CHAPTER-I

INTRODUCTION

Recruitment and selection constitute the process of sourcing suitable manpower to fulfill
organizational staffing needs. This entails attracting qualified applicants and efficiently selecting
the most suitable candidates. The process commences with the search for potential recruits and
concludes upon receiving their applications. It encompasses several stages, including planning,
strategy formulation, exploration, evaluation, and oversight. Recruitment sources are classified as
internal and external channels

Selection involves key elements: process quality, company policy, management perspective, and
probationary duration. Varied tests like Ability, Aptitude, Personality, Interest, Graphology,
Medical, and Genetic screenings are utilized. The final decision hinges on test results, interviews,
references, and HR's pivotal role

Recruitment involves attracting capable personnel for various roles, encompassing identifying
labor market sources, creating new sources, and garnering numerous applications for effective
selection. The selection process entails crafting policies, and procedures, and evaluating
candidates against job specifications.

Recruitment is the process of identifying potential candidates for existing or anticipated job
openings. Managers face constraints when selecting recruitment sources, including organizational
image, internal policies, job appeal, union and government stipulations, as well as budgetary
considerations.

Prominent employee recruitment sources comprise internal searches, advertisements, employee

referrals, employment agencies, educational institutions, professional associations, and unsolicited
applicants. In practice, recruitment approaches tend to differ based on job level and skill
requirements

Effective selection can curtail replacement and training costs, mitigate legal issues, and yield a
more productive workforce. The central aim of selection is to forecast the success of job
applicants. The process includes informing candidates about the role and organization. Key steps
in the selection process are the initial screening interview, application form completion,
employment tests, comprehensive interview, background checks, physical exam, and final hiring
decision. In this process, failure at any stage leads to applicant rejection. Selection tools aid
managers in predicting an applicant's potential job performance.
NEED OF THE STUDY

 The study's objective is to understand the real-world application of theoretical knowledge

regarding the recruitment and selection process.
 It aims to explore the recruitment and selection procedures at HYUNDAI MOTOR
COMPANY, evaluating their effectiveness.
 The study seeks to assess the company's current and future personnel needs through
personnel planning and job analysis activities.
 It also aims to comprehend the organization's recruitment and selection process.
OBJECTIVES OF THE STUDY

 To study about the process of recruitment and selection at Hyundai

 To identify the recruitment strategies and selection methods followed by the Hyundai
Motors Limited
 To make study on the crucial factors responsible for the selection process
 To study the perception of employees about recruitment and selection process at Hyundai
 To suggest best recruitment and selection process

SCOPE OF THE STUDY

The study's scope involves assessing the satisfaction levels of both employers and employees
concerning the recruitment and selection techniques employed by the company. It intends to
identify any deviations that could impact the research outcomes. In addition to comprehending
recruitment methods, the study aims to provide insights into the corporate culture prevalent within
the organization. This exploration extends to understanding authority-responsibility relationships
across different levels. Given the expansive nature of the topic (recruitment and selection), the
designated research time may prove inadequate for a comprehensive study. The study was
confined to the "HYUNDAI MOTOR COMPANY" in the Hyderabad territorial division,
specifically focusing on its recruitment policy. The study's outcomes can aid in making informed
decisions about candidate selection and suggest improvements for the recruitment and selection
process. Ultimately, the study centers on gaining a deeper understanding of the recruitment and
selection procedures.
RESEARCH METHODOLOGY
The methodology section serves to outline the research approach. This encompasses the
overarching research design, the method of sampling, the process of data collection, and the
subsequent analysis procedure. The study involved selecting a convenience sample of 15
respondents from the total population associated with Hyundai Motor Company. This
methodology provides a framework to describe the research procedure in detail.

The chosen sample procedure for this study is a statistical sampling method. Employees were
randomly selected and subsequently interviewed. The information gathered was primarily derived
from questionnaires that were completed by the selected sample of employees. This method allows
for a systematic and structured approach to collecting data for the study.

In addition to the primary data collection method, a secondary approach was employed. This
involved referencing various books listed in the bibliography and conducting research by
exploring the company's official website. This supplementary method contributed to a
comprehensive and well-rounded understanding of the subject matter.

Primary Data
Questionnaire: The questionnaire design aligns with the study's nature, utilizing direct and
structured questions. The questionnaire includes a blend of both closed-ended and open-ended
inquiries. It will be administered to pertinent respondents from various departments, particularly
those within the Personnel and related departments of the organization. This approach ensures a
well-organized and focused data collection process.

Secondary Data
 Organizational Literature: This involves utilizing any pertinent material provided by the
organization, including documents detailing the Company profile, recruitment & selection
procedures, Job specifications (Hyundai Motor Company), department-wise distribution of
manpower, and the organizational structure.
 Other Sources: To complement the study, various external sources will be referenced.
These encompass relevant journals and magazines, such as Human Capital, as well as
newspaper articles. Additionally, company brochures and articles available on websites
will be consulted to further support the research objectives.
DATA COLLECTION METHODS
The data for the study was collected through primary and secondary METHODS

Primary Data:
Primary methods entail gathering firsthand information directly from sources. This study
employed two main primary methods:

Interview Method: Through this approach, inquiries were directed to employees and managers at
HYUNDAI MOTOR COMPANY, focusing on the recruitment and selection process. The
effectiveness of this process was assessed, and input was sought regarding any necessary or
desired alterations. Notably, a substantial portion of the sample consisted of managers from
various departments, making them a significant contributor to the interview data. This method
ensured insights from diverse perspectives within the organization, shedding light on key aspects
of the recruitment and selection process and potential improvements.

Questionnaire Method: A structured set of questions was prepared and administered to selected
respondents. This method enabled systematic data collection, providing a quantitative overview of
opinions and experiences.

Secondary Data:
Secondary methods involve utilizing pre-existing information, commonly referred to as second-
hand data. In this study, such methods were employed to access historical information.
Specifically
HR Journals: Various HR journals published by the organization were consulted. These journals
served multiple purposes, including internal HR department use and reference by other
departments. They provided insights into HR activities, performance evaluation systems, bonus
structures, and other pertinent subjects.
Sample Size: 100

PERIOD OF THE STUDY:

For numerous years, HYUNDAI MOTOR COMPANY in Hyderabad has adhered to a consistent
appraisal process for both its executives and employees. In the context of my project, data about
the previous year was gathered within a 45-day timeframe. This data collection window provided a
focused snapshot of the organization's appraisal practices, contributing to the project's analytical
scope.

TOOLS AND TECHNIQUES

 Questionnaires
 Percentage method.

A Sample of 100 is selected through convenient random sampling.

LIMITATIONS OF THE STUDY
 The sample used in the study may not be representative of the entire population or the
target group being studied.
 Recruitment and selection studies often rely on self-report measures, such as surveys or
interviews, to gather data.
 Researchers conducting recruitment and selection studies often have limited control over
the actual hiring process within organizations.
 Studying recruitment and selection processes within organizations may raise
ethical concerns.
 CHAPTER-II
REVIEW OF LITERATURE
Sally A. Carless and Amantha Imber (2007) conducted a study to investigate the potential
influence of interviewer characteristics on applicant attraction, job choice intentions, and applicant
anxiety. The study involved surveying graduate applicants before and after a selection interview.
Through structural equation modeling, they analyzed the proposed model. The results revealed
that interviewer characteristics (such as warmth, unfriendliness, job knowledge, general
competence, and humor) had both direct and indirect effects on applicant attraction and job choice
intentions.

