INTRODUCTION TO THE TOPIC

The Atma Ram Group is involved in the retailing of Automotive Vehicles and its
allied in the Agra region since the past 6 decades. Known for its originality and
prestige the group owns 5 showrooms in home town Agra , besides Mathura and Etah.
Founded by Late Sh. Atma Ram Ji Dudwewala in the year 1945 the group
procured various stars and honours under the leadership and guidance of Late Sh.
Ram Gopal Ji.

Late Sh. Atma Ram Ji

Dudwewala
(Founder)

Late Sh.Ram Gopal Ji

(Inspirator)

Key Activities :
Authorized Dealers of Hero Honda Motors Limited
Mahindra and Mahindra Limited ( Automotive Div.)
Hindustan Motors Limited
Spares Parts
Tyres & Tubes
1

ADDRESSES
Registered & Corporate office
Atma Ram Auto
Mathura RoadArtoni , Agra.
Ph : +91-562-2641355 , 2641537
Email : info@atmaramgroup.com
Contact Person : Mr. Anil Dudwewala

Atma Ram Auto Enterprises

37/1 Bhagwan Talkies Agra - Delhi Bye Pass Road Agra.
Ph : +91-562-2851468 , 2850184
Email : ramesh.agarwal@atmaramgroup.com
Contact Person : Mr. Ramesh Agarwal

Atma Ram & Sons

33 , Pratappura Agra - 282001
Ph : +91-562-2363061
Fax : +91-562-2268361
Email : info@atmaramgroup.com
Contact Person : Mr . Sanjay Agarwal, Mr . Sunil Agarwal

Introduction of Mahindra & Mahindra Ltd.

Company Profile

Mahindra & Mahindra Limited

.

Mahindra & Mahindra Limited

Type

Public (BSE: 500520)

Industry

Automotive
Farm Equipment

Founded

1945

Headquarters Mumbai, Maharashtra, India

Key people

Keshub Mahindra (Chairman), Anand Mahindra (Vice-Chairman

& Managing Director)

Revenue

31,568.54 crore (US$7.17 billion) (2010).[1]

Net income

2,871.49 crore (US$651.83 million) (2010).[1]

Employees

16,000+[1]

Parent

Mahindra Group

Website

Mahindra.com

Mahindra & Mahindra Limited (BSE: 500520) is part of the Indian Industrial
Conglomerate Mahindra Group based in Mumbai. The company was set up in 1945 in
Ludhiana as Mahindra & Mohammed by brothers K.C. Mahindra and J.C. Mahindra
along with Malik Ghulam Mohammed.

After India gained independence and

Pakistan was formed; Malik Ghulam Mohammed moved to Pakistan where he

became the nation's first finance minister. Now, with the Mahindra brothers as the
whole sole of the company, its name was changed to Mahindra & Mahindra in 1948.
Initially set up to manufacture general-purpose utility vehicles, Mahindra & Mahindra
(M&M) was first known for assembly under licence of the iconic Willys Jeep in
India. M&M introduced Jeeps to India and in no time they established themselves as
the Jeep manufacturers of India. The company later branched out into the
manufacture of light commercial vehicles (LCVs) and agricultural tractors, rapidly
growing from being a manufacturer of army vehicles and tractors to an automobile
major with a growing global market presence. At present, M&M is the leader in the
3

utility vehicle segment in India with its flagship UV Scorpio.

In recent times the company is engaged in spreading its reach beyond its traditional
markets. They entered into the two-wheeler segment by taking over the Kinetic
Motors in India. M&M also has controlling stake in REVA Electric Car Company.
M&M has also been selected as the preferred bidder for the acquisition of South
Korea's SsangYong Motor Company.

Mahindra & Mahindra grew from being a maker of army vehicles to a major
automobile and tractor manufacturer. It has acquired plants in China and the United
Kingdom, and has three assembly plants in the USA. M&M has partnerships with
international companies like Renault SA, France and International Truck and Engine
Corporation, USA.
M&M has a global presence and its products are exported to several countries. Its
global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc.,
Mahindra South Africa and Mahindra (China) Tractor Co. Ltd.
M&M is one of the leading tractor brands in the world. It is also the largest
manufacturer of tractors in India with sustained market leadership of over 25 years. It
designs, develops, manufactures and markets tractors as well as farm implements.
Mahindra Tractors(China) Co. Ltd. manufactures tractors for the growing Chinese
market and is a hub for tractor exports to the USA and other nations. M&M has a
100% subsidiary, Mahindra USA, which assembles products for the American
market.M&M made its entry into the passenger car segment with the Logan in April
2007 under the Mahindra Renault joint venture. M&M will make its maiden entry
into the heavy trucks segment with Mahindra Navistar, the joint venture with
International Truck, USA.
M&M's automotive division makes a wide range of vehicles including MUVs, LCVs
4

and three wheelers. It offers over 20 models including new generation multi-utility
vehicles like the Scorpio and the Bolero. It formerly had a joint venture with Ford
called Ford India Private Limited to build passenger cars.
At the 2008 Delhi Auto Show, Mahindra executives said the company is pursuing an
aggressive product expansion program that would see the launch of several new
platforms and vehicles over the next three years, including an entry-level SUV
designed to seat five passengers and powered by a small turbodiesel engine. True to
their word, Mahindra & Mahindra launched the Mahindra Xylo in January 2009, and
as of June 2009, the Xylo has sold over 15000 units.[18]
Also in early 2008, Mahindra commenced its first overseas CKD operations with the
launch of the Mahindra Scorpio in Egypt, in partnership with the Bavarian Auto
Group. This was soon followed by assembly facilities in Brazil. Vehicles assembled at
the plant in Bramont, Manaus, include Scorpio Pik Ups in single and double cab pickup body styles as well as SUVs.
The US based Reputation Institute recently ranked Mahindra among the top 10
Indian companies in its 'Global 200: The World's Best Corporate Reputations' list.
Mahindra & Mahindra has controlling stakes in Reva electric and has submitted letter
of Intent for South Korea's Ssangyong Mahindra planned to sell the diesel SUVs and
pickup trucks starting in late 2010 in North America

through an independent

distributor, Global Vehicles USA, based in Alpharetta, Georgia. Mahindrahas

announced it will import pickup trucks from India in knockdown kit (CKD) form to
circumvent the Chicken tax. CKDs are complete vehicles that will be assembled in
the U.S. from kits of parts shipped in crates. ] On 18 October 2010, however, it was
reported that Mahindra had indefinitely delayed the launch of vehicles into the North
American market, citing legal issues between it and Global Vehicles after Mahindra
retracted its contract with Global Vehicles earlier in 2010, due to a decision to sell the
vehicles directly to consumers instead of through Global Vehicles.

