Placement Training Report

On

RECRUITMENT AND SELECTION PROCESS

WITH SPECIAL REFERENCE TO MANJILAS
GROUP OF COMPANIES, THRISSUR
SUBMITTED TO
SCHOOL OF DISTANCE EDUCATION
UNVIERSITY OF CALICUT
As a part of the partial fulfillment of the requirement
For the award of the degree of
MASTER OF COMMERCE
Submitted By
Ms. NIMA SURESH
Reg. No: THANDCM318
Enroll No: 1300489

SCHOOL OF DISTANCE EDUCATION

CALICUT UNIVERSITY
2015

DECLARATION
I, NIMA SURESH, student of M.Com, School of Distance Education,
University Of Calicut, do hereby declare that the Placement Training Report
titled

RECRUITMENT

SPECIAL

REFERENCE

AND
TO

SELECTION
MANJILAS

PROCESS

WITH

GROUP

OF

COMPANIES,THRISSUR, submitted in partial fulfillment for the award

of the degree of Master of Commerce program under the guidance and
supervision of Prof. Biju John. M , is my original work and not submitted
for the award of any other degree, diploma or fellowship under a similar title
to any other University.

Place :

NIMA

SURESH
Date :

Signature

ACKNOWLEDGEMENT
First of all, I am Thankful to God almighty for all his blessings throughout
my life with a light and that helped me do this project in a better manner. I
wish to express my deep sense of gratitude to Prof. Biju John. M, Associate
Professor in Commerce and Coordinator; School of Distance Education,
University of Calicut, for his valuable support and providing with all possible
opportunities for the preparation of this Report. I am also grateful to Prof.
Johny, for his valuable advice and guidance throughout the course.
I would like to express my heartfelt thanks to the Management, Mrs. Sreedevi
Suresh, Manager HR, Manjilas Group for her guidance and directions
throughout this training,

entire staff members of Human Resource

Department, Administrative Department and other staff members of Manjilas

Group Of Companies, Thrissur, for giving me a privilege to conduct the
Placement Training Report work in their esteemed Organization.

I am also thankful to my family members and friends for their constant

support and encouragement.

TABLE OF CONTENTS

Chapter No.
1
1.1
1.2
1.3
1.4
1.5
1.6
2
3

Description
INTRODUCTION
Introduction to the Study
Objectives of the study
Scope of Study
Research Methodology
Limitation of the Study
Company Profile
DEPARTMENT AND PRODUCTS
STUDY OF THE TOPIC WITH SPECIAL

Page No.

REFERENCE TO MANJILAS GROUP OF

28 33

4
5

COMPANIES
REVIEW OF LITERATURE
DATA ANALYSIS AND

34 78
79 83

INTERPRETATION
FINDINGS, SUGGESSTIONS AND

84 86

7
8

CONCLUSION
BIBLIOGRAPHY
LIST OF CHARTS AND TABLES

13
3 12
12
12 13
13 14
14 19
20 27

87
88

CHAPTER-1
INTRODUCTION

Page 1

1.1.

INTRODUCTION TO THE STUDY

Human Resource should be defined not by what it does, but by what it

delivers.
David Ulrich

Recruitment is a function that requires business perspective, expertise, ability

to find and match the best potential candidate for the organization, diplomacy,
marketing skills (as to sell the position to the candidate) and wisdom to align
the recruitment processes for the benefit of the organization. The HR
professionals handling the recruitment function of the organization- are
constantly facing new challenges. The biggest challenge for such professionals
is to source or recruit the best people or potential candidate for the
organization.
In the last few years, the job market has undergone some fundamental changes
in terms of technologies, sources of recruitment, competition in the market etc.
In an already saturated job market, where the practices like poaching and
raiding are gaining momentum, HR professionals are constantly facing new

challenges in one of their most important function- recruitment. They have to

face and conquer various challenges to find the best candidates for their
organizations.
Page 2

The

major

challenges

faced

by

the

HR

in

recruitment

are:

Adaptability to globalization The HR professionals are expected and

required to keep in tune with the changing times, i.e. the changes taking place
across the globe. HR should maintain the timeliness of the process
Lack of motivation Recruitment is considered to be a thankless job.
Even if the organization is achieving results, HR department or
professionals are not thanked for recruiting the right employees and
performers.
Process analysis The immediacy and speed of the recruitment process
are the main concerns of the HR in recruitment. The process should be
flexible, adaptive and responsive to the immediate requirements. The
recruitment process should also be cost effective.
Strategic prioritization The emerging new systems are both an
opportunity as well as a challenge for the HR professionals. Therefore,

reviewing staffing needs and prioritizing the tasks to meet the changes
in the market has become a challenge for the recruitment professionals.
Human resources have become viewed as more critical to organizational
success and many organizations have realized that it is the people in an
organization that

Page 3

can provide a competitive advantage and the people as human resources

contribute to and affect the competitive success of the organization.
Recruitment and selection is the process of identifying the need for a job,
defining the requirements of the position and the job holder, advertising the
position and choosing the most appropriate person for the job. Recruiting
employees with the correct skills can add value to a business and recruiting
workers at a wage or salary that the business can afford, will reduce costs.
Employees should therefore be carefully selected, managed and retained, just
like any other resource.
For every organization it is important to have a right person on a right job.
Recruitment and Selection plays a vital role in this situation. Shortage of skills
and the use of new technology are putting considerable pressure on how

employers go about Recruiting and Selecting staff. It is recommended to carry

out a strategic analysis of Recruitment and Selection procedure. With
reference to this context, this project is been prepared to put a light on
Recruitment and Selection process.

1.2. OBJECTIVES OF THE STUDY

Every organization has some objectives and every part of it should contribute
directly or indirectly to the attainment of objectives. In order to achieve
Page 4

organizational objectives integration of employer's interest and employee

interest is necessary. To integrate them right form of recruitment strategies are
implemented i.e. recruitment. Selection, motivation, compensation, health etc.
managers have to study the behavior and attitude of employees and how they
can retain the motivated employees in the organization. In my study I have
tried to know the recruitment and selection strategies in organization. The
objectives which have been kept in mind are as follows:
To study about the recruitment and selection process followed at
Manjilas Group of Companies.

 To know the job satisfaction levels of employee recruited.

To enable an organization to maintain an inventory of the quality
employees by the best sources of recruitment and selection strategies in
the organization.
To examine the recruitment and retention process of employees in the
related unit.
To find the draw backs in the Recruitment & selection strategy of
company.
To suggest the measures for establishing and better Recruitment and
selection Strategy.

Page 5

Objectives of the Recruitment

To attract with multi-dimensional skills and experience that suit the
present and future organizational strategies.
To induct outsiders with new perspectives to lead the company.
To infuse fresh blood at all levels of the organization.
To develop an organizational culture that attracts competent people to
the company.

 To search or head hunt/head paunch people whose skills fit the

companys values.
To device methodologies for assessing psychological traits.
To seek out non-conventional development grounds of talent.
To search for talent globally and not just within the company.
To design entry pay that competes on quality but not on quantum.
Purpose and Importance of Recruitment
Attract and encourage more and more candidates to apply in the
organization.
Create a talent pool of candidates to enable the selection of best
candidates for the organization.
Determine present and future requirements of the organization in
conjunction with its personnel planning and job analysis
activities.

Recruitment is the process which links the employers with the

employees.

Increase the pool of job candidates at minimum cost.

Page 6

Help increase the success rate of selection process by decreasing

number of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of
time.

 Meet the organizations legal and social obligations regarding the

composition of its workforce.
Begin identifying and preparing potential job applicants who will
be appropriate candidates.
Increase organization and individual effectiveness of various
recruiting techniques and sources for all types of job applicants
FACTORS AFFECTING RECRUITMENT
External Forces
Supply &Demand

Internal Factors
Recruitment Policy

Unemployment Rate

HR Planning

Labor Market

Size of the Firm

Political Legal

Growth & Expansion

Image

SELECTION
Selection is defined as the process of differentiating between applicants in
order to identify (and hire) those with a greater likelihood of success in a job.
Selection is
Page 7

basically picking an applicant from (a pool of applicants) who has the

appropriate qualification and competency to do the job.