Ewart Keep and Susan James (2015) conducted a study to provide an overview of the literature
on recruitment and selection (R&S) and explore its connection to various aspects of education and
training policy and practice. The study aims to understand R&S as a holistic process rather than an
isolated strategies. It catalyzes and stimulates discussion on the neglected topic of R&S and its
influence on education and training policy debates. The study seeks to uncover the extent to which
R&S affects broader policy discussions related to education and training.

According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories
highlight recruitment and selection techniques, emphasizing the advantages of interviews,
assessments, and psychometric tests in the employee selection process. They also mention that
recruitment can be done internally, externally, or through online platforms. The process involves
various steps such as defining recruitment policies, creating job postings, advertising, receiving
job applications, conducting interviews, assessments, decision-making, formal selection, and
training (Korsten 2003).

According to Ongori Henry and Temtime Z (2016), recruitment and selection practices are
crucial entry points for human resources in any organization, playing a significant role in
determining the success and sustainability of SMEs. These practices can foster innovation,
survival, and growth for SMEs if given serious attention by owners/managers. While many studies
have focused on recruitment and selection in large and multinational firms in developed countries,
limited research has been conducted on SMEs in developing economies, despite their substantial
contributions to employment and economic growth. The objective of this research is to develop
distinct recruitment and selection strategies customized to the specific requirements of small and
medium-sized enterprises (SMEs) in developing countries.
In a study by Jie Shen & Vincent Edwards (2018), HRM issues within Chinese multinational
enterprises (MNEs) were explored, with a focus on the recruitment, selection, and repatriation of
expatriate management in ten Chinese MNEs. Given the rapid internationalization of Chinese
firms, International Human Resource Management (IHRM) in the Chinese context has garnered
significant attention from academics and practitioners. The IHRM approach adopted by Chinese
MNEs has become a critical area of study in management. This article presents a portion of the
findings from a recent study on Chinese IHRM. The study concludes that while recruitment and
selection policies and practices in Chinese MNEs demonstrate a greater adoption of modern HRM
concepts compared to domestic Chinese firms, current practices still diverge from those of major
Western MNEs.

Alan Price (2007) defines recruitment and selection as the formal process of identifying and
attracting qualified applicants for employment. In his book "Human Resource Management in a
Business Context," Price emphasizes that effective employee selection involves more than a
simple process and requires careful management judgment and planning. He notes that businesses
compete to hire the most qualified candidates, particularly for innovative projects. Management
decisions in hiring are influenced by the fit with corporate culture and ethics. Price suggests that
competent applicants who are well-versed in position requirements, including teamwork, are
shortlisted for management positions, where being a team player is a prerequisite.

In the work by Silzer et al. (2010), the hiring process is highlighted as encompassing more than
just candidate selection and application acceptance; it also involves the retention and management
of chosen employees. Their focus on talent management addresses the question of whether talent
is inherent or can be developed through learning. This work emphasizes that HRM theories can
guide effective recruitment strategies, although organizations must apply these general theories to
their specific contexts. Silzer et al. (2010) emphasize that successful talent strategies aim to build a
compelling case and a blueprint for thriving in a dynamic and competitive economy, where the
acquisition, utilization, and retention of human capital—critical talent—play a pivotal role in
determining a company's competitive advantage and success.

Celina Solek-Borowska and Maja Wilczewska's study (2018) addresses a gap by examining the
impact of e-recruitment on the overall design of the recruitment process. The main objective is to
analyze how new technology has shaped the recruitment process, illustrated through the example
of ItutorGroup. The chosen strategy involved video recruitment. The study reveals that e-
recruitment transforms the conventional recruitment process into a flexible, location-independent,
and collaborative method of hiring.
Anju Khandelwal and Avanish Kumar's study (2019) underscores the critical role of a capable
workforce in the success of modern organizations. The recruitment and selection process for
employees, both in the private and public sectors, has been a significant concern requiring
attention. Organizations aspire to attract top-tier human resources to fulfill their needs and achieve
optimal performance. Numerous methods are available for candidate recruitment in this field. The
paper's objective is to explore the relationship between an organization's recruitment and selection
process, as well as its impact on organizational growth and effectiveness. The study assumes a
strong influence of recruitment on the selection of appropriately skilled candidates, resulting in
cost-effective outcomes.

The study by Agustiawan Djoko Baruno and Leny Novita Permatasari (2020) aims to assess
the combined and individual impacts of the recruitment and selection processes on employee
performance support. Using associative and quantitative methods, the research employed primary
data sources through a questionnaire. The population consisted of 56 respondents, specifically
employee technicians from PT. Telkom Akses Surabaya Utara. The study utilized Partial Least
Square (PLS) analysis, including tests for convergent validity, discriminant validity, composite
reliability, Cronbach's alpha, R-squared, simulation test (F-test), and partial test (T-test). The
analysis results indicate that both the recruitment and selection processes collectively influence
employee performance. The simultaneous effect is supported by an F-value of 40.991, exceeding
the table value of 4.02, with a significance level (Sig) of 0.000, smaller than 0.05. Moreover, the
study reveals that the recruitment process partially affects employee performance, as evidenced by
a T-value of 3.024, surpassing the table value of 1.96, and a significance value (P-value) of 0.003,
below 0.05. Similarly, the selection process also has a partial impact on employee performance, as
indicated by a T-value of 2.856, exceeding the table value of 1.96, and a significance value (P-
value) of 0.004, below 0.05.
 CHAPTER-III
INDUSTRY PROFILE
&
COMPANY PROFILE
 INDUSTRY PROFILE
Introduction
The automobile industry plays a significant role in India's economy, contributing around 22% to
the manufacturing GDP. This sector is a major source of employment, generating not only direct
jobs but also multiple indirect jobs through ancillary businesses. It's estimated that each job in the
auto industry leads to the creation of three to five additional jobs in related sectors.
India's domestic market size and growth prospects have drawn the interest of numerous
international automobile manufacturers. The country currently stands as the third-largest global
exporter of two-wheelers, following China and Japan. A report from Standard Chartered Bank
predicts that India is poised to surpass Thailand's global market share in auto exports by the year
2020.
The upcoming years are anticipated to bring steady, yet cautious expansion in the Indian
automobile industry, driven by increased affordability, rising incomes, and untapped markets.
Supported by government initiatives and global trends like declining natural rubber prices, the
Indian automotive sector is expected to experience significant growth.

Market size
Between April 2005 and August 2019, the Indian automobile industry received a total foreign
direct investment (FDI) inflow of approximately US$ 10,119.68 million, according to data from
the Department of Industrial Policy and Promotion (DIPP).
In July 2018, 137,873 passenger cars were sold in India, whereas in the same month of 2019,
131,257 units were sold, as per data from the Society of Indian Automobile Manufacturers
(SIAM). Among the major automakers, Maruti Suzuki, Hyundai Motor India, and Honda Cars
India experienced the highest sales growth, with increases of 15.45%, 12%, and 11% respectively.
The three-wheeler segment recorded a remarkable 24% growth, reaching 51,461 units due to
heightened demand in urban areas. Overall, sales in various vehicle segments experienced a 12%
year-on-year growth, totaling 1,586,123 units.
Scooter sales have surged by 29% in the current fiscal year, constituting 27% of the entire two-
wheeler market compared to a mere 8% a decade ago. The consistent growth in scooter demand,
surpassing supply, has led Honda to establish its inaugural dedicated scooter manufacturing plant
in Ahmedabad.

