A

Summer Training Report On

RECRUITMENT & SELECTION IN

MAHINDRA & MAHINDRA

Submitted to

CH. DEVI LAL UNIVERSITY, SIRSA

In Partial fulfillment of Master of Business Administration (SESSION : 2022-23)

Under Supervision of:- Submitted By:-

Dr. Amandeep Kaur Vidur Goyal

Assistant Professor M.B.A. 3th Sem.

Roll No. 21079990170026

Jan Nayak Ch. Devi Lal Institute of Business Management,

Sirsa (Haryana)
 CERTIFICATE OF SUPERVISOR

This to certify that VIDUR GOYAL University Roll No.21079991070026, a student

of Master of Business Administration in Institute of Business Management, Jan Nayak

Ch. Devi Lal Vidyapeeth, Sirsa (Haryana), has successfully completed the training

report on “RECRUITMENT & SELECTION IN MAHINDRA & MAHINDRA”

under my guidance towards the partial fulfillment of his Master of Business

Administration Degree.

Project Guide

Ms. Harleen Kaur Dr.. Amandeep Kaur

Principal, Assistant Professor
JCD IBM, Sirsa. JCD IBM, Sirsa.
 DECLARATION

I, Vidur Goyal a student of MBA 5th Semester, at JCD Institute of Business

Management, Sirsa hereby declare that this Training Report under the title

“RECRUITMENT & SELECTION IN MAHINDRA & MAHINDRA” is the

record of my original work under the guidance of Dr, Amandeep Kaur. This report has

never been submitted to anywhere else for award of any degree/diploma.

(VIDUR GOYAL)
 ACKNOWLEDGEMENT

Achieving anything isn’t impossible but difficult without the help of other. Each and

every person needs someone who can help him to move on a right track towards

their goal and give them proper guideline to get successful in him/her life by

achieving their goals. None other than our teacher does this from several years. They

are who taught us from the very beginning how to tackle different situation. It is

because of their help that I was able to do my training work.

First of all I would like to express my deeps serve of gratitude to the teacher and my

primary project guide because without his help I could not have done my work in

academically proper manner. He was always there to provide me with all kind of

help I needed in doing my project. His intelligence and knowledge in marketing field

was really a great help for me in my training.

I am thankful to all the respondents for their co-operation and kind behavior for my

project as without their willingness and supports, my project would have not been

completed and also thank all of them spearing valuable time for giving response.

I would also like to thank my parents and other family member for their hard support

by encouraging me in the preparation and completion of this Training.

(VIDUR GOYAL)
 PREFACE

As a part of course curriculum of Master in Business Administration we were asked to

undergo summer training in any organisation so as to give us exposure to

practical management to get us familiar with various activities taking place in the

organisation.

I have put my sincere efforts to accomplish my objectives within the stipulated

time. Despite all limitations, obstructs, hurdles and hindrances, I have toiled and

worked to my optimum potential to achieve desired goals. Being neophytes in the

highly competitive world of business. I came across some difficulties to make my

objective a reality. Anyhow with the kind of help and genuine interest and the

guidance of my supervisor. I am presenting this hand carved effort. I tried my level

best to conduct a research to gain a thorough knowledge about the project on topic,

“RECRUITMENT & SELECTION IN MAHINDRA & MAHINDRA” I put the

best of my efforts and have also tried to do justice with all available resources.

Thanks and regards

(VIDUR GOYAL)
 CONTENTS

Chapters Index Page No.

1 Introduction 1-40

Company Profile

2 Review of Literature 41-52

3 Research Methodology 53-58

4 Data Analysis & Interpretation 59-70

5 Findings, Suggestions 71-74

Bibliography, 75-77

Questionnaire
 CHAPTER-I

INTRODUCTION

1
 CHAPTER-1

INTRODUCTION

Development in science & Technology has brought tremendous change in business

strategy. The Globalization has impact on the industrial environment making it

competitive. Hence, to survive in the market the Captains of the industries

perforce to keep themselves abreast with changing environment & adopt new

technique of resource management.

The human resource in any organization is not only important but valuable to any

organization. The significant factor merits due consideration by all HR

executives and managers right from the beginning. They have take into account

organization requirement and adopt new strategy for recruitment of best talent

available the decent of the machine is important but man behind the machine is more

important. Hence the function of human resource executives/manager does not

end at planning requirement of manpower resource rather it began from that step

because the manpower hired or recruited has to be the best. It requires detail

search for the talent. Identify the qualitative parameters so that the best is called for

recruitment and subsequently best of the lot is chosen. In case this is not ensured

manpower resource available in any set up will not be meet the organizational goal.

WHY RECURUITMENT AND SELECTION PROCESS IS IMPORTANT IN

INDUSTRIES?

2
GLOBALIZATION:

Due to Globalization it became great requirement to have a transparent process of

recruitment and selection that a industry can compete with other organizations.

COMPETENCY:

There is stiff competition in market every industry or company want to beat one

another so if we have a employees who are capable to cope up with change will

increase profit.

TECHNOLOGICAL CHANGES:

Today competition in market to adopt the change use of human resource is the better

way for this there is better process of recruitment and selection process to be used or

applied.

COPE UP WITH CHANGE:

Change is law of nature there is change occurs time to time. To cope up with

change we have capable persons for that we have good transparent procedure for

recruitment and selection is there.

WHAT IS RECRUITMENT:

Recruitment is the Process of searching for prospective employees and stimulating

and encouraging them to apply for Jobs in an organization.

Recruitment & Selection are important tools for Procuring and fictively using

3
human resources in an organization while Recruitment involves employing suitably

trained work force; Section helps in choosing the right candidate for the right Job.

MEANING OF RECRUITMENT:

Recruitment is the Process of S earching for Prospective employees and

stimulating and encouraging them to apply for Jobs in an organization.

DEFINITION:

“Attracting best Persons towards the organization called recruitment.”

“Recruitment is a Procuress to discover the sources of manpower to meet the

requirement of the staffing schedule and to employ effective measures for attracting

that manpower in adequate numbers to facilitate selection of an efficient working

force.”

FUNCTIONS:

Important function of recruitment is to frame a recruitment policy which involves

review of manpower requirement based on present nature of work and possible

changes.

RECRUITMENT POLICY:

It is important for every organization to lay down recruitment policy. A sound

recruitment policy needs.

1. Identify Recruitment heeds

4
2. Identify Sources of Recruitment

3. Frame suitable criteria for selection.

4. Consider the Recruitment Process.

RECRUITMENT PROCESS:

It consists of following steps.

1. Receipt of Requisition by Personal Department.

2. Locating and Development Sources.

3. Identifying the Prospective employees.

4. Communicating the information about organization Job & Term and

Conditions.

5. Encouraging the Identifying candidate.

6. Vaulting the effectiveness of the Process.

Internal Sources External Sources

1. Transfers 1. Press Advertisements

2. Promotions 2. Educational Institutes

3. Placement Agencies

4. Employment Exchanges

5
5. Labour Contractors

6. Similar Organization

7. Recruitment at Factory Gate

8. Recommendations

9. Unsolicited Applicants

METHODS OF RECRUITMENT

Method or techniques are the means by which an organization establishes

contact with potential candidates, provides them necessary information and

encourages them to apply for jobs.

1. Direct Methods:

Under direct recruitment Scouting, employee contacts and waiting lists are

used.

2. Indirect Method:

Advertisement in newspapers, Journals, on the radio and television are sued

to publicize vacancies.

3. Third Party Method:

Employment exchanges, Management consulting firms, Professional

Societies, temporary help societies, trade Unions, and Labour contractors are

the main agencies.

6
WHAT IS SELECTION?

Selection is the Process of choosing the most suitable persons out of all the

applicants. Selection is a Process of matching the qualification applicants with the

Job requirements. Actually, picking up the most suitable persons from the pool of

applications is called selection.

Selection divides all the applicants into two categories:

a) Suitable

b) Unsuitable

SELECTION PROCESS

Like recruitment selection process include both Activity Relating to internal

Movement of manpower and external hiring. The Process essentially involves the

following steps.

1 Preliminary interview / screening

2 Application Form / Blank

3 Selection Tests

4 Selection Interview

5 Physical Examination

6 Reference Checks

7 Final Approval

8 Employment

7
INTERVIEWS

Interviews are a face to face interaction between two Persons for a particular

purpose. It is widely used not only employees selection used not only employees

selection but for placement, Orientation appraisal, disciplinary action, exit or

separation counseling and general problem solving.

TYPES OF INTERVIEW

1. Informal Interview:

Such interview may take place anywhere. It is not planned and is used when the staff

is required urgently.

2. Formal Interview:

This type of interview is preplanned and is held in a formal atmosphere. All the

formalities and Procedure are decided in advance.

3. Patterned or structured interview:

Such interview is fully planned to a high degree of accuracy and Precessions.

