EXECUTIVE SUMMARY

Someone has greatly said that the practical knowledge is far better
than the theoretical knowledge. In today’s rapidly changing business
environment, organizations have to respond quickly to requirements
for people. Human Resource is a need of any organization thus
recruitment and Staffing plays an important role in it. All practices of
marketing and finances can be easily emulated but the capability, the
skills and talent of a person cannot be emulated. Hence, it is important
to have a well-defined recruitment policy in place, which can be
executed effectively to get the best fits for the vacant positions.
Selecting the wrong candidate or rejecting the right candidate could
turn out to be costly mistakes for the organization. Therefore, a
recruitment practice in an organization must be effective and efficient
in attracting the best manpower.
This project is the study of recruitment and Staffing process of
VASHINAVI TATA MOTORS. VASHINAVI TATA MOTORS is a
wealth management company which deals with financial products.
Therefore, the objective of the research is to know the HR practices
used at VASHINAVI TATA MOTORS. to know the functions,
process, methods of recruitment and staffing process. To fulfil this
both primary and secondary sources have been used. In primary the
sampling has been done in secondary data from websites, and other
form of secondary sources has been collected.
It was found that at VASHINAVI TATA MOTORS the HR practices
are found to be followed in well-defined manner. The process,
methods of recruitment and staffing how their implementation is been
done is founded and for the same what else could be done to improve
the recommendations are also been stated.

PROFILE OF THE ORGANISATION

VAISHNAVI MOTORS

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VAISHNAVI MOTORS is an automotive manufacturing company,
headquartered in Mumbai, Maharashtra, India, and part of Tata
Group. Vaishnavi motors is a part of tata motors
The company produces passenger cars, trucks, vans, coaches, buses,
sports cars, construction equipment and military vehicles.
Formerly known as Tata Engineering and Locomotive Company
(TELCO), the company was founded in 1976 as a manufacturer of
locomotives. The company manufactured its first commercial vehicle
in 1978. Vaishnavi Motors entered the passenger vehicle market in
1988 with the launch of the cars followed by the Tata Sierra in 1991,
becoming the first Indian manufacturer to achieve the capability of
developing a competitive indigenous automobile. In 1998, Tata
launched the first fully indigenous Indian passenger car, the Indica,
and in 2008 launched the Tata Nano, the world's cheapest car. Tata
Motors acquired the South Korean truck manufacturer Daewoo
Commercial Vehicles Company in 2004 and purchased Jaguar Land
Rover from Ford in 2008.

CHAPTER-1
INTRODUCTION
The human resources are the most important assets of an organization.
The success or failure of an organization is largely dependent on the
calibre of the people working therein. Without positive and creative
contributions from people, organizations cannot progress and prosper.
In order to achieve the goals or the activities of an organization,
therefore, they need to recruit people with requisite skills,
qualifications and experience. While doing so, they have to keep the
present as well as the future requirements of the organization in mind.

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 Recruitment is distinct from Employment and Staffing. Once
the required number and kind of human resources are determined, the
management has to find the places where the required human
resources are/will be available and also find the means of attracting
them towards the organization before selecting suitable candidates for
jobs. All this process is generally known as recruitment. Some people
use the term “Recruitment” for employment. These two are not one
and the same. Recruitment is only one of the steps in the entire
employment process. Some others use the term recruitment for
staffing. These are not the same either. Technically speaking, the
function of recruitment precedes the staffing function and it includes
only finding, developing the sources of prospective employees and
attracting them to apply for jobs in an organization, whereas the
staffing is the process of recruiting employees who are eligible for
certain position in a company or organisation. Formal definition of
recruitment would give clear cut idea about the function of
recruitment.

Recruitment

Recruitment is the process that helps in taking decision whether the

applicants are suitable for the fill the vacancy or not. It is clearly in
the interest both the organization as well as applicants. The efficient
process of recruitment may be helpful to describe-

a) What resources you want?

b) What resources are available?
c) Where and how can they be found?

