-2000 handset, system and
core semiconductor chips developed

2002 90 nanometer memory processing technology commercialized
2003 World’s Ist 70 nanometer technology 4 giga-bit NAND flash developed
world’s Ist 57-inch TFT LCD developed

2004 Established S-LCD Inc., LCD joint 1st 60-Nano 8GB NAND flash memory
chip, released world’s 1st 5-Megapixd camera phone

2005 World’s first 50nm NAND flash memory developed world’s first 102”PDP TV, 82”
LCD TV, and 71” DLPTM TV 5 years Chelsea Football Club
Sponsorship deal announced

2006 Samsung launches the world’s First 82” Full HDTV TFT-LCD the Company
Launches the world’s First: 10M-pixel Camera phone 8GB HHD Phone
Samsung launches the QI- the world’s first ultra portable PC
OUR LOGO
Samsung, which literally means “three stars” in Korean, initially had three stars as its logo.
In 1993, Samsung introduced a new corporate identity program is honour of its 55th
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anniversary and 5th anniversary of the introduction of the “second foundation”. It was
aimed to strengthen competitiveness by bringing Samsung’s desired perception by the
public. Samsung’s corporate logo was redefined to project Samsung’s firm determination
to become a world leader. The Samsung name is now written in English, expanding its
global presence throughout the world.
The name is superimposed over a dynamic, new logo design, giving an overall image of
dynamic enterprise. The elliptical logo shape symbolizes the world moving through space,
conveying a distinctive image of innovation and change. The first letter, “S”, and the last
letter,”G”, partially break out of the oval to connect the interior with the exterior, showing
Samsung’s desire to be one with the world and to serve society as a whole.
VISION
Growing To Be The Best

Samsung India aims to be the ‘Best Company’ in India by the year 2006. ‘Best Company’
in terms of both the internal workplace environment as well as the external context in
which the company operates- Samsung aims to grow in India by contributing to the Indian
economy and making the lives of its consumer simpler, easier and richer through its
superior quality products
“Our aim to gain technological leadership in the Indian marketplace even as our goal is to
earn the love and respect of more and more of our Indian consumers”
THE SAMSUNG GROUP
Electronic Industries Total No. Companies: 7
Samsung Electronics, Samsung SDI, Samsung Electro-Mechanics, Samsung Coring,

Samsung SDS, Samsung Networks, Samsung Corning Precision Glass
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Chemical Industries Total No. Companies: 5
Samsung General Chemicals, Samsung Petrochemicals, Samsung Fine Chemicals,

Samsung BP Chemicals, Samsung Tool Petrochemicals
Machinery and Heavy Industries Total No. Companies: 2

Samsung Heavy Industries, Samsung Techwin
Financial Services Total No. Companies:

Samsung Life Insurance, Samsung Fire and Marine Insurance, Samsung Card, Samsung
Securities, Samsung Capital, Samsung Investment Trust Mgmt, Samsung Venture
Investment
Other Affiliated Companies Total No. Companies: 42
Samsung Medical Centre, Samsung Foundation of Culture, Samsung Welfare Foundation,
The HO-Am foundation, Samsung Press Foundation, Samsung Economics Research Inst.,
Samsung Human Resources Dev. Inst., Samsung Engineering, Chiel Industries, Samsung
Everland, Shilla Hotel and Resorts, Chiel Communications, S1 Corporation, Samsung
Lions.
AREAS OF BUSINESS
Samsung Electronics Co., Ltd is a global leader in semi-conductor, telecommunication,

digital media and digital convergence technologies. Employing approximately 123,000
people in 930 offices in 48 countries, the company consists of five main business units.
These are:
Digital Appliances Business
Digital Media Business
LCD Business
Semi-conductor Business
Telecommunication Network Business
Samsung India’s areas of business are broadly classified into the following 3 categories:
Consumer Electronics (CE)/Audio Visual (AV) Business:
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TVs - Home Theater Systems
Home Audio Players - Digital Still Cameras
Digital Audio Players - Camcorders
CD/DVD Players
Home Appliances (HA) Business:

Refrigerators
Air Conditioners
Washing Machines
Microwave Ovens
Information Technology (IT) Business:

Note PCs
Hard Disk Drives
CD/DVD ROMS
CD/DVD Writers
Monitors
Laser Printers and Laser-based Multi-function Printers
Fax.
KEY FACTS
Founded : 1995
President and CEO : HB LEE
Head Office : IFCI- Nehru Place, Delhi
Manufacturing Facility: NOIDA
And Software Center
Number of Employees: 1600
Samsung India has a network of 19 Branch Offices located all over the country. The
Samsung manufacturing complex housing manufacturing facilities for Color Televisions,
Color Monitors, Refrigerators and Washing Machines is located at Noida near Delhi.
Samsung ‘Made in India’ products like Color Televisions, Color Monitors and
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Refrigerators are being exported to Middle East, CIS and SAARC countries from its Noida
Manufacturing Complex.
Samsung India currently employs over 1600 employees, with around 18% of its employees
working in Research and Development.
The 19 branches of SIEL are located in the following cities:
NORTH SOUTH
New Delhi Chennai
Chandigarh Hyderabad
Luckhnow (Eastern U.P.) Bangalore
Ghaziabad (Western U.P.) Cochin
Jaipur
Gurgaon
WEST EAST
Mumbai Kolkata
Pune Ranchi
Ahmadabad Guwahati
Raipur Bhubhaneshwar
Indore
The area sales offices are located in the following cities/towns:

