NEW DELHI INSTITUTE OF INFORMATION

TECHNOLOGY AND MANAGEMENT

SUMMER TRAINING REPORT

 SUMMER TRAINING REPORT

SUBMITTED BY:

NAME: _____________________________________________________

COLLEGE ROLL NO.: ________________________________________

CLASS & BRANCH: __________________________________________

SESSION: ___________________________________________________

TRAINING PERIOD:____________TO ______________________DAYS

SUBMITTED TO:

Professor & Head, Department of Training & Placement

NEW DELHI INSTITUTE OF INFORMATION TECHNOLOGY AND

MANAGEMENT (NDIIT)
 CERTIFICATE

Ref. No.:

This is to certify that Mr./Ms. __________________________________________son/daughter

of Sh.________________________________a student of ______________(class)
________________(Branch) from _______________________________(college) has
undertaken Summer Training Project at our organization concern from to
_________________________The nature of work seen and observed/studied/performed by
him/her during the training was_____________________________-
__________________________________________, (Kindly give the description)

His/her performance and conduct during the training was found satisfactory/good/excellent.

Place:

Date:

Signature (official seal)

 PREFACE

Many students may have done work on this project in different ways/styles. I have also tried to
work on this project in a different way.
It was for the first time I got the opportunity to learn in such a well known Organization.
And things which I have experienced in my training time are going to help me throughout my
life time.
I have worked on this project with great enthusiasm and zeal. I have tried to cover almost all the
things which, I have experienced and learned from the training .No doubt at present working
atmosphere is fine but it needs some alternations, keeping in mind this view;
I have also suggested some improvements/suggestions.

DEEKSHA
 ACKNOWLEDGEMENT

I, Deeksha, would express my special thanks to the NDIIT for giving me opportunity to do this
project report.
I owe enormous intellectual debt towards my guide _____________________who has
augmented my knowledge in the field of “Recruitment and selection”, helping me learn about
the process and giving me valuable insight into the subject.

I am obliged to him for being extremely patient, giving me sufficient time for discussions and
guidance at all stages through the course of this research. I would like to thank him for his
guidance and enriching my thoughts in this field from different perspectives.

I am thankful to all the respondents who have filled questionnaire also.

Last but not the least, I feel indebted to all those persons and organization which have provided
information and helped me directly or indirectly in successful completion of this study.

DEEKSHA
 TABLE OF CONTENTS

S.NO. PARTICULAR PAGE-NO.

Chapter- 1
1 1-23
Introduction to the recruitment &selection process

Chapter- 2
2 24-34
Company profile

Chapter- 3
3 35-61
Review of literature

chapter- 4

Research methodology

4  Objective to the study 62-68

 Scope of the study
 Research design
 Limitation to the study

Chapter- 5
5 69-87
Data Analysis & interpretation

Chapter- 6
6 88-90
Conclusion & suggestion

Chapter- 7

Annexure
7 91-95
 Bibliography
 Questionnaires
 CHAPTER-1
INTRODUCTION
TO
RECRUITMENT
AND SELECTION
PROCESS

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INTRODUCTION

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.
Recruitment is the generating of applications or applicants for specific positions to be filled up in
the organization. In other words, it is a process of searching for and obtaining applicants for jobs
so that the right people in right number can be selected. Go through the following definitions of
recruitment. These will help you understand the meaning of recruitment in a better manner.

According to Dale Yoder, “Recruitment is a process to discover the sources of manpower to

meet the requirements of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of an
efficient working force”.

Flippo has defined recruitment as “a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organisation”.

According to Bergmann and Taylor “Recruitment is the process of locating, identifying,

and attracting capable applicants”.

Recruitment can now easily be defined as the process of searching for and securing applicants
for the various job positions which arise from time to time in the organization.

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FACTORS AFFECTING RECRUITMENT

Factors governing recruitment may broadly be divided as internal and external factors.

The internal factors also called as “endogenous factors” are the factors within the organization
that effect recruiting personnel in the organization.

INTERNAL FACTORS

Organizations have control over the internal factors that affect their recruitment functions. The
internal factors are −

 Size of Organization

The size of the organization is one of the most important factors affecting the recruitment
process. To expand the business, recruitment planning is mandatory for hiring more resources,
which will be handling the future operations.

 Recruiting Policy

Recruitment policy of an organization, i.e., hiring from internal or external sources of

organization is also a factor, which affects the recruitment process. It specifies the objectives of
the recruitment and provides a framework for the implementation of recruitment programs.

 Goodwill/Image of Organization

Organizations having a good positive image in the market can easily attract competent
resources. Maintaining good public relations, providing public services, etc., definitely helps an
organization in enhancing its reputation in the market, and thereby attract the best possible
resources.

 Image of Job

Just like the image of organization, the image of a job plays a critical role in recruitment. Jobs
having a positive image in terms of better remuneration, promotions, recognition, good work
environment with career development opportunities are considered to be the characteristics to
attract qualified candidates.

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EXTERNAL FACTORS

External factors are those that cannot be controlled by an organization. The external factors that
affect the recruitment process include the following −

 Demographic factors − Demographic factors are related to the attributes of potential

employees such as their age, religion, literacy level, gender, occupation, economic
status, etc.

 Labor market − Labor market controls the demand and supply of labor. For example, if
the supply of people having a specific skill is less than the demand, then the hiring will
need more efforts. On the other hand, if the demand is less than the supply, the hiring
will be relative easier.

 Unemployment rate − If the unemployment rate is high in a specific area, hiring of

resources will be simple and easier, as the number of applicants is very high. In contrast,
if the unemployment rate is low, then recruiting tends to be very difficult due to less
number of resources.

 Labor laws − Labor laws reflect the social and political environment of a market, which
are created by the central and state governments. These laws dictate the compensation,
working environment, safety and health regulations, etc., for different types of
employments. As the government changes, the laws too change.

 Legal considerations − Job reservations for different castes such as STs, SCs, OBCs are
best examples of legal considerations. These considerations, passed by government, will
have a positive or negative impact on the recruitment policies of the organizations.

 Competitors − When organizations in the same industry are competing for the best
qualified resources, there is a need to analyze the competition and offer the resources
packages that are best in terms of industry standards.

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SOURCES OF RECRUITMENT

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.

1. 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 were 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.

2. External Sources:

Firms cannot always get all the employees they need from their current staff, and sometimes they
just don’t want to. We will look at the source’s 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.

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:

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A. Public agencies operated by federal, state or local governments;

B. Private employment agencies

A. 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.

B. 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....”

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
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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.

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MULTI-TIER RECRUITMENT MODEL

In some companies where the recruitment volume is high, it is common to see a multi-tier
recruitment model where the different sub-functions are grouped together to achieve efficiency.

An example of a three-tier recruitment model:

 Tier 1 - Contact/help desk - This tier acts as the first point of contact where recruitment
requests are being raised. If the requests are simple to fulfil or are queries in nature,
resolution may take place at this tier.
 Tier 2 - Administration - This tier manages mainly the administration processes
 Tier 3 - Process - This tier manages the process and how the requests get fulfilled

General

Organizations define their own recruiting strategies to identify who they will recruit, as well as
when, where, and how that recruitment should take place. Common recruiting strategies answer
the following questions:

 What type of individuals should be targeted?

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 What recruitment message should be communicated?
 How can the targeted individuals’ best be reached?
 When should the recruitment campaign begin?
 What should be the nature of a site visit?

Practices

Organizations develop recruitment objectives, and the recruitment strategy follows these
objectives. Typically, organizations develop pre- and post-hire objectives and incorporate these
objectives into a holistic recruitment strategy. Once an organization deploys a recruitment
strategy it conducts recruitment activities. This typically starts by advertising a vacant position.

Professional associations

There are numerous professional associations for human resources professionals. Such

associations typically offer benefits such as member directories, publications, discussion groups,
awards, local chapters, vendor relations, government lobbying, and job boards.

Professional associations also offer a recruitment resource for human resources professionals

RECRUITING SOFTWARE PLATFORMS

Finding a good recruiting software platform shouldn't be guesswork, and selecting a option can't
just be based on features, bells and whistles. Ease of use, scalability and the capability to
customize solutions to meet your individual company's needs also are critical factors best
discerned by talking to your peers and industry experts.

That's where G2 Crowd comes in. The business software review site uses feedback from its user
community, social media and other online sources, as well as anonymous customer reviews to
develop rankings of a wide range of business applications -- including recruiting software.

The latest G2 Crowd report for 2017 is based on hundreds of reviews written by HR and
recruiting professionals. For a visual ranking, check out The Grid, which is created by factoring
in customer satisfaction reported by users and vendor market presence determined from social

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and public data to rank the products. Here, based on G2 Crowd's data and ranking, are the top
10 recruiting software platforms.

1. UltiPro
UltiPro is a talent management platform delivered as a SaaS offering that includes tools for talent
acquisition, onboarding, payroll, benefits administration, reporting, performance reviews, time
and attendance and succession planning. It's also designed to be scalable, so businesses of any
size can benefit.

2. iCIMS recruit
iCIMS Recruit is an applicant tracking system (ATS) and database that allows businesses to
move recruiting from paper-based systems to a streamlined digital solution. With automated
communications, streamlined workflows and integration with social networks, it's a great option
for businesses of any size. iCIMS also offers modules for social media and branding connection
(iCIMS Connect) and for new hire onboarding (iCIMS Onboard).

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3. LinkedIn Talent
LinkedIn is far more than a professional social networking site. Its LinkedIn Talent service offers
access to one of the world's largest talent networks. Tools like the LinkedIn Recruiter help with
sourcing, the Jobs Network helps you target the right person for your opening, and the Career
Pages helps you highlight your company's culture and improve brand awareness.

4. Smart Recruiters
Smart Recruiters is a full talent acquisition platform that includes the ability for full-featured
recruitment marketing initiatives as well as collaborative hiring. The solution offers multi-
channel recruitment marketing capabilities, full automation to promote jobs, screen candidates
and roll out offers, as well as a mobile application that allows HR and recruiting pros to screen,
engage and hire on the go.

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5. Jobvite
Jobvite is a social recruiting and applicant tracking solution with several modules: Jobvite Refer,
which taps into the social web to find candidates; Jobvite Engage, which helps build a talent
bench of candidates; Jobvite Hire, to automate applicant tracking and processing; and Jobvite
Video to allow for on-demand video interviewing.

6. Clear Company
Clear Company offers a talent management platform with applicant tracking, onboarding,
performance management and goal-setting capabilities to streamline the process of moving talent
from applicant to new hire to productive team member. ClearCompany allows HR and recruiting
professionals access to a full suite of tools to improve the quality of talent by linking
performance reviews with hiring.

7. Zoho Recruit
Zoho Recruit is an all-in-one recruiting and staffing software platform that offers CRM, an ATS,
the capability to post and manage available jobs, integration with Google Apps, Microsoft
Outlook and an integrated email function. The solution also includes a résumé parser and SMS
capabilities, to better reach candidates in the manner they prefer.

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8. ADP Workforce Now
Best known in enterprise circles as a compensation and payroll solutions company, ADP also
offers a suite of recruiting and HR tools called ADP Workforce Now. From basic payroll and
Affordable Care Act (ACA) compliance to managing international employees, it is a simple,
powerful solution designed to help companies with 50 or more employees.

