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Project Report On Recruitment and Selection Process In AEGIS

In the Partial Fulfillment of the Requirement of Master of Business Administration in Human Resource

Submitted to :

Vandana

Project Report On Recruitment and Selection Process In AEGIS In the Partial Fulfillment of the Requirement

Submitted By:

Shahista Parveen MBA -IVth Sem. Roll No. : 581117289

SIKKIM MANIPAL UNIVERSITY Sukhmani Information Systems (P) Ltd. 2nd floor, Shravan Plaza, Sapru Marg, Hazratganj, Lucknow

1

DECLARATION

I Shahista Parveen declare that the project report entitled “RECRUITMENT AND SELECTION PROCESS” in SIKKIM MANIPAL UNIVERSITY is an original and bonafide work done by me during the academic year 2012-2013. This is being submitted in the partial fulfillment of the requirement for the award of degree of the MASTER OF BUSINESS MANAGEMENT. The matter embodied in this report has not been submitted for the award of any other degree or diploma.

Place: Lucknow

Date:

ACKNOWLEDGEMENT

I deem it a great privilege to thank all those people who helped me to complete this project work. I express my sincere thanks to the management of the SIKKIM MANIPAL UNIVERSITY for giving me this opportunity to undertake the project work.

I am deeply obliged to my project guide Miss Vandana, without whose guidance and encouragement at all levels , the study wouldn’t have been completed.

Also, I do thank and remember my friends for their effort and helping hand.

Every effort has been made to enhance the quality of work. However, I owe the sole responsibility of the shortcoming, if any, in the study.

Shahista Parveen

CONTENT

Chapter 1

Page No.

  • Introduction

1

  • Scope of the Study

4

  • Objectives of the Study

4

  • Literature Review

5

Chapter 2

 
  • Industry Profile

10-19

  • Company Profile

  • The Policies Related to Recruitment and Selection Followed at NFCL

20

  • Recruitment and Selection Process followed at NFCL

27

Chapter 3

 

Research Methodology

 
   
  • Introduction

34

  • Tools and Methods of Data Collection

34

  • Sample Profile

34

  • Limitations of the Study

34

  • Recruitment and selection process

35

Chapter 4

 

Data Analysis

55

Chapter 5

 

Findings and Interpretations

67

Chapter 6

 

Recommendations and Discussions

69

Bibliography

71

Annexure

 

Questionnaires

72

Chapter - 1

INTRODUCTION

Acquiring and retaining high-quality talent is critical to an organization’s success. As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce long-term negative effects, among them high training and development costs to minimize the incidence of poor performance and high turnover which, in turn, impact staff morale, the production of high quality goods and services and the retention of organizational memory. At worst, the organization can fail to achieve its objectives thereby losing its competitive edge and its share of the market.

Human resource department plays a crucial role in this process. The backbone of any successful company is the HR department, and without a talented group of people to hire, culture, and inform employees, the company is doomed for failure.

Human resource is most valuable assets in the organization. Profitability of the organization depends on its utilization. If there utilization is done properly will make profit otherwise it will make loss. To procure right man at right place in right time, some information regarding job and job doer is highly essential. This information is obtained through job analysis, job description and job specification. Without these recruitment will be unsuccessful.

A well planned and well managed recruitment will result in high quality applicants for the company. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information of the jobs so that applicants can make comparison with their qualifications and interests and generate enthusiasm among the best candidates so that they will apply for vacant positions.

What distinguishes a successful company from unsuccessful one is the quality of manpower. The role of management is to optimize the use of resource available to it. The role of HR is to incorporate the planning and control of manpower resource into the corporate level plans so that all resources are used together in the best possible combination.

Managing people at work and control of human activities in employment is a function that must be performed in all societies. It is essential in every type of employment for every occupation and every type of employed manpower. Manpower management is essential in government as well as private employment under socialism or communication in small business and in large.

Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organization. While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement, it is taking a long time for public service agencies in many jurisdictions to identify and implement new, effective hiring strategies.

Recruitment is a process which provides the organization with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Successful recruitment begins with proper employment planning and forecasting. In this phase of the staffing process, an organization formulates plans to fill or eliminate future job openings based on an analysis of future needs, the talent available within and outside of the organization, and the current and anticipated resources that can be expended to attract and retain such talent.

Selection is a process of hiring the best among the pool of candidates available.

‘Right person for the right job’ is the basic principle in recruitment and selection. Every organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit.

SCOPE OF THE STUDY

  • 1. The study is limited to the information given by the employees.

  • 2. Meeting some of the top management associates in the senior cadre was difficult.

  • 3. The study has been limited due to time constraint.

  • 4. The study is limited based on the rules and regulations of the organizations.

OBJECITIVES OF THE STUDY

To get right person at right place and in right time, the organization should have the specific and clear policies and recruitment and selection methods which are essential for the growth of the organization.

To analyze the actual recruitment process in NFCL.

To find whether the existing processes of recruitment and selection are taking place scientifically or not.

To review the importance and needs of recruitment and selection process.

State, explain and evaluate various methods of recruitment.

LITERATURE REVIEW

  • 1. Best Practice Recruitment and Selection

The State Services Authority (the Authority) undertook a project in 2007 to evaluate the effectiveness of recruitment selection techniques in the Victorian Government.

The project aims to:

Promote the systematic review of current recruitment selection techniques in the VPS Develop recommendations for the use of better practice tools, based on research and case studies Promote better selection techniques to improve the quality and speed of recruitment actions within the VPS and the public sector. After the completion of the program the authority decided to adopt the Practice Recruitment and Selection Toolkit and develop a training program which will help in the execution of this toolkit. The training program guides participants through best practice recruitment and selection using course booklets, PowerPoint presentations, practical exercises and additional reference material. The similar is the direction of my project wherein I have to suggest various measures through which the HR department at NFCL can practice the recruitment and selection process in the best efficient manner. The HR department should be aware of the recent trends in Recruitment and Selection so as to adopt them whenever required. They should be given proper training in adopting various trends in the process.

The literature states about the problems faced by the organizations at the time of selecting the right candidate for a particular position and the various ways the organizations can overcome these problems.

Train those recruiting- It is necessary for the organizations to train those people who are involved in the process of recruitment and selection, so that they take right decisions. They should be provided with sufficient training so that they are confident about their decisions. Be clear on what you are looking for- If you are going to get the right person for the job, you need to be clear on the skills, qualifications, experience, personal attributes and qualities that the right candidate will have. Select The Most Appropriate Source for Securing Applicants- The key point here is to be sure you are choosing the right place to advertise. Sometimes a local newspaper will work. At other times, you may need to go to specialist publication or a recruitment consultant. Establish A Clear Framework For Short listing- The framework for short listing the candidate should be clear to the recruiters and also to the candidates. Consider the Best Option for Selecting Candidates- In some cases you might just go for a traditional interview and possibly add in a presentation. Otherwise the organization can adopt any other method of which they are more confident. Remain Open Minded- Often people jump to conclusions about candidates within minutes. Remember some of the best candidates might take a few minutes to get warmed up so don't discount people too quickly. Be Professional- When interviewing you are representing your organization, its values, and beliefs. Today's candidate if they don't get the job could be a customer or supplier in the future so give the best impression you can. Give Feedback- Candidates takes good time in preparing themselves for the interviews therefore the recruiters should also take out the time for giving them feedback whether they are successful or unsuccessful candidates.