Vijaywada, Coimbatore, Calicut, Hubli, Patna, Nagpur, Goa, Bhopal, Rajkot, Surat,
Baroda, Jodhpur, Dehradun, Varanasi, Ludhiana, and Jammu.
RECRUITMENT AND SELECTION PROCEDURE OF SAMSUNG
21
Samsung translates its business strategy into a manpower plan and develop a recruitment
program accordingly, which will enable it to attract and select people with the appropriate
combination of experience, skills and knowledge.
OBJECTIVES
The main objectives of the Recruitment Policy are outlined as follows:

Build the Samsung brand in the job market
Ensure availability of the “right” talent at the “right” time
Evaluate through a scientific process that ensures the right fit between the organization and
the candidate.
RECRUITMENT PROCEDURE
A. Manpower process
Manpower Forecasting
The overall annual business plan for the company breaks down into plans and targets for
each individual department. Each department calculates their grade wise manpower
requirements based on the staffing norms, and provide quarterly and monthly manpower
requirements to corporate HR.
Based on the attrition trends and manpower requirements, all the respective Head of
Departments arrive on the manpower numbers along with Head-HR and obtain on MD’S
approval.
The projected requirements for the year must reach Head-HR, latest by the first week of
January every year.
MANPOWER INVENTORY
HR prepares the current manpower status of each department, including an analysis of the
current manpower at each location, grade and skill summary.
22
IDENTIFYING MANPOWER GAPS
The existing number of employees and their skill levels compared with the forecasted
requirements to identify qualitative and quantitative gaps. Options for the redeployment
through retaining, transfers, promotions are considered. Where these options do not exist,
options for recruiting from external sources are taken into account.
MANPOWER PLANS
 On the basis of identified gaps, HR prepares on overall manpower plan which

provides adequate lead time for transfers, retaining, promotions and external hiring.
 The plan contains details on:
 Department wise numbers for transfers, retaining and promotions.
 Department wise numbers for external recruitment.
 The final manpower plan prepares. Once completed, it will be put up for approval
by all the department heads and Managing Director.
 Preparing Job Description and Person Specification
 Each position in the organization has detailed job description including the
following:
 Description of profile to be handled
 Department/Location/Region
 Reporting relationship-Designation
 Whether the position is budgeted – in case of a new vacancy or replacement-

mention details of last incumbent
 Qualifications- Essential/Desired
Position in the hierarchy/Organization Structure
23
Raising Manpower Request:
The hiring managers raise the manpower request using the following format and to HODs
for their approval using MR form.
Particulars Details
Date of initiation __________
JD Code __________
Position __________
Reporting Relationship (Designation) __________
Location __________
Region __________
Date of closing the position __________
The manpower request rises through My Single by the hiring managers. Regional HR
managers notify HO-HR and Head-HR while seeking HOD approval.
Once the vacancy is filled, My Single MRF approval in hard copy along with the signatures
of Head-HR documented in the personnel file for selected candidates. Head-HR signs the
manpower request form once the vacancy is filled.
All requests for a new position must be sent to HR in a Manpower Requisition Form after
approval from the HOD, Human Resource manages the process of recruitment and
selection with inputs from the line function.
Sources of recruitment:
Generally the sources of recruitment are categorized into two parts:
Internal Recruitment
External Recruitment
Internal Recruitment:
24
The company believes in offering opportunities for growth and carrier progression to its
employees; thus each time a requirement arises, internal recruitment is a preferred mode.
For every vacancy arises below level, an option of filling the post initially is considered.
HR places an advertisement on the intranet. The advertisement contains the following
details:
Job Profile
Education qualifications, Skills, Experience
Last date of receiving Applications
Contact person in HR
All applications are screened for the eligibility against pre-determined criteria for the
vacancy. HR prepares a list of eligible applicants and seeks approval from the respective
Reporting Manager and Departmental Head. If approval is given, HR sends notification to
the eligible candidates via email. Applicants who are not found eligible are also be notified
as via email.
ELIGIBLE CANDIDATES UNDERGO A PANEL INTERVIEW
If no suitable applicants apply within one week from the date of posting the advertisement,
external recruitment is initiated.
External Recruitment:
The vacancies can be filled through the following channels:

Candidates walking in/ sending their CVs directly
Job Portals
Samsung Site (thru hrindia@samsung.com)
Consultants
Campus Recruitment
Hiring team work on each position as per the following:
25
S.No. Position Lead time for closure
1. Up to Asst. Manager 30 calendar days
2. Managers 45 calendar days
3. Sr. Manager& DGM 45 calendar days
4. GM& above 60 calendar day

The team spend at least 1 week in searching for the right candidate through sources
other than consultants.
Lead time calculated as follows: Date of receiving come regarding the vacancy- Date of
candidate signing the LOI & committing a joining date after serving the notice period.
The lead time is communicated to the HODs/Regional Managers by Head-HR at the time
of communication of the opening to HR.
Direct CVs/Job Portals/ Samsung Site/Consultants:
The CVs received through consultants, directly received CVs, job portals& Samsung site is
stored in the CV database.
Campus Recruitments:
Campus recruitment is used for fresh graduates/postgraduates who are taken as Executive
Trainees and Management Trainees or for individuals joining at entry-level positions in the
company.
If candidate possess less than one year of work experience, he/she treats as a fresh hire
(entry level recruitment).
Trainee Schemes
Management Trainees
26
Depending upon the requirements projected in the manpower plan, the company recruits
Management Trainees from Management Institutes in the country.
Sourcing of Trainees
Management trainees are sourced from Management Institutes across the country.
The selection criteria for institutes are described below:
Campus rating through publications: HR refers to the Campus ratings published in the
Business Magazines, available in the country and arrive at average campus ratings. For the
current year the company will target institutes that are ranked between 15th and 20th ranks
according to the ranking developed. It is further recommended that by the year 2006-2007.
Recruitment days given: The company gives preference to the Institutes who are willing to
give either day 0, 1 or 2
Campus Specialization: Relevance of courses offered to the company’s business.
Campus Relationship: The Company develops close relationships with targeted campus
by hiring large numbers, conducting events, taking summer trainees, sending senior
managers for lectures etc.
Positioning of Trainees
Selected trainees are positioned at the following grades:
Fresh Graduates: Student with a Masters in Business Administration is placed at the

