A Project Report on

“R E C R U I T M E N T A N D S E L E C T I O N P R O C E S S ”

In

“CAVIN KARE”

Submitted to:

Punjab Technical University, Jalandhar

For pursuing the degree of

Bachelor OF BUSINESS ADMINISTRATION

2010-13

Submitted By: supervised by

Mehdi Muzamil …………….

Roll No………… Designation

BBA- 3rd Semester

2010-13

Declaration

I…………….Son/Daughter of Shri.…………………………pursuing Bachelor of Business

Administration (BBA) 3rd year from Punjab Technical University ,Punjab, session 2010-13. I

hereby declare that this research project report titled “………………………” is the outcome of my

own effort. The same report has not been submitted earlier to any Institute /University for awarding

any degree/ diploma of BBA or any other professional course. If there will be any violation of IPR

than I will be solely responsible to that and Institute/University

Date:…………………. Signature in full:……………………

Place: Name:………………………………

Roll.No:

……………………………

2

ACKNOWLEDGEMENT

.

Making a project for a company like CAVIN KARE PVT ltd is a challenging task. Amidst a busy

schedule and a work demanding high levels of specificity, it was very difficult to create a project on

“RECRUITMENT AND SELECTION PROCESS”. I extend my gratitude to my faculty

guide………… without her expertise, guidance and knowledge; I would not have been able to do

justice to this project. I also extend my gratitude towards the personnel of the human resource

department of cavin kare for their cooperation in fulfilling the requirements of the work with regard

to the project report. It is because of them that the project work is a success.

DATE……………

PLACE…………. (MEHDI MUZAMIL)

3

TABLE OF CONTENT

TOPIC PAGE NO.

INTRODUCTION 7-17

SCOPE OF THE STUDY 16

OBJECTIVE OF THE STUDY 17

RESEARCH METHODOLOGY 19-20

DESCRIPTIVE WORK ON SUBTOPIC OF STUDY 22-39

LIMITATIONS 40

DATA ANALYSIS & INTERPRETATION 42-57

CONCLUSION & SUGGESTION 59-60

BIBLIOGRAPHY

APPENDICES

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Chapter 1

INTRODUCTION

5

CAVINKARE PVT LTD

MILESTONES

2012

Cavin Kare has been ranked 23rd for Best Employer Brand in the Country by World HRD Congress.

Under the Employer Branding Award given by World HRD Congress, CKPL has won an Award for

"Innovation in Recruitment".

CavinKare received “Best HR Strategy in Line with Business" Award from the renowned HR forum -

World HRD Congress.

2011

CavinKare Accounts and Finance team has won the CII Award for “Total cost management Maturity

model (Level 3)”

CavinKare won Worldstar Award for Spinz Talcum Powder pack !

CavinKare won INDIASTAR 2010, the National Awards for “Excellence in Packaging” for Fairever Anti

Ageing Cream and Spinz Talcum Powder

CavinKare’s CMD Mr. C K Ranganathan was conferred the International award of “CEO WITH HR

ORIENTATION” by the Employer Branding Institute.

CavinKare’s  Vice President – Corporate HR  Mr. Oommen Abraham received a citation for being one of

the Most Powerful HR Professionals in India by Employer Branding Institute.

CavinKare  received  commendation for “Strong commitment towards Excellence in HR” from

Confederation of Indian Industry in the National CII HR Excellence Awards.

CavinKare featured in the list of top 100 Best Employer brands in the Asia Pacific!

Dravidar Kazhagam honoured Mr. CK Ranganathan with “Periyar Award” for his exemplary service

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in Corporate Social Responsibility.

Mr. CK Ranganathan appointed as one of the Trustees for Annai Anjugam Trust , which is

authorized to run a free hospital for poor from the Chief Minister M Karunanidhi’s residence after his

and his wife’s lifetime.

CavinKare won IIMM-Tecpro SCM Award 2010 for ‘Supply Chain Performance Excellence’

(Corporate Category) awarded by the Indian Institute of Materials Management, Chennai .

Won Special commendation for the Golden Peacock National Quality Award 2010 instituted by the

‘Institute of Directors’ (IOD).

CavinKare’s Haridwar factory quality circle team "Vijaypath" won runners up award in the "National

Quality Circle Finals" at National Quality Circle contest organized by Confederation of Indian Industry.

Brand Meera won Abby Award (Bronze) -Goa fest media  innovation.

Brand Chik won the Bronze Medal for Khwaish Puri Karo Activation organized by

Advertising Club, Bangalore

World HRD Congress–Employer Branding Awards

Regional Level, CavinKare won

Excellence in HR through Technology

Best Talent Management Practices

National Level – CavinKare Wins

Excellence in HR through Technology

 

2010

7

Hindustan Chamber of Commerce conferred Mr. CK Ranganathan with the Champion of Humanity

Award for the outstanding contribution towards Corporate Social responsibility.

CavinKare ranked10th, all over India, in the category "Excellence in HR through Technology" of the

Employer Branding Awards conducted by the World HRD Congress.

CavinKare launched its 2nd restaurant,Vegnation -an exclusive one stop food destination for the

Vegetarian food lovers in Chennai.

CavinKare has acquired M/s. Garden Namkeens Private Limited, a Mumbai based FMCG Company

engaged in manufacture & sale of a range of Snacks / Namkeens & Sweets under the brand name

“Garden”.

CKPL opened its first restaurant in Puducherry, CK’s Foodstaurant - which is a mix of Indian and

western buisines

CavinKare entered into distribution arrangement with Coty (a leading Fragrance and Toiletries

Manufacturer of FMCG brands) to market their Adidas and Jovan range ofpersonal care products.

Mr. CK Ranganathan elected as Chairman of Confederation of Indian Industry - TN State Council -

2009/10.

Chik - flagship brand of the company achieved Rs. 200 crores.