9. Skill Survey
Skill Survey's talent assessment software provides the most predictive candidate insight of all --
data on past job performance from managers, co-workers and direct reports. The Pre-Hire 360
assessments offer analytics-based insight to help clients reduce employee turnover, increase
recruiting efficiency and cost effectiveness, as well as driving greater customer satisfaction.

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10. Greenhouse
Greenhouse Recruiting offers a stellar candidate experience by optimizing the entire recruiting
process from planning to sourcing, screening to interviewing and hiring, allowing HR and
recruiting professionals the ability to conduct more focused interviews and access data-driven
analysis.

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.

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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 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.

Selection procedure screens candidates according to a progressive series of steps designed to

eliminate those who in some ways are unsuitable. It is often described as a negative process,
since more candidates may be turned down than hired. Selection involves the matching of
qualities of a candidate with the requirements of job description.

Selection systems for various job profiles can range from simple one-step system, consisting of
nothing more than an informal personal interview, to a complex multiple-step system
incorporating diverse mechanism designed to gather information about applicants for various
jobs.
“A selection system is a set of successful ‘screens’, through any of which an applicant may be
dropped from further consideration”. There are various steps involved in the selection system
and a decision to drop the applicant may be made at any stage. Employment offers are made to
applicants surviving all these steps successfully.
There is no standard procedure adopted by all organizations.
However, the process is explained as under:

1. Preliminary Interview:
It often takes place at the reception counter of the organization. It is quite brief and is held to
eliminate the obviously unfit or unsuitable candidates, for example those requesting excessive
salary, possessing inadequate education, or lacking the ability to speak coherently. Its purpose is
to determine whether the candidate possesses the minimum qualifications, and whether it is
worthwhile for the candidate to fill in an application form. It saves time and cost both of the
organization and the candidate.

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2. Formal Application Form:
The formal application form serves as a central record for all the pertinent information collected
during a selection process. It is a brief written resume of the candidate showing his name, age,
address, education, interests, experience etc. It provides basic information about the prospective
employee, which is helpful at the time of interview.
The application form is generally expected to be filled in by the applicant personally. The
usefulness of application form is dependent largely on the accuracy of the data furnished by the
applicant.

3. Checking References:
Reference checks should be done prior to interviewing a candidate so that the interviewer has
correct information during his discussions with the prospective employees. There is a
considerable amount of controversy concerning the value of checking references. One view is
that the referee may not give an unbiased and frank opinion and may mention only the positive
qualities of the candidates.
Others believe that if references are checked in the correct manner, a great deal can be learnt
about the person that an interview or test cannot elicit. Generally, three types of references are
checked in selection process – those relating to character, work experience, or school or college
life.

Following people make excellent sources for reference checks:

i. Present or former employers
ii. Reputable well-known citizens
iii. Mutual acquaintances
iv. Professors and Principals

4. Employment Tests:
Selection is the process by which either a candidate is offered employment or is rejected. An
employment test is an instrument designed to measure the selected psychological factors in order
to help management select the appropriate candidates. The basic purpose of psychological testing

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is to provide a device for measuring quantitatively a typical sample of mental performance, in
order to predict what an individual will do, under certain circumstances.

Various types of tests are conducted, such as:

i. Intelligence Test:
It is defined as measurement of mental ability quantitatively. This test generally includes word
fluency, memory, reasoning ability, power of understanding, etc.

ii. Aptitude Test:

Aptitude refers to characteristics or abilities relating to his/her capacity to develop proficiency on
specific jobs. Aptitude test is used to measure an individual’s potential for development or
learning on the job.

iii. Interest Test:

This test is an inventory of likes and dislikes of people in relation to occupations, hobbies and
recreational activities. This test measures the basic interest of the person and tries to match it
with the required job in order to find out whether the person is fit for the job or not.

iv. Personality Test:

This test proposes to discover an individual’s value system, his emotional maturity, relational
moods, and his intuitiveness. It helps in weeding out candidates who may not be able to get
along with other people.

v. Achievement Test:
This test seeks to determine how much individuals know about a subject. It tries to identify as to
what a person has accomplished.
These tests help to measure various types of qualities and abilities of the candidates. Their use
would depend upon the nature of post to be filled up and the company’s policy in that regard.
But excessive reliance on such tests may lead to overlooking more suitable candidates, who may
not have performed well at these tests.

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5.  Selection Interviews:
Interview is an attempt to secure attention and gather maximum amount of information from the
applicant concerning his/her suitability for the job under consideration. Interview is conducted to
measure the applicant against the specific requirements of the job and to decide whether he will
be a good fit. Some of the personality traits, for example, looks, manners, conversational skills,
etc. can be judged only through an interview.

Objectives of Interviews:
Some of the important objectives of interviews are as under:
i. To get an opportunity to judge an applicant’s qualifications and characteristics as a basis for
sound selection and placement;
ii. To determine their ability to get along well with others;
iii. To determine whether the applicant will fit into the organisational climate;
iv. To provide an applicant with essential facts about the job and the company in order to enable
him to accept the employment offer;
v. To establish a rapport with the prospective employees;
vi. To add to the goodwill of the company by showing interest in the applicants and offering
constructive suggestions.

Types of Interviews:
There are various types of interviews conducted.
Some of the important ones are depicted as under:
(i) Directed Interview:
It is a straightforward, face to face, question and answer session of the interview. Questions are
based on the job duties and other facts regarding the candidate’s background information. It
measures job knowledge, and also provides opportunities to observe personal characteristics,
attitudes and motivation. However, it is not the best method for personality assessment.
(ii) Non-Directive or Depth Interview:
It is applicant centered with the interviewer playing mainly a listening role. Interviewer poses a
minimum of constraints on the applicant and gives him an informal environment and freedom of

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expression. This interviewing technique gives the applicant a chance to put forth the better side
of their personality.
(iii) Patterned or Structured Interview:
These are limited by selecting the strategic parts of the applicant’s background and preparing in
advance the questions that best elicit information about his/ her background. The advantage of
this interview is that it helps in standardizing approach at different interviews as standard meth-
ods of recording observations and interpretation are used.
(iv)Group Interview:
In this case, a group of applicants is interviewed simultaneously and those who give better
performance are selected.

Process of Conducting Effective Interviews:

Various stages involved in conducting an effective interview are shown as under:

i. Preparation for the Interview:

An advance preparation is necessary for the interviewer because he should remember facts about
the candidate and the points which he wants to cover in the interview.

ii. Arranging Physical Setting:

The place for the interview must be chosen carefully. It should be private and comfortable, cross
ventilated, proper lighting arrangements, cooling or heating devices. The applicant should be
well received by the receptionist and should be given drinking water facility and made
comfortable before the interview starts.

iii. Conducting the Interview:

The interviewer must establish a rapport with the applicant and then get complete and accurate
information using the language which is clear to the applicant and framing skillful questions.

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iv. Close of the Interview:
The close of the interview is as important as the beginning. There should never be an abrupt
close and the candidate should be given enough time for hearing. Close should always be
indicated by some sign such as putting the pen down or pushing back of the chair.

v. Final Evaluation of the Candidate:

The strengths and weaknesses of the candidate should be critically balanced, weightage should
be given to certain factors, final grades are allotted and finally list of successful candidates is
prepared.

Guidelines for Effective Interview:

i. Interviewer should be of a certain status, authority and expertise.
ii. Interviewers should be thoroughly familiar with the background of the organisation which
they represent.
iii. Interviewer should not begin the interview without thoroughly studying the relevant data
about the candidate from the application form.
iv. Interviewers should guard against being unduly prejudiced or coloured by their own
personality or pet theories.
v. An interviewer should know what traits are to be measured accurately during the interview.
vi. The interviewer should not talk too much. The talking and listening ratio should be 25:75.
vii. An interviewer should refrain from passing a quick judgment before all the relevant facts
have been gathered.

6. Physical/Medical Examination:
It is carried out to ascertain the physical fitness of an applicant for a job. It can vary from a very
comprehensive examination and matching of an applicant’s physical abilities to his job
requirements to a simple check of physical appearance and well-being.
It usually has at least three basic objectives – to ascertain if the applicant can meet the physical
demands of the job; to provide a record to protect the organisation against claims for previously
incurred injuries; and to prevent communicable diseases from entering the organisation. And
finally, when a candidate who is found physically fit, he/she is moved to the next stage.

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7.  Approval by the Supervisor:
A final approval by the immediate supervisor under whom an applicant has to finally work is
very important. The supervisor has all the rights to accept or reject the applicant in the light of
the immediate job requirements.

8. Placement:
It involves placing the new employees on jobs for which they are selected. They are assigned the
specific jobs and workplaces. It is necessary to fit the square pegs into square holes. In other
words, right man should be placed at the right job otherwise the person might not be able to
contribute his/her best towards the job.
The induction process normally includes discussion of human resource policies, if any, with
regards to the organisation, job conditions, and acquaintance with the people that the new
employee will work with. The new recruit is also told about his/her duties on the job, the person
to whom he/she will report to, the starting wages and salary, promotional opportunities in future,
hours of work, fringe benefits, etc.
Thus, this stage of selection process takes into account two major aspects of employment, firstly,
acquainting the new employee with the surroundings, and the rules and regulations and secondly,
indoctrinating the new employee with the philosophy of the company and its reason for
existence.

9. Induction and Orientation:

It involves introducing or orienting the new employee with his job, fellow employees, and
relating the work of the new recruit to that of the total organisation. Information may also be
given concerning the specific employees services such as retirement benefits, health, welfare
plans, etc. The purpose of orientation and socialisation is to create a bit of familiarity with the
organisation, so that the new recruit should not feel out of place.
They are formally introduced to everyone in the organisation so that they should start working
with their fellow employees comfortably. This is to make him/her successful on the job because
in order to be an asset to the organisation, the new employee needs to know the organisation, its
policies, and procedure.

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Objectives of Induction and Orientation:
Induction and orientation is of great significance in a country like ours where there is tremendous
migration from rural areas to urban areas in search of better job opportunities. When people from
rural areas migrate to urban areas and join big organisations, they find themselves in an entirely
different culture and environment. So induction and orientation help these employees to get them
adjusted to the new environment comfortably.

10. Socializations:
It is a process of adaptation through which a new recruit begins to understand and accept the
values, norms and beliefs held by others in the organisation. HR department helps new recruits to
‘internalize the way things are done in the organisation’. Socialisation helps the newcomers to
interact freely with other employees working at various locations and learn behaviours that are
acceptable. It also helps them to adjust to the social or cultural environment in the organisation.
Finally, to conclude, we can say that appropriate recruiting and selection policies and procedures,
and their skillful execution, results in greater overall efficiency of the human resource
management. By selecting best candidates for the various roles in organisation, the human
resource department can ensure better work quality, improved employee performance, superior
employer-employee relations, and better realisation of organisational objectives.
Moreover, good selection fits the right person to the right job, thereby increasing job satisfaction
and reducing the cost of personnel turnover. In addition, training costs are reduced, either
because those hired are more capable of absorbing training or because they require less formal
training and are constantly motivated to perform at their best.

SELECTION DECISIONS

Tests designed to determine an individual's aptitude for a particular position, company or

industry may be referred to as personnel assessment tools. Such tests can aid those charged with
hiring personnel in both selecting individuals for hire and in placing new hires in the appropriate
positions. They vary in the measurements they use and level of standardization they employ,
though all are subject to error.