Management Trainee grades and gets confirmed in level…… After successful completion
of the training period.
Experience: Student with relevant work experience of 1-3 years give weight age but takes
as Management Trainee.
RECRUITMENT PROCESS
The recruitment process for the Management trainees is as follows:

HR initiates the campus recruitment process by sending the company’s literature to the
27
campus, one month before the proposed date of recruitment. This contains brochures of the
company literature containing information about the company, the job profile and the
remuneration package.
SIEL representatives to the campus include:
HO HR/Regional HR
Regional Manager/Regional Functional Manager
Pre Placement Talks:

HR coordinates with the Placement Cell of short listed Institutes and schedule Pre
Placement talks (PPT)
The HR head and Regional Manager inform the Pre Placement Team. The following
information is carried to the Pre Placement Talks:
A Pre Placement (PPT) for 30 minutes, covering Samsung Corporate Video, Position
Profile and growth chart, Increments, GPMS and Company policies,
Application Blanks,
Number of job openings
Selection Process
Eligibility Criteria:
The following eligibility criterion is used to short list applicants from various Institutes:
A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program
Projects undertaken at the summer trainee/internship level
Screening of Application Blanks:

The placement Coordinator/Administrative Offices short list candidates on the basis of
predetermined eligibility criteria and send the list of short listed students to the company at
least one week before the date of campus interviews. HR will then the application blanks
that are received and short list them a second time according to the eligibility criteria.
Selection Criteria:
28
The candidates qualifying the %/CGPA criteria are considered for the selection rounds. The
weight age for the selection exercises are as under:
S.No. Exercise Weight age (%)
1. Group Discussion 20
2. Psychometric Analysis 30
3. Panel Interview 50
LETTER OF INTENT
Selected candidates are issued a letter of intent on the spot. Appointment letters are issued
upon joining.
Trainee Scheme
Once selected, all the trainees are provided with an HR brochure that lists the details of the
trainee scheme are outlined below:
Travel:
Management Trainees are provided with AC class Train Fare from home to the company.
Conveyance expenses such as travel (taxi) from the Railway station to the place of posting
etc. are provided.
Accommodation:
Trainees are provided with shared accommodation. Guest House is provided for one month
for outstation candidates.
Training Program:
The training period is for six months. The details are given below:
A three day induction period held for all trainees by the top Management on the vision,
29
mission and company policies.
All trainees spend one week in each function for a period of ………….. Weeks.
Trainees undertake 2 projects in 2 other functions than their specialization.
A combined test for all the departments and functions it is prepared by persons nominated
in HO by HODs. It is conducted and evaluated by RHR and sent to HO-HR.
Detailed feedback session is conducted by HR and sent to HO-HR and handover to
respective departments/branches.
PERFORMANCE EVALUATION AND PLACEMENT

Upon completion of the training period, all trainees undergo performance evaluation.
Process:
Trainees are required to present a report of the projects they have undertaken to the
Department Head at the end of the training period.
HR schedules a performance interview for every management trainee. The panel for
interview consists of one cross- functional head, Departmental head and HR Manager.
The trainee is assessed on the projects completed and a number of parameters listed in the
“Trainee Evaluation Form”.
The Performance Evaluation Panel recommends a confirmation separation as per the
trainee’s performance. Upon receiving the evaluation and recommendation, HR issues a
confirmation letter to the trainee confirming him/her at level.
OBJECTIVES AND RATIONALE OF STUDY
30
OBJECTIVES
It is divided in two categories:
Primary Objective: To analyze the effectiveness of recruitment and selection procedure in

Samsung.
Secondary Objective: To highlight the recruitment and selection policies of the

companies.
RATIONALE STUDY
Samsung is a globally known consumer electronic company. It is a world famous big

company. In order to run any company we search “right candidate for the right job”. It is
the initial step to run any company because employees are the most important asset of any
organization. The success or failure of an organization is largely dependent on the caliber
of the people working therein. That’s the reason I have chosen this topic and secondly it is
major part of HR which is my subject of interest.
With the help of this topic I want to know about the recruitment and selection policies of
the companies and try to make more effective in Samsung. And it would be helpful for me
for the future perspective.
31
REVIEW OF LITERATURE
INFORMATION VALUE OF RECRUITMENT AND SELECTION
In early recruitment stage, organizations have to make several important decisions