  • 2. Recruitment and Selection Reasons for its Importance By-: Abhishek

The literature states about the importance of the recruitment and selection procedure and how even a small mistake at the time of selecting the candidate can harm the organization. Any successful business will have at its core efficient and caring employees who have complete job satisfaction and a perfect fit for the jobs they are entrusted with. This is not an easy task to accomplish and full credit goes to the selection and recruitment processes that the company has in place. On the contrary, if these processes are not handled efficiently, the wrong sort of lethargic employee appointments can prove fatal even to a well established business. It is of utmost importance for an employer to be absolutely clear on what they expect an employee to be. The skills required for the job should be enumerated as precisely as possible. Transferable skills which the company could use also deserve a mention. So the chances of zeroing in on the right candidate increase greatly if the vacancy advertised is very specific as to the requirements. If recruitment agency service is opted for by the employer, the agency or the consultant should get very precise instructions from the employer. It is necessary that an exact framework for short listing applicants for a vacancy is formulated in advance. This is the first step of the selection and recruitment process. This entails that the employers are very clear as to what sort of qualifications and experience they expect to see on the CV of the potential employee. The process of selection and recruitment needs to spell out very clearly the absolute requirements vis-à-vis qualifications and qualities necessary to fill the vacancy. Based on this one can shortlist the candidate. The next step is to take a decision on the number of interviews and/or presentation needed to finally select the employee. If the employers give very concise and accurate description of what they expect the employees to be, the recruitment consultant or the agency can choose a candidate very easily. The recruitment consultant or the agency also needs to have knowledge of the employer’s in-built processes of selection of the right candidates. Finally, it is in the fitness of things that a feedback is provided on the interview by the

interviewer either to the applicant or the agency through which he has come. Before proceeding with the interview which may or may not be followed by a presentation, the interviewer on behalf of the company should have reached a decision as to what package of remuneration he is willing to offer to the right person. This is a very vital but easily overlooked point in the process of selection and recruitment. The employers would do well to remember that the potential candidate would most definitely be sizing up the prospective employer as well during the selection and recruitment process.

Behind every attrition there is recruitment! Whenever an employee leaves an organization without informing and without giving notice or leaves the organization in the middle of the project it should be known that he or she is joining some other organization. Many times the

employees of the recruitment consultants are hired by their own clients and are asked to join at a very short notice period. They are been told that “relieving letter” is not required and some even offer incentives for early joining. There must be some guidelines and ethics for recruitment so that there can be fair recruitment policies. There must be some ethical guidelines such as

  • a) Notice period must be served and nobody must be hired without relieving letter or providing proof of serving the notice period.

  • b) Corporate should not hire anyone who has spent less than one year in his current organization. The logic is obvious. Employees six months to begin their contribution and at least one year is required to recover recruitment process. More importantly if somebody is hired who has worked less than a year with the current organization, that individual will ditch in even shorter period.

  • c) Corporate should not head hunting from competition. They should advertise and encourage employees seeking change to voluntarily respond to this advertisement.

  • d) Corporate should not bail out the prospective employee commitments such as employment bond etc. the corporate should realize that employee signed the bond and if he wants to break it, he should do at his own cost and the corporate should not reimburse or compensate him for violating the employment contracts says Mr. T. MURALIDHARAN who is the chairman of TMI NETWORK one of the India’s leading recruitment consultancies.

In one of the study conducted on recruitment and selection process at BIOLOGICAL-E LTD conducted by Manik Rao in the year 2005. It was found that company has used internal search for recruiting the employees into more higher or the positions in different departments who can fit into the job. It was found that the company has done it by considering it as the most cost effective way of filling the vacancies. It has also been found that the company opted for external sources such as advertisement agencies to fill vacancies. Employee referrals were also one of the internal sources of recruitment.

In another study on recruitment and selection in DW PRACTICE LLC which is a HR consultancy, it was found that most of the employees felt that the telephonic interview is not effective and instead direct interviews are more feasible.

These are some of the studies conducted earlier on the recruitment and selections.

Chapter - 2

COMPANY PROFILE

COMPANY PROFILE AEGIS SHIPPING SERVICES CHENNAI 16

AEGIS SHIPPING SERVICES

CHENNAI

AEGIS SHIPPING SERVICES No: 24, N.S.Garden Street, 4th Floor, Chennai – 600 001 Ph: 42163956 Fax:

AEGIS SHIPPING SERVICES

No: 24, N.S.Garden Street, 4th Floor, Chennai 600 001 Ph:

42163956 Fax: 42163959

E-Mail: ags_aegisshsipping@hotmail.com

COMPANY PROFILE

AEGIS SHIPPING SERVICES: Our Company was established in 1995. We are also the topmost Air & sea freight forwarder providing quality freight forwarding services. We provide valuable advice to customers to prepare documents related to import and export clearance. We have been able to place us amongst leading Custom Clearing Agents.

We provide you best possible assistance regarding importing and exporting. Our valuable advice saves a lot of precious time and efforts of customers. We ensure import and export clearance well on time. We always ensure timely and efficient services to our customers to keep them away from any kind of hassle.

With our sincere and hard working efforts we have been able to win the valuable trust of our customers. A vast clientele across the world enjoys our reliable services. Depending on specific requirements of our clients, we provide them relevant cargo services. We always ensure that containers used to carry goods are as par international quality standards.

SERVICES

1. Freight Forwarding Services ( Sea & Air )

1. Freight Forwarding Services

Ours is a Well Known Freight Forwarding Agency Providing the Best International Freight Forwarding Services in the Industry. We are Renowned Air Freight Forwarder Providing Complete Logistic Solutions. We Provide Each and Every Smaller Detail Necessary for Our Customers. With the Help of Our Highly Qualified and Experienced Professionals, Quick Clearance and Safety We have managed to carve a Niche for Us amongst Topmost Freight Forwarding Agents.

Air Freight Forwarding

Air Freight Forwarding Sea Freight Forwarding      20

Sea Freight Forwarding

Air Freight Forwarding Sea Freight Forwarding      20



Air Freight Forwarding

Air Freight Forwarding Provider

We offer highly professional Air Freight Forwarding Services. We provide these services to many destinations

across the world. These services are provided on the basis of customers’ schedule and requirements.

Airfreight Forwarding (Exports & Imports)

  Air Freight Forwarding Air Freight Forwarding Provider We offer highly professional Air Freight Forwarding

*

Competitive Rates to and from all destinations

*

 

Palletisation and consolidation at major airports in India

*

 

Efficient and rapid customs administration

*

 

Close monitoring & tracking

*

Pre-alert notification and Instantaneous feedback

 Sea Freight Forwarding Services Sea Freight Forwarding Provider

We handle cargo and all the related Formalities. We ensure complete custom clearance and shipment of goods anywhere in the world. Security of goods is also one of the best features of our services.