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Predictors for selection always have less than perfect validity and scatter plots, as well as other
forecasting methods such as judgmental bootstrapping, and index models can help us to refine a
prediction model as well as identify any mistakes. The criterion cutoff is the point separating
successful and unsuccessful performers according to a standard set by the hiring
organization. True positives are applied those thought to succeed on the job as a result of having
passed the selection test and who have, in fact, performed satisfactorily. True negatives describe
those who were correctly rejected based on the measure because they would not be successful
employees.

False negatives occur when people are rejected as a result of selection test failure, but would
have performed well on the job anyway. Finally, false positives are applied to individuals who
are selected for having passed the selection measure, but do not make successful employees.
These selection errors can be minimized by increasing the validity of the predictor test.

Standards for determination of the cutoff score vary widely, but should be set to be consistent
with the expectations of the relevant job. Adjusting the cutoff in either direction will
automatically increase the error in the other. Thus, it is important to determine which type of
error is more harmful on a case-by-case basis.

Banding is another method for setting cutoff values. Some differences in test scores are ignored
as applicants whose scores fall within the same band (or, range) are selected not on the basis of
individual scores, but of another factor spas to reduce adverse impact. The width of the band
itself is a function of test reliability, the two being negatively correlated. Banding allows
employers to ignore test scores altogether by using random selection, and many have criticized
the technique for this reason.

23
 CHAPTER-2

COMPANY PROFILE

24
COMPANY PROFILE

Voltas Limited is an Indian company specializing in air conditioning and cooling technology.

Type Public company (NSE: VOLTAS) (BSE: 500575)

Industry Home appliances engineering

Founded1954; 65 years ago

Headquarters India

Area servedWorldwide

ProductsAir Conditioners, Air Coolers and Commercial Refrigerators

Revenue ₹66.03 billion (US$960 million) (2018)

25
Operating income ₹3.4 billion (US$49 million) (2014)

Net income ₹2.45 billion (US$35 million) (2014)

Total assets₹47.45 billion (US$690 million) (2014)

Total equity₹18.19 billion (US$260 million) (2014)

Number of employees5,287 (2015)

Parent Tata Group

Website Voltas official website

The company is broadly structured into projects and products business. The projects business is
divided into Domestic Projects Group (DPG) and International Operations Business Group
(IOBG). Meanwhile, the products business is classified into Unitary Products Business Group
(UPBG), Mining & Construction Equipment Division (MCED), and Textile Machinery Division.
(TMD).

The company was incorporated on 6 September 1954 in Mumbai. It was collaboration between
Tata Sons and Volkart Brothers. The Chairman of the company is Mr. Noel N Tata and the
Managing Director and Chief Executive Officer of the company is Mr. Pradeep Bakshi. Its
shares are traded on the Bombay Stock Exchange under symbol 500575.

The Unitary Products business group manufactures products in categories including air
conditioners, air coolers, commercial refrigerators, water coolers and water dispensers. Voltas is
the largest air-conditioning brand in India. Voltas produced India's first window air conditioner
with DC-inverter-based variable-speed motors. Voltas also has a large network of repair centres.
The firm is also a major producer of evaporative coolers, which are widely used for comfort
cooling in arid and semi-arid climates.

Voltas has also entered into a joint venture with Turkey-based Ardutch (a subsidiary of Arçelik,
part of the Koç Group making the Beko brand of home appliances). It began producing
refrigerators, washing machines and kitchen appliances under the name of Voltas Beko.

26
Voltas won the first prize in the category ‘Manufacturers of BEE Star Labeled Appliances (Air
Conditioner)’, as part of the National Energy Conservation Awards 2015. The company had
previously won the same award in December 2013.

Voltas won the Silver APAC Effie Award in the Sustained Success category in 2015 for its
“Humanizing technology in India” entry. Apart from Effie, Voltas also won the Gold at the Asia
Awards of the World Advertising Research Centre (WARC). In 2014, Voltas was ranked 39th
among India's most trusted brands according to the Brand Trust Report, a study conducted by
Trust Research Advisory.

Voltas has provided air conditioning in the world's tallest building, the Burj Khalifa and also in
the once largest ocean liner, RMS Queen Mary 2.

VOLTAS LTD. COMPANY HISTORY

27
 AND

ANNUAL GROWTHDETAILS

YEAR EVENTS

1954 - The Company was incorporated on 6th September at Mumbai. The Company was
promoted in 1954 by M/s. Volkart Brothers and Tata Sons Pvt. Ltd., to take over the Engineering
& Import Division of M/s. Volkart Brothers in India. - The Company's manufacturing activities
were originally carried on at its factory at Chinchpokli, Mumbai and covered air-conditioning
and refrigeration equipment mining, electrical and agricultural equipment. - The Company set up
in Thane, Mumbai an up-to-date factory to manufacture wide range of air-conditioning and
refrigeration and a range of mining equipments for which the Company had entered into
collaboration with leading manufacturers abroad. - The Company's distribution organization is
divided into two main groups - `Engineering' and `Marketing'. - The marketing group consists of
two main divisions, one dealing in drugs, pharmaceuticals and consumer products and the other
in chemicals and vitamins. The Company deals in foreign as well as indigenous products, besides
marketing its own products. - The Company manufactures, sale and distribution of a variety of
products in the engineering, chemical and pharmaceutical industries such as agricultural,
earthmoving, air-conditioning and refrigeration, textile machinery, machine tools, electrical and
mechanical equipments as well as chemicals, pharmaceuticals and consumer products.

1956 - Shares sub-divided. 1,05,000 Rights shares then issued at par in prop. 7:10.

1963 - The Company promoted Scottish Indian Machine Tools Ltd., in Collaboration with
Scottish Machine Tool Corporation of Glasgow for the manufacture of machine tools.

1964 - The Company concluded a collaboration agreement with Eaton Yale and Towns, U.S.A.,
for the manufacture of Yale fork-lift trucks. The Company has extensive domestic and
international ties. - The Company joined the Mine Safety Appliances Co., U.S.A., and
Associated Battery Makers (Eastern) Ltd., Calcutta in the promotion of Mine Safety Appliances
Ltd., Calcutta, a joint venture for the manufacture of miners' electric safety cap lamps and other
types of safety and protective equipment, appliances, detection and measuring devices.

28
1965 - 1,02,000 Rights Equity shares issued at a premium of Rs 25 per share in the proportion
2:5.

1966 - A new division, viz., the Agro-Industrial Products Division was added. The main
operation of the division consisted of the sale and servicing of the tractors and implements made
by the International Tractor Co. of India. This division handles hydraulic equipment ranging
from larger pumping sets to small irrigation pumps, sprinkler irrigation systems and oil engines
and also handles veterinary products, pesticides and fertilisers. - In Aug. 71,400 Bonus shares
issued in prop. 1:5 and 4,500 shares issued (prem. Rs 75 per share) to Common wealth
Development Finance Co. Ltd., U.K. 1970 - In April, 85,580 Bonus Equity shares issued in the
proportion 1:5.

1972 - 1,03,896 Rights Equity shares issued for cash at a premium of Rs 50 per share in June.

1979 - With effect from 1st July, Tata-Merlin & Gerin Ltd. (TMG), and the National Electrical
Industries Ltd. (NEI), were amalgamated with the Company. In terms of the Scheme of
Amalgamation, members of The National Electrical Industries Ltd., were allotted for every 30
preference shares of Rs 100 each held, 20 `B' class equity shares of Rs 10 each and 15-11%
redeemable mortgage debentures of Rs 100 each of Voltas Ltd., and for every 240 No. of equity
shares of Rs 10 each of NEI held, 20 `B' class equity shares of Rs 10 each and 9-11% redeemable
mortgage debentures of Rs 100 each of Voltas Ltd. - Members of TMG were allotted for every
60 No. of equity shares of Rs 100 each held in TMG, 2 equity shares of Rs 100 each and 9-11%
redeemable mortgage debentures of Rs. 100 each of Voltas Ltd. - 4,420 No. of equity shares of
Rs 100 each and 19,892 - 11% (1987-91) were be allotted to the shareholders of Tata-Merlin &
Gerin Ltd., and 14,117 `B' Equity shares of Rs 10 each and 9,605 - 11% (1987-91) redeemable
mortgage debentures of Rs 100 each were allotted to the shareholders of The National Electrical
Industries Ltd. The share were allotted in 1980-81. 

1982 - The Company proposed to set up an electrical business unit at Pune. - The Company
entered into an agreement with May & Christe of West Germany for the manufacture of dry type
transformers of cast-resin design. - Voltas International Ltd., Perfect Moulds Ltd. Voltas
Switchgear Ltd., Vizat Investment Co. Ltd., are subsidiaries of the Company. Nchovol F&E and
Premium Granites Ltd. are subsidiaries of Voltas International Ltd. - The Company has

29
distributorship rights in the following products: Drugs and pharmaceuticals by Merck Sharp &
Dohme of India Ltd., Mumbai, drugs and pharmaceuticals by Roche Products Ltd., Mumbai, air
compressors by Kirloskar Pneumatic Co. Ltd., automatic looms by National Machinery
Manufacturers Ltd., and shovels by Tata Engineering & Locomotive Co. Ltd. - The Air Pollution
and Water Pollution project groups were amalgamated with the Electrical project group.

1983 - 1, 91,708 No. of Equity shares issued on part conversion of 13.5% convertible bonds (91
shares issued during 1984/85).

1985 - 3, 00,000 No. of equity shares issued on part conversion of 13.5%convertible bonds.

1989 - With effect from 1st March, "Volrho Ltd." was amalgamated with the Company as per the
order of BIFR. The Company issued 4, 44,445 No. of equity shares of Rs 10 each to the
erstwhile shareholders of "Volrho Ltd.". 1990 - Approval was also received for extending
Hitachi collaboration to the manufacture of absorption refrigeration machines. The materials
handling business group proposed to extend its scope of activities to turn-key materials handling
systems for mass production in engineering industries. - A new model window air-conditioner
was launched by the appliances business group and it was proposed to add other consumer
durables to the existing product range. The pharmaceutical and consumer products division
suffered on account of diminished margins in the pharmaceutical line and inadequate range in the
consumer products business. The distribution of "Hostess" brand of PEPSI snack foods
commenced during the latter part of the year. The transformer operations were adversely affected
by industrial relations problems at Pune. The Engineering projects division suffered a setback. -
The machine tools division introduced Fanuc CNC drilling centres.

1991 - The performance of the industrial machinery division was adversely affected due to a
lock-out at the Company's principal, Westerworks. - The appliances business division launched
the ductable split air-conditioner, specifically needed for shops, showrooms and general office
areas. The Agro-Industrial Product division proposed to take up shortly the manufacture of drip
irrigation equipment. - The Agro-Industrial Product Division successfully tested to international
standards, the indigenously built 36 KV SF6 breaker at CESI Test Laboratory, Milan, Italy. 
An agreement was signed for updating technology and for the manufacture of new models of
P&H hydraulic cranes. The machine tools division signed a four-year extension of its sole selling

30
agency agreement with Premier Automobiles Ltd. The performance of the chemicals division
was adversely affected by import restrictions and high costs. The pharmaceuticals and consumer
products division suffered a setback.