The structure of interview is decided in advance.

4. Non-Directed or Unstructured Interview:

In this interview, the candidates speak with free mind. The interviewer carefully and

patiently listens.

8
5. Group Interview:

In this interview groups rather than individuals are interviewed.

STEPS IN INTERVIEW PROCESS

1. Preparation for: - the Interview

2. The Physical Setting

3. Conducting the Interview

4. Closing the Interview

5. Evaluation of Results

RECRUITMENT POLICY OF COMPANY

“Recruitment is a very important activity that needs involvement of the dealer

principal”

1. The company use recruitment method like news paper advertisement,

jobsite and walk in interview or employee referrals for hiring the

appropriate candidates.

2. While releasing a newspaper advertisement the format provided need is used.

3. Area office personnel take interview of every candidate is being hired for

dealership if role is in BP band.

4. Customer focus attitude is verifies before hiring an individual.

5. Company can hire people either on permanent basis for a long term

9
 association or on contract on temporary basis for period less than 240 days.

6. An appointment letter is issued to a selected candidate and a copy of

which is go to personnel file of the employee.

7. Employee information if not updated in full in team Mahindra would not be

taken in to consideration for manpower calculation.

RECRUITMENT PROCEDURE IN STERLING MOTORS CO.

Recruitment is very important process. In dealership as a thumb rule sale force

should be directly proportion to target volume of sales and service team should be

directly related to projected ro’s per day. However there could be exceptions, where

we need to cover a large territory and hence a large sales force and more service

outlet required.

As a dealership organization we need to understand the importance of correct

hiring. If we over hire, there would be loss in productivity and we under hiring, there

would be loss in business opportunity. Hence we need to arrive at a right number of

staff with the appropriate qualification and experience. Also care needs to be

taken while hiring people who have the right attitudes and aptitude towards workings

in a competitive environment that having many challenges and opportunities with

long hours of work

RECRUITMENT PROCESS

 Identification of vacancies

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  Type of hire

 Sources of candidates

This is a stage where we will identify the gap between the requirement v/s

actual and then arrive at the number of vacancies that we will need to hire for. We

have also enclosed the job description templates that you can use while recruiting

candidates for the vacancies in our dealership.

TYPE OF HIRING

PERMANENT

Permanent employees are on the pay rolls of the organization. The are eligible for all

company benefits.

All key role holders in the organization come under this category, which include:

 Vice President

 General Manager

 Deputy General Manager

 Sale Manager/Service Manager/Work Manager/Hospitality Manager

 Parts Supervisor

 Service Advisor

 Technicians

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  Service supervisor

 Sale Consultant

 Hostess

 F&I Executive

 HR Executive

 Driver

 Cashier

TEMPORARY

Temporary employees are staffs who are hired for a short period, say 3-6 months.

They are usually put on special assignment that is specific in nature. Some of the

assignments that would need temporary staffs include:

 Events/Display

 Data entry

 Research on particular segment

 Mystery shoppers

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CONTRACT

Contract staffs are those who are on pay rolls of third party who provide us with

specific service, for which a monthly fee is paid. Usually any contract is for a

period of 11 months and is extendable.

 Vehicle washing boys

 Housekeeping

 Security staff

 Pantry

SOURCES OF CANDIDATES

The main sources of candidates are

 Newspaper advertisements

 Employee referral scheme

 Internet Search

SELECTION PROCESS

Like recruitment selection process include both Activity Relating to internal

Movement of manpower and external hiring. The Process essentially involves the

following steps.

1 Preliminary interview / screening

13
2 Application Form / Blank

3 Selection Tests

4 Selection Interview

5 Physical Examination

6 Reference Checks

7 Final Approval

8 Employment

PROCESS OF SELECTION IN STERLING

SHORTLISTING OF RESUMES

This is critical in sifting resumes from a large pool of applications that can be called

for the interview process. You may want to undertake this short listing based on

some criteria like Age, Qualifications, Years of Experience. This process saves

interviewing time and also improves hit rates.

Conducting the interview

Broadly speaking we can classify interviews into 3 types:

1. Walk ins

2. Response to newspaper advertisement

3. Response to advertisement in the internet

14
Let’s see what process needs to be in place for each of the above. We have also

enclosed interview templates for tour reference and use.

Walk in interview:

Step 1: Ensure that a separate room is kept for the interview.

Step 2: A waiting area should be kept for the candidates, wherein adequate

chairs should be available.

Step 3: One staff needs to keep track of the participants by having their names taken

in a sheet as they walk in and send them inside the interview room as their walk

in nos.

Step 4: The interview should have adequate copies of the interview sheet with him

so that he can capture uniform information and then take an objective decision.

Step 5: Thank the candidates for their time and let them know the next steps i.e. by

when they will know the outcome of the interview.

Response to newspaper advertisement

Step 1: Segregate all the applications received based on minimum eligibility

criteria.

Step 2: Out of the short listed applications, decide how many can be called on a

weekday as per Managers workload and candidates preference.

Step 3: Follow from Step 1 of “walk in interview”.

RESPONSE TO ADVERTISEMENT IN THE INTERNET

15
Step 1: Download all the CVs from the internet.

Step 2: Follow from Step 1 of “response to newspaper advertisement”.

MAKING AN OFFER/APPOINTMENT LETTER

Once the candidate is selected for the role, a formal offer and appointment

Letter needs to be issued to the candidate, which confirms his selection and entry

into the dealership. Ideally an appointed doctor should screen the candidate for

medical fitness, before he joins the dealership.

JOINING FOMALITIES

Once the employee joins the dealership, you will need to complete his joining

formalities, i.e. issue I D card, making a personal file for him/her and taking all the

relevant proofs, certificates & past experience letters and then introduce him to the

team before planning out his Induction (covered in the next section)

16
 INDUSTRY PROFILE

Indian multinational automotive  manufacturing corporation headquartered in Mumbai, 

Maharashtra, India. It was established in 1945 as Muhammad & Mahindra and later

renamed as Mahindra and Mahindra. It is one of the largest vehicle manufacturers by

production in India. It's subsidiary Mahindra Tractors is the largest manufacturer

of tractors in the world by volume.[3] It is a part of the Mahindra Group, an

Indian conglomerate. It was ranked 17th on a list of top companies in India by Fortune

India 500 in 2018.[4] Its major competitors in the Indian market include Maruti

Suzuki and Tata Motors.

Mahindra & Mahindra was founded as a steel trading company on 2 October 1945

in Ludhiana as Mahindra & Muhammed by brothers Kailash Chandra

Mahindra and Jagdish Chandra Mahindra along with Malik Ghulam Muhammad (1895-

1956).[6] Anand Mahindra, the present Chairman of Mahindra Group, is the grandson of

Jagdish Chandra Mahindra. After India gained independence and Pakistan was formed,

Muhammad emigrated to Pakistan. He acquired Pakistani citizenship and became the

first finance minister of Pakistan. He served as Governor-General of Pakistan from 1951

to 1956.

Mahindra's old product logo since 2013

Mahindra Bolero used as a police car

Under the “Mahindra” brand name, the company produces SUVs, Multi utility vehicles,

pickups, lightweight commercial vehicles, heavyweight commercial vehicles, two

wheeled motorcycles and tractors. Mahindra maintains business relations with foreign

companies like Renault SA, France.

17
1988 Mahindra CJ 640 DP, Peugeot XDP 4.90 diesel engine – Jeep CJ derived model

with 4-door closed body

M&M has a global presence and its products are exported to several countries. Its

automotive global subsidiaries include:

Mahindra Europe S.r.l. based in Italy,

Mahindra Automotive North America (MANA) in US.,

Ssangyong in South Korea

Automobili Pininfarina in Italy]

Mahindra South Africa and Mahindra (China) Tractor Co. Ltd.

Mahindra Australia

Mahindra Brazil & Mexico

AutomobilesEdit

Mahindra began assembling the Jeep CJ3 in 1954, and light commercial vehicles in 1965.

In 1979 the licensed assembly of Peugeot diesel four-cylinder engines and transmissions

began, and in 1982 a tie-up with Kia Motors to build their four-speed KMT90

transmission and transfer case was announced.[47] Mahindra's MM range was a mainstay

of the lineup and was eventually also offered with a 1.8-liter Isuzu petrol engine in

addition to International and Peugeot diesels. Mahindra started making passenger

vehicles firstly with the Logan in April 2007 under the Mahindra Renault joint

venture. M&M made its maiden entry into the heavy trucks segment with the Mahindra

Truck and Bus Division, the joint venture with International Truck,USA.