2009

CK Ranganathan was awarded with Lifetime Achievement Award by  Rotary Club of Meenambakkam.

Launch of FaireverFruit Fairness Crème in the South India.R&D Measurement group gets NABL

accreditation for Chemical Testing.

Acquisition of Strategic Stake in Padhmam Herbal thus securing back up Manufacturing shampoo.

Green Trends Celebrates 25 outlets in Chennai.

CavinKare was honoured with "Corporate Social Responsibility Award" by

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Rotary Club of Madras.

Acquisition of Dairy Business from Prakash Dairy.

CavinKare Foods enters snacks category.

Launch of Chik Satin, superior conditioning shampoo

Green Trends launches outlets in Sub Metros - Coimbatore and Trichy.

Rotary Club of Trichy Midtown has honoured CK Ranganathan with Vocational

Excellence Award.

Green Trends enters Hyderabad and Mysore.

Launch of Spinz Men Deodorant.

Entry into coconut oil category through strategic leverage of Meera Brand

Acquisition of Maa Fruits India (P) Ltd thus entering beverages segment.

Harvard Business Review magazine has named CavinKare amongst the 50

Homegrown Champions in India.

CavinKare crosses Rs. 500 crores turnover.

 

2008

Launch of Karthika Shampoo.

Launch of Samba, Jive fragrances in Spinz Deo.

Indica Herbal Hair Colour with hair softeners was launched all over India.

2007

Divested PIPL’s 100% stake to Essel Propack Limited

Started Manufacturing PC products from own Plant at Haridwar, Uttaranchal

Limelite moves to Delhi

9

2006

Launched Tex – First entry into Toilet Cleaner segment.

Limelite spreads its wings to Bangalore

2005

Inauguration of new R&D center - CavinKare Research Center

Inauguration of new Corporate Office CavinVille

Chik Shampoo in top 100 brands in India - ET

C K Ranganathan honored with ‘Distinguished Services Award’ by -Advertising     Association of

India

C K Ranganathan was awarded Entrepreneur of the year given by Economic times

 

 

2004

Chik Shampoo won the AAA award given by Advertisement Association  of Chennai

First Major Acquisition gaining leadership in the pickles market through  Ruchi

2002

Limelite Chennai's first upmarket salon opened

Trends Invogue started

2001

Turnover crosses Rs.200 Crores

10

Created an In-house media buying outfit, CavinKare Advertising Pvt Ltd

2000

Made its presence online with SAP 4.0B

Set up a division for exclusively focusing on its export initiatives

Changed Corporate logo to reflect true personality of the Company

1999

Enters Talcum Powder segment in the South

 

1998

Witnessed the launch of Indica Hair Dye with herbal extracts

BCL renamed as CavinKare Pvt Ltd to revamp its Corporate image

Saw the launch of Fairever, a revolutionary Fairness Cream with saffron.

On popular demand, Deodorants were added to the Spinz Range

1997

Introduced Spinz perfumes to the masses

1993

Nyle Herbal Shampoo was launched for consumers beyond the South

1991

Floated Packaging India Pvt Ltd for supplying packaging laminates

Saw the launch of Meera, a herbal hair wash powder

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1990

Set up Beauty Cosmetics Pvt Ltd with the aim of producing world class products

Corporate Vision

"We shall achieve growth by continuously offering unique products and services that would give

customers utmost satisfaction and thereby be a role model."

Profile

Success is a journey not a destination. CavinKare began with a young mind choosing the road less

taken. In 1983 with a single product, CavinKare started out as a small partnership firm. The Company

that began its journey as Chik India Ltd was renamed as CavinKare Pvt. Ltd (CKPL) in 1998. With

innovative Entrepreneur C.K. Ranganathan at the helm, CavinKare emerged into a successful

business enterprise.

Smart marketing and clear product positioning not only ensured CavinKare's growth but also helped

the company broaden its product portfolio extensively. The company now markets ten major brands.

Over the years, CavinKare has achieved a competitive edge with sound understanding of mass

marketing dynamics. The company offers quality Personal care (hair care, skin care, home care) and

Food products borne out of a keen understanding of consumer needs and keeping up company's the

values of innovation and customer satisfaction.

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Today, CavinKare, having established a firm foothold in the national market, is increasing its

popularity in the international arena. A dedicated Research & Development centre, equipped with

latest equipment and technologies, constantly supports the various divisions in their endeavour. The

Company, which primarily relied on contract manufacturing for many years has now set up its own

world class plant at Haridwar to cater to the demand of both domestic and international market.

CavinKare Group has crossed a turnover of 10165 million INR in 2010-2011. The Company has

employee strength of 1780, an all India network of 1300 Stockists catering to about 25 lakh outlets

nationally. CavinKare's astute professionalism, innovative products and consistent quality are results

of its significant corporate practice.

" To succeed we believe that we need total commitment and highest standard of ethical and corporate

behaviour in order to provide the best for our consumers, stakeholders and employees".

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Personal Care

Food Division

 

 

GROUP COMPANIES

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Dairy ProductsInternational

Business

BEVERAGES-

MAA FRUIT DRINK

Beverages-

Cavin’s Flavored Milk

 

United Agrocare (India) Private Limited

Restaurants

     

AWARDS IN FAVOUR OF CAVIN KARE.

 

 

   

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Scope of the study“Our principle, which is our recruitment life-way: "you seek to provide right cap to the right head, we

help to find right head to keep the right cap."

1) Special emphasis on client expectation

2) Quick response.

3) Right Selection.

4) Proper documentation.

5) Mobilizations of sourced manpower as per schedule.

6) Neat and gentle business deal

7) The Management will be in a position to work out the strategies in relation to the human

resource management.

8) It will help management use other available HR tools effectively.

OBJECTIVE OF THE STUDY

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To ensure that the recruitment procedures are fair, equitable, on-discriminatory and consistent.