concerning the characteristics of the information they provide. The medium, the level of
accuracy or realism, the amount and nature of the information, might all affect both pre-
hire outcomes (e.g., prospects’ willingness to apply) and post-hire outcomes (e.g. early
turnover).
Realistic job previews (RJPs) are undoubtedly the most well-known recruitment procedure
pertaining to provision of information. Through the use of RJPs, both favorable and
unfavorable information is provided to applicants in order to reduce post-hire turnover. In
the first published account of a RJP experiment more than 40 years ago, (Weitz, 1956)
lauded the potential usefulness of having potential employees’ expectations as realistic as
possible.
During this research, equivocal accounts of the effectiveness, rationale and related
techniques devised to improve a variety of organizational outcomes (job satisfaction,
performance, job tenure, commitment) have been reported.
Several studies have examined the relationships between the amount of information
provided in recruitment materials and job seekers’ willingness to apply for the job
described (Barber & Roehling, 1993; Gatewood, Gowan, & Lautenschlager, 1993; Herriot
& Rothwell, 1981; Mason & Belt, 1986). The results of these studies generally show that
recruitment materials should be informative; that they should address a range of job and
organizational attributes; and that they should provide specific information about those
attributes (Barber, 1998). Based upon detailed information about job requirements less
qualified prospects will lose interest. Qualified prospects, on the other hand, are more
likely to respond to ads when they provide specific information on what the organization
has to offer. However, before strong conclusions can be drawn, additional replication is
needed. More specifically, we need more studies on the relationships between online
advertisements and applicant attraction. Furthermore, Barber suggested that “it may well be
32
that the positive relationships between [potential] applicant reactions and information holds
only up to a point: if recruitment materials contain too much information, they may
overwhelm applicants and have a less positive.
Also frequently reported in the recruitment literature is the positive relationship between
applicant attraction and the amount of information provided by the recruiter during the
interview (Harris & Fink, 1987; Liden & Parsons, 1986; Maurer, Howe, & Lee, 1992;
Powell, 1984; Rynes & Miller, 1983; Turban & Dougherty, 1992). Thus, informative
recruiters are generally preferred to uninformative ones. Yet, recruiters are unlikely to
present exceptionally large amounts of information about the organization, since they have
to acquire information about the applicant’s qualifications as well within the limited time
available.
Many studies have been conducted to investigate the relationship between applicants’
perceptions of recruiter traits and behaviors and their perceptions of the organization itself.
There is plenty of evidence indicating that recruiter traits (e.g., warmth, empathy, sincerity)
and recruiter behaviors (e.g., informative ness, job knowledge) have a direct influence on
applicant attraction (e.g., Harris & Fink, 1987; Powell, 1991). More recent research,
however, suggests that this effect is fully mediated by applicants’ perceptions of job and
organizational attributes (e.g., Turban, 2001; Turban, Forret, & Hendrickson, 1998). As
with recruiters, selection procedures are believed to provide signals about the company’s
broader characteristics (e.g., efficiency, profitability). It is suggested that virtually all pre-
screening and selection methods convey some sort of information to the applicant
(Anderson, 2001; Anderson & Ostroff, 1997). For instance, selection methods may inform
applicants on job activities, work roles, personnel procedures, and the organizational
context, including its goals values and climate (Anderson & Ostroff, 1997; Iles &
Robertson, 1997). Obviously, some selection methods are more informative than others.
Situational interviews, being constructed from critical job-relevant incidents, and realistic
job previews in principle pose candidates with a number of highly relevant and informative
scenarios. Cognitive ability tests and personality tests, on the other hand, convey less
information.
33
CHOICE OF RECRUITMENT SOURCE
Research on job information sources has usually made a distinction between formal versus
informal recruitment sources. Formal job information sources involve the use of formal
intermediaries such as placement offices, and recruitment advertisements. In contrast,
informal job information sources do not involve the use of formal intermediaries (e.g.,
friends and relatives). Barber (1998) gave the following overview of the various
recruitment sources: “Traditional sources include employee referrals, employment agencies
(including campus placement offices and executive search firms), newspaper or radio
advertisements, and unsolicited applications or “walk-ins”. More recently, organizations
have turned to alternative sources, such as on-line (internet) hiring services, job fairs, and
competitors’ layoffs/ outsourcing programs as means of identifying candidates (Glickstein
& Ramer, 1988)” (p. 22).
The relationship between recruitment sources and post-hire outcomes is one of the most
intensely researched aspects of recruitment. Interestingly, little is known about the
relationship between recruitment sources and more proximal recruitment outcomes, such as
the identification and attraction of applicants (Barber, 1998). Given the scope of this paper,
I will concentrate on the relationship between recruitment sources and turnover. Most
studies on the effectiveness of recruitment sources have found that applicants who were
recruited along ‘informal’ recruitment sources (e.g., rehires, referred applicants, walk-ins)
tend to have lower turnover than applicants hired via ‘formal’ sources (e.g., newspaper ads,
employment agencies) (Blau, 1990; Breaugh, 1981; Breaugh & Mann, 1984; Decker &
Cornelius, 1979; Gannon, 1971; K Granovetter, 1974; Quaglieri, 1982; Reid, 1972; Saks,
1994; Ullman, 1966; in Rynes, 1991). Other studies have provided only moderate support
for this. Caldwell and Spivey (1983), for instance, found that for White employees,
informal recruitment sources (e.g., employee referrals, in-store notices) were associated
with longer tenure. For Black employees, on the other hand, more formal sources (e.g.,
employment agencies, media announcements) were associated with longer tenure. Other
studies failed to find a positive relationship between referrals and employee tenure
(Linnehan & Blau, 2003; Swaroff, Barclay, & Bass, 1985; Taylor & Schmidt, 1983).
34
Individual differences hypothesis
According to this hypothesis, formulated by Schwab (1982), applicants drawn from