18
 COMPANY PROFILE

Few groups can identify as closely with India's destiny and industrial progress as the

Mahindra Group. In fact, Mahindra is like a microcosm of India. Both were born

around the same time, had the same aspirations and both experienced the inevitable

troughs and crests in the journey towards their goals. And both continue to march

on the path to progress and global recognition. The birth of Mahindra & Mahindra

began when K.C.Mahindra visited the United States of America as Chairman of the

India Supply Mission. He met Barney Roos, inventor of the rugged 'general purpose

vehicle' or Jeep and had a flash of inspiration: wouldn't a vehicle that had

proved its invincibility on the battlefields of World War II be ideal for India's

rugged terrain and its kutcha rural roads?

Swift action followed this thought. The Mahindra brothers joined hands with

a distinguished gentleman called Ghulam Mohammed & on October 2nd, 1945,

Mahindra & Mohammed was set up as a franchise for assembling Jeeps from

Willys, USA.

Two years later, India became an independent nation and Mahindra &

Mohammed changed its name to Mahindra & Mahindra. Ghulam Mohammed

migrated to Pakistan post-partition and became the first Finance Minister of

Pakistan. Since then, Mahindra & Mahindra has grown steadily in size and

stature and evolved into a Group that occupies a premier position in almost all key

sectors of the economy. The Group's history is studded with milestones. Everyone

is taking the Group forward.

19
 In fact, today, its total turnover is about 6.3 billion dollars. Mahindra is a

group in a hurry, engaged in an ambitious, sustained and prolonged penetration into

the global arena. Its spirit can be encapsulated in the words of the poet

Robert Frost, a favourite of India's first Prime Minister, Pandit Jawaharlal Nehru:"The

woods are lovely, dark and deep, But I have promises to keep, and miles to go

before I sleep, And miles to go before I sleep."For Mahindra & Mahindra, this

translates into many more milestones to be set up before it rests. If ever.

AIM AND ESTABLISHMENT OF THE COMPANY

Founded in 1945 as a steel trading company, we entered automotive

manufacturing in 1947 to bring the iconic Willys Jeep onto Indian roads. Over the

years, we’ve diversified into many new businesses in order to better meet the needs

of our customers. We follow a unique business model of creating empowered

companies that enjoy the best of entrepreneurial independence and Group-wide

synergies. This principle has led our growth into a US $16.5 billion multinational

group with more than 180,000 employees in over 100 countries across the globe.

Today, our operations span 18 key industries that form the foundation of

every modern economy: aerospace, aftermarket, agribusiness, automotive,

components, construction equipment, consulting services, defense, energy, farm

equipment, finance and insurance, industrial equipment, information technology,

leisure and hospitality, logistics, real estate, retail, and two wheelers.

Our federated structure enables each business to chart its own future and

simultaneously leverage synergies across the entire Group’s competencies. In this

20
way, the diversity of our expertise allows us to bring our customers the best in many

fields.

PURPOSE AND VALUES

Since 1945, we’ve built our company around the core idea that people will

succeed if they are just given the opportunity. Employees across the Group constantly

challenge conventional thinking to create solutions that make a significant difference

in the lives of our customers. That’s why everything we build—be it a tractor,

financial service, solar-powered lamp, or software—is designed to empower you to

reach your potential.

Internally, we follow three basic tenets—accepting no limits, thinking

alternatively, and driving positive change in everything we do. These brand pillars

guide all our actions and business decisions from deciding whether or not to enter

a new field or planning a portfolio of services.

We hope you’ll take what we do and make it your own.

ACCEPTING NO LIMITS

We accept no limits, and ask the same of everyone else. In return, we work

relentlessly to provide the tools, information, and inspiration to push past limitations

and comfort zones.

This challenger spirit galvanized us to meet the oil crisis in the 1970s by re-

engineering our fuel efficient tractor engines for utility vehicles. It led us to take on

the challenge of designing the Scorpio utility vehicle at a cost that many industry

21
experts thought was impossibly low. We’ve created completely new business

models to enter areas others had written off or ignored, like our leading hospitality

business and our rural financial services.

This determination influences every aspect of our culture and our

employees. As a result, each Mahindra business constantly pushes the envelope and

raises the bar as we strive to deliver better value to our customers.

ALTERNATIVE THINKING

Alternative thinking means solving problems in ways no one has thought of

before, by using fewer resources and entering markets thought to be unreachable.

Take the XUV 500 for example—we developed our best-in-class utility

vehicle from the ground up using a process that put drivers’ needs first. Our

Energy Solutions help businesses keep going when everyone else’s lights go out.

We build two wheelers that provide affordable mobility solutions to more people.

And our extensive arrays of innovative IT services are increasing productivity at

some of the world’s leading companies.

Thinking alternatively isn’t always easy, but it’s always worth it.

DRIVING POSITIVE CHANGE

Mahindra is a business with a conscience. Every product we make and each

market we explore must make sound economic sense, but it just so happens that

smart business decisions are often good for people and communities as well.

We strive to spread positive impact through our products and services by

22
greening our manufacturing process and by being a good employer. We want to be

counted among the global companies that make incredible products and services,

but we also wish to be recognized for creating a better world.

From building green homes with the most eco-friendly materials to providing

loans to rural entrepreneurs, from designing goods carriers that run on compressed

natural gas (CNG) to offering educational programs and supporting Indian theater,

we strive to make a positive impact on all the lives we touch.

Our motivation to give our best every day comes from our core purpose: we

will challenge conventional thinking and innovatively use all our resources to drive

positive change in the lives of our stakeholders and communities across the world, to

enable them to Rise.

Our products and services support our customers’ ambitions to improve their

living standards; our responsible business practices positively engage the

communities we join through employment, education, and outreach; and our

commitment to sustainable business is bringing green technology and awareness into

the mainstream through our products, services, and light- footprint manufacturing

processes.

This commitment to sustainability—social, economic, and environmental—

rests upon a set of core values. They are an amalgamation of what we have been,

what we are, and what we want to be. These values are the compass that guides our

actions, both personal and corporate. They are:

23
PROFESSIONALISM

We have always sought the best people for the job and given them the

freedom and the opportunity to grow. We will continue to do so. We will support

innovation and well-reasoned risk taking, but will demand performance.

GOOD CORPORATE CITIZENSHIP

As in the past, we will continue to seek long-term success, which is in

alignment with the needs of the countries we serve. We will do this without

compromising ethical business standards.

CUSTOMER FIRST

We exist and prosper only because of the customer. We will respond to the

changing needs and expectations of our customers speedily, courteously and

effectively.

QUALITY FOCUS

Quality is the key to delivering value for money to our customers. We will

make quality a driving value in our work, in our products and in our

interactions with others. We will do it 'First Time Right.'

DIGNITY OF THE INDIVIDUAL

We will value individual dignity, uphold the right to express disagreement

and respect the time and efforts of others. Through our actions, we will nurture

fairness, trust, and transparency.

24
OUR LEADERSHIP

We have always believed that ethics and good governance coupled with

vision and grit are fundamental to being a successful business, and our leadership

team embodies these beliefs.

You’ll find many interesting personalities here; people that have helped

shape the evolution of our businesses and continue to guide our destiny. You’ll come

across achievements and awards that we believe are merely a by-product of the work

that we do.

We’re proud that our people drive change and lead from the front.

KESHUB MAHINDRA

For over six decades, Keshub Mahindra has enabled Mahindra and its

people to rise. A graduate of Wharton University Pennsylvania, USA — he

joined Mahindra & Mahindra in 1947 and became Chairman in 1963. Although he

stepped down from the chairmanship in 2012, he was requested to accept the Office of

Chairman Emeritus and still continues to be involved with the activities of the

company today and has literally been the backbone of the company.

He is a well-known philanthropist who has redefined good corporate

governance. From building ethical corporate organizations in India to serving on

prestigious boards and committees, his immense contribution to Indian business has

established him as an inspirational business leader and an iconic corporate citizen.

He was been appointed by the Government of India to serve on many Committees

25
including the Sachar Commission on Company Law & MRTP and the Central

Advisory Council of Industries. In 1987, he was awarded the Chevalier de l’Ordre

National de la Legion d' Honneur by the French Government. From 2004 to 2010,

he was a Member of the Prime Minister’s Council on Trade & Industry, New Delhi.

Mr. Mahindra is a member of the Apex Advisory Council of ASSOCHAM

and is President Emeritus of the Employers’ Federation of India. He also served as

the President of the Governing Council of the University of Pennsylvania, Institute

for the Advanced Study of India, New Delhi. He is an Honorary Fellow of the All

India Management Association, New Delhi, and a Member of the Council of the

United World Colleges (International) in the United Kingdom.

Most recently, in 2013, he was honored by SIAM/ACMA for his valuable

contribution to the Indian Automotive Industry. In 2012, he was felicitated by the

Federation of Automobile Dealers Association (FADA), an

apex national body representing Automobile Dealers in India, with a Lifetime

Contribution Award and he was also awarded the Lifetime Achievement Award by the

Employers’ Federation of India (EFI).