MAHINDRA & MAHINDRA LIMITED

MAHINDRA & MAHINDRA USES my SAP SCM TO
REDUCE INVENTORY BY 30% AND REPLENISHMENT
LEAD TIMES TO 19 DAYS
Mahindra & Mahindra Limited (M&M) is an $800 million company, employing some
12,000 people. It is the flagship of the Mahindra Group, one of the top-ranking
private sector companies in India.

ONE VENDOR HIGH LEVEL OF INTEGRATION

M&M had evaluated a stand-alone supply chain solution before selecting mySAP
SCM. We already had SAP R/3 as our foundation and decided it would not be a
good long-term decision to select another vendor's system, Moorjani says. First of
all, the stand-alone solution and interfacing would be more expensive. We also felt
that bringing in another vendor would complicate accountability. We chose SAP
because we wanted an integrated solution and needed to depend on one vendor.
During the rollout, M&M took advantage of SAP implementation tools, which the
company credits in part for the projects success.
We used the Accelerated SAPTM [ASAPTM] methodology, says Ashok Pai,
project manager for the supply chain project and a consultant at Mahindra Consulting
Limited, M&M's sister company and the national implementation partner of SAP in
India.
Other success factors included having the right core team and project sponsor. Our
core team was excellent. The team members had good business-process knowledge
and understood forecasting, operations research, and optimization.

Objective of Study
To find out the Recruitment & Selection Policy of employees in Atmaram Auto .
6

 To identify the factors which influence the Recruitment & Selection of employees.
To identify the factor which improves the job satisfaction level of employees.
Determine the role of employees attitude in job satisfaction
To study and analyze the various factors that are affecting the recruitment & Selection.
To study the impact of personal factors of the employee (Income, Designation, Educational
qualification).

RESEARCH METHODOLOGY
Research methodology in which the data are collected for the research report.

Research

Methodology is the attempt to validate the rationale behind the selected research design and provide

justification of why it is appropriate in solving the selected research problem. It is the process by
which we evaluate tools that produce knowledge.
Research Design
The Research Report is based on exploratory study based on Primary & Secondary Data.
Exploratory research is concerned with identification of the real nature of research problem &
perhaps of formulating relevant hypothesis for various tests. The major benefit is that it is less
expensive & less time consuming. For assessing the tool used to deliver included Personal interview
of respondent.
Sources of Data
Data collection methods are generally of two types:
Primary Data
Secondary Data
Primary data are those which are collected for the first time and thus happen to be original in
character. The primary data is collected in the process of questionnaire and interview of the outlets.
Secondary data are those which have already been collected by someone else and which have been
already been passed through the statistical process.

Primary data:
1 Questionnaire method

Secondary data:
1 Book
2 News papers
8

3 Internet
4 Magazines

Methodology Adopted
Methods used
Through Questionnaire. While preparing the Questionnaire certain dimensions are to be considered.
These dimensions are come under following heads:
Management
Sources of data
For the purpose of this research report data has been collected from the following sources:
Primary sources
New Joiners in the organization
Secondary Sources
Organizations Policy Manual
Other relevant documents
Company website
Tools used for Analysis
Bar Graphs
Pie charts

Introduction to Recruitment and Selection

RECRUITMENT
Recruitment is a process of
The process

finding

and

attracting capable applicants for employment.

begins when new recruits are sought and ends when their applications are submitted.

The result is a pool of applicants from which new employees are selected.
---

Recruitment is

William B. Werther & Keith Davis

a form of competition. Just as corporations

compete to develop, manufacture

andmarket the best product or service , so they must also compete to identify, attract or hire the most
qualified people .Recruitment is a business and it is a big business.
--- J.S. Lord

10

 Recruitment is a process of searching for prospective employees and stimulating and encouraging
them to apply for jobs in an organization . 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 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.
--- Edwin B. Flippo
Recruitment is a true sales function . A recruiter should uncover the needs of the applicants
and understand why they have those needs and the recruiter can then show how

the organization

can specifically satisfy such needs.

---Gale Heritage

SELECTION
Selection process is of one or many go, or no-go gauges. Candidates are screened by the
application of these gauges. Qualified applicants go on to the next hurdle, while unqualified are
eliminated.
---Dale Yoder

Selection is a process of differentiating between applicants in order to identify and hire those with a
greater likelihood of success in a job.
---- Thomas H. Stone

Recruitment is a process which fulfills the requirement of employees in any organization by the
selection either internal or external ,is a deliberate effort of the organization in order to select fixed number
of personnel from a large number of appointment.

11

Recruitment is the phase which immediately precedes selection. Its purpose is to pave the way
for selection procedures by producing ideally the smallest number of candidates who offer to be capable
either of performing the required tasks of the job from he outset of developing the ability to do so within
a period of time acceptable to the employing organization .
A primary task of the recruitment phase is to help would be applicants to decide whether they
are likely to be suitable to fill the job vacancy. This is clearly in the interest of both, the employing
organization and the applicant.
Recruitment is the development and maintenance of adequate manpower resources. It involves the
creation of a tool of available labour upon whom the organization can Draw when it need additional
employees.
Recruitment is the creation of application for specific
Advertisement , State
and

Employment

Exchange Agencies

positions
Or

through

Private

three

sources :

Employment

Agencies

Present Employees. In other sources of recruitment , educational institutions , labour unions ,

casual applications and leasing are also Utilized.

And Selection is a process by which candidates for employment are distinguished between those who
are suitable and those who are not. It involves rejection of some candidates and is sometimes described
as a negative proceeds in contract with the positive programs of recruitment.
Selection refers to the process of offering job to one or more applicants from the applications.
Selection start with reference to job specification which indicate not only immediate job requirement
but other qualities which may be desirable in the long run usually the personal qualities which forms the
basis of selection include skill experience, age, education and training, physical characteristics,
intelligence, emotional stability, attitude towards work and personality.

12

PURPOSE OF RECRUITMENT AND SELECTION

*. To determine the present and future human resource requirements of the organization in conjunction
with human resource planning activities and job analysis activities.

**. To increase the pool of potential personnel and the organization has a number of options to choose
from.

***. To increase the success rate of the selection process by filtering the number of under qualified or
overqualified job applicants.