Sea freight Forwarding (Exports & Imports)

* LCL/FCL services to destinations all over the world * Consolidation services at major ports *

*

 

LCL/FCL services to destinations all over the world

*

 

Consolidation services at major ports

*

 

Port-to-Port and Door-to-Door Services

*

 

Efficient and rapid customs administration for all products

*

Reserved space on major ocean carriers through preferential Space Allocation and very

Competitive rates via special Ocean contracts

2. Cargo Services

2. Cargo Services We Provide Best and Reliable Cargo Solutions in the Industry. Because of Our

We Provide Best and Reliable Cargo Solutions in the Industry. Because of Our Effective Cargo Consolidation Services We are counted amongst Topmost Air Cargo Agents of the Country. We Provide Relevant Logistics Solutions for Any Kind of Cargo At Competitive Rates. Our Cargo Services are best in India and Include Primary Distribution, Secondary Distribution, Smalls/ Consolidation, Door Delivery, Inbound Raw Materials and Warehousing.

3. Customs Clearance Services

We are counted amongst Well Known Custom Clearing Agents. Our Company Provides Best Custom Clearance Services in the Industry. Through Our Custom Clearing Services We Manage Import and Export Consignment Clearance. We Facilitate Shipment of Import and Exports in a Shorter Time Span.

CLIENTS FOR AEGIS SHIPPING SERVICES

1. TIRUPUR GEENA GARMENTS VICTUS DYEINGS PRINT TEX INDIA RISHAB INTERNATIONAL AVESH INTERNATIONAL

2.

CHENNAI

GO GO GARMENTS

KGI CLOTHING PVT LTD

  • HITEX MACHINERIES SYSTEM

  • INDUSTRIAL SWEING SYSTEMS ( ISSS)

SMARTEX EXPORTS PVT LTD

NATIONAL INSTITUE OF TECHNOLOGY

  • 3. COIMBAT0RE

SHREE SAKTHI TRADERS

CAPTIVE TECHNO ENTERPRISES

  • 4. BANGALORE

RADHAMANI EXPORT

UNITED ELECTROTEX PVT LTD

ADITHYA DESINGS PVT LTD

6. KARUR

HOWRAH FABRICS

VNC FLAMENTS

RAMESH PLASTICS

7. NAGARI

PALANIPPA HI-TECH CREATORS

Highlights

1. We are handling Import all kinds of Machinery Items

(New

Machine

and

Furniture etc….)

Used

Machines

and

2. Duty Adjustments for Goods value & Freight Value,

3. We Quote cheapest Freight Rate Import Export for both sea and Air all Round the World,

  • 4. All types of bills entries /shipping bills can be filed , Quick exports benefits and drawback disbursement

  • 5. Reduces the over all lead time and fastest delivery

  • 6. Handling EPCG ,DEEC , DFRC and DEPB both type

Of Bills

  • 7. Ware house Facilities

  • 8. Container Free of Days Facilities

  • 9. We have Good Transport Network all round in India.

LIST OF HANDLING OUR CLIENTS

Tirupur

.

 

GEENA GARMENTS

All

Kinds

of

Cloths,

wears,

Sewing

Machines,

Hangtag ,

VICTUS DYEINGS

 

Zippers

 

Air Conditions

Dyeing Product , knitting

Machine

Used

circular

knitting

PRINT TEX INDIA

Machine

 

Computerized Dyeing

 

Product

item,

Only

for

used

Machinery,

 

RISHABINTERNATIONAL

used

circular

knitting

Machine

   

Garments

 

,

Other

CHENNAI

AVESH INTERNATIONAL

Accessories

 

GO GO GARMENTS

Garments

 

,

Snap

Fasteners,

 

Snap Fasteners, Zippers

KGI CLOTHING PVT LTD

,

Garments

 

HITEX MACHINERIES SYSTEM

 

Garments , Button , Hang Tag ,

Rivet

INDUSTRIAL SWEING SYSTEMS

All

kinds

of

Used

and

New

knitting Machine

 
 

SMARTEX EXPORTS PVT LTD

 

All

branded and all type

of

Sewing Machine , Needle

Did

actors

,

Fusing

Machine

 

COIMBAT0RE

NATIONAL

INSTITUE

OF

 

TECHNOLOGY

 

Office

use

Furniture’s

and

SHREE SAKTHI TRADERS

 

KARUR

 

Chemicals ( Exports )

CAPTIVE

TECHNO

ENTERPRISES

 
 

Machinery Item ,

 

HOWRAH FABRICS

   
 

Steel Items ,

 

VNC FLAMENTS

   

BANGALORE

 

FURNITURE AND PVC

DOOR AND OTHERS

 

RAMESH PLASTICS

 

Green Tea Leaves , and

Handling bags

RADHA MANI EXPORTS

NAGARI

UNITED ELECTRO TEX PVT LTD

Chemical

Machinery item

,

used

ADITHYA DESINGS PVT LTD

and New Machines , A/C Plant

PALANIPPA

HI-TECH

CREATORS

Machinery and

   

USED

KNITTED MACHINE ,

REVATHI TEXTILE

AND

FURNITURE

,

AND

PRINTING ITEMS

 
 

MACHINERY ,

GARMENTS

,

SEWING

MACHINE

Cargo Handling Buyer List Import Cargo ( Sea & Air )

Pegsas

U.K

Dystar

Singapore

Tyco Fire Security

China

Success India

China

Jiaxing Jinmen Intl co Ltd

Singapore

Daikin Air-condition Pvt Ltd

Singapore

Morgan Techica Spa

Italy

Setex GMBH

Germany

ENAQUA

USA

Ideal Fasteners

Korea

Export Cargo ( Sea & Air )

Napali Sas Sas Kiabi Europe Quick Silver Next plc Navies Global Retro International A Moda Spa Texport Go sport International

France Antwerp Japan, France, Europe United Kingdom USA Hamburg Italy Australia Hungary

G Star

Belgium

Behind Spa

Germany

Quelle Gmbh

Germany

Seppala Oy

Inland

Estimated Import / Export Incurred Cost For Last Five Years

Years

Import

Export

  • 2005 $ 39,13,043

2006

 

$ 2,65,21,739

  • 2006 $ 41,30,434

2007

 

$ 2,86,95,652

  • 2007 $ 36,95,652

2008

 

$ 2,43,47,826

  • 2008 $ 26,08,695

2009

 

$ 2,10,86,956

  • 2009 $ 17,39,130

- 2010

 

$ 1,47,82,608

If you are booking and clarification Feel Free Now

AEGIS SHIPPING SERVICES (Sea Imports and Exports)

A.S.S FREIGHT FORWARDERS (Air Imports and Exports)

Office No: 044 42163959

Porp : Mr. C.Mohan

98847 24455

Mr.

M.Ganesh Raj

98849 54455

Chapter 3

RESEARCH METHODOLOGY

Introduction

The research was done in order to understand the Recruitment and Selection Process followed at NFCL and the perception of the employees from all the cadres regarding it. To know how an organization performs in terms of productivity and this should be directly proportional to quality and quantity of its human resource. In order to get the right kind of people in right place in the right time the organization should have the specific and clear personnel, policies and recruitment methods which are essential for the growth of the organization. Hence it was necessary to conduct a research on the process.