3
Recruitment is a ‘linking function’-joining together those with jobs to
fill and those seeking jobs. It is a ‘joining process’ in that it tries to
bring together job seekers and employer with a view to encourage the
former to apply for a job with the latter.

Definitions:

“Recruitment is the process of searching for prospective employees

and encouraging them to apply for jobs in an organization.”

OR

“Recruitment is a process to discover the source of manpower to meet

recruitment of the staffing schedule and to employ effective measures
in adequate number to facilitate effective Staffing of a working
force.”

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PURPOSES AND IMPORTANCE:

The general purpose of recruitment is to provide a pool of potentially

qualified job candidates. Specifically, the purposes are to:

 Determine the present and future requirements of the

organization in conjunction with its personnel-planning and job-
analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the Staffing process by
reducing the number of visibly, under qualified or overqualified
job applicants.
 Help reduce the probability that job applicants, once recruited
and selected, will leave the organization only after a short period
of time.
 Begin identifying and preparing potential job applicants who
will be appropriate candidates.
 Induct outsiders with a new perspective to lead the company.
 Develop an organizational culture that attracts competent people
to the company.
 Search or head hunt/head pouch people whose skills fit the
company’s values.
 Devise methodologies for assessing psychological traits.
 Search for talent globally and not just within the company.
 Anticipate and find people for positions that do not exist yet.
 Increase organizational and individual effectiveness in the short
term and long term.
 Evaluate the effectiveness of various recruiting techniques and
sources for all types of job applicants.

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FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -

1) INTERNAL FACTORS
 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Company’s size
 Cost of recruitment
 Company’s growth and expansion.

2) EXTERNAL FACTORS
 Supply and Demand factors
 Unemployment Rate
 Labor-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors

SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for

its recruitment processes from two kinds of sources: internal and
external sources. The sources within the organization itself (like
transfer of employees from one department to other, promotions) to
fill a position are known as the internal sources of Recruitment.

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Recruitment candidates from all the other sources (like outsourcing
agencies etc.) are known as the external sources of the recruitment.

Process of Recruitment

The recruitment process includes:

1) Determination of vacancies

2) Considering the sources

3) Preparing and publishing information.

Recruitment Process

1. Determination of vacancies: The first stage in the procedure is

concerned with the question- what resources are needed i.e., the
determination of vacancies will depend on the aims and objectives of
the organization. In practice, vacancies of jobs may occur in an
organization.
 When an organization is newly setup.
 When there is any change in policy, technology, location.
 When employees leave the organization and need to be
replaced.

2. Considering the source: This stage is concerned with the supply

and availability of resources. The sources of supply do not remain
constant but vary from time to time. Frequently they are divided into
two groups
Internal sources: Internal sources of recruitment consist of
employees who are already on the pay roll of an organisation. It also
includes former employees who have returned to work for the
organisation.

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  Present employees, permanent, temporary and
casual employees already on the pay roll of the
organization.
 Retired and retrenched employees who want to
return to the company may be hired.
 Dependents and relatives of deceased and disabled
employees.
External sources: - Since it is possible to fill all vacancies
through internal sources, the manpower managers must be
familiar with external sources. These sources generally include:

 Person introduced and recommended by present and

former employees or trade unions.
 Employment exchanged and private employment
agencies.
 Open advertisement
 Gate hiring of unskilled workers.
 Casual applicants.
 Temporary or badly workers

3) PREPARING AND PUBLISHING INFORMATION: - After

determination of vacancies and considering the source, the next
important step of recruitment process is preparation and publication of
information. It requires special attention and skill. The object of
publication of information is following:
 It should be sufficient to give complete and accurate
details about job and its requirement.
 It should attract attention of maximum number of
suitable candidates.
 It should create a favorable image of the organization.

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The preparation of information should be based on job analysis. It
should mention the special features required in the applicant that are
important to the job.