****. To meet the organizations legal and social obligations regarding composition of its
workforce.

13

TOPIC OVERVIEW

RECRUITMENT

RECRUITMENT IS A PROCESS CONCERNED WITH THE IDENTIFICATION OF SOURCES

FROM WHERE THE PERSONNEL CAN BE EMPLOYED AND MOTIVATING THEM TO OFFER
THEMSELVES FOR EMPLOYMENT.

Thus, recruitment process is concerned with the identification of possible sources of

human resource supply and tapping those sources . In the total process of acquiring and placing
human resources in the organization, recruitment falls in between the planning for human
resource and their placement after selection.

Recruitment represents the first contact that a company makes with the personnel having
potential to be employed. From the point of view of potential candidates, recruitment is the
process through which they come to know about the company and the nature of jobs that are
being offered.

14

THE PROCESS OF RECRUITMENT

RECRUITMENT
PLANNING

SOURCES OF
PLANNING

CONTACTING
SOURCES

APPLICATION
POOL

TO SELECTION
PROCESS

15

PREPARATION FOR RECRUITMENT:

Before we think of inviting people to apply for a job we have to decide what types of
persons are to be invited and what their characteristics should be. This calls for fixing the job
specifications which may also be called man specifications.

Job specification are based on job description which is dependent on the nature and
requirement of a job. Thus job specification will be different for each job.

Below are the various element of job specification:

Physical Specification : For certain jobs some special physical features may be required.
For example for assembly of a TV set or some other electronic equipment good vision is
required ,for typing job we need finger dexterity, for a heavy job we need a strong, heavy
and thick-set body. The particular physical abilities and skills necessary for a given job
have to be specified. These may refer to height, weight, vision, finger dexterity, voice, poise,
hand and foot coordination, motor coordination, colour discrimination, age range etc.

Mental Specification : These include intelligence,memory, Judgement,ability to plan,ability

to estimate ,to read, to write, to think and concentrate ,scientific faculties,arithmetical
abilities, etc. different jobs require different degrees of such abilities and the more
important ones should be specified.

Emotional and Social Specifications :

These include characteristics which will effect his working with

others , like

personal appearance, manners, emotional stability,

Aggressiveness or submissiveness,extroversion, Introvertion leadership,
cooperativeness,initiative and drive,skill in dealing with others ,social adaptability,etc.

16

Behavioural Specifications : Certain management

Personnel at higher levels of management are expected to
Behave in a particular manner. These are not formally listed
But have to be kept in mind during the process of recruitment,
Selection and placement.

17

RECRUITMENT PLANNING
Recruitment process starts with its planning which involves the determination of number of
applicants and type of applicants to be contacted.

1. NUMBER OF CONTACTS: Organizations generally plan to attract more applicants than

what they intend to select as they wish to have option in selecting the right candidates.
This option is required because some of the candidates may not be interested in joining the
organization, some of them may not meet the criteria of selection. Therefore each time a
recruitment program is contemplated the organization has to plan about the number of
applications it should receive in order to fulfill all its vacancies with right personnel.

2. TYPE OF CONTACTS: This refer to the type of personnel to be informed about the job
openings based on job description and job specification. This determines how the
prospective personnel may be communicated about the job openings. For example if an
organization requires unskilled workers,mere putting the requirement notice on the factory
gate may be sufficient,if it requires qualified and experienced managers ,perhaps it may go
for advertisement in national newspapers.

18

SOURCES OF RECRUITMENT
Normally for an on-going organization there are two sources of supply of manpower
:: Internal and External.

INTERNAL SOURCES: An organization can look for filling the vacancies through its
internal sources . These internal sources may be of two types: Present personnel and referrals
of these personnel.

1.

PRESENT PERSONNEL Various positions in an organizations may be

filled by promoting the present personnel or by transferring them from a unit/department
where there is overstaffing to a unit/department where they are needed. A more common
method of recruiting from internal personnel is the promotion which every organization
adopts in varying proportion. Promotion may be based on seniority or merit or a
combination of both. Filling up of organizational positions through promotion is just like a
decision of make or buy. In the context of managing human resources ,make or buy
concept relates to a decision whether the organization would recruit personnel at the initial
level and make them fit for promotion at higher levels through training and development
activities; or instead of investing in training and development it would employ experienced
personnel directly.

Promotion has certain positive aspects in the form of providing satisfaction to personnel,
raising their level of morale, creating loyalty etc.

However too much reliance on promotion as a source of employment may create inbreeding
and lack of innovation.

19

PERSONNEL REFERRALS : Referrals from existing personnel may be

2.

a good source of internal recruitment . The present personnel may be in a better position to
judge the suitability of a prospective candidate with whom they are familiar as they know
the nature

of job ,organizational culture and work ethics. They can relate these

characteristics of the organization with those of the candidate to judge his suitability
provided they act objectively.

EXTERNAL SOURCES : These sources lie outside the organization, like the new entrants to
the labour force without experience. These include college students, the unemployed with a
wider range of skills and abilities, the retired experienced persons and others not in the labour
force ,like married women.

These sources provide a wide market and the best selection considering skill,training and
education. It also helps to bring new ideas into the organization. Moreover this source never
dries up.

In respect of people selected under this system ,however one has to take chances with the
selected persons regarding their loyalty and desire to continue. The organization has to make
larger investments in their training and induction.

20

COMBINING INTERNAL AND EXTERNAL SOURCES :

Internal and external sources do not exist in either or situation,

terms of a continuum. Every organization has
way ,every organization

rather ,these exists in

vacancies through promotion ; in the same

has to take people from outside. Therefore it is a question of

combining both sources and determining the proportion of internals and externals at various
hierarchical levels of the organization. Normally, at the lower levels of managerial hierarchy
,called as entry levels, there is high proportion of externals. As the chain of hierarchy goes up ,the
proportion of internals increases at the cost of externals. However the pre-requisite of this pattern
of recruitment is the highly developed training and development system in the organization.

In order to combine internal and external sources of recruitment ,following factors should be
taken into account:

Effect of the policy on the attitude and actions of all employees:

Employees no doubt feel more secure and identify their own

long term interest with that of

the organization when they can anticipate first charge at job opportunities. The general
application of the promotion from within policy may encourage mediocre performance.
The point to be considered here by the organization is ,how important is the loyalty of the
employees to it,balancing the risk of mediocre performance.

The level of specialization required of employees:

The principal source in many organizations may be the ranks of present employees who
have received specialized training.

21

 The degree of emphasis on participation by employees at all levels:

New employees from outside , with no experience in the firm ,

may not know enough about

its service or product or processes to participate effectively,for some time at least.

The need for and availability of originality and initiative within the
organization:
If the organization feels that it is training its people for these qualities it may prefer its own
people; if not , new people with different ideas may be taken from outside.