He is presently amongst others on the Board of Directors of the following

companies:-

Chairman of the Board of Governors, The Mahindra United World College of India

Chairman, Tech Mahindra Foundation

Chairman, Mahindra Holdings Limited

Director, Bombay Burmah Trading Corporation Limited Director,

Bombay Dyeing & Manufacturing Co. Limited

26
 He has also served on several Boards and Councils in both the private and

public domain, including SAIL, Tata Steel, Tata Chemicals, Indian Hotels, IFC and

ICICI. Mr. Mahindra was also the Founder Chairman of HUDCO (Housing and

Urban Development Corporation Limited); Vice Chairman of Housing

Development Finance Corporation and Mahindra Ugine Steel.

ANAND MAHINDRA

Anand G. Mahindra graduated with Honours (Magna cum laude) from

Harvard College, Cambridge, Massachusetts, in 1977. In 1981 he secured an MBA

degree from the Harvard Business School, Boston, Massachusetts. He returned to

India that year and joined Mahindra Ugine Steel Company Ltd (MUSCO), the

country’s foremost producer of specialty steels, as Executive Assistant to the

Finance Director. In 1989 he was appointed President and Deputy Managing

Director of the company.

During his stint at MUSCO, he initiated the Mahindra Group’s

diversification into the new business areas of real estate development and hospitality

management.

In the summer of 1991, he was appointed Deputy Managing Director of

Mahindra & Mahindra Ltd., the country’s dominant producer of off-road vehicles

and agricultural tractors. He initiated a comprehensive change programme in

Mahindra & Mahindra Ltd. to make the company an efficient and aggressive

competitor in the new liberalized economic environment in India.

In April 1997, he was appointed Managing Director of Mahindra &

Mahindra Ltd, and in January 2003 given the additional responsibility of Vice

27
Chairman. On 9th August 2012, he was appointed Chairman and Managing

Director.

Today, the Mahindra Group is a US $ 16.5 billion organization, and one of

India’s top 10 industrial houses. Mahindra has evolved into a socially and

environmentally responsible global federation of companies with a leading presence in

each sector in which it is present.

Mahindra is present across the automotive spectrum - two-wheelers, three-

wheelers, commercial vehicles, SUVs, MPVs to sedans, tractors, and even powerboats

and aircrafts. In addition, the Group’s diversified nature of business spans many

frontiers – automotive components, Finance, Insurance, IT, Retail, Real Estate,

Hospitality, Logistics, After-Market.

During Anand’s tenure, Mahindra has also grown inorganically, seizing

opportunities across the globe. Recent acquisitions include Ssangyong Motors, Reva

Electric Car Company, Satyam Computer Services, Aerostaff Australia, Gippsland

Aeronautics among others.

GROUP EXECUTIVE BOARD (GEB)

The Group Executive Board (GEB) displays the breadth and depth of our

talented human capital. Made up of people from all segments of industry, the GEB

explores synergies between all our businesses to unite our goals and forge strategic

plans. Working together, we create value while staying true to our common

purpose and values.

The Mahindra Group comprises ten business sectors—Aftermarket,

Automotive & Farm Equipment, Defense Systems, Financial Services, Hospitality,

28
Information Technology, Real Estate, Systech, Two Wheelers and Mahindra Partners

—with a presence in 18 industries.

Aerospace

With our entry into the Aerospace industry, we are able to provide more

forms of transportation than ever before. Learn about our new light aircraft

manufacturing and aerospace engineering services.

AFTERMARKET

We entered the aftermarket industry in 1999 to create a business

ecosystem for pre-owned cars that mirrors the ecosystem for new cars. The

market for used cars is estimated to be bigger than new cars, and it’s growing

rapidly—but only about 16 percent of car sales take place in the organized

sector. We set about to professionally organize the pre-owned car industry in India

so that you can trust you’re getting a quality vehicle.

Mahindra First Choice Wheels is India’s first multi-brand pre-owned car

business. Our aftermarket services also extend to financing and exchange platforms,

building and providing maintenance services through Mahindra First Choice Services.

Together, our aftermarket businesses bring our customers comprehensive service for

all their automotive needs.

AGRIBUSINESS

Despite a diminishing share in the India's GDP, agriculture remains a key

sector of the economy and continues to play a vital role in driving India's

economic growth. About 60 percent of India's population lives in its villages and a

29
majority of rural households depend on agriculture and related activities for their

livelihood. Agriculture continues to support numerous downstream linkages with

industry by becoming a supplier of vital industrial raw material.

The Mahindra Group's close linkage to rural India and agriculture is almost as

old as the company itself. The vehicles we've been building for the past six decades

are extensively used in rural and semi-urban India as a source of transportation of

people and goods. Our tractor business is five decades old and continuously sets

new benchmarks for reliability and quality—a fact reflected by our 40 percent

market share in India. As we entered the new millennium, we embarked on

expanding our basket of offerings for the Indian farmer and entered the agribusiness

sector.

Our agribusiness activities support farmers at every step, from seed supply to

crop care to distribution. We contribute to the growth of Indian agriculture by

helping farmers enhance their productivity and prosperity with our products and

services.

AUTOMOTIVE

In 1947, we introduced India to the utility vehicle. More than 65 years later,

we're still India's premier utility vehicle (UV) company, but we've also grown

quite a bit. In addition to making groundbreaking UVs like the Scorpio and

Bolero, Mahindra offers cars, electric vehicles, pickups, and commercial vehicles

that are rugged, reliable, environmentally friendly, and fuel-efficient. The

acquisition of the Ssangyong Motor Company in 2011 brought a major South

Korean utility manufacturer with a presence in more than 90 courtiers into the

30
Mahindra fold. Our global presence means you can find Mahindra vehicles on the

roads—both paved and unpaved—of Australia, Europe, Latin America, Malaysia,

South Korea, and South Africa. And we're seeking out new terrain every day.

Mahindra is also there for you through the construction of excellent

components, provision of spares, and commitment to superior service. Our

automotive businesses cover all your transportation needs thanks to strategic

synergies between our expertise in design, manufacturing, and service.

Our vehicles also meet global regulatory requirements such as End of Life

Vehicles Directive (ELV) in the European Union (EU). All our EU export vehicles

are ELV certified, ensuring safe dismantling and recycling of fluids in environment

friendly manner, meeting recycling target of 85% and recovery standard of 95%

where not more than 5% of the vehicle weight are sent to landfill.

COMPONENTS

We entered into the components industry (known internally as Systech) as

India's global competitiveness took off. Leveraging our domain expertise in the

automotive and farm equipment sectors and a series of acquisitions, we have grown

rapidly in skill and scale.

Today we run art-to-part manufacturing units across India, Germany,

Italy, and the UK which help companies around the world build better products using

our expertise in processes like forgings, castings, gears, stampings, steel, ferrites,

contract sourcing, composites, and more. More than 12,000 of us are at work on a full

range of components for use in industries like electrical, medical equipment, power,

defense, aerospace and more. We also provide full service art-to-part solutions to

31
our customers by integrating design, manufacturing, and sourcing capabilities.

CONSTRUCTION EQUIPMENTS

Mahindra & Mahindra entered the Construction Equipment industry in

February 2011 with the launch of the Mahindra EarthMaster Backhoe Loader.

Already one of the world’s largest markets, demand for construction equipment

is growing in India. Our unparalleled dealer network makes the EarthMaster

available across the country.

Manufactured at our state-of-the-art facility at Chakan, Pune, the

EarthMaster offers unmatched fuel economy and meets stringent global emissions

norms. It also offers a unique intelligent communication system that keeps owners

informed about their machine through SMS updates on daily work reports,

engine oil levels, and more. Combining excellence in customer service and

technology, our entry into Construction Equipment will support infrastructure

development across India.

CONSULTING SERVICES

Our consulting services spread across two key areas in the evolution of the

Indian business environment: information security and infrastructure development.

As the business environment becomes more complex, competitive, and

challenging, companies increasingly need expert guidance to optimize their non-core

activities.

Through our consulting services, we help companies keep up with the fast-

32
changing business climate. Our Special Services Group is constantly reevaluating

its information security and risk management processes as the environment shifts,

dealing with known threats and anticipating future risks. Mahindra Water Utilities

is partnering with the government to provide high quality water to businesses and

homes in Tirupur, a critical region for the textile industry. And Mahindra Consulting

Engineers is shaping the development of infrastructure across the country,

influencing the building blocks for regional economic growth. We are on the crest

of the wave of the changing business world, smoothing the way forward for our

clients across many key industries.

DEFENSE

India's national security challenges are varied and complex, ranging from

contested borders to regional peacekeeping to domestic unrest and natural disasters.

As we become an economic and political leader in Southeast Asia and across the

globe, we need better defense solutions to support us in our growing roles. Since the

late 1990s, India has begun a systematic modernization and upgrade of its military

equipment. A key component of this push is the indigenization of our defense

supplies.