alternative sources constitute samples from different applicant populations. This means that
recruitment sources might differ in the kind of applicants they reach, and that these
differences in applicants might result in different post-hire outcomes, such as job tenure
(Barber, 1998). Differences in applicants usually bear reference to demographic
characteristics (e.g., age, location, educational level), instead of psychological criteria, such
as motivation, despite the theoretical importance of the latter (Buyens, De Witte, &
Martens, 2001). For example (from Taylor & Schmidt, 1983, p. 345), a recruitment
advertisement aired only on daytime television would be expected to reach a different
group of people than would a radio advertisement broadcast during heavy commuting
hours. Presumably, individuals recruited from different sources vary in abilities affecting
job performance as well as in values influencing job satisfaction and related participation
behaviors, e.g., attendance and tenure.
Empirical Research on Source Effects
Taylor and Schmidt (1983) tested the realistic information and individual differences
hypotheses on a sample of packaging plant employees. Selected individual characteristics
(e.g., height, weight, shift preference) were included in the research to test the latter
hypothesis. Characteristics were chosen because of their anticipated relationship to the
dependent variables (attendance, performance, and organizational tenure). The results
showed that recruitment sources (referrals, newspaper ads, public employment office
referrals, radio ads, rehire).
Breaugh and Mann (1984) also tested individual differences and realism as competing
hypotheses. The sample for their study consisted of 98 social service workers. The
relationships between recruitment source (newspaper ads, employee referrals, and direct
applicants/ walk-ins) and two outcome variables (performance and turnover) were
examined. Information on realistic job expectations and several individual difference
variables (demographics, applicant quality, and perceived ease of movement) was also
gathered. It was found that direct applicants had higher performance and slightly better
35
retention than applicants recruited through other sources. It was also found that employee
referrals (retrospectively) reported having more realistic expectations than did the other
sources, supporting the realism hypothesis. Concerning the individual differences
hypothesis, applicant quality and perceived ease of movement were not found to differ
across sources.
Blau (1990), using a sample of bank tellers, examined the relationship between four
recruitment sources (newspaper direct applicants/ walk-ins, and referrals) and employee
performance. It was found that direct applicants had higher performance than applicants
recruited through other sources. In addition, it was found that direct applicants had higher
ability scores than applicants from other sources, supporting the individual differences
hypothesis. Less support was found for the realism hypothesis, in that referrals, not walk-
ins, had the most realistic knowledge at the time of hire. As did Breaugh and Mann (1984),
Blau used a retrospective measure to assess the realism of information.
Griffeth et al. (1997) used structural equations modeling (SEM) analyses to test the realism
and individual differences hypotheses in a sample of 221 newly hired nurses. In addition,
they used a greater variety of indicators of realism than are typically employed, assessing
not only met expectations, but also role clarity, commitment to job choice, and coping
skills. The results showed that recruitment sources were associated with individual
differences and also with realism. Furthermore, realism was found to mediate source
influence. School and walk-in sources influenced coping efficacy, commitment to job
choice, and role clarity. There realism processes in turn affected most workplace outcomes
(e.g., job satisfaction, withdrawal cognitions, and turnover). However, the study also found
direct effects of recruiting source on post-hire outcomes. As a result of this finding,
Griffeth et al. concluded that more research on mediating processes is needed.
The relationship between recruitment sources and turnover has been

studied intensively in the past. Overall, the accumulated evidence suggests that such
relationships are quite weak (Williams, Labig, & Stone, 1993). In light of these findings,
optimizing a valid predictor-based selection strategy is probably more profitable than
focusing on negligible relationships between recruitment sources and turnover (Williams et
al., 1993, cited in Cascio, 1998).
36
RESEARCH METHODOLOGY
RESEARCH DESIGN
 Every research project conducted scientifically has a specified framework for

controlling the data collected. The framework is called Research Design.
 A research design is the arrangement of conditions for collection and analysis

of data in a manner that aims to combine relevance to the research purpose
with economy in procedure.
 The objectives are specified with sufficient accuracy to ensure that data
collected is relevant.
 The data collection methods used is Questionnaires and Structured Interviews.

While designing data collection procedure, it was ensured that the data
collected is unbiased and reliable.
 The questions are prepared in a clear, understandable, and relevant to the

objective specified to ensure accuracy.
 The sampling design used is Random Sampling.
 Sample Size
37
 To determine the effectiveness of Recruitment and Selection Policy of
Samsung, a sample size of 8 companies was collected. The respondents were
basically the HR managers, members from the recruitment and selection
department.
The names of the 8 companies are listed below:
Path InfoTech
EXL
BL International
Peridot Consultancy Services Pvt Ltd
Sony
Videocon
Alcatel
Samsung
RESEARCH TOOLS AND QUESTIONNAIRE

For the accomplishment of my project I designed an open-ended questionnaire the
aim of which was to understand the HR policies for recruitment and selection of
various companies so that benchmark can be set for the same for the betterment of the
organization. With the help of this questionnaire I conducted a number of surveys and
collected the data. Interview of concerned authorities of the companies was conducted
to get well versed with the recruitment and selection procedure of various companies
and to determine their effectiveness.
ACTION PLAN FOR DATA COLLECTION
Accurate action plan for data collection is the most important aspect of a fair report.
To accomplish my report in a accurate and in a fine way I made an action to achieve
38
the same.
The data for the present research study was collected by with the help of the following
two methods of data collection:
The Primary Method for Data Collection

The Secondary Method for Data Collection
The Primary Data Collection:
A Structured questionnaire with concrete and specified question was prepared with
the help of the industry guide, which covers all the aspects to know about the
recruitment and selection policies of the companies to determine the effectiveness of
Samsung in recruitment and selection.
To collect the data firstly, I found the addresses and phone no. of the companies on
the net and took appointments.
The questionnaire was distributed to a sample size of 8 companies including Samsung
from in this way that the overall objective of the research is achieved in a proper
manner. Some of the data was collected by conducting Structured Interviews and E-
Mails. Personal Interactions with the HR Managers, Senior Level Managers and other
members of the HR team to take the feedback of recruitment and selection procedures
of the company.
Secondary Data Collection:
The secondary data was collected by two sources. These are:

Data collected regarding with the recruitment and selection procedure of Samsung
from the Company manuals.
Access corporate intranet website.
39
DATA ANALYSIS
DATA ANALYSIS
In order to determine the effectiveness of recruitment and selection policy of Samsung