Acceptance of seniority principal : The policy or promotion from within will succeed
only if management and employees accept the seniority principal with or without suitable
modifications for promotion.

If it is not accepted,selection may better be done on an open

METHODS OF RECRUITMENT
All methods of recruitment can be put into three categories:

DIRECT METHODS,

INDIRECT METHODS, and

THIRD PARTY METHODS.

22

basis.

a)

Direct methods include sending recruiters to educational and professional

institutions ,employee contacts with public ,manned exhibits and waiting lists.

SCHOOLS AND COLLEGES: For clerical ,labour and apprenticeship help,high schools
can be extensively used. For technical,managerial and professional jobs,
colleges,university departments and specialized institutes, like the IITs,and IIMs, are used .
These institutions usually have placement officer or a teacher-in-charge of placement ,who
normally provides help in attracting employers arranging interviews,furnishing space and
other facilities and providing student resumes.
The companies maintain a list of such institutions , keep in touch with them , send their
brochures indicating job openings ,future prospects etc. On the basis of these students
who want to be considered for the given job(s) are referred to the company recruiter.

EMPLOYEES CONTACT WITH THE PUBLIC : The employees of the organization are
told about the existence of particular vacancies and they bring this to the notice of their
relatives ,friends and acquaintances.

MANNED EXHIBITS :The organizations send recruiters to conventions and seminars ,

setting up exhibits and fairs ,and using mobile offices to go to the desired centers .

WAITING LISTS : Many firms lean heavily on their own application files. These records
list individuals who have indicated their interest in jobs,either after visiting the
organizations employment office or making enquiries by mail or phone. Such records prove
a very useful source if they are kept up- to- date.

(b) Indirect methods cover advertising in newspapers , on the radio , in trade and
professional journals , technical journals and brochures.

23

When qualified and experienced persons are not available through other sources
,advertising in newspapers and professional and technical journals is made. Whereas all
types of advertisements can be made in newspapers and magazines,only particular type of
posts should be advertised in the professional and technical journals,for example,only
engineering jobs should be inserted in journals of engineering.

A well thought-out and planned advertisement for an appointment reduces the possibility of
unqualified people applying. If the advertisement is clear and to the point ,candidates can
assess their abilities and suitability for the position and only those who possess the
requisite qualifications will apply.

(c) Third Party methods various agencies are used for recruitment under these
methods. These include commercial and private employment agencies , state agencies
placement offices of schools colleges and professional associations ,recruiting firms
,management consulting firms ,indoctrination seminars for college professors, friends and
relatives.

PRIVATE EMPLOYMENT AGENCIES specialize in specific occupation like general

office help, salesmen, technical workers, accountants, computer staff, engineers and
executives, etc. These agencies bring together the employers and suitable persons
available for a job. Because of their specialization ,they can interpret the needs of their
clients and seek out particular type of persons.

STATE OR PUBLIC EMPLOYMANT AGENCIES , also known as Employment or

Labour Exchanges , are the main agencies for public employment . They also provide a
wide range of services ,like counseling, assistance in getting jobs, information about the
labour market,labour and wages rates,etc.

24

EXECUTIVE SEARCH AGENCIES maintain complete information records about

employed executives and recommend persons of high calibre for managerial ,marketing
and production engineers posts. These agencies are looked upon as head hunters ,
raiders, and pirates.

INDOCTRINATION SEMINARS FOR COLLEGE PROFESSORS : These are

arranged to discuss the problems of companies to which professors are invited . Visits and
banquets are arranged so that professors may be favourably impressed and later speak well
of the company and help in getting required personnel.

FRIENDS AND RELATIVES OF PRESENT EMPLOYEES

constitute a good source

from which employees may be drawn. This , however ,is likely to encourage nepotism, i.e.
persons of ones own community or caste may be employed. This may create problems for
the organization.

TRADE UNIONS are often called on by the employers to supply whatever additional
employees may be needed. Unions may be asked for recommendations largely as a matter
of courtesy and an evidence of goodwill and cooperation.

PROFESSIONAL SOCIETIES may provide leads and clues in providing promising

candidates for engineering ,technical and management positions. Some of these maintain
mail order placement services.

TEMPORARY HELP AGENCIES employ their own labour force ,both full-time and parttime and make them available to their client organizations for temporary needs .

25

CASUAL LABOUR SOURCE is one which presents itself daily at the factory gate
employment office . Most industrial units rely to some extent on this source. This source, is
the most uncertain of all sources.

DEPUTATION : Persons possessing certain abilities useful to another organization are

sometimes deputed to it for a specified duration . Ready expertise is available but,as you
can guess ,such employees do not easily become part of the organization.

26

CONTACTING SOURCES

ADVERTISEMENT

INTERNET RECRUITING

CAMPUS RECRUITMENT

JOB FAIRS

CONSULTANCY FIRMS

PERSONAL CONTACTS

INTERVIEWS

27

APPLICATION

POOL

Whatever the method of recruitment is adopted ,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 the applications from prospective
candidates. The number of applications depends on the type of organization, the type
of jobs, and the conditions in specific human resource market.

For example, in the case of Indian Civil Services ,the number of applicants runs into
many thousands. In the corporate sector ,an organization can expect more number of
applications when it advertises for the positions of management/executive trainees as
compared to when it advertises for experienced personnel . Similarly, the number of
applications depends on the image of the organization.

An organization having better perceived image is able to attract more number of

applications .

Various applications received for a particular job are pooled together which become the
basis for selection process.

28

As per me Recruitment and selection means the

following
R Reliable

S Sagacious

E Effluent

E Eligible

C Creative

L Loyal

R Rationale

E Efficacious

U Unique

C Constructive

I Intelligent

T Talented

T Tactful

I Innovative

M Mature

E Excellent

N Noble

N New

T Task oriented

Optimist

SELECTION

29

SELECTION IS THE PROCESS OF SECURING RELEVENT INFORMATION ABOUT AN

APPLICANT TO EVALUATE HIS QUALIFICATIONS, EXPERIENCE AND OTHER QUALITIES WITH
A VIEW TI MATCHING THESE WITH THE REQUIREMENTS OF A JOB.

It is essentially a process of picking out the man or men best suited for the organisations
requirement.

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 unfits.

In fact in Indian context ,there are more candidates who are rejected than those who are
selected in most of the selection processes. Therefore sometimes it is called a negative
process in contrast to positive program of recruitment.