We've been involved with defense systems since 1947 when a licensing

agreement allowed us to become importers, assemblers, and then adapters of the iconic

Willys Jeeps used in WWII. From there, we moved into designing and constructing

our own line of armored vehicles to become the largest private sector supplier to

the government. We've now expanded into defense systems like sea mines,

surveillance solutions, weapons, ammunition, and more. As India improves its

33
national security capabilities, we want to be there providing cutting-edge technology

based on decades of experience and care.

ENERGY

The power sector in India presents a fascinating array of challenges and

opportunities. As the economy grows rapidly, the need for a reliable and quality power

supply becomes critical. Although the government has been paying increasing

attention to the power sector in the last 10 years, demand continues to grow faster

than supply capacity build-up. The demand-supply gap has created a huge demand

for power back-up solutions across the industrial and economic spectrum of India.

We see incredible opportunity in this complex field. First, we envision

bringing reliable and innovative power back-up solutions to India that ensures an

uninterrupted power supply for all the critical sectors of the economy. Our

line of diesel generators offers electricity backup to remote locations to power

banks, hospitals, schools, businesses, and industry. And our Home Uninterrupted

Power Supply (UPS) systems maintain reliable power when you experience an

inconsistent supply at home.

FARM EQUIPMENT

We began manufacturing tractors in the early 1960s for the Indian market.

Nearly 50 years later, we are the number one tractor company in the world (by

volume) with annual sales above 200,000 and over 2.1 million tractors sold to date.

Our products are making farms more prosperous in more than forty countries on six

continents. Following our vision of Farm-Tech Prosperity, we’ve also expanded into

34
farm-support services, including agri- mechanization solutions under Mahindra

AppliTrac; seeds, crop protection, as well as market linkages, distribution, agri-

support information and counseling through the Samriddhi Initiative.

Through this network of services, we aim to empower the rural farmer and

transform rural productivity, income, and living standards. We want to improve

farm lifestyles by making hard work easier, increasing yields, and increasing

returns. All our tractor brands, ranging from the 15 HP engine to 85 HP, have been

designed in close communication with farmers about their day to day tractor usage

and farming practices. From low cost tractors that cater to farmers with marginal

landholdings, to higher performance tractors with superior features, we've

revolutionised the farm equipment space. Our farm equipment and services

provide a comprehensive support system to help farmers prosper.

Coupled with this is a comprehensive agri-support system ranging from

water-management to crop solutions— enabling farmers to rise beyond their

current realm of possibility. Our continous dedication in putting the farmer at the

center of our products and services has led us be the market leader in India for nearly

three decades, with a market share above 40 percent.

FINANCIAL SERVICES

We entered into rural finance and insurance because we saw an

opportunity to provide services in areas where the demand for financial products

and services is higher than the formal banking system can supply. By making credit

available, we open opportunities for people to improve their own lives and create

lasting systems of livelihood.

35
 Mahindra Finance and its subsidiaries offer a complete range of financial

services and insurance solutions for both businesses and personal life. Our

flagship financial services business provides vehicle, asset, and personal financing.

Our general and life insurance broking services provide customers with security

and protection. We provide rural housing finance for new construction and

renovation. Our business insurance plans protect the small businesses that drive

employment and economic growth and safeguard against risks that might otherwise

have lifelong ramifications. We have more than 3 million relationships with

customers in rural and semi-urban India, making us the largest non-banking financial

company (NBFC) in the country.

INDUSTRIAL EQUIPMENT

Mahindra entered the industrial equipment market in 1992 with a range of

high-efficiency conveying equipment for the cement industry. Our longstanding

experience in manufacturing gave us a firsthand understanding of the importance of

reliable and effective material handling equipment. We quickly expanded to serve

the power plants, heavy chemicals, and mineral processing in addition to cement.

In each of these businesses, material handling systems make a tremendous

difference to a firm’s competitiveness. We specialize our bulk and unit handling

systems to give our clients the most relevant and useful technology.

MAHINDRA INFORMATION TECHNOLOGY

Mahindra has a leading presence in the global Information Technology (IT)

industry, offering a full range of IT solutions and support through four

36
outstanding companies with special expertise. As globalization intensifies competition

and drives companies to focus on their core competencies, a knowledgeable and

capable IT partner becomes critical to success.

We design industry-specific IT solutions to help our clients take advantage

of the new opportunities and adapt to the new challenges of a changing world. In our

two decades of experience in the industry, we have partnered with several Fortune

100 and Fortune 500 companies to deliver outstanding solutions that have helped drive

their success.

LEISURE & HOSPITALITY

When we entered Leisure & Hospitality in 1996, very few affordable

vacation options were available for Indian families. We saw a tremendous

opportunity to open up a new industry and bring real benefits to a large segment of

underserved customers. We pioneered the vacation ownership concept in India to

bring Indian families affordable and memorable vacations every year.

Members enjoy one week of vacation each year at any of our 40 stunning

stunning holiday destinations across India and Southeast Asia or thousands of RCI

affiliated partner resorts across the world.

The group ventured into the boating industry to cater to the adventurous spirit of the

new India. Our range of boats enable India's successful and ambitious to enjoy an

active lifestyle and leisure experience centered around exploring the country's 7,600

kms beautiful virgin coastline.

We are also extending our footprint by building specialized crafts of defense,

coastal security, commercial and tourism applications.

37
LOGISTICS

The transportation needs of our automotive sector drew us into the logistics

business in 2000. The success of our internal strategic operation led our expansion

to serve a variety of corporate customers across many industries. In today’s

increasingly competitive business landscape, we take care of the entire span of

transportation and logistics needs so that our clients can focus on their core

competencies.

REAL ESTATE

We entered real estate in 1994 because we saw an opportunity to transform

the way society thinks about living and work space. Today, our real estate initiatives

are enhancing living standards and pioneering environmentally friendly construction

in India. Through our green developments, we’re demonstrating that sustainability

and good living go hand in hand. We partner with the Clinton Climate Initiative and

Indian Green Building Council to create certified, state-of-the art green communities.

Our innovative integrated business cities are revolutionizing the way Indians

work, live, and play. Working with the Indian government’s Special Economic

Zone scheme, we’ve created two brand-new cities designed to facilitate business

excellence and a relaxed, healthy lifestyle. We're excited to contribute to India's

economic development with infrastructure that has positive impact on environmental

and personal health.

RETAIL

Organized Indian retail grew at 20 percent over the last five years, and we

38
expect it to continue to expand at a scorching rate in the next five. Indian

consumers are increasingly looking at shopping as an experience, not just a

process of acquiring necessary items. With our entry into retail, we seek to

provide our customers with a holistic experience that satisfies their desire for an

enriching and pleasant experience as well as for excellent products.

Our first retail foray, the Mom & Me retail chain, positions us as first

movers in the market for maternity and baby needs. Before our entry, Indian

mothers had to visit an array of shops to buy maternity clothes here, baby

healthcare supplies there, and nursery furniture at a third place. In the future,

Mahindra Retail will continue to seek opportunities to expand into other categories

of lifestyle retailing. We understand the need for excellence in front end, back end,

and support functions, and Mahindra’s longstanding expertise in IT, Finance,

Logistics, and Supply Chain Management have prepared us well for entry into new

areas of retail.

TWO WHEELERS

We entered the Two Wheeler industry in 2008. We've developed rapidly since

then by focusing on brand-building via new product development guided by

consumer insights, strategic partnerships, service orientation, and building scale.

Within eight months of entering the industry, we launched a portfolio of

Power Scooters to critical acclaim in September 2009. Less than a year later, our

Power Scooters had captured a double digit market share. In 2011 Mahindra became

the first Indian two-wheeler manufacturer to enter the FIM MotoGPTM

World Motorcycle Racing Championship, showcasing our engineering and

39
technology expertise on a platform where the best in the world compete. We

followed this up by entering the Indian motorcycle market in 2013. We aim to grow

into a major player in the Indian Two Wheeler industry with a robust presence in

all product segments.

PRODUCTS OF MAHINDRA

The Mahindra Group’s Automotive Sector is in the business of manufacturing and

marketing utility vehicles and light commercial vehicles, including three- wheelers.

It is the market leader in utility vehicles in India since inception, and currently

accounts for about half of India’s market for utility vehicles.

Although created in 1994 following an organizational restructuring, the

Automotive Sector can trace its antecedents back to 1954. The iconic jeep that led

American G.I.s to victory in World War II is the very same vehicle that drove the

Mahindra Group to success in the Automotive Sector. Mahindra & Mahindra

Limited, the flagship company of the Group, was set up as a franchise for assembling

general purpose utility vehicles from Willys, USA.