To ensure that all appointments are made on merit

To attract sufficient number of competent candidates as per the job/role requirements.

To develop and maintain procedure which assist in ensuring the appointments of the most

suitable candidates.

To observe all regulatory and legal requirements which applies to recruitments?

To ensure that the recruiters are properly trained in order that the objectives of the policy are

met.

To base selection decisions and criteria directly on the demands and requirements of the

Job and the competencies identified as necessary for satisfactory performance.

To ensure that recruitments procedures are clear, valid and consistently applied by those

involved in recruitment and that they provide for fair and equitable treatment for those

who apply for employment?

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Chapter 2

RESEARCH METHODOLOGY

18

HYPOTHESIS:

Null Hypothesis:

“A Selection technique is not effective”.

Alternate Hypothesis:

“Selection technique is effective.”

RATIONALE BEHIND THE STUDY:

Employees are the basis of every organization. Hiring knowledgeable people for the job is essential

for an employer. But retention is even more important than hiring. To study various techniques of

employee retention will be studied here.

RESEARCH DESIGN:

The project titled “Recruitment and Selection Process”” is of Exploratory nature.

DATA COLLECTION:

The data used for the project is primary as well as secondary data, as follows

Primary Data

In order to study the recruitment and selection procedure and retention of employee in organization ,I

took up the task of developing a questionnaire to be filled up the various recruiters in the HR

department of the organization. The questionnaire contained both open ended and close ended

questions.

Another way of collecting the data was that of observation. I keenly observed the process of

recruitment. This led to a deeper insight into the whole process and better understanding of the

nuances involved in it.

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Sources of primary data-

Personal Interview

Other data available in records

Observation

Secondary Data

The theory for this project report was collected from various sources like the internet, books,

journals, etc. Moreover, information gained during the observation and interaction with the

employees plus my own experiences were the valuable inputs.

Sources of secondary data -

Web sites

SOPs

Magazines

Books.

SAMPLING:

Sample size for the research is of 50 employees

Sample Size = 50 Employees

Sample Area = Moil personnel, materials, marketing and finance department.

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Chapter 3

DESCRIPTIVE WORK ON SUBTOPIC OF THE

STUDY

21

Recruitment is a linking function joining together those with job to fill and those seeking jobs.

Recruitment makes it possible to acquire the number and type of people necessary to ensure the

continued operation of the organization. Recruitment is the discovering of potential applicants for

actual or anticipated organization vacancies. In simple terms, recruitment applies to the process of

attracting potential employees to the organization or company .It is a systematic means of finding and

inducing available candidates to apply to the company or enterprise for employment. Recruitment is

said to be positive in its approach as it seeks to attract as many candidates as possible.

According to flippo, “Recruitment is the process of searching for prospective employees and

stimulating them to apply for jobs in the organization”.

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

the requirement of the staffing schedule and to employ effective measure for attracting that manpower

in adequate numbers to facilitate effective selection of an efficient working force”.

According to C.B Mamoria, “Recruiting the discovering of potential applicants for actual or

anticipated organization vacancies.”

According to Dale Yoder, “Selection is the process in which candidates for employment are divided

into two classes those who are to be offered employment and those who are not. Selection means a

process by which qualified personnel may be chosen from the applicants offering their services to the

organization for employments.”

Selection is the process of examining the applicants with regard to their suitability for the given job or

jobs, and choosing the best from the suitable candidates and rejecting the others. Thus, selection is

negative in its application in as much as it seeks eliminates as many unqualified application as

possible in order to identify the right candidates.

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Selection is to pick up the most suitable candidate who would meet the requirements of the job and

the organization best, to find out which job applicants will be successful, if hired. To meet this goal,

the company obtains and assesses information about the applications in terms of age, qualification,

skills experience, etc.

Recruitment is a negative process of an organization but selection is a positive process of an

organization. Both are in opposite in nature

The recruitment and selection procedure of the company determines the level of achieving

organizational goals in the long run. As per definition, it is stated that it is all about selecting right

person for the right job at the right time at the best possible position. Although it sounds quite simple

but it is also not an easy job to evaluate a person and his ability and skills that may satisfy the core

competency for the job so that his degree of willingness to pursue a job becomes positive. From a job

seeker’s prospective it is the core competencies which matter much for a job. So it is the effective

recruitment and selection procedure, which determines not only the right candidature for a job but

also a long-term accomplishment of organizational goals.

Though being a recruiter the aim is to achieve overall organisational goal, its not only by way of

fulfilling the targeted top-line, but also recruiting quality employees at right levels at right time for

the benefit of the organization.

Relevance of Recruitment and Selection Procedures in HR

Recruitment and selection procedure is a vital factor of an organization. If it is not done properly the

production procedure will be hampered. Hence, productivity will fall down and the whole

organization and not only the employer will suffer. It will affect the employer- employee relationship.

Therefore, recruitment and selection procedures should be done in proper and correct manner. The

new candidates should replace the vacant post so that the functioning of the company does not

hamper. By this the productivity will increase and the organization will gain profit and the employer

will be happy and will not hesitate to distribute bonus and increments to the employees. Moreover,

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the employees will also be more motivated to work. Hence there will be harmonious relationship in

the organization and it will also stabilize the organization in the long run.

Recruiting is the discovering of potential applicants for actual or anticipated organizational vacancies.

In other words, it is a ‘linking activity’ bringing together those with job and those seeking jobs. As

Yodel and other pointed out: “Recruitment is a process to discover the sources of manpower to meet

the requirements of the staffing schedule and to employ effective measures for attracting that

manpower in adequate numbers to facilitate effective selection of an efficient working force.

The process of recruitment and selection starts with JOB ANALYSIS. Job analysis is the procedure

through which you determine the duties of these positions and the characteristics of the people who

should be hired for them.

The process of job analysis consist of two parts job description and job specification.

Job Description

It is a document which is basically descriptive in nature and contains vital information about the job.