Sample Size

The sample undertaken to conduct research study consist of fifty people which is approximately one tenth of the total strength working in the organization. The sample covered the employees from all the cadres, encompassing the senior most officers to the workers. The sample was collected from all the departments of the organization.

Tools and Methods of Data Collection

The primary method of data collection was the questionnaire method which was circulated to the sample undertaken and the information was collected with its help. Also a general discussion with the employees helped to gain information regarding the study. The secondary source used to collect data was the company’s policy manual which contains the policy related to the topic.

Limitations of the Study: Although attempt was made to gather all relevant information in connection to the study there were many shortcomings and difficulties, which could not overcome. The research sample was limited to one tenth of the total employees hence the information gathered could be limited. The conclusions are derived from the response of the employees which are expected to be unbiased.

RECRUITMENT

Recruitment is an important part of an organization’s human resource planning and their competitive strength. Competent human resources at the right positions in the organization are a vital resource and can be a core competency or a strategic advantage for it. Recruiting the top talent for a job takes time and attracting the quality candidates who have the knowledge and

skills needed to help the company’s growth.

Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. ‘Right person for the right job’ is the basic principle in recruitment and selection. Every organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit.

Meaning of recruitment

“It is the process of finding and attracting capable applicants for the employment. The process

begins when new recruits are sought and ends when their applicants are submitted. The result is

a pool of applicants from which new employees are selected”. In this, the available vacancies

are given wide publicity and suitable candidates are encouraged to submit applications so as to

have a pool of eligible candidates for scientific selection. Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm.

Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time.

A general recruitment process is as follows:

1) Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions for

recruitment from any department of the company. These contain:

Posts to be filled

Number of persons

Duties to be performed

Qualifications required

2) Preparing the job description and person specification.

3) Locating and developing the sources of required number and type of employees (Advertising etc).

4) Short-listing and identifying the prospective employee with required characteristics.

5) Arranging the interviews with the selected candidates.

6) Conducting the interview and decision making

1 . Identify vacancy 2 . Prepare job description and person specification 3 . Advertising the
  • 1. Identify vacancy

  • 2. Prepare job description and

person specification

  • 3. Advertising the vacancy

  • 4. Managing the response

  • 5. Short-listing

  • 6. Arrange interviews

  • 7. Conducting interview and

decision making

Recruitment is a continuous process because of:

  • a) Staff departures (e.g. retirements, resignation )

  • b) Changes in business requirements (e.g. new products, markets, expended operations)

  • c) Changes in business location (are relocation often triggers the need for substantial recruitment)

  • d) Promotions

  • e) Transfers

Objectives of the recruitment process

To obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives.

It helps to create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool.

To induct the outsiders with new perspectives to lead the company.

To recruit people whose skill fit the company values?

To search for talent globally not just within the company.

To device methodology for assessing psychological traits.

To anticipate and find people for positions that does not exist yet.

Factors affecting Recruitment:

The size of the organization.

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

The effects of past recruiting efforts which show the organization’s ability to

locate and retain the good performing people. Working conditions, salary and benefit packages offered by the organization.

Rate of growth of the organization.

The future expansion and production programs.

Cultural, economic and legal factors.

However these factors may be divided specifically as:

Internal factors

External factors

Internal Factors:

Recruitment policy of the organization

Human resource planning strategy of the company

Size of the organization and number of people employed

Cost involved in recruiting employees

Growth and expansion plans of the organization

Company pay package

Career planning and growth

Quality of work life

Role of trade union

External Factors:

Supply and demand of specific skills in the labor market.

Political and legal factors like reservations of jobs for specific sections of society etc

The job seekers image perception of the company.

Information system like employment exchange/ tele recruitment like internet.

Labor market conditions.

Recruitment checklist:

Before going to actual recruitment a checklist to be made which helps the recruiter till

the end of the process. Whether the vacancy has been agreed by the responsible manager

Availability of the job description

What are the conditions of employment for the vacant position

Whether the candidate specification been prepared

Whether the notice of vacancy been submitted earlier

Whether the job advertisement been agreed

What arrangement have been made for drawing a shortlist of candidates

Whether the interview arrangement have been made

Whether offers letters been agreed and dispatched

Whether rejection letters sent to the unsuccessful candidates

Whether confirmation letter received from the selected candidate to letter has been sent.

whom offer

Recruitment policy:

In today’s rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed

effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process.

Most of the companies are having personnel policies for the organization. Recruitment policy is a part of the perssonel policy. But before making the recruitment policy the organization must consider the government policies, personnel policies of other organization, social responsibility of the organization etc.

Sources of recruitment:

INTERNAL SOURCES: The most common internal sources of internal recruitment are

  • 1. Personal recommendations

  • 2. Notice boards

  • 3. Newsletters

  • 4. Memoranda

1) Personal References

The existing employees will probably know their friends or relatives or colleagues who could successfully fill the vacancy. Approaching them may be highly efficient method of recruitment but will almost certainly offend other workers who would have wished to have been considered for the job. To keep employees satisfied make sure that potentially suitable employees are informed of the vacancy so that they can apply. Also anyone else who is likely to be interested is told about it as well so that they can apply for the job.

2) Notice Boards

This is the convenient and simple method of passing on important messages to the existing staff. A job advertisement pinned to a notice board will probably be seen and read by a sufficient number of appropriate employees at little or no cost. However many of the staff will probably not learn of the vacancy in this way either because the notice board poorly

located or is full of out dated notices that they don’t bother to look at it, as they assume there

is nothing new to find out. A notice board must be ensured that it is well sited. Wherever it

is been placed it should be certain that it is seen by every one. It means there must be equal opportunity to see to it and this happens when they know that just important topical notices are on display. Attention must be paid to the design and contents of the notice if it is to catch the eye and make the employee read on and then want to apply for the job.

3) Newsletters

Many companies regularly produce in-house newsletters, magazines or journals for their staff to read. It is hoped that latest company news sheet is read avidly by all staff thus ensuring that everyone is aware of the job opportunity advertised in it. Unfortunately this is not always so, because it is sometimes not circulated widely enough and employees may find it boring and choose not to read it. Newsletter can be utilized as the source of recruitment if it is convinced that everybody will see a copy.

4) Memoranda

Possibly the best way of circulating news of the job vacancy is to send memoranda to department managers to read out to the teams or to write all employees perhaps enclosing memoranda in wage packets if appropriate. However it can be a time consuming process to contact staff individually, especially if there is a large work force. It should also be kept in mind as to in which way the memorandum is phrased out so that the job appeals to likely applicants.

EXTERNAL SOURCES

There are many sources to choose from if you are seeking to recruit from outside the company.

  • 1. Word of mouth

  • 2. Notices

  • 3. Job centers

  • 4. Private agencies and consultants

  • 5. Education institutions

6.

The press

  • 7. Radio

  • 8. Television

1) Word of Mouth

Existing employees may have friends and relatives who would like to apply for he job. Recruiting in this way appears to be simple, inexpensive and convenient. Never use word of mouth as a sole or initial source of recruitment if the work force is wholly or predominantly of one sex or racial group. Also employing friends and relatives of present employees may be imprudent because it is not certain that they are as competent as the current staff.