30

SELECTION PROCESS
FINAL SELECTION
RECOMMENDATION
PHYSICAL
EXAMINATION
APPLICATION
REFERENCES
SELECTION
INTERVIEWS
SELECTION
TESTS
APPLICATION
FORM
PRELIMINARY
INTERVIEW

SELECTION PROCESS
REJECTIONS
The selection process involves rejection of unsuitable or less suitable applicants .This may be
done at any of the successive hurdles which an applicant must cross.These hurdles act as
screens designed to eliminate an unqualified applicant at any point in the process .

This technique is known as the successive hurdles technique.

31

Yoder calls these hurdles go,no-goguages. Those who qualify a hurdle go to the next one ;those
who do not qualify are dropped out .

Not all selection processes,however include these hurdles. The complexity of the process usually
increases with the level and responsibility of the position to be filled.

These hurdles are actually the various levels of selection process.

Moreover ,these hurdles need not necessarily be placed in the same order . Their arrangement
may differ from organization to organization.

INITIAL SCREENING OR PRELIMINARY INTERVIEW

This is a sorting process in which prospective applicants are given the necessary information
about the nature of the job and also,necessary information is elicited from the candidates about
their education,experience,skills ,salary expected etc. If the candidate is found to be suitable ,he is
selected for further process and,if not,he is eliminated. This is a crude screening and can be done
across the counter in the organisations employment offices. This is done by junior executive in
the personnel department. Due care should be taken so that suitable candidates are not turned
down in hurry. Since this provides personal contact for an individual with the company,the
interviewer should be courteous,kind,receptive and informal.

When a candidate is found suitable ,an application form is given to him to fill in and submit.

APPLICATION SCRUTINY

It is seen that sometimes applications are asked on a plain sheet. This is done where no
application forms are designed. The applicant is asked to give details about age,marital
status,educational qualifications,work experience,and references. Different types of application

32

forms may be used by the same organization for different types of employees,e.g.,one for
managers ,the other for supervisors and a third for other employees.

Some forms are simple,general and easily answerable,while others may require elaborate
,complex and detailed information. Reference to nationality ,race,caste,religion and place of birth
have been regarded as evidence of discriminatory attitudes and should be avoided.

An application form should be designed to serve as a highly effective preliminary screening

device ,particularly, when applications are received in direct response to an advertisement and
without any preliminary interview.

The applications can be used in two ways :

(i)

To find out on the basis of information contained therein as to the chances of

success of the candidate in the job for which he is applying,

(ii)

To provide a starting point for the interview.

It is often possible to reject candidates on the basis of scrutiny of the application as they are
found to be lacking in educational standards,experience or some other relevant eligibility and
traits.

SELECTION TESTS
33

A test is a sample of an aspect of an individuals behaviour ,performance or attitude. It can also be

systematic procedure for comparing the behaviour of two or more persons.

PURPOSE OF TESTS : The basic assumption underlying the use of tests in personnel
selection is that individuals are different in their job-related abilities and skills and that these skills
can be adequately and accurately measured.

Tests seek to eliminate the possibility of prejudice on the part the interviewer or supervisors.
Potential ability only will govern selection decisions.

The other major advantage is that the tests may uncover qualifications and talents that would not
be detected by interviews or by listing of education and job experience.

TYPE OF TESTS: The various tests used in selection can be put into four categories:

Achievement and Intelligence Tests,

Aptitude or Potential Ability Tests,

Personality Tests, and

Interest Tests.

a). Achievement or Intelligence Tests

These are also called Proficiency tests . these measure the skill or knowledge which is
acquired as a result of a training programme and on the job experience. These measure
what the applicant can do.

These are of two types:

Test for measuring job knowledge: These are known as Trade Tests .These are
administered to determine knowledge of typing ,shorthand and in operating calculators,
adding machines ,dictating and transcribing machines or simple mechanical equipment.
34

These are primarily oral tests consisting of a series of questions which are believed to
be satisfactorily answered only by those who know and thoroughly understand the
trade or occupation. Oral tests may be supplemented by written,picture or performance
types.

Work Sample Tests: These measure the proficiency with which equipment can be
handled by the candidate . This is done by giving him a piece of work to judge how
efficiently he does it. For example,a typing test would provide the material to be typed
and note the time taken and mistakes committed.

(b) Aptitude or Potential Ability Tests :

These tests measure the latent ability of a candidate to learn a new job or skill . Through these
tests we can detect peculiarity or defects in a persons sensory or intellectual capacity .
These focus

attention on particular types of talent such as learning, reasoning and mechanical or

musical aptitude .Instruments used are variously described as tests of intelligence, mental ability ,
mental alertness or simply as personnel tests.

These are of three types:

Mental Tests : These measure the overall intellectual ability or intelligence quotient(I.Q.) of a person
and unable us to know whether he has the mental capacity to deal with new problems. These determine
an

employees fluency in language, memory, induction, reasoning,speed of perception ,and special

visualization.

Mechanical Aptitude Tests : These measure the capacity of a person to learn a particular type of
mechanical work. These are useful when apprentices ,machinists,mechanics,maintenance workers, and
mechanical technicians are to be selected.

Psychomotor or skill tests : These measure a persons ability to do a specific job. These are
administered to determine mental dexterity or motor ability and similar attributes involving muscular

35

movement ,control and coordination . These are primarily used in the selection of workers who have to
perform semi-skilled and repetitive jobs ,like assembly work, packaging ,testing,inspection and so on.

(c) Personality Tests : These discover clues to an individuals value system ,his emotional reactions
,maturity and his characteristic mood. These tests helps in assessing a persons motivation , his ability to
adjust himself to the stresses of everyday life and his capacity for interpersonal relations and for projecting
an impressive image of himself. They are expressed in terms of the relative significance of such traits of a
person

as

self-confidence,

ambition,

tact,

emotional

control,

optimism,decisiveness,sociability,conformity,objectivity,patience,
fear,distrust,initiative,judgement,dominance,impulsiveness,sympathy,integrity and stability. These tests are
given to predict potential performance and success for supervisory or managerial jobs.
The personality tests are basically of three types:

Projective Tests : In these tests , a candidate is asked to project his own interpretation onto certain
standard stimuli. The way in which he responds to these stimuli depends on his own values.,motives and
personality.

Situation Tests:

These measure an applicants reaction when he is placed in a peculiar situation, his

ability to undergo stress and his demonstration of ingenuity under pressure .

These tests usually relate to a leaderless group situation, in which some problems are posed to a group
and its members are asked to reach some conclusions without the help of a leader.

Objective Tests :These measure neurotic tendencies , self-sufficiency,dominance,submission and selfconfidence.