A job description is an organized, factual statement of the duties and responsibilities of a specific job.

According to M.W. Cumming, “A job description is a broad statement of the purpose, scope, duties

and responsibilities of a particular job”. A job description is:

Helpful in recruitment selection

.

Helpful in working out training and development programmes.

Helpful in transfers, promotions and demotions.

Reduces frustration among workers to a great extent.

Reduces grievances of workers to a considerable extent.

Helps in giving direction to newly recruited workers.

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Job Specification

It is a ‘statement of the minimum acceptable human qualities necessary to perform a job properly’. It

lays down the standard of the qualities required for acceptable performance.

It is more difficult to prepare a complete and correct job specification than to prepare a complete and

correct job-description because there may always be different opinions regarding the minimum

human requirements for doing a job properly, satisfactorily, and effectively.

Broadly speaking, besides mentioning job title, department, occupational code, name of the

supervisor or boss, wage code, hours, days, shift, and job summary,

The job specification lays special emphasis on the following:

Physical Requirements

Mental Requirements

Emotional and Social requirements

Behavioural Requirements

FACTORS AFFECTING RECRUITMENT

Most of the organizations, whether large or small, do engage in recruiting activity, though not to the

same extent. This differs with:

1. The size of the organization;

2. The employment conditions in the community where the organization is located;

3. The effects of past recruiting efforts which show the organization’s ability to locate and keep

good performing people;

4. Working conditions and salary and benefit packages offered by the organization – which may

influence turnover and necessitate future recruiting;

5. The rate of growth or organization;

6. The level of seasonally of operations and future expansion and production programs; and

7. Cultural, economic and legal factors, etc.

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

The internal factors are:

Recruiting policy of the organization;

Human resource planning strategy of the company;

Size of the organization and the number of employees employed;

Cost involved in recruiting employees, and finally;

Growth and expansion plans of the club.

The external factors are:

Supply and demand of specific skills in the labour market;

Political and legal considerations such as reservation of jobs for SCs, STs, and so on.

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

STEPS ON RECRUITMENT PROCESS

As was mentioned earlier, recruitment refers to the process of identifying and attracting job seekers so

as to build a pool of qualified job applicants.

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The process comprises five inter-related stages, viz.,

1) Planning,

2) Strategy development,

3) Searching,

4) Screening,

5) Evaluation and control.

RECRUITMENT POLICY

Such a policy asserts the objectives of the recruitment and provides a framework of implementation

of their recruitment program in the form of procedures. As Yoder and other observe:

“Such a policy may involve a commitment to broad principles such as filling vacancies with the best

qualified individuals. It may embrace several issues such as extent of promotion from within,

attitudes of enterprise in recruiting its old employees, handicaps, minority groups, women employees,

part-time employees, friends and relatives of present employees. It may also involve the organization

system to be developed for implementing recruitment program and procedures to the employed.”

Therefore, a well considered and pre-planned recruitment policy, based on corporate goals, study of

environment and the corporate needs, may avoid hasty or ill-defined procedures.

Considered decisions may go a long way to man the organization with the right type of personnel.

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A good recruitment policy must contain these elements:

Organization’s objectives - both in the short-term and long-term -must be taken into

consideration as a basic parameter for recruitment decisions and needs of the personnel -area-

wise, job-family-wise.

Identification of the recruitment needs to take decisions regarding the balance of the

qualitative dimensions of the would be recruits, i.e., the recruiters should prepare profiles for

each category of workers and accordingly work out the main specifications, decide the

sections, departments or branches where they should be placed and identify the particular

responsibilities which may be immediately assigned to them.

Preferred sources of recruitment, which would be tapped by the organization, e.g., for skilled

or semi-skilled manual workers, internal sources and employment exchanges may be

preferred; for highly specialized categories and managerial personnel, other sources besides

the former, may be utilized.

Criteria of selection and preferences: These should be based on conscious thought and serious

deliberations. In some cases trade unions may be consulted in working out the recruitment

policy. In others, management may take the unilateral decision.

The cost of recruitment and financial implications of the same.

A “recruitment policy,” in its broadest sense, “involves a commitment by the employer to such

general principles as:

1. To find and employ the best qualified persons for: each job.

2. To retain the best and most promising of those hired.

3. To offer promising opportunities for life-time working careers.

4. To provide programmes and facilities for personal growth on the job.

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According to Yoder, “the recruitment policy is concerned with quantity and qualifications.” He

established broad guidelines for the staffing process. Generally, the following factors are involved in

a recruitment policy.

1. To carefully observe the letter and spirit of the relevant public policy on hiring, and, on the whole,

employment relationship;

2. To provide individual employees with the maximum of employment security, avoiding, frequent

lay-off or lost time;

3. To provide each employee with an open road and encouragement in the continuing development of

his talents and skills;

4. To assure each employee of the organization interest in his personal goals and employment

objectives;

5. To assure employees of fairness in all employment relationships, including promotions and

transfers;

6. To avoid cliques which may develop when several members of the same household or community

are employed in the organization?

7. To provide employment in jobs which are engineered to meet the qualifications of handicapped

workers and minority sections; and

8. To encourage one or more strong, effective, responsible trade unions among the employees.

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PREREQUISITES OF A GOOD RECRUITMENT POLICY

The recruitment policy of an organization must satisfy the following conditions:

It should be in conformity with its general personnel policies;

It should be flexible enough to meet the changing needs of an organization;

It should be so designed as to ensure employment opportunities for its employees on a long-

term basis so that the goals of the organization should be achievable; and it should develop the

potentialities of employees.

It should match the qualities of employees with the requirements of the work for which they

are employed; and

It should highlight the necessity of establishing job analysis.

The nature and extent of the recruitment programme depends on a number of factors, including the

skills required, the state of the labour market, general economic conditions, and the image 'of the

employer.