1992 - The Company restructured its operations into product group I comprising refrigerators,
pharmaceuticals and consumer products and beverages while product group I (A) include textile
machinery. Product group II consisted of machine tools, materials handling facility, industrial
machinery, air-conditioning pumps and projects. Group III comprised of chemicals plant,
chemicals division and agro-industrial products. - Air-conditioning and refrigeration business
and agro-industrial products and pumps division suffered a setback due to prevailing recession in
the market and non-availability of Government funds as well as disturbances from December. -
The Agro industrial products and pumps division was bifurcated into two viz., pumps division
and the farm and irrigation equipment operations division.

1998 - Voltas recently commissioned Dadra plant, which has a capacity to produce about 40,000
units per annum if it worked one shift, can go up to one lakh units per annum if the strategic
alliances worked out. - Voltas, India's largest airconditioner manufacturing company, has
launched a new range of airconditioners named Voltas Vectra, Voltas Verdant, Voltas Vertis and
Voltas Vosionarie. - Voltas Ltd is tying up with 20th Century Finance to launch consumer
finance schemes in a bid to aggressively push sales of its airconditioners. - The diversified Tata
group company Voltas, after months of negotiations, has finally reached an agreement with sister
company Rallis India to sell its loss-making chemicals division.

2000 - The Company has received a special award for completing the electro mechanical
pumping project of Ahmedabad Municipal Corporation in 120 days. - The Company has
introduced a voluntary retirement scheme called Early Separation Scheme 2000 (ESS) for its
employees. - The Unitary Products Group of Voltas, which includes the commercial refrigeration
and contract manufacturing businesses, has signed an agreement with LG Electronics, to
manufacure and supply over 12 lakh refrigerators. - The Company has sold its wholly-owned
subsidiary Voltas Foods & Beverages to a Mumbai-based company, and has roped in a
multinational as strategic partner for Perfect Moulds.

31
 - The Company has informed that, Voltas Ltd. and IGE (I) LTD. have divested their entire
shareholding in Fanuc India Ltd., a joint venture company between Fanuc Ltd., Japan, GE Fanuc
Automation, N.A., USA, Voltas Ltd. and IGE (I) Ltd. - L. G. Electronics India and Voltas
entered into a tie-up under which the former will source 12,00,000 direct-cool refrigerators from
the latter for the next three years beginning January next.

2003 - Voltas Ltd has informed BSE that Mr Bir D Singh Executive Director has retired from the
services of the company on December 27, 2002. Accordingly, he ceases to be a Director and
Wholetime Director of the company.

-State Govt rejects tax sop to Voltas' new mfg unit in MP

-Voltas Ltd has informed that the Ahmedabad Stock Exchange (ASE) has informed that the
securities of the company would be delisted from the ASE wef January 15, 2004.

2004 -Voltas Ltd. has informed that in response to their application for voluntary delisting, the
Delhi Stock Exchange Association Limited (DSE) has informed the company vide its letter dated
December 26, 2003 that the securities of the Company have been delisted from DSE with effect
from December 29, 2003.

-Voltas Ltd. has informed that in response to the Company's application for voluntary delisting,
Pune Stock Exchange Limited (PSE), has informed the company that that the shares of the
Company delisted from PSE with effect from January 16, 2004

-Enters into a distribution tie-up with the 62 million euro Italian airconditioning major Uniflair,
which specialises in the design, production and supply of precision air conditioning and cooling
solutions for telecom and internet applications

-Voltas has launched a range of small capacity refrigerators targeted at semi-urban and rural
markets in India.

-Ties up with RBS Home Appliances Ltd. for the use of 640 service centres that Voltas has
across the country for after sales services

-Simtools Ltd has now become a wholly owned subsidiary of the Company on 27, August 2005.

32
- Chinese consumer durable giant Haier enters into a contract manufacturing agreement Voltas
Ltd for air-conditioners and refrigerators.

-Voltas introduces new range of water dispensers

2005 -Voltas introduces new series of ACs, may set up plant in Uttaranchal

-Voltas secures order for world's Tallest building

2006 -Voltas joins hand with Dutch company

-'Maximum foreign exchange earned and repatriated to India from overseas construction and
engineering projects'

-Company has splits its Face value of Shares from Rs 10 to Re 1

2007 -Voltas Ltd has informed that Universal Comfort Products Ltd (UCPL) is a 50:50 joint
venture Company between Voltas and Fedders International Air-conditioning Pvt Ltd (FIACPL),
a subsidiary of Fedders Corporation, USA.

2008 -Voltas Ltd has appointed Mr. Jimmy Bilimoria and Mr. S N Menon, Independent
Directors have as Additional Directors of the Company with effect from September 22, 2008.

-Voltas launches elegant, new range of Room Air Conditioners in 2008 -Voltas acquires stake in
Fedders venture.

2010 -Memorandum of understanding between Voltas and the Mustafa Sultan Group to form
joint venture company in the Sultanate of Oman -Voltas - Joint Venture Agreement between
Voltas Ltd and Olayan Financing Company of Saudi Arabia to form a Joint Venture Company

2011 -Voltas Limited and KION Group GmbH have agreed to establish a joint venture in India
-"Voltas enters market with 70 air conditioners this season".

2012 -Voltas Ltd has recommended Dividend of Rs. 1.60 per share

2013 -Voltas acquires 100% stake in Rohini Industrial Electricals Ltd.

33
2014 -Voltas executed a Joint Venture Agreement with Dow Chemical Pacific (Singapore) Pte.
Ltd.

2015 - Voltas, leaders in Air Conditioners now forays into 'Fresh-Air Coolers - Voltas wins
Ministry of Power's coveted National Energy Conservation Award for 2015 - Voltas wins
honours from Dun & Bradstreet India for being first in consumer durables

2016 - Voltas launches smart water solutions to provide clean water - Voltas Water Solutions
combines Smart Engineering with Smart Water Science to launch Smart Water Solution

2017 - Voltas Limited won the most coveted MEP Contractor of the Year award

- Voltas Limited and Arçelik A.S. join forces in India Joint Venture Company to be established
to tap IndiaÂ’s growing consumer durables market  

34
CHAPTER-3

REVIEW

OF

LITERATURE

35
REVIEW OF LITERATURE

In a world of seemingly endless decision making, it is nice to know that some decisions are easy
to make. Like knowing the AC that you think is best for you and your family - Voltas Like
knowing the Voltas Exclusive Authorized Dealership that's just right for you - Prime Voltas If
you take a closer look, you'll discover that Prime Voltas turns out be your best decision for
purchasing and servicing your Voltas Ac. My training period in this company has given me a lot
of confidence and exposure to what corporate world is. The project given to me is “Recruitment
and Selection”, which is headed by my guide. The Aim of the project is to determine the
effectiveness of Recruitment and Selection Policy in Voltas Companies.

As we know that in order to run any company we search “right candidate for the right job”. It is
the initial step to run any organization 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. This project reflects the working culture of Voltas as to
how the company uses various methods in recruiting and selecting the applicants in comparative
with other companies and which areas it needs some improvement.

RECRUITMENT AND SELECTION PROCEDURE OF VOLTAS

Voltas 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.

RECRUITMENT PROCESS

A. Manpower process

36
  Manpower Forecasting

1. 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.
2. 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.
3. 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.

 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.

37
B. Preparing Job Description and Job/Person Specification

Once you are certain that you will need to take on a new recruit, you will need to create a job
description and person specification.
Your HR department will very likely have developed pro forma’s of these two documents for
company and you should seek advice and guidance from them. However, it is crucial that you
understand the differences between, and purposes of, both documents:

 The job description identifies the essentials of the role: the broad purpose, the major
duties, the terms and conditions
 A person specification describes the 'attributes required of an employee to do the job to
the required standard'.

Purpose of Job Description

 The main purpose of job description is to collect job-related data in order to advertise for
a particular job. It helps in attracting, targeting, recruiting and selecting the right
candidate for the right job.
 It is done to determine what needs to be delivered in a particular job. It clarifies what
employees are supposed to do if selected for that particular job opening.

38
  It gives recruiting staff a clear view what kind of candidate is required by a particular
department or division to perform a specific task or job.
 It also clarifies who will report to whom.

Purpose of Job Specification

 Described on the basis of job description, job specification helps candidates analyze
whether are eligible to apply for a particular job vacancy or not.
 It helps recruiting team of an organization understand what level of qualifications,
qualities and set of characteristics should be present in a candidate to make him or her
eligible for the job opening.
 Job Specification gives detailed information about any job including job responsibilities,
desired technical and physical skills, conversational ability and much more.
 It helps in selecting the most appropriate candidate for a particular job.

C. 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 __________

39
  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.

D. Sources of recruitment

Generally, the sources of recruitment are categorized into two parts:

 Internal Recruitment
 External Recruitment
 Internal Recruitment:

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:

a. Job Profile
b. Education qualifications, Skills, Experience
c. Last date of receiving Applications
d. 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

40
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
 Consultants
 Campus Recruitment

Hiring team work on each position as per the following:

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 days

 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.

41
  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

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 15 th 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

42
 Selected trainees are positioned at the following grades:

Fresh Graduates: Student with a Master’s 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.

SELECTION PROCESS

A. 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/PGDM program

 Projects undertaken at the summer trainee/internship level
B. 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.

C. Selection Criteria:

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

43
3. Panel Interview 50

D. Letter Of Intent:

Selected candidates are issued a letter of intent on the spot. Appointment letters are issued upon
joining.

a) 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,
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.

44
 Detailed feedback session is conducted by HR and sent to HO-HR and handover to
respective departments/branches.

E. 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”.

HUMAN RESOURCE MANAGEMENT AND HUMAN RESOURCE

DEVELOPMENT

DEFINITION:
HRM is the process of managing people in organizations in a structured and thorough manner.
This covers the fields of staffing (hiring people), retention of people, pay and perks setting and
management, performance management, change management and taking care of exits from the
company to round off the activities. This is the traditional definition of HRM which leads some
experts to define it as a modern version of the Personnel Management function that was used
earlier.

We have chosen the term “art and science” as HRM is both the art of managing people by
recourse to creative and innovative approaches; it is a science as well because of the precision
and rigorous application of theory that is required.

45
Human Resource Development (HRD) means to develop available manpower through suitable
methods such as training, promotions, transfers and opportunities for career development. HRD
programs create a team of well-trained, efficient and capable managers and subordinates. Such
team constitutes an important asset of an enterprise. One organisation is different from another
mainly because of the people (employees) working there in. According to Peter F. Drucker, "The
prosperity, if not the survival of any business depends on the performance of its managers of
tomorrow." The human resource should be nurtured and used for the benefit of the organisation.

USES OF HUMAN RESOURCE MANAGEMENT IN AN

ORGANIZATION:

 Human Resource Management (HRM) is the function within an organization that focuses
on recruitment of, management of, and providing direction for the people who work in
the organization. It can also be performed by line managers.

 Human Resource Management is the organizational function that deals with issues
related to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication,
administration, and training.

 HRM is also a strategic and comprehensive approach to managing people and the
workplace culture and environment. Effective HRM enables employees to contribute
effectively and productively to the overall company direction and the accomplishment of
the organization's goals and objectives.

 Human Resource Management is moving away from traditional personnel,

administration, and transactional roles, which are increasingly outsourced. HRM is now
expected to add value to the strategic utilization of employees and that employee
programs impact the business in measurable ways. The new role of HRM involves
strategic direction and HRM metrics and measurements to demonstrate value.