(d) Interest Tests :These tests are designed to discover a persons areas of interest and to identify the
kind of work that will satisfy him. The interest tests are used for vocational guidance ,and are assessed in
the form of answers to a well prepared questionnaire.

Limitations of Selection Tests:

36

From the basic description of tests described above,one should not conclude that a hundered
percent prediction of an individuals on-the job success can be made through these tests. These
tests ,at best,reveal that candidates who have scored above the predetermined cut-off points are
likely to be more successful than those who have scored below the cut-off point.

These tests are useful when the number of applicants is large. Moreover ,tests will serve no useful
purpose if they are not properly constructed or selected or administered.

Precautions in using Selection Tests : Test results can help in selecting the best candidates if the
following precautions are taken:
I. Norms should be developed as a source of reference on all tests used in selection and on a
representative sample of people on a given job in the same organization. This is necessary even
though standard tests are available now under each of the above categories. Norms developed
elsewhere should not be blindly used because companies differ in their requirements, culture,
organization structure and philosophy.

II.

Some ,Warm up should be provided to candidates either by giving samples of test, and/or
answering queries before the test begins.

III. Tests should first be validated for a given organization and then administered for selection of
personnel to the organization.
IV. Each test used should be assigned a weightage in the selection.

V.

Test scoring ,administration and interpretation should be done by persons having technical
competence and training in testing.

37

INTERVIEW
MEANING AND PURPOSE : An interview is a conversation with a purpose between one
person on one side and another person or persons on the other.
An employment interview should serve three purposes:

i.

Obtaining information ,

ii.

Giving information, and

iii.

Motivation.

It should provide an appraisal of personality by obtaining relevant information about the prospective
employees background ,training work history,education and interests. The candidate should be given
information about the company ,the specific job, and the personnel policies. It should also help in
establishing a friendly relationship between the employer and the applicant and motivate the satisfactory
applicant to work for the company or organization.

TYPES OF INTERVIEWS:
INFORMAL INTERVIEW: This may take place anywhere . The employer or a manager in the
personnel department , may ask a few questions ,like, name,place of birth, previous experience
experience,etc. it is not planned and is used widely when the labour market is tight and workers are
needed very badly. A friend or a relative of the employer may take a candidate to the house of the
employer or manager where this type of interview may be conducted.

FORMAL INTERVIEWS :This is held in a more formal atmosphere in the employment office by the
employment officer with the help of well-structured questiones. The time and place of the interview are
stipulated by the employment office.

PLANNED INTERVIEW : This is a formal interview carefully planned. The interviewer has a plan of
action worked out in relation to time to be devoted to each candidate, type of information to be sought ,

38

information to be given , the modality of interview and so on. He may use the plan with some amount of
flexibility.

PATTERNED INTERVIEW :This is also a planned interview but planned to a higher degree of
accuracy, precision, and exactitude. A list of questions and areas is carefully prepared . The interviewer
goes down the list of questions, asking them one after another.

NON-DIRECTIVE INTERVIEW : This is designed to let the interviewee speak his mind freely. The
interviewer is a careful and patient listener, prodding whenever the candidate is silent. The idea is to give
the candidate complete freedom to sell himself without encumberances of the interviewers questions.

DEPTH INTERVIEW :

This is designed to intensively examine the candidates background and

thinking and to go into considerable detail on a particular subject of special interest to the candidate. The
theory it is that if the candidate found good in his area of special interest ,the chances are high that if
given a job he would take serious interest in it.

STRESS INTERVIEW : This is designed to test the candidate and his conduct and behaviour by
putting him under conditions of stress and strain . This is very useful to test the behaviour of individuals
under disagreeable and trying situations.

GROUP INTERVIEW : This is designed to see how the candidates react to and against each other. All
the candidates may be brought together in the office and they may be interviewed.
The candidates may , alternatively be given a topic for discussion and be observed as to who will lead the
discussion, how they will participate in the discussion,how each will make his presentation, and how they
will react to each others views and presentation.

PANEL INTERVIEW : This is done by members of the interview board or a selection committee .This
is done usually for supervisory and managerial positions.
It pools the collective judgement and wisdom of members of the panel .The candidate may be asked to
meet the panel individually for a fairly lengthy interview .

39

INTERVIEW RATING : Important aspects of personality can be categorized

under the following

seven main headings :

1) Physical makeup: Health,physique,age,appearance,bearing,

speech.

2) Attainments: Education,occupational training,and experience.

3) Intelligence: Basic and effective.

4) Special Attitudes:

Written and oral fluency of expression , numeracy,organizational

ability,administrative skill.

5) Interests: Intellectual, practical, physically active, social,

Artistic.

6) Disposition: Self reliance,nature,motivation,acceptability.

7) Circumstances: Domestic,social background and experience,

future prospects.

This is called The seven point plan .The importance of each of these points will vary from
organization to organization and from job to job. Hence these should be assigned weightage according
to their degree of importance for the job.

On the basis of information gathered through an interview ,each candidate should be rated in respect
of each point given above as
(i) outstanding, (ii)good, (iii)above average, (iv)below average or (v) unsatisfactory.

Limitations of interviews:

Interviews have their own limitations in matters of selection.

Some of these are mentioned below:

Subjective judgement of the interviewer may be based on his prejudices ,likes, dislikes,
biases etc.
40

One prominent characteristics of a candidate may be allowed to dominate appraisal of

the entire personality.

The interviewers experience may have created a close association between some
particular trait and a distinctive type of personality.

Some managers believe that they are good at character analysis based on some pseudoscientific methods and are guided by their own abilities at it.

QUALITIES OF GOOD INTERVIEWERS: A good interviewer should have the following

qualities:

Knowledge of the job or other things with which interviews are concerned.

Emotional maturity and a stable personality.

Sensitivity to the interviewees feelings and a sympathetic attitude.

Extrovert behaviour and considerable physical and mental stigma.

GUIDELINES FOR IMPROVING INTERVIEWS:

Not all interviews are effective . Their effectiveness can be improved if the following points are kept in
mind by an interviewer:

An interview should have a definite time schedule with ample time for interview. It should not be
hurried.
The impersonal approach should be avoided.

Interview should have the necessary element of privacy.

The interviewer should listen carefully to what the applicant says and the information collected be
carefully recorded either while the interview is going on or immediately thereafter.

41

 Attention should be paid not just to the words spoken, but also to the facial expressions and
mannerisms of the interviewee.
The interview should end when sufficient information has been gathered.

The interviewee should be told where he standswhether he will be contacted later, whether he is
to visit another person, or it appears that the organization will not be able to use his abilities.