A Company which has a reputation of paying fair wages, providing good employee benefits and

taking interest in employee welfare activities would attract a larger number

of applicants than it needs without making any extra recruiting effort.

Companies which hire few people each year may not need to spread the word around the plant or

office that a vacancy exists. However, as a result of regulations and pressures from society and the

government, the recruitment programme now requires the employers to go out and actively seek job

applicants from groups of those who may not otherwise apply for employment.

SOURCES OF RECRUITMENT

Before an organization activity begins recruiting applicants, it should consider the most likely source

of the type of employee it needs. Some companies try to develop new sources, while most only try to

tackle the existing sources they have. These sources, accordingly, may be termed as internal and

external.

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INTERNAL SOURCES

Internal sources are the most obvious sources. These include personnel already on the pay-roll of an

organization, i.e., its present working force. Whenever any vacancy occurs, somebody from within

the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes

personnel who were once on the pay-roll of the company but who plan to return or whom the

company would like to rehire, such as those on leave of absence, those who quit voluntarily, or those

on production lay-offs.

EXTERNAL SOURCES

These sources lie outside the organization. They usually include:

1. New entrants to the labour force, i.e., young, mostly inexperienced potential employees -the

college students;

2. The unemployed -with a wide range of skills and abilities;

3. Retired experienced persons such as mechanics, machinists, welders; accountants;

4. Others not in the labour force, such as married women and persons from minority groups.

METHODS OR TECHNIQUES OF RECRUITMENT

Dunn and Stephens summarise the possible recruiting methods into three categories: direct, indirect

and third party.

DIRECT METHODS

These include sending travelling recruiters to educational and professional institutions, employees’

contacts with public, and manned exhibits. One of the widely used direct methods is that of sending

of recruiters to colleges and technical schools. Most college recruiting is done in co-operation with

the placement office of a college. The placement office usually provides help in attracting students,

arranging interviews, furnishing space, and providing student resumes. For managerial, professional

and sales personnel, campus recruiting is an extensive operation. Persons reading for MBA or other

technical diplomas are picked up in this manner. For this purpose, carefully prepared brochures,

describing the organisation and the jobs it offers, are distributed among students, before the

interviewer arrives. The DCM, TATAs, and other enlightened firms maintain continuing contacts

with institutions' placement officials with a view to recruiting staff regularly for different responsible

positions

31

Sometimes, firms directly solicit information from the concerned professors about students with an

outstanding record.

Many companies have found employees' contact with the public a very effective method.

Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at

fairs, and using mobile offices to go to the desired centres.

INDIRECT METHODS

Indirect methods involve mostly advertising in newspaper, on the radio, in trade, and professional

journals, technical magazines and brochures.

Advertising in newspapers and/or trade journals and magazines is the most frequently used method,

when qualified or experienced personnel are not available from other sources. Senior posts are largely

filled by such methods when they cannot be filled by promotion from within.

Advertising is very useful for recruiting blue-collar and hourly workers, as well as scientific,

professional, and technical employees. Local newspaper can be a good source of blue-collar workers,

clerical employees, and lower-level administrative employees.

The main point is that the higher the position is in the organization, or the more specialized the skills

sought, the more widely dispersed advertisement is likely to be. The search for top executive might

include advertisements in a national periodical; while the advertisement of blue-collar jobs is usually

confined to the daily newspaper or regional trade journals.

The classified advertisement section of a daily newspaper or the Sunday weekly edition of The

Hindustan Times, The Times of India, The Tribune, Bharat Jyoti, The National Herald, The Free

Press Journal, The Pioneer, Amrit Bazar Patrika, The Economic Times, The Hindu, The Indian

Express etc., carry advertisements for all types of positions. Such advertisements enable prospective

candidates to screen themselves in order to find out whether they are fit for the job for which the

advertisement has been issued.

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In order to be successful, an advertisement should be carefully written. If it is not properly written, it

may not draw the right type of applicants or it may attract too many applicants who are not qualified

for the job. It should be so framed as to attract attention -for example, by the use of different sizes and

types of print. The first line should limit the audience somewhat and the next few lines should further

screen out the readers who do not possess the necessary qualifications. It should provide specific

information on job requirements and opportunities for advancement, the benefits to be enjoyed by

working in the company; and it should emphasize facts related to the dignity of the job and to its

professional aspects. “Frilly advertisements, containing exaggerated claims and gimmicky appeals,

are to be avoided.” Advertising can be very effective if its media are properly chosen.

According to Advertisement Tactics and Strategy in Personnel Recruitment, three points need to be

borne in mind before an advertisement is inserted. First, to visualize the type of applicant on is trying

to recruit. Second, to write out a list of the advantages a company offers; in other words, why the

reader should work for the company. Third, to decide where to run the advertisement, not only in

which area but in which newspaper having a local, state or nation-wide circulation.

Many organizations often place what is referred to as a blind advertisement, one in which there is no

identification of the organization. Respondents are asked to reply to a ‘Post Office Box Number’ or to

a consulting firm that is acting as an intermediary between the applicant and the organization. The

large organizations with regional or national reputation do not usually use blind advertisements.

Other methods include advertising in publications, such as trade and professional journals, and radio

or television announcements, as is done by many Indian manufacturers. Professional journals are read

by people with specialized backgrounds and interests. Therefore, advertisements in these are

generally selective.

33

THIRD PARTY METHODS (TPMs)

The best management policy regarding recruitment is to look first within the organisation. If that

source fails, external recruitment must be tackled.

These include the use of commercial or private employment agencies, state agencies, placement

offices of schools, colleges and professional associations, recruiting firms, management consulting

firms, indoctrination seminars for college professors, and friends and relatives.

SELECTION PROCEDURE

The selection procedure is concerned with securing relevant information about an applicant. This

information is secured in a number of steps of stages. The objective of selection process is to

determine whether an applicant meets the qualifications for a specific job and to choose the applicant

who is most likely to perform well in that job.