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METHODS OF RECRUITMENT

The following are the most commonly used methods of recruiting

people. They are:

INTERNAL METHODS:

1. Promotions and Transfers-- This is a method of filling

vacancies from within through transfers and promotions. A
transfer is a lateral movement within the same grade, from
one job to another. It may lead to changes in duties and
responsibilities, working conditions, etc., but not necessarily
salary. Promotion, on the other hand, involves movement of
employee from a lower-level position to a higher-level
position accompanied by (usually) changes in duties,
responsibilities, status and value.

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External (direct) Methods:

1. Campus Recruitment--It is a method of recruiting by visiting

and participating in college campuses and their placement
centers. Job seekers are provided information about the jobs
and the recruiters, in turn, get a snapshot of job seekers through
constant interchange of information with respective institutions.

External (Indirect) Methods:

Advertisements-- These include advertisements in newspapers; trade,

professional and technical journals; radio and television; etc. in recent
times, this medium has become just as colourful, lively and
imaginative as consumer advertising. The ads generally give a brief
outline of the job responsibilities, compensation package, prospects in
organizations, etc.
 Newspaper Ads: Here it is easy to place job ads without much of
a lead time. It has flexibility in terms of information and can
conveniently target a specific geographic location. On the
negative side, newspaper ads tend to attract only those who are
actively seeking employment at that point of time, while some
of the best candidates who are well paid and challenged by their
current jobs may not be aware of such openings.
 Television and radio ads: These ads are more likely to each
individual who are not actively seeking employment; they are
more likely to stand out distinctly, they help the organization to
target the audience more selectively and they offer considerable
scope for designing ads creatively.

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STAFFING
The size of the labour market, the image of the company, the place of
posting, the nature of job, the compensation package and a host of
other factors influence the manner of aspirants are likely to respond to
the recruiting efforts of the company. Through the process of
recruitment, the company tries to locate prospective employees and
encourages them to apply for vacancies at various levels.
Staffing helps to find and hurry people who are qualified for job
position and will benefit the company it also improves the quality and
quantity of work done by the company or organisation because they
staffed the optimum people. Staffing refers to the process of finding
the right employee with appropriate qualification or experience and
recruiting them to fill a position, role or job. The staffing model refers
to data that measures work activities how many labours hour is
needed and how employee time is spent.

Defination:

In Staffing is an operation of recruiting the employees by evaluating

their skills and knowledge before offering them specific job roles
accordingly. Staffing is a managerial function which involves
obtaining, utilising and retaining, qualified and competent
personnel to fill all position of an organisation, from top to operative
echelon. In finer terms, staffing is placing the right person at the right
job.

PURPOSE:

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 The human resources team ensures new staff members can meet the
needs of the organisation have a positive transition into the company
and have the immediate necessary skills to perform the task at hand
HR eases the transition by providing orientation and in many cases a
booklet of employee expectations. The HR team also manages the
staffing aspects of an employee living the firm. In this instance the
role and purpose of staffing is offering an exit interview to understand
why the employees is living and under what conditions. such
interviews provide the HR team with pertinent trends, such as
employees routinely living to work competitors. Another ancillary
role of staffing is ensuring the organisation has enough workers to
make its labour demands to do this successfully strategic human
resources personnel part take in the forecasting process with the
management team.
the needs of the job are matched with the profile of candidates. The
most suitable person is then picked up after eliminating the unsuitable
applicants through successive stages of Staffing process. How well an
employee is matched to a job is very important because it is directly
affecting the amount and quality of employee’s work. Any
mismatched in this regard can cost an organisation a great deal of
money, time and trouble, especially, in terms of training and operating
costs.
In course of time, the employee may find the job distasteful and leave
in frustration. He may even circulate ‘hot news's and juicy bits of
negative information about the company, causing incalculable harm to
the company in the long run. Effective election, therefore, demands
constant monitoring of the ‘fit’ between people the job

Staffing Process:

Steps in Staffing Process

Step 1 : Assessing manpower needs
Step 2: Recruitment
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Step 3: Selection