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  The Human Resource Management (HRM) function includes a variety of activities, and
key among them is responsibility for human resources -- for deciding what staffing needs
you have and whether to use independent contractors or hire employees to fill these
needs, recruiting and training the best employees, ensuring they are high performers,
dealing with performance issues, and ensuring your personnel and management practices
conform to various regulations. Activities also include managing your approach to
employee benefits and compensation, employee records and personnel policies. Usually
small businesses (for-profit or nonprofit) have to carry out these activities themselves
because they can't yet afford part- or full-time help. However, they should always ensure
that employees have -- and are aware of -- personnel policies which conform to current
regulations. These policies are often in the form of employee manuals, which all
employees have.

 HRM is widening with every passing day. It covers but is not limited to HR planning,
hiring (recruitment and selection), training and development, payroll management,
rewards and recognitions, Industrial relations, grievance handling, legal procedures etc.
In other words, we can say that it’s about developing and managing harmonious
relationships at workplace and striking a balance between organizational goals and
individual goals.

ADVANTAGES / IMPORTANCE OF HR:

 Meeting manpower needs: Every Organisation needs adequate and properly qualified
staff for the conduct of regular business activities. Imaginative HRP is needed in order to
meet the growing and changing human resource needs of an organisation.
 Replacement of manpower: The existing manpower in an Organisation is affected due to
various reasons such as retirement and removal of employees and labour turnover. HRP
is needed to estimate the shortfall in the manpower requirement and also for making
suitable arrangements for the recruitment and appointment of new staff.
 Meeting growing manpower needs: The expansion or modernization programme may be
undertaken by the enterprise. Manpower planning is needed in order to forecast and meet

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 additional manpower requirement due to expansion and growth needs through
recruitment and suitable training programs.
 Meeting challenges of technological environment: HRP is helpful in effective use of
technological progress. To meet the challenge of new technology existing employees
need to be retrained and new employees may be recruited.
 Coping with change: HRP enables an enterprise to cope with changes in competitive
forces, markets, products, and technology and government regulations. Such changes
generate changes in job content, skill, number and type of personals.
 Increasing investment in HR: An employee who picks up skills and abilities becomes a
valuable resource because an organisation makes investments in its manpower either
through direct training or job assignments.
 Adjusting manpower requirements: A situation may develop in; an organisation when
there will be surplus staff in one department and shortage of staff in some other
department. Transfers and promotions are made for meeting such situations.
 Recruitment and selection of employees: HRP suggests the type of manpower required in
an organisation with necessary details. This facilitates recruitment and selection of
suitable personnel for jobs in the Organisation. Introduction of appropriate selection tests
and procedures is also possible as per the manpower requirements.
 Placement of manpower: HRP is needed as it facilitates placement of newly selected
persons in different departments as per the qualifications and also as per the need of
different departments. Surplus or shortage of manpower is avoided and this ensures
optimum utilization of available manpower.

Training of manpower: HRP is helpful in selection and training activities. It ensures that
adequate numbers of persons are trained to fill up the future vacancies in the Organisation

HUMAN RESOURCE MANAGEMENT (HRM) VS STRATEGIC HUMAN RESOURCE

MANAGEMENT (SHRM)

The main points of difference between human resource management and strategic human
resource management are explained below:

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1. Meaning
HRM refers to management of all aspects of a business that are related to its employees, such as
recruitment, training, salary and rewards. SHRM refers to the process in which an organization’s
human resources practices are made consistent with the business strategy so as to attain the
overall objectives of the organization.
2. Type of process
HRM is a reactive process, where the HR managers react to change. In this approach, the
functions of HR are carried out as a response to the requirements of managers for recruitment to
specific positions in the organization. SHRM is, however, a proactive process that seeks to bring
about change from the start. It determines the operational requirements and expansion areas that
require workforce, and establish comprehensive plans so as to fulfill the strategic objectives of
the company.

3. Focus
HRM concentrates on the management of its employees and the internal issues it faces regarding
its workforce. It lays stress on relationships with employees, making sure that its employees are
motivated and that the relevant employment laws are adhered to by the organization. In contrast,
SHRM concentrates on developing partnerships with internal as well as external parties.

4. Time span
Short-term objectives of the organization are accomplished in HRM, whereas SHRM
concentrates on achieving the long-term strategic objectives of the organization.

5. Fundamental elements
In HRM, the capital and products are considered as the main elements, while in SHRM, the
fundamental elements are individuals and their knowledge.

6. Degree of control
There is strict management of employees in HRM. On the other hand, there is lesser degree of
control over the employees and the workforce regulations are less stringent in SHRM

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HRM – FUNCTIONS
COMPLETE RECRUITMENT LIFE CYCLE

1. Planning/Preparing: Planning and preparation are important aspects of starting any work.
These play a major role in the recruitment cycle too. 
Recruitment should be started with defining a candidate persona and writing the Job Description.
Coming up with a good JD of any particular job is always important as without understanding
what the job entails, no candidate would want to apply. The candidate persona should give an
idea to the applicant of the qualities you are looking for in an ideal candidate.

2. Job Posting: After preparing the JD, it needs to be posted by HR/Recruiters in order to spread
the word that you are hiring for a particular position in your organization.

Without circulating the JD, it is difficult to find the right candidates for the job. Social media
platforms, personal groups and different job portals JD can be used for circulating the JD.

3. Sourcing: It is the method of utilizing all available resources to find the right candidate. 
HR/Recruiters can use various job portals, referrals, social recruiting, web sourcing to find the
perfect candidate. After using these platforms, HR saves details of those candidates in the
database that match the job description.

4. Screening: It involves short listing the best candidates from a pool of job applications
received.  Recruiters assess the applicants for the first time through manual screening of the
resumes after reading their cover letters. Post resume screening, a round of telephonic screening
may follow, where the candidate is then evaluated on the basis of his communication skills,
domain knowledge and previous work experience.

5. Scheduling: If the feedback of the telephonic assessment round is positive, then only will the
candidate be invited to attend an in-person or face-to-face interview. 
Taking the convenience of the candidate into account is crucial in ensuring that he turns up for
the interview. A call before the interview helps in reminding the candidate about the interview
and clearing any questions he might have about the process.

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 6. Selecting: This plays the most crucial role in the recruitment life cycle. Hiring the best
candidate from the shortlist pool can be the biggest challenge for the HR/Recruiters.
Selection is done primarily through a face-to-face interview. It gives the interviewer a chance to
evaluate the candidate by his body language, attitude and technical skills in a one-to-one setting.

7. Hiring: Hiring includes salary negotiation and issuing offer letters. HR plays a prominent role
here in satisfying the candidate by negotiating the salary, benefits, and in convincing him to join
the company.
The offer letter, which is a formal document entailing the conditions of a job is sent to the
candidates selected for employment. This written confirmation contains the following details:

o Job description (JD)

o Job title

o Date of joining

o Reporting structure

o Benefits offered and eligibility

o Salary

o Offer letter acknowledgement and proof of acceptance  

8. On boarding: This is a very delicate phase of the recruitment process. The success of all the
recruitment efforts so far hinges on this phase. 

It includes paperwork, and other formalities, such as induction, introduction to team members,
orientation, and training. The most important goal of this phase is to make the employee feel
welcome and to make sure he settles in comfortably with the culture of the workplace 

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JOB ANALYSIS AND JOB DESIGN
Job analysis is the process of describing the operations, duties and responsibilities of the job. In
order to recruit retail employees on a scientific and rational basis, it becomes necessary to
determine in advance a standard of personnel with which interested candidate can be compared.
This standard must establish the minimum acceptable qualities necessary for the accomplishment
of tasks by retail employees.

Job analysis is a data collection function performed by the HR department that includes
the following steps:

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(i) Collection of factual materials:
The first step of job analysis process includes collecting factual information relating to the job.

This task is usually accomplished in four ways:

(a) With the help of structured questionnaire

(b) Using narrative descriptions

(c) Observations, and

(d) By interviews

(ii) Completing job description blank:

After collecting the information, job analysis puts such information in a standard job description
form as a comprehensive draft which shows full details of the activities of the retailing job. As
per the nature and format of the retail organization, separate forms may be used for various
activities in the job and may be compiled later on. In actual, the whole task of job analysis
depends upon these forms, which are regularly consulted as reference guide for the future
planning tasks.

(iii) Preparation of the job specifications:

Job specifications are also prepared on the basis of information collected through data collecting
techniques. Job description basically refers to a statement of minimum acceptable qualities of a
candidate whose selection should be made.

(iv) Preparation of Report:
This report indicates various activities to be performed by the retail staff and expectations from
them. It is prepared by the job analyst on the basis of information collected. The report is then
submitted to the HR department for its suggestions and amendments.

(v) Approval:
The report submitted by the analyst and reviewed by the HR department may now be revised by
the top executives for:

(i) Competitive policies

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(ii) Comments of HR department (if any)

(iii) Views of Trade Unions (if applicable)

(iv) Mission and vision of the organization

In some organizations, such drafts are usually approved by the HR manager while in some
organizations by the top executive, who has the ultimate responsibility to finalize it.

TRAINING AND DEVELOPMENT

Training and development are the indispensable functions of human resource management. It is
the attempt to improve the current or future performance of an employee by increasing the ability
of an employee through educating and increasing one’s skills or knowledge in the particular
subject.
A bunch of inspired, creative and ambitious youngsters- that’s Keka’s editorial team for you. We
have a thirst to learn new subjects and curate diverse pieces for our readers. Our deep
understanding and knowledge of Human Resources has enabled us to answer almost every
question pertaining to this department. If not seen finding ways to simplify the HR world, they
can be found striking conversations with anyone and everyone , petting dogs, obsessing over
gadgets, or baking cakes.

INDUCTION AND ORIENTATION

 How to Design Induction Programs and Execution: When designing an induction

program you should ask what the employee needs to know and what the organisation needs
them to know in the first 24 hours, the first week, the first month and the first year.

All new employees have concerns that need to be addressed during the induction process. The
new employee needs to know about:

 the job
 conditions of work
 the manager

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  the work team
 the organization

Some of the points to consider when designing the induction program are:

 whether the format should be formal or informal

 who should be involved in presenting the program
 whether the program should be aimed at individuals or groups
 when the program should be conducted
 the length of the program
 What should be included in the induction.

A well-designed induction program will meet the needs of both the organisation and the new
employee, and lead to a long-lasting and fulfilling professional relationship.

 How to Design on the Job Training Programs and Monitoring: Creating a training
program is not difficult as long as you break it down into logical steps. The ADDIE
method is particularly useful when starting a training program from scratch:

 Analysis: Assess what your employees need to know in order to successfully do their

jobs.
 Design: Determine what your on-the-job training program will look like.
 Development: Establish methods, resources, and materials that will be in your training
program.
 Implementation: Decide who/when/how you will implement your training program.
 Evaluation: Get feedback so you can know if your training met you and your employees’
needs.
The ADDIE method is flexible, essentially asking that you consider what you need and want for
your specific business and then design and measure accordingly.