I have divided my questionnaire in eight parameters. These are listed below:
Experience
1. Job description and Job analysis
2. Sources of recruitment
3. Types of tests adopt for selecting candidates
4. Types of interviews
5. Final criterion for selection
6. Effectiveness of HR team
7. Effectiveness of job analysis
On the basis of these parameters I have measured the effectiveness of recruitment and
selection process of Samsung with different companies and I have found in which
areas it needs improvement.
THE ANALYSIS IS DIVIDED INTO TWO CATEGORIES
1. Firstly, it is shown the percentage of effectiveness of the individual companies

on the eight parameters mentioned above:
40
CHART I
Experience
Path infotech
Job description and job analysis
Sources of recruitment
80.40% 64% Types of test adopt for selecting

82.30% candidates.
82.70%
Types of interviews
Final criterion for selection

57% 65%
78.57% 100% Effectiveness of HR team
Effectiveness of job analysis
PARAMETERS IN PERCENTAGE
Experience 64%
IN Job description and job analysis 82.30%
TE
RP Sources of recruitment 65% RE
TA Types of test adopt for selecting candidates. 100% TI
Types of interviews 78.57%
O N
Final criterion for selection 57%
Effectiveness of HR team 82.70%
Effectiveness of job analysis 80.40%
Chart shows that Path info tech gives 64% consideration to experience that shows that
organization prefer experienced person more than the other candidates
CHART II
41
EXL Experience
72% 65.70%
70.30% Types of test adopt for selecting
78.57%
candidates.
Types of interviews
57% 80% Final criterion for selection
100% 87.50% Effectiveness of HR team
Experience 65.70%
IN TE
Job description and job analysis 70.30%
RP Sources of recruitment 80% RE
TA Types of test adopt for selecting candidates. 87.50% TI
Types of interviews 100%
O N
Effectiveness of job analysis 72%
Chart shows that EXL gives 65.70% consideration to experience that shows that
CHART III
42
Experience
BL International
77.40% 65%
Types of test adopt for selecting
42.86% 79.40% candidates.
Types of interviews
56% Final criterion for selection

70%
57.14% Effectiveness of HR team
62.50%
INTERPRETATION
Experience 65%
Sources of recruitment 70%
Types of test adopt for selecting candidates. 62.50%
Chart shows that B L international gives 65% consideration to experience that shows
that organization prefer experienced person more than the other candidates
CHART IV
43
Peridot consultant
Experience
71.60% 60% Sources of recruitment
71.43% 70%
candidates.
Types of interviews
60%
85.71% 87.50%
Effectiveness of HR team
Experience 60%
Job description and job analysis 70%
INTERPRETATION
Chart shows that period consultant gives 60% consideration to experience that shows
that organization prefer experienced person more than the other candidates
CHART V
44
Sony Experience
88.20% 78%
82.86% 90.10%
candidates.
Types of interviews

78%
85.71% 87.50% Effectiveness of HR team
Experience 78%
INTERPRETATION
Chart shows that Sony gives 78% consideration to experience that shows that
CHART VI
45
Videocon Experience
85.71% 70.20% Types of test adopt for selecting

candidates.
Types of interviews
62%
78.57% 87.50%
Experience 70%
INTERPRETATION
Chart shows that videocon gives 70% consideration to experience that shows that
CHART VII
46
Alcatel
Experience

81.10%
85.71%
candidates.
Types of interviews
68%
70%
92.86% 100%
Experience 62%
Types of test adopt for selecting candidates. 100%
INTERPRETATION
Chart shows that alcatel gives 62% consideration to experience that shows that
CHART VIII
47
Experience
Samsung
87.20% 85%
82.86% 90% candidates.
Types of interviews

74% 70%
92.86% 87.50% Effectiveness of HR team
Experience 85%
Job description and job analysis 90%
INTERPRETATION
Chart shows that Samsung gives 85% consideration to experience that shows that
2. Secondly, it is shown the comparative effectiveness of these companies on the

eight parameters mentioned above:
48
GRAPH I
Experience consideration in
Consideration to Experience
85%
90 78%
80 64% 65.7% 65% 70%
70 60% 62%
60
50
%
40
30
20
10
0
Company Name
EXPERIENCE REQUIREMENT
NAME OF COMPANIES IN PERCENTAGE
Path InfoTech 64%
EXL 65.7%
BL International 65%
Peridot Consultant 60%
Sony 78%
Videocon 70%
Alcatel 62%
Samsung 85%
INTERPRETATION
Graph shows Samsung gives 85% consideration to experience that means that the
organization prefer experienced person more than the other candidates whereas
Peridot Consultant give a comparatively less preference to experience and give
opportunities to fresher.
GRAPH II
49
Job Description and Analysis Conderation
Analysis Conderation in %
Job Description and
100 82.3% 79.4% 90.1% 81.1% 90%

90 70.3% 70% 70.2%
80
70
60
50
40
30
20
10
0
Company Name
JOB DESCRIPTION AND ANALYSIS

CONSIDERATION
Path Info tech 82.3%
EXL 70.3%
BL International 79.4%
Sony 90.1%
Videocon 70.2%
Alcatel 81.1%
Samsung 90%
INTERPRETATION
Graph shows consideration of Job description and Job Analysis of Sony and Samsung
is equal i.e., 90.1% & 90%. On the other hand the least consideration of Job
description and Job analysis is 70% of Peridot Consultant.
GRAPH III
50
Consideration to Sources of Recuitment
Sources of Recuitment
consideration in % 90% 80%
80% 65% 70% 70% 70% 68% 70%
70% 60%
60%
50%
40%
30%
20%
10%
0%
Company Name
CONSIDERATION TO SOURCES OF RECRUITMENT

Path Info tech 65%
EXL 80%
Sony 70%
Videocon 70%
Alcatel 68%
Samsung 70%
INTERPRETATION
Graph shows EXL is 80% effective out of set benchmark. On the other hand ABC
Limited shows 60% effectiveness but it is very less. So, it needs some improvement in
the sources of recruitment. Samsung shows 70% effectiveness out of set benchmark.
So, it needs slight improvement to make effective recruitment and selection process
according to set benchmark.
GRAPH IV
51
Consideration Given to Test
Test Consideration in %
120% 100% 100%