Selection can be conceptualized in terms of either choosing the fit candidates,

or rejecting the unfit candidates, or a combination of both. Selection involves
both because it picks up the fits and rejects the unfit. In fact, in Indian context,
there are more candidates who are rejected than those who are selected in most
of the selected processes. Therefore, sometimes, it is called a negative process
in contrast to positive program of recruitment.
Selection is the process of picking individual (Out of the pool of job
candidates) with requisite qualification and competence to fill job in the
organization. A formal definition of selection is that It is the process of
differentiation between applicants in order to identify (and hire) those with a
greater likelihood of success in a job
Recruitment function helps the organization to develop pool prospective
human resources. It is difficult for the HR manager to employ the suitable
people out of the pool. In fact, many organizations face critical problems in
choosing the people. Selection techniques and methods reduce the
complexities in choosing the right candidates for the job.
The appointment of suitable persons on various jobs is very essential. The
selection of wrong candidate will mean loss of time and money which have
been incurred on this person. It also leads to absenteeism and retrenchment.
This calls for a properly planned recruitment and selection process.

Page 8

After identifying the sources of human resources, searching for prospective

employees and stimulating them to apply for jobs in an organization, the
management as to perform the function of selecting the right employees at the
right time.
The objective of selection process is twofold.
Select a candidate whose success of probability in the job is highest.
Motivate the right candidate to opt for the vacancy by the proper
presentation of the organization to the potential candidates.
Problems In Effective Selection
The main objective of selection is to hire people having competence and
commitment. This objective s often defeated because of certain barriers. The
impediments, which check effectiveness of selection, are perception, fairness,
validity, reliability and pressure.
Perception
Fairness
Validity
Reliability
Pressure
Goals of Selection
To systematically collect information about to meet the requirements
of the advertised position.
To select a candidate that will be successful in performing the tasks
and meeting the responsibilities of the position.
Page 9

 To engage in hiring activities that will result in eliminating the under

utilization of women and minorities in particular departments.
To emphasize active recruitment of traditionally underrepresented
groups, i.e. individuals with disabilities, minority group members,
women, and veterans.
IMPORTANCE OF RECRUITMENT AND SELECTION PROCESS IN
ORGANIZATIONS
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

Page 10

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--vis qualifications and qualities necessary to
fill the vacancy. Based on this factor, one can shortlist the
candidates. 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 employers 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.
ESSENTIALS OF SELECTION PROCEDURE

The selection process can be successful if the following requirements are

satisfied:

Page 11

Someone should have the authority to select. This authority comes from
the employment requisition, as developed by an analysis of the
workload and work force.
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.
There must be a sufficient number of applicants from whom the
required number of employees may be selected.
Significance of selection procedure:
The success of an organization depends on the quality of personnel selected
for the jobs. Thus, selection of personnel is a very important function of
management. The importance of selection can be judged from the following
factors:
Procurement of skilled workers:
Only the suitable candidates who are fir for the job are selected from
among the prospective candidates for employment. In this may,
selection is a process by which only desirable candidates are hired and
others are denied the opportunities.

 Reduction in the cost of training:

Proper selection of candidates reduces the cost of training because (a)
qualified personnel have better grasping power, they can understand the
techniques of work better and in time. (b) The organization can develop
different training program for different persons on the basis of their individual
differences thus, reducing the time and cost of training considerably.
Page 12

1.3.

SCOPE OF THE STUDY:

Recruitment and selection is the important aspect in the organization.

Recruitment function helps the organization to develop a pool of prospective
human resources. It is difficult for the HR manager to employ the suitable
people out of the pool. In
fact, many organizations face critical problems in choosing the people.
Selection techniques and methods reduce the complexities in choosing the
right candidates for the job.
After identifying the sources of human resources, searching for prospective
employees and stimulating them to apply for jobs in an organization, the
management as to perform the function of selecting the right employees at the
right time.
The scope of the study is to cover behavior based interviews

 To study training and experience evaluations

To learn about Motivational fit inventories.

1.4. RESEARCH METHODOLOGY:

It was proposed to take a sample 50 respondents selected randomly to obtain
first hand feedback. In order to obtain a true picture a word of mouth
statements
Page 13

were used as data collection tools. Appropriate but simple analytical methods
like cross tabulation, flowcharts, etc. were used to analyze the data collected.
SOURCES OF DATA:
Primary data:
Primary data which will be generated from an investigation with the help
of interaction with the concerned departments which will be administered
personal talks with the employees.
Secondary data:
The source of secondary data may be internal or external to the
organization such

as data collected from books, magazines, journals,

internet and other related sources.

1.5. LIMITATION OF STUDY

Information is collected only through the interaction with the
Department.
Couldnt study the international recruitment process here.
Only the domestic market is the focus of this study.

Sample size is limited due to the limited period allocated for the survey.
Page 14

The analysis is completely based on the information provided by the

employees and hence could be biased.
Taking appointment of the respondents became a little difficult.

1.6 COMPANY PROFILE

HISTORY
Manjilas started its journey with a rice vending outlet in the heart of Thrissur
town called Ariyangadi (Rice Bazar). Its founder Late Shri. M.O.John was a
visionary who brought a great revolutionary change in the Rice Industry. He
was the funder General Secretary of Vyapari Vyavasayi Ekopana Samithi

(Merchants Association) and President of Chamber of Commerce (1993 to

2000). His long term vision led to the birth of a renowned Brand DOUBLE
HORSE, the mother brand of Manjilas.
MILE STONES
Manjilas is the first Modern Rice Mill.
The First Rice Mill introduced Branded Rice in Kerala.
First Rice Mill which has introduced Sortex Machine

Page 15

First Rice Mill which has received ISO 9000-2000 certified Rice Mill in
Kerala.
Good Food for all is the thought inspired by its founder Late Shri M.O. John,
led the Company into greater heights supported by its valued customers. As
todays life style has changed tremendously, there has been a wide change in
the eating
habits of people. Keeping those aspects in mind, Manjilas Group have entered
to cater the changing tastes of consumers.

A strong Research & Development Department and specifically developed

kitchen has helped to launch many innovative products giving novelty to the
customers tastes.
VISION
To be the leader in the Food Industry, offering the widest variety of high
quality food products that become a way of life for all those who love good
food across the globe. Literally, to become a leader in the global instant food
category and indispensable part of every malayalee household across the entire
globe.

Page 16

A family enterprise that has flourished under the administration 2 generation

of entrepreneurs. Ever since its inception in 1959, Manjilas has remained
steadfast to its unswerving commitment to keep alive the rich traditions of
Kerala cuisine
redolent with a multitude of flavours and fragrances imbibed from all category
of population. It is with great deal of pride that they look back upon the trail

that Double Horse has blazed in the instant foods category. Their commitment
to their customers and their pioneering efforts have indeed paid fruitful
dividend and today, they look to the future with eagerness. In keeping with
the fast change in functions and fundamentals of their business, they proudly
present their new corporate vision to reiterate to the world, their keen focus on
innovation, expansion and success.
MISSION
To come out with a wide variety of innovative food products that combines
health, taste and convenience, so as to make cooking good food fun and easy.
QUALITY POLICY
Manjilas is committed to give total satisfaction to their customers through
continuous improvement of products, processes and distribution.

Page 17

OBJECTIVES OF THE COMPANY

To provide quality products at reasonable price.
To provide customer satisfaction
To implement new technologies

 To make available rice products globally

To increase the market share
To enhance the annual turnover of the company.
COMPETITORS OF THE COMPANY
Nirapara
Eastern
Pavizham
Elite
Sevana
Kaula

Page 18

COMPANIES UNDER THE GROUP

1.

Manjilas Food Tech. Pvt. Ltd., Kottekkad, Thrissur and Vannamada,

Palakkad

2.

Manjilas Agro Foods Pvt. Ltd., Cheramangalam, Palakkad and

Naripotta, Palakkad

3.

Q One Foods and Ingredients Pvt. Ltd., Unjuvelampetti, Pollachi, Tamil

Nadu

4.

M.O. John & Sons (Exports), Kolangattukara, Thrissur.

Note - A brief flow chart showing the activities and employee strength of
each factories/ divisions of the Manjilas Group(Including their
corporate office and Sales and Marketing Division) is narrated in the
next page (page number 19).

CHAPTER 2
DEPARTMENTS AND PRODUCTS

Page 20

DEPARTMENTS
1.

Production

2.

Quality Control

3.

Research & Development

4.

Purchase

5.

Sales & Marketing

6.

Warehouse

7.

Finance and Accounts

8.

Costing

9.

HR and Administration

10.

Marketing Support Service

11.

Customer Care

12.