The tractor sales in India are projected to experience a compound annual growth rate (CAGR) of
8-9% over the next five years. This growth trajectory positions India as a high-potential market for
numerous international tractor brands.
Investments
In recent times, several significant investments and developments have been witnessed in the
Indian automobile sector to align production with demand. Some notable instances include:

 Ashok Leyland's investment of Rs 450–500 crore (US$ 73.54–81.71 million) in India for
capital expenditure and investment during FY20 to manage its global assets.
 Honda Motors plans to establish the world's largest scooter plant in Gujarat, with an annual
production capacity of 1.2 million units, aiming to lead the Indian two-wheeler market.
 Yamaha Motor Co's restructuring of its India operations, with Yamaha Motor India (YMI)
taking charge of corporate planning, business expansion, quality control, and regional
control.
 Hyundai Motors' adoption of the 'hub-and-spoke' model, designating India as a key
manufacturing base and establishing mini hubs in overseas markets like Africa, the Middle
East, and South East Asia.
 Hero Cycles' acquisition of a majority stake in German bicycle company Mitteldeutsche
Fahrradwerke AG (MIFA) through its unit OPM Global, with plans to invest €4 million
(US$ 5.09 million) for restructuring the acquired company.

Government Initiatives
The Government of India actively promotes foreign investment in the automobile sector by
allowing 100 percent FDI under the automatic route. To stimulate manufacturing, the government
reduced excise duties on various vehicle categories, including small cars, motorcycles, scooters,
commercial vehicles, sports utility vehicles (SUVs), and mid-to-large segment cars. This move
aimed to encourage growth and attract investments.
Furthermore, the government's efforts to resolve VAT disputes have yielded positive outcomes,
prompting major Indian auto manufacturers such as Volkswagen, Bajaj Auto, Mahindra &
Mahindra, and Hyundai Motors to announce substantial investments of approximately Rs 11,500
crore (US$ 1.87 billion) in the state of Maharashtra. These measures reflect the government's
commitment to fostering a conducive environment for the growth of the automobile industry.
The Automobile Mission Plan, spanning from 2006 to 2016, was formulated by the Indian
government to accelerate and maintain growth within the automobile sector. This plan aimed to
enhance the industry's development by providing strategic direction and support.
Additionally, a robust Regulatory Framework, overseen by the Ministry of Shipping, Road
Transport, and Highways, contributes significantly to bolstering the automotive sector. This
framework provides necessary guidelines, regulations, and policies that create a conducive
environment for growth, innovation, and sustainability within the industry.
The Government of India has designated the Society of Indian Automobile Manufacturers (SIAM)
and the Automotive Components Manufacturers Association (ACMA) to play pivotal roles in
fostering the progress of the Indian automobile industry. These organizations are entrusted with
the responsibility of coordinating efforts and initiatives aimed at the growth, advancement, and
overall development of the automotive sector in the country.
Road Ahead
The outlook for the automobile industry hinges on favorable consumer sentiments and demand for
vehicles. As the festival season approaches, the Indian auto sector anticipates an upsurge in
demand, contributing to substantial growth. An auto dealer survey conducted by UBS indicated
that factors such as the upcoming festival season and a reduction in fuel prices could lead to a 12
percent year-on-year growth in the Indian auto industry for the fiscal year 2020.

Furthermore, in line with global trends, the Indian auto sector is projected to witness a significant
increase in the adoption of hybrid vehicles in the coming years.

In 2020, the growth narrative for the Indian automobile industry was primarily driven by the two-
wheeler segment, while demand for passenger cars and commercial vehicles remained subdued
due to factors like high-interest rates and a sluggish manufacturing sector.
In that same year, the Competition Commission of India (CCI) imposed a penalty of Rs. 2,544.65
crore ($415 million) on 14 car manufacturers for engaging in restrictive trade practices that
hindered the entry of independent repairers into the market. Additionally, several prominent car
makers had to recall certain models due to faulty components.
During a period when segments like passenger cars and commercial vehicles experienced negative
growth, the two-wheeler manufacturers achieved a notable growth rate of around 13 percent from
January to October. This robust performance in the two-wheeler sector contributed to an overall
growth of 9.8 percent by volume in the automotive industry year-on-year (YoY) during the same
January to October period.
Indeed, the two-wheeler segment has displayed remarkable resilience, being the only segment to
achieve positive growth with a significant 12.9 percent year-on-year (YoY) increase in sales,
totaling nearly 13.5 million units by October. This positive performance can be attributed to the
cost-effectiveness of two-wheelers, which have resonated well with consumers.
"In India," as highlighted by Vijay Kakade, Vice President for the Automotive and Transportation
Practice at Frost & Sullivan, when speaking to IANS, the two-wheeler segment's growth can be
attributed to its affordability and appeal to consumers.
According to him, the light commercial vehicle (LCV) segment has experienced the most
significant decline, with sales dropping to around 330,000 units. This represents a considerable
year-on-year fall of 18.9 percent compared to 2013.
"The passenger car segment, along with the medium and heavy commercial vehicle segments,
witnessed a decline of 0.8 percent and 6.5 percent, respectively, during the mentioned period
compared to the previous year," Sawhney explained. The decline in sales can be attributed to the
economic slowdown and the impact of high-interest rates set by the Reserve Bank of India, which
led to reduced availability of financing options for the public," Kakade explained further.

"Fortunately, these segments have exhibited positive signs in recent months, which gives us hope
for growth in the upcoming year," Kakade concluded optimistically.
"In 2019, we observed a period of stagnation, which can be seen in a positive light as the
downward trend has come to a stop," Sawhney commented. While the industry's growth has been
gradual and not as rapid as anticipated, there have been promising signs of improvement in recent
months," Kakade observed.
P. Balendran, Vice President of General Motors India, expressed a similar perspective to IANS,
stating, "Recently, we have observed certain developments in terms of new market entrants driven
by innovative features, and a few manufacturers have also reaped the rewards from these
endeavors."
He noted that despite the reduction in excise duty, the market hasn't shown significant progress.
Customer sentiment has not improved either, as high and unchanging interest rates continue to be
a barrier.
Balendran also mentioned that despite the decrease in fuel prices, showroom inquiries have
decreased, and the conversion of inquiries into actual sales is not happening as expected. Sales of
diesel vehicles are also declining due to the decreasing price gap compared to petrol.
He expressed the hope that the government would maintain lower excise duty rates for cars and
SUVs until March 2019 and even till the introduction of the Goods and Services Tax (GST). This
continuation of favorable rates could contribute to the revival of the auto sector.
Sumit Sawhney, the chief executive and managing director of Renault India, described 2019 as a
mixed bag for the automobile industry. He noted that there has been a notable shift in consumer
sentiment due to a gradually improving economic climate in the country. However, he also pointed
out that this optimism hasn't yet resulted in consistent sales growth for the industry.
"The industry is eagerly anticipating the budget with hopes of pro-business policies that could
reinvigorate the automobile sector in India," Sawhney further commented.