Assessing Manpower Needs: Based on the work that needs to be

done, it should be fairly easy to estimate what manpower
requirements are. we can do this by using
 Workload analysis: Determining the various jobs being done
and any existing organizational objectives.
 Workforce analysis: Assessing the existing abilities of the
current employees, what is missing, and how much manpower is
necessary to fill these needs.
Recruitment: Once you know what you are looking for. You will
need to search for the right candidates and find a way to motivate
your them to join your team. This is commonly done by:
▫ Exploring the different sources available for finding new
employees
▫ Determining how dependable each of these sources are
▫ Deciding which source, you wish to use

Selection: When selecting you new employee, it is often necessary to:

 Perform a preliminary screening
 Carry out an interview
 Do reference and background checks
 Decide the employee you wish to hire
 Make the job offer -

Recruitment VS Staffing

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1. The recruitment is the process of searching for
candidates and attracting potential candidate WHEREAS
Staffing is the process of employing, developing and
retaining the people in an organization.

2. Recruitment is finding prospective candidates for

vacancy and then including them to apply for the same
WHEREAS Staffing elaborate process to acquire,
employ, develop, compensate and retain employees

3. Recruitment is a part of the staffing process

WHEREAS Staffing is one of the functions of
management.

4. Recruitment is single-step and thus has limited scope

in comparison WHEREAS Staffing is series of steps
involved.

5. Recruitment is a short-term process where you have

to find and encourage people to apply for your job
vacancies WHEREAS Staffing is a long-term and
continuous process of your organization.

6. Recruitment happens only in the initial stages starts

with searching for suitable candidates and ends with
receiving applications. WHEREAS Staffing flows
through recruitment, selection, training and development
and ultimately promotion and compensation.

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 CHAPTER 2
LITERATURE REVIEW
RECRUITMENT: Recruitment is a process of attracting
individuals on a timely basis in sufficient numbers and
with appropriate qualification, to apply for jobs within an
organisation. It is the process of finding and attracting
capable applicants for the employment. The process begins
when new recruits are sought and ends when their
applicants are submitted. The result is a pool of applicants
from which new employees are selected.
Staffing: Staffing process is a decision-making process.
This step consists of a number of activities. A candidate
who fails to qualify for a step is not eligible for appearing
for the subsequent step. Employee's staffing is the process
of putting a right man on the right job. It is a procedure of
matching organisational requirements with the skills and
qualification of people.

Case Study Concord General has decided to install a new

cardiac surgery unit. John Michales has informed Jim Wilson
that he is confident that the State Board of Health will approve
the venture and that there are now staffing questions that need to
be resolved.
Anticipating the authorisation from the state, john instructed the
physical plant manager to renovate the storage area adjacent to
the incentive care unit. He believed that this location was the
most feasible, as the two units required many of the same pieces
of equipment and some sharing could occur, but not at the
expense of transferring machinery.

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With this in mind. John told Jim to make sure that the staffing
level s would meet the states requirements and to be prepared
for full operation in six weeks.
The new unit was to be capable of handling three patient
occupying a bed for two days. After these two days recovery
period, the patient would be transferred to a hospital floor bed
where he or she would be cared for by the floor nurse.
The preliminary reports revealed that there were enough patients
to keep the cardic surgery unit operating seven days a week .
Furthermore, Jim was aware of the stated requirement that there
be a patient – nurse ratio of one-to-one simple mathematics
revealed that Jim would need three nurses for each eight hours
shift, totalling nine nurses, plus three more nurse to round out
the staffing needs. (Three nurse would be off on any particular
day.)
Jim realised that he had twenty –eight full time nurses currently
in the intensive care unit. Although skills were similar, in order
to work in the cardiac surgery unit, a nurse must be certified by
the state certification could be obtained by attending a two –
week workshop on cardiac surgery techniques and practices. Jim
was stumped. He could not relinquish twelve nurses from
intensive care for two weeks to be trained because that would
cause staff shortages in the unit. He proceeded to contract Judy
Sapp, the hospitals nurse recruiter, to explain the situation. Judy
stated that meeting the six –week deadline was nearly
impossible, but she would help in any way she could. She told
Jim that the average recruiting time for a specialised nurse was
ten to twelve weeks but she had some idea on how to cut that
time down. however, it could be expensive she remarked.