Selection is a long process, commencing from the preliminary interview of that applicants and ending

with the contract of employment.

The hiring procedure is not a single act but it is essentially a series of methods or steps or stages by

which additional information is secured about the applicant. At each stage, facts may come to light,

which may lead to the rejection of the applicant. A procedure may be compared to a series of

successive hurdles or barriers, which an applicant must cross. These are intended as screens, and they

are designed to eliminate an unqualified applicant at any point in the process. This technique is

known as the successive hurdles technique. Not all selection processes include all these hurdles. The

complexity of a process usually increases with the level and responsibility of the position to be filled.

According to Yoder, “the hiring process is of one or many ‘go, no-go’ gauges. Candidates are

screened by the application of these tools. Qualified applications go on to the next hurdle, while the

unqualified are eliminated.”

34

Thus, an effective selection programme is a non-random process because those selected have been

chosen on the basis of the assumption that they are more likely to be “better” employees than those

who have been rejected.

Selection processes or activities typically follow a standard pattern, beginning with an initial

screening interview and concluding with the final employment decision. The traditional selection

process includes: preliminary screening interview; completion of application form; employment tests;

comprehensive interview; background investigations, physical examination and final employment

decision to hire.

SELECTION POLICY

While formulating a selection policy, due consideration should be given to organizational

requirements as well as technical and professional dimensions of selection procedures. Yoder and

others have suggested goals, technological issues, cost factors, extent of formality, etc. In other

words, an effective policy must assert the “why” and “What” aspects of the organizational objectives.

Selection policy should be based on the effective and efficient manner. No biasness is come in the

selection process policy always made in advance because all the process is just depend upon the

policy.

ESSENTIALS OF SELECTION PROCEDURE

The selection procedure adopted by an organisation is mostly tailored made to meet its particular

needs. The thoroughness of the procedure depends upon three factors:

First, the nature of selection, whether faulty or safe, because faulty selection affects not only the

training period that may be needed, but also results in heavy expenditure on the new employee and

the loss that may be incurred by the organisation is case the job-occupant fails on his job.

35

Second, the policy of the company and the attitude of the management. As a practice some companies

usually hire more than the actual number needed with a view to removing the unfit persons from the

jobs.

Third, the length of the probationary or the trial period. The longer the period, the greater the

uncertainty in the minds of the selected candidate about his future.

The hiring process can be successful, if the following preliminary requirements are satisfied:

1. Someone should have the authority to hire. This authority comes from the employment requisition,

as developed by an analysis of the Work-load and work force.

2. There must be some standard or personnel, with which a prospective employee may be compared,

i.e., there should be available, beforehand, a comprehensive job description and job specifications as

developed by a Job Analysis.

3. There must be a sufficient number of applicants from whom the required number of employees

may be selected.

STEPS IN SELECTION PROCEDURE

There is no shortcut to an accurate evaluation of a candidate. The hiring procedures are, therefore,

generally long and complicated. Many employers make use of such techniques and pseudo-sciences

as phrenology, physiognomy, astrology, graphology etc., while coming to hiring decisions. However,

in modern times, these are considered to be unreliable measures.

The following is a popular procedure though it may be modified to suit individual situation:

1. Reception or preliminary interview or screening;

2. Application blank – a fact-finder which helps one in learning about an applicant’s background and

life history;

36

3. A well conducted interview to explore the facts and get at the attitudes of the applicant and his

family to the job;

4. A physical examination – health and stamina are vital factors in success;

5. Physiological testing to explore the surface area and get an objective look at a candidate’s

suitability for a job;

6. A reference check;

7. Final selection approval by manager; and communication of the decision to the candidate.

37

The Process of Recruitment and Selection

f

WHAT MAKES EMPLOYEE STICKS TO THEIR COMPANIES

38

RECEPTION OF APPLICATIONS

PRELIMINARY INTERVIEW

APPLICATION BLANK

PSYCHOLOGICAL TESTS

INTERVIEW

BACKGROUND INVESTIGATION(REFERENCE CHECK)

FINAL SELECTIONBY INTERVIEWERS

PHYSICAL EXAMINATION

PLACEMENT

WAITING

LIST OF DESIRABLE APPLICANTS

NEGATIVE DECISION

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DATA

While managers predicted the most important motivational aspect of work for people would be

money, personal time and attention from the managers was cited by employees as most rewarding for

them at work.

About.com poll American psychological

association survey

Good coaching from and interaction with my boss 36%

Good compensation and benefits package 18%

Opportunities to learn new skills 8%

Just can’t seem to get motivated enough to learn 8%

Recognition for a job well done 7%

Like my co-workers 6%

Respectful treatment 5%

Challenging, rewarding, Interesting work 3%

Mission of the company 3%

Talent and vision of company management team 2%

LIMITATIONS: -

39

Time was a limiting factor in my research. If I had a little more time then I would try to give

more detail of the findings.

The method of random sampling is suitable for small populations only.

It does not ensure proportionate representation to all constituent group of population.

A simple random sample yields cases that are too widely dispersed and this is practically

not possible to stick to the initial random sample.

Indian Here in Research Report the study on recruitment and selection practices in

Companies involves limited study divisions. Due to time constraint the study was not

extended to the recruitment of all the divisions.

Due to time constraints a extended discussions could not be held with employees as to their

personnel level of satisfaction from the recruitment and selection practices and procedures.

Also there is a lot of heavy bias attached with the responses because of personnel experience.

The people interview there is from GM's to Executive directors to head personnel. Hence the

inputs would vary greatly amongst them due to the difference in level of authority and

experience.

40

Chapter 4

DATA ANALYSIS AND INTERPRETATION

41

Q.1 A strictly followed formal policy is followed in the organization:

a. True

b. Very True

c. Partly True

d. Not True

Analysis:

This graph shows that 38.5% of the respondents strongly agree that a formal policy of recruitment is

strictly followed within the organization. However, the rest of the respondents, (i.e., 61.6%) differ in

their degree of agreement that the policy is followed strictly. Hence, we can say that although all the

respondents agree to the fact that the recruitment policy is strictly followed within the organization,

they differ in the degree of agreement.