2) Notices

Displaying notices in and around business premises is a simple and often overlooked method of advertising a job vacancy. They should be seen by a large number of passerby, some actively looking for work. It can also be inexpensive with a notice varying from a carefully hand written post card up to a professionally produced poster. Pay attention to the appearance and contents of the notice if it is intended that it is applied by the right people.

3) Job Centers

Most large towns have a job center which offers employers a free recruitment service, trying to match their vacancies to job seekers. Staff will note information about a post and the types of person sought and then advertise the vacancy o notice boards within their premises. Job center employees can further help if requested to do so by issuing and assessing application forms and thus weeding out those applicants who are obviously unsuitable for the position. Short listed candidates are then sent out for the employer to interview on his business premises.

4) Private Agencies and Consultants

There are various types of private organization that can help to find the right person for a particular job. Employment agencies exist in many town and cities. Some handle all general vacancies from junior unto supervisory level while others specialize in various occupations such as accountancy, clerical or computer personnel and marketing or sales. Since they maintain a register of job seekers, they initially attempt to find applicants from this list. A short list will be drawn up by reading through applications and conducting interviews on client organization’s behalf. Although fees vary, it is expected to pay around 10 to 15% of the annual salary offered if a suitable person is found for the job. This will be partly refundable if he leaves within a certain period of time. For temporary staff, it is normally charged on hourly, daily or weekly rate by the agency. They will then pay the employee. Recruitment agencies are similar to employment agencies in the services that they offer. The main difference is that recruitment agencies tend to operate at a higher level, concentrating on technical, managerial and executive appointment. Accordingly, increased time, effort and expertise are needed to compile a quality short list. This will be reflected in the fees charged, often between 18 and 22% of the annual salary of the staff recruited. Again a proportion of this may be refundable if the employees proves to be unsatisfactory and subsequently departs.

Search consultants, also known as Headhunters, specialize in finding candidates for senior positions. They normally head hunt people currently at work in similar posts, possibly at rival companies. Discrete approaches, by telephone, are made direct to the persons involved. Such a process is time consuming and requires considerable tact and diplomacy if it is to be successful. Charges may be in excess of 30% of the annual salary. Before opting for this source attention must be paid about those agencies who brashly promise to give a lengthy list of candidates very quickly. It may sound impressive but suggests that they are simply pulling names from a register perhaps of dubious quality and are not actively searching for and screening applicants properly. A good shortlist will take time to compile. It must be ensured that the agency with which the organizations contracting must follow a good refund system in case the new recruit resigns or needs to be dismissed shortly after joining. Also a free replacement warranty up to six months must be provided by the recruiting agency.

When employing an agency or consultant, make sure that they know exactly what they are expected to do. A clear job description and employee specification, must be provided so that they could screen by referring to the employee specification and so on. Full up to date information about the job and person required. Supply all details and all instructions in writing to avoid subsequent misunderstandings and disagreements.

The recruiting agency or consultant must be in touch with the client company throughout the recruitment process to ensure that the agency is following the instructions and doing its job well. Also it must be ensured that they are maintaining equality of opportunity and avoiding unlawful discrimination against applicants of a particular sex, marital status or any racial group. All applicants should be judged solely on their ability to do the job.

5) Educational Institutions Or Campus Recruitment

Those companies which require a steady intake of young person’s for new Youth Training to trainee management positions ought establish and maintain close contact with colleges and universities. The advantage of campus recruitment is, it is known that who the audience to be addressed are. Promotional literature in the form of posters, broachers, catalogues; press releases and so on can be issued to the audience so that the company’s name remains prominent and their student’s minds all the time.

6) The Press

Advertising for the new staff through the press has proved successful for many companies. Choose between local newspapers, national newspapers and the magazines. All will put in touch with different audience. Local newspapers, read by a large cross-section of the immediate population, may be most suitable if there is sufficient talent in the area.

National newspapers, with their mass circulations and differing attitudes to news coverage appealing to various tastes, could be better when looking out to fill the senior position.

Trade Magazines often under estimated as useful source of recruitment might be worth considering if looking out to recruit someone for a specialized job which possibly requires previous experience of the particular industry.

Naturally there are some drawbacks to newspaper advertising. It is expensive in relation to other, often equally good source such as job and careers centers, which advertise free. Other drawbacks of newspaper advertising include a high level of wastage (the vast majority of readers will not be job hunting) and a short life span. The daily or evening newspaper is invariably discarded at the end of the day. A short series of advertisement incurring extra expenses may sometimes be required and multiplying one advert by three or four starts to make this source prohibitively costly. Trade magazines could be a better way of recruiting staff depending upon the circumstances. Most will include employment advertisements within a classified section which will be read by a small but select and interested number of people. There some disadvantages, however the financial outlay is still considerable. If the magazine is published bi-monthly or quarterly, may have to wait sometime before the advertisement is seen. It may be intended to fill the vacancy as soon as possible.

7) Radio

Many radio stations broadcast special job finders advertisements throughout the day for companies looking for new recruits. Advertising through the radio has got many advantages as it will be transmitted to over a wide geographical area to potentially large audience. Variety of age groups listens thus making it a suitable medium for different types and levels of jobs. Advertisements can be broadcast very quickly sometimes within hours. Nevertheless there are some disadvantages that must be considered carefully. As few have tune in to hear advertisements and their thoughts invariably wander when they are on, or they may start station hopping to find more music. The radio is also transient medium. An advertisement lasts for perhaps 30 seconds, which is a very short period in which to put across all the important points, and is then finished. It is usually difficult to remember (What was the company’s name? what was its phone number?) most listeners will not have a pen and pad handy to make notes.

8) Television

You can advertise on a regional or national basis. Recruiting staff through the Television is still widely regarded as a new and innovative approach. Companies which use this medium may therefore be seen as go-ahead and dynamic. Thus, this medium may not be an immediate choice if there is only just one vacancy to be filled, although shorter and expensive one month contracts could be negotiable and worth considering.

SELECTION

The selection procedure is concerned with securing relevant information about the applicant. This information is secured in number of steps. The objective of selection process is to determine whether an applicant meets the qualifications for a specific job and to choose the applicant who is most likely to perform well in that job.

The hiring procedure is not a single act but it is essentially a series of methods by which additional information is secured about the applicant. At each stage facts, which came to light, make the acceptance or rejections of the candidate clear. Some selection processes are quite easy and some with many hurdles this increases with the level and responsibility of the positions to be filled.

Essentials of Selection Procedure

The selection process can be successful if the following requirements are satisfied:

  • 1. Someone should have the authority to select. 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 of personnel with which a prospective employee may be compared i.e., a comprehensive job description and job specification should be available beforehand.

  • 3. There must be sufficient number of applicants from whom the required number of employees may be selected.