 How to evaluate effectiveness of Induction and on the Job Training Programs:

The effectiveness of an induction programme can be demonstrated through measuring the

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 speed at which new employees feel comfortable about their new role within the
organisation, how they rate the content of induction as to how helpful it was and how
quickly they become effective and efficient in their roles. Training effectiveness measures
the extent to which employee performance improves by learning; for example, how teaching
initiatives enable teams to enhance their sales and communication skills, maximize their
productivity, or achieve a business goal. The most commonly used approach to
evaluating training effectiveness is the Kirkpatrick Model. Organizations use the model to
assess a training program and its relevance in business.
The training impact can be measured in three stages: Before, during and post-training.
Before the commencement of the training, baseline data should be collected for each metric
that needed to be measured. During the training, a feedback loop can help understand
learners’ progress. A post-training assessment should be conducted to evaluate what
information is being retained and whether it would have the desired effect.

TEAM MANAGEMENT SKILLS

 What is a Team and its types: A team is defined as a group of people who perform
interdependent tasks to work toward accomplishing a common mission or specific objective.
Some teams have a limited life: for example, a design team developing a new product, or
a continuous process improvement team organized to solve a particular problem. Others are
ongoing, such as a department team that meets regularly to review goals, activities, and
performance.
An organization with many teams requires careful alignment. As teams and individuals link with
other teams, the principles of developing understanding and trust will apply, but the structure
will get more complex (Figure). Understanding the many interrelationships that exist between
organizational units and processes, and the impact of these relationships on quality, productivity,
and cost, makes the value of teams apparent.

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THE THREE TYPES OF TEAMS

Many of today’s team concepts gained popularity in the United States during the 1970s through
the use of quality circles or employee involvement initiatives. However, these initiatives were
often seen as separate from normal work activities, not as integrated with them.

Team designs have since evolved into a broader concept that includes many types of teams
formed for different purposes.

Three primary types of teams are typically used within the business environment:

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1. Process Improvement Teams: Process improvement teams are project teams that focus on
improving or developing specific business processes. These teams come together to achieve a
specific goal, are guided by a well-defined project plan, and have a negotiated beginning and
end.
2. Work Groups or Natural Teams: Work groups, sometimes called "natural teams," have
responsibility for a particular process (e.g., a department, a product line, or a stage of a business
process) and work together in a participative environment. The degree of authority and autonomy
of the team can range from relatively limited to full self-management. The participative approach
is based on the belief that employees will be more productive if they have a higher level of
responsibility for their work.
3. Self-Managed Teams: Self-managed teams directly manage the day-to-day operation of their
particular process or department. They are authorized to make decisions on a wide range of
issues, such as safety, quality, maintenance, scheduling, and personnel. Their responsibilities
also include processes traditionally held by managers, such as goal-setting, allocation of
assignments, and conflict resolution.

 Team Development Stages

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1. Forming stage: The forming stage involves a period of orientation and getting acquainted.
Uncertainty is high during this stage, and people are looking for leadership and authority.
A member who asserts authority or is knowledgeable may be looked to take control. Team
members are asking such questions as “What does the team offer me?” “What is expected of
me?” “Will I fit in?” Most interactions are social as members get to know each other.
2. Storming stage: The storming stage is the most difficult and critical stage to pass through.
It is a period marked by conflict and competition as individual personalities emerge. Team
performance may actually decrease in this stage because energy is put into unproductive
activities. Members may disagree on team goals, and subgroups and cliques may form
around strong personalities or areas of agreement. To get through this stage, members must
work to overcome obstacles, to accept individual differences, and to work through conflicting
ideas on team tasks and goals. Teams can get bogged down in this stage. Failure to address
conflicts may result in long-term problems.
3. Norming stage: If teams get through the storming stage, conflict is resolved and some
degree of unity emerges. In the norming stage, consensus develops around who the leader or
leaders are, and individual member’s roles. Interpersonal differences begin to be resolved,
and a sense of cohesion and unity emerges. Team performance increases during this stage as
members learn to cooperate and begin to focus on team goals. However, the harmony is
precarious, and if disagreements re-emerge the team can slide back into storming.

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 4. Performing stage: In the performing stage, consensus and cooperation have been well-
established and the team is mature, organized, and well-functioning. There is a clear and
stable structure, and members are committed to the team’s mission. Problems and conflicts
still emerge, but they are dealt with constructively. (We will discuss the role of conflict and
conflict resolution in the next section). The team is focused on problem solving and meeting
team goals.
5. Adjourning stage: In the adjourning stage, most of the team’s goals have been
accomplished. The emphasis is on wrapping up final tasks and documenting the effort and
results. As the work load is diminished, individual members may be reassigned to other
teams, and the team disbands. There may be regret as the team ends, so a ceremonial
acknowledgement of the work and success of the team can be helpful. If the team is a
standing committee with ongoing responsibility, members may be replaced by new people
and the team can go back to a forming or storming stage and repeat the development process.

 How to improve your effectiveness of team

 Clarify Goals, Roles, and Responsibilities: Pivoting on the battlefield often requires a
shift in focus and priorities. For example, many small businesses right now are changing
the way they operate almost weekly based on changes in policies. Ensure that everyone
on the team understands their responsibilities, accountabilities, and how their job
functions align with mission success. And make sure everyone knows the “why.”

 Engage in Proper Planning and Rapid Execution: There is no time for analysis
paralysis in this dynamic environment. There is no such thing as a 100% plan anyway.
By the time you think you have one, the landscape has adjusted based on new external
and internal forces. As we say in the Navy SEAL Teams, “Don’t run to your death.” But
sometimes “good enough” means “good to go.” Role clarity, communication and
accountability will provide the team the ability to course correct as needed.

 Develop People and Teams: I know, I know. Who has the time or budget for this right
now? Well, all the research comes back the same. Organizations that find ways to
prioritize development and training retain employees longer, have higher levels of

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 engagement, deliver great products and services, delight customers, and generate
healthier profit margins than similar companies that do the bare minimum. So, the
question is: can you afford not to?

 Create Feedback Loops for Learning and Accountability: All high-performing teams
have a learning culture where transparent feedback is crucial for execution. An
environment of psychological safety and respectful conflict is part of the culture. One
great tool we teach our clients at Taking Point Leadership is how to conduct a proper
after-action review (debrief). Rank and emotion are left at the door and teams discuss
what’s going well, what isn’t, and plans for improvement. Insights are documented and
shared with other teams.

 Design Networks, Not Hierarchies: We all know over-managed under-led organizations

with a significant top-down hierarchical approach no longer work. Right now,
collaboration is more important than ever before. Creating cross-functional teams for
executing new initiatives accomplishes three things: higher productivity of teams and
individuals, new elements of creativity, and increased accountability.

 Run Effective Meetings: Again, this seems obvious, but many organizations struggle
with this. Do not have meetings simply for the sake of accomplishing number 8 below.
Ensure meetings have a clear objective, involve the RIGHT people (who come prepared),
start on time, have clear action items and deliverables, and end on time. One person must
lead the meeting. And don’t stack meetings back to back.  

 Increase “Face-to-Face” Interaction: I get it, not every meeting needs to be on Zoom. I
had to race upstairs this morning to comb my hair five minutes before a video conference
I thought was a call. We’ve recently spoken to some current and potential clients that
have seen a total breakdown in communication due to remote working. Now is not the
time to become complacent and engage in a “we’re doing all we can” kind of mindset.
Another accountability philosophy we live by in the SEAL Teams is to “find work.”
There is always work to be done, and team communication is at the top of the list. Video

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 conferencing can sometimes be a pain, but people need to see each other in the absence
of in-person social interactions. Find ways to make it fun!

 What is Team Leadership: A team leader is a person who provides guidance, instruction,
direction and leadership to a group of individuals (the team) for the purpose of achieving a
key result or group of aligned results.

The team leader monitors the quantitative and qualitative achievements of the team and reports
results to a manager. The leader often works within the team, as a member, carrying out the same
roles but with the additional 'leader' responsibilities – as opposed to higher-
level management which often has a separate job role altogether. In order for a team to function
successfully, the team leader must also motivate the team to "use their knowledge and skills to
achieve the shared goals". When a team leader motivates a team, group members can function in
a goal-oriented manner  A "team leader" is also someone who has the capability to drive
performance within a group of people. Team leaders utilize their expertise, their peers, influence,
and/or creativeness to formulate an effective team.

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MAINTAINING GOOD WORKING CONDITIONS

It is the responsibility of human resource management to provide good working conditions to the
employee so that they may like the workplace and the work environment. It is the fundamental
duty of the HR department to motivate the employees. The study has been found that employees
don’t contribute to the goals of the organization as much as they can. This is because of the lack
of motivation. Human resource management should come up with a system to provide financial
and non-financial benefits to the employee from the various departments. Employee welfare is
another concept that should be managed by HR team. Employee welfare promotes job
satisfaction.

MANAGING EMPLOYEE RELATIONS

Employees are the pillars of any organization. Employee relationship is a very broad concept and
it is one of the crucial functions of human resource management. It also helps to foster good
employee relations. They have the ability to influence behaviors and work outputs.

Management should Organize activities which will help to know an employee at the personal and
professional level. Well-planned employee relations will promote a healthy and balanced relation
between the employee and the employer. It is the key for the organization to be successful.

CHAPTER-4
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 RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY
The purpose of any research is to discover answers to questions through the application of
scientific procedures. The main aim of the research is to find out the truth, which is hidden and
has not been discovered as yet.

MEANING

Research Methodology is a way to systematically solve the research problem. It may be

understood as the science of studying, how the research is carried out scientifically. In it, we
study the various steps that are generally adopted by a researcher in studying his research
problems, along with the logic behind them.

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Thus, when we talk of Research methodology, we talk not only of the research methods, but we
also consider the logic behind the methods we use in the context of our research study and
explain why we are using a certain method or a technique, and why we are not using the others,
so that research results are capable of being evaluated wither by the researcher himself or by
others.

The Problem Definition, the Research Objective, the Research Design, the Sampling Techniques,
the formulation of the Hypothesis, the method of Data Collection, the Analysis of the collected
data, and, the Interpretation and the Report constitute the Research Methodology.

METHODOLOGY OF STUDY

The project is a systematic presentation consisting of the enunciated problem, formulated

hypothesis, collected facts of data, analyzed facts and proposed conclusions in form of
recommendations.

The data has been collected from both the sources primary and
secondary sources

OBJECTIVES OF THE STUDY

The main objectives of the study are as follows:
i. To understand the process of recruitment
ii. To know the sources of recruitment at various levels and various jobs
iii. To critically analyze the functioning of recruitment procedures
iv. To identify the probable area of improvement to make recruitment procedure more
effective
v. To know the managerial satisfaction level as well as to know the yield ratio
vi. To search or headhunt people whose, skill fits into the company’s values

SCOPE OF THE STUDY

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The benefit of the study for the researcher is that it helped to gain knowledge and experience
and also provided the opportunity to study and understand the prevalent recruitment
procedures.

The key points of my research study-

i. To Understand and analyze various HR factors including recruitment procedure.

ii. To suggest any measures/recommendations for the improvement of the recruitment

procedures

RESEARCH DESIGN
Research design is defined as a framework of methods and techniques chosen by a researcher to
combine various components of research in a reasonably logical manner so that the research
problem is efficiently handled. It provides insights about “how” to conduct research using a
particular methodology. Every researcher has a list of research questions which need to be
assessed – this can be done with research design.

The design of a research topic is used to explain the type of research (experimental, survey,
correlation, semi-experimental, review) and also its sub-type (experimental design, research
problem, and descriptive case-study). There are three main sections of research design: Data
collection, measurement, and analysis.