KEY OBSERVATIONS

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The proposed addition of the cardiac surgery unit affected
concord general's human resource plan
As the goal to make sure that staffing levels would meet the
states requirements and to be prepared for full operation in six
weeks proved difficult to attain due to following reasons:
 In order to fulfil the requirements, total twelve nurses are
required three nurses for each eight hours shift, totaling
nine nurses, plus three more nurses to round out the
staffing needs so that there is a patient nurse ratio of one to
one. Although twenty –eight full time nurses were
currently in the intensive care unit, but in order to work in
the cardiac surgery unit, they must be certified by the state
certification which could be obtained by attending a two –
week workshop on cardiac surgery technique and practices
.it is not possible to send twelve nurse from intensive care
for two weeks training as it would result in staffing
shortages.
 Recruiting new staff nurse was also not possible as
average recruiting time for a specialized nurse was ten to
twelve weeks.
Human resource inventory assists in Jims and Judy's
recruiting efforts to fill the cardiac surgery unit nurse
positions

 One possible solution human resource inventory provides

both present and future characteristics (skills,
competencies, qualifications and experience profiles) of
personnel in organization and the number of personnel
available. In the case of cardiac surgery unit with the help
of human resources inventory Jim and Judy were able to
determine the qualification, availability, storage of staff
nurses.

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This staffing problem have been lessened, anticipated
Possible solution
The staffing problem could be lessened by following ways:
 Proper layout should be formulated regarding installation
of a new cardiac surgery unit i.e., what changes are
required regarding the location where it is to be installed,
how many full times nurse are to be recruited, what is the
desired qualification of these nurses, what type of training
is to be provided to the nurse so that they can understand
the working of new cardiac surgery unit, etc. ..
 The time duration being decided for the implementation of
cardiac surgery unit I.e., six weeks should be increased so
that proper preparation like new recruitment and training
can be done.
 Budget can also be increased as according to Judy Sapp,
the ideas regarding cutting the recruitment time for new
nurses is expensive.
Lesson learned from concord general

 Lesson learn from this is that every decision involves some

kind of risk, because a decision affects future events and
one can never be sure whether a particular decision varies
in terms of risk -taking aptitudes and capabilities.
Therefore, decision should not be taken in hurry, one
should take proper time, make proper plan and consult
with other members as well. It provides specialized inputs
in defining variables and suggests alternatives that the
individual alone is unlikely to come up with

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 CHAPTER 3
RESEARCH METHODOLOGY
Objective of the study

The objective of the study is to understand and critically analyse the

recruitment and Staffing procedure at VASHINAVI TATA MOTORS
1. To know the perception of employees regarding recruitment and
staffing process.
2. To know the recruitment process followed in Vaishnavi Tata
Motors.
3. To know the staffing process followed in Vaishnavi Tata Motors.
4. To review HR policies pertaining to recruitment and staffing.

TYPE OF DATA
Speed based recruitment metrics like time to hire, time to
acceptance, time to start, time to approve and time per
stage.
Quality based recruitment metrics like submission to
acceptance rate, source of hire, application per job,
candidates per hire and retention rates.

DATA COLLECTION TOOL

Questionnaire: It is a research instrument consisting of
series of questions (or other types of prompts) for the
purpose of gathering information from respondents.

Advantages of questionnaire
1 The questionnaire has a great potentiality when it is
properly used.

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2 it is an economical way of accumulating information of
significance from international market.
3 It permits group administration and is adaptable to ant
objectives. It can cover a large group at the same time.
4 It is easy to plan, construct and administer.
5 It helps in focusing the respondent's attention on all the
significant items. As it is given in a written from,
recording of response from the respondents ensures
uniformity.
6 It places less pressure on the subject for immediate
responses. He can answer it at leisure whereas interview
and observation demand specific fixation of time and
situation.
7 The responses given by the subjects are available in their
own language and versions.