IT

13.

Logistics

14.

Engineering

15.

Media & Designs

Page 21

PRODUCTS
RICE
Rose Matta (Parboiled & Double Boiled)

 Cherumany (Parboiled & Double Boiled)

Jyothi Matta (Parboiled & Double Boiled)
Red Raw Rice (Payasam Rice)
Matta Broken
Ponni Rice
Single Matta
Jaya Rice
Idli Rice
Royal Chef (White Rice)
Jeerakasala Rice

Page 22

RICE PRODUCTS
Easy Palappam Mix

 Appam/Idiyappam/Pathiri Rice Flour

Aval Thick
Dosa Mix
White Rice Flour
Idly Mix
Roasted Pathiri Flour
Palappam Mix
Vattayappam Mix
Red Aval & White Aval
PUTTU PODI
White Puttupodi
Samba wheat puttupodi
Chemba puttuposi
Ragi puttupodi
Corn Puttupodi
Health mix puttupodi
Page 23

WHEAT PRODUCT
Chakki Fresh Atta
Samba broken wheat
Broken wheat
Wheat Rava
Samba Wheat Rava
Roasted Rava
Vermicelli Roasted (Short and long)
INSTANT BREAK FAST
Instant Idiyappam
Rice Sevai
Uppuma Mix.

PAYASAM AND KHEER MIXES

Palada payasam mix
Rice palada payasam mix
Vemicelli Kheer mix
Rice Ada

Page 24

HEALTH PRODUCT
Banana Powder
Health mix
Ragi vita
Ragi powder
INSTANT READY TO EAT
Chakka varatty & Pazham varatty
Boiled chineese potato
Nadan kappa puzhukku
Roasted coconut gravy
Instant ready to eat Cup Payasam
Wheat Payasam
Palada Payasam
Vermicelli payasam

Page 25

INSTANT READY TO COOK CURRY MIX

Chicken biriyani mix
Kerala meat curry mix
Kerala chicken curry mix
Kerala fish curry mix
Sambar mix
PASTES
Garlic paste
Ginger paste
Tamarind paste
Ginger-Garlic paste
PICKLES
Veg pickles
Non-veg pickles

 Vegetable in brine

Page 26

MASALAS
Sambar powder
Chicken masala
Meat masala
Pickle powder
Fish masala
Rasam powder
Vegetable masala
Egg roast masala
Garam masala
CONDIMENTS
Chilly powder and Coriander powder

 Turmeric powder
Pepper powder
Ginger Powder
Crushed chilly
Kashmiri Chilly

Page 27

OTHERS
Coconut Chammanthi podi
Tamarind
Jaggerry
Coconut oil
Papad
Venegar
Soya chunks
Macroni
Black tamarind

 Asafoetida Cake & Powder

Mustard
Fenugreek
Cumin
Fennel
Soya chunks nano
Chutney powder

CHAPTER3

STUDY OF THE TOPIC WITH SPECIAL

REFERENCE TO MANJILAS GROUP OF
COMPANIES

Page 28

STUDY OF THE TOPIC

RECRUITMENT AND SELECTION IN MANJILAS GROUP
Process of Recruitment at Manjilas Group of Companies.
Every organization has the option of choosing the candidates for its
recruitment own processes. In Manjilas,

the recruitment is a process

consisting of various activities, through which search of prospective

personnel- both in quantity and quality as indicated by human resource
planning and job description and job specification is made. This process
includes recruitment planning, identification of recruitment planning,
identification of recruitment sources, contacting those sources and receiving
application from prospective employees. 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:
Recruitment Planning

Recruitment process starts with its planning which involves the determination
of number of applicants and type to be contacted.
In Manjilas, recruitment planning starts once the HR Department receives the
Manpower Planning received from the user department. HRs role is to help
the user department to identify the requirement as per their target set for the
year.
A well defined Roles and Responsibilities of the required position should be
obtained from the user department or the Job Description of the position we
intend to source.
Page 29

Sources of Recruitment
After the finalization of recruitment plan indication the number and type of
prospective candidates, they must be attracted to offer themselves for
consideration to their employment. This necessitates the identification of
sources from which these candidates can be attracted.
Sources of Recruitment in
Manjilas Group

Internal
Sources

Transfer
Employee referral

External
Sources

Advertisement
External

references
Previous Applicant
Re-designation

Job Portals
Campus

placements
Promotion

Walk In
Placement

Agencies

Contacting Sources
Once Company decides of sources from where the prospective candidates will
be selected, the process of contacting these sources starts.
Recruitment is a two way street; it involves recruiter and recruit. A recruiter
has the choice of whom, to recruit based on the various information about the
candidates. In the same way a recruitee must have information about the
organization to decide whether to join or not. There for before making the
contact
Page 30

with the sources, particularly the external ones, the organization must decide
the information which must be shared with the candidates.
Application Pool

The ultimate objective is to attract as many candidates as possible so as to

have flexibility in selection. When the sources of recruitment are contacted,
the organization receives application from prospective candidates. The number
of application depends on the type of organization, the type of jobs and the
condition in specific human resource market.
Conduct Interviews
With the help of subject expert or the given job profile, the process of short
listing the Resumes and there by send interview call letters to the prospective
candidates. As per the convenience of the

Interview Committee, the

interviews are scheduled.

Reference Check
Once the interviewed candidates are shortlisted, a reference check will be
carried out with the previous employer or present employer with the consent
of candidate, home town localities and to the references quoted in the
Resumes.
Selection Decision
If the reference check is satisfactory, the HR decides to take the candidate with
intimation to the user department.

Page 31

Finalization of employment terms

The pay package and other benefits are to be finalized.

Sending Offer Letter
Once it is done, an offer can be sent to the prospective candidate showing all
the details.
Acceptance of the offer
Once the selected candidate accept the employment terms and offer letter, it
will be an automatic decision to select the same candidate.
Appointment
After getting the offer letter, the candidate will be coming for the joining
formalities. While coming for joining formalities, he/she has to bring all the
certificates which is specified in the Resume.
Joining formalities
The next step to make the candidate joins the organization provided all the
joining formalities are to be completed as per the policy.
Induction
At Manjilas, the induction will be conducted by HR Executives. They will
explain the new joinee the full history of the organization, departments, etc.
There will be a mentor in each department to make the new joinee understand
the Role and Responsibilities including on job training.
One of the most important part of the topic is to conduct interviews. The HR
Department will inform the Interview

Page 32

While this basic recruitment checklist gives you an overview of how the
process runs, the process is actually far more detailed and difficult.
The more detailed checklist outlined on the following pages will help you
further refine your hiring process and keep track of your recruiting efforts. It
clearly, and
very specifically, communicates the recruiting process and suggests who
should take responsibility for various aspects of the recruiting process as it
progresses.

CHAPTER-4
REVIEW OF LITERATURE

Page 34

Literature Review: Recruitment and Selection Process

Introduction:
Nowadays, every organization necessitates personnel planning as one of the
most vital activities. Human Resource Planning is, by far, an essential
ingredient for the success of any organization in the long run. There are a
number of techniques that need to be followed by every organization that
guarantees that it possesses the right number and type of people, at the right
time and right place, so as to enable the organization to achieve its planned
objectives. Commonly, the objectives of Human Resource Planning
department include resource, planning, recruitment and selection, career
planning,

training

and

development,

promotions,

risk

management,

performance appraisal, to name a few. Each of these objectives requires

special attention and accurate planning and execution.
It is of utmost importance for every organization to employ a right person on a
right position. And recruitment and selection plays a pivotal role during such
situations. With shortage of skills and the rapid spread of new technology
exerting considerable pressure on how employers perform recruitment and
selection activities, it is recommended to conduct a step-by-step strategic

analysis of recruitment and selection processes. With reference to the current

context, this paper presents an incisive review of previous literature on the
recruitment and
Page 35

selection process. This paper is primarily based on an analysis of six pieces of

literature conducted by practitioners and researchers in the field of Human
Resource management.
Definition:
Edwin Flippo defines Recruitment and selection process as A process of
searching for prospective employees and stimulating and encouraging them to
apply for jobs in an organization.
He further elaborates it, terming it both negative and positive. He says, It is
often termed positive in that it stimulates people to apply for jobs, to increase
the hiring ratio, i.e. the number of applicants for a job. Selection, on the other
hand, tends to be negative because it rejects a good number of those who
apply, leaving only the best to be hired.
In simpler terms, recruitment and selection are concurrent processes and are
void without each other. They significantly differ from each other and are

essential constituents of the organization. It helps in discovering the potential

and
capabilities of applicants for expected or actual organizational vacancies. It is
a link between the jobs and those seeking jobs.