Over the years, the Group has developed a large product portfolio catering to a

diverse customer base spanning rural and semi-urban customers, defense

requirements and luxurious urban utility vehicles. In 2002, it launched the

indigenously engineered world-class sports utility vehicle-Scorpio, which bridges

the gap between style and adventure, luxury and ruggedness, and performance and

economy

40
The Group exports its products to several countries in Europe, Africa, South

America, South Asia and the Middle East.

The Automotive Sector continues to be a leader in the utility vehicle segment with

a diverse portfolio that includes mass transport as well as new generation vehicles

like Scorpio and Bolero.

The International Operations of the Automotive Sector focuses on the

international business. Mahindra Renault announced the launch of Logan, India’s first

wide body car, sporting a host of class-defying features at an aggressive price.

The Logan redefines its segment in terms of spaciousness as well as performance,

technology with the latest generation dci common rail engine. It has been designed

for the Indian market incorporating a contemporary styling and design.

41
 CHAPTER-II

REVIEW OF LITERATURE

42
 REVIEW OF LITERATURE

Khan (2004) analysed Recruitment was a set of activities an organization uses to

attract the candidate who process the abilities and attitudes needed to help the

organization achieve its objectives. So it was a vital issue of any organization. This

study had been conducted to assess the recruitment and selection practice in Square

Pharmaceuticals Limited (SPL). SPL takes a series of tests, interviews and other

checks to select the right people in the right positions. In this connection some

shortcomings were identified in the recruitment and selection process of SPL.

Finally, a constructive analysis had been done to draw recommendations for the

improvements of tits recruitment and selection practice.

Singh & Singh (2005) observed that Corporate HRD will be responsible for the

preparation / updating of relevant man specifications sheet. However, whenever there

was the creation of a new position or change in job requirements, the Unit HRD

would ensure the preparation / updating of relevant man specifications sheet through

Corporate HRD. For this, he would co- ordinate with the respective functional heads,

Chief of Operations and the Corporate HRD. In respect of Corporate Office positions,

the preparation / updating of man specification sheet would be handled by the

Corporate HRD in entirety. The purpose of preparing man specification sheet was to

provide a guideline for preparing an advertisement, if required, as well as to provide

a basis for evaluating internal and external candidates. The input to the Man

Specification Sheet would be the Job Description available for each of positions.

Jalan (2006) found that the approved manpower plan (including amendments), the

43
Unit HRD would initiate the recruitment process for the respective units by raising a

manpower requisition. The above requisition would contain reference to the manpower

plan and the man specification sheet apart from the date by which the employee was

required to be in place etc.

In line with the available career plan details, if there was a possibility of the position

being filled with internal candidates, the same would be suggested by the Unit HRD

(in consultation with the Functional Head / Chief of Operations). On receipt of the

requisition by the Corporate HRD, it would be checked (for conformity with the

manpower plan) and reviewed in terms of potential internal candidates, who should be

considered for the position. Carless (2007) observed that through a national survey of

graduate recruitment coordinators, this study identified current recruitment and

selection practices in Australia. Respondents (n=50) were mostly from private

industry with about a third from the government sector, the full range of industry

sectors was represented. Respondents were asked about the management of

recruitment activities, methods used to communicate recruiting information, and the

perceived accuracy of recruitment information. Information was also sought about

the extent that job analyses were used, type of selection practices used, how

applicant information was verified, the training and selection of interviewers and the

effectiveness of recruitment activities. Descriptive statistics were used to provide a

summary of the findings. A regression analysis was used to examine predictors of

(a) recruiting effectiveness, (b) acceptance rates, and (c) unfilled vacancies. The

results were compared with other studies of recruitment and selection. Future research

and practical applications were discussed.

44
Pascalau (2008) analysed that fair employment policies constrain employee selection:

specifically, applicants’ professional experience can substitute for formal education.

However, reflecting firm-specific job requirements, this substitution rule applies less

strictly to applicants from outside the firm. Further, setting low educational job

requirements decreases the risk of disparate impact charges. Using data from a large

US public employer, we show that successful outsider candidates exhibit higher

levels of formal education than insiders. Also, this gap in educational attainments

between outsiders and insiders widens with lower advertised degree requirements. More

generally, we find strong insider-outsider effects on hiring decisions.

Iltis (2009) observed that clinical investigators must engage in just subject

recruitment and selection and avoid unduly influencing research participation.

There might be tension between the practice of keeping payments to participants

low to avoid undue influence and the requirements of justice when recruiting

normal healthy volunteers for phase 1 drug studies. By intentionally keeping

payments low to avoid unduly influenced participation, investigators, on the

recommendation or insistence of institutional review boards, might be targeting or

systematically recruiting healthy adult members of lower socio-economic groups for

participation in phase 1 studies. Investigators were at risk of routinely failing to fulfill

the obligation of justice, which prohibits the systematic targeting and recruiting of

subjects for reasons unrelated to the nature of the study. Insofar as we take

seriously the obligation to engage in just subject recruitment and selection, I argue

that we must acknowledge the implications low payments might had for subject

recruitment and selection and examine the effect of low payments. If low payments

45
de facto target the less well-off for phase 1 studies, we must defend the priority

ranking of the obligation to avoid undue influence over the obligation of justice or

adopt an alternative recruitment approach. This paper identifies a number of

alternatives to the current system of low-value payments to research participants.

Sinha (2009) analyzed that Recruitment and Selection plays key role in the

development of an organization. This was one of the important HR components

in developing Indian Economy, which was growing at the rapid pace. Today's,

where demand of qualified and experienced people was high, the white collar salaries

were increasing, every day one MNC was adding presence in Indian market, the

pool of experienced professionals were smaller than it large population of our

country, attrition rate was quite high ranging from 20-60%, HR professionals were

struggling to attract good employees despite fierce competition. Therefore the

Trends and Issues in recruitment and selection was had taken paradigm shift.

Employment had undergone a transformational change in most sectors especially in

banking, finance, retail, pharmaceutical and insurance.

Sylva (2009) found that little was known about applicant reactions to web-based

recruitment and selection procedures. This study examines applicant perceptions

of web-based procedures, based on a field study among 1360 applicants to a

multinational financial services organization applying for jobs in the United

Kingdom, the Netherlands, and Belgium. With respect to the personal characteristics

it was found that external (as opposed to internal), Belgian (as opposed to Dutch),

and Internet savvy (as opposed to less savvy) candidates were more satisfied with

the online application procedure and its features. However, it was found that features

46
of the website, perceived efficiency and user- friendliness, were by far the most

important determinants of applicant satisfaction. Implications for organizations and

future research on E-recruitment are discussed.

Lee (2009) found that using the competency profiling methodology (Boyatzis, 1982;

Spencer & Spencer, 1993) in a resource-based theoretical framework (Wernerfelt,

1984; Barney, 1991), we provide a model for the recruitment and selection of board

members to lead in global firms. Competency requirements for board members were

described in terms of generic as well as specific competencies for their roles and

responsibilities in a global firm. In addition, the selection process using

assessment centre exercises were provided. Finally, we propose structures and

processes for the evaluation of board members to ensure that they continually

enhance their competencies in order to manage in a changing, global economy. Such

activities include performance measurements of board effectiveness in terms

of competency attainment as well as pay-for-competency structures to ensure that

boards continually had the necessary competencies to lead in complex global firms.

Khan (2010) found that recruitment was a set of activities an organization uses to

attract the candidate who process the abilities and attitudes needed to help the

organization achieve its objectives. So it was a vital issue of any organization. This

study had been conducted to assess the recruitment and selection practice in Square

Pharmaceuticals Limited (SPL). SPL takes a series of tests, interviews and other

checks to select the right people in the right positions. In this connection some

shortcomings were identified in the recruitment and selection process of SPL.

Finally, a constructive analysis had been done to draw recommendations for the

47
improvements of tits recruitment and selection practice.

Windolf (2010) found that recruitment and selection policies of firms was a largely

neglected, though important, research area which provides insights into the

functioning of labour markets and the social reproduction of organizations. This

article was based upon comparative research conducted in Britain and German

firms situated in different local labour markets. For each firm, data on selection

criteria for different groups of workers, on recruitment channels and on recruitment

procedures had been collected. A typology of recruitment strategies was developed

which shows how environmental conditions and organizational structures influence

the recruitment strategy of a firm. Depending on their market power, professional

expertise and decision-making structure, firms implement different recruitment

strategies which influence the type of worker who was recruited. 'Discrimi nation' in

the labour market was seen as a rational decision-making process of organizations.

It was the specific outcome of a recruitment strategy which the firm had

implemented over the years.