PROCESS OF SELECTION

Selection
Selection

Preliminary screening interview

Completion of application or form if not done previously

Employment tests

Comprehensive interview

Back ground investigation

Final employment decision

Preliminary Interview or Screening

The initial screening is usually conducted by a special interviewer a high caliber receptionist in the employment office. These interviews are short and are known as stand-up interviews. The main objective of such interviews is to screen out undesirable/unqualified candidates at very outset. Such interviews conducted by someone who inspires confidence, who genuinely interested in people, and whose judgment in the “sizing up” of the applicant is fairly reliable.

Basic criteria that must be met for an application to be eligible for consideration. If these criteria are not met, there is no obligation on the employer to consider such applications. The screening process therefore seeks to identify those applications that meet the basic entry-level requirements applications that are therefore incomplete or do not meet the basic appointment criteria are considered unsuccessful applications. In order to be fair and objective in the screening of candidates, it is essential that a fixed set of valid criteria be applied in terms of each and every candidate that applies for a position.

Certain conditions should be met in relation to the format and content of -

  • a) Application forms

  • b) Curricula Vitae (CV’s) and

  • c) All other relevant documentation.

What is the purpose of short-listing?

After having completed the screening process and eliminated those applicants that do not meet the basic requirements, the next objective should be to identify a manageable size (pool) of applicants (a short-list) who are best suited to fill the position successfully and from whose ranks the most suitable candidate(s) is/are to be selected. It is about identifying a manageable pool of best suited candidates for a specific position, in the interest of the State, taking into account Affirmative Action and Employment Equity objectives.

May short-listing be used to reduce a vast number of applications to a manageable size. As stated, the primary objective of the short-listing process is to reduce the number of qualifying applicants to a manageable size for purposes of selecting the most suitable candidate. A further

objective with short-listing is to rank candidates, and to determine a cut-off point below which candidates will not be interviewed. The criteria utilized for short-listing purposes should therefore be in sufficient detail to allow for this and should be applied consistently.

Application Form

Application form is also known as application blank. The technique of application blank is traditional and widely accepted for securing information from the prospective candidates. It can also be used as a device to screen the candidate at the preliminary level. Many companies formulate their own style of application forms depending upon the requirement of information based on the size of the company, nature of business activities, type and level of job etc. they also formulate different application forms for different jobs, at different levels, so as to solicit the required information for each job. But few companies in our companies in our country do not have prescribed application forms.

Psychological Testing

Test is defined as a systematic procedure for sampling human behavior

Tests are used in business for three primary purposes.

1)

For the selection and placement of new employees

2)

For appraising employees for promotion potentials and

3) For counseling employees if properly used psychological tests can be of paramount importance for each of these purposes.

Classification of Tests on the Basis Of Human Behavior

A. Aptitude or potential ability test

Such tests are widely used to measure the latent ability of a candidate to learn new jobs or skills. They will enable us to know whether a candidate if selected, would be suitable

for a job, which may be clerical or mechanical. These tests may take one of the following forms.

  • a) Mental or Intelligence Test - measures and enables to know whether he or she has mental capacity to deal with new problems.

  • b) Mechanical Aptitude Test - measures the capacity of a person to learn a particular type of mechanical wok. This could help in knowing a person’s capability for spatial visualization, perceptual speed manual dexterity, visual motor coordination or integration, visual insights etc.

  • c) Psychometric tests these tests measures a person’s ability to do a specific job

    • B. Achievement test Also known as proficiency tests they measure the skill, knowledge which is acquired as a result of a training program and on the job experience they determine the admission feasibility of a candidate and measure what he/she is capable of doing.

      • a) Tests for measuring job knowledge this type of test may be oral or written. These tests are administered to determine proficiency in shorthand and in operating calculators adding machines dictating and transcribing machines and simple mechanical equipment.

      • b) Work sample tests demand the administration of the actual job as a test. A typing test provides the material to be typed and notes the time taken and mistakes committed.

        • C. Personality tests These tests aim at measuring those basic make up or characteristics of an individual which are non-intellectual in their nature. In other words they probe deeply to discover clues to an individual’s value system, his emotional reactions and maturity and motivation interest his ability to adjust himself to the illness of the everyday life and his capacity for interpersonal relations and self image.

  • a) Objective tests it measures neurotic tendencies self-sufficiency dominance submission and self-confidence. These are scored objectively. They are paper and pencil tests or personality inventors.

  • b) Projective tests it is a test in which a candidate is asked to project his own interpretation into certain standard stimulus situation. The way in which he/she responds to these stimuli depends on his own values, motives and personality.

  • c) Situation tests – these tests measures an applicant’s reaction when he is placed in a peculiar situation his ability to undergo stress and his demonstration of ingenuinity under pressure. Such tests usually relate to leaderless group situations, in which some problem is posed to a group and its members are asked to reach some conclusion without the help of a leader.

  • d) Interest tests these tests aim at finding out the types of work in which a candidate is interested. They are inventories of the likes and dislikes of the people of some occupation hobbies and recreational activities. They are useful in vocational guidance and are assessed in the form of answers to a well prepared questionnaire.

Interviews

Interviews are a crucial part of the recruitment process for most organizations. Their purpose is to give the selector a chance to assess the candidate and to demonstrate their abilities and

personality. It’s also an opportunity for an employer to assess them and to make sure the

organization and position are right for the candidate. An interview is an attempt to secure maximum amount of information from candidate concerning his suitability for the job under consideration.

The recruitment process for most organizations follows a common theme: Applications/CVs are received, either online or by post; and candidates are short-listed and invited for interview. The interview format can vary considerably and may include an assessment centre and/or tests. The number of interviews also varies. Some companies are satisfied after one interview, whereas others will want to recall a further shortlist of candidates for more. If successful at the final interview stage, an official job offer is sent to the candidate. Interview format is determined by the nature of the organization, but there are various standard formats.

Chronological Interviews -These work chronologically through the candidate’s life to date and are usually based on the CV or a completed application form.

Competency-Based Interviews -These are structured to reflect the competencies that an employer is seeking for a particular job (often detailed in the recruitment information). This is the most common type of interview for graduate positions today.

Technical Interviews - If a candidate has applied for a job or course that requires technical knowledge (e.g. positions in engineering or IT) it is likely, at some stage in the selection process, that the candidate will be asked technical questions or have a separate technical interview to test his/her knowledge. Questions may focus on the final year project and his/her choice of approach to it or on real/hypothetical technical problems. It seen that the candidate proves himself/herself but also they admit to what they don’t know.

Kinds of Interviews:

  • 1. One to one interview: in this type of interview one selector interviews one candidate alone.

  • 2. Informal interview: in this type there are discussions between the candidate and two or more interviewers.

  • 3. Panel of interviews: in these pre planned standard questions ranging overall aspects of the job are asked. They focus directly on elements of person specification.

  • 4. Direct planned interview: this interview is straight forward, face to face, question and answer situation intended to measure the candidate’s knowledge and background.

  • 5. Indirect and direct interview: in this type of interview the interviewer refrains from asking direct and specific questions but creates an atmosphere in which the interviewee feels free to talk and go into any subject he considers important. The object of the interview is to determine what individual himself considers of immediate concern, what he thinks about these problems, and how he conceives of his job and his organization.