Page 36

DEFINITIONS FOR RECRUITMENT

In the words of Dale Yoder, Recruitment is the 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.
Kempner writes, Recruitment forms the first stage in the process which
continues with selection and ceases with the placement of the candidates.
In personnel recruitment, management tries to do far more than merely fill job
openings. As a routine the formula for personnel recruitment would be simple
i.e., just fill the job with any applicant who comes along.

Joseph J. Famularo has said, However, the act of hiring a man carries with it
the presumption that he will stay with the company-that sooner or later his
ability to perform his work, his capacity for job growth, and his ability to get
along in the group in which he works will become matters of first
importance. Because of this, a critical examination of recruitment methods in
use should be made, and that is the purpose of this chapter.
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DEFINITIONS FOR SELECTION

Selection is the process by which candidate for employments are divided into
classes-those who will be offered employment and those who will not.
Yoder
Selection is a process of choosing from among the candidates from within
the organizations or from outside, the most suitable person for the current
position or for the future position.
Koontz
Essentially, the selection process is one of the predictions; making an
informed estimate as to which of the various applicant is most suited for the
job being filled.

Strauss Sayles
Selection process is a managerial decision making process as to predict which
job applicant will be successful if hired.
David and Robins

Page 38

Selection Process
A selection process involves a number of steps. The basic idea is to solicit
maximum possible information about the candidates to ascertain their
suitability for employment. Since the type of information required for various
positions may vary, it is possible that selection process may have different
steps for various positions. For example, more information is workers. A
standard selection process has the following steps :STEP -1
Preliminary Interview
The applicants received from job seekers would be subject to scrutiny so as to
eliminate unqualified applicants. This is usually followed by a preliminary
interview the purpose of which is more or less the same as scrutiny of

application, that is, eliminate of unqualified applicants. Scrutiny enables the

HR specialists to eliminate unqualified jobseekers based on the information
supplied in their application forms. Preliminary interview, on the other hand,
helps reject misfits for reason, which did not appear in the application forms.
Besides, preliminary interview, often called courtesy interview, is a good
public relation exercise.

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STEP - 2
Selection Test
Job seekers who pass the screening and the preliminary interview are called
for tests. Different types of tests may be administered, depending on the job
and the company. Generally, tests are used to determine the applicants ability,
aptitude and personality.
STEP - 3
Interview

The next step in the selection process is an interview. Interview is formal, indepth conversation conducted to evaluate the applicants acceptability. It is
considered to be excellent selection device. It is face to- face exchange of
view, ideas and opinion between the candidates and interviewers. Basically,
interview is nothing but an oral examination of candidates. Interview can be
adapted to unskilled, skilled, managerial and profession employees.
Objectives of interview
Interview has at least three objectives and they are as follows: Page 40

1) Helps obtain additional information from the applicants

2) Facilitates giving general information to the applicants such as company
policies, job, products manufactured and the like
3) Helps build the companys image among the applicants.
STEP - 4
Reference Check
Many employers request names, addresses, and telephone numbers of
references for the purpose of verifying information and perhaps, gaining
additional background information on an applicant. Although listed on the

application form, references are not usually checked until an applicant has
successfully reached the fourth stage of a sequential selection process. When
the labour market is very tight, organizations sometimes hire applicants before
checking references.
Previous employers, known as public figures, university professors, neighbors
or friends can act as references. Previous employers are preferable because
they are already aware of the applicants performance. But, the problem with
this reference is the tendency on the part of the previous employers to overrate the applicants performance just to get rid of the person.
Page 41

Organizations normally seek letters of reference or telephone references. The

latter is advantageous because of its accuracy and low cost. The telephone
reference also has the advantage of soliciting immediate, relatively candid
comments and attitude can sometimes be inferred from hesitations and
inflections in speech.
It may be stated that the information gathered through references hardly
influence selection decisions. The reasons are obvious:

The candidate approaches only those persons who would speak well about him
or her. People may write favorably about the candidate in order to get rid of
him or her. People may not like to divulge the truth about a candidate, lest it
might damage or ruin his/her career.
STEP - 5
Selection Decision
After obtaining information through the preceding steps, selection decisionthe most critical of all the steps- must be made. The other stages in the
selection process have been used to narrow the number of the candidates. The
final decision has to be made the pool of individuals who pas the tests,
interviews and reference checks. The view of the line manager will be
generally considered in the final

Page 42

selection because it is he/she who is responsible for the performance of the

new employee. The HR manager plays a crucial role in the final selection.
STEP - 6
Physical Examination
After the selection decision and before the job offer is made, the candidate is
required to undergo a physical fitness test. A job offer is, often, contingent

upon the candidate being declared fit after the physical examination. The
results of the medical fitness test are recorded in a statement and are preserved
in the personnel records. There are several objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the individual carries
any infectious disease. Secondly, the test assists in determining whether an
applicant is physically fit to perform the work. Thirdly, the physical
examination information can be used to determine if there are certain physical
capabilities, which differentiate successful and less successful employees.
Fourth, medical check-up protects applicants with health defects from
undertaking work that could be detrimental to them or might otherwise
endanger the employers property. Finally, such an examination will protect
the employer from workers compensation claims

Page 43

that are not valid because the injuries or illness were present when the
employee was hired.
STEP - 7

Job Offer
The next step in the selection process is job offer to those applicants who have
crossed all the previous hurdles. Job offer is made through a letter of
appointed. Such a letter generally contains a date by which the appointee must
report on duty. The appointee must be given reasonable time for reporting.
Thos is particularly necessary when he or she is already in employment, in
which case the appointee is required to obtain a relieving certificate from the
previous employer. Again, a new job may require movement to another city,
which means considerable preparation, and movement of property.
The company may also want the individual to delay the date of reporting on
duty. If the new employees first job upon joining the company is to go on
company until perhaps a week before such training begins. Naturally, this
practice cannot be abused, especially if the individual is unemployed and does
not have sufficient finances.

Page 44

Decency demands that the rejected applicants be informed about their nonselection. Their applicants may be preserved for future use, if any. It needs no

emphasis that the applications of selected candidates must also be preserved

for the future references.
STEP - 8
Contract of Employment
After the job offer has been mad and candidates accept the offer, certain
documents need to be executed by the employer and the candidate. One such
document is the attestation form. This form contains vital details about the
candidate, which are authenticated and attested by him/her. Attestation form
will be a valid record for the future reference.
There is also a need for preparing a contract of employment. The basic
information that should be included in a written contract of employment will
vary according to the level of the job, but the following checklist sets out the
typical headings:

Page 45

1. Job title

2. Duties, including a parse such as The employee will perform such duties
and will be responsible to such a person, as the company may from time to
time direct.
3. Date when continuous employment starts and the basis for calculating
service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements:
Paid holidays per year.
Calculation of holiday pay.
Qualifying period.
Accrual of holidays and holiday pay.
Details of holiday year.
Dates when holidays can be taken.
Maximum holiday that can be take at any one time.
Carryover of holiday entitlement.
Public holidays.

Page 46

7. Length of notice due to and from employee.

8. Grievances procedure (or reference to it).
9. Disciplinary procedure (or any reference to it).
10. Work rules (or any reference to them).
11. Arrangements for terminating employment.
12. Arrangements for union membership (if applicable).
13. Special terms relating to rights to patent s and designs, confidential
information and restraints on trade after termination of employment.
14. Employers right to vary terms of the contract subject to proper
notification being given.
Alternatively called employment agreements or simply bonds, contracts of
employment serve many useful purposes. Such contracts seek to restrain jobhoppers, to protect knowledge and information that might be vital to a
companys healthy bottom line and to prevent competitors from poaching
highly valued employees.

Page 47

Most employers insist on agreements being signed by newly hired employees.

But high turnover sectors such as software, advertising and media are more
prone to use contracts.
The drawback with the contracts is that it is almost to enforce them. A
determined employee is bound to leave the organization, contract or no
contract. The employee is prepared to pay the penalty for breaching the
agreement or the new employer will provide compensations. It is the reason
that several companies have scrapped the contracts altogether.
STEP - 9
Concluding The Selection Process

Contrary to popular perception, the selection process will not end with
executing the employment contract. There is another step amore sensitive
one reassuring those candidates who have not selected, not because of any
serious deficiencies in their personality, but because their profile did not match
the requirement of the organization. They must be told that those who were
selected were done purely on relative merit.