TYPES OF RESEARCH

On the basis of theoretical study a research has many types. All of these are distributed on the
nature of research. Some of these are like

Our research is based on Descriptive, Qualitative and Quantitative research.

Types of research methods can be broadly divided into two Quantitative and Qualitative.
Quantitative research-Quantitative research is based on the quantitative measurements of some
characteristics. It is applicable to phenomena that can be expressed in terms of quantities.
Emphasis is placed on the collection of numerical data, the summary of those data and the
drawing of inferences from the data.

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Qualitative research-Qualitative research is based on words, feelings, emotions, sounds and
other non-numerical elements. It is concerned with qualitative phenomenon (phenomena relating
to or involving quality or kind). Qualitative research is specially important in the behavioural
sciences where the aim is to discover the underlying motives of human behaviour

Types of Research Methods According to Nature of the Study:

Descriptive research- Usually involves surveys and studies that aim to identify the facts. In
other words, descriptive research includes surveys and fact-finding enquires of different kinds.
The major purpose of descriptive research is description of the state of affairs.

Analytical research-On the other hand is fundamentally different in a way that the researcher
has to use facts or information already available and analyses these in order to make a critical
evaluation of the material.

Types of Research Methods According to the Purpose of the Study:

Applied research- Applied research aims at finding a solution for an immediate problem facing
by society or organization. It is also referred to as an action research.

Fundamental research- It is mainly concerned with generalizations and with the formulation of
a theory and is sometimes called basic or pure research.

Types of Research Methods according to Research Design:

Exploratory- The objective of exploratory is the development of hypothesis rather than their
testing studies only aim to explore the research area and they do not attempt to offer final and
conclusive answers to research questions.

Conclusive- Conclusive on the contrary, aim to provide final and conclusive answers to research
questions.

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Conceptual and Empirical Research:

Conceptual Research- It is related with some theory or some abstract ideas. It is generally used
by philosophers and thinkers to develop new concepts or to reinterpret existing ones.

Empirical Research- It relies on experience or observation alone, often without due regards for
system and theory. It is data-based research, coming up with conclusions which are capable of
being verified by observation or experiment.

SAMPLE DESIGN

“A sample design is a definite plan for obtaining a sample from a given population. It refers to
the technique or the procedure the researcher would adopt in selecting item for the sample”
-----Generally sample designs are two types

1. Probability Research Design

2. Non Probability Research Design

We used the probability research design.

SAMPLING UNITS: Sampling unit may be a geographical one, such as state, district, village
etc. The researcher will have to decide one or more of such units that he has to select for his
study.

SIZE OF SAMPLE: “This refers to the number of items to be selected from the universe to
constitute a sample”

In our research sample size is 100.

SOURCES OF DATA COLLECTION

While deciding about the method of data collection to be used for the study the researcher should
keep to types of data.

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1. Primary Data 2. Secondary Data.

We use in our research primary data, as well as secondary data. Primary means collected a fresh,
and the first time data and secondary means which are already available like annual report,
magazines etc.

Survey Method: - Survey refers to the method of securing information concerning phenomena
under study from all or selected number of respondents of the concerned area. In a survey the
investigator examines those phenomena which exist in the universe independent of his action.
We used the scheduling method.

Scheduling: - In this method the enumerators along with schedules, go to respondents, put to
them the questions from the Performa in the order the questions are listed and recorded the
replies in the space meant for the same in the Performa.

Data collection method: Self-administered personal survey method was used to collect the
necessary data. For this purpose appropriate questionnaires were designed.

Data collection instrument: Appropriately designed questionnaire to facilitate self-administered

surveys with simple standard questions were used to collect data.

Structure of Questionnaire: The questions formulated were structured and non-disguised. The
questions were asked in order to get all the necessary information and to see that the respondents
could answer them with case. This pattern adopted facilitated in analyzing the data.

Types of questions asked:

1. Multiple choice questions

Many choices of responses are given and the respondent chooses one response. The advantage of
this type is easy tabulation and quick response by the respondent.

2. Dichotomous questions

This type of questions is of 'Yes' or 'No' format. There are only two choices of answers and the
respondent has to choose either 'Yes' or 'No'.

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LIMITATIONS OF THE STUDY

 The study is based on the data provided by the company statements so, the limitations of
the company’s employees remaining are equally applicable.

 In some cases data is collected from the companies past

records.
 Due to shortage of time I have not been able to make depth study.
 There was so much confidential data of company that are not exposed.
 Survey was restricted to particular age group because respondents willing to fill are
college students.
 Analysis was done based upon personal opinion of respondents individually, not
from any focus groups or experts.

 Size of the research may not be substantial.

CHAPTER-5

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 DATA ANALYSIS

AND

INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

MEANING

Data analysis and interpretation is the process of assigning meaning to the collected information
and determining the conclusions, significance and implications of the findings. It is an important
and exciting step in the process of research. In all research studies, analysis follows data
collection.

According to C.R.Kothari (1989), “The term analysis refers to the computation of measures
along with searching for patterns of relationship that exist among data-groups”. Analysis
involves estimating the values of unknown parameters of the population and testing of
hypotheses for drawing inferences.

71
The aim of present study is to find out the “services provided by the banks through internet and
their awareness in the people.The collected data are arranged properly, analyzed systematically
and interpreted precisely.

DATA ANALYSIS PROCESS

Data Analysis Process is nothing but gathering information by using proper application or tool
which allows you to explore the data and find a pattern in it. Based on that, you can take
decisions, or you can get ultimate conclusions. Data Analysis consists of the following phases:

Step 1: Define Your Questions

In your organizational or business data analysis, you must begin with the right question(s).
Questions should be measurable, clear and concise. Design your questions to either qualify or
disqualify potential solutions to your specific problem or opportunity.

For example, start with a clearly defined problem: A government contractor is experiencing
rising costs and is no longer able to submit competitive contract proposals. One of many
questions to solve this business problem might include: Can the company reduce its staff without
compromising quality?

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Step 2: Set Clear Measurement Priorities

This step breaks down into two sub-steps:

A) Decide What To Measure: Using the government contractor example, consider what kind of
data you’d need to answer your key question. In this case, you’d need to know the number and
cost of current staff and the percentage of time they spend on necessary business functions. In
answering this question, you likely need to answer many sub-questions (e.g., Are staff currently
under-utilized? If so, what process improvements would help?). Finally, in your decision on what
to measure, be sure to include any reasonable objections any stakeholders might have (e.g., If
staff are reduced, how would the company respond to surges in demand?).

B) Decide How To Measure It: Thinking about how you measure your data is just as important,
especially before the data collection phase, because your measuring process either backs up or
discredits your analysis later on. Key questions to ask for this step include:

 What is your time frame? (e.g., annual versus quarterly costs)

 What is your unit of measure? (e.g., USD versus Euro)
 What factors should be included? (e.g., just annual salary versus annual salary plus cost
of staff benefits)

Step 3: Collect Data

With your question clearly defined and your measurement priorities set, now it’s time to collect
your data. As you collect and organize your data, remember to keep these important points in
mind:

 Before you collect new data, determine what information could be collected from
existing databases or sources on hand. Collect this data first.
 Determine a file storing and naming system ahead of time to help all tasked team
members collaborate. This process saves time and prevents team members from
collecting the same information twice.
 If you need to gather data via observation or interviews, then develop an interview
template ahead of time to ensure consistency and save time.

73
  Keep your collected data organized in a log with collection dates and add any source
notes as you go (including any data normalization performed). This practice validates
your conclusions down the road.

Step 4: Analyze Data

After you’ve collected the right data to answer your question from Step 1, it’s time for deeper
data analysis. Begin by manipulating your data in a number of different ways, such as plotting it
out and finding correlations or by creating a pivot table in Excel. A pivot table lets you sort and
filter data by different variables and lets you calculate the mean, maximum, minimum and
standard deviation of your data As you manipulate data, you may find you have the exact data
you need, but more likely, you might need to revise your original question or collect more data.
Either way, this initial analysis of trends, correlations, variations and outliers helps and any
objections others might have.

During this step, data analysis tools and software are extremely helpful. Visio, Minitab and Stata
are all good software packages for advanced statistical data analysis. However, in most cases,
nothing quite compares to Microsoft Excel in terms of decision-making tools. If you need a
review or a primer on all the functions

Step 5: Interpret Results

After analyzing your data and possibly conducting further research, it’s finally time to interpret
your results. As you interpret your analysis, keep in mind that you cannot ever prove a
hypothesis true: rather, you can only fail to reject the hypothesis. Meaning that no matter how
much data you collect, chance could always interfere with your results.

As you interpret the results of your data, ask yourself these key questions:

 Does the data answer your original question? How?

 Does the data help you defend against any objections? How?
 Are there any limitation on your conclusions, any angles you haven’t considered?

74
If your interpretation of the data holds up under all of these questions and considerations, then
you likely have come to a productive conclusion. The only remaining step is to use the results of

your data analysis process to decide your best course of action.

TYPES OF DATA ANALYSIS: TECHNIQUES AND METHODS

There are several types of data analysis techniques that exist based on business and technology.
The major types of data analysis are:

 Text Analysis
 Statistical Analysis
 Diagnostic Analysis
 Predictive Analysis
 Prescriptive Analysis

Text Analysis

Text Analysis is also referred to as Data Mining. It is a method to discover a pattern in large data
sets using databases or data mining tools. It used to transform raw data into business information.
Business Intelligence tools are present in the market which is used to take strategic business
decisions. Overall it offers a way to extract and examine data and deriving patterns and finally
interpretation of the data.

Statistical Analysis

Statistical Analysis shows "What happen?" by using past data in the form of dashboards.
Statistical Analysis includes collection, Analysis, interpretation, presentation, and modeling of
data. It analyses a set of data or a sample of data. There are two categories of this type of
Analysis - Descriptive Analysis and Inferential Analysis.

75
Descriptive Analysis

Analyses complete data or a sample of summarized numerical data. It shows mean and deviation
for continuous data whereas percentage and frequency for categorical data.

Inferential Analysis

Analyses sample from complete data. In this type of Analysis, you can find different conclusions
from the same data by selecting different samples.

Diagnostic Analysis

Diagnostic Analysis shows "Why did it happen?" by finding the cause from the insight found in
Statistical Analysis. This Analysis is useful to identify behavior patterns of data. If a new
problem arrives in your business process, then you can look into this Analysis to find similar
patterns of that problem. And it may have chances to use similar prescriptions for the new
problems.

Predictive Analysis

Predictive Analysis shows "what is likely to happen" by using previous data. The simplest
example is like if last year I bought two dresses based on my savings and if this year my salary is
increasing double then I can buy four dresses. But of course it's not easy like this because you
have to think about other circumstances like chances of prices of clothes is increased this year or
maybe instead of dresses you want to buy a new bike, or you need to buy a house!

So here, this Analysis makes predictions about future outcomes based on current or past data.
Forecasting is just an estimate. Its accuracy is based on how much detailed information you have
and how much you dig in it.

Prescriptive Analysis

Prescriptive Analysis combines the insight from all previous Analysis to determine which action
to take in a current problem or decision. Most data-driven companies are utilizing Prescriptive

76
Analysis because predictive and descriptive Analysis are not enough to improve data
performance. Based on current situations and problems, they analyze the data and make
decisions.