42

Q2. Is there a formal process in place for identifying job vacancies?

a. Yes

b. No

Analysis:

This graph shows that all the respondents, barring 1, say that there is a formal policy in place for

identifying new job vacancies.

43

Q3. Which of the following recruiting sources is mostly used for recruiting in your organization?

a. Internal sources

b. External sources

Sources for Recruiting people

Frequency Percent Valid Percent

Cumulative

Percent

Valid Internal Sources 5 38.5 38.5 38.5

External Sources 6 46.2 46.2 84.6

Both 2 15.4 15.4 100.0

Total 13 100.0 100.0

Analysis :

The above frequency table depicts that out of the total number of respondents, 6 believe that external

sources are mostly used for recruiting people, while 5 respondents say that internal sources are mostly

used for recruitment. However, there were some respondents (2) who said that both the internal and

external sources equally used for recruitment.

44

Q4. Which of the following external sources are more effective in recruitment?

a. Vacancy advertisement in newspaper

b. Consultancies

c. Job Portal (e-recruitment)

d. Employee Referrals

Analysis:

This pie chart shows that majority of the respondents (61.54%) believe that out of all the external

sources, Job Portals are more effective for recruiting people for the organization. However, there

were some respondents who said that both job portals and employee referrals were equally effective

for recruitment purposes.

45

Q5. Which source of recruitment is effective for recruiting executive level employees?

a. Campus recruitment

b. Consultancies

c. Job Portals

d. Head Hunters or other sources

Analysis:

The above bar graph shows that most of the respondents either believe that job portals or a

combination of various sources are effective for hiring executive level associates. Moreover, there

were some respondents who believed that campus recruitment alone was effective for hiring

executive level associates.

46

Q6. External recruiting brings out more desirable employees than the internal recruiting.

a. True

b. Very True

c. Partly True

d. Not True

Analysis:

The above pie chart shows us the respondents’ views on whether external sources provide better

candidates or not. From the above chart, we can infer that only 7.69% of the respondents believe

strongly that the external sources are better while around 77% of the respondents believe, to a lesser

extent, that external sources are better. However, these respondents differ in their degree of

agreement. Moreover, there are 15.38% who do not believe that external sources are better.

47

Q7. Recruiting from top institutions is bringing desirable employees to organization.

a. True

b. Very True

c. Partly True

d. Not True

Analysis:

The above dot graph shows that majority of the respondents (about 61%) believe that recruitment

from top institutions gives better candidates. There were also around 22% of the respondents who

agreed very strongly to the notion that top institutions have better candidates. Moreover, there were

around 17% of the respondents who did not agree to this notion very strongly and said that not all the

students from top institutions were very good candidates.

48

Q8. Does your organization measure the effectiveness of recruitment sources?

a. Yes

b. No

Analysis:

This pie chart shows the responses of the target population to the above mentioned question. Majority

of the respondents said that yes, the effectiveness is measured. However, there were some

respondents who said that no to the above mentioned question.

49

Q9. Does the organization compare the number of job openings and workforce projections with HR

department’s recruitment and selection capacity?

i. Yes

ii. No

Analysis:

The above graph shows that all the respondents agree to the fact that the manpower planning and the

number of job openings are decided keeping in mind the capacity of the recruiters and the recruitment

policy.

50

Q10. The internal recruitment sources are primarily considered for recruitment.

a. True

b. Very True

c. Partly True

d. Not True

Analysis:

According to the above graph, about 92% of the respondents agree to the fact that internal sources of

recruitment are taken into account during the recruitment process for any position. However, these

respondents vary in their degree of agreement. Moreover, there were some respondents (7.69%) who

did not agree that the internal sources were used primarily for recruitment.

51

Q11. The reference checks are properly conducted by efficient employers.

a. True

b. Very True

c. Partly True

d. Not True

Analysis :

The above bar graph shows that majority of the respondents, i.e., 84.62%, very strongly agree to the

fact that efficient reference checks of the short listed candidates are done by the recruiters. But, there

were some respondents (15.38%) who agreed to a lesser extent that adequate reference checks were

done by the recruiters.

52

Q12. All the processes related to recruitment are maintained in a single department of the

organization.

a. True

b. Very True

c. Partly True

d. Not True

Analysis:

According to the above graph, all the respondents agree (though differing in the degree of their

agreement) that all the recruitment and post recruitment processes are consolidated into 1 department,

i.e., the Corporate HR Department.

53

Q13. Mode of recruitment currently employed fulfills the manpower needs of the organisation.

a. True

b. Very True

c. Partly True

d. Not True

Analysis:

The above pie chart shows that all of the respondents are satisfied with the current mode(s) of

recruitment as they are able to close the vacancies that are there in the organization. However, the

respondents’ level of satisfaction varies from strong agreement to agreement.

54

Q14. Manpower planning is efficiently working in identifying the vacant positions.

a. True

b. Very True

c. Partly True

d. Not True

Analysis:

The above frequency table shows the responses of the target population to the above mentioned

question in terms of frequencies as well as percentages. From this table, we can infer that majority of

the respondents think that the HRP is working fine and is in tune with the vacancies that arise in the

organization.

55

Is HRP providing correct figures to the recruiters?

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid True 5 38.5 38.5 38.5

Very True 6 46.2 46.2 84.6

Partly

True1 7.7 7.7 92.3

Not True 1 7.7 7.7 100.0

Total 13 100.0 100.0

Q15. The effectiveness of the recruitment process is measured every year in the organisation.

a. True

b. Very True

c. Partly True

d. Not True

Analysis:

This bar graph shows the respondents’ answers to a similar question asked before regarding the

measurement of effectiveness of the recruitment procedure. We can infer that the respondents’

answers differ for both the questions. However, we must notice that in this graph, all the respondents

agree to the fact that the efeectiveness is measured. The respondents differ in the level of their

agreement to this process.