Process of Questionnaire
 Identify your research aims and the goals of your
questionnaire.
 Define your target respondents
 Develop questions
 Choose your question type
 Design question sequence and overall layout
 Run a pilot

Locale of study
 Bulandshahr
Tool of Data Interpretation

Qualitative Date: Qualitative data is a type of data that

describes information. It is investigative and also often
open-ended, allowing respondents to fully express

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 themselves. Qualitative Data can be divided into two types
namely; Nominal and Ordinal Data
Nominal Data is a classification of categorical variables,
that do not provide any quantitative value.
Ordinal Data is a type of qualitative data where the
variables have natural, ordered categories and the distances
between the categories are not known.

REPORT DESIGN- Determined the Information Sources: The

data has been gathered through secondary sources.

PRIMARY DATA- is collected through questionnaire, which

involves face to face interaction with the organisation members.

SECONDARY DATA- has been collected through magazines,

newspapers, and websites and through other approaches.

DATA COLLECTION-The data has been collected by gathering

information through the official websites and magazines.

SAMPLING TECHNIQUE: The samples were taken on the basis of

simple random and convenient sampling. The tool used for the
analysis is done by designing a Questionnaire consisting of maximum
10 questions.

NATURE OF STUDY-The project on which work is done is

descriptive and inferential in nature.

DATA SOURCE: I took the help of both primary as well as

secondary sources.

Primary Sources is being interaction with the organization members.

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Secondary Sources is being the Internet as the medium and the
official sites of the companies and corporate selling and feedback of
VASHINAVI TATA MOTORS.

INSTRUMENT USED- A Questionnaire was used for knowing their

views for both the segments horizontal and vertical. The company in
which the research is done provided the Questionnaire and an idea of
its prospective clients.

CHAPTER-4 FINDINGS

The present study generates insights on recruitment and

staffing, which is a set of actions undertaken by
organisation to identify the candidates with the
necessary skills and knowledge to be placed in a right
job. The findings of these factors suggest the
similarities and variations in the recruitment and
staffing method. The recruitment and staffing are to
determine the decision as to which candidates will get
employment offer. The aim of this practices is to
improve the fit between employees, the organisation,
teams and work requirements and thus to create a better
fit between the individuals' abilities and the
organisation requirements. Recruitment and Staffing is
positively related to all organizational performance's
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variables such as effectiveness, efficiency, innovation,
and quality .

To know the recruitment process in vashinavi tata

motors:

Step 1: whenever there is a vacancy in the company

first it will be known by the project manager .the
project manager will inform to general manager about
the vacancy.

Step 2: once the general manager comes to know about

the vacancy in the company, he will inform it to thane
chairman to get the approval of recruitment.

Step 3: after getting the recruitment approval the

process is done by HR manager more over the
recruitment of the company internally, that is existing
employee will be given first priority.

Sources of recruitment

Internal sources : Retired employees ,Present

employees

External sources: consultants, Internet, Newspapers

Internal sources

Present employees

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The company considers the candidate from their
sources for telecom industry because .
1 Availability of most suitable candidates.

2 The policy of the organisation to motivate the present employee.

 Retired employees

Generally, the organisation takes the candidate for the employment

from the retired employee due to obligation. Sometimes the company
re-employee the retired employees as token of their Loyalty of the
organization.

External sources

1 Consultants: these are the consultants just like the employment

exchange. In this job consultants register their names and when there
is assent for interview. Actively seeking to place and may provide
required training.

2 Internet: internet is the modern mode of recruitment. If a company

want to fill a vacancy through external source, then the internet is the
best option to choose.

3 Newspaper: Whenever there is a recruitment in the company it will

be advertised in the newspaper. Since only the newspaper is the
source of reaching the information to all the people.