STEP - 10
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Evaluation of Selection Program

The broad test of the effectiveness of the selection process is the quality of the
personnel hired. An organization must have competent and committed
personnel. The selection process, if properly done, will ensure availability of
such employees. How to evaluate the effectiveness of a selection program? A
periodic audit is the answer. People who work independent of HR department
must conduct audit. The table below contains an outline that highlights the
areas and questions to be covered in a systematic evaluation.
FACTORS EFFECTING RECRUITMENT
External Factors
Of particular importance is the supply and demand of specific skills in the
labour market. If the demand for particular skill is high relative to the supply,
an extraordinary recruiting effort may be needed. For instance, the demand for
program and financial analysts is likely to be higher than their supply, as
opposed to the demand supply relationship for non technical employees.
When the unemployment rate in a given area is high, the companys
recruitment process may be similar. The number of unsolicited applicants is
usually greater and increase size of the labour pool provides better
opportunities for attracting qualified applicants. On the other hand, as the

unemployment rate drops recruiting efforts must be increased and new sources
explored.

Page 49

For a long time the issuing relating to unemployment everyone in India. Policy
makers, politicians, administrators, union leaders and academicians used to
harp on the problem frequently. Not anymore. One half decades of
liberalization has resulted in economic prosperity making people forget about
unemployment. The issue now is employability a not unemployment. Any
individual worth capable of something is sure of securing a job, of course in
the private sector
Labor market conditions in the local area are to be primary importance in the
recruiting for the most non managerial, supervisory and middle management
position. However, so far as recruitment for the executive and professional
position is concerned, condition of the all India market is important.
Another external factor is the political and legal considerations. Reservations
of jobs for SCs, STs, Minorities and other backward classes are the political
decisions. There is a strong case for giving preference to people hailing from
less advantaged selection of the society. Reservations have been accepted as
inevitable by all section of the society. The Supreme Court also has agreed
upon the 50 percent reservation of seats and jobs.
They cover working condition, compensations, retirement benefits a safety a
health employees in the industrial establishment. There are an act which deals
with recruitment and selection. Child labour act 1986, for instant prohibits

employment of children in certain employment, a seek to regulate the working

condition in the certain other employment. Similarly, we have the employment
exchange act 1959 which mandates the employers must notify the vacant
position to the employment exchange. The apprentice act 1961, the interstate
migrant work man Act 1979. The factory ACT 1948, mines act 1952, also deal
recruitment. Above all these, they
Page 50

have constitution which prohibits discrimination in matter of employment an

also provides for protective discrimination to less privileged section to the
society.
Internal Factors
Although all organization at one time or other engages in recruiting activities
some do so too much longer extent than others. The various factors, which
influence the recruitment efforts in different organization, are: Size of the organization:
Large organizations find themselves recruiting more often than organization.
Also the firms that pay lower wages tend to recruit more frequently.
Employment conditions:
The employment conditions in the community where the organization is
located will influence how much recruiting take place.
Past recruitment efforts:
The effort of past recruitment or recruiting efforts will show itself in the
organization historical ability to locate and keep people who perform well.
Working condition and compensation

The working conditions and compensation and benefits package offered by the
origination would influence labor turnover and therefore the need for future
recruiting.
Growth Organization
The rite of growth organization would affect recruitment organizations that are
not growing are those that are actually deciding would find little need to
recruit. On the hand rapidly growing organizations would find recruitment as
major activity.

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The Impact of Recruitment

The key function of a recruitment manager is to seek out and then hire
candidates who will meet existing and future organizational job vacancies, and
will fit with company culture and relate well to the customers.
The recruiters task is actually made easier when they have a basic familiarity
with the various jobs that they need to find candidates for. They also need to
have a comprehensive understanding of the company that the candidates will
be working for.
Possessing a clear understanding of the duties, responsibilities and conditions
of the job, possible salary and benefits packages, and an overall appreciation
for the workplace setting, including the culture, will assist the recruitment
manager to find the best candidate to fill a vacancy.
The Impact of Recruitment on Business Success

Successful and progressive organizations develop business, marketing, human

resource, and financial plans that help them to steer the business on an
ongoing basis.
Progressive companies who plan and strategize have usually undertaken the
following activities:
Developed practical, goal driven business plans
Linked a forward thinking human resource plan to their business
plan
Adopted short, medium, and long term targets
Implemented measures to monitor the performance of senior
employees
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Implemented a plan to develop and promote senior employees;

Developed and delivered formal induction and ongoing professional
development training programs for all staff.

Recruitment and Selection is incomplete without Interview. Let us learn about

the types of interviews conducted by managers in any organisations:
Types of interview

1. Preliminary Interview
Interview

2.Core Interview

3.Decision Making

Informal Interview

Background Information Interview

Unstructured Interview

Stress Interview
Formal and structured Interview
Panel Interview
Group Discussion Interview
Job and probing Interview
Depth Interview

Informal Interview
An informal interview is an oral interview and may take place anywhere. The
employee or the manager or the personnel manager may ask a few almost
inconsequential questions like name, place of birth, names of relatives etc.
either in
Page 53

their respective offices or anywhere outside the plant of company. Its not
planned and nobody prepares for it. This is used widely when the labor market
is tight and when you need workers badly.
Unstructured Interview:
It is also known as Un-patterned interview, the interview is largely unplanned
and the interviewee does most of the talking. Unguided interview is
advantageous in as much as it leads to a friendly conversation between the
interviewer and the interviewee and in the process, the later reveals more of
his or her desire and problems. But the Un-patterned interview lacks

uniformity and worse, this approach may overlook key areas of the applicants
skills or background. It is useful when the interviewer tries to probe personal
details of the candidate it analyze why they are not right for the job.
Background Information Interview:
This interview is intended to collect the information which is not available in
the application bank and to check that information provided in the application
blank and to check that information provided in the application blank
regarding education, place of domicile, family, health, interest, hobbies, likes,
dislikes, extracurricular activities of the applicant.

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Stress Interview:
It is designed to test the candidate and his conduct and behavior by him under
conditions of stress and strain. The interviewer may start with Mr. Joseph, we
do not think your qualifications and experience are adequate for this position,
and watch the reaction of the candidates. A good candidates will not yield, on
the contrary he may substantiate why he is qualified to handle the job.
Formal and structured Interview:
Formal interviews may be held in the employment office by the employment
office in a more formal atmosphere, with the help of well structured questions,

the time and place of the interview will be stipulated by the employment
office. In a structured interview, the interviewer uses preset standardized
questions, which are put to all the interviewees. This interview is also called as
Guided or Patterned interview. It is useful for valid results, especially when
dealing with the large number of applicants.
Panel Interview:
A panel or interviewing board or selection committee may interview the
candidate, usually in the case of supervisory and managerial positions. This
type of interview pools the collective judgment and wisdom of the panel in the
assessment of the candidate and also in questioning the faculties of the
candidate. Interviewing of candidate by one person may not be effective as he
cannot judge the candidate in different areas/skills owing to lack of knowledge
and competence in multiple disciplines and areas, Hence most of the
organizations invite a panel of experts. Experts should be cautioned against
over accuracy, excessive weightage to particular factor, domination of other
experts etc.
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Group discussion interview:

There are two methods of conducting group discussion interview that is group
interview method and discussion interview method. All the candidates are
brought into one room and are interviewed one by one. This method helps
busy executive to save valuable time and gives a fair account of the objectivity
of the interview to the candidates.