Highlights of India's automobile industry in 2020 included:

 The industry witnessed an overall growth of 9.8 percent by volume year-on-year (YoY)
from January to October.
 The two-wheeler sector experienced significant growth of 12.9 percent.
 However, the passenger car, medium, and heavy commercial vehicle segments saw
contractions of 0.8 percent and 6.5 percent respectively till October.
 The light commercial vehicle (LCV) segment was severely impacted, with sales declining
by 18.9 percent YoY from 2019 until October.
 The reduction in excise duty on automobiles aimed to boost demand.
 The Competition Commission of India (CCI) imposed fines of Rs.2,544.65 crore on 14
car-makers for restrictive trade practices.

Auto manufacturers have been grappling with economic challenges over the past two years.
Despite efforts to boost sales and implement cost-effective measures, the situation remained
challenging. To achieve some semblance of balance, many manufacturers had to resort to
employee layoffs. Additionally, as part of their strategies, some companies encouraged senior
employees to opt for voluntary retirement, though the term "voluntary" in this context might be a
misnomer, given the circumstances.
In addition to providing customers with attractive offers, Hyundai Motors recently extended early
retirement offers to 600 of its employees last month. Similarly, Ashok Leyland introduced
irresistible retirement schemes for 500 employees last year (pun intended).

The sales of cars, SUVs, vans, pick-ups, and the entire commercial vehicle segment declined,
marking the first decline in the passenger vehicle market in a decade. However, the two-wheeler
market provided a silver lining, experiencing a 7.31% growth. Motorcycle sales increased by
3.91%, and scooter sales saw a significant growth of 23%. Export sales also played a role in
mitigating the impact, showing a rise of 7.21% and contributing to somewhat salvaging the year's
performance.

The downward trend in the automotive industry resulted in increased inventory and stagnation.
While the interim budget announced in February brought a slight price reduction for all vehicles, it
hasn't yet significantly boosted sales. Auto manufacturers are hopeful that the upcoming
government budget will provide further aid through potential tax cuts, aiming to stimulate the
industry and drive a resurgence in sales.

The sales figures for March 2019 demonstrated an overall growth of 12.83%, driven largely by
increased two-wheeler sales. However, the commercial vehicle segment experienced a further
decline compared to March 2018, while passenger car sales remained stagnant. Despite this, the
overall production of vehicles increased by 9.95% when comparing March figures from both
years. This suggests that auto manufacturers have maintained their confidence in the ongoing
fiscal year, anticipating improved performance.

The introduction of new A-segment compact cars by various major automobile companies appears
to be beneficial in the current economic climate, both for customers and the value chain entities.
Maruti Suzuki secured the top position with a 42% share in overall car sales, followed by Hyundai
with a 15% share. This indicates the significance of compact car offerings and market leadership
in driving sales and growth within the automotive industry.

The Society of Indian Automobile Manufacturers (SIAM) anticipates a 6% growth in the fiscal
year 2018-19, attributed to improvements in the manufacturing sector, increased investments, and
the establishment of new capacities within the industry. Vikram Kirloskar, the president of SIAM,
emphasizes the importance of stability in excise duty and a reduction in taxes for the industry's
growth. He also highlights that the automobile sector considers itself burdened by high taxes and
is hoping for a favorable regulatory environment to foster sustainable growth.
 COMPANY PROFILE

HISTORY:

Hyundai Motor Company, a prominent South Korean multinational automotive manufacturer, was
founded in 1967 and is headquartered in Seoul, South Korea. It is recognized for its extensive
influence in the automotive industry and its ownership of various brands. Hyundai owns a
significant stake of 33.88 percent in Kia Corporation, another major automotive company.
Additionally, Hyundai fully owns two marques: Genesis Motor, which specializes in luxury cars,
and an electric vehicle sub-brand. Collectively, these three brands constitute the Hyundai Motor
Group, which holds a prominent position within the global automotive landscape.

Hyundai has been successful in developing a strong lineup of popular models that cater to various
global markets. Their commitment to innovation and adaptability in response to changes in the
auto industry showcases their determination to remain a leader in the field of future mobility.

Hyundai Motor Company's journey from its early development of the Pony to becoming a global
automobile manufacturer is indeed impressive. With a widespread presence and exports to over
200 countries, Hyundai's commitment to innovation, including the pioneering efforts in hydrogen-
powered vehicles and high-end brands like GENESIS, showcases its dedication to shaping the
future of the automobile industry. By prioritizing technological innovation and progress for
humanity, Hyundai continues to play a significant role in shaping the automotive landscape.

Hyundai Motor's commitment to eco-friendly technologies and innovation is evident in its

achievements. The mass production of the hydrogen fuel cell electric vehicle Tucson marked a
significant step towards sustainable transportation. The launch of the NEXO FCEV, with its
impressive range, showcases Hyundai's dedication to advancing the capabilities of fuel cell
technology. The company's prowess in autonomous driving is evident through the successful
performance of its Autonomous Ioniq Electric vehicle, achieving a high level of autonomy as
recognized by industry standards. Collaborations with global ICT leaders and research institutes
further emphasize Hyundai's dedication to shaping the future of mobility.

Vision:

Hyundai Motor Company's vision goes beyond being an automobile manufacturer – it aims to
provide accessible mobility solutions for all. By investing in mobility services and collaborating
with prominent service providers, Hyundai is extending its influence beyond traditional
transportation. The company's commitment to clean energy is exemplified by its efforts to make
hydrogen a practical and economical energy source, thus contributing to a more sustainable global
society.

Mission:

The goal is to deliver outstanding value in the automotive sector by seamlessly integrating safety,
quality, and efficiency. This will be achieved through the collaborative efforts of a diverse team.
Alongside this, the commitment is to responsibly contribute to the community and environment
while ensuring stability and security, not just for the present but also for generations to come.
Lakshmi Hyundai was founded in 1998 in Himayat Nagar, coinciding with the launch of
Hyundai's inaugural car in India, the iconic SANTRO. The leadership and direction of the
Managing Director, Shri K. Rama Mohana Rao, have been instrumental in overseeing the entirety
of the company's operations.
Soon after the Himayat Nagar showroom, 'state-of-the-art service facilities were established at
Kukatpally, Banjara Hills, and L.B.Nagar. These service centers are well-equipped to cater to the
needs of valued customers. The management left no stone unturned to review, research, and
implement the latest technologies and methodologies to improve sales, service, and customer
satisfaction. Continuous upgrading of facilities at the sales and service outlets, along with
additions to the service agenda each time, has led to a consistent increase in the sales graph over
the years.