56

Q16. The objectives of the recruitment are completely fulfilled through present recruitment policy.

a. True

b. Very True

c. Partly True

d. Not True

Analysis:

According to the graph, we can say that all the respondents are satisfied with the current Recruitment

Policy (even though they differ in the degree of their agreement)

57

CHAPTER 5

SUGGESTIONS,

CONCLUSION

& FINDINGS

58

Suggestions

Based on my observations and participation in the whole recruitment and selection procedure of the

organization, I would like to make the following recommendations:

More number of external sources should be tapped to get better candidates.

Although most of the recruiters are ok with the current HRP, it can be re-structured in

a better way so as to avoid the sudden vacancies that keep on emerging frequently.

HRP needs to be done on a more frequent basis.

Job description should be mentioned clearly along with the advertisements. The

recruiters need to be very specific in writing the job profile.

The interviewers should be more informal and friendly in approaching the candidates.

The process of creating the required new positions in the organizations should be

accelerated

CONCLUSION

After completion of this project and based on the responses of the respondents, we can

conclude that the recruiters are more or less happy with the current recruitment policy.

However, they would welcome a few innovations in the policy.

Moreover, there appears to be a scope for improvement in the way Human Resource Planning

is done in the organization. Since the organization is growing at a very fast rate, there are

some issues related to HRP which need to be addressed. For example, the HRP needs to be

done monthly so as to predict the manpower requirements more effectively.

The company is maintaining a very good database of resumes and it serves as a very good

external source of recruitment. Also, the company is exploiting the internal sources of

recruitment (like Internal Job Positions) to a great extent.

To sum up, the recruiters are happy with the whole process of recruitment and selection in the

company, but they like a few minor changes (mentioned in the recommendations).

Nevertheless, the recruiters are effectively and efficiently hiring the right people for the right

job.

59

FINDINGS

Based on the data analysis of 13 responses to the questionnaire, the findings can be summarized as

follows:

1. The recruitment and selection procedure goes on all year round.

2. A formal recruitment policy is in place and is followed to a great extent.

3. Both internal and external sources of recruitment are used in the organization to get the right

person for the right job.

4. Out of all the external sources, the most popular one is E-Recruitment using the organisation’s

online Job Portal (naukri.com).

5. Proper reference checks are done by the recruiters so as to hire better people.

6. The effectiveness of the whole recruitment procedure is measured on a regular basis.

7. HRP is working efficiently and is carried out to forecast the new job vacancies and align them with

the capacity of the recruiters.

8.More or less, the recruiters are satisfied with the current recruitment policy.

60

BIBLIOGRAPHY

61

BOOKS

1- Gary Dessler “Human Resource Management” Pearson Education, Delhi,

2003

2- Stephen Robbins “Human Resource Management” Pearson Education, Delhi,

3- Biswanath Gosh “Human Resource Development and Management”

4- Stephen P. Robbins “Organizational Behavior”

5- William B.Werther JR.Keith Devis,”Human Resource Management”,

Tata McGraw Hill, Delhi, 1995

WEBSITES

www.about.com

www.shrirampistons.com

www.wikipedia.com

62

QUESTIONNAIRE

63

DATE:

NAME  

JOB PROFILE  

AGE  

CONTACT NO.  

1) For how long you have been associated with the organization?

--------------------------------------------------------------------------------------------------

2) In which month the Recruitment process generally starts and how long is the recruitment cycle in

Shriram Pistons And Rings Ltd. (Ghaziabad)?

3) A strictly followed formal policy is followed in the organization.

a. True

b. Very True

c. Partly True

d. Not True

64

4) Is there a formal process in place for identifying job vacancies?

a. Yes

b. No

5) Which of the following recruiting sources is mostly used for recruiting in your organization?

a. Internal Sources

b. External sources

6) Which of the following external sources are more effective in recruitment?

a. Vacancy advertisement in Newspaper

b. Consultancies

c. Job portal (e-recruitment)

d. Employee Referrals

7) Which source of recruitment is effective for recruiting executive level employees?

a. Campus Recruitment

b. Consultancies

c. Job portals

d. Head Hunters or Other sources.

8) External recruiting brings out more desirable employees than the internal recruiting?

a. True

65

b. Very True

c. Partly True

d. Not True

9) Recruiting from Top institutions is bringing desirable employees to organization?

a. True

b. Very True

c. Partly True

d. Not True

10) Does your organization measure the effectiveness of the Recruitment sources?

a. Yes

b. No

11) Does the organization compare the number of job openings and workforce projections with the

HR department’s recruitment and selection capacity?

a. Yes

b. No

12) The internal recruitment sources are primarily considered for recruitment?

a. True

b. Very True

c. Partly True

d. Not True

66

13) The reference checks are properly conducted by efficient employers?

a. True

b. Very True

c. Partly True

d. Not True

14) All the processes related to Recruitment are maintained in a single department of the

organization?

a. True

b. Very True

c. Partly True

d. Not True

15) Mode of recruitment currently employed fulfills the manpower needs of the organization?

a. True

b. Very True

c. Partly True

d. Not True

16) Manpower planning is efficiently working in identifying the vacant positions?

a. True

b. Very True

67

c. Partly True

d. Not True

17) The effectiveness of the Recruitment process is measured every year in the organization?

a. True

b. Very True

c. Partly True

d. Not True

18) What are the unique features you identified in the Recruitment Policy of the organization?

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19) Your suggestions to make the Recruitment strategy more efficient?

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20) The objectives of the Recruitment are completely fulfilled through present Recruitment Policy?

a. True

b. Very True

c. Partly True

68

d.Not True

69