Vasal (2010) observed that hiring Employment had undergone a transformational

change post recession. Trends and Issues in recruitment and selection had taken

paradigm shift with market gradually recovering from slowdown .The effect of

recession had brought new challenges for the companies as well as job aspirants. The

phase marked by lay offs and pink slips, now seems to be getting over, opening new

opportunities for the job seekers. At the same time, taking advantage of an

improving economy, employers were planning to recruit new employees in their

organization in near future while maintaining their talent pool and also observed

48
that India represents a wonderful opportunity for employment as had shown rapid

growth across all sectors. The workforce in India was as competent and as capable as

their international counter parts. In this phase of recovery, employees with mindset

of innovation, passion to excel, with relevant experience & expertise, ability to

work in team and adaptability were some of the attributes they need to focus as

companies were changing their hiring patterns to suit the current environment for

survival.

Chaturvedi (2011) analyzed that The success behind any organization depends on

how well it had specifically monitored the recruitment and selection process and had

been rigorously matching it with its long term goals Every organization right from

beginning tries to scan properly to recruit and select the right talent in its

organization since a wrong choice would lead to disasters that too in a long term way.

Talent management and retention as been topics of wide importance both on part of

employee and employer to build a strategically driven and motivated workforce .In

such situations at large the major focus should be on procuring the right and suited

talent and thus making the knowledge sharing culture true in an organization. For

every organization before embarking upon implementing strategies to retain capital

the following procedure and steps needs to properly monitored and focused.The

procurement or acquisition function, The development function, The motivation

function, The performance

function , The retention function. Amongst all this the most primary function was the

talent Acquisition by ways of planned recruitment and selection. Talent acquisition

can be defined as a long-term strategic approach which involves identifying,

49
attracting, engaging and retaining highly qualified and talented individuals. Talent

Acquisition strategy was aligned with the overall organization goals. For this reason,

the need for a qualitative recruitment and a streamlined process was critical. Since

even after acquisition of the manpower which also involves investing I terms of

identifying need, identifying sources of recruitment , processing applications, calling

for interviews and finally different selection procedure exercise that includes

engaging the time, money , energy, and different cost in different form on the part of

employer and its workforce ,these costs are huge. This was further followed by cost

of training, developing, motivating and retaining the workforce once trained and

made fit for organization at large. Thus it could be said that in today's turbulent

conditions the biggest challenge includes the effective talent acquisition and

managing this talent especially at higher level. Acquiring and Retaining high

quality talents provide the most important key competitive advantage, but it is

increasingly difficult to attract and retain such individuals. So, to win this "War for

Talents" among organizations, it is important to had in place a system which does

not only assist in attracting and building a database of high quality candidates,

but also provides the flexibility to manage the entire Recruitment process smoothly

and efficiently. Whether the recruitment process is made effective by means of e-

recruitment or any other internet tool the chances of getting and then retaining this

manpower is quite challenging. Many equate recruiting success with the philosophy

of "post it and they will come." Ironically, the huge pool of candidates available

through social networks such as Face book and LinkedIn actually allows recruiters to

create relationships with a targeted pool

50
of talent that will had a long-term impact on the quality of hires and enhance the

company's employment brand.

Lynch (2011) analyzed that Purpose – This paper seeks to provide an insight

into the recruitment and selection of volunteers in the heritage sector, drawing

comparisons between paid and unpaid workers to assess the implications of the

finding volunteer management. Design/ methodology/ approach–A multi-method

research design was adopted involving qualitative interviews with managers and

volunteers, in conjunction with a postal survey of volunteers across 12 study sites,

which were all visitor attractions in the heritage sector. The findings show that the

effectiveness of the recruitment and selection process can be undermined by a lack

of formality and supporting resources. This raises questions about the effectiveness of

human resource management for volunteers, both specifically in the heritage sector

and in the wider context of volunteer management. Research limitations/ implications

– The research was of an exploratory nature and so further investigation was

needed to consider the impact of these findings on the effectiveness of volunteer

recruitment and selection across a range of sectors. Practical implications – The

research highlights the existing practices in place for volunteer management in the

heritage sector so raising issues for managers regarding the challenge of achieving a

balance between formality and informality of human resource management

practices. The research taken a micro-level approach to examining the recruitment

and selection of volunteer workers. It provides a link in the literature between the

management of volunteers and human resource management practices.

Trautman (2012) analysed that how do you build the best board for your

51
organization? What attributes and skills were required by law and what mix of

experiences and talents would given you the best corporate governance? What were

the commonly required director

attributes that were a must for each board and how do you customize and fine-tune

your search to achieve a high performance board? Optimal board composition, that

was, the best mix of director skills and experience would depend on many

company-specific variables. Some of the most important of these variables include:

(1) company lifecycle stage, (2) extent to which international markets were

mission critical to your future (detailed understanding of target culture, markets

and business risk); (3) unique technology dependence; and (4) need for access to

financial and capital markets.

Ekuma (2012) analyzed that the current exigencies and fluidity of the business

environment engendered largely by demographic changes, technological advances

and globalisation had made it imperative for organisations to posses the brightest

talents as a source of competitive advantage, if they hope to survive. The continuing

‘talent war’ and fierce competition in the global market place; and issues

concerning employee branding and candidate attraction, means that organisations

and their managers had to carefully review their recruitment and selection

processes, ensuring that employee selection methods not only contributes towards

enhancing organisational image, but also predicts future job performance to a

reasonable extent. There was therefore, the need for chosen methods to be high in

both Predictive and Face validities. This article critically examines the importance of

the concepts of Predictive and Face validity to employee selection in a wider context

52
as an HR strategy and an integral part of organisations’ general strategy and suggests

ways of improving both concepts. The central argument of this article, was that for

selection methods to be effective, reliable and valid and minimise costs associated

with loosing top talents, poor employee performance and turnover, it must possess

high predictive and face value. The article assesses three major selection methods

(interviews, work sampling and assessment centres) with a view of maximising their

predictive and face validity, arguing that the design, contents and the

of administrating these methods were major issues. The paper concludes that there

was no one best way of selecting new employees, but a combination of carefully

chosen methods and well-trained HR professionals would undoubtedly improve face

and predictive validity and by extension, the selection method.

53
 CHAPTER-III

RESEARCH METHODOLOGY

54
 RESEARCH METHODOLOGY

Research Process Before embarking on the details of research methodology and

techniques, it seems appropriate to present a brief overview of the research

process. Research process consists of series of actions or steps necessary to

effectively carry out research and the desired sequencing of these steps. The

sequence is as follows-

1.Define research problem Review

2.Concept and theories Formulate

3.Hypothesis

4.Design research (sample design) Collect data

5.Analyze data Interpret and report

6.Suggestion and Recommendation

OBJECTIVES OF THE RESEARCH

The focus of this study is to highlight the significance of HR. Philosophy with

special reference to recruitment and selection in Mahindra & Mahindra. Followings

are the main objectives:

1. To study the recruitment and selection process in Mahindra & Mahindra.

2. To assess the satisfaction level of Mahindra & Mahindra

employees regarding recruitment process.

3.To examine the effectiveness of training in overall development of skill of

52
workforce.
4. To study the changes in behavioral pattern due to training.

5.To compare the cost effectiveness in implanting training programmers.

6.Industry Experience and the chance to learn

7.Develop your personal brand

8.Increase your network this Summer

9.Great References

a) RESEARCH DESIGN

The research design is the arrangement of conditions for the collection and

analysis of data in a manner that aims to combine relevance to the research purpose

with economy in procedure. More explicitly, the design decisions happen to be in

respect of:-

1. What is the study about—How a team in an organization works, how

team work to accomplish the objective of the organization?

2. Why is the study being made—“Team” being recognized as an

important aspect of an organization, which contributes to the overall

success of the organization?

3. Where will the study be carried out—the study was conducted at

Mahindra & Mahindra.

53
4. Where can the required data be found—The data required for this

project was found by

5. What period of time will the study include—The time taken for the

entire process took around four weeks, which includes framing of the

questionnaire, distribution of the questionnaires. Collection of it, then

collection of the data and finally the interpretation of the data collected.

6. What will be the sample size—the sample size was selected by random
sampling. There were around 250 employees at level out of which a

sample size of 40 were selected, which were true representative of the

population.

7. What technique of data collection will be used—Questionnaire

technique was used to collect the data.

Sample size

Population consists of the total respondent but my sample size was 100

The research population consists of all the employees at Mahindra, Sirsa

Sampling technique

In the research random-cum-convenient sampling technique are being used.

Sample size

To find out the Designing of Training and Development Programmed at

54
Mahindra, Sirsa.

Certain step has been taken

Initial research which are as follows: -

Sample size of 100 employees was selected.

Parameters for Training and Development programmed were listed.

Preparing a structured questionnaire: -

Don’t he initial research findings, structured questionnaire was prepared.

Data was collected from employees with the help of Questionnaire

Data collection methods Primary Data:

Quantitative Methods:

Quantitative techniques for market research and demand forecasting usually make use

of statistical tools. In these techniques, demand is forecast based on historical data.