Here is a list of awards that the Hyundai Motor Company has received:

 In 2020, Hyundai's visionary EV concepts, 45 and Prophecy, as well as the all-new Elantra
and Hi-Charger, received honors.
 In 2019, Hyundai Motor Company was recognized for its cutting-edge vehicle design at
the IF Design Award.
 Hyundai SANTRO won the "Best of 2018" Auto X Award.
 Hyundai EON won the 'Saloon Car of the Year' Award at the 'Bloomberg UTV Auto Car
India 2017'.
 Hyundai Elantra won the 'Car of the Year' Award at the 'Car India & Bike India Awards
2016'.
 Hyundai Elantra received the 'Executive Car of the Year' Award at the 'Car India & Bike
India Awards 2019'.
 The 'Design of the Year' Award at the 'Car India & Bike India Awards 2018' was won by
Hyundai Elantra.
 Hyundai Elantra was awarded the 'Car of the Year' at the 'CNBC TV18 Overdrive Awards
2017'.
 It also received the 'Executive Sedan of the Year' Award at the 'CNBC TV18 Overdrive
Awards 2016'.
  The Hyundai Elantra received the 'Design of the Year' award at the 'NDTV Car & Bike
Awards 2013'.
 The 'Mid-Size Sedan of the Year' award at the 'NDTV Car & Bike Awards 2013' was won
by Hyundai Elantra.
 Hyundai Elantra was the recipient of the 'CNB Viewers' Choice Car of the Year award at
the 'NDTV Car & Bike Awards 2013'.
 It also won the 'Saloon Car of the Year 2012' by BBC Top Gear Magazine Awards 2012.
 Verna was awarded the 'Sedan of The Year 2016' Golden Steering Award.
 HMIL (Hyundai Motor India Limited) received the 'Automotive Company of the Year
2017' Golden Steering Award.
 Eon was recognized as the 'Entry-Level Hatchback of The Year' at the ET Zig Wheels
Awards 2011.
 HMIL received the 'Best Car Manufacturer 2016' award from Motor Vikatan magazine.

The accolades earned "Best in sales" in the southern region, "Best in finance," and being
recognized as a "Top performer" in 2005, along with their technicians being honored with a Gold
Medal for securing the top position in the world at the World Skill Olympics held in Korea, serve
as concrete evidence of their global recognition.

Based on widely held perceptions, when a customer enters LAKSHMI HYUNDAI, they are
regarded as a valuable asset. Initially, their requirements are evaluated, and thereafter, the
customer is informed about the product offerings, available services, and related offerings. The
potential buyer is provided with ample information and time to deliberate and decide on the
vehicle they wish to purchase.

A completely customer-centric approach, an unmatched commitment to service, state-of-the-art

facilities, a range of supplementary services, robust post-sales support, a commitment to quality
assurance, unwavering warranty commitment, and a dedication to excel through service are some
of the elements seamlessly woven together to create the essence of LAKSHMI HYUNDAI.
LAKSHMI HYUNDAI's success is merely the start, with even more remarkable chapters to
anticipate in its ongoing journey toward achieving the "Winning Edges".

LAKSHMI HYUNDAI MANPOWER:

Department Own Contract Total
Sales 57 0 57
Service 126 49 175
Spaces 15 0 15
Finance & 98 0 98
HR/Administration
Total 296 49 345
SALES TEAM PERFORMANCE BONUS POINTS
Universal Factors Sub-Factors No. of Points Total points
Job Knowledge & Product Information 100
Judgment
Communication Skills 75
GDMS Upgradation 100 350
Accessories Selling Skills 25
Finance Dealing Skills 50

Sales Personality Presentation Skills 50

Confidence Level 50
Voice & Body Culture 100 300
Appearance 50
Selling Skills 50

Code Of Conduct Time Management 50

Obeying Orders 100
Alertness 75 350
Company Dress 50
Attendance Record 75

Hyundai Motor India Limited (HMIL) stands as a wholly owned subsidiary of Hyundai Motor
Company (HMC) in South Korea. It has secured its position as the largest exporter of passenger
cars and holds the distinction of being the second-largest car manufacturer in India. Presently,
HMIL showcases a diverse range of 6-passenger car models spanning various segments. This
lineup encompasses the A2 segment with offerings like the Santro, i10, and i20, the A3 segment
which includes the Accent and Verna, the A5 segment featuring the Sonata Transform, and finally,
the SUV segment that boasts the Santa Fe model.

HMIL's state-of-the-art manufacturing plant, strategically located near Chennai, is a fully

integrated facility that showcases the pinnacle of advanced production, quality control, and testing
capabilities within the country. Recognizing the escalating demand, HMIL took a significant step
by inaugurating its second plant in February 2008. This second plant adds a considerable boost,
contributing an extra 300,000 units annually to the production output. As a result, HMIL's total
production capacity has been elevated to an impressive 600,000 units per annum.
Continuing its steadfast dedication to delivering Indian customers to the forefront of global
technology, HMIL has established a state-of-the-art research and development facility in the
dynamic cyber city of Hyderabad. This multimillion-dollar facility stands as a testament to
HMIL's aspiration to become a center of excellence in the realm of automobile engineering.
Through this facility, the company strives to ensure a swift response to evolving consumer
requirements and to uphold its commitment to innovation and advancement.

Serving as HMC's worldwide export hub for compact cars, HMIL stands as the pioneer
automotive company in India to attain the remarkable milestone of exporting over one million cars
in slightly over a decade. HMIL's remarkable achievement comes with the distinction of being the
top passenger car exporter in India for six consecutive years. The company's exports span across a
broad spectrum of regions, encompassing more than 110 countries in the EU, Africa, the Middle
East, Latin America, Asia, and Australia. This accomplishment underscores HMIL's global reach
and its commitment to maintaining a leadership position in the Indian automobile export
landscape.

To bolster its ambitious growth and expansion strategies, HMIL is currently backed by an
extensive network of 315 dealers and 640 service points spanning the length and breadth of India.
This robust network is set to undergo further expansion in the year 2010, reinforcing HMIL's
commitment to providing comprehensive coverage and top-notch services to its customers.

Mr. Han Woo Park's journey with Hyundai Motor Company began in 1982 when he joined the
company's finance department in Seoul, South Korea. Throughout his tenure, he has played a
pivotal role in various aspects of the company's financial operations, including costing, auditing,
and financial management. His dedicated involvement underscores his invaluable contribution to
the company's success and growth trajectory.

In 2003, Mr. Han Woo Park took on the role of Chief Financial Officer at Hyundai Motor India
Limited (HMIL). From that point onwards, he has been an instrumental figure within HMIL,
contributing significantly to various facets of the company. Operating in his capacity as CFO, he
has been intricately involved in all dimensions of HMIL's operations, assuming a pivotal role in
shaping its strategic direction and overall performance.

With an extensive background and a deep comprehension of both Hyundai Motor India Ltd and
the nuances of Indian culture, Mr. Park has garnered a wealth of experience in his leadership role
over the past seven years. Holding a degree in Business Administration from the University of
Dankook in Seoul, South Korea, he brings a solid educational foundation to his strategic guidance
and decision-making within the company. His profound understanding of both the industry and the
cultural landscape has contributed to his successful leadership in steering his team toward
achievements and growth.

Mr. Park served as the Chief Financial Officer and Senior Executive Director. He currently resides
in Chennai with his wife and is a father of two children—a son who is pursuing studies at the
University of Texas, Austin, and a daughter who is studying at SUNY Buffalo. Born on January
29, 1958, in South Korea, Mr. Park brings his extensive experience and leadership to his role in
the automotive industry.

Hyundai Motor India Engineering (HMIE) operates as a fully owned subsidiary of Hyundai Motor
Company, South Korea. It has established a cutting-edge Research and Development (R&D)
Centre in Hyderabad, India. This facility is dedicated to advancing product and design engineering
and ensuring the highest standards of quality enhancement. The R&D Centre in Hyderabad is
Hyundai's fourth overseas R&D center, demonstrating the company's commitment to harnessing
global expertise for innovation and development.

Financial investments:
Established with an investment of Rs. 184 crores, the newly constructed 200,000 square-foot R&D
Centre has a clear purpose: to enhance local content development and enable Hyundai to swiftly
respond to evolving global customer preferences. This state-of-the-art facility holds the potential
to accelerate India's role as Hyundai's hub for manufacturing and engineering compact cars on a
global scale.