PHYSICAL EXAMINATION
Applications who get over one or more preliminary hurdles are sent for a physical examination either to
the organisations physician or to a medical officer approved for the purpose.
Purposes: A physical examination serves the following purposes:

1) It gives the indication regarding fitness of a candidate for the job concerned.
2)

It discovers existing disabilities and obtains a record thereof , which may be helpful later in
deciding the companys responsibility in the event of a workmans compensation claim.

3) It helps in preventing employment of those suffering from some type of contagious diseases.

4) It helps in placing those who are

otherwise employable but whose physical handicaps may

necessitate assignment only to specified jobs.

CONTENTS OF PHYSICAL EXAMINATION

The applicants medical history.

His physical measurementsheight,weight, etc.

42

General examination skin, musculature and joints.

Special sensesvisual and auditory activity.

Clinical examination eyes ,ears, nose ,throat and teeth.

Examination of chest and lungs.

Check of blood pressure and heart.

Pathological tests of urine, blood etc.

X-ray examination of chest and other parts of the body.

Neuro-psychiatric examination ,particularly when medical history or a psychiatric examination,

particularly when medical history or a physicians observations indicate an adjustment problem.

43

REFERENCE CHECKS:
THE APPLICANT IS ASKED TO MENTION IN HIS APPICATION THE NAMES AND ADDRESSES OF
,USUALLY THREE SUCH PERSONS WHO KNOW HIM WELL . THESE MAY BE HIS PREVIOUS
EMPLOYERS , FRIENDS, OR PROFESSIONAL COLLEAGUES. THEY ARE APPROACHED BY MAIL
OR TELEPHONEAND REQUESTED TO FURNISH THEIR FRANK OPINION , WITHOUT INCURRING
ANY LIABILITY , ABOUT THE CANDIDATE EITHER ON SPECIFIED POINTS OR IN GENERAL. THEY
ARE ASSURED THAT ALL INFORMATION SUPPLIED WOULD BE KEPT CONFIDENTIAL. YET,OFTEN
EITHER NO RESPONSE IS RECEIVED OR IT IS GENERALLY A FAVOURABLE RESPONSE.

FINAL DECISION
APPLICANTS WHO CROSS ALL THE HURDLES ARE FINALLY CONSIDERED . IF THERE ARE MORE
PERSONS THEN THE NUMBER REQUIRED FOR A JOB , THE BEST ONES i.e., THOSE WITH THE
HIGHEST SCORES ARE FINALLY SELECTED.

44

COMPANY PROFILE
QUALITY ASSURANCE DEPARTMENT
MANAGER QUALITY ASSURANCE DEPT.
Mr. C.P. PRABHU

EXECUTIVE Q.A.1
Mr. B.P. PATHAK

EXECUTIVE Q.A 2
Mr. JOGINDER PAL

Q.A.1 OFFICER
Mr. V. K. SETH

Q.A.2 OFFICER
Mr. S.NAYAK

This department is divided into two parts Quality Assurance 1 and Quality Assurance 2.

Functions of Q.A 1.:

It works for the quality of incoming raw material , packaging material,intermediates and outgoing
finished products.

The department is also responsible for checking competitors sample ,it helps R & D and analysis
of customers complaints.

45

It draws specifications for standards and test methods are developed and materials are tested.

Functions of Q.A 2:
This department is responsible for the quality of milk that is collected from various milk collection
centers .
They conducts on line checking , on line inspection and internal audits.

46

ENGINEERING SERVICES DEPARTMENT

MANAGER ENGG. SERVICES DEPARTMENT
Mr. S. VISHVANATHAN

EXECUTIVE FIRE
PREV. AND SAFETYMR. S.P. BHANTI

ENGG.
EXEC.
TRANSPORT
MR. P.K.
GUPTA

ENGG.
EXEC.
PROCESS:
MR.
PAVITRA
GUPTA

MAINTENANCE
MANAGER
MR. R. NAYYER

EXECUTIVE PLAN
AND STORING AND
M.C.C.
MR. K.K. GUPTA

ENGG. EXEC.
MAINTENANC
E:
MR. PRAMOD
GUPTA

ENGG.
EXEC.
INSTRUMEN
TATION:
MR.T.S.RAO

ENGG.
EXEC.
PACKING:
MR. M.
SINGH

Engineering services department can be divided mainly into three parts :

1. Maintains of Machine, Plant and Equipment :

In this department , the service to the running and breakdown maintenance of the machines,
inspection maintenance of the machines and preventive maintenance of the machines to prevent any
breakdown.

2. Utility Services:

47

This department is also responsible for providing services that are essential for the running of the
factory . They include water , electricity ,steam, compressor ,air condition, milk tankers, refrigeration
etc.

3. General services:
They include lifts trolleys, telephone emergency light , water cooler etc. In addition to above there are
six offices in shift.
a) Mr. P.N. Sharma --- Transport
b) Mr. M Mukharjee --- Transport
c) Mr. K. Lal ---Packing Process
d) Mr. Alok Tayal --- Packing process
e) Mr. Devesh Srivastava --- Packing process
f) Mr. Agarwal --- Packing process
The most important function of this department is to provide electricity to the factory unit.

FINANCE DEPARTMENT
FINANCE MANAGER
MR. S.D. GHOSH

ACCOUNT OFFICER
MR. S.C. GUPTA

SECTION HEAD
MR. C. S. RAWAT

48

CLERICAL STAFF
Finance can be broadly defined as the activity concerned with the planning, raising, controlling and
administering the funds used in any business. So the finance department is the driving force of the
company . The main Finance Department of Heinz is in Mumbai, Aligarh factory has a finance
department whose functions are:

Factory Budgeting.

Cost Control.

Variance Analysis.

Payment of Salaries and Wages.

Sales Accounting and Control.

Revenue budgeting and sending it to the main corporate office.

Funds Management.