Under the discussion interview method, one topic is given for discussion to the
candidates who assemble in one room and they are to discuss the topic in
detail. This type of interview helps the interviewer in appraising the certain
skills of the candidates like initiative, Inter-personal skills, dynamism,
presentation leading, comprehension, collaboration etc.
Job and probing interview:
This interview, aims at testing the candidates job knowledge about duties,
activities, method of doing the job, critical/ Problematic area, method of
handling those areas etc.
Depth Interview:
In this type of interview, the candidate would be examined extensively in core
areas of knowledge and skills of the job. Experts in the particular field
examine the candidates by posing relevant questions as to extract critical
answers from them initiation discussions regarding critical areas of the job and
by asking the candidates to explain even minute operations of the job
performance. It is designed to intensely examine the candidates background
and thinking and to go into

Page 56

considerable detail on particular subjects of an important nature and of special

interest to the candidates. For example, if the candidate says that he is
interested in tennis, a series of questions may be asked to test the depth of
understanding and interest of the candidate. These probing questions must be

asked with tact and through exhaustive analysis; it is possible to get a good
picture of the candidate.
Decision Making Interview:
After candidate are examined by the experts including the line managers of the
organization in the core areas of the job, the head of the department/section
concerned interviews the candidates once again, mostly through informal
discussion. The interviewer examines the interest of the candidate in the job,
organization, reaction/adaptability to the working conditions, career planning,
promotional opportunities, work adjustment and allotment etc. The personnel
manager also interviews the candidates with a view to find out his reaction/
acceptance regarding salary, allowances, benefits, promotions opportunities
etc. the head of the department and the personnel manager exchange the views
and then they jointly inform their decision to the chairman of the interview
board, which finally make the decision about the candidates performance and
their rank in the interview.
Difference (Recruitment and Selection)
1.) Recruitment is the process of searching for prospective candidates and
motivating them to apply for job in the organization
Selection is a process of choosing most suitable candidates out of those, who
are interested and also qualified for job.
Page 57

2.) In the recruitment process, vacancies available are finalized, publicity is

given to them and applications are collected from interested candidates.

In the selection process, available applications are scrutinized. Tests, interview

and medical examination are conducted in order to select most suitable
candidates.
3.) In recruitment the purpose is to attract maximum numbers of suitable and
interested candidates through applications.
In selection process the purpose is that the best candidate out of those qualified
and interested in the appointment.
4.) Recruitment is prior to selection. It creates proper base for actual selection.
Selection is next to recruitment. It is out of candidates available/interested.
5.) Recruitment is the positive function in which interested candidates are
encouraged to submit application.
Selection is a negative function in which unsuitable candidates are eliminated
and the best one is selected.
6.) Recruitment is the short process. In recruitment publicity is given to
vacancies and applications are collected from different sources
Selection is a lengthy process. It involves scrutiny of applications, giving tests,
arranging interviews and medical examination.
7.) In recruitment services of expert is not required
Whereas in selection, services of expert is required

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8.) Recruitment is not costly. Expenditure is required mainly for advertising

the posts.
Selection is a costly activity, as expenditure is needed for testing candidates
and conduct of interviews.
9.) Recruitment is positive process
Selection is negative process
PROCESS OF RECRUITMENT
Job analysis
In situations where multiple new jobs are created and
recruited for the first time, a job analysis might be undertaken
to document the knowledge, skill, ability, and other personal
characteristics required for the job. From these the relevant
information

is

captured

in

such

documents

as job

descriptions and job specifications. Often a company will

already have job descriptions that represent a historical
collection of tasks performed. Where already drawn up, these
documents need to be reviewed or updated to reflect present
day requirements. Prior to initiating the recruitment stages
a person specification should be finalized to provide the
recruiters commissioned with the requirements and objectives
of the project

Page 59

Sourcing
Sourcing is the use of one or more strategies to attract or identify candidates to
fill job vacancies. It may involve internal and/or external advertising, using
appropriate media, such as local or national newspapers, specialist recruitment
media, professional publications, window advertisements, job centers, or in a
variety of ways via the internet. Alternatively, employers may use recruitment
consultancies or agencies to find otherwise scarce candidates who may be
content in their current positions and are not actively looking to move
companies. This initial research for so-called passive candidates, also called
name generation, results in a contact information of potential candidates who
can then be contacted discreetly to be screened and approached.
Assessments are available to measure physical ability. Many recruiters and
agencies use applicant tracking systems to perform the filtering process, along
with software tools for psychometric testing and performance based
assessment. In many countries, employers are legally mandated to ensure their

screening and selection processes meet equal opportunity and ethical

standards.
In addition to the above selection assessment criteria, employers are likely to
recognize the value of candidates who encompass "soft skills" such as

Page 60

interpersonal or team leadership, and have the ability to reinforce the company
brand through behavior and attitude portrayal to customers and suppliers.
Multinational organizations and those that recruit from a range of nationalities
are also concerned candidates will fit into the prevailing company
culture. Though many hold attitudes that are more enlightened and informed
than past years, the word disability carries few positive connotations for
most employers. Research has shown that employer biases tend to improve
through firsthand experience and exposure with proper supports for
employee and the employer making the hiring decisions, less influenced by
the disabled applicant perceived contribution. As for most companies, money
and job stability are two of the contributing factors to productivity, which in
return equates to the growth and success of a business. Hiring disabled

workers produce more advantages than disadvantages.[6] Disabled workers are

more likely to stay with the company and make their a work a career than most
due to the fact that they appreciate having a job and are more stable because
they can work at high levels. There is no difference in the daily production of a
disadvantaged worker. Given their situation, they are more likely to adapt to
their environment surroundings and acquaint themselves with equipment,
enabling them to solve problems and overcome adversity as other employees.
Companies are granted Disable Access Credit. Although there are eligibility
requirements for
Page 61

these funds, it could assist with costs of accommodations and other expenses.
Additional management to supervise and assist those who encounter problems
are needed which causes employers to hire more qualified personnel (in case
supervisor unavailable) and equate to higher wages, double shifts and
incentives. Ensuring adequate space and property changes such as ramps,
restricting parking spaces, and posting handicap signs can be fairly
inexpensive, transformations still have to be in place and tedious. Sometimes
companies loose skilled workers due to depth of responsibility entailed in
overseeing employees that are less advantaged.

Lateral hiring
"Lateral hiring" refers to the hiring of someone into a position that is at the
same organizational level or salary. It could mean hiring someone from
another, similar organization, possibly luring them with a better salary and the
promise of better career opportunities. An example is the recruiting of a
partner of a law firm by another law firm. A lateral hire may also refer to an
employee moving from one position to another within the same organization.
Factors Influencing Recruitment:
All enterprises, big or small, have to engage themselves in recruitment of
persons. A number of factors influence this process.
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Some Of The Main Factors Are Being Discussed Below:

1. Size of the Enterprise:
The number of persons to be recruited will depend upon the size of an
enterprise. A big enterprise requires more persons at regular intervals while a
small undertaking employs only a few employees. A big business house will
always be in touch with sources of supply and shall try to attract more and

more persons for making a proper selection. It can afford to spend more
amounts in locating prospective candidates. So the size of an enterprise will
affect the process of recruitment.
2. Employment Conditions:
The employment conditions in an economy greatly affect recruitment process.
In under-developed economies, employment opportunities are limited and
there is no dearth of prospective candidates. At the same time suitable
candidates may not be available because of lack of educational and technical
facilities. If the availability of persons is more, then selection from large
number becomes easy. On the other hand, if there is a shortage of qualified
technical persons, then it will be difficult to locate suitable persons.

Page 63

3. Salary Structure and Working Conditions:

The wages offered and working conditions prevailing in an enterprise greatly
influence the availability of personnel. If higher wages are paid as compared to
similar concerns, the enterprise will not face any difficulty in making

recruitments. An organisation offering low wages can face the problem of

labour turnover.
The working conditions in an enterprise will determine job satisfaction of
employees. An enterprise offering good working conditions like proper
sanitation, lighting, ventilation, etc. would give more job satisfaction to
employees and they may not leave their present job. On the other hand, if
employees leave the jobs due to unsatisfactory working conditions, it will lead
to fresh recruitment of new persons.
4. Rate of Growth:
The growth rate of an enterprise also affects recruitment process. An
expanding concern will require regular employment of new employees. There
will also be promotions of existing employees necessitating the filling up of
those vacancies. A stagnant enterprise can recruit persons only when present
incumbent vacates his position on retirement, etc.

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Let us go through the sources of Recruitment in detail:-

Sources of Recruitment of Employees: Internal and External Sources

(with its Advantages and Disadvantages)!
The searching of suitable candidates and informing them about the openings in
the enterprise is the most important aspect of recruitment process.
The candidates may be available inside or outside the organisation. Basically,
there are two sources of recruitment i.e., internal and external sources.
(A) Internal Sources:
Best employees can be found within the organization. When a vacancy arises
in the organisation, it may be given to an employee who is already on the payroll. Internal sources include promotion, transfer and in certain cases
demotion. When a higher post is given to a deserving employee, it motivates
all other employees of the organisation to work hard. The employees can be
informed of such a vacancy by internal advertisement.