IMPORTANCE OF DATA ANALYSIS

To grow your business even to grow in your life, sometimes all you need to do is Analysis! If
your business or banks institution is not growing, then you have to look back and acknowledge
your mistakes and make a plan again without repeating those mistakes. And even if your
business is growing, then you have to look forward to making the business to grow more. All
you need to do is analyze your business data and business processes.

There are reasons why data analysis is necessary:-

1. Better Targeting: Using data analysis, you can determine what forms of advertising reach
your customers effectively and make an impact that will make them buy your products. Data
enables you to understand what methods of advertising your product have the biggest impact on
the target audience and at what scale you can adopt such advertising.

2. Knowing your Target Customers: There is no activity that data analysis does better than
checking the performance of your products or business in the market. Once you understand what
products are suitable for what clients, you can determine the areas that you are going to focus on
and for which customers. The trends in the market are also informative on consumer spending
and tastes. When you have enough information on these vital things, you can direct your
business to produce or distribute certain goods or services to fulfill your potential customer’s
desires. The information is also essential in setting prices and determining the advertisement you
are going to adopt as well as the niche you are going to target. 

3. Helps Solve Problems: Every problem that arises in a business can cause a major halt in the
operation of the business which may cause a lot of losses that are bad for the company. Retail
CRM cloud modules can help you to transform your business. Data analysis assists the

77
organization to make an informed decision on the running of the business and providing
information that could help the business to avoid any occurrence of loss. The data analyzed can
be used to detect a malfunction in the business system and the technical systems that show any
problem in the quality and quantity of production. You are also able to analyze any other
problems that may arise in response and risk of injury.

4. Cut costs of operation: Data analysis will do you a lot of good if you want to have a smooth
and effectively run business. With a good data analysis system, you can determine the sectors of
your business that are using unnecessary finances and the areas that need more financing.
Through this, you will have a clear idea of where you should cut costs and the technology you
are going to use to reduce operational and production costs. The ability to decide on what type of
advertisement methods to use, the goods to produce, and the target customers offers the
advantage of costs that would otherwise be used in the unnecessary activity.

Some ways in which data analysis can be distinguished are as follows:

 Organizing data: Raw data collected from single or multiple sources may be

disorganized, or present in different formats. Data analysis helps in providing a form
and structure to data and makes it useful so that other tools can be used to arrive at
findings and interpret the results.
 Breaking down a problem into segments: Working on data collection from an
extensive survey or transaction and consumer behavior data can become very
challenging due to the sheer volume of data involved. Data analysis techniques can
help segment the data thereby reducing a massive, seemingly insurmountable
problem, into smaller parts which can be relatively easily tackled.
 Drawing insights and decision-making: This is the aspect which is most readily
associated with data analysis. Tools and techniques from the field applied to pre-
organized and segmented data assist in drawing meaningful insights which can
either help in concluding a research project or support business in understanding
consumer behavior towards their products better.

78
Further, through data analysis in itself is not a decision-making process, it certainly does help
policymakers and businesses make decisions based on insights, information, and conclusions
drawn
while
Particulars Responds In Percentage

(Out of 40)
Personal Interviews 16 Candidates 40%

Telephonic Interview 12 Candidates 30%

Video Conferencing 8 Candidates 20%

Other 4 Candidates 10%

researching and analyzing data.

Question 1: What form of interview do you prefer?

79
Interpretation:-

Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews where
as only 20% goes for video conferencing and rest 10% adopt some other means of interviews.

Question 2: What source you adopt to source candidates?

Particulars Responds In Percentage
(out of 40)
Candidates Referral 4 candidates 10%

Advertising 2 candidates 5%

Job portal 34 candidates 85%

80
Source: Compiled from questionnaire data

Char t Title
Candidate Referral Advertising Job Portal

Interpretation:
This analysis indicates that most of the respondent i.e. 85% responded for Job Portal, 10%
responded for Candidate referral and 5% responded for Advertising.

81
Question 3: How many stages are involved in selecting the candidate? / How many
Question you are asking during the Telephonic interview round?

Particulars Responds In Percedntage

(out of 40)
One stage 2 5%

Two stage 18 45%

Three stage 16 40%

Four stage 4 10%

Chart Title

One
Two
Three
Four

Interpretation:-
Most of the Executives Prefer two stages of interview, 40% prefer to take three stages interviews
where as only 10% goes for four rounds and rest 5% sometimes opt for one round of interviews.

82
Question 4: How do you track the source of candidate?

Particulars Respond (out of 40) In Percentage

Online 32 80%

Software 2 5%

Data 6 15%

Chart Title
Software;
Data; 15; 5; 5%
15%

Software Online

Online; Data
80; 80%

Interpretation:-

Most of the Executives 80% prefer online, 15% prefer Data where as only 5% goes for software
to source a candidate.

83
Question 5: What is the average time spent by executives during recruitment (each
candidate)?

Particulars Responds In percentage

1-5 Minutes 24 60%

5-10 Minutes 8 20%

10-15 Minutes 4 10%

More than 15 Minutes 4 10%

Chart Title 1 - 5 minutes

5 - 10 mins
more than 10 - 15 mins
15 mins;
10; 10% more than 15 mins
10 - 15
mins; 10; 1-5
10% minutes;
60; 60%
5 - 10
mins; 20;
20%

Interpretation:-

This analysis indicates that most of the respondent i.e. 60% responded for 1 to 5 minutes, 20%
responded for 5 to 10 mins, whereas 10% responded for 10 – 15 mins and rest 10% responded
for more than 15 mins.

Question 6: Do you follow different recruitment process for different grades of employees?

84
Particulars Responds In percentage

Yes 38 95%

No 2 5%

Chart Title

No; 5; 5%

Yes No

Yes; 95; 95%

Interpretation:-

This analysis indicates that most of the respondent i.e. 95% responded for Yes and 5% responded
for No.

85
Question 7: What are the basic questions you ask to the candidate?

Particulars Responds In percentage

Experience (Total/Relevant) 0 0%

Current/ Expected CTC 0 0%

Current Job Profile 0 0%

Noticed Period 0 0%

All of the above 40 100%

Chart Title

Experience (Total / Relevent)

Current / Expected CTC
All of the
Above; Current Job Profile
100; 100% Notice Period
All of the Above

Interpretation:-

This analysis indicates that the entire respondent i.e. 100% responded for asking all the basic
questions.

86
Question 8: Do you have any system to calculate cost per recruitment?

Particulars Responds In Percentage

Yes 28 30%

No 12 70%

Chart Title

Yes ; 30;
30%
Yes No
No; 70;
70%

Interpretation:-

This analysis indicates that most of the respondent i.e. 70% responded for No and 30%
responded for Yes.

87
Question 9: Is there any provision for evaluation and control of recruitment process?

Particulars Responds In Percentage

Yes 22 55%

No 18 45%

Chart Title

Yes ; 45;
No; 55; 45% Yes No
55%

Interpretation:-

This analysis indicates that most of the respondent i.e. 55% responded for No and 45%
responded for Yes.

Question 10. How many candidates are Satisfied with the E-recruiting process?

88
 Responses Number of
respondents

Yes 65

No 35

Chart Title

NO
35%

YES
65%

Interpretation:

It is concluded from the figure that 65% of the candidates are satisfied with the e- recruiting
process and 35% are not satisfied with the same.

Question 11. From which company do you purchase AC or other electronics ?

89
 Company invested Number of
respondents
Voltas 50
Whirlpool 25
Godrej 15
Others 10
Total 100

Others
10%

Icici direct
15%
Sharekhan
50%
Indian bulls
25%

Interpretation:-

This analysis shows that there are more purchases from voltas compare to other brands. This
indicates that people are more conscious about investing their money in best brands and the
results voltas provides their best services.

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 CHAPTER-6

CONCLUSION

AND

SUGGESTION

CONCLUSION

 Recruitment and Selection is fair and done time to time.

 There is no system to calculate cost per recruitment at approximately 70-80 percent

91
 organizations.

 Recruitment and selection procedure may change according to the different grades of the
employees.

 Organization tracks the sources of candidates online.

 Most of the candidates are satisfied /comfortable recruiting through E- recruiting.

 Most of the employees were satisfied but changes are required according to the changing
scenario as recruitment process has a great impact on the working of the company as a
fresh blood, new idea enters in the company.

 To some extent a clear picture of the required candidate should be made in order to
search for appropriate candidates.

 Structured interviews in combination with other selection techniques are most effective.

SUGGESTION

 Time management is very essential and it should not be ignored at any level of the
process.
 Communication, personal and technical skills need to be tested for employees.

92
 Recruitment policy is satisfactory but the periodicity of recruitment is being more which
needs to be reduced.

 The recruitment should not be lengthy.

93
 CHAPTER-7

ANNEXURE

BIBLIOGRAPHY

QUESTIONNAIRE

BIBLIOGRAPHY

BOOKS
1. Weitz, J. (1956). Job expectancy and survival. Journal of Applied Psychology, 40, 245-247.

94
2. Barber, A. E. &Roehling, M. V. (1993). Job postings and the decision to interview: A verbal
protocol analysis. Journal of Applied Psychology, 78, 845-856.
3. Harris, M. M. & Fink, L. S. (1987). A field study of applicant reactions to employment
opportunities: Does the recruiter make a difference? Personnel Psychology, 40, 765-784.
4. Liden, R. C. & Parsons, C. K. (1986). A field study of job applicant interview perceptions,
alternative opportunities, and demographic characteristics. Personnel Psychology, 39, 109-
122.
5. Rynes, S. L. & Miller, H. E. (1983). Recruiter and job influences on candidates for
employment. Journal of Applied Psychology, 68, 146-154.
6. Turban, D. B. & Dougherty, T. W. (1992). Influences of campus recruiting on applicant
attraction to firms. Academy of Management Journal, 35, 739-765.
7. Harris, M. M. & Fink, L. S. (1987). A field study of applicant reactions to employment
opportunities: Does the recruiter make a difference? Personnel Psychology, 40, 765-784.

Links Visited:

 www.google.com
 www.slideshare.com
 www.scribed.com
 www.wikipedia.com
 www.linkedin.com
 www.investopedia.com

QUESTIONNAIRE

Question 1: What form of interview do you prefer?

95
a. Personal interviews

b. telephonic interviews

c. video conferencing

d. Other

Question 2: What source you adopt to source candidates?

a. Candidate referral

b. Advertising

c. Job portals

Question 3: How many stages are involved in selecting the candidate? / How many Question you
are asking during the Telephonic interview round?

a. 1

b. 2

c. 3

d. 4 or More

Question 4: How do you track the

source of candidate?

a. Software

96
b. Online

c. Data

Question 5: What is the average time spent by executives during recruitment (each
candidate?

a. 1 to 5 minutes.

b. 5 to 10 minutes.

c. 10 to 15minutes.

d. And More

Question 6: Do you follow different recruitment process for different grades of

employees?

a. No

b. Yes

Question 7: What are the basic questions you ask to the candidate?

a.Experience(Total/Relevant)

b.Current CTC/Expected CTC

c.Job Profile

d.Notice period

Question 8: Do you have any system to calculate cost per recruitment?

a. No

b. Yes

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Question 9: Is there any provision for evaluation and control of recruitment
process?

a. Yes

b. No

Question 10. How many candidates are Satisfied with the E-recruiting process?

a. Yes

b. No

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