These methods of primary data collection are generally used to make long-term

forecasts. Statistical methods are highly reliable as the element of subjectivity is

minimum in these methods.

Time Series Analysis

The term time series refers to a sequential order of values of a variable, known as a

trend, at equal time intervals. Using patterns, an organization can predict the demand

for its products and services for the projected time.

Smoothing Techniques

In cases where the time series lacks significant trends, smoothing techniques can be

55
used. They eliminate a random variation from the historical demand. It helps in

identifying patterns and demand levels to estimate future demand. The most common

methods used in smoothing demand forecasting techniques are the simple moving

average method and the weighted moving average method.

Barometric Method:

Also known as the leading indicators approach, researchers use this method to

speculate future trends based on current developments. When the past events are

considered to predict future events, they act as leading indicators.

Qualitative Methods:

Qualitative methods are especially useful in situations when historical data is not

available. Or there is no need of numbers or mathematical calculations. Qualitative

research is closely associated with words, sounds, feeling, emotions, colors, and other

elements that are non-quantifiable. These techniques are based on experience,

judgment, intuition, conjecture, emotion, etc.

Quantitative methods do not provide the motive behind participants’ responses, often

don’t reach underrepresented populations, and span long periods to collect the data.

Hence, it is best to combine quantitative methods with qualitative methods.

Surveys

Surveys are used to collect data from the target audience and gather insights into their

preferences, opinions, choices, and feedback related to their products and services.

Most survey software often a wide range of question types to select.

You can also use a ready-made survey template to save on time and effort. Online

56
surveys can be customized as per the business’s brand by changing the theme, logo,

etc. They can be distributed through several distribution channels such as email,

website, offline app, QR code, social media, etc. Depending on the type and source of

your audience, you can select the channel.

Once the data is collected, survey software can generate various reports and run

analytics algorithms to discover hidden insights. A survey dashboard can give you the

statistics related to response rate, completion rate, filters based on demographics,

export and sharing options, etc. You can maximize the effort spent on online data

collection by integrating survey builder with third-party apps.

Polls:

Polls comprise of one single or multiple choice question. When it is required to have

a quick pulse of the audience’s sentiments, you can go for polls. Because they are

short in length, it is easier to get responses from the people.

Similar to surveys, online polls, too, can be embedded into various platforms. Once

the respondents answer the question, they can also be shown how they stand

compared to others’ responses.

LIMITATIONS OF RESEARCH PROJECT

57
1. The Duration of the study was limited and hence elaborate and comprehensive

project survey was not understaken.

2. The personal biases of the respondents might have entered into their response.

3. Because of a small period of time only small sample had to be considered which

doesn’t actually reflect and accurate picture.

4. The study will specifically focus on the management and staff of this facility.

5. As Some of the company data are confidential, the exact data from the company

was not obtained.

58
 CHAPTER-IV

DATA ANALYSIS & INTERPRETATION

59
Q. 1 Are you satisfied with the recruitment policy of the organization?

Sample size 40
Strongly agree 44%

Agree 32%

Neutral 12%

Not agree 10%

Strongly disagree 2%

Interpretation

From the chart above we find that 44% strongly agree, 32% are agreed, 12% are

natural and 10% not agreed with the policy and 2% is strongly disagree.

60
Q. 2 Are you satisfied with the length of the recruitment and selection

procedure?

Sample size 40
Strongly agree s 76%
t
r
Agree o 12%
n
Neutral g 8%
l
y
Not agree 4%
d
i
s
Strongly disagree a 0%
g
r
e
e

Interpretation

From the chart above we find that 76% strongly agree, 12% are agreed, 8% are

neutral and 4% not agreed, and 0% is strongly disagree with the recruitment and

selection procedure.

61
Q. 3 Is there a non biased selection in the organization?

Sample size 40
Strongly agree 22%

Agree 54%

Neutral 16%

Not agree 08%

s
t
Strongly disagree r 0%
o
n
g
l
y

d
i
s
a
g
r
e
e

Interpretation

It showed that 22% strongly agree, 54% are agreed, 16% are neutral and 8% not agreed

and 0% is strongly disagree.

62
Q. 4 Are you satisfied with the salary provided?

Sample size 40
Strongly agree 18%

Agree 48%

Neutral 0%

Not agree 22%

s
Strongly disagree t 12%
r
o
n
g
l
y

d
i
s
a
g
r
e
e
strongly agree
agree
neutral
disagree
strongly disagree

Interpretation

It showed that 18% strongly agree, 48% are agreed, 0% are natural and 22% not agreed

and 12% strongly disagree with the salary provided

63
 Q. 5 What are the external sources of recruitment?

N Edu. Institute Press Labour Others

o40 15% advertisement

55% contractor
18% 12%

education institute
other
press advertisement
labour contractor

Interpretation

External recruitment sources 18% labor contractors, 15% educational

institute, 55% press add., 12% any other are used. Mostly external

recruitment is done by pres

Q.6 What are the Internal sources of recruitment?

64
 No of Transfer Promotion reference

respondent
40 19% 22% 59%

Transfer
Promotion
Reference

Interpretation

This chart shows that the 19% persons are recruited by transfer, 22% by

promotion and 59% by reference. Mostly people are recruited by the refere

65
Q.-7 What is the pay scale of employees of third class?

No. of Below 4000 4000-7000 7000-10000 Above10000

respondent
40 12% 68% 08% 12%

Below4000
4000-7000
7000-10000
Above 10000

Interpretation

This graph shows that most of the employees are getting salary between 4000- 7000

60
 CHAPTER-V

FINDINGS, CONCLUSION AND

SUGGESTIONS

61
 CHAPTER-V FINDINGS

1. In MAHINDRA & MAHINDRA for recruitment as well as external hiring is

in vogue. How ever the Percentage of internal recruitment is high.

2. The Policy and objective for both recruitment & Selection are well defined.

3. The recruitment from external resources is mainly through advertisement in

newspapers. In some cases consultants and employment objects are also

used.

4. For selection of candidates the selection committee for different categories

of Works and staff are laid down.

5. Selection is mainly through interviews.

6. The modern method online interview is not follow.

7. In most of the cases no test is connected in

62
 CONCLUSION

In my research I had found that in Mahindra & Mahindra that the internal recruitment is

done through reference which is not good for any industry.

The external recruitment is done by the labor contractors they get the

commission from the industry.

The industry use both structured and unstructured methods of interview. Employees

prefer to do work in Mahindra & Mahindra because the good reputation and good

working environment. The management was satisfied with the working capacity of the

organizati

63
 SUGGESTIONS

1. Different method for recruitment & Selection should be adopted.

2. In addition to advertisement and consistence other sources

for recruitment should also be used.

3. Modern method of condition interview on line if adopted will be more .

cost Effective.
4. Tests is also conducted for selection.

5. Reference method should not be adopt

64
BIBIL OGRAPHY

Books referred

Robbins Stephen personal/human resource management Prentice Hall of

India, 2004 (third edition), pp 117-175

Aswathappa k human resource and personal management Tata

McGraw-Hill, 2002 (third edition),pp113-156

Kothari C.R research methodology

 www.managersrealm.com

 www.sterlingmotorco.com

 www.google.com

65
 QUESTIONNAIRE

NAME POST
AGE

Q1. What are the external sources of recruitment?

a) Press advertisement b) Educational institutes

c) Labour contractors d) Any other

Q2. What are the internal sources of recruitment?

a) Transfer b) Promotion
c) Reference

Q3. What are the methods of recruitment?

a) Direct b) Indirect
c) Third party d) Others

Q4. Are you satisfied with salary given to you?

a) Strongly agree b) Agree

c) Not agree d) Neutral

66
 Q5. Are you satisfied with the length of Recruitment and Selection . . …
,,,,,,,,,,,,,,,,,,,,,procedure?

a) Strongly agree b) Agree

c) Not agree d) Neutral

Q6. Are you satisfied with the recruitment policy of the Organization?
a) Strongly agree b) Agree

c) Not agree d) Neutral

Q7. Is there a biased selection in the organization?

a) Strongly agree b) Agree

c) Not agree d) Neutral

Q8. Who plays a major role in selecting the candidate?

……………………………………………………

Q9. Why employees prefer job in M&M in to others?

………………………………………………

Q10. What Are The Alternatives To Recruitment?

………………………………………………………..

Q11. What Are The Main Features Of An Effective Recruitment Strategy?

………………………………………………………………………

Q12. What Are Characteristics Which An Interviewer Needs To Observe Or Test In A

Applicant?

67
 …………………………………………………………………………………
Q13. What Is The Difference Between Recruitment And Selection?

………………………………………………………………………..

Q14. What Is An Application Blank And What Should Be The Content Of An Application
Bank?

…………………………………………………………………………………………..

Q15. What Is Selection And What Are The Steps Involved In Selection Process?

…………………………………………………………………………………….

68
69