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Methods of Internal Sources:

The Internal Sources Are Given Below:
1. Transfers:
Transfer involves shifting of persons from present jobs to other similar jobs.
These do not involve any change in rank, responsibility or prestige. The
numbers of persons do not increase with transfers.
2. Promotions:
Promotions refer to shifting of persons to positions carrying better prestige,
higher responsibilities and more pay. The higher positions falling vacant may
be filled up from within the organisation. A promotion does not increase the
number of persons in the organisation.
A person going to get a higher position will vacate his present position.
Promotion will motivate employees to improve their performance so that they
can also get promotion.

Page 66

3. Present Employees:
The present employees of a concern are informed about likely vacant
positions. The employees recommend their relations or persons intimately
known to them. Management is relieved of looking out prospective candidates.
The persons recommended by the employees may be generally suitable for the
jobs because they know the requirements of various positions. The existing
employees take full responsibility of those recommended by them and also
ensure of their proper behaviour and performance.
Advantages of Internal Sources:
The Following are The Advantages of Internal Sources:
1. Improves morale:
When an employee from inside the organisation is given the higher post, it
helps in increasing the morale of all employees. Generally every employee
expects promotion to a higher post carrying more status and pay (if he fulfills
the other requirements).

Page 67

2.

No Error in Selection:

When an employee is selected from inside, there is a least possibility of errors

in selection since every company maintains complete record of its employees
and can judge them in a better manner.
3. Promotes Loyalty:
It promotes loyalty among the employees as they feel secured on account of
chances of advancement.
4. No Hasty Decision:
The chances of hasty decisions are completely eliminated as the existing
employees are well tried and can be relied upon.
5. Economy in Training Costs:

The existing employees are fully aware of the operating procedures and
policies of the organisation. The existing employees require little training and
it brings economy in training costs.
6. Self-Development:
It encourages self-development among the employees as they can look
forward to occupy higher posts.

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Disadvantages of Internal Sources:

(i) It discourages capable persons from outside to join the concern.
(ii) It is possible that the requisite number of persons possessing qualifications
for the vacant posts may not be available in the organisation.
(iii) For posts requiring innovations and creative thinking, this method of
recruitment cannot be followed.

(iv) If only seniority is the criterion for promotion, then the person filling the
vacant post may not be really capable.
In spite of the disadvantages, it is frequently used as a source of recruitment
for lower positions. It may lead to nepotism and favoritism. The employees
may be employed on the basis of their recommendation and not suitability.
(B) External Sources:
All organizations have to use external sources for recruitment to higher
positions when existing employees are not suitable. More persons are needed
when expansions are undertaken.

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The external sources are discussed below:

Methods of External Sources:
1. Advertisement:
It is a method of recruitment frequently used for skilled workers, clerical and
higher staff. Advertisement can be given in newspapers and professional

journals. These advertisements attract applicants in large number of highly

variable quality. Preparing good advertisement is a specialized task. If a
company wants to conceal its name, a blind advertisement may be given
asking the applicants to apply to Post Bag or Box Number or to some
advertising agency.
2. Employment Exchanges:
Employment exchanges in India are run by the Government. For unskilled,
semi-skilled, skilled, clerical posts etc., it is often used as a source of
recruitment. In certain cases it has been made obligatory for the business
concerns to notify their vacancies to the employment exchange. In the past,
employers used to turn to these agencies only as a last resort. The job-seekers
and job-givers are brought into contact by the employment exchanges.

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3. Schools, Colleges and Universities:

Direct recruitment from educational institutions for certain jobs (i.e.

placement) which require technical or professional qualification has become a
common practice. A close liaison between the company and educational
institutions helps in getting suitable candidates. The students are spotted
during the course of their studies. Junior level executives or managerial
trainees may be recruited in this way.
4. Recommendation of Existing Employees:
The present employees know both the company and the candidate being
recommended. Hence some companies encourage their existing employees to
assist them in getting applications from persons who are known to them. In
certain cases rewards may also be given if candidates recommended by them
are actually selected by the company. If recommendation leads to favouritism,
it will impair the morale of employees.
5. Factory Gates:
Certain workers present themselves at the factory gate every day for
employment. This method of recruitment is very popular in India for unskilled
or semi-skilled labour. The desirable candidates are selected by the first line
supervisors.

Page 71

The major disadvantage of this system is that the person selected may not be
suitable for the vacancy.
6. Casual Callers:
Those personnel who casually come to the company for employment may also
be considered for the vacant post. It is most economical method of
recruitment. In the advanced countries, this method of recruitment is very
popular.
7. Central Application File:
A file of past applicants who were not selected earlier may be maintained. In
order to keep the file alive, applications in the files must be checked at
periodical intervals.
8. Labour Unions:
In certain occupations like construction, hotels, maritime industry etc., (i.e.,
industries where there is instability of employment) all recruits usually come
from unions. It is advantageous from the management point of view because it
saves expenses of recruitment. However, in other industries, unions may be

asked to recommend candidates either as a goodwill gesture or as a courtesy

towards the union

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9. Labour Contractors:
This method of recruitment is still prevalent in India for hiring unskilled and
semi-skilled workers in brick klin industry. The contractors keep themselves in
touch with the labour and bring the workers at the places where they are
required. They get commission for the number of persons supplied by them.
10. Former Employees:
In case employees have been laid off or have left the factory at their own, they
may be taken back if they are interested in joining the concern (provided their
record is good).
11. Other Sources:
Apart from these major sources of external recruitment, there are certain other
sources which are exploited by companies from time to time. These include

special lectures delivered by recruiter in different institutions, though

apparently these lectures do not pertain to recruitment directly.
Then there are video films which are sent to various concerns and institutions
so as to show the history and development of the company. These films
present the story of company to various audiences, thus creating interest in
them.

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Various firms organise trade shows which attract many prospective employees.
Many a time advertisements may be made for a special class of work force
(say married ladies) who worked prior to their marriage.
These ladies can also prove to be very good source of work force. Similarly
there is the labour market consisting of physically handicapped. Visits to other
companies also help in finding new sources of recruitment.
Merits of External Sources:
1. Availability of Suitable Persons:

Internal sources, sometimes, may not be able to supply suitable persons from
within. External sources do give a wide choice to the management. A large
number of applicants may be willing to join the organisation. They will also be
suitable as per the requirements of skill, training and education.
2. Brings New Ideas:
The selection of persons from outside sources will have the benefit of new
ideas. The persons having experience in other concerns will be able to suggest
new things and methods. This will keep the organisation in a competitive
position.

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3. Economical:
This method of recruitment can prove to be economical because new
employees are already trained and experienced and do not require much
training for the jobs.
Demerits of External Sources:
1. Demoralisation:

When new persons from outside join the organisation then present employees
feel demoralised because these positions should have gone to them. There can
be a heart burning among old employees. Some employees may even leave the
enterprise and go for better avenues in other concerns.
2. Lack of Co-Operation:
The old staff may not co-operate with the new employees because they feel
that their right has been snatched away by them. This problem will be acute
especially when persons for higher positions are recruited from outside.
3. Expensive:
The process of recruiting from outside is very expensive. It starts with
inserting costly advertisements in the media and then arranging written tests
and conducting interviews. In spite of all this if suitable persons are not
available, then the whole process will have to be repeated.
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4. Problem of Maladjustment:
There may be a possibility that the new entrants have not been able to adjust in
the new environment. They may not temperamentally adjust with the new

persons. In such cases either the persons may leave themselves or management
may have to replace them. These things have adverse effect on the working of
the organisation.
Suitability of External Sources of Recruitment:
External Sources of Recruitment are Suitable for The Following Reasons:
(i) The required qualities such as will, skill, talent, knowledge etc., are
available from external sources.
(ii) It can help in bringing new ideas, better techniques and improved methods
to the organization.
(iii) The selection of candidates will be without preconceived notions or
reservations.
(iv) The cost of employees will be minimum because candidates selected in
this method will be placed in the minimum pay scale.
(v) The entry of new persons with varied experience and talent will help in
human resource mix.
Page 75

(vi) The existing employees will also broaden their personality.