100% 87.50% 87.50% 87.50% 87.50% 87.50%
80% 62.50%
60%
40%
20%
0%
Company Name
CONSIDERATION GIVEN TO TEST

Path Info tech 100%
EXL 87.50%
Peridot Consultant 87.50%
Sony 87.50%
Videocon 87.50%
Alcatel 100%
Samsung 87.50%
INTERPRETATION
Graph shows Path Info tech and Alcatel are 100% effective in test series according to
set benchmark. On the other hand BL International is 62.50% effective but it needs
some improvement. And Samsung shows 87.50% effectiveness out of set benchmark
but it needs some improvement to reach out the standard.
GRAPH V
52
Consideration to Interviews
Interview Consideration In %
120.00 100.00%
85.71% 85.71% 92.86% 92.86%
100.00 78.57% 78.57%
80.00 57.14%
60.00
40.00
20.00
0.00
Company Name
CONSIDERATION TO INTERVIEWS
Path Info tech 78.57
EXL 100.00
BL International 57.14
Peridot Consultant 85.71
Sony 85.71
Videocon 78.57
Alcatel 92.86
Samsung 92.86
INTERPRETATION
Graph shows EXL is 100% effective in conducting interviews according to set

benchmark. On the other hand BL International shows 57.14% effectiveness but it is
least effective and it needs some improvement. And Samsung is 92.8% effective in
conducting interviews that means it needs slight improvement to reach out the set
benchmark.
GRAPH VI
53
Selection Consideration in Consideration to Selection Criterion
90% 78% 74%

80% 74% 62% 70%
70% 57% 57% 56%
60%
50%
%
40%
30%
20%
10%
0%
Company Name
CONSIDERATION TO SELECTION CRITERION

Path Info tech 57%
EXL 57%
Sony 78%
Videocon 62%
Alcatel 70%
Samsung 74%
INTERPRETATION
Graph shows the selection criteria of Sony to select the candidates whether it is a
position of managerial level, Supervisory level, Associates and Staff level and others
is 78% effective and the least effective is 57% of BL International. And Samsung
shows 74% effectiveness.
GRAPH VII
54
Effectivness of HR Team
82.7% 82.86% 85.71% 85.71% 82.86%

90.00 78.57%
Effectiveness in %
80.00 71.43%
70.00
60.00 42.86%
50.00
40.00
30.00
20.00
10.00
0.00
Company Name
EFFECTIVENESS OF HR TEAM
EXL 78.57%
Sony 82.86%
Videocon 85.71%
Alcatel 85.71%
Samsung 82.86%
INTERPRETATION
Graph shows on the basis of recruitment and selection procedure the effectiveness of
HR Team of Alcatel and Videocon is 85.71% out of set benchmark. The least
effective HR Team is BL International. It shows 42.86% effectiveness. And the
Samsung shows 82.86%.
GRAPH VIII
55
Effectiveness of Job Analysis
100 88.2% 82.3% 87.2%