The R&D Centre, located in Hyderabad, will play a crucial role in various aspects of Hyundai's
operations. It will serve as the backbone for back-end functions such as computer-aided
engineering (CAE) and computer-aided design (CAD), contributing to the ongoing research and
development activities across Hyundai's diverse car lineup. This facility will play an instrumental
role in various stages of vehicle development, encompassing styling, design engineering, as well
as vehicle testing and evaluation.

Furthermore, the R&D Centre will be at the forefront of tailoring vehicles to meet the specific
demands of Indian customers. It will play an essential role in refining and optimizing vehicles for
the Indian market, ensuring that Hyundai's cars resonate effectively with the preferences and needs
of Indian consumers.

Lakshmi Hyundai's management philosophy is guided by the spirit of creative challenge. With this
ethos, the company is committed to the pursuit of crafting a more prosperous and enriched
lifestyle for humanity. It aspires to achieve this by fostering harmony and co-prosperity among
various stakeholders in the automobile industry, including shareholders, customers, employees,
and other key partners.

This philosophy reflects Lakshmi Hyundai's dedication to continuous innovation and progress. By
embracing the spirit of creative challenge, the company aims to push boundaries, explore new
horizons, and bring about positive transformations in the automotive landscape. Through
collaboration and synergy with all stakeholders, Lakshmi Hyundai endeavors to create value, drive
growth, and contribute to the betterment of society as a whole.
The spirit of creative challenge is the driving force behind Hyundai Motor Company's success. It
fuels HMC's adaptability, innovation, and accountability. HMC aims to create profits while
prioritizing environmental and societal responsibility. The vision is "Innovation for Customers,"
focusing on global orientation, human values, customer satisfaction, technology innovation, and
cultural creation. HMC's goal is to shape an automobile culture that values customers and
promotes sustainable mobility through innovative solutions.

Our management policy is rooted in respect for human dignity. We strive to fulfill the expectations
of stakeholders, including customers and partners, by fostering positive relationships among
management, labor, executives, and employees. Effective communication of our corporate values
internally and externally is a priority, aiming to earn the trust and confidence of all stakeholders.
Our mid- and long-term strategies encompass five key areas: global management, elevated brand
values, business innovation, environmental management, and enhanced product competitiveness.
Notably, we've prioritized environmental management to align with stakeholder and societal
demands. Our commitment extends to sustainable development and environmental conservation.
MOST LIKED SMALL CAR IS SANDBOXING
New Arrivals

EON Santro Xing i10

i20 Accent Fluidic Verna

The All New Sonata

 CHAPTER-IV
DATA ANALYSIS
 1. What age group do you belong to?

Table – 4.1 Employee age

AGE NO OF RESPONSES PERCENTAGE(%)

20 – 29 38 38

30 – 39 42 42

40 – 49 13 13

50 & above 7 7

TOTAL 100 100

Figure – 4.1 Employee age

7%

13%

38%

42%

20 – 29 30 – 39 40 – 49 50 & above

Interpretation:
From the above chart, it is clear that 42% of the employees are aged between 30 – 39 years, 38%
of employees are aged between 20 – 29 years, and 13% of the employees are aged between 40 –
49 years where 7% of the employees aged 50 years and above are working in Lakshmi Hyundai.
 2. How do you find the recruitment process in Lakshmi Hyundai?

Table – 4.2 Recruitment process in Lakshmi Hyundai

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Excellent 20 20%
Very good 10 10%
Good 60 60%
Average 10 10%
Total 100 100%

Figure – 4.2 Recruitment process in Lakshmi Hyundai

70
60
60

50
Figure -4.1
40

30
20
20
10 10
10

0
Excellent Very good Good Average

Percentage

Interpretation :
20% of the employees feel that the recruitment process is excellent in Lakshmi Hyundai
Solutions. 10% of employees feel that the recruitment process is very good, 60% of
employees feel that the recruitment process is good, and 10% feel that the recruitment
process is average. The data shows that the recruitment process is good.
 3. Fitness test is necessary for all the employees at regular intervals?

Table – 4.3 Employee fitness test

GROUP NO OF PERCENTAGE (%)

RESPONDENTS
Strongly agree 65 65%
Agree 25 25%
Disagree 8 8%
Strongly disagree 2 2%
Total 100 100%

Figure – 4.3 Employee fitness test

70
65

60

50

40

30
25

20

10 8
2
0
Storngly agree Agree Disagree Stongly disagree

Percentage

Interpretation :
65% of the employees strongly agreed, 25% of the employees agreed, 8% of
employees disagreed, and 2% of employees strongly disagreed that a fitness test is
necessary for all employees at regular intervals. The data shows that a fitness test is
necessary for the employees.
 4. The screening process of candidates is very impressive.

Table – 4.4 Screening process of candidates

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Strongly agree 20 20%
Agree 70 70%
Disagree 6 6%
Strongly disagree 4 4%
Total 100 100 %

Figure – 4.4 Screening process of candidates

80
70
70

60

50

40

30
20
20

10 6
4

0
Strongly agree Agree Disagree Strongly disagree

Percentage

Interpretation :
20% of the employees strongly agreed, 70% of employees agreed, 6% of employees disagreed,
and 4% of employees strongly disagreed that the screening process of candidates is very
impressive. The data shows that the screening process is impressive in Lakshmi Hyundai
 5. The general intelligence level of each individual during selection is tested.

Table – 4.5 General Intelligence level test

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Yes 80 80%
No 20 20%
Total 100 100%

Figure – 4.5 General Intelligence level test

20%

80%

Yes No

Interpretation :
80% of the employees agree that the general intelligence is tested during selection and 20%
of the employees disagree that the general intelligence is tested during selection. The data
shows that the general intelligence of the individual is tested during the selection process.
 6. Internal employees are given more preference for referring candidates.

Table – 4.6 Internal employees’ preference for referring candidates

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Yes 20 20%
No 80 80%
Total 100 100%

Figure – 4.6 Internal employees’ preference for referring candidates

20%

80%

Yes No

Interpretation :
20% of employees say that they are given preference for referring the candidates and 80% of
employees say that they are not given preference for referring the candidates. The data shows that
the employees are given less preference for referring candidates
 7. The recruitment process helps to maintain adequate manpower to fill up
the vacancies.
Table – 4.7 Role of the recruitment process to Maintain adequate manpower

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Strongly agree 40 40%
Agree 50 50%
Disagree 8 8%
Strongly disagree 2 2%
Total 100 100%

Figure – 4.7 Role of the recruitment process to maintain adequate manpower

60

50
50

40
40

30

20

10 8

2
0
Strongly agree Agree Disagree Strongly disagree

Percentage

Interpretation :
40% of the employees strongly agreed, 50% of the employees agreed, 8% of employees
disagreed, and 2% of employees strongly disagreed that the recruitment process helps to
maintain adequate manpower. The data shows that the recruitment process helps to maintain
adequate manpower.
 8. Interviews are conducted by a group of people from different
departments.