(vii) The entry of qualitative persons from outside will be in the long-run
interest of the organisation.
RECENT TREND IN RECRUITMENT
E-Recruitment or e-Recruitment is the process of personnel recruitment using
electronic resources, in particular the internet. Companies and recruitment
agents have moved much of their recruitment process online so as to improve
the speed by which candidates can be matched with live vacancies. Using
database technologies, and online job advertising boards and search engines,
employers can now fill posts in a fraction of the time previously possible.
Using an online e-Recruitment system may potentially save the employer time
as usually they can rate the e-Candidate and several persons in HR
independently review e-Candidates. Recruitment agencies also use a method
of e-Recruitment by using a cloud based SaaS(Software As A Service), there
are several online offerings for ready to use recruitment software.
The internet, which reaches a large number of people and can get immediate
feedback has become the major source of potential job candidates and well
known

Page 76

as online recruitment or E-recruitment. However, it may generate many

unqualified candidates and may not increase the diversity and mix of
employees.
In terms of HRM, the internet has radically changed the recruitment function
from the organizational and job seekers' perspective. Conventional methods of
recruitment processes are readily acknowledged as being time-consuming with
high costs and limited geographic reach. However, recruitment through World
Wide Web (WWW) provides global coverage and ease. Likewise, the speedy
integration of the internet into recruitment processes is primarily recognized
due to the internet's unrivalled communications capabilities, which enable
recruiters for written communications through e-mails, blogs and job portals.
Advantages and Disadvantages of E-Recruitment!
There are many benefits both to the employers and the job seekers but the erecruitment is not free from a few shortcomings.

Advantages of E-Recruitment are:

a. Lower costs to the organization. Also, posting jobs online is cheaper than
advertising in the newspapers.
b. No intermediaries.
c. Reduction in the time for recruitment (over 65 percent of the hiring time).
Page 77

d. Facilitates the recruitment of right type of people with the required skills.
e. Improved efficiency of recruitment process.
f. Gives a 24 X 7 access to an online collection of resumes.
g. Online recruitment helps the organisations to weed out the unqualified
candidates in an automated way.
h. Recruitment websites also provide valuable data and information regarding
the compensation offered by the competitors etc. which helps the HR
managers to take various HR decisions like promotions, salary trends in
industry etc.

Disadvantages of E-Recruitment:
Apart from the various benefits, e-recruitment has its own share of
shortcomings and disadvantages.
Some of them are:
a. Screening and checking the skill mapping and authenticity of millions of
resumes is a problem and time consuming exercise for organizations.
b. There is low Internet penetration, no access and lack of awareness of
internet in many locations across India.
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c. Organizations cannot depend solely on the online recruitment methods.

d. In India, the employers and the employees still prefer a face-to-face
interaction rather than sending e-mails.
Online Recruitment Techniques:
a. Giving a detailed job description and job specifications in the job postings
to attract candidates with the right skill sets and qualifications at the first stage.

b. E-recruitment should be incorporated into the overall recruitment strategy of

the organization.
c. A well defined and structured applicant tracking system should be integrated
and the system should have a back-end support.
d. Along with the back-office support a comprehensive website to receive and
process job applications (through direct or online advertising) should be
developed.
Therefore, to conclude, it can be said that e-recruitment is the Evolving
face of recruitment.

CHAPTER-5
DATA ANALYSIS AND INTERPRETATION

Page 79

INTERPRETATIONS OF TABLES AND FLOWCHARTS USED IN THE

PROJECT
FLOWCHART (1)
SOURCES OF RECRUITMENT IN MANJILAS

Internal
Sources

External
Sources

Transfer

Advertisement

Employee referral

External

references
Previous Applicant

Job Portals

Re-designation

Campus

placements
Promotion

Walk In
Placement

Agencies

In the above diagram we can clearly understand that Manjilas Group Of

Companies uses various sorts of recruitment sources to select the most
appropriate candidate for their Organizations.

Page 80

FLOWCHART (2)

Types of interviews

1. Preliminary Interview
Interview

2.Core Interview

Informal Interview

Background Information Interview

Unstructured Interview

Stress Interview

3.Decision Making

Formal and structured Interview

Panel Interview
Group Discussion Interview
Job and probing Interview
Depth Interview

Here, we come across various sorts of interviews conducted by the Human

Resource Department of Manjilas Group Of Companies in-order-to select its
various prospective employees to its various vacant posts. Explanation to the
above flowchart has been given in detail in the former chapters.

Page 83

TABLE (1)
Sample Overview of a Recruitment Checklist
Make the decision to recruit
PLAN

Discuss option with recruiter

 Draft a Job Description for the role

Determine if you need to advertise
Prepare a promotional plan
Prepare any recruitment documents
Draft advertisement
PROMOTION

Place advertisement
Conduct support promotions including on the
Web
Establish Selection Committee
Process applications
Determine Shortlist
Complete Aptitude/Psychological testing

SELECT

Consider applicant presentations

Interview
Check references

Select best candidate

The above table shows a sample of how the recruitment checklist is prepared.
A recruitment checklist is a set of decisions which the managers take before
effectively executing the selection of a candidate.
Page 81

FLOWCHART (3)

FACTORS AFFECTING RECRUITMENT

External Forces
Supply &Demand

Internal Factors
Recruitment Policy

Unemployment Rate

HR Planning

Labor Market

Size of the Firm

Political Legal

Growth & Expansion

Image

Flowchart No. 3 explains about the various other micro and macro factors that
affect recruitment process Of Manjilas as well as any other organisation.

CHAPTER-6
FINDINGS, SUGGESTIONS AND
CONCLUSIONS

Page 84

FINDINGS AND SUGGESTIONS:

As Manjilas is a branded organization, the responses
against the advertisements are very high and they are

able to maintain a good data bank of almost all the

category of positions.
The Organization complies with the terms and conditions
as agreed upon at the time of selection.
The survival part is too high in the organization due to
the working environment is so employee friendly.
All the employees are very happy saying that they get
freedom to work as per their view.
In factory level, majority of the worker force are from the
surroundings of the factory. So, they never think of
quitting the job.
All the employees treat the organization as their own and
sincerity part is very high and appreciable.
Management is so humble and they are very close to
even the workers.
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 The staff welfare measures and other benefits adopted

by the company are very useful to the employees and
their families.
Considering all the above points, the employee attrition
rate is very low compared to other similar organizations
in the State.
Some areas the workforce is quitting frequently due to
the extended working hours. They are ready to work for
extended working hours provided if wage is little high in
comparison with the job market.
Even though, the organization has faced some senior
level resignations in this financial year due to an
expansion of one of their competitors in the State, but
nothing has affected any of their progress. Still, the
Group has achieved their target and the company has
reached one of their greatest mile stone this year by
becoming a 200 crore turnover company.
SUGGESSTION

Being a branded organization in the city, there is an attraction

among the job seekers in the job market. Still some
improvement can be made in the Salary Structure and Wage
Structure in line with the job market of similar industries.
Page 86

This will more strengthen organization and the organization

can enjoy more output from the experienced employees.
Conclusion:
It can be clearly concluded that for a company to succeed all it takes is the
proper recruitment and selection strategies which also shapes the overall
manpower management of the company. To conclude, the study emphasizes on
the fact that the recruitment and selection process is integrated with other
processes such as strategic plan of the company, training and development
schemes, compensation, rewarding/incentive system, performance appraisal,
and lastly, industrial relations. Furthermore, according to Silzer et al (2010),
there exist several reasons why the most apparent information have been more
promising; including the well-structured nature of interviews, the use of
questionnaires based on a job analysis, inclusion of panel of interviewers, the

practice of note-making during the interview, and the use of rating scale based
on behavioural factors to gauge the interviewees answers all play an integral
part in the improvement of the recruitment validity.

CHAPTER-7
BIBLIOGRAPHY

Page 87

BIBLIOGRAPHY

BOOKS:
Previous years project works done by various students in
the organisation.
Dr. Gupta C. B Human Resource Management,
published by Sulthan Chan and Sons, New Delhi
Rao V.S.P Human Resources Management, Second
Edition, published by Anurag Jain for Excel Books, New
Delhi.

WEBSITES
www.manjilas.com
www.google.com
www.researchpapers.com

www.wikipedia.com

CHAPTER-8
LIST OF TABLES AND FLOW CHARTS

Page 88

List of Flow Charts and Tables

Flow Chart 1 Sources of Recruitment in Manjilas

Page No. 79
Flow Chart 2 Types of interviews

Page No. 80
Flow Chart 3 Factors affecting recruitment

Page No. 81
Flow Chart 4 Factories & Activities of Manjilas Group

Page No. 82
Table 1 Overview of recruitment check list
Page No. 83

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