80.4%
Effectiveness %
90 72.1% 77.4% 71.6% 74.4%

80
70
60
50
40
30
20
10
0
Company Name
EFFECTIVENESS OF JOB ANALYSIS

EXL 72.1%
Sony 88.2%
Videocon 74.4%
Alcatel 82.3%
Samsung 87.2%
INTERPRETATION
Graph shows on the basis of ‘can do’ skills and ‘will do’ needed Sony shows 88.2%
effectiveness of job analysis and ABC Limited shows 71.6% that means it needs some
improvement to identify the job description in a proper manner. And Samsung shows
87.2% effectiveness. Therefore, it n needs bit improvement to make more effective
job analysis.
INTERPRETATIONS
56
INTERPRETATION
By analysis of the various parameters as stated above it can be interpreted that on the
basis of experience Samsung gives 85% consideration to experience that means the
organization prefer experienced person more than the other candidates.
Sony and Samsung gives equal and highest consideration of Job description and Job
analysis i.e., 90.1% & 90% in comparative other companies. On the other hand the
least consideration of Job description and Job analysis is 70% of Peridot Consultant.
EXL shows 80% effectiveness in the sources of recruitment. On the other hand
Peridot Consultant shows 60% effectiveness but it is very less. So, it needs some
improvement in the sources of recruitment. Samsung shows 70% effectiveness out of
set benchmark. So, it needs slight improvement to make effective recruitment and
selection process according to set benchmark
Path Info tech and Alcatel are 100% effective in test series according to set
benchmark. On the other hand BL International is 62.50% effective but it needs some
improvement. And Samsung shows 87.50% effectiveness out of set benchmark but it
needs some improvement to reach out the standard.
EXL is 100% effective in conducting interviews according to set benchmark. On the
other hand BL International shows 57.14% effectiveness but it is least effective and it
needs some improvement. And Samsung is 92.8% effective in conducting interviews
that means it needs slight improvement to reach out the set benchmark.
The selection criteria of Sony to select the candidates whether it is a position of
managerial level, Supervisory level, Associates and Staff level and others is 78%
effective and the least effective is 57% of BL International. And Samsung shows 74%
effectiveness.
On the basis of recruitment and selection procedure the effectiveness of HR Team of
Alcatel and Videocon is 85.71% out of set benchmark. The least effective HR Team is
BL International. It shows 42.86% effectiveness. And the Samsung shows 82.86%.
On the basis of ‘can do’ skills and ‘will do’ needed Sony shows 88.2% effectiveness
of job analysis and Peridot Consultant shows 71.6% that means it needs some
improvement to identify the job description in a proper manner. And Samsung shows
57
87.2% effectiveness. Therefore, it needs bit improvement to make more effective job
analysis.
58
RECOMMENDATIONS & SUGGESTION
They should give more preference on interpersonal and communication skills of the
candidates rather than leadership quality because to become a good leader
communication is must.
Organization needs to improve the selection criteria for selection whether it the post
of manager, associate& staff, supervisor etc. They should fix some parameters to
select the candidates for specific position.
They should use assessment method and aptitude test to select the candidates in
addition to the already they are conducting.
They should conduct Behavioral Interviews to some extent when selecting candidates.
This type of interviews can be used to validly predict future behavior in dimensions
(or competencies) critical to job success.
For recruiting managerial/professional, the Internet is the most popular advertising
medium. So, they should use them to attract more candidates.
There should be more growth opportunities for the employees to develop themselves.
They need to raise the pay-scale to retain the caliber freshers.
They should adopt advertisements and job portals to attract the caliber candidates
because it is the best and cheap method.
They need to make competency in between can do skills and will do skills.
They should give more preference to freshers because in this way the cost will be
reduced.
59
CONCLUSION
Effective Recruitment and Selection is the initial step and the most important key
point to run any organization. The success or failure of an organization is largely
dependent on the caliber of the people working therein. Without positive and creative
contributions from people, organization cannot progress and prosper. In order to
achieve the goals or perform the activities of an organization, therefore, we need to
recruit people with requisite skills, qualifications and experience. Someone says that,
“Better recruitment and selection strategies result in improved Organizational
outcomes. The more effectively organizations recruit and select candidates, the more
likely they are to hire and retain satisfied employees”.
The study mainly focuses on what should do Samsung to make effective recruitment
and selection policy in own organization in comparison with other companies. So,
here we conclude that Samsung needs slight improvement in the procedure of
Recruitment and Selection. Firstly, company needs to concentrate on growth
opportunities for the employees because today’s tight labor market is making it more
difficult for organizations to find, recruit, and select talented people. The competition
for talent is intensifying, as there are fewer qualified applicants available. This
shortage of applicants makes it all the more important for organizations to be able to
effectively attract, select, and retain quality candidates.
Organization needs to improve the selection criteria for selection whether it the post
of manager, associate& staff, supervisor etc. They should fix some parameters to
select the candidates for specific position.
They should use assessment method and aptitude test to select the candidates.
They should conduct Behavioral Interviews to some extent when selecting candidates.
This type of interviews can be used to validly predict future behavior in dimensions
(or competencies) critical to job success.
60

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INTRODUCTION:

In 1938, Lee Byung-chull (1910–1987) of the large landowning family in

ADVANTAGE OF THE BENCHMARKING IN COMPANY

“Manpower” or “Human Resource” may be thought of as “the total knowledge”, skills,

MANPOWER PLANNING PROCESS

ORGANIZATION OBJECTIVES AND PLANS

FORGECACTING MANPOWER REQUIREMENT

PREPARING MANPOWER INVENTORY

IDENTIFICATION OF MANPOWER GAP

FACTORS AFFECTING RECRUIMENT

The external factors are:

Company’s image-perception of the job seekers about the company

Private employment agencies: Private employment agencies are important sources on

On Campus Recruitment: Many organizations conduct preliminary search of prospective

Selection Procedure: The selection procedure is concerned with securing relevant

STEPS IN SELECTION PROCEDURE

There is no shortcut to an accurate evaluation of a candidate. The hiring procedure is,

1. Reception or preliminary interview or screening;

1. Reception or Preliminary Interview or Screening:

The initial screening is usually conducted by a special interviewer to a high caliber

An application blank is a traditional, widely accepted device for getting information.

Other Items: Names and addresses of previous employers, reference etc.

In its tenure of over 10 years in the country,

B.C. Lee founded Samsung

HISTORY OF CHALLENGES AND EXPLORATION

1950s advancing into manufacturing and financial sector

B.C.Lee Samsung K.H.Lee Samsung

Founded Electronics became CI

Samsung established chairman redefined

HISTORY OF SAMSUNG ELECTRONICS

1969 Company Established

CDMA cellular services commercialized

core semiconductor chips developed

world’s Ist 57-inch TFT LCD developed

chip, released world’s 1st 5-Megapixd camera phone

LCD TV, and 71” DLPTM TV 5 years Chelsea Football Club

Sponsorship deal announced

Samsung launches the QI- the world’s first ultra portable PC

Growing To Be The Best

THE SAMSUNG GROUP

Electronic Industries Total No. Companies: 7

Samsung Electronics, Samsung SDI, Samsung Electro-Mechanics, Samsung Coring,

Samsung General Chemicals, Samsung Petrochemicals, Samsung Fine Chemicals,

Machinery and Heavy Industries Total No. Companies: 2

Financial Services Total No. Companies:

Samsung Electronics Co., Ltd is a global leader in semi-conductor, telecommunication,

Home Appliances (HA) Business:

Information Technology (IT) Business:

The area sales offices are located in the following cities/towns:

RECRUITMENT AND SELECTION PROCEDURE OF SAMSUNG

The main objectives of the Recruitment Policy are outlined as follows:

 On the basis of identified gaps, HR prepares on overall manpower plan which

 The plan contains details on:

 Department wise numbers for transfers, retaining and promotions.

 Department wise numbers for external recruitment.

 Preparing Job Description and Person Specification

 Description of profile to be handled

 Whether the position is budgeted – in case of a new vacancy or replacement-

ELIGIBLE CANDIDATES UNDERGO A PANEL INTERVIEW

The vacancies can be filled through the following channels:

1. Up to Asst. Manager 30 calendar days

2. Managers 45 calendar days

3. Sr. Manager& DGM 45 calendar days