HEAD OF THE DEPARTMENT

OR
FACTORY PURCHASE OFFICER
Mr. S. R. JINDAL

49

MANAGER MILK PROCUREMENT

MR. P.K. SHARMA

MILK
PROCUREMENT :
MR. S. K. MITTAL

CENTRE STAFF

ATTENDANTS

MILK
PROCUREMENT:
MR. D.K. SAXENA

CENTRE STAFF

ATTENDANTS

MILK
PROCUREMENT:
MR.V.L. VASHAMBHU

CENTRE STAFF

ATTENDANTS

PERSONNEL/ IR/ WELFARE DEPARTMENT

GENERAL IR AND LEGAL MANAGER

MR. AKHTAR ALI

PERSONNEL MANAGER
MR. D.N. DUBEY

ADDITIONAL LABOUR WELFARE

50

MR. ALOK GUPTA

THE MAIN FUNCTIONS OF THIS DEPARTMENT ARE:

o Personnel department advices to the management a effective use of the human resources.
o Personnel department looks after the manpower Planning for future recruitment and
selection.
o This department looks after the training and Development of managements staff and non
management staff.
o This department is also responsible for wage and salary

administration,

incentives etc.
o Personnel department also plays an important role in Grievance handling , settlement of
disputes and collective bargaining, etc.
o This department also maintains employees welfare Records ,leave records, attendance
register etc.
o The IR and legal department looks after the legal matters of the company and maintains
good industrial relations.
o The important function of this department is performance appraisal of employees.

RECRUITMENT AND SELECTION PROCESS

AT ATMARAM AUTO
Company has always practiced a number of effective applicants through different methods of
recruitment and selection.

Recruitment of Managers
1). Recruitment of fresh candidates in managerial group is directly done through the campus
interview preferably from IIMs and XLRI and other reputed business schools . these fresh
candidates are recruited as management trainees for at least one year.
51

2). Recruitment of candidates in management staff requires prior experience. Here indirectly
applications are invited from different places on the basis of advisement through Employment
Exchange consultancies and newspapers.
3). Vacancy for the job involves framing of job description in consultation with HOD , by the
personnel department. The requirement of job is assessed and judged . Then accordingly the job
specialization is finalized.
4).The approval from the corporate HRD is necessary for the filling of any vacancy.

After the creation of vacancies the following procedure is adopted:

(i)

Publication of vacancies is done

through H.R.D./personnel department and all

applications are invited by advertisement.

(ii)

Applications are reduced through screening and a file of rest of the candidates is
maintained and whenever any vacancy is there, they are invited to apply through
formal channel.

(iii)

Having considered suitable applications, the process of written test and interview is
started by personnel department.

(iv)

On the basis of merit of written test and interview, appointment letters to the selected
applicants are sent. The person namely appointed is kept for a specific probation
period.

(v)

Engagement letters or conformation letters are dispatched.

(vi)

The permanent employees have to go through medical examination before joining.

Recruitment of skilled staff (worker category):

After the publication of vacancies ,the H.R.D./personnel department is required to notify by internal or
external source or by a particular notice board.
Applications are collected through H.O.D. ,given by personnel department . Personnel manager are
decided for the recruitment of vacancies through following sources.

1). Internal source :

52

DIRECT METHOD: Selection is made amongst the existing staff

subject describing candidates.

2). External source :

External sources are mainly:

Newspaper

Consultancy

Campus-interview.
ENGAGEMENT OF APPRENTICES:
1). The engagement of an apprentice is to train a person in technical line as per the provisions of the
apprentice act 1961.
2).An apprentice should be a trained person from I.T.I. in prescribed trade. In few trades the freshers are
also allowed for apprenticeship.
3). Presently about 30 apprentice are engaged in different trades at Heinz India Private Limited, Aligarh.
4). The apprentice should be medically fit at the time of joining.
5). The facility of health and safety are same as provided to permanent workmen of the establishment.
6). Stipend should be paid as per the rule provided by Govt..
7) The employer is required to pay accident compensation to an apprentice in accordance with workman
compensation act.

SELECTION PROCEDURE AT ATMA RAM AUTO

The procedure is concerned with screening relevant information about an application . This information is
secured in a number of steps.
The prime objective is to find out enough about the applicant so that he may be matched with the job.

THE STEPS OF SELECTION PROCESS ARE :

53

1). Firstly the candidates are invited through call letters for interview .
2). And after that there is a direct personal interview through which the candidates are assessed and
selected for written test.
3). Those candidates who are selected in written test are called then for final interview, group discussion
and case study and finally eligible candidates are selected.

At present, in ATMARAM AUTO:

The candidates for any specific job, selection body and

interview committee both sit together to

select the candidates.

Interview rating sheet is distributed to all

interviewers for their rating and comments on

candidates.

All the rating sheets are combined together and than the final candidates are selected.
Call letters for appointment are issued.

And finally conformation letters are issued.

INDUCTION:
Selected candidates , on joining the company are introduced with the companys work environment,
job ,rules and regulations.

SUGGESTIONS
54

Recruitment of Female candidates should be done in different departments as females

can contribute more than males.

Campus interview should be conducted at different institutes other than XLRI and IIMs as
it will enhance the scope and chances of search of talents.
The approval of the vacancies instead of Head Office Mumbai , should be done from here
Aligarh itself.
Company should maintain maximum computerized personnel records.
There should be effective record maintenance of permanent employees , apprentice
,contract labour etc.
Terms and conditions of employment should be clear to all employees.
Advertisement on all India basis should be done properly to give chances to good and
efficient candidates.

55

CONCLUSION
The conclusion from my point of view after studying the Recruitment and Selection of Employees at
Atmaram Auto and after gathering all the information is that Heinz has a very systematic recruitment and
selection process. Heinz has an effective procedure of inviting applications for employment for both
management staff and workers in experienced and inexperienced grades.
Atmaram Auto believes in the good institutes for the recruitment of candidates.Heinz approaches to
different institutes for campus recruitment. From these institutes candidates are taken as management
trainees and further trained by the company for the period of one year.
Heinz procedure is one of the best procedures to select the good candidates. The personnel
department plays an important role in regulating all the activities before finally selecting candidates till the
end.Recruitment of permanent employees is done to update authorized staff length ,which is received
monthly and which is decided by personnel department.
In this way Ive concluded that Heinz has a fair and effective method of Recruitment and Selection.

56

BIBLIOGRAPHY

ARUN MONAPPA
FRED LUTHANS
IGNOU BOOKS
INTERNET
L.M. PRASAD

57

QUESTIONNAIRE
NUMBER OF RESPONDENT

: 20

DESIGNATION

NUMBER OF YEARS OF SERVICE : 1520

COMPLETED
YES
1. Do you know about the

18

NO

DONT KNOW
2

Recruitment and selection process of your

organization.
2. Do you think the process

15

12

16

(a) direct method

14

(b) indirect method

15

(c) third party method

13

18

Is systematic and fair

3. Do you know the methods
Used for recruitment.
4. Are the methods
Appropriate in your view
5. Which method in your view
Is appropriate:

6. Do you think the vacancies

58

Are properly advertised

7. Were you satisfied with

16

15

The interview board

8. Are you fully satisfied with
The overall process of
Recruitment & selection.

59