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 CHAPTER 5
CONCLUSION
 A company's recruitment and selection process is the best way
to achieve success in the organization
 Structured interviews in combination with other selection
techniques are most effective
 Recruiting people with the right skills and qualities is essential
for any organization if it is to maintain and improve its
efficiency.
 Careful analysis of the job to be done, and of the competencies
required to do it, is necessary if the right people are to be fitted
into the right job.

LEARNING AT SUMMER INTERNSHIP

 How to take initial rounds of interview.

 How to check documents filled at the time of making offer to
the candidates.
 How to update process resource update.
 How to prepare a project report.
 How to format data
 How to manage situations when they are not in our favour.
 Corporate culture and ethics to be followed.
 How to formally behave and follow rules and regulations which
are mandatory.
SUGGESTIONS AND RECOMMENDATION

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  Target audience would have been set in advance which would
have helped the company to utilize its resources to it optimum
level. More results could have been received.
 Manpower requirement for each department in the company is
identified well in advance.
 Time management is very essential and it should not be ignored
at any level of the process.
 The recruitment and Staffing through placement agencies as the
last resort and is utilized only when it is in need.
 It should not too lengthy and time consuming.
 The candidates called for interview should be allotted timings
and it should not overlap with each other

BIBLOGRAPHY
Dennis Campbell...(2021). Employees Selection as a Control System
Journal of Accounting Research, vol.50, No 50
Business studies by Sandeep Garg
Business Studies by Poonam Gandhi
https://www.smartrecruiters.. com

ANNEXURE

Ques1. Which of the following external source are used for

recruitment in Vaishnavi Motors?
I. Advertisement
II. Internet
III. Campus recruitment
IV. Consultancies
V. All of the above

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option Advertise Internet Campus Consultancie All of Tota
s ment drives s the l
above
Respon 8 3 2 8 2 20
ses
Percen 25 15 10 40 10 100
tage

Adv.
internet
campus
consultancies
all

Ques2. Does the company follow different recruitment process for

different grades of employment?
I. Yes
II. No

Options Yes No Total

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 Responses 20 0 20

Percentage 100 0 100

yes
no

Ques3. Which of the sources of recruitment and staffing are used in

Vaishnavi Tata motors?
I. Internal
II. External
III. Both

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Options Internal External Both Total

Responses 2 7 11 20

Percentage 10 35 55 100

internal
external
both

Ques4. Is there any contract signed by employee while joining the

organization?
I. Yes
II. No

Options yes no total

Responses 18 2 20

Percentage 90 10 100

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 yes
no

Ques5. How do you rate HR practices of the company?

Options responses percentage
Excellent 10 50
Good 8 30
Avg. 1 10
Bad 1 10
Total 20 100

excellent
good
avg.
bad

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Ques6. Are you satisfied with the selection process?
I. Yes
II. No

Options yes no Total

Responses 16 4 20
Percentage 80 20 100

yes
no

Ques7. The management of this organization is supportive?

I. Agree
II. Strongly agree
III. Disagree
IV. Strongly disagree

Options Agree Strongly Disagree Strongly Total

32
 agree disagree
Responses 5 9 5 1 20
Percentage 20 55 15 10 100

agree
strongly agree
disagree
strongly disagree

Ques8. Identify the source from where you came to know about the
job?
I. Advertisement
II. Gate hiring
III. Consultant
IV. E-recruitment

Options advertisement Gate Consultant e- total

hiring recruitment
Responses 9 2 4 5 20
percentage 45 10 20 25 100

33
 advertisement
gate hiring
consultant
e-recruitment

Ques9. How was the approach of management during the

recruitment?
I. Serious and positive
II. Casual
III. Negative

options Serious & casual negative total

positive
responses 12 6 2 20
percentage 60 25 15 100

34
 serious
casual
negative

Ques10. What impression you were having of Vaishnavi Tata motors

before getting recruitment?
I. Satisfactory
II. Average

Options Satisfactory average total

responses 16 4 20
percentage 75 35 100

35
Sales

satisfactory
average

36