Table – 4.8 Interviews are conducted from different departments

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Yes 96 96%
No 4 4%
Total 100 100%

Figure – 4.8 Interviews are conducted from different departments

4%

Interpretation : 96%

96% of the employees say that interview is conducted

Yes Noby a group of employees from different
departments and 4% of the employees say that interview is not conducted by a group of
employees from different departments. The data shows that the interviews are conducted by
groups of employees from different departments
 9. Do you agree that a good recruitment policy plays a key factor in the
working of an organization?
Table – 4.9 Recruitment policy is a key factor

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Strongly agree 60 60%
Agree 30 30%
Disagree 10 10%
Strongly disagree 0 0%
Total 100 100%

Figure – 4.9 Recruitment policy is a key factor

70

60
60

50

40

30
30

20

10
10

0
0
Strongly agree Agree Disagree Strongly disagree

Percentage

Interpretation :
60% of the employees strongly agreed, 30% of employees agreed, and 10% of employees
disagreed that a good recruitment policy plays a key factor in the working of an organization.
The data shows that the recruitment policy plays a key factor in the working of an organization
 10.Rate the process of recruitment and selection in this organization.

Table – 4.10 Recruitment and Selection Process Rating

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Excellent 20 20%
Good 50 50%
Satisfactory 30 30%
Not satisfactory 0 0%
Total 100 100%

Figure – 4.10 Recruitment and selection process rating

60

50
50

40

30
30

20
20

10

0
0
Excellent Good Satisfactory Not satisfactory

Percentage

Interpretation :
20% of the employees feel that the recruitment and selection process is excellent in Lakshmi
Hyundai. 50% of employees feel that the recruitment and selection process is good, and 30%
feel that the recruitment and selection process is satisfactory. The above data shows that the
recruitment and selection process is good in Lakshmi Hyundai.
 11.Which of the following attracted you to apply for the Job at Lakshmi
Hyundai?

Table – 4.11 Factors that attracted you to apply for the job

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Decent salary 0 0%
Opportunities for growth 90 90%
Job security 10 10%
Identification with the 0 0%
company
Total 100 100%

Figure – 4.11 Factors that attracted you to apply for the job

100
90
90

80

70

60

50

40

30

20
10
10
0 0
0
Decent salary Opportunities for growth Job security Identification with the
company

Percentage

Interpretation :
90% of the employees feel that they are attracted to apply for the Job at Lakshmi Hyundai for
having opportunities for growth and 10% for job security. The data shows that the employees
feel that they are attracted to apply for the Job at Lakshmi Hyundai for having growth
opportunities.
 12. In your view, which source is more reliable for recruitment?

Table – 4.12 Reliable source for recruitment

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Internal 10 10%
External 80 80%
Mix of both 10 10%
Total 100 100%

Figure – 4.12 Reliable source for recruitment

90
80
80

70

60

50

40

30

20
10 10
10

0
Internal External Mix of both

Percentage

Interpretation :
10% of the employees support internal recruitment, 80% of employees support external and
10% of employees support both. The data shows that most of the employees support
external sources.
 13. Which of these was a part of your recruitment and selection process?
Table – 4.13 Rounds in your recruitment and selection process

GROUP NO OF RESPONDENTS PERCNETAGE (%)

Written test and 10 10%
interview
Group discussion 10 10%
and interview
Interview 10 10%
All of the above 70 70%
Total 100 100%

Figure – 4.13 Rounds in your recruitment and selection process

80
70
70

60

50

40

30

20
10 10 10
10

0
Written test and interview Group discussion and interview Interview All of the above

Percentage

Interpretation :
10% of the employees are based on written tests and interviews 10% of the employees are based
on Group discussion and interviews 10% of the employees are based on Interviews, and 70% of
the employees based on all. The above data shows that the written test, group discussion, and
interview are the part of recruitment and selection process.
 14.During the interview process, what do you think is valued the most in
Your profile?
Table – 4.14 Most valued requirement of the profile during the interview
process

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Qualification 20 20%
Experience 4 4%
Personal traits 4 4%
All of the above 72 72%
Total 100 100%

Figure – 4.14 Most valued requirement of the profile during the interview process

80
72
70

60

50

40

30
20
20

10
4 4

0
Qualification Experience Personal traits All of the above

Percentage

Interpretation :
20% of employees support for qualification,4% of employees support for experience,4% of
employees support for personal traits, and 72% of employees support for all. The above data
shows that qualification, experience, and personal traits are valued in profile during the
interview process
 15.What was the time taken for the entire recruitment and selection
process?

Table – 4.15 Time taken for the entire recruitment and selection process

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Within one week 10 10%
Within two weeks 20 20%
Within three weeks 30 30%
More than three weeks 40 40%
Total 100 100%

Figure – 4.15 Time taken for the entire recruitment and selection process

45
40
40

35
30
30

25
20
20

15
10
10

0
Within one week Within two weeks Within three weeks More then Three weeks

Interpretation :
10% Within one week, 20% Within two weeks, 30% within three weeks, 40% more than three
weeks taken for the entire recruitment and selection process. The above data shows that most of
the employees say it takes more than three weeks for the entire recruitment and selection
process.
 16.What kind of interview did you undergo?

Table – 4.16 Kind of interview

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Formal and Structural 70 70%
Interview
Formal and Unstructured Interview 10 10%
Stress interview 2 2%
5Board interview 18 18%
Total 100 100%

Figure – 4.16 Kind of interview

80
70
70
60
50
40
30
18
20
10
10 2
0
ew ew ew ew
vi vi vi vi
ter ter ter ter
n n n in
ra
lI
ra
lI s si d
u re ar
ctu u ct St Bo
S tru str
d un
an d
al an
m al
F or rm
Fo

Percentage

Interpretation :
Of 100 respondents 70% were Formal and structural Interviews, 10% were Formal and
unstructured Interviews, 2% were Stress interviews, and 18% were Board interviews. The above
data shows that most of the employees underwent formal and structural interviews.
 17.What is important for an employee before recruiting into the job?

Table – 4.17 Important factors for employees before recruiting into the job

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Communication 10 10%
Subject knowledge 10 10%
Both (a)&(b) 80 80%
None of these 0 0%
Total 100 100%

Figure – 4. 17 Important factors for employees before recruiting into the job

90
80
80

70

60

50

40

30

20
10 10
10
0
0
Communication Subject knowledge Both (a)&(b) None of these

Percentage

Interpretation :
10% of the employees should have communication skills, 10% of the employees should have
subject knowledge, and 80% of the employees should have both. The above data shows that
Communication and Subject knowledge are important for an employee before recruiting into the
job.
 18.What are the reasons to apply in this organization?

Table – 4.18 Reasons to apply to this organization

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Company reputation 0 0%
Job security 0 0%
Good working conditions 20 20%
Opportunity for advancement 80 80%
Total 100 100%

Figure – 4.18 Reasons to apply to this organization

90
80
80

70

60

50

40

30
20
20

10
0 0
0
Company reputaion Job security Good working conditions Opportunity for advancement

Percentage

Interpretation :
20% of the employees support good working conditions, while 80% of the employee’s support
none of the above options. The above data shows that 80% of the employees majorly joined this
organization for advancement opportunities while 20% of the employees joined for good working
conditions. This shows that this organization has no job security and a low company reputation
 19. Have you gone through the induction program?