  • 6. Patterned interview: in this interview a series of questions which illuminates validated against the record of employees who have succeeded or failed on the job.

  • 7. Stress interview: in this interview the interviewer deliberately creates stress to see how an applicant operates in stress situation. To induce stress, the interviewer responds to the

applicant’s answers with anger, silence and criticism. This interview aims attesting the candidate’s job behavior and level of withstanding during the period of stress and strain.

  • 8. Depth interview: in this type of interview, the candidate would be examined extensively in core areas of knowledge and skills of the job.

Background Checks and Enquiries

Offers of appointment are subject to references and security checks. The references given in the candidate’s application will be taken up and a security check will be conducted. Security checks can take a while if the candidate has lived abroad for any period of time.

Final Selection Decision

Those individuals who perform successfully on the employment tests and the interviews, and are not eliminated by development of negative information on either the background investigation or physical examination are now considered to be eligible to receive an offer of employment. Who makes that employment offer? For administrative purposes the personnel department should make the offer. But their role should be only administrative. The actual hiring decision should be made by the manager in the department that had the position open.

Chapter 4

DATA ANALYSIS

Observation made during the study and analysis of the company policy

The company is having all over India branches/area offices. Initial interviews will be conducted at the area office by the concerned area manager. As the HR Department is located in the corporate office so all the final interviews & selection will be done at its corporate office i.e. in Hyderabad. Sometimes screening will be done by telephonic interview which is conducted by the HR department in corporate office. The candidate will be filtered based on merit and experience. The company is recruiting its manpower through consultancy also. The consultancy will be selected based on the process used by them before sending the candidate to the company. The company is tie up with job portal Naukari.com also. This is helpful for the process of recruitment in collection of resumes. The candidate will be selected based on the communication and their presentation at the time of interview. Subject knowledge is also essential based on type of the vacancy. The time lag between recruitment and placing will be done within one month. The company will pay the applicants expenses for attending the interview, based on the grade. Rejected candidates will be intimated and their profile will be kept in data bank for a period of 6 month.

1)

The recruitment and selection process of company meets the current legal requirements.

4%

59% 19% 14% 4% Strongly Agree Agree no opinion disagree strongly disagree
59%
19%
14%
4%
Strongly Agree
Agree
no opinion
disagree
strongly disagree

Response Pattern

Remark

Percentage

Strongly Agree

  • 10 19%

 

Agree

  • 30 59%

 

no opinion

 
  • 7 14%

disagree

 
  • 2 4%

strongly disagree

 
  • 2 4%

Interpretation:

Near about 20% of the respondents are strongly agree with the statement that recruitment and selection process of company meets the current legal requirements, and 60% are agree only so, total 80% of the respondent are in favor that the process of recruitment & selection meets the current legal requirement.

Observation:

The process of recruitment & selection which is followed by the company is helpful to meet the

company’s manpower requirement.

2)

Recruitment & Selection Policy of company is clearly stated.

59% 25% 10% Strongly Agree Agree no opinion disagree strongly disagree 4% 2%
59%
25%
10%
Strongly Agree
Agree
no opinion
disagree
strongly disagree
4%
2%

Response Pattern

Remark

Percentage

Strongly Agree

  • 13 25%

 

Agree

  • 30 59%

 

no opinion

 
  • 5 10%

disagree

 
  • 2 4%

strongly disagree

 
  • 1 2%

Interpretation:

The question was raised to know that employees are aware about the company’s recruitment & selection policy or not. Near about 85% are agreed that the recruitment & selection policy is clearly stated and only 8% are disagree.

Observation:

So the recruitment & selection policy of company is clearly stated but it requires little bit change. But the company policy should be updated time to time.

3)

Internal source is better for company

35% 37% 22% Strongly Agree Agree no opinion disagree strongly disagree 4% 2%
35%
37%
22%
Strongly Agree
Agree
no opinion
disagree
strongly disagree
4%
2%

Response Pattern

Remark

 

Percentage

Strongly Agree

 
  • 18 35%

Agree

 
  • 19 37%

no opinion

 
  • 11 22%

disagree

 
  • 2 4%

strongly disagree

 
  • 1 2%

Interpretation:

As per the respondent response near about 70% are agree with the statement that internal source is better for company, 22% having no response and 6% are disagree with the statement.

Observation:

After analysis it is better to get the manpower by internal source as they are aware about that candidate skill and behavior but sometimes company will not get right candidate.

4)

External source is better for company.

40% 18% 4% 30% 8% Strongly Agree Agree no opinion disagree strongly disagree
40%
18%
4%
30%
8%
Strongly Agree
Agree
no opinion
disagree
strongly disagree

Response Pattern

Remark

 

Percentage

Strongly Agree

2

 

4%

Agree

15

 

30%

no opinion

4

 

8%

disagree

20

 

40%

strongly disagree

9

 

18%

Interpretation:

Near about 55% are disagree with the statement that external source is better for company’s recruitment process and about 34% are in favor of this statement.

Observation:

From this question respondent are satisfied with the internal source but some are not satisfied and they preferred external source.

5)

I feel scarcity of manpower at my working place.

43% 25% 10% 10% 12% Strongly Agree Agree no opinion disagree strongly disagree
43%
25%
10%
10%
12%
Strongly Agree
Agree
no opinion
disagree
strongly disagree

Response Pattern

Remark

Percentage

Strongly Agree

 
  • 5 10%

Agree

 
  • 5 10%

no opinion

 
  • 13 25%

disagree

 
  • 22 43%

strongly disagree

6

 

12%

Interpretation:

Near about 60% are disagree with this statement, means they are not feeling scarcity of manpower and Only 20% are agree with this statement.

Observation:

This shows that HR department fulfills all the requirements of human resource in the organization as soon as required. But as some are disagree with this statement means the recruitment process needs change.

6)

I feel that the right job is being performed by the deserved person at my working environment.

43% 17% 18% 14% 8% Strongly Agree Agree no opinion disagree strongly disagree
43%
17%
18%
14%
8%
Strongly Agree
Agree
no opinion
disagree
strongly disagree

Response Pattern

Remark

Percentage

Strongly Agree

9

17%

Agree

22

43%

no opinion

 
  • 9 18%

disagree

 
  • 7 14%

strongly disagree

 
  • 4 8%

Interpretation:

It is very important for any organization to recruit skilled manpower, to achieve its business target. The question was raised to know the opinion that right job is performed by right person. So 60 % are agree and near about 20% are disagree.

Observation:

This shows company is recruiting right candidate for right job but some respondent are disagree so selection process need improvement and proper verification of recruitee.

7)

The employee’s competency matches with the job specification.

2%

41% 39% 10% 8% Strongly Agree Agree no opinion disagree strongly disagree
41%
39%
10%
8%
Strongly Agree
Agree
no opinion
disagree
strongly disagree

Response Pattern

Remark

Percentage

Strongly Agree

1

2%

Agree

  • 20 39%

 

no opinion

  • 21 41%

 

disagree

  • 5 10%

 

strongly disagree

  • 4 8%

 

Interpretation:

Nearly 45% are agree with this statement and 20% are disagree but surprisingly 40% gave no opinion this means they are not aware about other competencies,

Observation:

This interpret ate that company’s recruitment process is helpful in getting right candidate for

right job but as per of the some respondent dissatisfaction the recruitment should be more filter.