Table – 4.19 Employee Induction Program

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Yes 94 94%
No 6 6%
Total 100 100%

Figure – 4.19 Employee Induction Program

6%

94%

Yes No

Interpretation :
94 respondents out of 100 have gone through the induction program, while 6 respondents did not
undergo the induction program. The above data shows that most of the employees h a v e gone
through the induction program.
 20.What is the impact of induction in your work life?
Table – 4.20 Impact of induction in your work life

GROUP NO OF RESPONDENTS PERCENTAGE (%)

Excellent 10 10%
Good 70 70%
Satisfactory 20 20%
Not satisfactory 0 0%
Total 100 100%

Figure – 4.20 Impact of induction in your work life

80
70
70

60

50

40

30
20
20
10
10
0
0
Excellent Good Satisfactory Not satisfactory

Percentage

Interpretation :
10% of the employees feel that the impact of induction in their work life is excellent in
Lakshmi Hyundai, while 70% of employees feel that the impact of induction in their work life
is good and 20% of employees feel that the impact of induction in their work life is Satisfactory
and none of the employees feel that the impact of induction in their work life is not satisfactory.
The above data shows that the impact of induction in work life is good.
 CHAPTER-V
FINDINGS
SUGGESTIONS
CONCLUSIONS
&
BIBLIOGRAPHY
 FINDINGS
 It’s found that 42% of the employees aged between 30 – 39 years are working in Lakshmi
Hyundai.
 60% of the employees believed that the recruitment process was good.
 65% of the employees believed that fitness test is mandatory.
 70% of the employees are satisfied with the current screening process.
 The company prefers to check employees’ general intelligence before recruiting.
 There is no favoritism in Lakshmi Hyundai for referring candidates.
 The recruitment process in Lakshmi Hyundai is capable enough to fulfill its manpower
requirements.
 It was found that interviews are conducted by different departments.
 60% of the employees believed that the recruitment policy was satisfactory.
 It was found that 50% of the employees were satisfied with the current recruitment and
selection process.
 It was found that most of the employees joined Lakshmi Hyundai for growth opportunities.
 80% of the employees joined Lakshmi Hyundai through external sources.
 Written tests, Group discussions, and interviews were considered in the recruitment and
selection process.
 72% of the employees believed that qualification, experience, and personal traits are
valued in Lakshmi Hyundai.
 40% of the employees believed that it took more than 3 weeks to join the Lakshmi
Hyundai.
 70% of the employees went through the traditional interview method.
 Employees believed that both communication and subject knowledge are considered to
join the company.
 80% of the employees joined the company because of opportunities for advancement in the
organization.
 94% of the employees went through the induction process.
 70% of the employees believed that the induction process played a vital role in their work
life.
 SUGGESTIONS
Based on the findings of the recruitment and selection process of Lakshmi Hyundai following
suggestions are recommended.

Recruitment and Selection Process:

1. Communication Enhancement: It is suggested that Lakshmi Hyundai should maintain
clear and open communication about the recruitment process stages and expectations.

2. Diversify Screening: Lakshmi Hyundai should focus on expanding screening methods

beyond fitness tests to assess candidates comprehensively.

3. Centralize Interviews: As interviews are conducted by different departments Lakshmi

Hyundai should consider centralizing interview processes to ensure consistency and fairness.

4. Value Qualification, Experience, Traits: Continue emphasizing the importance of

qualifications, experience, and personal traits.

5. Reduce Recruitment Time: It is recommended that Lakshmi Hyundai should streamline

the process to minimize delays and offer a smoother onboarding experience.

Induction Process:
1. Strengthen Induction: Lakshmi Hyundai should enhance the induction program to
familiarize new employees with culture, policies, and roles.

2. Interactive Onboarding: Lakshmi Hyundai should incorporate workshops, hands-on

activities, and mentoring to engage new employees.

3. Feedback Mechanism: The recruitment and selection team should establish a feedback
system to continuously improve the onboarding process.
 CONCLUSIONS

Based on the key findings and suggestions I’ve concluded the recruitment and selection
process at Lakshmi Hyundai.

The majority of employees express overall satisfaction with the process, believing it to be
effective and capable of meeting the company's manpower needs. The company's focus on
evaluating candidates' general intelligence, qualifications, experience, and personal traits has
been perceived positively. Additionally, employees indicate that the recruitment policy and
growth opportunities were significant factors in their decision to join the company. Induction
is also seen as a crucial aspect of employees' work lives, playing a vital role in their overall
experience.

By implementing the above suggestions, Lakshmi Hyundai can further enhance its
recruitment and selection process, leading to more effective candidate evaluation, better
employee integration, and improved overall satisfaction among its workforce.
 BIBLIOGRAPHY
Books:
1. Subbarao, K.V. (1996) “Personal Human Resource Management.” Konark Publisher
Private Limited, Delhi.

2. Mamoria, C.B. (2005). “ Personal/Human Resource Management.” Himalaya

Publishing House, 25th Edition.

Journals:
1. Anosh, M., Hamad N. Impact of Recruitment and Selection Practices in the HR
Department. European Journal of Business & Management, Volume (Issue),
Page range.
2. Kumari, N. A Study of the Recruitment and Selection Process: SMC Global.
Manav Rachna International University, Faridabad, India.

Websites:
Hyundai Motors. (www.hyundaimotors.com)

HR India. (www.hrindia.com)
 QUESTIONNAIRE

Personal information:
1) Name (optional)……………………………………… Age ……….

2) How do you find the recruitment process in Lakshmi Hyundai?

a) Excellent
b) Very good
c) Good
d) Average.

3) Fitness test is necessary for all the employees at regular intervals?

a) Strongly agree
b) Agree
c) Disagree
d) strongly disagrees.

4) The screening process of candidates is very impressive.

a) Strongly agree
b) Agree
c) Disagree
d) strongly disagrees.

5) The general intelligence level of each individual during selection is tested.

a) Yes
b) No.

6) Internal employees given more preference for referring candidates?

a) Yes
b) No

7) The recruitment process helps to maintain adequate manpower to fill up the

vacancies.
a) Strongly agree
b) Agree
c) Disagree
d) strongly disagree

8) Interviews are conducted by a group of people from different departments.

a) Yes
b) No
9) Do you agree that a good recruitment policy plays a key factor in the working
of an organization?
a) Strongly agree
b) Agree
c) Disagree
d) strongly disagree

10) Rate the process of recruitment and selection in this organization.

a) Excellent
b) Good
c) Satisfactory
d) Not Satisfactory.

11) Which of the following attracted you to apply for the Job at Lakshmi Hyundai?
a) Decent salary
b) opportunities for growth
c) Job security
d) Identification with the company

12) In your view, which source is more reliable for recruitment?

a) Internal
b) External
c) mix of both.

13) Which of these was a part of your recruitment and selection process?
a) Written test and interview
b) Group discussion and Interview
c) Interview
d) All of the above.

14) During the interview process, what do you think is valued the most in Your
profile?
a) Qualification
b) Experience
c) Personal traits
d) All the above

15) What was the time taken for the entire recruitment and selection process?
a) Within one week
b) within 2 weeks
c) Within 3 weeks
d) more than 3 weeks
16) What kind of interview did you undergo?
a) Formal and structural interview
b) Informal and unstructured interview
c) Stress interview
d) Board interview

17) What is important for an employee before recruiting into the job?
a) Communication
b) subject knowledge
c) Both a & b
d) None of these

18) What are the reasons to apply in this organization?

a) Company reputation
b) Job Security
c) Good working conditions
d) opportunity for advancement.

19) Have you gone through the induction program?

a) Yes
b) No

20) What is the impact of induction on your work life?

a) Excellent
b) Good
c) Satisfactory
d) Not Satisfactory.