8)

To what extent you are satisfied with the external source (job portals) for recruitment process.

2%

49% 33% 9% 7% Strongly Agree Agree no opinion disagree strongly disagree
49%
33%
9%
7%
Strongly Agree
Agree
no opinion
disagree
strongly disagree

Response Pattern

Remark

percentage

Strongly Agree

 
  • 3 7%

 

Agree

 
  • 4 9%

 

no opinion

  • 22 49%

 

disagree

  • 15 33%

 

strongly disagree

1

2%

Interpretation:

some respondent are satisfied with the external source of recruitment ,It is observed that most of the candidates are recruited through “Reference” or other internal source and about 50% have no opinion the external sources like job portals, consultancies.

9)

To what extent you are satisfied with the employee’s reference for recruitment process.

40% 22% 20% 14% 4% Strongly Agree Agree no opinion disagree strongly disagree
40%
22%
20%
14%
4%
Strongly Agree
Agree
no opinion
disagree
strongly disagree

Response pattern

Remark

percentage

Strongly Agree

 
  • 10 20%

Agree

 
  • 20 40%

no opinion

2

4%

disagree

11

22%

strongly disagree

7

14%

Interpretation:

60% of respondent are in favor of the statement that they are satisfied with the employee’s

referral, this helps in getting known candidates as company knows the skill and behavior of the

recruitee. But near about 35% are disagree with the statement so, recruitment process need good external sources for recruitment process.

10) To what extent the selection procedure followed for your recruitment is suitable to your job.

40% 20% 28% 4% 8% Strongly Agree Agree no opinion disagree strongly disagree
40%
20%
28%
4%
8%
Strongly Agree
Agree
no opinion
disagree
strongly disagree

Response pattern

Remark

 

percentage

Strongly Agree

 
  • 14 28%

Agree

 
  • 20 40%

no opinion

2

 

4%

disagree

10

 

20%

strongly disagree

4

 

8%

Interpretation:

Near about 70% of the candidates are satisfied with the selection procedure and this shows right person is in right job but near about 30 % are not satisfied so this shows that selection process also needs some changes.

Chapter 5

FINDINGS AND INTERPRETATION

After a thorough study and discussion on the companies recruitment & selection policy, to know its effectiveness in the organization a self designed questionnaire has been prepared to gather the views of employees.

The questionnaire contains 10 questions related to recruitment & selection topic. The questionnaire has been distributed to 50 employees from various departments (HPD, Marketing, and asked them to answer the questions by selection the given choices.

The responses of all the questions were summed up from all the answered questionnaires. These summed up responses were calculated to derive the percentages to make the interpretation more meaningful, being represented in the form of pie chart.

These are the findings:

  • 1. The process of recruitment & selection which is followed by the company is helpful to meet the company’s manpower requirement to some extent.

  • 2. The recruitment & selection policy of company is clearly stated but no updation according to the company’s objective.

  • 3. Company is highly dependent on employee’s referral for higher position and for lower posts company prefers job portals and outsourcing.

  • 4. Company is recruiting right candidate for right job but some respondent are disagree so selection process needs improvement and proper verification of recruitee.

  • 5. Candidates are not timely informed for their selection and also for their rejection.

  • 6. Too much time taken by the HPD in recruiting some important urgent posts.

  • 7. Some respondent are satisfied with the external source of recruitment ,It is observed that most of the candidates are recruited through “Reference” or other internal source and about 50% have no opinion the external sources like job portals, consultancies.

  • 8. After analysis it is better to get the manpower by internal source as they are aware about that candidate skill and behavior but sometimes company will not get right candidate.

Chapter 6

SUGGESTIONS

After concluding the study of the companies recruitment policy, interaction with some of the recruitment manager, company associates and based on the responses received from the associates the following suggests are made to the company for further improvement of the policy.

  • 1. The organization should not majorly Clear job description is given to the candidates at the time of interview itself, to avoid disappointment after joining.

  • 2. The candidate should be informed in time whether they have been selected or not. There should not be any delay in informing the candidate.

  • 3. There should be reliability on external sources.

  • 4. Recruitment feedback should be taken by the candidates to improve the recruitment process.

  • 5. The employees should be called for the interview only after checking their educational qualifications and job experience in a proper way so as to save the time and cost involved in the recruitment process.

  • 6. Depend on the application bank as the major source for the details of the candidate for recruitment purpose. It should also consider other sources which could provide them better options.

  • 7. Follow up to be done to the newly engaged employees to ensure that they have settled in and to check on how well they are doing. If they have any problems it is better to identify them at an early stage rather than allowing them to fester.

  • 8. Internal job posting to be preferred to reduce cost of recruitment.

  • 9. Organization should use social networking sites for creating pool of good candidates.

Bibliography

Bibliography

  • H. John Bernardin “ Human Resource Management”, Fourth Edition, Mc Graw Hill,2000.

  • Angelo S Denisi , “Human Resource Management,Second Edition, Biztantra, 2005.

  • GaryDessler, Human Resource ManagementTenth Edition, Pearson Education, 2007,pg. no.423-530.

  • C.R. Kothari, “Research Methodology Methods and Techniques”, Second Edition, New Age International Publishers, 2004.

  • Information from Company Policy Manual

  • Abhishek Agarwal - EzineArticles.com Expert Author

  • Recruitment and Selection by Duncan Brodie- EzineArticles.com Expert Author.

Websites:

Annexure

Questionnaires for associates:

I am student of SIVA SIVANI INSTITUTE OF MANAGEMENT, SECUENDRABAD, and I am doing project on RECRUITMENT AND SELECTION in the field of Human Resource Department. I would be grateful if you could spare few minutes and answer the questions below. The answer will be kept confidential and used for academic purpose only.

QUESTIONNAIRE [Kindly tick ( √ ) the options you think are right ]

1) The recruitment and selection process of company meets the current legal requirements?

  • a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

2) Recruitment & Selection Policy of company is clearly stated.

  • a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

3) Internal source is better for company.

  • a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

4) External source is better for company.

  • a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

5) I feel scarcity of manpower at my working place.

  • a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

6)

I feel that the right job is being performed by the deserved person at my working environment.

  • a) Strongly Agree b) Agree c) no opinion d) disagree e) strongly disagree

7)

The employee’s competency matches with the job specification.

a) Strongly Agree disagree

b) Agree

c)

no

opinion

d) disagree e) strongly

8) To what extent you are satisfied with the external source (job portals) for recruitment process.

 

a)

0%

b) 25%

c) 50%

d) 75%

e) 100%

 

9)

To

what

extent

you

are

satisfied

with

the

employee’s

reference

for

recruitment process.

 
 

a)

0%

b) 25%

c) 50%

d) 75%

e) 100%

 

10)

To what extent the selection procedure followed for your recruitment is suitable to your job.

 

a)

0%

b) 25%

c) 50%

d) 75%

e) 100%

 
 

THANK YOU…… ..

 

Date:

Department:

Annexure